This summary focuses on Department efforts which manifest change. The extent to which new clients are similar to or different from previous clients is determined, and the impact of new methods of case assignment and supervision on productivity is assessed. The changing support role fulfilled by the Department for circuit and district courts in the county is also noted. The characteristics of terminated clients are reviewed, circumstances of termination noted, and implications for the Department's operations discussed. The Department restructured the core of its services delivery system (the probation staff) in 1980. The changes made are briefly described, along with the impact of these modifications on overall productivity. Case disposition patterns and the Department's role in sentencing are reviewed extensively. The broad costs of corrections services in the county are described. Although the Department is a significant component of the county's corrections system, other corrections services are provided by the Sheriff's Department (jail) and the State (penitentiary). All system costs are itemized. Collections, revenues, and other benefits to the county from all corrections services are identified. The extent to which the Department can be cost justified in its current format is analyzed. This analysis is done by reviewing the likely benefits and costs of having no community corrections services in the county and those which would accrue from a regional manager system in the county. Tabular and graphic data are provided. (Author summary modified)