Item 4 - CSCRM Project Update Q3 2025 — original pdf

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Collective Sex Crimes Response Model (CSCRM) Project Status Update – Q3 2025 Austin Police | January 5, 2026 Quarterly Performance Summary Progress Snapshot  57% project completion (up from 51% in Q2)  9 items completed this quarter  Missed target by one scope item Key Highlights  Project management position funded for FY2026  SOP updates covering SCU Vision/Mission statement, case assignment, clearance statuses, and victim communication  Public education campaign completed (1-year duration)  SCU vehicles delivered Scope and Timeline Adjustments  Several deliverables shifted between Q4 2025 and 2026 targets  Net increase of 5 items moved to 2026 Training:  EVAWI curriculum contract finalized; scoping underway  Year-one Abby Honold grant module (8-hour patrol training) shared for feedback Q3 2025 Status Update 2 Overall Project Status as of 09/30/2025 Current Overall Status  Complete: 70 Items (57%)  In Progress: 50 Items (41%)  Not Started: 3 Items (2%) Scope Assigned by Workgroup  PM: 11 items total (9%); 4 complete (36%)  PR&I: 62 Items total (50%); 47 complete (76%)  Training: 28 Items total (23%); 7 complete (25%)  D&M: 9 Items total (7%); 2 complete (22%)  O&P: 13 Items total (11%); 10 complete (77%) Q3 2025 Status Update 3 Burndown Timeline Key Takeaways  Project is 57% complete  53 items remain  15 items targeted for Q4 2025  17 items deferred to 2026  21 items scheduled for 2027 Timeline Considerations  Progress tracked quarterly for each scope item  Timelines may shift due to leadership changes, funding, project team capacity, or other constraints. Q3 2025 Status Update We are Here % Complete: 9% 26% 50% 57% 69% 83% 100% 4 Remaining Work Q4 2025 --- 15 Scope Items Scheduled  7 = General Order updates (PR&I)*  2 = SCU SOP update for pseudonym handling (PR&I)  2 = Survivor survey (D&M)  2 = Data dashboard (D&M)  1 = Officer and employee wellness (PM)  1 = APD SCU website (O&P) 2026 --- 17 Scope Items Scheduled  5 = Updates to General Orders (PR&I)  4 = Populations at risk of marginalization (O&P, D&M, PR&I)*  4 = Victim Services staffing (PM)*  2 = One-time and recurring audit/oversight (PM)*  1 = Crime analyst capacity (D&M)*  1 = Metrics for culture of downstream orientation (D&M)* 2027 --- 21 Scope Items Scheduled  21 = Training via Abby Honold grant and new curriculum development via EVAWI (Training) *Impacted by timeline adjustments made between Q4 2025 and 2026 targets. Q3 2025 Status Update 5 Challenges and Risks Training Curriculum  Complex scoping process due to multiple needs/options  Focus on maximizing funding and leveraging Abby Honold grant Staffing and Organizational Culture  Select open scope items necessitate aligned leadership and multi-unit coordination  Recent change with 1 of 3 SCU Sergeants On-going  Federal Funding: Uncertainty around OVW funding and policy; current progress stable, closely monitored  Data Integrity: Improvements essential for public dashboard release  Forensic Exam Capacity: Shortages of forensic nurses, advocacy, and bilingual staff affecting fulfillment of forensic exams; APD’s SAFE contract under review  Staffing & Expertise: Turnover and retention challenges impacting institutional knowledge and expertise for APD and partners Q3 2025 Status Update 6 Appendix Scope Details 8 Scope Details  Note: While APD may have begun work on items shown as “Not Started,” the statuses shared represent the Workgroup’s independent verification process. Q3 2025 Status Update 9 Scope Details  Note: While APD may have begun work on items shown as “Not Started,” the statuses shared represent the Workgroup’s independent verification process. Q3 2025 Status Update 10 Scope Details  Note: While APD may have begun work on items shown as “Not Started,” the statuses shared represent the Workgroup’s independent verification process. Q3 2025 Status Update 11 Scope Details  Note: While APD may have begun work on items shown as “Not Started,” the statuses shared represent the Workgroup’s independent verification process. Q3 2025 Status Update 12 Scope Details  Note: While APD may have begun work on items shown as “Not Started,” the statuses shared represent the Workgroup’s independent verification process. Q3 2025 Status Update 13 Scope Details  Note: While APD may have begun work on items shown as “Not Started,” the statuses shared represent the Workgroup’s independent verification process. Q3 2025 Status Update 14 Background & Project Overview 15 History & 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. Q3 2025 Status Update 16 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 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) 1. Project Management 2. Policy, Response, & Investigation 3. 4. Data & Metrics 5. Outreach & Partnerships Training Q3 2025 Status Update Policy, Response, & Investigations Outreach & Partnerships Project Management Training Data & Metrics 17 Project Team Members Engagement with community advocates and partners is a priority. The project team includes 39 total members:  APD Sworn (x7)  APD Victim Services (x8)  APD Civilian (x6)  Community Advocates & Partners (x18)  Asian Family Support Services of Austin (AFSSA)  Austin/Travis County Sexual Assault Response and Resource Team (SARRT)  CASA of Travis County (CASA)  Independent Subject Matter Experts (Ind.)  SAFE Alliance (SAFE)  St. Edwards  Survivors  Travis County Attorney’s Office (TCAO)  Travis County District Attorney’s Office (TCDAO)  Texas Legal Services Center (TLSC)  The University of Texas at Austin (UT) RACI Model:  (R)esponsible = APD  (A)ccountable = APD  (C)onsulted = Project Members, Project Workgroups, Project Steering Committee  (I)nformed = City Council, Commission for Women, Public Safety Commission, SARRT, Media, Community, Survivors Q3 2025 Status Update 18 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 2025 Status Update 19 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 2025 Status Update 20 Thank you! The Collective Sex Crimes Response Model (CSCRM) Project Team