2. Quarterly Report from Austin Fire Department. Presentation by Chief Tom Vocke, Chief of Staff, Austin Fire.

[3. Presentation by Austin Equity Inclusion regarding the Human Rights Impact Review. Presented by Shafina Khaki, Human Rights Officer, Austin Equity and Inclusion.]

REGARDING HUMAN RIGHTS, THE HUMAN RIGHTS IMPACT REVIEW.

AND IT'S GOING TO BE PRESENTED BY SAFINA KHAKI.

WE GOT POSTER BOARDS. ALL RIGHT.

[00:40:08]

WELL, GOOD AFTERNOON, CHAIR, VICE CHAIR AND COMMISSION MEMBERS.

I AM DOCTOR LINDSAY WILSON.

I'M THE DIRECTOR FOR AUSTIN EQUITY AND INCLUSION, AND WE'RE HONORED TO SHARE SPACE WITH YOU ALL TODAY.

SHAFINA KARKI IS HANDING OUT SOME MATERIALS.

WE WILL BE SURE TO SEND THOSE MATERIALS SO THAT WE CAN GET IT TO THE INDIVIDUALS ONLINE.

BUT THIS AFTERNOON, WE'RE HAPPY TO SHARE OUT AROUND THE HUMAN RIGHTS IMPACT REVIEW THAT WAS CO-DESIGNED WITH OVER 120 INDIVIDUALS WHO ATTENDED OUR MARCH WORKSHOP AND ATTENDED AGAIN, THE JUNE 2ND RELEASE AND THE HUMAN RIGHTS IMPACT.

I WON'T STEAL HIS THUNDER REVIEW.

I DO WANT TO JUST LEVEL, SET AND IDENTIFY.

IT WAS ONE OF CITY MANAGER'S TOP 25 GOALS.

AND SO AS SHE TALKS ABOUT THE PROCESS AND THE 12 TOPIC AREAS, YOU WILL SEE THE IMPORTANCE OF THE MITIGATIONS THAT WERE IDENTIFIED BY COMMUNITY. AND THEN HOW WE'RE THINKING ABOUT THE IMPACT AS IT REGARDS TO POLICY IMPLICATIONS. POLICY FISCAL AND SO FORTH.

AND SO WITH THAT BEING SAID, I AM EXCITED TO PASS YOU THE MIC TO WALK US THROUGH THIS PROCESS. WONDERFUL.

WELL, THANK YOU ALL SO MUCH FOR GIVING US THE OPPORTUNITY TO SHARE SPACE.

I REALLY WANT TO THANK THIS COMMISSION AUSTIN POLICE DEPARTMENT, AUSTIN FIRE EMS, BECAUSE ALL OF YOU REALLY PARTICIPATED IN THE ENTIRETY OF THIS PROCESS.

SO THANK YOU SO MUCH. AND I BELIEVE THE SLIDES ARE UP.

WE CAN. PERFECT. WE CAN CLICK THAT.

PERFECT. SO A HUMAN RIGHTS FRAMEWORK JUST WANT TO LEVEL SET FOR ALL OF YOU REALLY PROVIDES A STRUCTURED WAY TO EVALUATE WHETHER CITY POLICIES, PROGRAMS AND SERVICES ARE ADVANCING EQUITY, ACCESSIBILITY, AND OPPORTUNITY FOR ALL OF OUR RESIDENTS.

AND RATHER THAN EXAMINING ISSUES DEPARTMENT BY DEPARTMENT, WE'RE ASKING A BIT OF A BROADER QUESTION IS THE OVERALL SYSTEM OF CITY GOVERNMENT WORKING FOR THE PEOPLE IT'S INTENDED TO SERVE? AND SO WHILE IT'S GROUNDED IN INTERNATIONAL HUMAN RIGHTS, IT'S REALLY ABOUT COMMUNITY EXPERIENCE.

THE IMPACT REVIEW HELPS US IDENTIFY WHERE RIGHTS ARE BEING FULFILLED AND WHERE BARRIERS STILL REMAIN. AND IT ALSO PROVIDES THE CITY WITH A ROAD MAP FOR ACTION THAT REFLECTS COMMUNITY PRIORITIES. THANK YOU.

THE HUMAN RIGHTS IMPACT REVIEW IS NOT A LINEAR PROCESS OR AN EXERCISE.

IT'S A REALLY STRUCTURED, INTERACTIVE PROCESS THAT MOVES FROM RESEARCH TO ENGAGEMENT TO CO-CREATION, AND THEN ULTIMATELY TO IMPLEMENTATION PLANNING. THE PROCESS BEGAN WITH AN EXTENSIVE RESEARCH LED BY HONEYCOMB, OUR HUMAN RIGHTS EXPERT VENDOR.

THEY REVIEWED MORE THAN 160 PLUS SOURCES.

THEY ENGAGED WITH OVER 300 STAKEHOLDERS, 120 PLUS THAT ACTUALLY ATTENDED THE WORKSHOP AND IDENTIFIED 12 MAJOR HUMAN RIGHTS ISSUE AREAS FOR THE CITY OF AUSTIN.

AND HONEYCOMB CONDUCTED THIS COMPREHENSIVE REVIEW THROUGH EXISTING CITY PROGRAMS, ORDINANCES, INITIATIVES, AND THEN SERVICES TO ENSURE RECOMMENDATIONS WOULD BUILD ON CURRENT EFFORTS RATHER THAN JUST DUPLICATE THEM.

SO UP HERE, JUST A BRIEF HIGHLIGHT OVER WHAT THIS DESIGN PROCESS LOOKED LIKE.

THE MARCH 23RD HUMAN RIGHTS WORKSHOP WAS THE CENTERPIECE OF THE PROCESS AND THE PRIMARY CO-CREATION ELEMENT. THROUGH STRUCTURED DIALOG, PARTICIPANTS HELPED IDENTIFY THE MOST SALIENT HUMAN RIGHTS ISSUES AND PRIORITIZE THE MITIGATIONS THAT SHOULD BE ADVANCED FOLLOWING THAT WORKSHOP, A SURVEY WENT OUT TO ALL REGISTERED ATTENDEES WHO COULD NOT MAKE IT IN PERSON.

TO ENSURE THAT WE RECEIVED FEEDBACK, WE RECEIVED RESPONSES.

HONEYCOMB ANALYZED THAT INPUT, INCORPORATED ADDITIONAL FEEDBACK, AND TRANSLATED THOSE FINDINGS INTO VERY FEASIBLE EVIDENCE BASED STRATEGIES TO INFORM OUR BEST PRACTICES. A TOTAL OF 92 HUMAN RIGHTS ISSUES WERE IDENTIFIED IN 69 MITIGATIONS WERE BROUGHT FORTH.

SO THIS SLIDE ILLUSTRATES THE OVERALL PROCESS USED TO CONDUCT THE HUMAN RIGHTS IMPACT REVIEW. AND WHILE IT IS PRESENTED AS LIKE A STEP BY STEP SERIES, I BEST UNDERSTAND IT AS KIND OF A CONTINUING CYCLE OF RESEARCH, OF ENGAGEMENT OF THAT CO-CREATION WITH OUR COMMUNITY IMPLEMENTATION AND ACCOUNTABILITY.

TODAY WE'RE AT STEP 12 UP HERE.

EARLIER THIS SPRING, FINDINGS WERE SHARED WITH ALL OF OUR CITY DEPARTMENTS WITH THE CITY MANAGER'S OFFICE FOR INTERNAL PLANNING AND COORDINATION.

WE ALSO REALLY WANTED TO CONNECT DIRECTLY WITH COMMISSIONERS, WHOSE WORK INTERSECTS WITH ALL THESE AREAS OF HUMAN RIGHTS.

AND SPECIFICALLY, AS YOU GUYS WILL SEE THIS COMMISSION SPECIFICALLY DIRECTS US TO TWO OF OUR MAJOR HUMAN RIGHTS ISSUES, BOTH PUBLIC SAFETY, OF COURSE, BUT I WOULD ALSO SAY HATE CRIMES AS WELL.

PERFECT MITIGATIONS AT A GLANCE.

SO THIS SLIDE ACTUALLY GIVES US A SNAPSHOT OF WHAT THE 12 PRIORITY HUMAN RIGHTS ISSUE AREAS

[00:45:03]

ARE AND THE MITIGATIONS PROPOSED.

THE 12 HUMAN RIGHTS ISSUE AREAS FOR THE CITY OF AUSTIN ARE ACCESSIBILITY, AGING AND SENIORS, ECONOMIC MOBILITY, HATE CRIMES, HOMELESSNESS, HUMAN TRAFFICKING, IMMIGRATION AND REFUGEES, LGBTQIA+ COMMUNITIES, PUBLIC SAFETY, REENTRY, VETERANS AND WORKERS RIGHTS.

AND I ALWAYS LIKE TO SAY MANY OF THESE HUMAN RIGHTS ISSUES NOT ONLY INTERSECT, BUT THERE'S ALSO INTERSECTING HUMAN RIGHTS ISSUES THAT MAY NOT BE LISTED ON THESE TOP 12, BUT THAT ARE CERTAINLY ENGULFED INTO THE HUMAN RIGHTS IMPACT REPORT.

AND THE KEY TAKEAWAY IS THAT THESE ARE ACTIONABLE, AUSTIN SPECIFIC STRATEGIES DESIGNED TO ADDRESS BARRIERS IDENTIFIED BY OUR RESIDENTS OR STAKEHOLDERS IN OUR COMMUNITY ORGANIZATIONS AND ACROSS THE FINAL REPORT, WHICH WILL BE PUBLISHED AND SHARED OUT WITH YOU HOPEFULLY VERY SOON.

AND THINKING IN THE UPCOMING WEEKS WHAT THESE WHAT WE'VE INCORPORATED WITHIN THE REPORT ARE FIVE INDICATORS FOR CONSIDERATION.

AND THOSE THAT I HAVE LAID OUT HERE IN FRONT OF YOU ARE FISCAL IMPACT, POLICY IMPACT, CROSS-DEPARTMENTAL COLLABORATION, COUNTY, STATE FEDERAL COLLABORATION AND COMMUNITY COLLABORATION.

EACH MITIGATION IDENTIFIES WHICH IMPACT INDICATOR IS IMPACTED.

AND I SAY THAT BECAUSE IT HELPS US IDENTIFY WHAT COMES NEXT AND HOW TO BEST MOVE FORWARD WITH THE MITIGATION. PUBLIC SAFETY COMMISSION.

SO PUBLIC SAFETY IS A PRIORITIZED HUMAN RIGHTS ISSUE AREA THAT I'VE IDENTIFIED WITH AT LEAST FIVE MITIGATIONS IN THAT SECTION.

BUT I THINK THIS, THIS COMMISSION SPECIFICALLY IS GOING TO FIND ALIGNMENT ACROSS VARIOUS ISSUE AREAS.

I SPECIFICALLY POINTED OUT PUBLIC SAFETY AND IN HATE CRIMES, AND I ACTUALLY WANTED TO TAKE A MINUTE TO, TO MAYBE WALK YOU THROUGH A MITIGATION JUST SO YOU KIND OF UNDERSTAND WHAT THAT PROCESS LOOKS LIKE.

SO WITHIN THE HUMAN RIGHTS ISSUE AREA OF PUBLIC SAFETY, OUR AUSTENITE COMMUNITY IDENTIFIED THAT MANY BLACK, HISPANIC, AND LGBTQIA+ COMMUNITY MEMBERS ARE RELUCTANT TO REPORT CRIMES OR PUBLIC SAFETY CONCERNS BECAUSE THEY FEAR RETALIATION, EXPOSURE, OR NEGATIVE INTERACTIONS WITH LAW ENFORCEMENT.

NOW, THE REPORT DIVES INTO DATA, GOES INTO NATIONAL VIOLENCE AGAINST WOMEN'S REPORT OVER THE LAST TWO DECADES, AND JUST THE WIDESPREAD RECOGNITION ACROSS RACIAL AND ETHNIC GROUPS THAT FEAR REPORTING IN AND UNDERSTANDING SOME OF THE CRIMES THAT ARE AGAINST THEM. AND SO WHAT THIS MITIGATION DOES IS THAT IT REQUESTS OR PROPOSES A MITIGATION FOR THE AUSTIN POLICE DEPARTMENT TO PROVIDE ADDITIONAL OPTIONS FOR REPORTING CRIMES VIRTUALLY, SUCH AS THROUGH A SECURE VIDEO CALL OR A PHONE CALL, WITH THE ABILITY FOR INDIVIDUALS TO REMAIN ANONYMOUS WHERE APPROPRIATE.

THE GOAL OF THIS RECOMMENDATION IS TO REDUCE BARRIERS TO REPORTING, INCREASE ACCESSIBILITY AND HELP RESIDENTS FEEL SAFER COMING FORWARD WITH INFORMATION.

SO THIS IS THE TYPE OF CONNECTION YOU'LL SEE THROUGH A FINAL REPORT.

A COMMUNITY IDENTIFIED RISK FOLLOWED BY PRACTICAL MITIGATION THAT RESPONDS DIRECTLY TO THAT CONCERN. AND THEN EACH RECOMMENDATION IS IDENTIFIED TO ADDRESS A SPECIFIC ISSUE RAISED THROUGHOUT THE ENGAGEMENT PROCESS AND PROVIDE THOSE ACTIONABLE, ACTIONABLE OPTIONS FOR THE CITY TO CONSIDER.

AN EXAMPLE, SUCH AS THE ONE THAT I JUST MENTIONED, WOULD TOUCH THREE OF THOSE FIVE IMPACT INDICATORS.

SO HOW TO BEST MOVE THAT FORWARD? WE MIGHT NEED TO SEE A POLICY SIDE, WE MIGHT NEED TO SEE A FISCAL SIDE, ETC.. NEXT SLIDE. PERFECT.

THIS IS JUST TO SHOW THE CROSS COLLABORATION ACROSS CITY DEPARTMENTS.

OF COURSE WE HAVE APD, WE HAVE AUSTIN PUBLIC HEALTH, WE HAVE, YOU KNOW, ALL THE MAJOR DEPARTMENTS THAT ARE GOING TO BE LEANING IN.

BUT THIS IS A CITY WIDE REPORT.

WE EXPECT ALL DEPARTMENTS TO BE LEANING IN ACROSS THE 12 HUMAN RIGHTS ISSUE AREAS THAT BEST TOUCH THEIR THEIR EXPERTISE.

SO WHAT'S NEXT? SO TODAY IS AN IMPORTANT ACCOUNTABILITY MILESTONE.

