1. 2. REGULAR CALLED MEETING OF THE PUBLIC SAFETY COMMISSION Monday, April 7, 2025, 4:00 PM Austin City Hall, Boards and Commissions Room, #1101 301 West 2nd Street Austin, Texas 78701 Some members of the Public Safety Commission may be participating by videoconference. The meeting may be viewed online at: http://www.austintexas.gov/page/watch-atxn-live 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. To register to speak remotely, call or email Christi Vitela, 512- 974-2792, christi.vitela@austintexas.gov. Pierre Nguyễn Kristy Orr Michael Sierra-Arévalo Yasmine Smith CURRENT COMMISSIONERS: Nelly Paulina Ramírez, Chair Timothy Ruttan, Vice Chair Rebecca Bernhardt Enrique Duran II David Holmes AGENDA CALL TO ORDER PUBLIC COMMUNICATION: GENERAL The first five 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 Approve the minutes of the Public Safety Commission regular meeting on March 3, 2025. DISCUSSION ITEMS Public Safety Quarterly Report, Austin Police Department. 3. 4. 5. 2026 Bond Development Update. Presentation by Eric Bailey, Assistant Director, Capital Delivery Services, Marcus Hammer, Assistant Director, Capital Delivery Services, Robin Henderson, Chief of Staff, Austin Police Department, Wesley Hopkins, Chief of Staff, Austin/Travis County Emergency Medical Services Department, and Rob Vires, Chief of Staff, Austin Fire Department. Biannual Wildfire Readiness Update, Austin Fire Department. Presentation on the SIMLAB trailer, Austin/Travis County Emergency Medical Services Department. DISCUSSION AND ACTION ITEMS 6. Conduct officer elections for the Chair and Vice Chair. 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 call Christi Vitela at the Office of the City Clerk Department, at 512-974-2792 for additional information; TTY users route through Relay Texas at 711. For more information on the Public Safety Commission, please contact Christi Vitela at (512-974- 2792 or christi.vitela@austintexas.gov).
Public Safety Commission Meeting Minutes Monday, March 3, 2025 PUBLIC SAFETY COMMISSION REGULAR CALLED MEETING MINUTES Monday, March 3, 2025 The Public Safety Commission convened in a regular called meeting on Monday, March 3, 2025, at Austin City Hall, Boards and Commissions Room, 301 W 2nd Street in Austin, Texas. Chair Ramírez called the Public Safety Commission Meeting to order at 4:05 p.m. Commissioners in Attendance: Nelly Paulina Ramírez, Chair Timothy Ruttan, Vice Chair Enrique Duran II Commissioners in Attendance Remotely: Pierre Nguyễn Michael Sierra-Arévalo Yasmine Smith PUBLIC COMMUNICATION: GENERAL Ryan Saunders – Dog noise and vehicles blocking the driveway Carlos León – APL/APD Issues Rubén Rivera-Clemente Sr. – General Police Issues APPROVAL OF MINUTES DISCUSSION ITEMS Approve the minutes of the Public Safety Commission regular meeting on February 3, 2025. The motion to approve the minutes of the Public Safety Commission regular meeting on February 3, 2025, was approved on Commissioner Ruttan’s motion, Commissioner Duran’s second on a 6-0 vote. Commissioner Bernhardt, Holmes, and Orr were absent. Public Safety Quarterly Report, Austin/Travis County Emergency Medical Services Department. The presentation was made by Wesley Hopkins, Chief of Staff, Austin/Travis County Emergency Medical Services Department. 1 1. 2. Public Safety Commission Meeting Minutes Monday, March 3, 2025 Discussion of opioid use and mitigation efforts by Austin/Travis County Emergency Medical Services Department. The presentation was made by Stephen White, Assistant Chief, Austin/Travis County Emergency Medical Services Department and Angela Carr, Division Chief, Austin/Travis County Emergency Medical Services Department. Discussion of Office of Police Oversight's implementation of the Austin Police Oversight Act (APOA) and update on vacancies and hiring. The presentation was made by Gail McCant, Director, Office of Police Oversight, Sara Peralta, Public Information and Marketing Manager, Office of Police Oversight, and Mia Demers, Public Safety Compliance Program Manager, Office of Police Oversight. Discussion of Austin Police Training Academy’s chain of command and progress of data- informed analytics as they relate to Kroll Report recommendations. The presentation was made by Gizette Gaslin, Assistant Chief, Austin Police Department, Robert McGrath, Program Manager III, Austin Police Department and Dr. Madison Doyle. DISCUSSION AND ACTION ITEMS 6. Approve a Recommendation to Council regarding the Fiscal Year 2025-2026 Budget. The motion to approve a Recommendation to Council regarding the Fiscal Year 2025- 2026 Budget was approved on Vice Chair Ruttan’s motion, Commissioner Nguyễn’s second, on a 6-0 vote. Commissioner Bernhardt, Holmes and Orr were absent. FUTURE …
