FPC compliance auditor outlines promotions, diversity and retention work; calls for coordinated MPD-FPC action

The Fire and Police Commission’s compliance auditor reported Jan. 7 on the status of promotional exams, eligibility-list demographics and early steps to address promotion barriers and retention at the Milwaukee Police Department.

Why it matters: in 2018 the Collins settlement agreement formalized the FPC’s duties to recruit, hire and promote with attention to diversity. In 2023 Act 12 introduced new staffing requirements. The auditor told the committee those twin obligations complicate efforts because Act 12 prioritizes increasing sworn counts while the Collins agreement requires attention to diversity outcomes.

Compliance auditor Chris Williams briefed the committee on promotional exam cycles and demographic trends. Williams noted that lieutenant applications were lower in 2023 (82) than in 2019 (150), while detective and sergeant pools showed smaller changes. She said the 2023 promotional eligible lists showed increases in Asian, Black and Hispanic applicants in many categories and observed “a dramatic” increase in the share of Hispanic applicants in the top half of the lieutenant ranking compared with prior cycles. For sergeants and detectives, Williams said the top-half representation for Black applicants increased (for detectives from 15% to 23% in the top half of the ranking).

Williams emphasized that promotional diversity is expected to lag recruitment diversity because eligibility for promotions derives from the existing officer corps, which reflects earlier recruitment and hiring patterns. She told the committee that “we can only promote from the pool that we have,” and that sustained recruitment diversity will gradually change the promotional pool.

The auditor summarized a 2023 FPC survey of sworn members on promotions that identified commonly perceived barriers: distrust of the system, favoritism, and insufficient preparation time due to work obligations. Commissioners and staff discussed whether perceived favoritism refers to local leadership networks, cohort ties, or racialized perceptions; Williams said the survey did not break down favoritism by motive but recommended additional qualitative work to understand the roots of perceptions.

To address barriers and support promotion preparation, the FPC and MPD staff have begun a working group that includes policy and staffing staff and MPD representatives (assistant chiefs, risk manager). Ideas under consideration include mentorship programs (noting past attempts with mixed results), study groups or recorded expert sessions so all eligible officers can access preparation help without creating an advantage for some attendees, and outreach to stakeholder affinity groups. Williams said MPD is open to exploring mentoring and training but has been cautious about any approach that could be perceived as giving a “leg up” to a subset of candidates.

On retention, Williams said the FPC has not previously conducted systematic “stay” research and recommended building baseline reports and data to track who leaves and who remains. She said staff have requested MPD reports on separations by race and gender and a baseline roster with start dates and demographic information to allow ongoing retention analysis. Williams proposed focused qualitative work—confidential interviews or carefully structured focus groups—to supplement survey data and better identify what encourages officers to remain with the department.

Williams said the FPC will continue the working group, pursue further surveys or interviews, and explore evidence-based frameworks such as results-based accountability to shape initiatives. The presentation closed with a recommendation that the FPC and MPD coordinate on transparent communications about promotional rules and eligibility to reduce misinformation about the process.

Ending note: committee members asked the auditor to return with additional detail, including samples of any mentoring or study-group materials and a proposed plan for confidential qualitative outreach to sworn members.