Item 2. Presentation CSCRM — original pdf

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Collective Sex Crimes Response Model (CSCRM) Project Status Update – Q2 2026 Austin Police | Date Background & Project Overview 2 History & Background The Collective Sex Crimes Response Model (CSCRM) project was born in 2023 out of many challenges experienced by the Austin Police (APD) Sex Crimes Unit (SCU) in the last decade, including:  2016: Systemic issues in its DNA lab that ultimately led to its closure;  2017: 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. Q2 2026 Status Update 3 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 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) 1. Project Management 2. Policy, Response, & Investigation 3. 4. Data & Metrics 5. Outreach & Partnerships Training Q2 2026 Status Update Policy, Response, & Investigations Outreach & Partnerships Project Management Training Data & Metrics 4 Project Team Members Engagement with community advocates and partners is a priority. The project team includes 32 total members:  APD Sworn (x8)  APD Victim Services (x8)  APD Civilian (x3)  Community Advocates & Partners (x13)  Asian Family Support Services of Austin (AFSSA)  Austin/Travis County Sexual Assault Response and Resource Team (SARRT)  Independent Subject Matter Experts (Ind.)  SAFE Alliance (SAFE)  Survivors  Travis County Attorney’s Office (TCAO)  Travis County District Attorney’s Office (TCDAO)  Texas Legal Services Center (TLSC) RACI Model:  (R)esponsible = APD  (A)ccountable = APD  (C)onsulted = Project Members, Project Workgroups, Project Steering Committee  (I)nformed = City Council, Commission for Women, Public Safety Commission, SARRT, Media, Community, Survivors Q2 2026 Status Update 5 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 Q2 2026 Status Update 6 Q2 Status Update 7 Quarterly Performance Summary Progress Snapshot (as of 06/30/2026)  87 of 123 scope items complete; 36 in progress  Overall completion is 71%  Project team now 32 individuals (19 APD, 13 Non-APD) Quarter Highlights  6 Scope Items completed in Q2 2026  Data Dashboard is fully approved and live (APD Sex Crimes Unit | Austin Police | AustinTexas.gov)  2nd annual APD SCU Case Review has been published (APD Sex Crimes Unit | Austin Police | AustinTexas.gov)  New SCU Commander on-boarded Looking Ahead  Project scope, excluding training, is nearing completion  Project steering committee will continue to operate in full while several workgroups are winding down  Abby Honold grant extended to Sep 2028 but remains at risk of being cut – project timelines not yet adjusted Q2 2026 Status Update 8 Data Dashboard – Reported Cases  Reported Cases: Total reported cases by offense type, filterable by year, month, and crime type, with a multi-year monthly trend line and geographic distribution by police sector. Q2 2026 Status Update 9 Data Dashboard - Demographics  Demographics: Victim, suspect, and arrested demographic data including gender, age range, and race and ethnicity, filterable by year, month, crime type, and role. Q2 2026 Status Update 10 Data Dashboard – Case Status  Case Status: Overall clearance rate and full case status breakdown, filterable by year, month, and crime type. Q2 2026 Status Update 11 Overall Project Status as of 06/30/2026 Q2 2026 Status Update 12 Remaining Work – By Workgroup Project Management 5 Total • Victim Services Staffing/Capacity (x2) • Crime Analyst Staffing/Capacity (x1) • Audit & Oversight (x2) Policy, Response, & Investigations 7 Total • General Orders Updates (x4) • Patrol Response (x2) • Populations at Risk of Marginalization (x1) Training 21 Total Data & Metrics 1 Total Outreach & Partnerships 2 Total • New Training Curriculum Development (x21)* • Metrics for Culture & Downstream Orientation (x1) • Populations at Risk of Marginalization (x2) * Includes both Abby Honold Grant + EVAWI Contract Q2 2026 Status Update 13 Burndown Timeline Key Takeaways  Project is 71% complete  36 items remain:  Q3 2026 = 13 Items  Q4 2026 = 2 Items  Q3 2027 = 21 Items Timeline Considerations  Progress tracked quarterly for each scope item  Timelines may shift due to leadership changes, funding, project team capacity, or other constraints. We are Here % Complete: 9% 26% 57% 71% 81% 83% 100% Q2 2026 Status Update 14 Remaining Work – By Targeted Quarter Q3 2026 13 Total Q4 2026 2 Total Q3 2027 21 Total • General Orders Updates • Audit & Oversight (x2) (x4) • Patrol Response (x2) • Populations at Risk of Marginalization (x3) • Victim Services Staffing/Capacity (x2) • Crime Analyst Staffing/Capacity (x1) • Metrics for Culture & Downstream Orientation (x1) • New Training Curriculum Development (x21)* * Includes both Abby Honold Grant + EVAWI Contract Q2 2026 Status Update 15 Challenges and Risks  Forensic Exam Capacity  SAFE Alliance (primary provider) terminated its forensic exam services contract with APD  BRAVE Alliance (secondary provider) has assumed the go-forward primary provider role  Teams are meeting regularly to identify and resolve transition challenges  Confidential Community Advocacy  Potential capacity constraints at all three providers (AFSSA, Hope Alliance, SAFE Alliance) put service stability at risk  Budget Dependent Scope Items  Victim Services and Crime Analyst Staffing terms/recommendations are budget dependent  Staffing and Sustainability  Monitoring staff turnover and experience gaps  Monitoring risk of reform erosion after CSCRM Project sunsets  Training Curriculum (Scoping & Alignment)  Scope complexity across multiple audiences (Cadets -> Leadership)  Requires alignment with Abby Honold Grant deliverables and CSCRM Academy observation findings Q2 2026 Status Update 16 Appendix Scope Details Q2 2026 Status Update 18 Scope Details Q2 2026 Status Update 19 Scope Details Q2 2026 Status Update 20 Scope Details Q2 2026 Status Update 21 Scope Details Q2 2026 Status Update 22 Scope Details Q2 2026 Status Update 23 Thank you! The Collective Sex Crimes Response Model (CSCRM) Project Team