Austin Police Department 2026 Bond Development Guiding Principles Public Safety Commission April 7, 2025 Outline APD Bond Progress 2026 Bond Program Development Schedule Guiding Principles Technical Criteria 2 2 APD Bond Progress 2006 General Obligation Bond •Awarded $8,394,000 •Mounted Patrol for Office Remodel/Barn Improvement •$59,409 remaining (obligated to deferred maintenance project) 2018 General Obligation Bond •No award received General Obligation Bond (Proposition 16) •Awarded $11,495,000 •Northwest Police Substation (land & design work) •Mounted Patrol facility & improvements •$1,261,455 remaining (obligated to drainage project at Mounted Patrol facility) 2016 3 2026 Bond Program Development Schedule We are here 4 Guiding Principles Citywide Strategic Plan Anchors APD 5-Year Strategic Plan Equity Affordability Innovation Sustainability & Resiliency Proactive Prevention Community Trust & Relationships 5 Equity Technical Criteria- 20% Technical Criteria Project will enhance community engagement and increase opportunities for participation in safety activities at the neighborhood level. Project will improve the ability of the department to provide equitable services. Project promotes transparency through stakeholder engagement and the accessibility of information. Project has assessed potential environmental and climate impacts and provides assurances of no to little negative impact. Maximum Points 5 5 5 5 6 Affordability Technical Criteria- 15% Technical Criteria Maximum Points Project will increase opportunities for adult learning and workforce collaboration. Project optimizes internal processes and protocols. Project includes a cost benefit analysis that demonstrates fiscal responsibility. Project design considers and reduces public safety department (joint use) burdens (financial, resource allocations, time, calls for service, etc). 4 3 3 5 7 Innovation Technical Criteria- 15% Technical Criteria Maximum Points Project will better position APD to implement place-based initiatives that through data collection inform decision making. Project provides creative and meaningful uses of space that will promote learning and assist with workforce retention. Project will incorporate stakeholder feedback through various methodology. 5 5 5 8 Sustainability & Resiliency Technical Criteria- 15% Technical Criteria Maximum Points Project has assessed potential environmental and climate impacts and has incorporated energy efficient strategies. Project maximizes the use of department resources and assets. Project will enhance safety through building and property design elements. 5 5 5 9 Proactive Prevention Technical Criteria- 15% Technical Criteria Maximum Points Project will create new learning spaces and options for safety personnel. Project location will enhance community participation in proactive crime prevention. The location will also allow for a higher level of undedicated sworn on duty time. Project will allow for increased collaboration …
Capital Delivery Services Public Improvement Bond Program Integrated Bond Program Development and Delivery Plan “Effectively and Efficiently Deliver Quality Projects with the Concept of Speed” 1 AGENDA • CDS Overview • What is a General Obligation Bond Program? • Improved Bond Development Process • Staff Work Completed to Date • Guiding Principles, Technical Criteria, & Scoring Matrices • Progress to Date & Upcoming Milestones “Effectively and Efficiently Deliver Quality Projects with the Concept of Speed” 2 CDS Overview Staff Work Complete to Date CDS was created in 2023 with a goal of reducing project delivery time Who we are • Engineers • Architects • Project managers • Community Engagement Our partners • Consultants • Contracting teams • City asset owners • Community members What we do One City – One Team – One Approach to effectively and efficiently deliver quality public projects. Directly manage over 500 active projects representing an investment of $7 Billion. Additionally, we support delivery of: • $5 Billion Project Connect • $5 Billion Airport Expansion • $2 