AS I MENTIONED, WE'VE MET WITH CITY DEPARTMENTS. WE MET WITH THE CITY MANAGER'S OFFICE. WE'RE NOW REALLY TRYING TO SHARE OUR FEEDBACK WITH COMMISSIONERS, WITH STAKEHOLDERS, WITH OUR COMMUNITY MEMBERS ON JUNE 10TH.

SOME OF YOU MAY HAVE ACTUALLY BEEN THERE, BUT WE HAD THE IMPACT REVIEW FOLLOW THROUGH WHERE WE ACTUALLY BROUGHT BACK ALL WHO PARTICIPATED IN THE WORKSHOP TO SEE THE TYPES OF MITIGATIONS THEY BROUGHT FORWARD TO UNDERSTAND THOSE NEXT STEPS IN THE PROCESS.

WE WILL BE HAVING A CITY COUNCIL BRIEFING IN AUGUST TO SHARE THE FINAL REPORT.

AND THEN STARTING SEPTEMBER, OCTOBER IMPLEMENTATION AND ACCOUNTABILITY STEPS. PERFECT. THANK YOU.

AND UP HERE WE JUST HAVE SOME PHOTOS FROM KIND OF THROUGHOUT THE HUMAN RIGHTS IMPACT REVIEW PROCESS. IT'S BEEN REALLY GREAT TO SEE JUST STAKEHOLDERS ACROSS THE ORGANIZATIONS, ACROSS ALL TEN DISTRICTS REALLY COME FORWARD AND PROVIDE THEIR INPUT.

SO HAPPY TO ANSWER ANY QUESTIONS THAT YOU MAY HAVE.

THANK YOU. AND APOLOGIES, DOCTOR WILSON FOR NOT INTRODUCING YOU.

I DIDN'T SEE YOU ON THE AGENDA, BUT FANTASTIC INITIATIVE AND PROGRAM.

I REALLY APPRECIATE THE, THE PUSH FOR LIKE MAKING AN ANONYMOUS LIKE

[00:50:03]

REPORT BECAUSE THAT TO YOUR POINT, THERE'S A HESITANCY OF PEOPLE FOR WHATEVER REASON NOT TO DO SO. SO I APPRECIATE THAT.

THANK YOU. ANY QUESTIONS OR COMMENTS FROM THE COMMISSIONERS? I DO. WE AND I KNOW YOU HIGHLIGHTED HATE CRIMES AND PUBLIC SAFETY, BUT OBVIOUSLY THERE'S CROSSOVER ACROSS.

I MEAN, THESE ARE ALL THINGS WE TALK ABOUT ON A REGULAR BASIS.

THESE ARE THINGS WE TOUCH ON THROUGHOUT THE YEAR.

AND. I KNOW YOU GUYS AREN'T TO THE IMPLEMENTATION PART.

AND THE ACCOUNTABILITY SECTION, BUT HOW DO YOU MAKE THAT BRIDGE BETWEEN THE RECOMMENDATIONS AND ACTUALLY TRACKING SOME OF THIS STUFF? LIKE WE'RE GOING TO BE TALKING ABOUT KEY PERFORMANCE INDICATORS HERE IN A LITTLE BIT.

LIKE, IS THERE A WAY TO TIE THIS PROCESS MORE INTENTIONALLY TO THAT SO THAT WE CAN MAKE TRACTION ON THESE THINGS THAT WE WANT MOVEMENT ON? YEAH, I WILL, I'M HAPPY TO KICK IT OFF AND PASS IT TO SABRINA TO TALK ABOUT THE SPECIFICS AROUND WHAT WE'RE THINKING. AND THANK YOU SO MUCH, CHAIR. FOR, FOR FOR, FOR YOUR COMMENT AS WELL.

IF I CAN START THERE AND JUST SAY, I WISH IT WAS SOMETHING THAT WE CAME UP WITH, BUT REALLY ALL OF THE MITIGATIONS CAME DIRECTLY FROM COMMUNITY THROUGHOUT THAT PROCESS. AND SO THAT WAS ONE OF THE RECOMMENDATIONS THAT RISE TO THE TOP.

AND SO WE JUST PULLED ALL THE INFORMATION TOGETHER.

AND SO I WANT TO MAKE SURE THAT I GIVE CREDIT TO EVERYONE WHO TOOK PART INTO THIS PROCESS.

AND TO AND TO YOUR POINT, COMMISSIONER.

ONE, THE IMPLEMENTATION, WE'RE REALLY THINKING ABOUT THE RELATIONSHIP BUILDING ON THE FRONT END OF THINGS.

AND SO WHILE DEPARTMENTS DIDN'T HAVE AN OPPORTUNITY TO CHANGE THE MITIGATIONS, WE WANTED TO MAKE SURE IF THEY WEREN'T A PART OF THE WORKSHOP OR SOME OF THE EARLIER CONVERSATIONS, THAT THEY GOT TO SEE THE MITIGATIONS THAT TOUCHED THEIR DEPARTMENTS.

AND SO BEFORE WE EVEN GET TO COUNCIL, BEFORE WE STARTED COMING TO THE COMMISSIONS, WE MADE AN INTENTIONAL APPROACH TO THOSE DEPARTMENTS.

WE SENT THEM THE DRAFTED REPORT.

WE ASKED IF THERE WERE ANY MAJOR CONCERNS THAT WE NEED TO KNOW ABOUT, SO WE CAN IDENTIFY THEM IN THE REPORT, NOT SO THAT WE CAN CHANGE ANY OF THE MITIGATIONS, BUT TO YOUR TRACKING, TO THE IMPLEMENTATION.

I WOULD SAY THAT WAS STEP ONE REALLY RIGHT? TO START TO GET SOME OF THAT BUY IN AND THAT TRACTION.

WE'RE REALLY EXCITED TO, TO NOT ONLY COME ACROSS OUR VARIOUS COMMISSIONS, BECAUSE WE THINK THAT YOU ALL PLAY A REALLY KEY ROLE, PARTICULARLY LIKE IN SOME OF THE POLICY PIECES OR THE FISCAL PIECES THAT IN THE FUTURE WILL PROBABLY NEED SOME RECOMMENDATIONS.

AND I KNOW SHAFINA AND HER TEAM HAVE BEEN THINKING ABOUT HOW TO TRACK SOME OF THAT, PARTICULARLY AROUND LIKE POLICY AND WHAT WE'VE SEEN MAYBE OTHER CITIES DO OR WHAT WE HEARD DIRECTLY FROM COMMUNITY.

SO I DON'T KNOW IF YOU WANT TO SPEAK A LITTLE BIT TO HOW.

YEAH, ABSOLUTELY. AND SO WHAT WE'VE ALSO DONE IS THIS REPORT IS ABOUT 200 PAGES LONG, JUST AS AN FYI. AND SO WHAT YOU HAVE IN FRONT OF YOU IS JUST A VERY A VERY SNAPSHOT LOOK AT IT. BUT WE'VE IDENTIFIED THE CHAMPIONS KIND OF, OF EACH MITIGATION, YOU KNOW, IS IT INTERNAL DEPARTMENTS? AND THEN ALSO YOU KNOW, WHO ARE EXTERNAL STAKEHOLDERS WHO CAN REALLY PLAY A KEY ROLE IN THIS? AND THEN IN TERMS OF TRACKING THOSE, THOSE IMPACT INDICATORS, I THINK ARE GOING TO BE REALLY KEY, RIGHT? BECAUSE WHEN WE CAN SHOW SOME THINGS IN PROGRESS, IF, FOR EXAMPLE, THE MITIGATION I SET FORTH HAS THREE OF THOSE FIVE IMPACT INDICATORS, WE CAN SHOW WHERE OF THOSE FIVE IMPACT INDICATORS, WE'RE ACTUALLY ABLE TO MOVE FORWARD.

WHAT IS REQUIRES MORE FEASIBILITY.

HOW DO WE ENGAGE MORE DEEPLY IF THERE IS ADDITIONAL STEPS THAT NEED TO BE TAKEN? AND SO I WOULD LOVE TO SEE THAT IN SOME SORT OF VISUAL FORMAT.

THAT'S KIND OF THE GOAL MOVING FORWARD IS BEING ABLE TO ACTUALLY SHOWCASE, YOU KNOW, EACH MITIGATION ON ITS OWN AND WHAT TYPE OF PROGRESS HAS BEEN MADE.

BUT USING THOSE IMPACT INDICATORS ARE GOING TO BE KEY.

I THINK AS A COMMISSION, IT WOULD BE HELPFUL FOR US TO SEE THE FULL REPORT WHEN YOU GUYS ARE READY AND SEE WHAT ALL THOSE MITIGATIONS ARE, SO THAT WE CAN EVALUATE WHICH ONES WE NEED TO BE TRACKING, OR WE WANT TO BE TALKING ABOUT MORE INTENTIONALLY.

BECAUSE I THINK THIS COMMUNITY COLLABORATION PIECE, ESPECIALLY WHEN IT COMES TO I I WAS REALLY HAPPY TO SEE THAT ONE OF THE KEY THINGS THAT SURFACED WAS THIS COMMUNITY CO-GOVERNANCE IN PUBLIC.

I WAS ACTUALLY A LITTLE SURPRISED BY THAT, THAT IT SURFACED ON SUCH A, YOU KNOW, ON A THEMATIC LEVEL EVEN.

AND SO I THINK THE CHALLENGE IS TO CONTINUE ENGAGEMENT AND NOT HAVE IT BE ENGAGEMENT, BOOKMARKING ALL OF THE PROCESS, YOU KNOW GENERALLY CITY ENGAGEMENT, THERE'S ENGAGEMENT AT THE BEGINNING WITH THE COMMUNITY, THE DEPARTMENTS GO OFF AND DO A LOT OF STUFF.

[00:55:01]

AND THEN AT THE END WE ENGAGE AGAIN.

AND SO FIGURING OUT A WAY TO KEEP THE COMMUNITY INVOLVED THROUGHOUT THE PROCESS IS, I THINK, MY CHALLENGE TO YOU ALL.

SO THAT IT DOES. YEAH.

SO THAT IT CAN BE MORE MEANINGFUL, ONGOING COMMUNITY ENGAGEMENT BECAUSE IT'S NOT JUST COMMUNITY ENGAGEMENT, IT'S CO-GOVERNANCE THAT I SEE HERE.

SO YEAH. YEAH. YEAH. AND WE APPRECIATE THAT COMMENT.

I THINK AS I TALKED ABOUT THAT JUNE 10TH MEETING, IT WAS CRITICAL FOR US TO HAVE THAT WORKSHOP.

THAT WORKSHOP HAPPENED BEFORE WE EVEN PRINTED AND HANDED OUT ANY OF THE BOOKS TO ANY, COMMISSIONERS OR OTHER THAN THE ACTUAL DEPARTMENTS, BECAUSE IT WAS A FULL REPORT. SO THEY NEEDED TO HAVE ENOUGH TIME TO SEE IT.

BUT THAT WAS A PART OF THAT, THAT THAT CO-CREATION IS MAKING SURE THAT THEY WERE ABLE TO IDENTIFY AND SEE WHAT ROSE TO THE TOP FROM ALL OF THE WORK THAT THEY CREATED. SO ABSOLUTELY IN ALIGNMENT THERE AS IT REGARDS TO THE CONTINUOUS ENGAGEMENT THAT WILL HAPPEN AS IT REGARDS TO THE FULL REPORT, AS SOON AS IT'S READY WE WILL BE SHARING IT WITH YOUR LIAISON.

BUT IN ADDITION TO THAT, WE ACTUALLY DID A BRIEF AS WELL.

SO YOU HAVE THE BRIEF BRIEF THAT'S MORE LIKE AT A GLANCE THAT HIGHLIGHTS THE 12 INDICATE OR THE 12 TOPIC AREAS.

AND THEN WE DID A BRIEF THAT'S ABOUT 16 PAGES.

SO THAT YOU CAN SEE ALL OF THE MITIGATIONS FOR EACH ONE OF THE TOPIC AREAS.

AND THEN IT'S THE FULL REPORT, RIGHT? WE WANTED TO MAKE SURE THAT WE HAD THREE ACCESS POINTS FOR SOMEONE WHO MAY NOT BE ABLE TO HAVE THE TIME TO READ 200 AND SOMETHING PAGES THAT THEY STILL COULD IDENTIFY ALL ALL OF THE MITIGATIONS THROUGHOUT THE 12 TOPIC AREAS.

THANK YOU. COMMISSIONER.

OKAY. ANY OTHER QUESTIONS? COMMENTS? NO. WELL, THANK YOU SO MUCH FOR YOUR PRESENTATION FOR COMING BACK DOWN HERE.

LOOKING FORWARD TO SEEING THE PROGRESS Y'ALL MAKE.

OKAY. UNFORTUNATELY DISCUSSION ITEM FOR THE PRESENTER IS UNABLE TO MAKE IT,

[4. Discussion regarding the TRUST act and its application to public safety technologies and data sharing between governmental entities. Presented by Mackenzie Rhine, Attorney and Board Member, Electric Frontier Foundation.]

SO IF THERE'S NOT ANY OBJECTIONS, WE CAN PUSH IT TO EITHER SEPTEMBER OR FOLLOWING MEETING, IF THAT'S OKAY WITH EVERYONE.

ALL RIGHT. THANK YOU. AGENDA ITEM NUMBER FIVE.

[5. Discussion regarding Key Performance Indicators as a part of the City Budget for Safety Departments. Presented by Lee Rogers, Chief of Staff, Austin Police, Wesley Hopkins, Chief of Staff, Austin-Travis County EMS, Tom Vocke, Chief of Staff, Austin Fire.]

AS WE MENTIONED BEFORE, WE'RE GOING TO BE DISCUSSING KEY PERFORMANCE INDICATORS. AND WE HAVE THE DIFFERENT CHIEFS CHIEFS OF STAFF FROM A P, D, A, F, D AND MS. GOOD AFTERNOON COMMISSIONERS WEST HOPKINS CHIEF OF STAFF, AUSTIN-TRAVIS COUNTY EMERGENCY MEDICAL SERVICES.

I'LL BE KIND OF WALKING US THROUGH THE PRESENTATION WITH ASSISTANCE FROM MY COLLEAGUES, FROM THE FIRE DEPARTMENT, THE POLICE DEPARTMENT. I'LL SEE IF I CAN MAKE THIS CLICKER WORK. THIS PRESENTATION WAS AN AGENDA ITEM, ADDED THE CITY OF AUSTIN BUDGET ORGANIZATIONAL EXCELLENCE OFFICE HELPED US WRITE THE PRESENTATION FROM THE BUDGET DOCUMENTS.

