THE ORGANIZATIONAL STRUCTURE OF THE SPRINGFIELD POLICE DEPARTMENT WAS SUCH THAT THE FLOW OF COMMUNICATION AND UNDERSTANDING WITHIN THE DEPARTMENT WAS IMPEDED. SOME UNITS WERE OVERSTAFFED, SOME WERE UNDERSTAFFED, AND THERE WAS A GENERAL LACK OF SUPERVISION. OTHER MAJOR PROBLEMS WERE RELATED TO SALARY SCALES. THE DEPARTMENTAL ORGANIZATION AND PAY PLANS ARE DESCRIBED. THE METHOD OF ANALYSIS USED BY THE CONSULTANTS INVOLVED INTERVIEWS; PERSONAL OBSERVATIONS; AND CAREFUL INTERPRETATIONS OF THE RECORDS, MANUALS, AND OTHER DATA PROVIDED TO THEM. THE ORGANIZATIONAL RESTRUCTURING WAS RECOMMENDED ONLY WITHIN THE LIMITS OF PRESENT AUTHORIZED STRENGTH, BUT WITH FUTURE GROWTH CONSIDERED TO MINIMIZE ANY INSTABILITY CREATED BY CONSTANT REORGANIZATIONS. PROBLEMS WITH THE REORGANIZATION ARE RELATED TO TRANSFERS WITHIN THE DEPARTMENT, SOME OF WHICH WOULD INVOLVE PAY REDUCTIONS AND DEMOTIONS. DETAILED FINDINGS RELATED TO THE PROBLEMS WITHIN THE DEPARTMENT AND INDIVIDUAL DIVISIONS ARE PRESENTED. THE REORGANIZATIONAL PROPOSAL IS DESCRIBED BY DIVISION, SHOWING THE ALLOCATIONS OF PERSONNEL AND ACTIVITIES WITHIN EACH ONE. THE PERSONNEL ADJUSTMENTS REQUIRED TO ACCOMPLISH THE RECOMMENDATIONS ARE LISTED. A SUMMARY OF THE RECOMMENDATIONS IS GIVEN. APPENDIXES PROVIDE INFORMATION ON THE DUTIES OF THE TRAFFIC DIVISION COMMANDER AND THE CURRENT 5-STEP AND PROPOSED 10-STEP PAY SCHEDULES. (BAC)