VARIOUS STRUCTURAL REFORMS HAVE BEEN PROPOSED TO ALLEVIATE PERCEIVED DEFECTS IN THE POLICING SYSTEM. TOTAL CONSOLIDATION OF ALL POLICE AGENCIES IN A COUNTY, METROPOLITAN AREA, REGION, OR STATE HAS OFTEN BEEN RECOMMENDED AS THE MOST DESIRABLE SOLUTION. SECOND-CHOICE SOLUTIONS INCLUDE PARTIAL CONSOLIDATION THROUGH SMALL-SCALE MERGERS, INTERLOCAL SERVICE AGREEMENTS OR SERVICE CONTRACTING, CONSOLIDATED PRODUCTION OF PARTICULAR SUBSERVICES IN POLICING (E.G., DISPATCH, TRAINING, AND CRIMINAL LABORATORY FACILITIES), AND ENHANCED COORDINATION AND COOPERATION THROUGH THE USE OF FORMAL MUTUAL AID PACTS AND OTHER AGREEMENTS. THESE REFORM RECOMMENDATIONS HAVE BEEN BASED ON PRINCIPLES OF GOOD MANAGMENT AND ORGANIZATION RATHER THAN ON FACTUAL EVALUATION OF COSTS AND BENEFITS. GIVEN DIFFICULTIES ASSOCIATED WITH PROGRAM EVALUATION, PARTICULARLY PROGRAMS THAT ALTER POLITICAL POWER RELATIONS, COMPARATIVE RESEARCH ON EXISTING ORGANIZATIONAL FORMS MAY BE MORE PRODUCTIVE THAN EVALUATION RESEARCH. WITHOUT A DEVELOPED THEORY CONCERNING LINKAGES BETWEEN VARIABLES CHARACTERIZING POLICE ORGANIZATION AND POLICE PERFORMANCE, EVALUATION EFFORTS CANNOT BE SUCCESSFUL. NOTES ARE INCLUDED.