WE'RE GOING TO WALK YOU THROUGH ON THIS AGENDA.

THERE WE GO. JUST LOOKING AT BY DEPARTMENT THE KEY PERFORMANCE INDICATORS AND THEN MILESTONES OR WORK WE'RE DOING TO ACTUALLY HELP WITH THOSE KEY PERFORMANCE INDICATORS.

MOVE THE NEEDLE ON THOSE, AND THEN WE'LL COVER THE CITY WIDE STRATEGIC PLAN. STARTING FIRST FOR AUSTIN-TRAVIS COUNTY EMERGENCY MEDICAL SERVICES.

LOOKING AT OUR KEY PERFORMANCE INDICATORS, OUR FIRST ONE IS THE PERCENT OF POTENTIALLY LIFE THREATENING RESPONSES IN THE CITY OF AUSTIN.

THAT'S THAT PRIORITY ONE OR THE HIGHEST PRIORITY JUST FOR JUST FOR CONVERSATION'S SAKE, YOU KNOW, PARTY ONE AND PARTY TWO BEING THE MOST CRITICAL INCIDENTS WE RUN PARTY FIVE BEING THE LEAST SEVERE. SO ONE THROUGH FIVE.

SO THIS JUST LOOKS AT PRIORITY ONE WITHIN OUR 90TH PERCENTILE COMPLIANCE THRESHOLD OF NINE MINUTES AND 59 SECONDS.

YOU'LL NOTICE LOOKING AT FISCAL YEAR 24 AND 25, THE ACTUALS WERE 73% AND 75.5%.

OUR ESTIMATE FOR 26 WAS 77%, WITH A TARGET OF 75%, AND THEN TARGETS FOR 27 AND 28.

BOTH TICKING AGGRESSIVELY AT 80 AND 85%.

THE PERCENT OF PATIENTS IN CARDIAC ARREST FROM CARDIAC CAUSES DELIVERED TO AN APPROPRIATE MEDICAL FACILITY WITH A RETURN TO CIRCULATION ARE 24 AND 25.

ACTUALS WERE 28.6% AND 29.2%.

OUR ESTIMATE, CONSERVATIVELY FOR FISCAL YEAR 26 WAS 25%, AND OUR TARGET WAS SET AT 30, 31 AND 32% FOR 26, 27, AND 28. OUR PERCENT OF 911 CALLS DISPOSITIONED WITHOUT THE USE OF A FRONTLINE NICU OR WHAT WE CALL A MOBILE INTENSIVE CARE UNIT AMBULANCE, THAT'S AN ADVANCED LIFE SUPPORT AMBULANCE.

ACTUALS FOR FISCAL YEAR 24 FOR 4.48.

[01:00:01]

FISCAL YEAR 25 ACTUALS WERE 7.07%, WITH AN ESTIMATE IN FISCAL YEAR 26 OF 7.98.

AND THEN OUR TARGETS FOR FISCAL YEAR 26, 27 AND 28 TICKED IN AT NINE, 11 AND 14%. AND THEN OUR LAST KEY PERFORMANCE INDICATOR IS PERCENT OF OPIOID OVERDOSE PATIENTS RECEIVING NARCAN PRIOR TO EMS ARRIVAL.

ACTUALS FOR 24 AND 25 ARE 49% AND 51%.

OUR ESTIMATE, WE SAID AT 55, ALONG WITH OUR TARGET OF 55%, OUR TARGET FOR FISCAL YEAR 27 REMAIN 55%.

AND THEN OUR FISCAL YEAR 28 TARGET AGGRESSIVELY SET AT 60%.

SO WE'RE LOOKING TO TO MOVE THE NEEDLE ON THOSE.

YEAH. UTILIZING WHAT WE CALL KEY MILESTONES.

SO WE WROTE KEY MILESTONES FOR FISCAL YEAR 26.

AND THOSE ARE WRAPPING UP AS WE'RE IN Q4.

AND SO WE ALSO WROTE KIND OF KEY MILESTONES IN WHAT WE CALL OUR DEPARTMENT WORK PLANS FOR FISCAL YEAR 27 AND 28.

SO OUR FIRST MILESTONE IS TO LAUNCH THAT REAL TIME DISPATCH RECORD CORRECTION AND ANNOTATION SYSTEM TO IMPROVE DATA ACCURACY AND OPERATIONAL REPORTING FOR AUTHORIZED PERSONNEL. SO AS WE TALK ABOUT RESPONSE TIMES SPECIFIC FOR MS, ONE OF THE THINGS WE KNOW ABOUT THE COMPUTER AIDED DISPATCH SYSTEM, OR WHAT SENDS THE AMBULANCE TO A CALL IS THAT IT'S NOT EASY TO GO IN THERE AND CORRECT ERRONEOUS TIMES.

SO WHAT THAT MIGHT LOOK LIKE, WE CALL IT IN THE FRONT PASSENGER SEAT OF THAT AMBULANCE. WE CALL IT THE HOT SEAT.

THERE'S A LOT HAPPENING UP THERE.

YOU ARE GOING TO THE RIGHT RADIO CHANNEL AND VOICING YOUR RESPONSE.

YOU'RE GOING RESPONDING, YOU'RE MAPPING TO THE CALL. YOU'RE LOOKING AT THE CALL TEXT, YOU'RE PREPARING FOR THE CALL.

AND IT'S A VERY TASK SATURATED JOB.

WHAT WE FIND IS THAT SOMETIMES THE CREWS FORGET TO HIT ON SCENE.

AND SO WHAT LOOKS LIKE A RELATIVELY COMPLEX RESPONSE TIME MIGHT EXTEND LONGER.

BUT THE WAY THAT THE CAD VERSIONS RUN, YOU CAN'T GO IN THERE AND CORRECT THAT TIME.

IT'S LIKE A 20 STEP PROCESS.

AND IF YOU'RE NOT CAREFUL, YOU CAN MESS WITH SOME OF THE OTHER TIMES.

AND SO WHAT WE'RE DOING IS UTILIZING FIRST WATCH TO BASICALLY UTILIZE A PROGRAM THAT WE HAVE TO LOOK AT OUR RESPONSE TIMES AND JUST FLAG IT IN ANOTHER SYSTEM FOR THINGS WHERE THAT HAPPENED. BUT ONE OF THE THINGS WE DID IN THIS WORK PLAN WAS BECAUSE CAD DOES AN AUTO ON SCENE FUNCTION, THE FIRE DEPARTMENT IS USING IT FOR A NUMBER OF YEARS. WE INSTITUTED THAT AS WELL.

SO WHEN YOU GET TO THE LAT LONG OF A COORDINATE ON A CALL, IT AUTOMATICALLY PUTS YOU ON SCENE.

THAT'S ONE LESS TASK THAT EMT PARAMEDIC HAS TO DO IN FRONT OF THE TRUCK.

THE OTHER THING THAT ONE ATS IS WORKING ON, WHICH WE'RE EXCITED ABOUT, IS A CAD UPGRADE TO VERSION 26 IN FISCAL YEAR 27.

THAT CAD VERSION WILL ALLOW US TO DO MORE ELEGANT THINGS WITH THE COMPUTER AIDED DISPATCH SYSTEM. SO THAT'S WHY IT'S ON OUR WORK PLAN.

OUR SECOND MILESTONE IS TO IMPLEMENT A COMPREHENSIVE RECRUITMENT AND ONBOARDING STRATEGY TO IMPROVE HIRING EFFICIENCY AND RETENTION FOR FIELD AND COMMUNICATIONS PERSONNEL. I TALK IN ALL MY QUARTERLY REPORTS ABOUT PRIMING THAT PUMP AND WHAT IT LOOKS LIKE TO HAVE FOLKS COME INTO THE DOOR AND THEN CLEAR TO INDEPENDENT PRACTICE, FASTER TO AFFECT THE SCHEDULE.

ALSO TIED UP IN THIS IS GOING TO BE OUR COLLECTIVE BARGAINING, WHICH EXPIRES IN SEPTEMBER OF 27.

AND SO WE'LL ACTIVELY START WORKING ON THAT COLLECTIVE BARGAINING HERE IN THE NEXT SEVERAL MONTHS IN ANTICIPATION FOR THAT GOING INTO EFFECT.

OUR THIRD KEY MILESTONE IS TO LAUNCH A COMPREHENSIVE COMMUNICATION STRATEGY DESIGNED TO ENHANCE INTERNAL STAFF ENGAGEMENT, STRENGTHEN STAKEHOLDER RELATIONSHIPS, AND BUILD PUBLIC TRUST.

AND SO NOT ONLY ARE WE LOOKING TO THE PUBLIC, OUR OUTWARD FACING DASHBOARD, WHICH NOW HAS THAT PARTY ONE RESPONSE TIME COMPLIANCE DATA ON THERE THROUGH A POWER BI DASHBOARD, BUT ALSO HOW WE ENGAGE WITH OUR MEDICS.

AND SO WHEN I GO OUT AND SEE CREWS, I'M ABLE TO DOCUMENT THAT I WENT AND SAW THEM AND THEN RECORD THAT CONVERSATION TO BRING BACK TO OUR EXECUTIVE STAFF, TO THEN TAKE THAT FEEDBACK AND TRY TO WORK TO MAKE THEIR LIVES A LITTLE SIMPLER.

OUT IN THE 911 SYSTEM TO INCLUDE A BID APP, YOU KNOW, OUR MEDICS UTILIZE TENURE BIDDING.

SO WHAT WE KNOW ABOUT THAT BID IS THAT WE DO THAT ONCE A YEAR.

BUT OVER THE COURSE OF THE YEAR, THE SHIFTS GET UNEVEN AS PEOPLE MOVE AROUND OR PROMOTE OR COME OFF THE SCHEDULE.

AND SO WHAT WE DO NOW IS EVERY QUARTER, THEY HAVE AN APP AND THEY'RE ABLE TO BID SO THAT WE CAN BALANCE THOSE SHIFTS.

AND THAT KEEPS THE MOST FOLKS IN THE 911 SYSTEM DISTRIBUTED THROUGHOUT THE SHIFTS, WHICH OF COURSE REDUCES THE WORKLOAD FOR EVERYBODY ON THAT SHIFT.

SO SOME OF THE THINGS THAT'S WHY IT'S A MILESTONE FOR US.

AND OUR TARGETED COMPLETION FOR THAT IS FISCAL YEAR 27 AS WELL.

OUR THIRD KEY MILESTONE IS TO IMPLEMENT A DATA DRIVEN, TARGETED TIERED DISPATCH MODEL ACROSS ALL SERVICE ZONES IN THE CITY OF AUSTIN AND TRAVIS COUNTY TO OPTIMIZE AMBULANCE UTILIZATION, IMPROVE RESPONSE COVERAGE, REDUCE UNNECESSARY TRANSPORTS, AND INFORM FUTURE STAFFING AND DEPLOYMENT DECISIONS.

AGAIN, WE'VE KIND OF TALKED ABOUT THAT, WHICH IS WHY IT'S ONE OF OUR MILESTONES IN THE DOCUMENT, BUT ALSO IN THE QUARTERLY REPORTS THAT ONGOING EFFORT OF THE RIGHT RESOURCE TO THE RIGHT PATIENT AT THE RIGHT TIME MIGHT LOOK LIKE AN ADVANCED LIFE SUPPORT

[01:05:01]

AMBULANCE ON THOSE HIGH PRIORITY CALLS VERSUS THAT BASIC LIFE SUPPORT AMBULANCE, COMMUNITY HEALTH PARAMEDIC, PARAMEDIC RESPONSE UNIT, A MENTAL HEALTH RESPONDER.

AND WE'RE A LITTLE AHEAD OF THE CURVE ON THAT TARGET COMPLETION.

BUT WE DID SET THAT FOR FISCAL YEAR 28.

AND THEN OUR LAST KEY MILESTONE IS TO IMPLEMENT SUSTAINABLE ALTERNATIVE REVENUE STRATEGIES THAT FUND INNOVATIVE EMERGENCY AND NON-EMERGENCY RESPONSE MODELS, INCLUDING COMMUNITY OUTREACH, PREVENTION, CARE AND MENTAL HEALTH SERVICES.

AND SO THAT IS JUST REALLY EXPANDING THE PARTNERSHIPS WE HAVE WITH CENTRAL HEALTH AND AGENCIES LIKE THAT TO SEE IF WE CAN DO MORE OF WHAT THE FIRE DEPARTMENT HAS DONE OVER TIME, IS THAT PREVENTION MODEL FOR SOME OF THESE CALLS.

AND SO THAT WORK IS ONGOING, BUT IT HAS A TARGET COMPLETION OF FISCAL YEAR 28. AND NEXT, I THINK, IS AUSTIN POLICE DEPARTMENT.

NOBODY LIKES US. WHO CAN? WHO CAN? IT'S GOING TO MAKE ME BLUSH.

WELL, THAT WOULD BE A THAT WOULD BE A VICTORY.

SO. WE ARE LOOKING AT OUR KEY PERFORMANCE INDICATORS.

PRIMARY ONE FIRST ONE NUMBER OF MINUTES FOR POLICE RESPONSE FOR EMERGENCY AND URGENT VIOLENT CRIME CALLS. SO THIS WOULD BE OUR P0SP1 AND P2SP0 AND P ONES.

I'M SORRY. OUR FY 24 ACTUAL WAS 72625 WAS 700 326, ESTIMATE IS 712. OUR TARGET FOR 26 WAS SEVEN, 12 FOR 27 IS 711, AND FOR 28 IS 703.

THIS IS SOMETHING THAT WE HAVE A CONVERSATION ABOUT EVERY SINGLE WEEK WITH OUR COMMANDERS.

WHEN WE DO OUR CRIME STATS, WE'RE CONSTANTLY LOOKING, WE'VE SEEN A CONSTANT IMPROVEMENT.

ONE OF THE THINGS THAT I THINK THAT WE'VE BEEN SUCCESSFUL AND IMPROVING THESE IS RETURNING BACK TO DISTRICTS AND DISTRICT OWNERSHIPS WITHIN THE SECTORS SO THAT WE KEEP WE KEEP THE OFFICERS MORE, FOR LACK OF A BETTER TERM, SCATTERED EQUALLY THROUGHOUT THE SECTOR, AS OPPOSED TO ALL FOCUSING IN ONE AREA AND THEN HAVING TO DRIVE ACROSS A LARGE GEOGRAPHICAL SECTOR SUCH AS ADAMS SECTOR.

IT'S NOT AS BIG OF AN ISSUE IN HENRY OR IDA WHERE THEY'RE SMALLER GEOGRAPHICALLY, BUT IT'S THOSE LARGER SECTORS.

