Emergency Medical Services Incident and Response Data FY25 Q1 Wesley Hopkins, Chief of Staff 1 Incidents, Patient Contacts, Transports January 2021 – January 2025 Incidents | Patient Contacts | Patient Transports January 2021 - January 2025 14000 12000 10000 8000 6000 4000 2000 0 1 2 - n a J 1 2 - b e F 1 2 - r a M 1 2 - r p A 1 2 - y a M 1 2 - n u J 1 2 - l u J 1 2 - g u A 1 2 - p e S 1 2 - t c O 1 2 - v o N 1 2 - c e D 2 2 - n a J 2 2 - b e F 2 2 - r a M 2 2 - r p A 2 2 - y a M 2 2 - n u J 2 2 - l u J 2 2 - g u A 2 2 - p e S 2 2 - t c O 2 2 - v o N 2 2 - c e D 3 2 - n a J 3 2 - b e F 3 2 - r a M 3 2 - r p A 3 2 - y a M 3 2 - n u J 3 2 - l u J 3 2 - g u A 3 2 - p e S 3 2 - t c O 3 2 - v o N 3 2 - c e D 4 2 - n a J 4 2 - b e F 4 2 - r a M 4 2 - r p A 4 2 - y a M 4 2 - n u J 4 2 - l u J 4 2 - g u A 4 2 - p e S 4 2 - t c O 4 2 - v o N 4 2 - c e D 5 2 - n a J Incidents Patient Contacts Patient Transports 2 P1 Compliance by District FY25 Q1 Priority 1 Compliance by District FY25 Q1 77.29% 76.06% 78.75% 78.90% 73.48% 64.09% 71.84% 64.97% 85.08% 54.43% 1 2 3 4 5 6 7 8 9 10 % Goal Met 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 3 P1 Response Interval by District FY25 Q1 Priority …
Emergency Medical Services Public Safety Commission Meeting FY25 Q1 Wesley Hopkins, Chief of Staff 1 Medic Openings 46 Field 2 Communications Current EMS Department Staffing Authorized Strength Filled Sworn Sworn Vacancies Vacancies Vacancy Rate 714 599 115 December 31, 2024 Rank EMS Assistant Chief EMS Captain - Communications EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Communications EMS Commander - Field EMS Division Chief EMS Medic - Communications EMS Medic - Field EMS Chief Paramedic Practitioner EMS Paramedic Practitioner TOTAL Q1 AVERAGE Authorized Sworn Staffing 4 11 83 35 302 5 40 10 8 211 1 4 714 0 1 2 9 54 0 1 0 2 46 0 0 115 0.00 9.09 2.41 25.71 17.88 0.00 2.50 0.00 25.00 21.80 0.00 0.00 16.11 16.73 2 7 6 5 4 3 2 1 0 Sworn Separations Sworn Separations by Type 6 5 2 2 1 1 1 EMS Assistant Chief EMS Captain - Comm EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Comm EMS Commander - Field EMS Division Chief EMS Medic - Comm EMS Medic - Field Resigned Retired 3 Sworn Tenure at Separation Sworn Tenure at Separation 4 4 2 2 1 1 1 1 1 1 4.5 3.5 2.5 1.5 0.5 4 3 2 1 0 d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R EMS Assistant Chief EMS Captain - Comm EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander …
Opioid Overdoses – ATCEMS Data Pills and Adolescents • We are seeing a decline in Opiate alerts, and an increase in enrollment for our Opiate Bridge Program. • We are experiencing a steady decline across all metrics from the peak in September 2023 40 35 30 25 20 15 10 5 0 Jan-19 Jan-20 Jan-21 Jan-22 Jan-23 Jan-24 Adolescent under 18 Pills Opioid Overdoses reported to 911 300 250 200 150 100 50 0 Opiate Alerts Kits Used Kits Distributed 1 Opioid Overdoses – State of Texas Opioid Overdoses reported to 911 400 350 300 250 200 150 100 50 0 2 2 - n a J 2 2 - b e F 2 2 - r a M 2 2 - r p A 2 2 - y a M 2 2 - n u J 2 2 - l u J 2 2 - g u A 2 2 - p e S 2 2 - t c O 2 2 - v o N 2 2 - c e D 3 2 - n a J 3 2 - b e F 3 2 - r a M 3 2 - r p A 3 2 - y a M 3 2 - n u J 3 2 - l u J 3 2 - g u A 3 2 - p e S 3 2 - t c O 3 2 - v o N 3 2 - c e D 4 2 - n a J 4 2 - b e F 4 2 - r a M 4 2 - r p A 4 2 - y a M 4 2 - n u J 4 2 - l u J 4 2 - g u A 4 2 - p e S 4 2 - t c O 4 2 - v o N 4 2 - c e D 5 2 - n a J Opiate Alerts Kits Used Kits Distributed Buprenorphine Bridge Program 2024 • 239 Clients enrolled in BBP • 783 dose of Buprenorphine doses administered • Every dose saves a life! • 3,505 Narcan kits distributed • 5,052 Opiate Use Disorder interventions completed BreatheNOW and Narcan Distribution • Trained over 431 people, mostly COA employees • Targeted distribution through community partners ATCEMS CONTINUED EFFORTS Clinical Navigation Division Community Health Program (CHP) • Daily overdose review and follow-ups • Addiction …
Public Safety Commission Meeting March 3, 2025 4:00 p.m. – 6:00 p.m. About the Office of Police Oversight The mission of the Office of Police Oversight (OPO) is to provide impartial oversight of the Austin Police Department’s conduct, practices, and policies to enhance accountability, inform the public to increase transparency, and create sustainable partnerships throughout the community. ACCOUNTABILITY TRANSPARENCY PARTNERSHIPS 2 OPO Staffing Update OFFICE OF POLICE OVERSIGHT ORGANIZATIONAL CHART • Business Intelligence Consultant • Complaints Supervisor • Community Engagement Specialist • Police Oversight Policy Analyst 4 Current Vacancies Hiring and Recruitment New Hires: • Temporary employee-September 2024 • Police Oversight Policy Analyst-January 2025 • Public Information Specialist-February 2025 In Progress: • Complaints Supervisor-closed 1/21/25 • Business Intelligence Consultant-closed 2/17/25 • Community Engagement Specialist-closed 2/17/25 • Police Oversight Policy Analyst-closes 3/03/25 5 OPO 2024 Highlights • Received 641 complaints, 114 compliments • Issued 31 disciplinary recommendations to the Chief of Police • Analyzed 65 APD-initiated policy changes • Issued 26 policy recommendations • Published 151 documents related to police oversight 114 compliments 641 complaints 31 disciplinary recommendations 25 policy recommendations 151 documents 50 events • Hosted or participated in 50 public events 7 OPO 2023 Highlights • 578 complaints, 99 compliments • 14 external complaints resulted in discipline • 53 community outreach events, reaching more than 1,000 community members • Published 221 documents related to police oversight 99 compliments 578 complaints 14 external complaints 1000 community members 221 documents 53 events 8 Community Police Review Commission What is the Community Police Review Commission (CPRC)? Consists of eleven community volunteers selected by the City Manager. Separate and independent from the Austin Police Department. OPO is working to re-establish CPRC in alignment with Municipal Code 2-15-4, Austin Police Oversight Act. The re-establishment of the CPRC is the last provision of APOA to be fully implemented. 10 Community Police Review Commission Where are we now? Efforts have been underway since May 2023 to re-establish the CPRC in alignment with the City Code 2-15, also known as the Austin Police Oversight Act (APOA). November 2024 City Manager selects eleven commissioners from applicant pool. January 2025 OPO begins commissioner training. Spring 2025 Projected completion for commissioner training. 11 How were commissioners selected? Commissioner selection was on November 18 at 2 PM in City Council Chambers and streamed on ATXN. OPO facilitated random selection. Selected eleven commissioners and four alternates. Results published on ATXpolicecommission.org. 12 Who …
