THE ORGANIZATION OF THE DEPARTMENT, ITS FIELD OPERATIONS, AND ITS PAY POLICY FORMULATION ARE DESCRIBED. INTERVIEWS CONDUCTED BY A TECHNICAL ASSISTANCE CONSULTANT DETERMINED THAT DEPARTMENT OFFICIALS WERE CONCERNED WITH SEPARATE BUT CLOSELY-RELATED PAY PROBLEMS: INADEQUATE 'PAY DIFFERENTIALS' BETWEEN TROOPERS, ASSISTANT POST COMMANDERS, AND POST COMMANDERS THAT DID NOT PROVIDE MONETARY INCENTIVES FOR PROMOTION AND DID NOT ADEQUATELY REFLECT THE DIFFERENT WORK DEMANDS INHERENT IN THE POSITIONS. THE CONSULTANT CONDUCTED A REVIEW AND ANALYSIS OF THE PAY PRACTICES AND PROVIDED TWO TYPES OF RECOMMENDATIONS. AN ANALYSIS OF THE PROBLEM SHOWED THAT PRESENT PAY DIFFERENTIALS WERE SERIOUSLY INADEQUATE. THE CONSULTANT RECOMMENDED A PAY DIFFERENTIAL OF ABOUT 10 PERCENT BETWEEN THE RANKS AND PRESENTED A TABLE OF PROPOSED PAY ADJUSTMENTS. HOWEVER, THESE RECOMMENDATIONS MERELY ALLEVIATED AN IMMEDIATE AND SERIOUS PAY PROBLEM. TO DEVELOP FAIR AND EQUITABLE PAY PRACTICES BASED ON SOUND PRINCIPLES OF WAGE AND SALARY ADMINISTRATION, OTHER ACTIONS MUST BE UNDERTAKEN, SUCH AS THE ASSIGNMENT OF AUTHORITY AND RESPONSIBILITY FOR PAY POLICY TO THE PERSONNEL AND TRAINING OFFICE, A COMPREHENSIVE JOB ANALYSIS AND EVALUATION STUDY, THE ESTABLISHMENT OF PROCEDURES TO CONDUCT SYSTEMATIC AND REGULAR SALARY AND BENEFIT SURVEYS, AND PAY ADJUSTMENTS BASED ON SATISFACTORY SERVICE AND PROGRESS. APPENDIXES PROVIDE POSITION DUTIES, PAY SCHEDULES, AND RELATED MATERIALS. TABLES ARE PROVIDED.