Paying attention to criteria used, performance measurement, and the impact on employee relations, key trends were identified by the group as important to the study. Also, scenarios were developed in an attempt to "glimpse the possible futures" for California law enforcement as they relate to employee compensation by the year 2000. The futures forecasting process highlighted the necessity of strategic planning, union and management cooperation, and the importance of community involvement in preparing for the future. The elements of the preferred strategy include the development of a committee of stakeholders (advisory committee), a professional consultant, a pay-for-performance training and education program, and a core group of stakeholders charged with developing criteria for both short-term and long-term implementation, evaluation, and modification. Determining the status of pay-for-performance in law enforcement in the future requires more than listing the advantages and disadvantages, and deciding accordingly. The needs and perceptions of the community, the political powers, and the organization, including those of management and line personnel, are critical. Development of a successful pay-for-performance program can only be successful in organizations where there is a cooperative trust among stakeholders, realistic goals, and performance measures. 11 notes