Austin Police Department Academy Operations Manual APD Academy Operations Manual Introduction Table of Contents 1. Partnering with Subject Matter Experts 2. Academy Instruction Incorporates Adult Learning and Active Learning Methodologies into Course Instruction 3. The Academy Values Community Involvement in Instruction 4. Instructor Evaluation Process 5. Civilian Personnel at the Training Academy 6. Academy Diversity 7. Academy Culture 8. Cadet Injuries, Separations, & Exit Interview Process 9. Field Training Officer Program 10. Continuing Education for Active APD Personnel 11. Academy Video Library and Internal Review Process 12. Cadet Training Scheduling Coordination 13. Active Bystandership for Law Enforcement (ABLE) Project 14. Procedural Justice 15. Emotional Intelligence 16. Trauma-Informed Training 17. Physical Fitness, Health, and Wellness Training 18. Mentorship Program 19. Recovery Time for Academy Staff 20. Internal Audit Protocols 21. Appendices Training Manual Acronyms Course / Group / Name / Term / Title / Unit Acronym Course / Group / Name / Term / Title / Unit Acronym Active Bystandership in Law Enforcement Field Training Officer Advanced Education Unit Austin Police Department Basic Peace Officer Course Community Advisory Council Community Connect Capstone Community Connect and Engagement Program Community and Culture Liaison Curriculum and Instructor Development Cadet Training Unit Education Development Unit ABLE AEU APD BPOC CAC 3C CCP CCL CID CTU EDU Field Training Program Instructor-Counselor Integrating Communications, Assessment, and Tactics Learning Management System Professional Advisory Committee Curriculum and Instruction Program Manager III Research Analyst Senior Subject Matter Expert Texas Commission on Law Enforcement Video Review Worksheet Field Training & Community Connect FTCCP Page 3 4 8 18 24 27 34 36 39 44 52 54 56 58 60 62 64 67 69 71 72 74 FTO FTP IC ICAT LMS PAC PM RAS SME TCOLE VRW Page | 2 APD Academy Operations Manual Introduction The Austin Police Academy (“Academy”) of the Public Safety Training Campus is dedicated to training community-focused cadets and officers to be mentally and physically prepared to tackle the rigors and challenges of modern-day policing in a diverse urban environment. The Academy is committed to teaching and practicing the principles of procedural justice to support positive interactions between officers and cadets with the community and to promote how officers and cadets are expected to be treated and valued. The Academy is committed to treating all persons engaged in learning with dignity and respect as a reflection of these principles. The Academy emphasizes developing critical thinking skills and …
Academy Operations Manual Task: 1. Define roles for selecting and maintaining External SMEs TASK STATUS: COMPLETE PM Response: The roles for selecting and maintaining External Subject Matter Experts (SMEs) will be clearly defined through two distinct processes which are laid out in the Academy Operations Manual: A. Internal Process for Selection: This process is coordinated through the Field Training and Community Connect Program (FTCCP) team, responsible for reaching out to, establishing, and maintaining positive relationships with universities, professional organizations, and individuals with expertise in relevant fields. This approach ensures that the Academy engages qualified SMEs who can co-instruct and co-facilitate courses, fostering collaboration and enhancing the learning experience for cadets. The internal selection process includes a vetting procedure to ensure that the scope of work for each SME is clearly outlined. This process also ensures a clear and demonstrated commitment from the SME to collaborate effectively with instructors and the Academy, fostering a cooperative and productive working relationship. B. PAC Process for Selection: The second process involves the Professional Advisory Committee (PAC), as detailed in the Insight to Instruction program. The PAC is responsible for selecting SMEs based on their expertise and alignment with the Academy’s curriculum goals. The PAC coordinates with internal staff and SMEs to ensure that subject matter experts are selected to support curriculum development and instructional practices. This selection process is based on evidence-based practices and aims to provide a balanced, community-informed perspective to the Academy's training efforts. Academy Operations Manual Task: 2. Create a process to evaluate SME Co-Facilitation instruction TASK STATUS: PENDING PM Response: With the assistance of the Research Analyst Senior, a comprehensive process will be established to evaluate SME co-facilitation instruction, ensuring that all aspects of the collaboration meet the Academy’s training standards. This process will involve regular feedback from both instructors and cadets, assessment of instructional effectiveness, and alignment with the Academy’s curriculum goals. Evaluations will focus on the SME's ability to engage with cadets, integrate their expertise seamlessly into the course material, and enhance the overall learning experience. Additionally, this evaluation process will be documented and reviewed periodically to ensure continuous improvement and the effectiveness of SME co-facilitation in the Academy’s training environment. Academy Operations Manual Task: 3. Engage external SMEs for co-instruction TASK STATUS: COMPLETE PM Response: The Academy has successfully engaged external SMEs for the co-facilitation of various courses to enhance the depth and breadth of the training …
