This report synthesizes relevant literature, operational experience, and expert opinion concerning correctional reorganization and was designed to help decisionmakers plan and implement organizational reforms. Onsite assessments of 17 projects were conducted in locations that were found to be successful attempts to reorganize and consolidate local corrections. The study found that (1) the fragmentation of correctional services frustrates (and defeats) well-designed programmatic reforms; (2) effective reorganization efforts have been oriented to well-defined substantive goals; (3) the development of a single 'best approach' to organizational reform is not feasible; and (4) three 'pure type' organization models are appropriate: the county-administered unified corrections model, the multijurisdictional local government model, and the State-administered decentralized model. These three organizational models are illustrated with examples taken from the field observations, and they are described in terms of seven dimensions, including source of initiative for change; values and goals; organizational scope; intergovernmental relationships; financing; linkages to related services; and impact of model on service delivery. The report includes an analysis of the change process, using some elements of force-field theory to analyze the driving and restraining forces that facilitate or impede reform and a series of 'action charges' for the various participants in and supporters of reorganization efforts. Change strategies and tactics and some general guidelines for nurturing the reorganization process are offered. Footnotes, charts depicting the models, and tabular data are provided, and a list of selected readings is appended. (Author abstract modified).