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Promotion and Transfers Although promotions were not a direct subject of the review team's inquiry, several interviewees noted tension on the part of the lieutenants in the department. This tension involved positioning among candidates for the captain rank and warring amongst themselves for the promotion. While this information was speculation and largely a matter of opinion, it was stated frequently enough to merit mention. Selection for special assignment, shifts, and other transfers was a source of criticism, a common problem in nearly every police department in the United States. However, clearly publicizing requirements and making this process transparent ameliorates the negative effects of selection and transfers. The review team also noted some disparities in the promotional processes for all three ranks of sergeant, lieutenanb and captain. Advisory No. 10: A validated promotional process should be developed for all ranks. Discussion: The chief of police has indicated that he is considering alternatives to the current promotional processes used by the department. The review team considers this an excellent move on the part of the police chief. The current processes could subject the department to challenges of validity and fairness. For example, a promotion to the rank of captain involves an internal employee interview. The interview panel charged with making this major career decision consists of police department personnel from equal and subordinate ranks to the candidate. On its face, the process could be challenged for its fairness. How can a subordinate make a fair assessment on the potential of a superior officer to move to a higher rank? According to EPD's "Promotional Recruitment and Selection Processes for 2003 and 2004," another panel is convened for a community interview. This 74