APD Training Academy Audit: 152nd Cadet Class Final Report Prepared by Madison K. Doyle, ABD Research Analyst Senior Overview Executive Summary The 152nd Cadet Class of the APD Training Academy completed their training the 32 weeks from February 12, 2024, to September 20, 2024. The cadets engaged in various community activities, including Pre-Academy training and Community Connect & Engagement sessions, interacting with numerous community organizations to enhance their understanding of community issues. The curriculum incorporated Adult Learning Theory principles, with 24 courses revised to enhance learning and retention. Professional development for instructors was emphasized, with opportunities to attend various training programs. External instructors contributed to several courses, providing specialized knowledge in areas such as crime prevention and mindfulness. 152nd Cadet Class Highlights Out of 79 cadets, 54 graduated, resulting in a graduation rate of 68%. Most cadets were in their 20s (70%), with a notable number having no prior law enforcement experience (92%). Graduation rates varied by age, race, and educational background, though those differences were not statistically significant. Most cadets (76%) reported no injuries, while 19 cadets experienced a total or 27 injuries, primarily during defensive tactics training. About 50% of cadets never failed a major exam. Notably, about 49% of those who took the Penal Code exam (i.e., Exam 4) failed it. Cadet Exit & End of the Academy Surveys Cadet Exit and End of the Academy Surveys allowed for the opportunity to receive feedback from both those cadets who exited the Academy early and those who graduated. Of those who exited early, 52% completed an Exit Survey, and all cadets who graduated completed the End of the Academy Survey. Responses highlighted both positive aspects and areas needing improvement, such as the need for more PT and additional support for cadets struggling with academic content. Key Quotes from Cadet Feedback • • • “Need more PT. I’ve seen the progress with my classmates and believe it should be just as important and lengthy as all other subjects.” “The scheduling with the groups [needs improvement], it was very clear that alpha benefitted the most from the scheduling.” “The dedication of the staff is second to none. I felt the staff fully invested in our class and allowed for a good learning and development environment.” • “I don’t think a more thorough academy exists. The instructors are passionate and dedicated.” Conclusions The findings from the 152nd Cadet Class Audit Report …
P R O F E S S I O N A L A D V I S O R Y C O M M I T T E E P R O G R A M M A N A G E R R E C O M M E N D A T I O N S Lesson: BPOC: Date: Civil Processes 14 February 17, 2025 Program Manager: Rob McGrath REVIEW OF SME RECOMMENDATIONS After a thorough review of the recommendations provided by the Subject Matter Experts (SMEs), I concur with the recommendations that specific terminology needs to be clearly defined and consistently used throughout the lesson plan. Specifically, the distinctions between lesson goals, objectives, and outcomes should be clarified. We will continue to adhere to using the terminology lesson goals and objectives as required by TCOLE; however, I recommend incorporating lesson outcomes into the Academy's lesson plans further to clarify the purpose and expectations of the training. Clarifying these terms may help Academy instructors in the lesson plan process. Dr. Jemi Sudhakar offers a concise and effective distinction between these terms: • Goals are where you want to go. • Objectives are how you get there. • Outcomes are proof that you have arrived. The SMEs also provided insights regarding the placement and flow of certain content, particularly on the differences between civil and criminal law. While the suggested adjustments may improve the logical progression of these topics, the state-mandated requirements for developing and delivering TCOLE-approved materials dictate that the content remains in its current order. This does not appear to be a significant issue, as the second learning objective effectively addresses the distinction between civil and criminal law. In support of this, the SMEs emphasized the importance of the content related to liabilities for improper acts by officers, which is addressed in the first TCOLE learning objective: "Identify possible imposed liabilities for improper acts by the officer and the outcomes occurring in that course of action." I also concur with the recommendations from the SMEs that definitions and related materials, such as the operation and jurisdictions of courts, should be consistent across the curriculum (e.g., civil vs. criminal law in Chapter 7: U.S. and Texas Constitution and Chapter 14: Civil Process). The SMEs further recommended reorganizing and expanding the content on liabilities for improper acts by officers, suggesting it be presented after the section on civil versus …
P R O F E S S I O N A L A D V I S O R Y C O M M I T T E E P R O G R A M M A N A G E R R E C O M M E N D A T I O N S Lesson: BPOC: Date: Interacting with Deaf and Hard of Hearing 38 December 30, 2024 Program Manager: Rob McGrath Review Of SME Recommendations After a thorough review of the recommendations provided by the Subject Matter Experts (SMEs) and the Professional Advisory Committee (PAC), I am pleased to note the collaborative spirit demonstrated by all parties. As the first curriculum review under the Academy’s expanded evaluation process, this review sets a precedent for refining our methods of improving course materials and integrating valuable community input. The Academy recognizes the importance of implementing recommendations that enhance the curriculum’s relevance, engagement, and alignment with community and regulatory expectations. Below, I address the specific recommendations and outline actionable next steps. Partnership with Community Stakeholders The Academy’s top priority is collaborating with community stakeholders, like the Texas School for the Deaf, to identify qualified SMEs who can contribute both to the curriculum and the PAC review process. This collaboration directly supports 12 SME and PAC recommendations, emphasizing: • Eliminating repetitive content to allow for more active learning and scenario-based • Retaining simple signs in the curriculum, supported by hands-on practice in small groups exercises. led by certified ASL interpreters. • Incorporating videos