The study process required department managers to discuss together the philosophy of police service, citizen needs, and the consequent implications for police organization. The recommended organizational changes focus on a realignment of basic units to increase control, accountability, flexibility, and communication, while decreasing a duplication of effort. The basic changes advised are (1) combining field units into an operations bureau and adding a planning capability for increased efficiency in the use of field units, (2) realignment of investigative units and an experiment in the use of detectives, and (3) consolidation of citizen participatory services to give emphasis and efficiency to such services. Among important findings are that Seattle citizens have the same goals, priorities, and expectations for police services as do the department's top management and that the necessary service delivery elements for good service already exist within the department. Results also indicate that the department does not have excessive management or support staff, as has often been alleged and that managers recognize that in the 1980's they will be facing an increase in workload with a concurrent demand for fiscal responsibility and a need for departmental flexibility. The report's main sections focus on the history of reorganization efforts, a description of the current organization, organizational issues, and the Seattle Police Department in 1981.