UNFORTUNATELY, I'VE GOT A LOT OF NOT APPLICABLE AND ESTABLISHING BASELINES FOR MY NEXT TWO. WHEN WE TALK ABOUT A PERCENT CHANGE IN VIOLENT CRIME INCIDENTS WITHIN DESIGNATED PRIORITY HOT SPOTS, WE'RE TRYING TO ESTABLISH THAT BASELINE RIGHT NOW IN HOPES THAT WE CAN GET THAT BY THE END OF SEPTEMBER OF 26.

WE ARE WORKING WITH WITH DOCTOR HAROLD AT TEXAS STATE, WITH OUR, OUR PLACE NETWORK INVESTIGATIONS.

WE NEED TO DO SOME IDENTIFICATION OF WHAT THOSE DEFINITIONS AND WHAT THAT LOOKS LIKE SO THAT WE CAN GET THERE.

TWO OF OUR AREAS RIGHT NOW WILL BE 900 EAST BREAKER FOR ONE OF THOSE.

THE OTHER ONE WOULD BE THE BURTON AND OLTORF AREA.

SO WE'RE JUST TRYING TO ESTABLISH THAT OUR DATA AND ANALYTICS TEAM IS DOING SOME BEHIND THE THINGS BEHIND THE SCENES SCRIPT WRITING THROUGH PYTHON THAT IS WELL BEYOND MY CAPABILITIES OF OF UNDERSTANDING.

BUT SUFFICE IT TO SAY, THERE'S A LOT OF REALLY SMART PEOPLE WORKING ON THAT DATA SO THAT WE CAN COME BACK IN FUTURE YEARS AFTER WE'VE ESTABLISHED THAT BASELINE. AND THEN AS WE IMPLEMENT EACH OF THOSE STRATEGIES, WE CAN DETERMINE WHERE WE'RE SEEING SUCCESS, WHERE WE'RE NOT, AND MAKE THOSE ADJUSTMENTS.

MEDIAN TIME BETWEEN UNINITIATED REPEAT CONTACTS BETWEEN POLICE AND IDENTIFIED HIGH UTILIZERS. THIS IS THE SAME THING.

WE'RE STILL TRYING TO DEFINE THROUGH OUR NO WRONG DOOR INITIATIVE.

THIS IS GOING TO BE TRYING TO DEFINE WHAT IS A HIGH UTILIZER.

CAPTURE A LIST OF THOSE HIGH UTILIZERS.

AND THEN AFTER WE'VE SPENT SOME TIME, DETERMINE WHAT TYPE OF REPEAT CONTACT WE'VE HAD. HOPEFULLY WE'RE GOING TO.

ONCE WE IDENTIFY THOSE HIGH UTILIZERS THROUGH THE NO WRONG DOOR PROGRAM, AND WE'RE ABLE TO IDENTIFY ALL OF THE APPROPRIATE AVENUES TO PROVIDE RESOURCES FOR THOSE HIGH UTILIZERS WITHIN THAT PROGRAM, WE'RE GOING TO SEE A REDUCTION AND THEN BE ABLE TO REPORT BACK ON THAT.

BUT AGAIN, WE'VE GOT TO ESTABLISH THAT BASELINE MOVING FORWARD.

SO OUR PERCENT OF NON URGENT CALLS INTO THE INTO THE 911 SYSTEM IN FY 24, OUR ACTUAL RESULT WAS 69.2 FY25.

ACTUAL WAS 67.7 FY26, ESTIMATE IS 68.8.

[01:10:04]

OUR TARGET GOAL FOR 26 WAS 68 FOR 2767, AND FOR 28 IS 66.

ANY TIME WE CAN REDUCE THE CALLS THAT ARE MAKING THEIR WAY IN THERE INTO THE 911 SYSTEM, THAT'S GOING TO HELP US ON THAT.

NUMBER ONE TOPIC, WHERE WE'RE NOT HAVING TO SEND AN OFFICER TO RESPOND TO THOSE CALLS.

WE'RE, WE'RE LEVERAGING A PILOT PROGRAM RIGHT NOW WITH A CUSTOMER SERVICE OFFICER, A NON-SWORN PROFESSIONAL STAFF THAT WOULD BE ABLE TO GO OUT THERE AND MAYBE TAKE CARE OF SOME OF THOSE LOWER LEVEL CALLS THAT DON'T REQUIRE OFFICER RESPONSE.

TRYING TO CREATE OR IMPROVE OUR ONLINE REPORTING SYSTEM IN ORDER TO FUNNEL CALLS THEIR. THE MORE SUCCESSFUL WE ARE THERE, THE MORE WE'RE GOING TO SEE THIS PERCENTAGE INCREASE. AVERAGE NUMBER OF APD CADETS ENROLLED IN THE ACADEMY AT THE START OF THE ACADEMY CLASS FY 24. IT WAS.

THE ACTUAL RESULT WAS 7025 WAS 62.

THE ESTIMATE IN 26 IS 64.

THE TARGET FOR 26 WAS 64.

THE TARGET FOR 27 IS 66 AND THE TARGET FOR 28 IS 68.

WE DON'T HIRE A SINGLE CADET THAT I DON'T WANT TO GRADUATE.

I MEAN, WE THIS, THIS IS ONE OF THOSE DEALS WHERE WE ARE CONSTANTLY WORKING TO, TO IMPROVE OUTREACH. WE ARE SEEING OUR NUMBERS INCREASE.

WE'RE SEEING THE LARGEST NUMBER OF APPLICANTS THAT WE'VE SEEN IN YEARS FOR EACH CLASS.

AND THAT'S JUST I EXPECT TO SEE THAT THAT IMPROVEMENT CONTINUE.

WE'RE HAVING A CONVERSATION ABOUT IT IN STAFF MEETING THIS MORNING.

JUST INCREMENTALLY FINDING THINGS THAT ARE COMING UP, FINDING WAYS TO BE SUCCESSFUL TO MAKE OUR FOLKS SUCCESSFUL OUT OF THE TRAINING ACADEMY, OUR LEADERSHIP ACADEMY COMPLETION RATE FOR FRONTLINE SUPERVISORS.

AGAIN, THIS IS A THIS IS A RECENT PUSH FROM CHIEF DAVIS TO ESTABLISH MORE IN-PERSON TRAINING AND REALLY FOCUSING ON THAT FRONTLINE LEADERSHIP, THAT FRONTLINE SUPERVISOR IS REALLY THAT KEY TOUCHPOINT IN ANY ORGANIZATION AND MAKING SURE THAT THAT WE'RE IMPROVING THAT LEADERSHIP COMPONENT FOR THOSE FIRST LINE SUPERVISORS. WE'VE DONE SOME MORE SENIOR LEADERSHIP, AND WE'RE WORKING OUR WAY DOWN TO BE ABLE TO GET THAT THAT TOUCH POINT FOR THOSE THOSE SERGEANTS AND CORPORALS ON THE STREET.

OUR OUR KEY MILESTONES.

THE TARGET COMPLETION COMING UP FOR FY 27, IMPLEMENT A COMPREHENSIVE CRIME REDUCTION PLAN THAT INCORPORATES EVIDENCE BASED CRIME SCIENCE PRINCIPLES, INCLUDING PLACE NETWORK INVESTIGATIONS, FOCUSED DETERRENCE, AND HOTSPOT POLICING. THIS IS THIS IS ONE OF CHIEF DAVIS'S KEY POINTS.

UPON TAKING OVER THE DEPARTMENT, WORKING WITH WORLD RENOWNED OUTSIDE EXPERTS, FOCUSING ON DATA, FOCUSING ON CRIME SCIENCE, LOOKING AT THE LOCATIONS AND LOOKING AT IT AT HOLISTICALLY PARTNERING NOT ONLY WITH THE PROSECUTORS, BUT WITH COMMUNITY GROUPS TO LOOK AT A VARIETY OF RESOURCES, TO FOCUS ON SOLUTIONS, AND USING THE DATA TO DIRECT THE DEPARTMENT WHERE IT NEEDS TO BE. WE WANT TO IMPLEMENT A PROBLEM ORIENTED POLICING STRATEGY TO IDENTIFY AND ADDRESS ROOT CAUSES OF CRIME AND PROVIDE LONG TERM, PRACTICAL SOLUTIONS TO CHRONIC NEIGHBORHOOD LEVEL ISSUES.

THIS GOES HAND IN HAND WITH NUMBER ONE.

THIS IS JUST CONTINUING TO RECOGNIZE THAT IT IS.

IT IS MORE THAN ARREST OUR WAY OUT OF A PROBLEM.

WE KNOW THAT THAT IS NOT THE SOLUTION, BUT TO TO LOOK FOR LONG TERM PRACTICAL SOLUTIONS TO DEAL WITH ISSUES IN OUR NEIGHBORHOODS.

IMPLEMENT A MULTI MEDIA CAMPAIGN TO IMPROVE SERVICE DELIVERY THROUGH INCREASED AWARENESS OF UPDATED NON-EMERGENCY AND EMERGENCY SERVICES REPORTING AND RESPONSE PROTOCOLS.

IN THE, IN THE WAKE OF COVID, WE SAW A REALLY BIG PUSH AND AN INCREASE TO A DEMAND FOR ONLINE REPORTING.

PEOPLE TODAY WILL TELL YOU IT'S 2026, I CAN.

I DON'T HAVE TO GET OUT OF MY HOUSE TO GO GET FOOD DELIVERED.

I CAN DO EVERYTHING FROM MY SMARTPHONE.

WHY CAN'T I MAKE A POLICE REPORT? THERE ARE THOSE THAT ARE REALLY HAPPY WITH THAT SYSTEM. THERE ARE THOSE THAT STILL PREFER THE THE TOUCH POINT OF AN OFFICER THAT COMES TO THEIR HOUSE.

[01:15:04]

WE'RE TRYING TO FIND US THE BEST WAY TO BE THE BEST WE CAN IN BOTH OF THOSE SPACES, AND CONTINUE TO WORK WITH OUR DATA PARTNERS TO CONTINUE TO WORK WITH VENDORS TO FIND A ROBUST ONLINE REPORTING SYSTEM THAT MEETS SOME OF THOSE NEEDS THAT WE TALKED ABOUT EARLIER WITH SOME OF THESE OTHER GROUPS, TALKING ABOUT FINDING CREATIVE WAYS IN WHICH TO MAKE DIFFERENT SEGMENTS OF OUR COMMUNITY MORE COMFORTABLE IN MAKING THOSE ONLINE REPORTS OR MAKING THOSE REPORTS WITH THE DEPARTMENT IN GENERAL.

IMPLEMENT A FRONTLINE SUPERVISOR LEADERSHIP ACADEMY PROGRAM FOR SWORN EMPLOYEES TO BETTER EQUIP SUPERVISORS AS TEAM LEADERS WITH EMPHASIS ON COMMUNICATION, CONFLICT RESOLUTION, STRESS MANAGEMENT, EMOTIONAL INTELLIGENCE, ETHICAL DECISION MAKING, AND MENTORING.

AGAIN, OUR FIRST LINE SUPERVISORS ARE THAT TOUCH POINT ON THOSE SHIFTS THAT ARE MAKING THAT THAT DIFFERENCE, SO THAT THOSE THEY ARE PUSHING OUT THE CHIEF'S MESSAGE, THE CHIEF'S DIRECTIVE, AND THE DIRECTION THAT WE'RE GOING THROUGH POLICY CHANGES. SO THOSE ARE THINGS THAT WE CONTINUE TO DO WITH OTHER GROUPS OUTSIDE OF THE DEPARTMENT TO WORK WITH THOSE CIVILIANS WITHIN OUR TRAINING ACADEMY TO FOCUS ON THAT ADULT LEARNING COMPONENT AS WELL.

SO ALWAYS LOOKING FOR WAYS TO IMPROVE THAT WITH THE TARGET COMPLETION DATE OF FY 27 AS WELL. IMPLEMENT THE NO WRONG DOOR COLLABORATIVE TO PRIORITIZE SHORT AND LONG TERM SUPPORTIVE CARE SOLUTIONS FOR INDIVIDUALS IDENTIFIED AS HIGH UTILIZERS OF CITY, COUNTY AND PRIVATE SECTOR MENTAL AND BEHAVIORAL HEALTH SERVICES.

AND WE'RE LOOKING AT A COMPLETION TARGET DATE OF FY 28.

I THINK THAT WE RECOGNIZE THERE IS A A CORE GROUP OF INDIVIDUALS WITHIN OUR COMMUNITY THAT UTILIZE A MUCH LARGER SLICE OF THE PIE OF THE RESOURCES.

IT'S NOT THAT SLICE OF THE PIE ISN'T THROUGHOUT THE CITY, BUT IF WE CAN FIND THE APPROPRIATE RESOURCES AND BE THAT CLEARINGHOUSE THAT GETS PEOPLE THE HELP THAT THEY NEED TO NO LONGER NEED TO CALL 911 AND THE POLICE DEPARTMENT, THE FIRE DEPARTMENT, OR OUR PARTNERS AT MS BE THOSE THAT ARE ACTUALLY THE THE TOUCH POINT FOR EVERY SINGLE ONE OF THESE INDIVIDUALS.

THAT'S, THAT FREES ALL OF US UP TO INCREASE THOSE MILESTONES THAT WE'RE ALL TARGETING TO ACHIEVE. SO THIS IS, THIS IS A, A GREAT PROGRAM.

I EXPECT IT TO, TO REALLY RETURN SOME DIVIDENDS FOR US IN THE LONG RUN, BUT IT'S GOING TO TAKE SOME TIME TO ESTABLISH THOSE BASELINES AND FIND ALL OF THE NECESSARY COMPONENTS TO IMPLEMENT A COMPREHENSIVE RECRUITING STRATEGY FOR SWORN PERSONNEL THAT PROMOTES THE IMPORTANCE OF ALL APD PERSONNEL TO SERVE AS RECRUITERS AND INCORPORATES INCREASED COMMUNITY ENGAGEMENT, MARKETING PLAN PROGRAMING FOR YOUTH AND YOUNG ADULTS, OR AUXILIARY RECRUITER PROGRAM, AND A FORMAL PERFORMANCE METRICS THAT EFFECTIVELY CAPTURE THE PLAN'S SUCCESS.

WE'VE TALKED ABOUT THIS OVER THE YEARS THAT FOR DECADES, LAW ENFORCEMENT WAS A IF YOU POST IT, THEY WILL COME TYPE OF RECRUITING STRATEGY.

WE FOUND THAT THAT HASN'T BEEN THE CASE IN RECENT YEARS.