and improved roleplay scenarios to enhance cadet understanding of real-life challenges faced by deaf and hard-of-hearing individuals. • Hosting community feedback sessions and gathering qualitative input from directly impacted individuals to inform curriculum updates. • Demonstrating the use of video relay services and emphasizing key distinctions between sign language and English. • Providing resources, such as laminated or digital guides, for use by officers in the field. Including materials on interacting with individuals with multiple disabilities. Introducing gamification and other active learning strategies for improved engagement. • • Community Engagement Feedback from the Professional Advisory Committee (PAC) supported the SME recommendations, particularly regarding the value of collaboration with deaf and hard-of-hearing SMEs. PAC members also emphasized the importance of using certified interpreters to facilitate realistic role-play exercises and incorporating insights from the community into adult learning activities. These collective efforts will ensure the curriculum is culturally …
Kroll Recommendation: 1. Kroll Assessment of Training Academy, April 23, 2021 It is imperative that the new Division Manager have a clearly articulated mandate to lead Academy instructors in (a) incorporating adult/active learning models throughout the Academy – specifically as to the DEI-related courses examined in this report and in Dr. Ferguson’s Level I and II recommendations in his April 2021 report, and (b) implementing the recommendations of Dr. Villanueva’s Review Analysis and Strategic Plan report of May 2020, pages 10-11. While we commend APD and the City of Austin for hiring Dr. Anne Kringen as a Division Manager to replace the prior Organizational Development and Training Manager, we learned that there was significant friction between sworn Academy staff and the ODTM position this past year. APD leadership needs to make clear that Dr. Kringen speaks on behalf of leadership. - At the same time, APD Command staff needs to accept ultimate responsibility for implementing these recommendations and transitioning the Academy to a resiliency-based training model. This is not something that can be delegated exclusively to the Division Manager." RECOMMENDATION STATUS: IMPLEMENTED APD Response: *Kroll acknowledged that this recommendation was completed and verified in their Interim Report dated October 2021. In September 2023, they revised their stance to say that this recommendation was partially adhered to based on the non-enforcement of Standard Operating Procedures. The Academy Operations Manual and Standard Operating Procedures address the chain of command and structure within the Academy. The Program Manager III (PM) assigned to the Training Academy has regular access and meetings with APD and City of Austin leadership. Friction issues between the now-PM III (previously the Division Manager), the Training Academy Commander, and the staff at the Academy have been resolved through leadership changes and clear communication with all staff at the Academy. The PM and the rest of the civilian team have incorporated adult learning principles by utilizing, among other things, outside instruction for cadet classes and training the Academy staff. Applying adult/active learning models throughout the Academy will be an ever-evolving continuous process as our knowledge of how adults learn increases and changes. Kroll Recommendation: 2. The Academy should also, as soon as practicable, hire and onboard a Training Supervisor to work with the Division Manager in updating and standardizing curriculum and support materials to better reflect adult and active learning strategies. This added position will eventually help transition the Academy to …
Kroll Recommendations Kroll Assessment of Training Academy, April 23, 2021 Short Term Measures 1. Division Manager leads adult learning transition 2. Hire Training Supervisor for curriculum standardization 3. Implement automated Learning Management System 4. Formalize internal curriculum review committee 5. Establish community review for training videos 6. Replace 'Will-to-Win' with regulated self-defense 7. Eliminate punitive sandpit exercises 8. Expand daily fitness; separate from academics 9. Engage diverse community voices in training 10. Integrate 'History of Police and Race' curriculum 11. Implement community outreach and immersion strategies into curriculum 12. Review DEI courses; integrate civilian co-facilitation 13. Recruit diverse instructors to enhance training 14. Incorporate anti-racism and cultural diversity training 15. Reinstitute follow-up with departing cadets 16. Develop mentorship program for all cadets 17. Revise lesson plans on cultural competency 18. Require ongoing independent review of the Academy Long-Term Measures 19. Collaborate with media educators for training videos 20. Develop a strategy to enhance staff diversity 21. Revise schedules to distribute course content 22. Align fitness standards across career stages. 23. Create the Pre-Academy community immersion program 24. Require biannual ICAT and de-escalation training 25. Build recovery time between cadet classes. 26. Expand procedural justice training content 27. Enhance CIT training; collaborate with advocates Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Implemented Kroll Assessment of Training Academy, April 23, 2021 Long Term Measures 28. Adopt peer intervention programs like ABLE 29. Expand training in decision-making and emotional intelligence 30. Incorporate Academy instructors into FTO program 31. Provide additional incentives for FTO participation 32. Conduct FTO focus groups to identify training gaps 33. Ensure consistency between Academy and FTO training 34. Develop reintegration protocols for combat veterans Interim Report of Independent Evaluator, October 14, 2021 35. Refine process for community-reviewed instructional videos 36. Limit performance accountability measures during training 37. Adjust Community Connect scheduling for engagement 38. Reinstitute cadet ride-out program for training 39. Clarify Division Manager's role and authority 40. Improve scheduling coordination between training units 41. Supplement staffing for Learned Skills Unit 42. Enhance Academy facilities for improved training Final Report of Independent Evaluator, February 16, 2022 43. Supplement staffing for Learned Skills Unit 44. Enhance Academy facilities for improved training 45. Develop and Expand Academy Video 46. Add survey questions on de-escalation training 47. Include community policing in FTO selection …
