Item #4 Collective Sex Crimes Response Model Q4 2024 Update — original pdf

Backup

Collective Sex Crimes Response Model (CSCRM) Project – Q4 2024 Update Austin Police Department General Project Updates • New scope addition: • 15.20 The CSCRM Project will adopt the OVW Abby Honold Grant into its scope via the Training Workgroup. • OVW Abby Honold Grant is positioned to support several of the Training WG scope items. • Training WG scope will extend to match the timeline of the grant (Sep 2027). • Awareness of CSCRM is spreading: • Fort Worth PD Site Visit (Dec 2024) • Presentation Requests (Jan 2025): • Office of the Texas Attorney General, Crime Victim Services Division Conference • Office of the Texas Governor, Sexual Assault Survivor’s Task Force • New APD leaders have been briefed on CSCRM Project. • 2021-2022 Case Review final report is scheduled for release in January 2025. • The following will operate outside of CSCRM scope: • 2021-2022 Case Review remediation efforts (in progress) • 2023-2024 Case Review (in progress) Q4 2024 2 Dashboard Status – Q4 2024 Summary: • Complete = 26% (32 Items) • In Progress = 59% (73 Items) • Not Started = 15% (18 Items) Q4 2024 *Note: Items listed as “Not Started” have not yet been assessed by the multi-disciplinary Workgroup, however improvements may have already been initiated and/or implemented by APD independently. 3 3 Burndown Timeline – Q4 2024 • Timeline estimates for each element of scope are being tracked by quarter. • Timelines may be impacted by leadership transitions, funding, project team availability, and unforeseen constraints. • Training WG scope has been extended to Q3 2027. All other scope remains targeted for completion by Q4 2025. We are Here Q4 2024 4 Project Challenges & Risks • OVW Abby Honold Grant is lacking clarity. We are preparing CSCRM to operate on a ‘learn-as-we-go’ approach. • Capacity constraints limiting the fulfillment of forensic exams in the Austin/Travis County area remain as a Risk. APD contract with SAFE is currently under review. • Data hygiene practices throughout APD need to remain a focus for 2025. • Council Member Alison Alter’s term ended in 2024. She was the primary champion for the CSCRM Project on City Council. • Changes are expected with new leadership at the APD and City level. Impact to CSCRM is currently unclear. • On-going: • The majority of SCU detectives have limited experience in sex crimes. Building experience and training will be key. • APD is affected by understaffing and backfill. • Recruitment, turnover, and/or retention challenges affect APD SCU as well as partner agencies, limiting institutional knowledge and expertise. • Supply chain delays continue to impact APD SCU fleet management. Q4 2024 5 Q&A 6 Appendix 7 Introduction & Background The Austin Police Department’s (APD) Sex Crimes Unit (SCU) has experienced many challenges in the last decade, including: • 2016: Systemic issues in its DNA lab that ultimately led to its closure; • 2018: The withdrawal of APD from the Austin/Travis County Sexual Assault Response and Resource Team (A/TC SARRT); • 2018: An investigative report that highlighted APD’s improper use of Exceptional Clearance in the closure of sexual assault cases; • 2018 & 2020: Two class-action lawsuits filed against the city for the improper handling of sexual assault investigations (Smith v COA, Senko v COA); and • 2022: Over 100 recommendations for change were reported by the Police Executive Research Forum (PERF) after a comprehensive and multi-year assessment of APD’s SCU. 8 CSCRM Project Overview A formal project was needed due to… • The deep history • The lack of trust and constrained relationships • The need for formal communications and status updates • The size, complexity, and importance of the work Project Scope (123 items): • PERF report recommendations – 103 items • Survivor lawsuit settlement – 16 items • Project scope addition – 4 item 1. Project Management 2. Policy, Response, & Investigation 3. 4. Data & Metrics 5. Outreach & Partnerships Training Q4 2024 Policy, Response, & Investigations Data & Metrics 9 Workgroup Model: • Each item of scope has been assigned to one of the five Workgroups • Each Workgroup is led by two co-chairs (1 APD Individual, 1 Non-APD Individual) Outreach & Partnerships Project Management Training Project Team Members • Project Team includes 37 members: • APD Sworn (8 members) • APD Victim Services (7 members) • APD Civilian (8 members) • Community Advocates & Partners (14 members) • Austin/Travis County Sexual Assault Response and Resource Team • CASA of Travis County (CASA) • • Independent Subject Matter Experts (Ind.) SAFE Alliance (SAFE) (SARRT) Survivors Travis County Attorney’s Office (TCAO) Travis County District Attorney’s Office (TCDAO) Texas Legal Services Center (TLSC) • • • • • Engagement with community advocates and partners is a priority. • RACI Model: • Responsible = APD • Accountable = APD • Consulted = Project Members, Project Workgroups, Project • Steering Committee Informed = City Council, Commission for Women, Public Safety Commission, SARRT, Media, Community, Survivors Q4 2024 10 OBJECTIVES What do we want to achieve by the end of this project? • Implementation of recommendations from audits and settlement requirements • Improved services driven by the prioritization of survivor well-being and offender accountability • A replicable, national best practice model and framework that can be utilized by other jurisdictions for the handling of sex crimes within law enforcement • Holistic multi-disciplinary team approach that fosters collaborative relationships and increases trust and transparency • Culture and system for continuous quality improvement and general accountability • Services and processes which emphasize survivor- centered, culturally responsive, and trauma- informed work Q4 2024 11 CRITICAL SUCCESS FACTORS Elements or actions that are imperative for our project to successfully reach its goals and objectives. • Dedication to inclusion, engagement, and collaboration of interorganizational subject matter experts (SMEs) • Allegiance to creation and maintenance of best practices which advance beyond simple implementation of recommendations • Commitment to respect, trust, and transparency at the individual and agency level • This does not mean ignoring issues, concerns, and problems. This means talking about them with respect, maturity, an open mind, and a commitment toward shared solutioning. • Adherence to tangible results through the update of written policies, procedures, training, and metrics • Adoption of intentional and sustainable succession planning • Commitment to incorporate community voices to ensure support and success at all levels Q4 2024 12 Scope Detail *Note: APD may have initiated and/or implemented items listed as Not Started. The status depicted below is explicit to the multi-disciplinary Workgroup reviewing and confirming each item independently. Q4 2024 13 Scope Detail *Note: APD may have initiated and/or implemented items listed as Not Started. The status depicted below is explicit to the multi-disciplinary Workgroup reviewing and confirming each item independently. Q4 2024 14 Scope Detail *Note: APD may have initiated and/or implemented items listed as Not Started. The status depicted below is explicit to the multi-disciplinary Workgroup reviewing and confirming each item independently. Q4 2024 15 Scope Detail *Note: APD may have initiated and/or implemented items listed as Not Started. The status depicted below is explicit to the multi-disciplinary Workgroup reviewing and confirming each item independently. Q4 2024 16 Scope Detail *Note: APD may have initiated and/or implemented items listed as Not Started. The status depicted below is explicit to the multi-disciplinary Workgroup reviewing and confirming each item independently. Q4 2024 17 Scope Detail *Note: APD may have initiated and/or implemented items listed as Not Started. The status depicted below is explicit to the multi-disciplinary Workgroup reviewing and confirming each item independently. Q4 2024 18 THANK YOU 19