The monograph is a reference for judicial administrators who are entering or are already involved in a transition to State financing. The transition is defined in broad terms, starting with attempts to strengthen the existing statutory provisions on management and concluding with the development of mature management systems several years after the change to State funding. The transition to State financing generally results in improvements because it leads to close scrutiny and eventual changes in court management systems. The five stages of development in court management systems are described in terms of their characteristics, time sequence, and issues and problems. The prelegislation stage is characterized by efforts to ensure sound management provisions in the implementing legislation. Basic policy decisions center on such concerns as the time period to be allowed for the transition and optimal times to make changes in various courts. The second stage consists of defining the transition management approach after the legislation has been enacted. Tasks include choosing the management team, selecting consultants, and developing the work plan. The next step, preparation for the first budget, covers the construction of the job classification and pay plan, the classification of employees, and the inclusion of trial courts in the State budget process in time for submission of the budget. The fourth stage is the preparation of basic management systems for the actual date of the switchover. The final stage consists of refining and augmenting basic management systems by adding such features as systems for facilities management, fiduciary accounting, cash-flow control, and other special management activities. The characteristics of the early development, later development, and linkages with other systems are defined for such basic functions as personnel, budget, appropriations, accounting, and purchasing. The effects of State financing on trial court administration are covered in an appendix.