WE DID SOMETHING THAT WE HADN'T DONE IN A LONG TIME OR IN IN AS LONG AS I'VE BEEN HERE, I CAN'T REMEMBER, BUT WE ACTUALLY BROUGHT AN OUTSIDE RECRUITING FIRM TO COME IN AND TEACH US HOW TO DO THAT, TEACH US HOW TO MARKET OUR ORGANIZATION.

WE HAVE BEEN WORKING WITH OUR PIO TO STRENGTHEN OUR SOCIAL MEDIA FOOTPRINT OUT THERE, TO TALK ABOUT THOSE SUCCESSES, AND TO ALSO RECRUIT THE TYPE OF INDIVIDUAL THAT WE WANT HERE THAT WE WE REALLY WOULD LOVE TO CONTINUE TO RECRUIT MORE AND MORE YOUNG PEOPLE FROM AUSTIN, MORE AND MORE WOMEN FROM AUSTIN, MINORITIES FROM AUSTIN, PEOPLE WHO ARE HERE WITHIN THIS COMMUNITY THAT HAVE OUR COMMUNITY VALUES, THAT COULD THEN POLICE WITHIN OUR COMMUNITY.

AND WE WANT TO BRING IN THE RIGHT PEOPLE THAT HAVE THAT THAT SERVICE MINDSET THAT WE'RE REALLY LOOKING FOR WITHIN THE COMMUNITY.

THAT'S ONE OF THE THINGS THAT WE'RE LOOKING TO GET OUT OF THIS PROGRAM, JUST MARKETING OURSELVES MUCH BETTER THAN WE EVER HAVE IN THE PAST.

ALL RIGHT. AND I WILL PASS THE TORCH, NO PUN INTENDED.

ALL RIGHT. SO WE'LL GET INTO OUR INDICATORS HERE.

SO THERE'S JUST THREE ON HERE, THE PRIMARY ONE BEING ONE THAT WE DISCUSSED JUST A LITTLE BIT AGO ABOUT RESPONSE TIMES.

AND YOU CAN SEE BASED ON THAT, YOU KNOW, THAT, THAT OUR OUR RESPONSE TIMES ARE BASED ON AN AVERAGE, RIGHT? SO THAT WE SEE THAT 1022 IS THE TIME FOR AVERAGE RESPONSE.

BUT REALLY, YOU KNOW, WE'RE, OUR REAL GOAL IS TO HIT THAT EIGHT

[01:20:04]

MINUTES. 90% OF THE TIME AND WE'RE FALLING SHORT OF THAT.

WE CONTINUE TO FALL SHORT OF IT.

YOU CAN SEE THE, THE TARGETS FOR THE FISCAL YEAR YOU KNOW, STAY AT 85 FOR, FOR NEXT YEAR.

AND THEN THERE'S AN EVENTUAL GOAL FOR 90.

OBVIOUSLY SOME THINGS WILL HAVE TO CHANGE FOR US TO HIT THAT 90.

SO YOU KNOW, WE CONTINUE TO WORK ON ALL THE THINGS THAT WE CAN DO, INCLUDING, YOU KNOW, KEEPING AN EYE ON OUR PRIMARY MISSION, WHICH IS RESPONSE. AND SO THAT MEANS KEEPING UNITS IN SERVICE, KEEPING UNITS AVAILABLE AND EVERYTHING THAT WE'VE DONE AS AN ORGANIZATION OVER THE LAST COUPLE OF YEARS IS, YOU KNOW, WE'VE PULLED AWAY FROM THAT IN SOME WAYS WITH, YOU KNOW, THE ADDITIONAL STRESS AND ALL THE OTHER THINGS WE'RE TRYING TO DO.

SO WE'RE WORKING ON GETTING FOCUSED BACK ON, YOU KNOW, OUR PRIMARY MISSION, WHICH IS EMERGENCY RESPONSE AND KEEPING UNITS IN SERVICE.

SO, YOU KNOW, THE TRAINING THAT WE'RE DOING AND SOME OF THOSE OTHER THINGS THAT WE'RE DOING, WE'RE STILL DOING A LOT OF THOSE THINGS, BUT WE'RE STAYING IN SERVICE WHEN WE'RE DOING THEM, WE'RE STAYING AVAILABLE WHEN WE'RE DOING THEM AND DOING A BETTER JOB AT THAT. YOU CAN SEE THE SECOND KEY INDICATOR WE HAVE IS, IS KEEPING STRUCTURE FIRES TO THE ROOM, ROOM OF ORIGIN.

AND, YOU KNOW, WE'VE DONE A GOOD JOB ON THAT OVERALL.

WE'VE TRADITIONALLY STAYED, WE DON'T HAVE AN ESTIMATE IN HERE.

FOR, FOR 26 YET. I THINK WE'RE BASED ON THE NUMBERS I'VE SEEN.

WE'RE RIGHT ON 74, 75% AGAIN THIS YEAR.

SO IT DOESN'T SHOW IT IN THERE RIGHT NOW.

BUT THAT'S WHAT THAT'S WHERE WE'RE GOING TO END UP FOR THIS YEAR.

AND THEN THE LAST IS YOU KNOW, SATISFIED WITH OUR WITH OUR SERVICE.

AND SO, YOU KNOW, WE ARE AT WE ANTICIPATE BEING, YOU KNOW, A LITTLE BIT OVER 95% THIS YEAR.

AND I THINK THAT THAT, YOU KNOW, HAVING THAT AS A, AS AN INDICATOR IS, IS I THINK IT'S THE MINIMUM WE CAN DO FOR THE COMMUNITY LIKE TO SAY THAT THEY'RE SATISFIED WITH OUR SERVICE, YOU KNOW, 95% OF THE TIME.

SO AS WE GO ON TO THE NEXT NEXT ITEM WE HAVE IS, IS FOR, FOR OUR SMOKE DETECTOR INSTALLS, WE HAD LOWERED OUR NUMBER TO 800 THIS YEAR BECAUSE OF, OF, YOU KNOW, THE THINGS I MENTIONED BEFORE AND THE REDUCTION IN OUR COMMUNITY OUTREACH GROUP.

I DO THINK WE'LL HIT THAT NUMBER FOR THIS YEAR.

AND I THINK THAT, YOU KNOW, WE MAY, WE MAY BE ABLE TO, TO EXCEED THAT NUMBER.

BUT OVERALL YOU KNOW, WE REALLY HAVE TO FOCUS ON, ON THAT PROGRAM AND GETTING FOLKS BACK IN THOSE SEATS OVER THE NEXT COUPLE OF YEARS AS WE FILL OUR, AS WE FILL OUR VACANCIES SO THAT WE CAN MAKE SURE THAT WE'RE REALLY GETTING ALL THAT COMMUNITY WORK DONE.

THE STRUCTURAL IGNITION ZONE REQUIREMENTS.

SO WE'VE REALLY HIT THOSE NUMBERS HARD.

THAT GROUP IS DOING A REALLY GOOD JOB.

WE DON'T HAVE A TARGET YET FOR, FOR 26 AND 27.

THAT, THAT REALLY THIS IS KIND OF THE INITIAL PUSH FOR THIS IS A KEY PERFORMANCE INDICATOR.

SO THAT'S WHY WE DON'T HAVE ANYTHING LISTED.

WE HAVE 332 IS WHAT WE ESTIMATE TO DO THIS YEAR.

THAT GROUP HAS REALLY STEPPED UP THEIR COMMUNITY OUTREACH AND THEIR ABILITY TO TO GET THEM DONE. AND SO WE'VE DONE, WE'VE TRAINED A LOT MORE FOLKS TO BE ABLE TO DO THE STRUCTURAL IGNITION ZONE EVALUATIONS.

AND SO NOW, RATHER THAN JUST HAVING A COUPLE PEOPLE LIKE WE DID IN 24 TO DO IT, WE HAVE A GROUP AND A TEAM THAT'S ABLE TO DO IT.

SO WE REALLY EXPECT THOSE NUMBERS TO SKYROCKET.

AGAIN, THE OTHER, THE OTHER NEGATIVE OF THAT IS HAVING THE COMMUNITY ACTUALLY OUTREACH TO DO IT, RIGHT. BECAUSE WHEN THINGS ARE, ARE GREEN, NOBODY'S OUTREACHING FOR THE, FOR THE STRUCTURAL IGNITION ZONE.

AND THEN OVERTIME FUNDS PER PAY PERIOD.

YOU KNOW, AGAIN, WE'RE DOING EVERYTHING WE CAN TO MAKE SURE THAT WE'RE KEEPING OUR FOLKS AVAILABLE FOR, FOR EMERGENCY RESPONSE.

AND, AND PART OF THAT IS ELIMINATING YOU KNOW, WE'VE REALLY, REALLY RIGHTSIZED OUR LEAVE USE.

YOU KNOW, OUR FOLKS ARE USING THE LEAVE THAT'S, THAT'S GIVEN TO THEM AS A PART OF THEIR BENEFITS.

WE'RE WORKING TO MAKE SURE THAT THAT STAYS FLAT AND THAT, YOU KNOW, FOLKS ARE USING THE LEAVE APPROPRIATELY. AND THEN THE OTHER, THE OTHER ITEMS THAT WE CAN DO TO AFFECT THAT, THAT OVERTIME NUMBER IS KEEPING OUR VACANCIES FULL SO THAT WE DON'T END UP WITH A SHORTAGE THAT CREATES IT. AND THEN ALSO MAKING SURE THAT THE MEMBERS THAT ARE ON INJURY LEAVE ARE THE MEMBERS THAT ARE INJURED, ARE GETTING THE CARE THEY NEED, AND GETTING BACK ON THE TRUCKS AS QUICKLY AS POSSIBLE. AND SO YOU KNOW, KEEPING THAT NUMBER YOU KNOW, ON THE DECLINE IS A BIG DEAL, AND ONE OF THE THINGS WE CAN DO, NOT JUST FOR FOR OUR MEMBERS AND FOR THE COMMUNITY, BUT ALSO, YOU KNOW, FINANCIALLY FOR, FOR ALL THE CITIZENS OF AUSTIN.

AND CLICK. THAT'S IT. OH, WAIT.

HOLD ON. I DIDN'T GO OVER THE MILESTONES. I TOTALLY, TOTALLY FORGOT THAT. SO ONE OF THE THINGS WE'RE WORKING ON IS AN ACCREDITATION.

SO WE'RE WORKING THROUGH, WE HAVE AN INDIVIDUAL THAT'S ASSIGNED TO THAT

[01:25:02]

ROLE NOW. AND SO WHAT WE'RE WORKING IN IS FOR A NATIONAL ACCREDITATION.

SO WHAT THAT ALLOWS US TO DO IS TO LOOK AT EVERYTHING WE'RE DOING.

WE'RE GOING TO DISSECT EVERY RESPONSE MODEL WE HAVE, EVERY POLICY WE HAVE, AND LOOK AT EVERYTHING THAT WE'RE DOING AS AN ORGANIZATION TO EVALUATE OURSELVES AND FIGURE OUT WHAT WE'RE DOING RIGHT.

AND WHAT WE'RE NOT DOING RIGHT AND WHAT WE CAN DO BETTER. AND SO ONE OF THE COOL THINGS ABOUT ACCREDITATION PROCESS IS THAT, YOU KNOW, WE'RE ABOUT. WE EVENTUALLY WILL BE EVALUATED.

WE'LL EVALUATE OURSELVES AND WE'LL WE'LL KIND OF LAY IT OUT ON THE TABLE AND THEN WE'LL HAVE THIRD PARTY FIRE DEPARTMENT MEMBERS FROM OTHER OTHER PLACES IN THE COUNTRY COME THROUGH AND LOOK AT HOW WE DO THINGS.

AND SO WE REALLY, YOU KNOW, WE KNOW WHAT WE, WHAT WE THINK IS IMPORTANT AND WE KNOW HOW WE DO THINGS.

AND, YOU KNOW, WE OBVIOUSLY TRY TO LEARN FROM OTHER FIRE DEPARTMENTS AND STUFF, BUT TO HAVE SOMEBODY COME IN AND GIVE US A TRUE THIRD PARTY EVALUATION OF EVERYTHING THAT WE DO IS REALLY CRITICAL.

AND, YOU KNOW, WE HOPE IT WILL BE BENEFICIAL.

AND SO NOT ONLY IS IT JUST IT'S NOT JUST US SAYING THAT, HEY, HERE'S WHAT WE NEED AND HERE'S WHAT WE CAN DO BETTER. IT'S SOMEBODY ELSE COMING IN AND SAYING, HEY, HERE'S WHAT YOU NEED AND HERE'S WHAT YOU CAN DO BETTER. AND SO WE THINK THAT'S A BIG WIN FOR US TO BE ABLE TO GET THAT DONE.

AND WE HOPE TO GET THAT DONE OVER THE NEXT YEAR AND A HALF.

WE'RE WORKING REALLY HARD ON IT AS AN ORGANIZATION.

WE HAVE 12 TEAMS DIVIDED UP AND YOU KNOW, WE'RE LOOKING AT 20 KEY THINGS AND THEY'RE REALLY TEARING EVERYTHING APART, INCLUDING, YOU KNOW, HAVING REVIEWED EVERY POLICY POLICY THAT WE HAVE IN THE LAST TWO YEARS AND MAKING SURE THAT THAT THEY'RE BEING IMPLEMENTED AND WORKED THE WAY THEY'RE SUPPOSED TO BE. THE OTHER, THE OTHER ITEM WE HAVE IS THE REDUCTION OF THE PFAS.

AND I'M ACTUALLY HAPPY TO REPORT THAT WE'RE WAY AHEAD OF SCHEDULE ON PFAS REDUCTION.

AND WE'VE COMPLETELY REMOVED ALL PFAS FROM, FROM A U.S..

SO THERE IS NO PFAS ANYMORE AT ANY OF THE TRUCKS OR ANY OF THE FACILITY HERE AT OUR AIRPORT. THAT'S ONE OF THE PRIMARY USES IS FOR AIRCRAFT FIREFIGHTING.

SO WE'RE AHEAD OF SCHEDULE ON THAT.

WE HAD, WE'VE, WE'VE FLIPPED MOST OF OUR, OUR, OUR STRUCTURAL GEAR BECAUSE THE PFAS IS IN STRUCTURAL FIREFIGHTING GEAR.

SO A MAJORITY OF OUR GEAR TOTAL DOES NO LONGER HAS ANY PFAS THAT TOUCHES YOUR SKIN.

