Three major areas address the process and methodology in successful recruitment program development in terms of problem areas, strategic planning for future needs, and transition planning. First, in defining future needs, 42 major trends were identified by a nominal group of law enforcement and personnel professionals. This list of emerging trends was narrowed down to the five most significant trends: increased applicant drug use, the aging population, the increasing minority population, 'me generation' attitudes, and use of more lateral officers by small agencies. Critical events or unique occurrences that could occur within the next 10 years also were identified. These trend and event statements are used to develop three scenarios that can be used as a basis for strategic planning. Ten policy considerations in a long-range approach to recruitment needs also are presented. Second, strategic management is discussed with reference to the capabilities of the small department, as well as the department's future adaptability to change. Stakeholders in the recruitment effort are identified, and their concerns and interest are discussed. Five alternative execution plans are developed using a policy delphi process. The third phase is the development of the transition program needed to implement future recruitment programs. The critical mass of individuals who can make or break a program is identified, and the needed management structure is considered. 14 charts, 9 endnotes, and 19 references. (Author abstract modified)