The analysis included interviews with State and district officials and program personnel as well as an examination of program documents. It found that the organization of the Iowa Department of Social Services (IDSS) personnel for the community-based corrections program does not provide consistency in management or integration of monitoring processes. Second, program and fiscal monitoring of the district department does not provide a reasonable assurance of accountability. Third, administrative rules for the accreditation of district departments were found to have been improperly adopted and do not contain policies required by law. Fourth, no clear relationship was found between changes in the use of community-based corrections programs and the funds allocated to the various program modalities. Fifth, district officials reported differences in the correctional philosophies of IDSS and the district departments, producing conflict. Finally, the district departments have not fully implemented the intent of the relevant legislation that the community-based corrections program be administered locally to meet the needs and expectations of local areas. Overall, the recommendations derived from the management analysis are intended to strengthen the organization, management, and accountability of the community-based corrections program while maintaining the intent of the General Assembly. One recommendation is that the IDSS reorganize the community-based corrections program by establishing a staff unit within the Division of Adult Corrections to perform fiscal and program monitoring. Various tabular and graphic data are provided in the body of the report, and the appendixes contain the relevant State legislation and fiscal 1981-82 statistics for pretrial release, presentence investigation, probation, and residential correctional facilities. For other volumes of the report, see NCJ 92298 and 92300.