Item #11 Collective Sex Crimes Response Model CSCRM 2024 Q3 Update — original pdf

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Collective Sex Crimes Response Model (CSCRM) Project – Q3 2024 Update Austin Police Department Ge ne ra l Proje c t Upda te s • FY2025 funding requests were fully approved. • City Manager Broadnax received a project overview/update in September 2024. • OVW Abby Honold Grant was awarded to APD. It includes trauma- informed and victim-centered training for sexual assault and will be scoped in consideration of CSCRM once approved by Council. • Case Review (2021 & 2022) Draft Report is under review with the final report scheduled for completion in November. • APD and TCDA are meeting monthly to formalize policy, procedure, and process agreements. Quarterly case debriefings are beginning in Q4 2024. • Academy training class observations have begun with the 153rd Cadet Class. Award. • SCU Leadership and APD Co-Chairs reviewed project progression and made adjustments to assist with acceleration (for example, updating SOPs quarterly vs biannually). • SCU received the APD 2023 Investigations Meritorious Unit of the Year • Addition of two new elements of scope: • 15.18 Establish a process to coordinate scheduling of non-acute survivors that make first contact with a SANE establishment for SCU detective and Victim Services response. This is a scheduled service, not an on-demand service. • 15.19 Review and update the Sex Crimes Unit webpage found at https://www.austintexas.gov/department/apd-sex-crimes-unit. Q3 2024 2 Da s hboa rd Sta tus – Se pte m be r 2024 Sum m a ry: • Com ple te = 15% (18 Ite m s ) • In Progre s s = 72% (88 Ite m s ) • Not Sta rte d = 13% (16 Ite m s ) Q3 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 Tim e line – Se pte m be r 2024 We a re He re • Timeline estimates for each element of scope are being tracked by quarter. • Quarterly estimates are targets for completion and may be impacted by leadership transitions, funding, project team availability, and unforeseen constraints. Q3 2024 4 Proje c t Cha lle nge s & Ris ks • Training timeline is at risk and will be better understood once CSCRM is fully assessed and scoped in accordance with the OVW Abby Honold Grant. • CSCRM continues to track the risk of capacity constraints limiting the fulfillment of forensic exams in the Austin/Travis County area. Alternative solutions are actively being explored by SARRT as a whole and independently by APD. • Case Review remediation efforts and the upcoming Case Review (2023) contract/process falls outside the scope of CSCRM and will be managed directly by APD. • SCU data dashboard efforts are highlighting the need for improvements in data cleanup and data evolution for items such as demographic information, drug/alcohol facilitation of crimes, etc. • Identifying and engaging populations at risk of marginalization has been difficult. • 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. Q3 2024 5 Q&A 6 Appe ndix 7 Introduc tion & Ba c kground 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); 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 were reported by the Police Executive Research Forum (PERF) after a comprehensive and multi-year assessment of APD’s SCU. 8 Historic Timeline 2016 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 9 CSCRM Proje c t Ove rvie w A form a l proje c t wa s ne e de d due to… • The deep history • The lack of trust and constrained relationships • The need for formal communications and status updates • The size, complexity, and im porta nc e of the work Proje c t Sc ope (121 ite m s ): • PERF report recommendations – 103 items • Survivor lawsuit settlement – 16 items • Project scope addition – 2 item Project Management Policy, Response, & Investigation 1. 2. 3. Training 4. Data & Metrics 5. Outreach & Partnerships Q3 2024 Policy, Response, & Investigations Data & Metrics 10 Workgroup Mode l: • 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 Proje c t Te a m Me m be rs • Proje c t Te a m inc lude s 42 m e m be rs : • APD Sworn (9 members) • APD Victim Services (7 members) • APD Civilian (7 members) • Community Advocates & Partners (19 members) • Asian Family Support Services of Austin (AFSSA) • Austin/Travis County Sexual Assault Respons e and Resource Team (SARRT) Independent Subject Matter Experts (Ind.) SAFE Alliance (SAFE) St. Edwards • CASA of Travis County (CASA) • • • • Texas Legal Services Center (TLSC) • Travis County Attorney’s Office (TCAO) • Travis County District Attorney’s Office (TCDAO) • Enga ge m e nt with c om m unity a dvocate s a nd pa rtne rs is a priority. • RACI Mode l: • Re s pons ible = APD • Ac c ounta ble = APD • Cons ulte d = Project Members, Project Workgroups, Project • Steering Committee Inform e d = City Council, Commission for Women, Public Safety Commission, SARRT, Media, Community, Survivors Q3 2024 11 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 Q3 2024 12 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 Q3 2024 13 Sc ope De ta il *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. Q3 2024 14 Sc ope De ta il *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. Q3 2024 15 Sc ope De ta il *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. Q3 2024 16 Sc ope De ta il *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. Q3 2024 17 Sc ope De ta il *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. Q3 2024 18 Sc ope De ta il *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. Q3 2024 19 THANK YOU 20