AN ASSESSMENT OF CENTRAL OFFICE OPERATIONS CONCLUDES THAT, ALTHOUGH THE NDHP ADHERES TO THE BASIC PRINCIPLES OF ORGANIZATION THEORY, THERE ARE NEVERTHELESS, SEVERAL ORGANIZATIONAL CHANGES THAT CAN BE MADE TO IMPROVE THE AGENCY'S OVERALL EFFECTIVENESS. THE PROPOSED REORGANIZATION WOULD ACCOMPLISH THE FOLLOWING: 1) ASSEMBLE ACTIVITIES OF A SUPPORT OR ADMINISTRATIVE NATURE TOGETHER INTO A MORE MANAGEABLE GROUPING CALLED THE ADMINISTRATIVE SERVICES BUREAU, 2) SET OUT THE FOUR WESTERN AND EASTERN DISTICTS UNDER COMMANDERS WITH THE RANK OF CAPTAIN, 3) MAKE THE ENTIRE DEPARTMENT MORE COHESIVE, ESTABLISH CLEAR LINES OF RESPONSIBILITY AND ENHANCE INFORMATIONAL AND POLICY FLOW, AND 4) PROVIDE NEEDED ADMINISTRATIVE SUPPORT TO THE NDHP SUPERINTENDENT, BY CREATING A RESEARCH AND DEVELOPMENT UNIT, AN INTERNAL SECURITY AND INSPECTIONS UNIT, AND A PROPERTY AND FLEET MANAGEMENT UNIT WITHIN THE ADMINISTRATIVE SERVICES BUREAU. MANAGEMENT AREAS OF THE NDHP THAT ARE EXAMINED INCLUDE EXECUTIVE DIRECTION, INFORMATION SYSTEMS, PLANNING, INTERNAL CONTROL PRACTICES, AND INSPECTIONS. RECRUIT TRAINING, IN SERVICE TRAINING, SUPERVISORY AND MANAGEMENT TRAINING, TRAINING SCHEDULE DEVELOPMENT AND PROGRAM STAFFING, CURRICULUM DEVELOPMENT AND PROGRAM EVALUATION, AND TRAINING FACILITIES ARE PARTS OF THE NDHP TRAINING PROGRAM IDENTIFIED AS NEEDING IMPROVEMENTS. ESTIMATES THAT ARE PROVIDED OF NDHP STAFFING REQUIREMENTS FOR THE NEXT FIVE YEARS (1975-80) TAKE INTO ACCOUNT THE ADDITIONAL RESPONSIBLILITIES MANDATED BY THE LEGISLATURE, THE INCREASED VEHICLE TRANSPORTATION EXPECTED TO RESULT FROM THE COAL DEVELOPMENT PROJECTS, AND THE ANTICIPATED POPULATION INCREASES TOTALING AN ESTIMATED 10,000. MAJOR FINDINGS AND CONCLUSIONS, AS WELL AS RECOMMENDATIONS IN THE AREAS OF ORGANIZATION, STAFFING, MANAGEMENT, COMMUNICATIONS, TRAINING, INTERGOVERNMENTAL RELATIONS, FACILITIES AND EQUIPMENT, AND PERSONNEL MANAGEMENT PRACTICES, ARE SUMMARIZED. APPENDIXES, CHARTS, AND TABLES, ARE PROVIDED.