Item #4 Collective Sex Crimes Response Model CSCRM Q2 2025 Update — original pdf

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Collective Sex Crimes Response Model (CSCRM) Project – Q2 2025 Update Austin Police Department General Project Updates • Progress: • 29 items completed in Q2, bringing overall project completion to 51% • EVAWI contract for training curriculum development scheduled for City Council review and approval in August • Key Accomplishments: • Finalized new staffing and case coordination procedures between APD and TCDA • Timeline Adjustments: • 12 scope items deferred to 2026 Q2 2025 2 Burndown Timeline – Q2 2025 Key Takeaways: • Project is 51% complete • • • 60 scope items remain 12 scope items deferred to 2026 21 scope items remain scheduled for 2027 Timeline Considerations: • Progress is tracked quarterly for each scope element. • Timelines may be affected by leadership transitions, funding availability, project team capacity, and unforeseen constraints. We are Here % Complete: 9% 26% 28% 51% 58% 73% 83% 100% Q2 2025 3 Breakdown of Remaining Work • Q3 2025 --- 8 Scope Items Scheduled • • • 6 = SCU SOP updates covering mission statement, case classification, and victim communications (PR&I) 1 = Finalization of the year-long PSA campaign (O&P) 1 = Detective vehicles (PM) • Q4 2025 --- 19 Scope Items Scheduled • • • • • • • • • 6 = SCU SOP updates covering pseudonyms, populations at risk of marginalization, non-acute reports, workload and case management 3 = Populations at risk of marginalization (O&P, D&M) 2= Survivor survey (D&M) 2 = Data dashboard (D&M) 2 = Victim Services staffing (PM) 1 = On-going internal annual inspections (PM) 1 = Officer and employee wellness (PM) 1 = Crime analyst capacity (D&M) 1 = APD SCU website • 2026 --- 12 Scope Items Scheduled 11 = Updates to General Orders (PR&I) • • 1 = Incremental audit of CSCRM (PM) • 2027 --- 21 Scope Items Scheduled • 21 = New curriculum development via EVAWI and Abby Honold (Training) Q2 2025 4 Dashboard Status – Q2 2025 Overall Scope by Workgroup: 1. PM: 11 Items (9%) 2. PR&I: 63 Items (51%) 3. 4. D&M: 8 Items (7%) 5. O&P: 13 Items (11%) Training: 28 Items (23%) Current Status for Q2 (06/30/2025): • Complete: 63 Items (51%) In Progress: 41 Items (41%) • • Not Started: 10 Items (8%) Q2 2025 *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. 5 5 Project Challenges & Risks • Project Management Staffing: • The project manager role is pending unmet needs approval through the City of Austin budget cycle process. Exclusion or delays in funding for this position will impact project oversight, coordination, and progression. • Organizational Transitions: • Leadership and structural changes at APD are being implemented to end backfill for officers, detectives, and sergeants by 08/24/2025. However, the reorganization is impacting morale and decision-making processes which may have a negative impact on project timelines. • Resource Constraints: • Suspension of overtime pay for discretionary work has gone into affect for APD which may impact project timelines. • Funding and Grant Uncertainties: • Clarity on the Abby Honold grant remains outstanding. • The broader landscape of federal funding and policy priorities regarding violence against women and sexual assault remains uncertain. • On-going: • • Data Integrity: Data integrity improvements remain a focus and are critical for the release of a publicly facing dashboard. Forensic Exam Capacity: Capacity constraints in the Austin/Travis County area affect the fulfillment of forensic exams, including limited availability of forensic nurses (which is improving), advocacy resources, and bilingual staff. The APD contract with SAFE remains under review. • Staffing & Expertise: APD and partner agencies are actively managing bandwidth limitations. Turnover and retention challenges impact institutional knowledge and expertise. Fleet Supply Chain: Supply chain delays are affecting SCU fleet availability tied to 1 scope item (anticipated resolution in Q3 2025). • Q2 2025 6 Q&A 7 Appendix 8 Introduction & Background 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; • 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 2025 9 CSCRM 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 Policy, Response, & Investigations 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) Outreach & Partnerships Project Management Training 1. Project Management 2. Policy, Response, & Investigation 3. 4. Data & Metrics 5. Outreach & Partnerships Training Q2 2025 Data & Metrics 10 Project Team Members • Project Team includes 36 members: • APD Sworn (7 members) • APD Victim Services (7 members) • APD Civilian (6 members) • Community Advocates & Partners (16 members) • Austin/Travis County Sexual Assault Response and Resource Team (SARRT) • CASA of Travis County (CASA) • • 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) • Engagement with community advocates and partners is a priority. • RACI Model: • Responsible = APD • Accountable = APD • Consulted = Project Members, Project Workgroups, Project • Steering Committee Informed = City Council, Commission for Women, Public Safety Commission, SARRT, Media, Community, Survivors Q2 2025 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 Q2 2025 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 Q2 2025 13 Scope Detail *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. Q2 2025 14 Scope Detail *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. Q2 2025 15 Scope Detail *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. Q2 2025 16 Scope Detail *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. Q2 2025 17 Scope Detail *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. Q2 2025 18 Scope Detail *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. Q2 2025 19 THANK YOU 20