Division commanders were interviewed, and several law enforcement agencies and other departments within the Osceola County government were contacted. The team found that currently the OCSD does not have in-house computerized processing in any of the areas observed -- administration, training, court services, communications, corrections, criminal investigations, technical services, and uniformed patrol. It recommends computerization of the information processing practices as the only way to meet the ever increasing information requirements of the department. Recommendations are made in three areas, each with unique concerns that can be improved by computerization: service center, administration, and law enforcement. Recommendations are to install an automated fuel monitoring system attachable to the existing gasoline pumps, to assign the responsibility and administration of the service center to another county agency or place it under the administrative group within the sheriff's department with a civilian in charge, and to create a centralized purchasing area to provide better control and to take advantage of purchasing expertise; other recommendations are to establish a human resource data base system to provide vital information for each officer and to implement a metropolitan law enforcement data processing environment within Osceola County. The team suggests that the most logical starting point for converting a manual system is at the point where the information is first initiated, the communication center. It also suggests implementing microfilming procedures for out-of-date information. The appendixes contain a private sector study team profile, a chronological interview list, the sheriff's department information needs assessment, reference material, data processing job descriptions, an overview of systems development methodology, and the suggested requirements definition/preliminary design outline.