ALL OF THE FOLKS THAT ARE ON THE PPE NOW ON ALL OF OUR FRONTLINE GEAR IS IN THE INTERNAL WATER BARRIER AND NONE OF IT ACTUALLY TOUCHES YOUR SKIN.

WE ARE APPREHENSIVE. WE'VE BEEN APPREHENSIVE UP TO THIS POINT TO BUY COMPLETELY PFAS FREE GEAR, BECAUSE THE GEAR THAT THEY'RE MAKING RIGHT NOW.

FIRST OF ALL, WE'RE NOT SURE WHAT THE OTHER 20 CHEMICALS THAT THEY'RE PUTTING IN IT IN PLACE OF PFAS ARE, AND THEY REALLY THEY'RE REALLY PROPRIETARY.

AND IT'S A BIG DEAL THAT THE IF IS WORKING ON RIGHT NOW TO MAKE SURE THAT THE GEAR THAT WE'RE GETTING MEETS THE STANDARDS.

AND SO WE'VE DONE EVERYTHING WE CAN WITH, WITH WORKING TOWARD THAT GEAR.

THAT'S THAT'S JUST HAS IT PFAS SANDWICHED IN BETWEEN THE GEAR.

AND IT'S NOT UNLESS THE GEAR IS LIKE HORRIBLY DAMAGED, YOU NEVER COME IN CONTACT WITH IT.

SO WE'RE REALLY WAY AHEAD OF SCHEDULE ON THAT.

AND THE ONE OF THE LAST THINGS WE HAVE IS SWITCHING OUT ALL OF OUR ALL OF OUR RAINCOATS THAT HAD PFAS. AND SO ONE OF THE COUNCIL ITEMS THAT WE WERE AWARDED THIS YEAR FOR OUR BUDGET WAS $100,000 TO HELP US FINISH REPLACING ALL OF THOSE RAINCOATS SO THAT WE, YOU KNOW, AT THAT POINT, THEN WE'RE IN A REALLY GOOD SPOT AND, AND WAY AHEAD OF MOST FIRE DEPARTMENTS ACROSS THE COUNTRY.

MATTER OF FACT, WE'VE HAD SEVERAL FIRE DEPARTMENTS REACH OUT TO OUR AIRPORT GROUP TO FIGURE OUT HOW DID YOU ALL GET ALL THAT OUT OF THE STATION THAT QUICK? AND SO THEY'RE SHARING IT WITH EVERYBODY BECAUSE IT'S A BIG WIN FOR US.

AND THE AUSTIN SCHEDULE IS THE SCHEDULE THAT WE'RE GOING TO IMPLEMENT IN OCTOBER OF OCTOBER OF 27. SO IT'S A WORK REPRODUCTION FOR ALL OF OUR MEMBERS FROM, FROM A 53 HOUR WORKWEEK TO A 49.8 HOUR WORK WEEK.

AND SO THAT'S A BIG DEAL.

IT CHANGES THE SCHEDULE.

WE THINK IT'S GOING TO ALLOW OUR FOLKS TO BE ABLE TO RECOVER MORE AND HAVE A LITTLE BETTER LIFE BALANCE. SO THAT'S ON PACE.

WE'VE WE'VE DONE EVERYTHING WE NEED TO DO.

WE HAVE THE SCHEDULE BUILT RIGHT NOW. WE'RE LOOKING AT ALL OF THE POLICY CHANGES AND ALL THOSE THINGS, MEETING WITH OTHER DEPARTMENTS THAT HAVE A SIMILAR SCHEDULE OVER THE LAST COUPLE OF WEEKS. WE'RE ON PACE FOR EVERYTHING WE NEED TO DO TO MAKE THAT HAPPEN OCTOBER OF NEXT YEAR. AND AGAIN, THE OTHER PIECE THERE IS ABOUT THE ACCREDITATION, MAKING SURE THAT WE GET THE REST OF THAT DONE.

AND THEN, YOU KNOW, WE TALKED ABOUT ABOUT THE THE PFAS STANDARDS AND THE REDUCTION.

SO IT KIND OF WRAPS THINGS UP.

GLAD TO ANSWER ANY QUESTIONS IF YOU HAVE ANY.

THANK YOU CHIEF. EXCELLENT PRESENTATION AND A COUPLE OF NOTES I GOT.

I'M SORRY WE DID NOT FINISH THE CITY WIDE STRATEGIC PLAN SLIDES.

THAT'S HIS PART. THAT'S WHY I JUST WENT PAST IT REAL QUICK. I DON'T WANT TO INTERRUPT, WES. SORRY. YEAH. IF WE PERFECT.

YEAH. HERE WE GO. YEAH.

SO JUST COVERING THE LAST PART OF THIS PRESENTATION IS THE CITY WIDE STRATEGIC PLAN.

PUBLIC SAFETY HAS WHAT THEY CALL GOALS IN THE CITY WIDE STRATEGIC PLAN.

[01:30:03]

PS1, WHICH AUSTIN POLICE DEPARTMENTS THE GOAL OWNER.

AND THEN PS TWO. AUSTIN-TRAVIS COUNTY EMS IS THE GOAL OWNER FOR THAT.

YOU WANT IT THAT WAY. THERE YOU GO.

ALL RIGHT. THERE WE GO. AND SO LOOKING AT PUBLIC SAFETY, GOAL ONE IS IMPROVE PUBLIC SAFETY BY BUILDING MEANINGFUL RELATIONSHIPS THAT CREATE SAFE COMMUNITIES AND A SENSE OF SHARED RESPONSIBILITY.

SO WHAT'S INTERESTING ABOUT THESE GOALS IS THAT THEY ARE ACROSS DEPARTMENTAL.

SO WE'VE GOT REPRESENTATION FROM POLICE, FIRE AND EMS, BUT ALSO MEMBERS ON THESE GOALS THAT ARE NOT PART OF PUBLIC SAFETY.

THEY'RE FROM OTHER CITY DEPARTMENTS, JUST KIND OF AS A CHECK AND BALANCE FOR US AND TO TAKE SOME BEST PRACTICES THAT THEY'VE DONE AND APPLIED TO PUBLIC SAFETY.

AND SO JUST LOOKING AT THE MEASURE FIRST FOR AUSTIN-TRAVIS COUNTY EMS IS THE PERCENT OF CALLS INTO THE 911 SYSTEM THAT ARE NON-URGENT COMPARED TO THE NUMBER OF TOTAL CALLS INTO THE 911 SYSTEM. SO WHAT'S DIFFERENT ABOUT THIS? IF YOU LOOK DOWN THE MEASURES FROM EMS, POLICE AND FIRE IS THAT POLICE AND FIRE ARE TRYING TO GET THEIR PERCENTAGES DOWN FOR THE NON-EMERGENT CALLS IN THERE WHILE EMS IS TRYING TO BOLSTER THAT PERCENTAGE.

AND THE REASON FOR THAT IS THAT BECAUSE MEDICINE IS SO COMPLEX, WE KNOW THAT IF YOU'RE IN PAIN OR YOU DON'T KNOW WHAT TO DO AND YOU HAVE A HEALTH SCARE, YOU'RE GOING TO CALL 911.

AND SO WHAT WE REALLY ARE TRYING TO DO IS TRIAGE THOSE CALLS IN THE 911 CENTER AND THEN OBVIOUSLY SAVE THAT ADVANCED LIFE SUPPORT AMBULANCE FOR THE TRUE LIFE THREATENING EMERGENCIES. AND MUCH LIKE WE'VE TALKED ABOUT DURING THE QUARTERLY REPORTS, JUST THAT EXPANSION OF OUR COLLABORATIVE CARE COMMUNICATION CENTER FROM 12 HOURS TO 24 HOURS, A MOVING PRIORITY FIVE.

OVER TO THAT C FOUR LINE.

AND THEN THE RESPONSE REPRIORITIZATION.

SO OUR ACTUALS FOR 24 AND 25 ARE 3.45% AND 9.04%.

AND THEN JUST FROM THE WORK WE'VE DONE THAT I'VE PRESENTED IN THE QUARTERLY REPORTS THAT Q ONE AND Q TWO ACTUAL KICKS IN AT ABOUT 20%.

SO A MARKED INCREASE. AND THEN OUR FISCAL YEAR 26 AND 27 TARGETS ARE 28 AND 35, RESPECTIVELY. AND I'LL LET THE POLICE DEPARTMENT, FIRE DEPARTMENT TALK ABOUT THEIR MEASURES.

WELL, I THINK THAT I ALREADY COVERED THIS IN THAT PREVIOUS DISCUSSION. SO I'M NOT GOING TO MAKE YOU ALL LISTEN TO IT AGAIN.

I MEAN, IT'S SIMILAR FOR US.

OBVIOUSLY, IF WE HAVE THE NON-URGENT CALLS THAT THAT WE'RE GETTING OR, YOU KNOW, OBVIOUSLY TAKING UP, TAKING UP RESOURCES FROM FROM THE REGULAR RESPONSE UNITS. SO ANYTHING WE CAN DO TO REDUCE THE NUMBER OF CALLS IN THE 911 THAT AREN'T REQUIRED IS BENEFICIAL FOR US.

COOL. THEN WE HAVE IN THIS PUBLIC SAFETY POINT, ONE GOAL IS JUST SOME KEY MILESTONES WE'RE WORKING TOWARDS.

AND THE FIRST ONE BEING IS TO LAUNCH A MULTI MEDIA CAMPAIGN TO CREATE AWARENESS FOR NON-EMERGENCY AND EMERGENCY INCIDENTS, 911 VERSUS 311 VERSUS MENTAL HEALTH SERVICES AT THE 911 CENTER PROVIDES AND THEN POLICE TO THEIR SPECIFIC PUBLIC SAFETY GOAL ONE.

THE SECOND PART ACTUALLY HAS A MILESTONE AS WELL.

LAUNCH THE NEIGHBORHOOD PEACE PROJECT IN HOTSPOT AREAS.

AGAIN, THIS GOES BACK TO THAT COLLABORATION FOR WORKING WITH DIFFERENT COMMUNITY GROUPS, OFFICE OF VIOLENCE PREVENTION IN THOSE HOTSPOT AREAS THAT WE IDENTIFY THROUGH THE DATA AND OUR PLACE NETWORK INVESTIGATIONS.

AND THEN THE FINAL PUBLIC SAFETY GOAL IS POINT TWO, WHICH IS ENSURE A FAIR AND EQUITABLE EVIDENCE DELIVERY OF PUBLIC SAFETY AND COURT SERVICES.

AND SO IF YOU'LL NOTICE IN MS IS KEY PERFORMANCE INDICATORS.

WE DID THAT PRIORITY ONE RESPONSE.

AND SO THIS PERCENT OF RESPONSES SUCCESSFULLY MEETS A PREDETERMINED STANDARD FOR RESPONSE TIME AND CAPABILITY FOR VARIOUS DEPARTMENTS FOR MS THAT LOOKS AT THOSE TOP TWO PRIORITIES PARTY ONE AND PARTY TWO.

SO WE GET THE BEST OF BOTH WORLDS AND OUR DEPARTMENT WORK PLAN.

THE KPI LOOKS AT PRIORITY ONE.

THIS LOOKS AT PRIORITY TWO, HOUR 24 AND 25 ACTUALS FOR 76.9 AND 79.4%.

THEN OUR Q1 ACTUAL IS 78.6 VERSUS OUR Q2 ACTUAL OF 82.5.

AND THEN OUR TARGETS ARE SET AT 85 AND 90%, RESPECTIVELY, FOR FISCAL YEAR 26 AND 27.

IN MY EARLIER SLIDES, WE WE TALKED ABOUT THE MINUTES FOR THOSE THOSE HIGHER PRIORITY CALLS.

THIS WOULD BE FOR FOR MORE CALLS FOR ALL OF THOSE CALLS, THE PERCENT. INSTEAD OF THE THE ACTUAL MINUTES IN FY 24, WE SAW 85%. IN FY 25, WE SAW 87% IN Q1 OF FY 26,

[01:35:05]

WE SAW AN ACTUAL OF OF 89%, 89.9.

IN Q2, OUR TARGET IS 90 FOR FOR 26 AND 27.

AGAIN, I THINK THAT THESE IMPROVEMENTS THAT WE'RE SEEING ARE RELATED TO INCREASED STAFFING AND DISTRICT OWNERSHIP WITHIN THE SECTORS.

AND THAT'S THE ONE THAT'S, YOU KNOW, MORE DIFFICULT AND TO RIGHT SIZE AND GET RIGHT. AND SO, YOU KNOW, WE CONTINUALLY EVALUATE OUR RESPONSE PROTOCOLS TO MAKE SURE THAT WE'RE SENDING THE RIGHT UNITS TO THE RIGHT THINGS AND MAKING SURE THAT WE HAVE THE RIGHT RESOURCES. SO YOU KNOW, THE GOAL EVENTUALLY IS, IS TO BE AT 85% THIS YEAR.

AND OBVIOUSLY WE'RE, WE'RE YOU KNOW, ABOUT TEN POINTS BELOW THAT.

SO WE CONTINUE TO LOOK AT, YOU KNOW, REALLY THE BIG FOCUS IS LOOKING AT HOW WE'RE DOING THINGS AND SEEING WHERE WE CAN MAKE THE SMALL IMPROVEMENTS.

YOU KNOW, ALL THOSE LITTLE IMPROVEMENTS ADD UP.

SO REALLY TRACKING THE DATA CLOSELY IN THIS WAY IS SOMETHING WE HADN'T DONE PREVIOUSLY.

AND SO WE HOPE TO FIND SOME SOME EVIDENCE OR SOME IDEAS OF THINGS WE CAN DO BETTER.

AND SO MUCH LIKE YOU SAW IN PUBLIC SAFETY GOAL ONE WITH TWO PARTS, PUBLIC SAFETY GOAL TWO HAS TWO PARTS AS WELL.

THE SECOND PART IS PERCENT OF SPECIALTY ALTERNATIVE PUBLIC SAFETY DISPOSITIONS THAT PREVENTED SUBSEQUENT UTILIZATION OF A 911 SYSTEM OR THE SAME COMPLAINT WITHIN THE FOLLOWING 30 DAYS. WE'VE ACTUALLY SUNSETTED THIS MEASURE AND PIVOTED TO NO WRONG DOOR, WHICH WAS JUST ANNOUNCED TODAY.

AND JUST FOR THOSE COMMISSIONERS THAT MAY NOT BE FULLY AWARE OF, IT REALLY TAKES ALL THREE OF THE PUBLIC SAFETY AGENCIES AND OUR COMMUNITY PARTNERS, AND WE TAKE OUR HIGH UTILIZER GROUP THAT TOP 20.