Billion Convention Center Expansion What is a General Obligation Bond Program? Typical Bond Projects: • Flood and Erosion Control Improvements • New or Replacement City Facilities • Rehabilitation of Existing Facilities • Housing Infrastructure/Housing Projects • Street and Thoroughfare Improvements o Sidewalks o Traffic Signals • Park and Recreation Facilities • Emergency Response (Fire/EMS/Police) • Land Purchase 4 What is a General Obligation Bond Program? Types of work NOT included: • Routine operations and maintenance activities o Potholes o Minor street repair o Landscaping maintenance o General building maintenance Improvements for short term leased space • • Code enforcement initiatives • Employee salaries (including police & fire) • AE/AW Capital Projects typically funded by using debt are funded via AE and AW revenue bonds, not General Obligation debt and thus are not for the 2026 GO Bond Program City of Austin | Capital Delivery Services Department | One City, One Team, One Approach to Capital Delivery 5 Improved Bond Delivery Process for 2026 2024 2025 2026 2027 2028 2029 2030 2031 2032 Council calls for Bond Election (Aug) Bond Election (Nov) BEATF Meetings, Council, and Public Engagement HOW WE’VE DONE BONDS IN THE PAST: Project Proposals RFP’s/RFQ’s Project Planning to develop scope, schedule, budget Design Construction WHAT WE’RE DOING NOW: Needs Assessment and Project Evaluation Project Planning to develop scope, schedule, budget RFP’s/RFQ’s Design Construction 6 Staff Work Completed …
Austin - Travis County Emergency Medical Services Public Safety Commission Meeting As s is ta n t C h ie f Heather Phillips Immersive Simulation Training (Sim - lab) s im u la tio n tra n s fo rm s th e Im m e rs ive c la s s ro o m , a n d e ve n m o b ile u n its , in to fu lly im m e rs ive s p a c e s th a t p ro vid e a re a lis tic a n d s a fe tra in in g e n viro n m e n t fo r o u r p ro vid e rs with th e g o a l to im p ro ve p a tie n t o u tc o m e s in n o va tio n , e d u c a tio n a n d te c h n o lo g y. Sensory Feedback th ro u g h • Vis u a l • Ta c tile • Au d ito ry • Olfa c to ry Simulation Lab Uses Initial Education Programs • EMT a n d EC A c o u rs e s fo r n e w h ire a n d Exp lo re rs ( yo u th p ro g ra m ) • In te rn a l Pa ra m e d ic Sc h o o l New Hire Academy • In itia l Tra in in g Critical Care Paramedics (PL6) • Pre lim in a ry tra in in g a n d a n n u a l c o m p e te n c y ve rific a tio n fo r a d va n c e d p ra c tic e p a ra m e d ic s Maintenance of credentials • An n u a l e va lu a tio n o f a ll c e rtific a tio n le ve ls to e n s u re c o m p e te n c ie s Continuing Education (CE) • In c o rp o ra te p e rfo rm a n c e im p ro ve m e n …
Austin Police Department APD Quarterly Update Public Safety Commission April 7, 2025 APD Quarterly Presentation • • Section 1: Projects & Initiatives Section 2: Community Engagement • • Section 3: Response Times & Call Volumes Section 4: Staffing 2 2 Downtown (George) Sector Updates O R I G I N A L 6 T H S T R E E T <0.1% Service Area Landmass NS = 7th/5th; EW = Congress/I35 Traffic Plan to Open 6th Street Enhanced Service and Visibility Preliminary Findings 3 3 6th Street Traffic Plan Thursday-Sunday (staggered implementation) West Bound Traffic Only No North/South Traffic Widened “Sidewalks” Devices to Keep Pedestrians Out of Roadway Devices to Keep Vehicles Out of Pedestrian Areas Increased Traffic Enforcement * Reporting Period Sep 1 to Feb 28 4 4 6th Street Enhanced Service & Visibility Downtown Austin Rapid Response Team (DARRT) Enhanced Officer Training Improved Lighting Alleyway Sweeps Improved community and Business Engagement Increased Focus on Visibility & Hot Spot Policing 5 5 6th Street Preliminary Findings Arrests Use of Force Officer Injuries 40% 32% 57% Data covers 6th Street Entertainment District for January –February, comparing 2024 and 2025 Source: APD Use of Force and Arrest Data 6 6 Downtown Mental Health Pilot Program Pilot Project Goals Mental Health Calls •Increase safety for patients experiencing mental health emergencies in Austin by bringing a multidisciplinary team to the scene. •Increase collaboration between ATCEMS, APD, and Integral Care and leaning on the strengths and unique skillsets that each brings to the table. •ATCEMS and APD will work together as a team for all calls •Integral Care will go to calls as their staffing