Austin Police Department Public Safety Commission 2025 January Presentation January 6, 2025 APD January Presentation- PSC • • • • Section 1: Crime Report Section 5: Staffing & Vacancies Section 2: Response Times & Call Volumes Section 6: Commander Promotion Process Section 3: Chief Davis 100 Day Plan Section 7: Training Academy • • • Section 4: Community Engagement 2 2 Auto Thefts – 29% decrease from 2023 to 2024* – Multitude of efforts and approaches Crime Report – Hyundai Anti-Theft Events The unit coordinated and organized two different Hyundai anti-theft events, of which one lasted three days. At the 3-day event, nearly 1,000 steering wheel locks were handed out and a total of 934 Hyundai vehicles received the free anti-theft software upgrade. – Policies and Procedures The unit updated the department’s policies and procedures when handling auto theft recoveries. This was to ease the recovery process for the victims to improve community relations. The unit has also updated online links on the ATIP website to owners of Kia and Hyundai vehicles for access to their anti-theft initiatives. – Community Engagement The unit has attended varies types of community events such as Community Connects, HOA meetings, insurance hosted events etc. to provide information on current auto theft statistics, preventative measures, and how to file a report. The unit’s community liaison has reached out to numerous apartments and HOA communities to provide citizens with auto theft prevention tips. – Bait Operations The unit has conducted numerous bait operations in sectors with significant auto theft incidents through optimized hot spot analysis. * Data covers June 1 to Nov 30 for 2023 & 2024 Source: NIBRS GROUP A OFFENSE CRIMES; APD Auto Theft Unit 3 3 Crime Report Kidnapping/Abduction – 8% increase from 2023 to 2024* – 24% increase over 5-year mean – Adult Victims of Unlawful Restraint= 77% – Adult Victims with Family Violence Component= 50% – Juvenile Victims with Family Violence Component= 0.6% * Data covers June 1 to Nov 30 for 2023 & 2024 Source: NIBRS GROUP A OFFENSE CRIMES 4 4 Crime Report Shoplifting Blitz Operation – North Metro Tac conducted 5 operations (Nov-Dec) focused on shoplifting – Responded to 22 calls – Conducted 32 arrests/summons – Recovered $12,900.84 in stolen merchandise and 3 stolen vehicles – Formed numerous community connections with retail providers – Enhanced relationships with retail providers Source: North Metro Tac Shoplifting Blitz …
Budget Public Engagement Report Fiscal Year 2025 Boards and Commissions Asian American Quality of Life Advisory Commission Title of Recommendation Asian American and Pacific Islander (AAPI) Mental Health Department Austin Public Health FY25 Funding Supporting B&C Recommendations Maintains funding for program or services: $150,000 (The Get Up Project/Hope Clinic $100,000 and YWCA $50,000) Asian American Quality of Life Advisory Commission Asian American Quality of Life Advisory Commission Asian American Resource Center (AARC) Customer and Front Desk Support Asian American Resource Center (AARC) Senior Program Language Access Parks and Recreation Department Parks and Recreation Department Maintains funding for program or services: $72,000 Maintains funding for program or services: $43,198 Asian American Quality of Life Advisory Commission Asian American Quality of Life Advisory Commission Asian American Quality of Life Advisory Commission Austin Public Health Immigrant Legal Services Budget related to Community Health Navigators We All Belong Austin Recommendation Austin Public Health Austin Public Health Communications and Public Information Office One-time funding included in FY25 to support program or services: Maintains funding for program or services: $874,858 Increased funding for program or services: $587,305 Commission for Women Funding for Collective Sex Crimes Response Model (CSCRM) Actions Austin Police Department Commission on Aging Commission on Aging Commission on Aging Commission on Aging Commission on Aging Support for GO Repair Program Gus Garcia Recreation Center Temporary Expansion Space Housing Parks and Recreation Department Expansion of Emergency Housing and Rental Assistance Program Housing Equity Office Funding Parks & Recreation Funding Equity Office Parks and Recreation Department Hispanic QoL Resource Advisory Commission Hispanic QoL Resource Advisory Commission Supporting Women who Live in Housing Authority of the City of Austin (HACA) Communities Supporting Children and Youth in Austin Austin Public Health Economic Development Department, Austin Public Health, Parks and Recreation Department Hispanic QoL Resource Advisory Commission Hispanic QoL Resource Advisory Commission Hispanic QoL Resource Advisory Commission Legal Services Recommendation Supporting Reentry Programs Family Stabilization Program Austin Public Health Municipal Court Equity Office Human Rights Commission Funding for Emergency Housing Assistance Housing Human Rights Commission LGBTQ Quality of Life Advisory Commission LGBTQ Quality of Life Advisory Commission Budget Proposal for Increased Emergency Housing Assistance FOR Budget for LGBTQIA+ Affirming Mental Healthcare Budget for Increased Emergency Housing Assistance (I BELONG IN AUSTIN PROGRAM) Housing Austin Public Health Housing, Homeless Strategy Office LGBTQ Quality of Life Advisory Commission Funding for Emergency Housing Assistance Housing, Homeless Strategy Office LGBTQ Quality of Life …
