The study included an examination of selected career development programs used in both law enforcement and the private sector. Although the private sector emphasizes career development, it receives little attention in the public sector. A survey of police chiefs yielded 77 returns. Of the agencies represented, not one had an integrated career development program. Barriers to employee-oriented programs in the public sector are outdated management philosophies, bureaucratic values, restrictive personnel rules and union agreements, lack of funds, and a general negative attitude toward public employees. An effective career development program is possible for a medium-sized police agency if the organization recognizes that its personnel are its most important resource and creates an environment for employees to develop their professional potential. The study proposes a model career development program composed of nine core elements and five optional elements. Appended study materials, tables, charts, 64 endnotes. (Author abstract modified)