AND BY THEIR CONSENT, WE ALL COLLECTIVELY WORK ON ADDRESSING THEIR ISSUE UNTIL WE SOLVE THAT PROBLEM AND THEN WE MOVE ON TO THE NEXT SUBSET.

SO IT REALLY IS JUST TAKING IN AND KIND OF ALIGNING ALL THE RESOURCES TO HAVE THE MOST BANG FOR THE BUCK WITH THAT.

ONE OF THE, SEVERAL OF THE MILESTONES THAT WE DID FOR PUBLIC SAFETY.

POINT TWO IS JUST IMPLEMENT THAT TARGETED IMPROVEMENT STRATEGIES INFORMED BY THE RESPONSE TIME COMPLIANCE STUDY TO ENHANCE OPERATIONAL EFFICIENCY.

SO THE FIRST THING WE NEEDED TO DO WAS GET ALL THE DEPARTMENTS IN PUBLIC SAFETY TOGETHER AND LOOK AT HOW WE'RE REPORTING AND WHAT WE'RE REPORTING, AND THEN WORK TOWARDS THAT FISCAL YEAR 27 TARGET COMPLETION OF THIS MILESTONE, WHICH, YOU KNOW, THE FIRST THING, SOME OF THE LOW HANGING FRUIT WAS JUST THAT TRAFFIC PREEMPTION THAT I GOT IN FRONT OF Y'ALL IN THAT LAST QUARTER.

AND THEN ALSO WHO WE'RE SENDING TO WHAT CALL AND HOW WE REPRIORITIZE THOSE SO THAT EACH ONE CAN MAXIMIZE THEIR, THEIR COMPLIANCE.

AND THEN THE OTHER THING WE'RE DOING WITH THAT MILESTONE AND PIVOTING IT TO NO WRONG DOOR, IS THIS THE DEVELOPMENT OF A FRAMEWORK TO IDENTIFY, EVALUATE AND STRENGTHEN PARTNERSHIP OPPORTUNITIES THAT EXPAND REFERRAL NETWORKS AND ENHANCE OVERALL SYSTEM EFFECTIVENESS.

SO REALLY, WITH THESE PATIENTS LEVERAGING CENTRAL HEALTH IN THEIR BRIDGE CLINICS, INTEGRAL CARE, TAKING WHAT WE'VE LEARNED FROM AUSTIN CARES AND PUTTING THOSE PRACTICES INTO NO WRONG DOOR AND THEN WORKING WITH THE HOMELESS STRATEGY OFFICE.

AND WITH THAT, THAT CONCLUDES OUR PERFORMANCE PRESENTATION.

AND I'LL SPEAK FOR MY COLLEAGUES.

I THINK WE'RE HAPPY TO TAKE ANY QUESTIONS. MY PREEMPTIVE THANK YOU STILL STANDS.

SORRY FOR THE INTERRUPTION, BUT A COUPLE OF NOTES THAT I'D LIKE TO POINT OUT ON MS KPIS. I'M HAPPY TO SEE THAT THE ON SCENE FUNCTION HAS BEEN AUTOMATED DURING A MEDICAL EMERGENCY. THE LAST THING SOMEONE NEEDS TO WORRY ABOUT IS PRESSING A BUTTON FOR A PD. IT'S GREAT TO SEE THAT YOU ALL ARE LIKE THE CADET VETTING PROCESS IS A PRIORITY, AND SOMETHING THAT YOU HIGHLIGHTED IS THAT A PD DOESN'T DOESN'T WANT TO ARREST THEIR WAY OUT OF A PROBLEM. I THINK THAT'S SOMETHING THAT THE COMMUNITY NEEDS TO HEAR.

AND I'M GLAD THAT YOU HIGHLIGHTED THAT.

IN TERMS OF AFD, I LOVE THAT YOU'RE GETTING LIKE A THIRD PARTY REVIEW.

SOMETIMES WE ARE OUR OWN WORST ENEMY INTERNALLY.

BUT AGAIN, WE NEED THAT OUTSIDE REVIEW OR PERSPECTIVE TO SEE, WELL, YOU'RE KIND OF RIGHT ON THIS CRITICISM OF YOURSELF OR NOT OR WHAT YOU CAN IMPROVE ON. SO THANK YOU ALL FOR, FOR YOUR RESPECTIVE PRESENTATIONS.

AND I WILL GO TO THE COMMISSION FOR ANY QUESTIONS OR COMMENTS.

SIERRA THANK YOU FOR THE PRESENTATION.

VERY HELPFUL. CHIEF ROGERS I'VE, I WROTE DOWN THE MEDIAN TIME BETWEEN UNINITIATED REPEAT CONTACTS BETWEEN.

I CANNOT MAKE HEADS OR TAILS OF WHAT THAT METRIC IS.

CAN YOU GIVE ME AN EXAMPLE OF WHAT THE MEASURED THING IS? AND ARE WE TRYING TO INCREASE IT? DECREASE IT? HOW IS THAT BEING MEASURED?

[01:40:01]

WHAT'S THE IDEAL OUTCOME? IF I'VE GOT IT RIGHT. WE WANT TO INCREASE THE AMOUNT OF TIME IN WHICH THE SAME PERSON COMES IN CONTACT FOR SERVICES.

SO WE WANT TO IDENTIFY THE RIGHT SERVICES FOR THE RIGHT PEOPLE.

HENCE NO WRONG DOORS. WE'VE WE'VE BEEN WE'VE BEEN ADDRESSING ISSUES AROUND HOMELESSNESS, AROUND MENTAL HEALTH, BUT WE HAVEN'T GOT PEOPLE THROUGH THE RIGHT DOOR TO GET THE RIGHT SERVICES.

THE COLLABORATIVE EFFORT BETWEEN ALL THREE TEAMS UP HERE AND THOSE GROUPS WITHIN THE COMMUNITY, WITHIN THE MENTAL HEALTH SPACE THAT ARE HELPING US GET WHERE WE WANT TO BE.

WHEN WE FIND THOSE HIGH UTILIZERS, WE WANT TO DECREASE THE NUMBER OF TIMES THAT WE COME IN CONTACT. SO INCREASE HOW LONG THE TIME IS BETWEEN THOSE CONTACTS, BETWEEN THOSE INDIVIDUALS.

I DO, BUT IF IT'S ON THIS, I THINK IT MAKES SENSE. OKAY. YEAH. NO, BECAUSE I HAD THIS ON MY LIST OF LIKE, I DON'T UNDERSTAND THIS AT ALL.

AND, AND THE OTHER THING THAT I WAS CURIOUS ABOUT WITH THIS ONE IS I DON'T UNDERSTAND HOW IT'S A PERFORMANCE INDICATOR FOR THE POLICE DEPARTMENT IN PARTICULAR, BECAUSE IT SEEMS LIKE IT'S A PERFORMANCE INDICATOR FOR NO WRONG DOOR GENERALLY LIKE THAT. IT SHOULD BE MEASURED CITYWIDE.

BECAUSE THE POLICE AREN'T THE ONLY ONES WHO HAVE CONTROL OVER WHERE THEY'RE SENDING PEOPLE. DOES THAT MAKE SENSE? IT DOES. BUT WE, I JUST WE OWN THE WE OWN THE PROGRAM FOR, FOR RIGHT, FOR RIGHT NOW, JUST LIKE, JUST LIKE A LOT OF THINGS APD IS THE INGESTION POINT FOR A LOT OF RESOURCES WITHIN OUR COMMUNITY.

I THINK WHAT ALL, WHAT ALL OF US AS PARTNERS UP HERE ARE TRYING TO DO IS TO CONSTANTLY IDENTIFY THOSE GROUPS THAT THAT MAY BE.

A BETTER OUTLET. BUT AT THE PRESENT TIME, BECAUSE WE'RE THE INITIAL INGESTION POINT AND THE GROUPS THAT END UP DEALING WITH THE SAME HIGH UTILIZATION INDIVIDUALS THAT RIGHT NOW WE WE HAVE THE PROJECT.

OKAY. I JUST YEAH, I HOPE THAT IN FUTURE BUDGETS, WE CAN SET KEY PERFORMANCE INDICATORS THAT THE AGENCY HAS CONTROL OVER, PREFERABLY EXCLUSIVE CONTROL, BUT PREDOMINANT CONTROL.

FOLLOW UP CHIEF. FIRST, I WANT TO COMMEND THE A P D FOR HAVING SOMETHING VERY EXPLICIT ABOUT WHAT APPEARS TO BE AN EVALUATION COMPONENT OF ONE OF ITS INTERVENTIONS AND HOTSPOTS. VERY OFTEN WE RUN THESE PROGRAMS, WE RUN OPERATIONS, AND IT'S REALLY UNCLEAR IF ANYTHING WORKED.

WHAT DID WORK, WHERE IT DID.

I THINK IT'S IT'S NICE TO HAVE THAT THERE.

AND THIS IS WITH TEXAS STATE.

I BELIEVE THAT EVALUATION PLAN.

YES, IT IS GREAT. ONE THING THIS HAS BEEN THIS HAS KIND OF BEEN MY, MY THING FOR THE BETTER PART OF FIVE YEARS NOW.

THERE IS NO OUTCOME THAT HAS ANYTHING TO DO WITH INVESTIGATIONS.

THERE'S NO CLEARANCE RATE FOR HOMICIDES, FOR ROBBERIES. I KNOW THERE'S ONE ITEM THERE ABOUT DECREASING OR INCREASING THE PERCENT CHANGE NEGATIVELY.

YOU'LL HAVE TO FORGIVE HOW CONFUSING THAT IS FOR CRIMES AGAINST PERSONS.

WHY IS THERE NO CLEARANCE RATES HERE? ARGUABLY ONE OF THE MOST IMPORTANT METRICS FOR ANY POLICE DEPARTMENT TO BE TRACKING AND TO BE IMPROVING ON OVER TIME. I CAN'T ANSWER AS TO WHY THAT'S NOT BEING TRACKED AS ONE OF THE KPIS, BUT I CAN SAY THAT ACROSS THE BOARD WHEN IT COMES TO VIOLENT CRIMES, OUR CLEARANCE RATES ARE HIGHER THAN ANY OTHER MAJOR CITY IN THE COUNTRY.

AS AS RECENTLY AS 2023, WE HAD 100% CLEARANCE RATES FOR HOMICIDES.

YOU JUST DON'T SEE THAT IN IN OTHER COMMUNITIES AND ESPECIALLY IN OTHER MAJOR COMMUNITIES. THOSE THOSE FOLLOWING YEARS.

IN 24 AND 25, WE WERE IN THE IN THE UPPER 90S IN TERMS OF OUR CLEARANCE RATE.

SO OUR CLEARANCE RATES ARE ABOVE AND BEYOND THE NATIONAL AVERAGE AND WHAT THE STANDARD WOULD BE FOR VIOLENT CRIME CLEARANCE RATE.

I KNOW THAT OUR ROBBERY TEAM CONTINUES TO DO PHENOMENAL JOB.

WE HAVE REDUCED. WE HAVE AN EXCEPTIONALLY HIGH CLEARANCE RATE FOR OUR ROBBERIES.

WE'VE ALSO SEEN A REDUCTION IN OUR SERIES.

SO YEARS AGO WE WOULD SEE A ROBBERY SERIES THAT MAY EXTEND INTO A GROUP THAT COMMITS TEN ROBBERIES. NOW WE'RE SEEING THAT SAME GROUP AND THEIR NUMBER IN THAT SERIES ARE CUT IN HALF. SO TO ANSWER WHY THAT'S, THAT'S NOT ONE OF THE KPIS, BUT I, I CAN'T, BUT I CAN TELL YOU THAT OUR, OUR NUMBERS FAR EXCEED OUR, OUR COUNTERPARTS THROUGHOUT THE COUNTRY AND THOSE I WILL I'LL SECOND THAT.

THOSE ARE INCREDIBLY HIGH CLEARANCE RATES FOR THINGS LIKE HOMICIDE, IF THAT I HAVE NO REASON TO DOUBT THAT THAT'S TRUE.

IT SEEMS LIKE A VERY REASONABLE KPI IF THOSE THINGS PRESUMABLY ARE BEING TRACKED.

THAT'S IT'S KIND OF THE COIN OF THE REALM FOR DEPARTMENTS ACROSS THE COUNTRY.

[01:45:01]

IT'S PART OF THE, IT'S PART OF THE PROCESS.

JUST TO MAKE A NOTE THERE. THANK YOU FOR FILLING US IN ON THOSE NUMBERS. COMMISSIONER.

THAT REMINDED ME OF SOMETHING THAT I SORT OF OCCURRED TO ME WHEN I LOOKED AT THAT PERCENTAGE OF ANNUAL DECREASE OF CRIMES AGAINST PERSONS CITYWIDE.

I KNOW THAT THERE'S A LOT OF DEBATE ABOUT WHO CONTROLS WHAT HAPPENS TO THE VIOLENT CRIME RATE. BUT FROM WHAT I UNDERSTAND OF WHAT THE SORT OF THE BULK OF CRIMINOLOGISTS WILL TELL YOU HONESTLY IS THAT THEY DON'T KNOW AND THAT IT'S ALWAYS MULTIFACTORIAL, RIGHT? THAT IT'S VERY HARD FOR THEM TO ISOLATE FOR A WHOLE CITY.

WHAT IS DRIVING OVERALL CHANGES IN THE VIOLENT CRIME RATE.

AND SO AGAIN, I'M A LITTLE WORRIED THAT THIS ISN'T THE RIGHT METRIC BECAUSE IT DOESN'T ACTUALLY MEASURE SOMETHING THAT APD HAS EXCLUSIVE OR PREDOMINANT CONTROL OVER THAT, THAT THE THE CLEARANCE RATE FOR THE DIFFERENT CATEGORIES OF VIOLENT CRIMES WOULD ACTUALLY BE A MUCH BETTER ACTUAL METRIC OF WHAT YOU GUYS ARE DOING.

WELL, I, I THINK THAT WHAT WE'RE TRYING TO TARGET HERE IS.

THROUGH THE PLACE NETWORK INVESTIGATIONS, THROUGH THE USE OF THE DATA, INSTEAD OF FOCUSING ON, WE ARE CLEARING THOSE CRIMES THAT WERE REPORTED TO US. WHAT CAN WE DO TO MAKE AN IMPACT IN THE COMMUNITY TO PREVENT THOSE CRIMES FROM FROM HAPPENING IN THE FIRST PLACE? AND WHILE I WOULD AGREE, THERE ARE THERE ARE A TREMENDOUS NUMBER OF FACTORS, AND THERE ARE A LOT OF THINGS THAT WE CAN'T CONTROL FROM AN ECONOMIC STANDPOINT THROUGHOUT THE COUNTRY.