City of Austin | FY 2024-25 Unmet Needs Report Art in Public Places: Creativity and Culture: A Celebration / Creatividad y Cultura: Una Celebración by Werllayne Nunes Title of Need # of FTEs Gonzalez #1 CPIO-01 DXP Temporary Content Strategists $169,546 $133,421 Highlighted = Ranked by ACM Hayden-Howard #1 Hayden-Howard #3 Hayden-Howard #5 Van Eenoo #3 Van Eenoo #4 Carbajal #3 Carbajal #8 Carbajal #9 Briseño #1 Briseño #2 Briseño #3 Briseño #6 ID ASO-01 ASO-02 ASO-03 APH-01 APH-02 APL-01 APL-02 APL-03 APL-04 APL-05 APL-06 APL-07 BSD-01 BSD-02 CTM-01 CTM-02 CTM-03 CTM-04 EDD-01 EDD-02 EDD-03 EDD-04 EDD-05 EDD-06 EDD-07 EDD-08 EDD-09 EDD-10 EDD-11 EDD-12 EDD-13 EDD-14 EDD-15 Department Animal Services Animal Services Animal Services Austin Public Health Austin Public Health Austin Public Library Austin Public Library Austin Public Library Austin Public Library Austin Public Library Austin Public Library Austin Public Library Building Services Building Services Communication and Public Information Office Communications and Technology Management Communications and Technology Management Communications and Technology Management Communications and Technology Management Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development Economic Development FTE Request - Protection Officers FTE Request - Education and Support Equipment and Wages Market Study Implementation FTE Request - New Clinic FTE Request - Security FTE Request - Building and Grounds Assistants FTE Request - Social Workers FTE Request - Austin History Center FTE Request - Event Coordinator Menstrual Equity Supplies Site Analysis and Feasibility Studies FTE Request - AP, HR, 5S Contractual Increases FTE Request - CTECC Fund FTE Request - Technology Selection Process Staff Augmentation FTE Request - Microsoft 365 Security FTE Request - Workforce Development Division - Part I FTE Request - Workforce Development Division - Part II FTE Request - Childcare Services Division FTE Request - AIPP Coordinator FTE Request - Grant Coordinator FTE Request - PIO and Data/IT staff FTE Request - Program Managers FTE Request - Human Resources Staff FTE Request - International Division FTE Request - Strategic Planning Division FTE Request - Strategic Inventives Division FTE Request - Program Coordinator Cooperative Grocery Store International Business Development Program Community Navigator Technical Assistance Ongoing Funding $972,101 $457,416 $108,702 $500,000 $2,513,817 $179,152 $170,559 $149,035 $213,756 $72,007 $12,500 $0 $202,112 $1,275,511 One-Time Funding $719,653 $0 $138,000 $0 $1,717,000 $97,000 $0 $0 $0 $0 $0 $1,300,000 $0 $0 $166,585 $1,551,394 $1,094,736 …
PUBLIC SAFETY COMMISSION Recommendation 20250303-006: March 3, 2025 Budget Recommendations for FY25-26 Budget Date: Subject: Motioned by: Seconded by: WHEREAS, The Austin Public Safety Commission is tasked with reviewing public safety agency budgets and providing recommendations to the Austin City Council; WHEREAS, the Public Safety Commission has discussed topics with the Austin Fire Department, the Austin Police Department, Austin-Travis County EMS, additional city departments, and community organizations that coordinate with our public safety departments; and WHEREAS, throughout the course of those discussions various departments have expressed programmatic and departmental needs; and WHEREAS, The Austin Fire Department, Austin Police Department, and Austin Travis County EMS provided backup materials and briefings at the June 2024 Public Safety Commission Regular Called Meeting1 on their FY24-25 forecasted budgets and unfunded budget priorities and the commission passed a recommendation in support;2 and WHEREAS, several of the public safety departments’ identified unmet needs3 and the Public Safety Commission’s recommended priorities4 were not funded in the FY24-25 budget cycle; NOW, THEREFORE, BE IT RESOLVED that the Public Safety Commission recommends allocation of funds and use of all available means to incorporate the following public safety priorities into the FY25-26 Budget: 1 https://austintx.new.swagit.com/videos/306775 2 https://services.austintexas.gov/edims/document.cfm?id=430225 3 https://www.austintexas.gov/sites/default/files/files/Finance/Financial Transparency/Proposed Budget/FY25 Unmet Needs Report.pdf 4 https://www.austintexas.gov/sites/default/files/files/Finance/Financial%20Transparency/Proposed%20Budget/Combined%20Boa rds%20%26%20Commissions%20Report.pdf Vote: For: Absent: Attest: • Language Support & Access Materials - budget assessment and additional dollars to expand materials (both physical and online) to include more languages including ASL and Braille • Language Translation Devices - budget assessment and additional dollars for language translation devices, instant language assistants, and/or software for use in the field by public safety departments • Extreme Weather Preparedness - budget assessment of any outstanding unmet needs for public safety departments’ extreme weather response and geographic expansion of intake centers to increase access in frequent as extreme weather responses become more frequent • Urban Wildfire Prevention - assessment of funds needed to increase preparation, service, outreach and education to the city’s unhoused population and underserved areas of urban vulnerable to wildfires • Opioid Use Response - budget assessment and additional dollars for continued growth of Opioid Use Disorder Support Program, Buprenorphine Bridge Program, narcan administration, and narcan distribution through self-service stations • Workers Compensation - budget assessment and additional dollars for additional resources to assist public safety departments with workers compensation claims and for online portal and electronic communications for the monitoring and tracking of their workers compensation claims5 …
M E M O R A N D U M TO: THROUGH: FROM: DATE: SUBJECT: Boards and Commissions Ed Van Eenoo, Chief Financial Officer Kerri Lang, Director of Budget and Organizational Excellence February 21, 2025 FY 2025-26 Budget Process and Calendar Board and Commission recommendations remain a vital component of stakeholder feedback in the budget development process. The FY 2024-25 budget contained investments that aligned to boards and commissions recommendations, budget priority survey results and community conversations. These enhancements included funding to improve parks maintenance, support homelessness prevention services, contribute to Austin’s creative sector, and temporarily expand the Gus Garcia Recreation Center. Starting with the FY 2024-25 budget, the City implemented a structurally balanced budget plan for the following fiscal year. This biennial budgeting approach provides a broader perspective on the timing of new investments and ensures their long-term