allows Current Phase •Developing protocols now •Joint training •Downtown service area only for time being (possible expansion in future) Tracking Metrics •Use of force •Transports to ED vs jail vs alternate destinations •Other metrics called for in the city mental health resolution 7 7 Workload Analysis City contract with Berry, Dunn, McNeil & Parker, LLC Conducting a targeted operational review and workload analysis of several of APD’s core functions, including patrol – Identification of efficiencies for personnel (sworn and non-sworn) 8 8 Community Engagement Highlights FY2025 Q2 9 9 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 P0 & P1 Calls (24/25) 5-Year Mean Combined P0 & P1 Call Volume Sept 1, 2024 to Feb 28, 2025 vs. 5 -Year Mean (Sept 1 to Feb 28) …
Austin Police Department APD Quarterly Update Data and Backup Materials Public Safety Commission April 7, 2025 APD Quarterly Presentation • • Section 1: Crimes Against Persons Section 2: Crimes Against Property/Society • • Section 3: Clearance Rates Section 4: Response Times & Call Volumes 2 2 Crimes Against Persons by Offense Type Sept to Feb, 2024 vs. Sept to Feb, 2025 vs. 5-year Mean* Offense Type 5-Year Mean Sept to Feb Sept '23 to Feb '24 Sept '24 to Feb '25 1-Year Change Difference from 5-Year Mean Assault Offenses (13A, 13B, 13C) ~ Aggravated Assault (13A) 8,976 1,554 ~ Simple Assault, Intimidation (13B, 13C) 7,422 Homicide Offenses (09A, 09B) Kidnapping/Abduction (100) Sex Offenses (11A, 11B, 11C, 11D, 36A, 36B) Other Crimes Against Persons (64A, 64B) 34 93 459 4 8,422 1,472 6,950 40 117 418 2 8,232 1,349 6,883 35 129 458 4 Total Crimes Against Persons 9,567 9,623 8,858 -2% -8% -1% -13% 10% 10% 100% -8% -8% -13% -7% 3% 39% 0% 0% -7% * Period reported Sep 1 to Feb 28 3 Source: NIBRS GROUP A OFFENSE CRIMES 3 Crimes Against Persons by APD Sector Sept to Feb, 2024 vs. Sept to Feb, 2025 APD Sector Sept '23 to Feb '24 Sept '24 to Feb '25 Percent Change Adam Baker Charlie David Edward Frank George Henry Ida Other Total 919 719 1,040 893 1,586 1,162 624 1,081 883 53 8,960 872 715 1,089 904 1,472 1,210 722 999 792 50 8,825 -5% -1% 5% 1% -7% 4% 16% -8% -10% -6% -2% * Period reported Sep 1 to Feb 28 4 Source: NIBRS GROUP A OFFENSE CRIMES 4 Crimes Against Persons by City Council District Sept to Feb, 2024 vs. Sept to Feb, 2025 City Council District Sept ‘23 to Feb '24 Sept ‘24 to Feb '25 Percent Change 1 2 3 4 5 6 7 8 9 10 Total 1,138 999 1,499 1,672 549 386 778 269 1,250 391 8,931 1,140 1,026 1,453 1,455 588 385 717 294 1,335 383 8,776 0% 3% -3% -13% 7% 0% -8% 9% 7% -2% -2% * Period reported Sep 1 to Feb 28 5 Source: NIBRS GROUP A OFFENSE CRIMES 5 Crimes Against Property/Society by Offense Type Sept to Feb, 2024 vs. Sept to Feb, 2025 vs. 5-year Mean* Sept '23 to Feb '24 Sept '24 to Feb '25 1-Year Change Offense Type Robbery (120) Arson (200) Burglary/Breaking & …
AUSTIN FIRE Bond Prog ram O verview April 2025 Chief of Sta f f Rob Vires 1 Guiding Principles • Equity • Affordability • Innovation • Sustainability & Resiliency • Proactive Prevention • Community Trust & Relationships 2 Equity Principle Definition: Bond programs and projects improve quality of life outcomes for all residents, eliminate racial disparities, and mitigate unintended consequences in plans and implementation. Application to Austin Fire Department: Ensuring residents within Austin Fire Department’s Service Area receive equitable response, accounting for existing inequities in social vulnerability or risks and ensuring all facilities and resources meet health and safety standards for the firefighters who work from these facilities 24/7 and visitors to these public facilities. Maximum Points Allotted: 20 Low SVI High SVI Social Vulnerability Index 3 Equity Rubric Maximum Points Allotted: 20 Application to AFD Facility Improvements Application to New Stations Ensuring all existing facilities and resources meet health and safety standards for the firefighters who work from these facilities 24/7 and visitors to these public facilities. Ensuring residents within Austin Fire Department’s Service Area receive equitable response, accounting for existing inequities in social vulnerability or risks. 