The problem was that Aurora Fire Rescue (AFR) was considering establishing a mentoring program for newly promoted officers. The purpose of the research paper was to establish objective criteria for a sustainable formal mentoring program. A descriptive research methodology was used to answer the following four questions (a) What objectives do public and private organizations utilize for mentoring programs? (b) What are the expectations from the community of the AFR company officer? (c) What are the expectations of the company officer from AFR executive staff? And (d) What sustainable objectives can AFR utilize to create a formal mentoring process? The procedures utilized for this research were literature review, interviews, and surveys. The individuals interviewed were the Training Commander, Operations Commander, and a newly promoted Lieutenant. One survey was developed and distributed to all AFR officers. A second survey was developed and distributed to some of Aurora community members. The results of the internal survey revealed that officers would benefit from a formal mentoring program before and after getting promoted. The community survey revealed that the citizens of Aurora are not entirely informed on the services provided, making it difficult to determine what the expectations of company officers should be. The interviews revealed that neither executive staff nor new officers feel there is consistent communication or clear expectations. Recommendations to AFR include creating a career development program that includes a mentoring component. A sustainable mentoring program with objective criteria would not be successful without a strong career development program. Another recommendation to AFR is the minimal investment of a designated program manager to develop, coordinate, and run the program. Future research on this topic should include interviews with other fire departments and private sector career development programs. And more input from the community.