sustainability. Previously, departmental unmet needs were evaluated annually, but under the new approach, enhancements will be planned for the subsequent fiscal year. For example, during the upcoming FY 2025-26 budget process, most enhancements will be considered for FY 2026-27. Enhancement requests under consideration for the FY 2026-27 planned year and other details of the FY 2025-26 Proposed Budget will become available once the budget is released and presented to City Council on July 15, 2025. Departments engaging with boards and commissions will focus their discussions on programs and services based on current funding. For FY 2025-26, boards and commissions are encouraged to reference materials from the previous year when drafting recommendations. The unmet needs for FY 2024-25 can be found here. The Office of Budget and Organizational Excellence will continue to coordinate with City departments to review recommendations passed by boards and commissions. To guarantee the recommendations are voted and approved by the full commission, please post the approved recommendation to the respective board and commission website, under meeting documents. New this year, commissioners must also complete an online form to ensure all budget related recommendations are recorded in the final report. The deadline for submitting recommendations and completing the online form is March 31, 2025. For your information, the proposed calendar for the FY 2025-26 budget is shown below: • March 31 • July 15 • July 23 & 31 Board and Commission recommendations due Presentation of the FY 2025-26 Proposed Budget to City Council Community Input Session • August 13 Budget Adoption Additional information can be found at www.austintexas.gov/budget. …
PUBLIC SAFETY COMMISSION RECOMMENDATION 20240909-005 September 9, 2024 Workers Compensation Program for Public Safety Sworn Staff WHEREAS, the Austin Public Safety Commission is tasked with providing Date: Subject: Motioned by: Commissioner Nguyễn Seconded by: Vice Chair Ruttan Recommendation: The Public Safety Commission recommends recommendations to the Austin City Council; Emergency Medical Services Association and the Austin Police Association provided presentations, witnesses, and materials on the current challenges with the City of Austin Workers Compensation program;1 shortages at a premium labor cost to the City of Austin; enabling employees to return to work; WHEREAS, all three public safety departments are facing significant staffing challenges; WHEREAS, prompt resolution of claims and obtaining medical treatment is key to WHEREAS, representatives from The Austin Firefighters Association, The Austin WHEREAS, all three public safety departments use overtime to mitigate staffing WHEREAS, of the 1260 current AFD sworn hires 63 are on limited/no duty status due to a workers comp injury representing 5%; WHEREAS, of the 572 current ATCEMS sworn hires 9 are on limited/no duty status due to a workers comp injury representing 1.6%; WHEREAS, of the 1470 current APD sworn hires 37 are on limited/no duty status due to a workers comp injury representing 2.5%; 1 Austin Public Safety Commission Regular Meeting, August 5, 2024, Item 4 https://austintx.new.swagit.com/videos/311493 WHEREAS, delayed recovery creates a reduced capacity in delivering emergency services to the community. WHEREAS, 13.2% of AFD claims, 17.5% of ATCEMS, and 16% of APD workers compensation claims are denied;2 WHEREAS, the City of Austin is self-insured and ultimately responsible for all decisions on workers’ compensation claims;3 WHEREAS, if workers compensation claims are denied the appeals process is lengthy during which the employee’s medical needs remain unaddressed and the city’s short-staffing due to injury is unresolved; WHEREAS, delayed recovery creates a reduced capacity in delivering emergency services to the community. WHEREAS, if a workers compensation claim is ultimately denied, the only recourse is coverage of medical claims through the City of Austin’s employee health insurance plan which the City of Austin is also responsible and self-insured; WHEREAS, a slow and perceived hostile workers compensation program is detrimental to employee morale, retention, and well being; WHEREAS, former sworn public safety personnel are bound by same worker’s compensation program and entitled to continued coverage for injuries sustained on the job; WHEREAS, the contract with Sedgwick, the Third Party Administrator of the workers compensation program, is set to …
REGULAR MEETING of the ART IN PUBLIC PLACES PANEL Monday, March 3rd, 2025, at 6:00 PM Virtual Meeting Members of the ART IN PUBLIC PLACES PANEL may participate by video conference. Public comment will be allowed remotely via video conference or telephone. Speakers may only register to speak on an item remotely and will be allowed up to three minutes to provide their comments. Registration no later than noon the day before the meeting is required for participation. To register to speak, call or email AIPP Program Manager Jaime Castillo at jaime.castillo@austintexas.gov, (512) 974-7852. CURRENT BOARD MEMBERS/COMMISSIONERS: Chair – Stephanie Lemmo, Vice Chair – J Muzacz, Andrew Danziger, Taylor Davis, Bernardo Diaz, Kristi-Anne Shaer, Monica Maldonado – Arts Commission Liaison CALL TO ORDER PUBLIC COMMUNICATION: GENERAL AGENDA The first 10 speakers signed up prior to the meeting being called to order will each be allowed a three-minute allotment to address their concerns regarding items not posted on the agenda. APPROVAL OF MINUTES 1. Approve minutes of the Art in Public Places Panel Regular Meeting on February 3rd, 2025. Discussion of Arts Commission Liaison Report on Action Items from February 17th, 2025, Arts Commissions Meeting by Arts Commission Liaison Maldonado DISCUSSION ITEMS 2. DISCUSSION AND ACTION ITEMS 3. ACTION: Approve the Final Design for the Brush Square Art in Public Places Project – George Sabra ACTION: Approve Artist Selection Recommendations for Red Bud Isle Art in Public Places Project – Emily Eisenhart Recommended Artist, and Philippe Klinefelter Recommended Alternate Artist 4. 5. 6. ACTION: Approve Artist Selection Recommendations for Armadillo Water Tank Art in Public Places Project – Bill Tavis Recommended Artist, Candy Kuo Recommended Alternate Artist, and Efren Rebugio Recommended Third Alternate Artist ACTION: Approve the 2025-2028 Art in Public Places Pre-Qualified Texas Public Artist Pool Request for Qualifications DISCUSSION: Guidelines Working Group updates Art in Public Places Staff Briefing on Conservation, Current Projects, and Milestones 7. STAFF BRIEFINGS 8. FUTURE AGENDA ITEMS ADJOURNMENT The City of Austin is committed to compliance with the American with Disabilities Act. Reasonable modifications and equal access to communications will be provided upon request. Meeting locations are planned with wheelchair access. If requiring Sign Language Interpreters or alternative formats, please give notice at least 2 days (48 hours) before the meeting date. Please contact AIPP Program Manager Jaime Castillo at jaime.castillo@austintexas.gov or (512) 974- 7852 for additional information; TTY users' route through Relay Texas …