20 pts Facility will have full array of improvements, closing critical gaps in conditions 10 pts Facility will have some health or safety improvements, but with limited impact 0 pts Facility will meet the same health and safety standards, with no improvements 20 pts Provides new service capability for an area with high Social Vulnerability 10 pts Provides new service capability to an area with low Social Vulnerability 0 pts Does not improve service capability 4 Affordability Principle Definition: Programs and projects that improve the quality of life for community members while minimizing financial burdens. Application to Austin Fire Department: Utilizing existing land or space already made available to the City of Austin to construct a new fire station or revitalizing existing facilities and resources to maximize cost efficiency and extend lifespan. Maximum Points Allotted: 10 5 Affordability Rubric Maximum Points Allotted: 10 Application to AFD Facility Improvements Application to New Stations Revitalizing existing facilities to maximize cost efficiency and extend lifespan. Utilizing land or space already available to the City of Austin to construct a fire station. 10 pts Revitalizes facility to extend lifespan and avoids new build 5 pts Revitalizes existing facility with to extend lifespan 0 pts Requires new facility or resources 10 pts City-owned or leased space could …
Austin Travis County EMS Bond Development 2026 Scoring Matrix for Bond Development Projects and Asset Deployment Assistant Chief Stephen White Project Scoring Matrix Equity/Inclusive Facility design (20p) Accessible, Welcoming, Inclusive Compliance with ADA Standards for Accessible Design (2010 Standards or newer) Design features that benefit people of all ages and abilities (e.g., lever door handles, adjustable-height workstations) Accessible, Welcoming, Inclusive Entrances and exits easily accessible to all, including those with mobility aids Accessible, Welcoming, Inclusive Gender-neutral restrooms / Locker rooms/ shower facilities available Accessible, Welcoming, Inclusive Consideration of sensory sensitivities (lighting, acoustics) Accessible, Welcoming, Inclusive Supports a mother-friendly workplace with intentional design compliant with Departmental & City policy related to MWF and Federal Law Accessible, Welcoming, Inclusive Welcoming and inclusive design elements that reflect the diversity of the community Equity/Inclusive Facility design (20p) Programs and projects improve quality of life outcomes for all residents, eliminate racial disparities, and mitigate Equity unintended consequences in plans and implementation. Data-driven Data-driven Data-driven Data-driven Data-driven Data-driven Data-driven Data-driven Utilization of demographic data Equity assessment Community Health needs assessment Frequency of resource reallocation Predictive Analysis Impact on Unit Hour Utilization Space allocation based on projected usage patterns and future growth to include estimated population growth rate Post-occupancy evaluation to assess the effectiveness of design choices and inform future projects Universal design Principles, Address ADA & Diverse Cultures Incorporation of cultural elements and considerations into the design aesthetic Project Scoring Matrix Innovation (20p) Maximize Cost Efficiency Life-cycle cost analysis to evaluate long-term costs of materials and systems Maximize Cost Efficiency Efficient space planning to minimize unused or underutilized areas to enhance logistical support Energy Saving Technologies, Durable & Resilient Buildings High-performance building envelope with optimal insulation and air sealing Energy Saving Technologies, Durable & Resilient Buildings Energy-efficient lighting and HVAC systems 0 Energy Saving Technologies, Durable & Resilient Buildings Use of renewable energy sources (solar panels, geothermal) where feasible Energy Saving Technologies, Durable & Resilient Buildings Selection of durable, low-maintenance materials and finishes Leverage Existing staff & Properties Repurposing or renovating existing buildings, land or spaces where feasible Innovation (10p) Innovative bond projects work to deeply understand the challenges and needs of users and create new evidence- based solutions to solve them. Innovative design & the Latest Technologies: (One Austin) Innovative design & the Latest Technologies: (One Austin) Incorporation of cutting-edge design concepts and technologies Integration of smart building technologies for energy management, security, and occupant …
