The research group examined typical career aspirations, educational and professional opportunities available, salary and benefits, perception of the need for formal education, career life expectancy, social perception of the job, alternatives to promotion, compensation for long-term nonpromoted employees, redirection of career intentions, retraining for a new career, and multiple track career planning. Emerging trends were assessed, including police officer retention rates, police officer job satisfaction, police agency centralization, educational level of law enforcement applicants, and incentive pay for job-related expertise. Possible future events were also evaluated, such as State regionalized law enforcement, incentive pay for job-related education, "pay for performance" concept, dual career paths, and management training. Alternative scenarios were projected for the year 2000, and a strategic management plan was developed for implementing career development programs. It was found in the course of research that over 80 percent of California's police officers want to be promoted at some time in their careers, although only 10 to 20 percent will be promoted. Only about 20 percent of California's mid-sized police agencies have a career development program. Police officers must be encouraged to seek training, education, and continuance in their careers through a meaningful career development program that offers prestige and builds self-esteem. A lack of career opportunities will reduce retention and job satisfaction. Appendixes contain supplemental information on the research project. 68 references, 23 figures.