Item #4 Austin Police Department - Recruiting and Retention — original pdf

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Austin Police Department: Recruiting & Retention Lisa Davis| Chief of Police | June 2, 2025 By the Numbers: Staffing and Separations SWORN PERSONNEL 1,816 Authorized 1,484 Sworn FTE’s 332 Vacancies SWORN SEPARATIONS BY YEAR Year 2022 2023 2024 2025 Total 148 161 98 38* *As of May 28, 2025 2 Sworn Authorization & Vacancy Rate: Year 2017 2018 2019 2020 2021 2022 2023 2024 2025 Authorized Vacancies Vacancy Rate 1908 1929 1959* 1959* 1809** 1812 1812 1816 1816 121 122 178 198 231 249 358 329 332 6.34% 6.32% 9.08% 10% 12.76% 13.74% 19.75% 18.12% 18.28% 5/30/20 25 PRESENTATION TITLE *30 Additional positions approved from City Council. **150 positions removed from FY2021 by City Council. 3 APD Recruiting Team Sworn: • 1 Commander • 1 Lieutenant • 2 Sergeants • 16 Officers Professional Staff: • 1 Recruitment Coordinator • 2 Administrative Staff • 11 Background Investigators 4 Hiring Cycles & Contract Transitions Under Contract: November 15, 2018 – March 31, 2023 • 144th – 152nd hiring cycles No Contract (Civil Service): April 1, 2023 – October 28, 2024 • 153rd & 154th hiring cycles Under Contract: October 29, 2024 – September 30, 2029 • 155th to current When Not Under Contract: Governed by Civil Service Regulations Single testing dates for written and physical exams Candidates are ranked on an eligibility list based on their written exam scores Hiring must follow the rank order unless there are more spots available than applicants Next hiring cycle can begin only after the current eligibility list is exhausted Limited flexibility for in-person recruiting and testing opportunities 5 Council Questions • 144th Cadet Class was paused in August of 2020 • 144th Pilot Cadet Class was started June 2021 • Recruiting is looking at filming content that includes footage from Officers on patrol. All released footage will be in accordance with the legal requirements. • Utilizing current Officers to boost Recruiting applications • 3rd most effective recruiting tool for the 155th Cadet Class • 89 applications from this source. • Hold employee recruiting open house events. 5/30/20 25 PRESENTATION TITLE 6 AUSTIN POLICE DEPARTMENT RECRUITING AND HIRING AUDIT Office of the City Auditor 5/30/20 25 7 Recommendation One To create a more effective recruitment strategy and better determine the impact of recruitment efforts, the Chief of Police should work with the Recruiting Unit to: • Create action plans with measurable targets to make progress towards APD’s recruitment priorities. • Regularly use recruitment data to evaluate progress towards recruitment targets and adjust efforts accordingly to maximize effectiveness. APD Leadership will work with the Recruiting Unit to create a data-driven recruiting model that will: • Better engage with diverse communities • Effectively market APD • Recruit well-qualified candidates • Maintain relationships • Provide supportive services and growth opportunities Further streamline the hiring process • • Minimize Cadet attrition • Retain sworn personnel • Provide multiple strategies with fully detailed goals, objectives, activities, data collection methods, key positions, timelines, projected annual costs, potential partnerships, and unmet resource needs. • Explore cost-effective options for assessment and evaluation that allow for adjustments to meet recruitment targets. 8 Recommendation Two To improve the reliability of recruitment data, the Chief of Police should work with the Recruiting Unit to update their Standard Operating Procedure and train staff to ensure consistent guidance for staff entering data into their applicant tracking system, that includes an internal review process for manually entered data. APD Leadership will work with the Recruiting Unit on short- and long-term goals in response to this recommendation. Short-term implementation plan: Long-term implementation plan: • Recruiting Unit leadership will provide the training and guidance needed to minimize errors with data entry. • Recruiting and Risk Management will • collaboratively develop an internal review process for manually entered data. The SOP is updated annually. APD Leadership will work with Recruiting to further revise the unit SOP. • Hire a professionally trained data analyst to help inform decision-making and to fill identified gaps in knowledge and expertise. 9 Recommendation Three To enhance the impact of APD’s recruitment outreach efforts, the Chief of Police should work with the Recruiting Unit to coordinate APD’s Department-wide social media accounts with their recruiting social media accounts. The Department’s social media accounts, which all have a large following, are primarily used for disseminating timely information including public safety awareness messaging and news alerts to the public. APD Recruiting and PIO Leadership created a process to maximize views through shared content. This partnership will continue to evolve through collaborative content creation efforts. 10 Recommendation Four To give interested applicants more opportunities to explore a career with APD, the Chief of Police should create and implement a career pathways program, such as an internship or apprenticeship, that captures interest and provides consistent opportunities for people closest to the cadet age to work with/learn more about APD. APD Leadership will work with the Recruiting Unit to create a data-driven recruiting model that will be developed in partnership with community members and over 60 Austin-area youth aged 16-18. Students will collaborate with APD and project partners on a model for recruiting and mentoring that begins sophomore year of high school and considers: • Trust, legitimacy, and understanding of the policing profession • Generational differences in the workplace • The gap period between high school graduation and cadet eligibility • Sustainable solutions (e.g., working for the City while earning a City-funded associate degree) • Retention • Marketing the profession • Supportive services for recruits 11 Austin Police Department Following Best Practices ICAP, MCCA, PREF, DOJ MCCA & DOJ • DOJ Recruiting Blueprint and the MCCA White Paper both cite APD Recruiting as an example of modernizing applicant standards and innovative advertising aimed at the current applicant audience. 5/30/20 25 PRESENTATION TITLE 12 APD Utilizes 5 PERF Best Practices • Re-examine hiring processes • 30x30 Initiative • Faster recruiting timelines. 4 months Avg. to Start Academy • Adopt innovative recruiting strategies • Social media ads humanize the badge • Target customer service industries • Update Hiring Standards • Reflective of Austin community standards • Recruitment Incentives • Partnership with East Texas A&M (free CJ Bachelor's Degree) • Build Community Support • Grant funded program to work with 60 youth – Engagement / Pipeline 5/30/20 25 PRESENTATION TITLE 13 Recruitment Strategies PRIORITIZING CANDIDATE EXPERIENCE Provide exceptional customer service throughout the application and hiring process. DATA-DRIVEN Collect, analyze, and utilize data to better inform outreach and marketing efforts and track performance. RESOURCE OPTIMIZATION Increase efficiency through continuous evaluation and process improvements. 14 Current and Upcoming Cadet Classes • 153rd Cadet Class • 29 Cadets – March 7, 2025 Graduated – Field Training • 154th Cadet Class • 39 Cadets – August 29, 2025 Graduation • 155th Cadet Class • 56 Cadets – April 21, 2025 Started • 156th Cadet Class • Currently in background investigations. • 88 Active Applicants – September 8, 2025 Starts • 157th Cadet Class • Now Hiring - January 2026 Starts • APD Recruiting | AustinTexas.gov 5/30/20 25 PRESENTATION TITLE 15 Thank You Lisa.Davis@AUSTINTEXAS.GOV