A U STI N FI RE DEP AR TMENT Wildfire Readiness Update Carrie Stewart – Division Chief BE IT RESOLVED... "Provide a progress report every six months to the Public Safety Commission for the following important components of a comprehensive WUI risk reduction plan." Council Resolution NO. 20160512-016 The information presented in this update are maintained in real-time through dynamic data 1 Wildfire Readiness Update 1. The number of local CWPP’s completed and implemented. 2. The number of local CWPP's started but not completed. 3. The percentage of high-risk WUI areas in which identification of potential local CWPP planning areas is ongoing. 4. The number of public presentations and home assessments provided. 5. The number, size, type and location of fuel mitigation activities conducted. 6. The number of training hours received and conducted. 2 1) The number of local CWPP's completed and implemented is 24. Local level CWPP’s are community led initiatives that AFD facilitates and supports. The Division has a new FAC team heavily engaged in community outreach and Structure Ignition Zone Assessments. AU STI N CW PP ’s 3 2) The number of local CWPP's started but not completed is 22. Local level CWPP’s are community led initiatives that AFD facilitates and supports. Three of these communities have re-engaged with AFD in the last six months. Acti ve & Engaged Sentence or subheading goes Here on the page in the header box. 4 3) The percentage of high-risk WUI areas in which identification of potential local CWPP planning areas is still ongoing is 49%. Of the 14% of Austin classified as high risk, 51% is covered by a local level CWPP, 49% are identified as opportunity zones. H igh R is k A reas 5 4) The number of public presentations and home assessments provided in the past 6 months. 46 Presentations and events, including HSEM preparedness pop-ups, and 197 home assessments provided. O utreac h Acti vitie s 6 5) The number, size, type and location of fuel mitigation activities conducted in the past 6 months. 23 Prescribed fires completed at over 2,000 acres, by assisting partner agencies. F u e l s M i t i g a t i o n 7 6) The number of training hours received and conducted in the past six months. 40 Training hours received, and 5806 training hours conducted in the past six months, including Engine Operator and Prescribed …
M E M O R A N D U M TO: Mayor and City Council THROUGH: Eddie Garcia, Assistant City Manager FROM: Chief Lisa Davis, Austin Police Department DATE: February 25, 2025 SUBJECT: BerryDunn Targeted Operational Review and Summary Report The purpose of this memorandum is to share the completed City of Austin-Austin Police Department Targeted Operational Review and Summary Report and to provide information about next steps following the Austin Police Department’s (APD) review of the enclosed findings and recommendations. The City of Austin contracted with Berry, Dunn, McNeil, & Parker, LLC (BerryDunn) in February 2024 to conduct a comprehensive assessment of functions of APD. This review included four areas of focus: • • • • Patrol Schedule Review of the Resource Intensive Service Calls (RISC) Model Business Process Mapping Field Technology and Data Integration Review Essential Call for Service (CFS) Evaluation APD has reviewed BerryDunn’s findings and is working to identify ways to incorporate recommended actions into operational plans. APD is also contracting with BerryDunn to complete a Work Analysis, through a separate scope of work, that will identify more efficient ways to utilize sworn and non-sworn personnel resources throughout the organization. Should you have any questions about the enclosed report or the progress of this work, please contact Chief of Staff Robin Henderson at 512-974-5030 or via email at Robin.Henderson@austintexas.gov. cc: T.C. Broadnax, City Manager Myrna Rios, City Clerk Corrie Stokes, City Auditor Judge Sherry Statman, Presiding Judge Mary Jane Grubb, Municipal Court Clerk CMO Executive Team Page 1 of 1 City of Austin – Austin Police Department Targeted Operational Review and Summary Report BerryDunn 2211 Congress Street Portland, ME 04102-1955 207.541.2200 Doug Rowe, Principal drowe@berrydunn.com Michele Weinzetl, Project Manager mweinzetl@berrydunn.com Submitted On: December 27, 2024 Table of Contents Section Page Table of Contents ......................................................................................................................... i List of Tables ............................................................................................................................. iv List of Figures ............................................................................................................................ vi Executive Summary ................................................................................................................... 