REGULAR MEETING of the LGBTQ QUALITY OF LIFE ADVISORY COMMISSION Monday, March 3rd, at 6:45 P.M. City of Austin Permitting and Development Center, Room 1405 6310 Wilhelmina Delco Dr., Austin, Texas 78752 Some members of the Commission may be participating by videoconference. Public comment will be allowed in-person or remotely via telephone. Speakers may only register to speak on an item once, either in-person or remotely, and will be allowed up to three minutes to provide their comments. Registration no later than noon the day before the meeting is required for remote participation by telephone. Speakers may also register to speak in-person using this Registration Form. To register to speak remotely, contact Ryan Sperling, Office of the City Clerk, at 512-974-3568 or ryan.sperling@austintexas.gov. CURRENT COMMISSIONERS: Commissioner Kitty McLeod Katie Coyne VACANT Brigitte Bandit VACANT J. Scott Neal (Chair) Garry Brown District 1 District 2 District 3 District 4 District 6 District 7 District 8 Appointment Commissioner Mariana Krueger Appointment District 9 Brandon Wollerson District 10 Rocío Fierro-Pérez Mayor Alexander Andersen Stakeholder Stakeholder Stakeholder Stakeholder Morgan Davis Taylor Treviño Jerry Joe Benson (Vice Chair) District 5 KB Brookins 6:30 PM – Performance & Special Guests Drag performance by Brigitte Bandit Words from Councilmember José Velasquez 6:45 PM - LGBTQ Quality of Life Advisory Commission Convenes CALL TO ORDER AGENDA Page 1 of 4 PUBLIC COMMUNICATION: GENERAL The first ten speakers signed up prior to the meeting being called to order will each be allowed a three- minute allotment to address their concerns regarding items not posted on the agenda. APPROVAL OF MINUTES 1. Approve the minutes of the LGBTQ Quality of Life Advisory Commission's regular meeting on February 10, 2025. DISCUSSION AND ACTION ITEMS WORKING GROUP UPDATES STAFF BRIEFINGS 2. Amend the annual schedule to change Commission meetings from the second Monday of every month to the third Monday of every month. 3. Update on the history of the LGBTQIA+ Cultural Center project. Presentation by the LGBTQIA+ Cultural Center Town Hall Working Group. 4. Briefing regarding the state of the LGBTQIA+ Cultural Center Feasibility Study as described in Resolution 20240814-022. Briefing by Christine Maguire, Redevelopment Division Manager, Financial Services Department. 5. Receive input from members of the public on the LGBTQIA+ Cultural Center’s potential vision and 6. Receive input from members of the public on the LGBTQIA+ Cultural Center’s potential amenities, services, and programming, and explain methods of collecting feedback. 7. …
LGBTQ QUALITY OF LIFE ADVISORY COMMISSION REGULAR MEETING MINUTES February 10, 2025 The LGBTQ Quality of Life Advisory Commission convened in a regular meeting on Monday, February 10, 2025, at 6:30 PM at the City of Austin Permitting and Development Center, 6310 Wilhelmina Delco Dr., Austin, Texas, 78752, Room #1401/1402. Commissioners in attendance in person: J. Scott Neal (Chair) Jerry Joe Benson (Vice Chair) Alexander Andersen Brigitte Bandit KB Brookins Garry Brown Katie Coyne Morgan Davis Mariana Krueger Kitty McLeod Taylor Treviño Brandon Wollerson Commissioners in attendance remotely: Rocío Fierro-Pérez Chair Neal called the meeting to order at 6:30 PM. PUBLIC COMMUNICATION: GENERAL None APPROVAL OF MINUTES 1. Approve the minutes of the LGBTQ Quality of Life Advisory Commission’s regular meeting on January 13, 2025. The minutes were approved on Commissioner Krueger’s motion, Commissioner Wollerson’s second, on a 13-0 vote. DISCUSSION ITEMS 2. Presentation regarding CommUnityCare’s new IDEALhealth program. Presentation by Dr. Crystal Walker, Associate Director of Sexual health program, CommUnityCare. The presentation was made by Dr. Crystal Walker, Associate Director of the Sexual Health program, CommUnityCare. Page 1 of 4 3. Presentation regarding federal and state policies impacting the LGBTQIA+ community and advice on how the community can engage with legislators. Presentation by Rachel Gonzales, Senior Regional Organizing Lead, Human Rights Campaign. Withdrawn without objection. 4. Presentation regarding the status of immigrant communities in Austin. Presentation by Roberto Lopez, Beyond Borders Senior Advocacy manager, Texas Civil Rights Project. The presentation was made by Roberto Lopez, Beyond Borders Senior Advocacy Manager, Texas Civil Rights Project. 5. Discussion on potential budget recommendations relating to the LGBTQIA+ community in Austin. Discussion was held. DISCUSSION AND ACTION ITEMS 6. Approve the formation of a working group to review budget recommendations by the Joint Inclusion Committee and propose potential budget recommendations to the LGBTQ Quality of Life Advisory Commission. The motion to form a working group to review budget recommendations by the Joint Inclusion Committee and propose potential budget recommendations to the LGBTQ Quality of Life Advisory Commission was approved on Chair Neal’s motion, Commissioner Davis’ second, on a 13-0 vote. The members include Commissioners Brown, Benson, McLeod, Neal, and Wollerson. 7. Approve a motion to amend the annual schedule to move the March 10 regular meeting to March 3rd. The annual schedule was amended to move the March 10 regular meeting to March 3 on Commissioner Brown’s motion, Commissioner Krueger’s second, on a …
