Item #6 CSCRM Project Update Presentation Q1 2024 — original pdf

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Collective Sex Crimes Response Model (CSCRM) Project Austin Police Department CSCRM Status Update Q1 2024 2 Dashboard Status – Feb 2024 Summary: • Complete = 10% (12 Items) • In Progress = 75% (89 Items) • Not Started = 15% (18 Items) *Note: • Q1 2024 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. See Slide 4 for a detailed break-down of “In Progress” status toward “Complete”. • 3 In Progress Break-Down Below is a break-down of where the ‘In Progress’ work resides in its progression toward ‘Complete’... Workgroup 1. Solution Recommendation 2. Documentation 3. Training 4. Communications 5. Metrics 6. Ownership Policy Training Response & Investigations Data & Metrics Outreach & Partnerships Total 15 22 23 5 9 74 12* - 1 - 1 14* - - - - - - *6 Items are pending SOP approval. 4 Items are pending General Orders approval. 1 - - - - 1 - - - - - - - - - - - - Q1 2024 Total 27 22 25 5 10 89 7. Steering Committee Approval - - - - - - 4 CSCRM Funding Requests Q1 2024 5 FY2025 Unmet Needs Funding Requests Q1 2024 6 FY2025 Unmet Needs Funding Requests Q1 2024 7 Issues, Risks, and Additional Funding Considerations Q1 2024 8 APD Academy & Recruitment • Law enforcement staffing shortages and hiring challenges are being felt nation-wide. APD is not immune to this reality, and significant financial support and innovative approaches need to be considered to survive and overcome it. • CSCRM is requesting/recommending 56 hours of Academy/Cadet level training for Sexual Assault (40 hr. classroom, 16 hr. simulations). This request/recommendation is unlikely to be met without additional investment and innovation: • Cadet training classes need to be extended to incorporate Kroll recommendations and CSCRM requests. • Financial incentives and wages need to be drastically increased to recruit and retain new Cadets. New approaches such as housing stipends need to be considered given the current housing market in Austin. Investments in the Academy do not make sense if we cannot recruit and keep quality Cadets. • An increase in Civilian roles need to be considered whenever and wherever possible keeping Sworn personnel fulfilling their vital positions. Q1 2024 9 SAFE’s Forensic Nursing Program • SAFE’s forensic nursing program is critically short-staffed primarily due to underfunding and low salaries. • Sexual assault victims are not all able to have evidence collected and preserved and they’re not receiving the medical help they need. • In 2023, 144 victims were turned away while 56 were scheduled for a time later than their dispatch. Of the victims turned away... • 41 were lost due to no nurse availability • 9 were lost due to no advocate availability • 50 were referred out to services elsewhere – it’s unknown if services were ever received • 44 declined services once a nurse became available • In 2022, 188 victims were turned away. • Progress being made via CSCRM is greatly thwarted if survivors wanting to receive medical care and/or a SANE exam cannot do so. Q1 2024 10 SAFE’s Forensic Nursing Program (cont.) Market adjustment based on Texas forensic nursing comps and midrange COA salary for RN senior https://services.austintexas.gov/hr/job desc/jobrptdesc.cfm?codeid=2661 Q1 2024 11 APD Domestic Violence Unit • The Austin Police Department’s (APD) Domestic Violence (DV) Unit would benefit from similar support and improvements that the Sex Crimes Unit (SCU) is receiving via CSCRM project. • It is not uncommon for survivors of domestic violence to also be survivors of sexual assault. There is intersection between Sex Crimes and Domestic Violence offenses and responses to them. • There is known under-resourcing in the DV Unit including staffing, vehicles, and equipment. • There is interest in establishing a joint project between the DV Unit and the Office of Violence Prevention (OVP) at Austin Public Health (APH). Q1 2024 12 APD Domestic Violence Unit (cont.) • As with CSCRM, a Domestic Violence response model project would review and refine APD Domestic Violence Policy, Training, Supervision, and Review.  Project would identify appropriate staffing and resource levels for the DVU.  Project members would determine how to integrate DVU most effectively within APD’s Special Victims (VS) Division to optimize the use of APD and Victim Services personnel and unit resources.  Project work would include alternate reporting to reduce under-reporting, best response to physical violence committed by individuals with dementia or Alzheimer’s, voluntary surrender of firearms of suspect convicted of family violence offenses, review of current high risk and fatality DV protocols and response, and formalizing a response to “Flip Cases” that involve abused persons charged with Domestic Violence. • The goal is to develop a premier domestic violence response model. Q1 2024 13 Appendix Q1 2024 14 CSCRM Scope Details Q1 2024 15 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 16 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 17 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 18 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 19 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 20 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 21 Scope Detail *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. See Slide 4 for a detailed break-down of In Progress status toward Completion. • Q1 2024 22 CSCRM History & Project Framework Q1 2024 23 Introduction & Background The Austin Police Department’s (APD) Sex Crimes Unit (SCU) has experienced many challenges in the last decade, including: • 2017: 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); closure of sexual assault cases; • 2018: An investigative report that highlighted APD’s improper use of Exceptional Clearance in the • 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 on the way sexual assaults reported to APD are investigated and processed per a comprehensive, multi-year assessment conducted by the Police Executive Research Forum (PERF). Q1 2024 24 Historic Timeline 2017 2018 2021 Q1 2022 Q4 2022 Q1 2023 -Closure of APD’s DNA Lab -Divide at A/TC SARRT -SB476 Went Into Effect (SARRT Participation) -Survivor Lawsuit Settlements Approved -PERF Report Released -CSCRM Project Initiated -Survivor Class-Action Lawsuit Filed -Investigation on Exceptional Clearance Released Q1 2024 25 Project Framework Objectives: • Establish a model that will result in systemic and lasting change • Strengthen trust and transparency through a collective and collaborative approach Policy • Engage community advocates and subject matter experts (SMEs) • Align expertise with the work at hand • Ensure checks and balances are built into the project Scope: • PERF report recommendations – 103 items • Survivor lawsuit settlement – 16 items Workgroup Model: Outreach & Partnerships Training Project Management • 119 items of scope have been assigned to six Workgroups (WGs) • Each WG is led by two co-chairs (one APD individual and one non-APD individual) • RACI Model used to define who is Responsible, Accountable, Consulted, and Informed Data & Metrics Response & Investigations Q1 2024 26 Project Members & Community Partners • Engagement with community advocates and partners is a priority. • Project Team includes 40+ members: • APD Sworn • APD Civilian • Community Advocates & Partners Independent Subject Matter Experts (Ind.) SAFE Alliance (SAFE) • Asian Family Support Services of Austin (AFSSA) • Austin/Travis County Sexual Assault Response and Resource Team (SARRT) • CASA of Travis County (CASA) • • • Texas Advocacy Project (TAP) • Texas Legal Services Center (TLSC) • Travis County District Attorney’s Office (TCDAO) • University of Texas Austin (UT) Q1 2024 27 Financial / Budgetary Context • Per the Settlement Agreement and Release associated with the survivor class action lawsuits (Smith v COA, Senko v COA): In addition, as approved in its January 27, 2022, vote, the Austin City Council has already allocated and/or has committed to allocate $4,415,638 of monetary expenditures towards improving the City of Austin’s response to sexual assaults and has voted to implement the policies and procedures as outlined in Appendix A. 28 Historic Funding Q1 2024 29 THANK YOU Q1 2024 30