1 1.0 Project Overview .................................................................................................................. 4 1.1 Project Scope .............................................................................................................. 4 1.2 Relevant Background ................................................................................................... 5 1.3 Project Introduction and Summary ............................................................................... 5 1.4 Changing Conditions .................................................................................................... 7 1.5 Principal Findings and Recommendations ................................................................... 7 Critical/Priority ........................................................................................................................ 7 High/Primary ........................................................................................................................... 8 Medium/Non-Urgent ..............................................................................................................11 Section 1 Recommendations .................................................................................................12 2.0 Business Processes .......................................................................................................14 2.1 Initial CFS Intake ........................................................................................................14 2.1.1 Communication Center Functions............................................................................15 2.2 Patrol Response and Preliminary Investigation ...........................................................16 2.3 Case Routing - Investigations .....................................................................................22 2.4 Case Routing – Prosecution .......................................................................................23 2.5 Open Records Unit/Public Information Request Unit (PIR) ..........................................24 …
REGULAR CALLED MEETING OF THE PUBLIC SAFETY COMMISSION Monday, March 3, 2025, 4:00 PM Austin City Hall, Boards and Commissions Room, #1101 301 West 2nd Street Austin, Texas 78701 Some members of the Public Safety Commission may be participating by videoconference. The meeting may be viewed online at: http://www.austintexas.gov/page/watch-atxn-live 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. To register to speak remotely, call or email Christi Vitela, 512- 974-2792, christi.vitela@austintexas.gov. Pierre Nguyễn Kristy Orr Michael Sierra-Arévalo Yasmine Smith CURRENT COMMISSIONERS: Nelly Paulina Ramírez, Chair Timothy Ruttan, Vice Chair Rebecca Bernhardt Enrique Duran II David Holmes AGENDA CALL TO ORDER PUBLIC COMMUNICATION: GENERAL The first five 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 Public Safety Commission regular meeting on February 3, 2025. DISCUSSION ITEMS 2. 3. 4. 5. Public Safety Quarterly Report, Austin/Travis County Emergency Medical Services Department. Discussion of opioid use and mitigation efforts by Austin/Travis County Emergency Medical Services Department. Discussion of Office of Police Oversight's implementation of the Austin Police Oversight Act (APOA) and update on vacancies and hiring. Discussion of Austin Police Training Academy’s chain of command and progress of data- informed analytics as they relate to Kroll Report recommendations. DISCUSSION AND ACTION ITEMS 6. Approve a Recommendation to Council regarding the Fiscal Year 2025-2026 Budget. 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 call Christi Vitela at the Office of the City Clerk Department, at 512-974-2792 for additional information; TTY users route through Relay Texas at 711. For more information on the Public Safety Commission, please contact Christi Vitela at (512-974- 2792 or christi.vitela@austintexas.gov).
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 …