AN EMPLOYMENT STANDPOINT, ALL OF THESE THINGS, THE THE FACT THAT WE ARE UTILIZING THE DATA AND THAT WE ARE REACHING OUTSIDE OF OUR ORGANIZATION TO WORK WITH CRIME SCIENTISTS HERE LOCALLY AND ACROSS THE COUNTRY.

I THINK THAT WE'RE VERY FORWARD LEANING IN OUR APPROACH.

AND I THINK THAT IF IF WE WERE JUST GOING TO TO SIT BACK AND FOCUS ON OUR CLEARANCE RATES, THAT WOULD BE ONE THING. BUT I THINK THAT WE'VE TAKEN THE STANCE TO, TO DO BETTER, TO DO MORE.

WE'RE TRYING TO GATHER WHAT THAT SUCCESS LOOKS LIKE AND HOW TO MEASURE THAT SUCCESS.

BUT I DON'T THINK THAT WE'RE RESTING ON OUR LAURELS BY ANY, BY ANY MEANS. AND WE'RE TRYING TO MAKE A POSITIVE IMPACT IN THE COMMUNITY IN TERMS OF PREVENTING CRIME. I, I DON'T I DON'T WANT TO MAKE IT SOUND LIKE I DON'T THINK YOU ALL ARE ARE MAKING AN IMPACT OR, YOU KNOW, REALLY HAVE A SINCERE EFFORT.

I'M I'M JUST I'M MORE CONCERNED ABOUT HOW ACCURATE AN ACTUAL MEASUREMENT IS OF THAT EFFORT AND, AND THAT FOCUS.

I'M CONCERNED THAT BECAUSE THE POLICE DEPARTMENT'S BUDGET IS SO BIG WE'RE SORT OF SHOEHORNING THINGS INTO THE POLICE DEPARTMENT'S OVERVIEW THAT REALLY ARE ACTUALLY MORE IMPACTED BY NON-POLICE INTERVENTIONS.

AND I'LL LEAVE IT AT THAT.

VICE CHAIR RAMIREZ. FIRST OF ALL, THANK YOU.

I KNOW THAT THIS WASN'T FUN.

I APPRECIATE THAT IT IS BUDGET SEASON AND THAT THIS WAS A LOT OF WORK AND A LOT FOR YOU GUYS TO BRING FORTH. SO THANK YOU.

THIS IS SOMETHING THAT I'VE WANTED TO TALK ABOUT FOR YEARS.

WE DO QUARTERLY REPORTS EVERY MEETING AND WE TALK VERY INDIRECTLY ABOUT A LOT OF THESE KPIS. AND I WOULD LIKE FOR US TO FIND A WAY MOVING FORWARD TO BE ADDRESSING THEM MORE DIRECTLY, NOT WITH THE THOROUGHNESS THAT WE DID TODAY, BUT LIKE FINDING WAYS TO CRAFT OUR AGENDA ITEMS SO THAT WE ARE SPEAKING TO THESE PERFORMANCE MEASURES, THESE METRICS THAT THESE DEPARTMENTS ARE SUPPOSED THAT THE DEPARTMENTS ARE SUPPOSED TO BE MEETING TO PROVE SUCCESS, RIGHT? THAT PROGRAMS ARE WORKING, THAT THE DOLLARS WE'RE INVESTING IN THESE PROGRAMS ARE WORKING. AND SO I WOULD REALLY LIKE US AS A COMMISSION TO START FINDING WAYS TO TIE OUR AGENDA ITEMS IN TO THESE KEY PERFORMANCE INDICATORS.

MY QUESTION IS A LITTLE BIT MORE BIG PICTURE.

I KNOW THAT THE THAT THERE ARE THE STRATEGIC GOALS THAT ARE ADOPTED AS PART OF THE BUDGET,

[01:50:02]

BUT THESE KEY PERFORMANCE INDICATORS, WHEN ARE THEY SET? HOW MUCH FLUIDITY IS POSSIBLE IN THEM? HOW MUCH CAN THEY CHANGE? WHAT SORTS OF OPPORTUNITIES ARE AVAILABLE TO US AS A COMMISSION TO PROVIDE FEEDBACK ON WHAT WE'D LIKE TO SEE GETTING MEASURED.

AND THAT'S WHY I HAD ORIGINALLY MADE THE QUESTION AND PROPOSED THE AGENDA ITEM TO THE BUDGET OFFICE SO THAT THEY COULD EXPLAIN THAT PROCESS TO US.

BUT HERE YOU GUYS ARE SO SURE.

I'LL SPEAK FIRST FOR AUSTIN TRAVIS COUNTY EMS. I TRACK A LOT OF OF KPIS, AN ENTIRE SPREADSHEET OF THEM.

WHAT WE WHAT YOU'LL SEE AND WHAT WE PUT IN THE REPORTING SYSTEM FOR THE BUDGET OFFICE AND THE CITY MANAGER'S OFFICE ARE TYPICALLY THINGS THAT OUR CHIEFS WANT TO SEE OR THAT OFFICE WANTS TO SEE. WE DO HAVE SOME FLEXIBILITY TO MOVE THOSE.

IN FACT, THE ONES YOU SEE FOR AUSTIN-TRAVIS COUNTY EMS WERE RECENTLY.

SOME WERE KEPT, SOME WERE MODIFIED.

AND THOSE WILL GO INTO EFFECT ON IN FISCAL YEAR 27.

AND SO CERTAINLY JUST GETTING OUR KPIS TO THE SPOT WHERE OUR CHIEF WANTED WHAT HE WANTED TO LOOK AT, BUT THEN ALSO LOOKING AT THE KPIS, BUT DEVELOPING MILESTONES AND DOING THE WORK TO MOVE THE NEEDLE ON THEM.

BECAUSE IT'S ONE THING TO SET A KPI, BUT PART OF THE WORK PLANS IS JUST HOW WE HOW WE DO THINGS WITHIN OUR ORGANIZATION THAT ACTUALLY HELP MOVE THE NEEDLE ON THOSE.

AND SO THAT'S WHAT I'VE FOUND JUST REWARDING ABOUT THIS PROCESS BECAUSE THAT WORK IS GOING TO PLAY OUT. IT PLAYED OUT IN 26 AND IT WILL PLAY OUT IN 27 AND 28 BECAUSE I FEEL LIKE THAT'S GOING TO BE HOW WE'RE GOING TO HIT SOME OF THESE TARGETS. I WOULD ADD, YOU KNOW, PREVIOUSLY, THE KPIS THAT WE HAVE OR THE PERFORMANCE THAT WE WERE MONITORING, WE REALLY DIDN'T HAVE A LOT OF INPUT OVER IT. BUT OVER THE LAST 4 OR 5 YEARS, WE'VE BEEN ABLE TO ADD SOME THAT WE THINK ARE SIGNIFICANT.

AND SO I THINK THERE'S PROBABLY STILL A FEW LEGACY ONES THAT MAYBE WE'RE NOT THE FONDEST OF, BUT AS WE WORK THROUGH IT YOU KNOW, WE'RE, WE'VE BEEN ABLE TO ADD SOME THE LAST COUPLE OF YEARS. I THINK WE'LL BE ABLE TO CONTINUE TO DO THAT. OKAY. I WOULD AGREE, I THINK YOU'LL SEE THE SPECIFICITY OF OURS REALLY HIGHLIGHTS THAT IT'S NOT A ONE SIZE FITS ALL FOR ALL THE DEPARTMENTS THAT IT'S, IT'S TRULY SOMETHING THAT, THAT WE'RE LOOKING AT.

AND NOT JUST THAT, BUT IT'S, IT'S FOCUSING ON THE PRIORITIES OF THE CHIEF.

LIKE CHIEF HOPKINS HAD MENTIONED, YOU CAN LOOK AT THE A P D ONES AND YOU CAN DEFINITELY SEE A SHIFT THAT WE'RE MUCH MORE DATA DRIVEN, MUCH MORE EVIDENCE BASED, MUCH MORE LEANING INTO THAT SCIENTIFIC APPROACH TO CRIMINOLOGY.

SO I THINK THAT YOU SEE THAT FROM OURS, AND I THINK THAT'S THE DIRECTION YOU'RE GOING TO SEE IN THE FUTURE FROM US AS WELL.

AND I THINK JUST MY LAST COMMENT WILL BE THAT JUSTIN, YOU KNOW WHAT WE GOT HERE FROM THE EQUITY OFFICE? THIS, THIS COMMUNITY FEEDBACK LOOP AND WHAT DOES SUCCESS FEEL LIKE FOR THE COMMUNITY, FOR THE DEPARTMENTS, I THINK IS A PIECE THAT I WOULD LIKE TO FIND A WAY TO INCORPORATE INTO KEY PERFORMANCE INDICATORS, RIGHT? WE FOCUS A LOT ON P ZERO, P ONE, MAYBE EVEN P TWO CALLS, BUT A LARGE VOLUME OF THE CALLS THAT ALL OF YOU DEAL WITH ARE NON-URGENT.

AND THOSE ARE THE CALLS WHERE YOUR SWORN OFFICERS SPEND THE MOST TIME WITH THE COMMUNITY. AND THOSE ARE THE ONES THAT HAVE THE 30 MINUTE RESPONSE TIMES, THE 40 MINUTE RESPONSE TIMES, THE REALLY LONG ONES.

AND WHEN WE SEE A LOT OF THE NEGATIVE FEEDBACK AND NEGATIVE CHATTER ONLINE, IT, I, I SUSPECT IT'S THOSE CALLS.

AND SO TRYING TO BETTER FIND A WAY TO NOT, WE FOCUS ON REDUCING THE NUMBER OF NON-URGENT CALLS AND NOT NECESSARILY I DON'T SEE REFLECTED IN THE KPIS IMPROVING THE QUALITY OF THOSE NON-URGENT CALLS AND THE OPEN DOOR PROGRAM THAT YOU GUYS ARE DOING, I THINK IS GETTING AT THAT.

OR THE NO DOORS. I'M NOT FORGETTING ALL MY WORDS RIGHT NOW, BUT THE THE NO WRONG DOOR PROGRAM THAT YOU GUYS ARE WORKING ON, I THINK STARTS TO GET AT THAT.

BUT THAT'S JUST KIND OF A BIGGER PICTURE FEEDBACK PIECE THAT I DON'T SEE MAYBE REFLECTED IN THE KPIS IS HOW, HOW DO WE MEASURE THE COMMUNITY'S RATING OF THE DEPARTMENTS? SO. ANY FURTHER QUESTIONS OR COMMENTS.

[01:55:06]

NO THANK YOU CHIEF. ALL RIGHT.

[6. Approve a recommendation to the Austin City Council Regarding Austin Police Department’s 2027 Budget and Lack of Performance Metrics for the Austin Police Department Training Academy.]

MOVING ON TO THE APPROVAL RECOMMENDATION TO THE AUSTIN CITY COUNCIL.

I'M JUST GOING TO READ LIKE THE SYNOPSIS OF THE RECOMMENDATION.

THE PUBLIC SAFETY COMMISSION RECOMMENDS THAT THE CITY COUNCIL APPROVE THE 2027 BUDGET FOR THE AUSTIN POLICE DEPARTMENT, WITH NO INCREASE ABOVE THE 2026 FUNDING LEVEL, EXCEPT FOR THE FUNDS NECESSARY TO FULFILL LABOR CONTRACT OBLIGATIONS AND ADD DETAILED PERFORMANCE METRICS TO THE TRAINING AND RECRUITMENT PROGRAMS AT AUSTIN POLICE DEPARTMENT. ANY OTHER COMMENT OR NOTATION TO ADD TO THAT? WOULD YOU LIKE ME TO INTRODUCE IT AT ALL? SURE. OKAY. YEAH. JUST I DON'T KNOW IF THE FOLKS ON THE PUBLIC SAFETY COMMISSION HAVE HAD A CHANCE TO REVIEW THE PROPOSED RECOMMENDATION.

AS, AS EVERYBODY, I THINK KNOWS, WE'RE IN SORT OF THE PEAK OF BUDGET SEASON.

AND THE CITY IS UNDER A HUGE AMOUNT OF STRESS TO FIND PLACES TO DECREASE THE BUDGET.

AND, YOU KNOW, THAT HAS HAD A HUGE IMPACT ON WHOLE SWATHS OF WHAT THE, THE CITY FUNDS IN TERMS OF COMMUNITY NONPROFIT ORGANIZATIONS, SOCIAL SERVICES. AND AND ONE OF THE REASONS THAT'S HAPPENING, OBVIOUSLY IT'S HAPPENING FOR A LOT OF DIFFERENT REASONS, SOME OF WHICH HAVE TO DO WITH STATE LAW AND AND RESTRICTIONS ON THE CITY'S ABILITY TO RAISE FUNDS OR GENERATE REVENUE. IS THAT IN 2024, THE CITY COUNCIL PASSED A VERY BIG NEW CONTRACT FOR APD. AND THAT THAT CONTRACT IS DRIVING PREDOMINANTLY THE INCREASE IN EXPENSES OF APD'S BUDGET.

AND THE CURRENT PROPOSED BUDGET FROM THE CITY TAKES THAT INCREASE FROM THE LABOR CONTRACT AND THEN ADDS TO IT NEW FUNDS FOR APD FOR RECRUITMENT.

AND I HAVE TO BE HONEST, I'M NOT SURE SPECIFICALLY WHAT THOSE NEW FUNDS WOULD GO TO. AND THIS WHOLE CONVERSATION IN MY MIND.

SEGWAYED VERY QUICKLY WITH THE CONCERNS THAT CITY COUNCIL, COMMUNITY MEMBERS AND THIS COMMISSION HAVE HAD FOR THE BETTER PART OF A DECADE REGARDING AN ASPECT OF APD'S SORT OF BRINGING IN NEW CADETS, WHICH IS THE TRAINING ACADEMY.

WHY WOULD WE FUND? WHY WOULD WE PUT MORE MONEY INTO RECRUITMENT WHEN WE DON'T ACTUALLY KNOW WHY OUR ATTRITION RATE AT THE TRAINING ACADEMY IS AS HIGH AS IT IS? AND WE HEARD FROM A COMMUNITY MEMBER REGARDING YOU KNOW, SORT OF NOT LOOKING TOO FAR BACK IN TERMS OF THE ATTRITION NUMBERS, BUT IT REALLY WAS TWO ACADEMIES THAT GRADUATED IN 2025 WHERE THE ATTRITION RATE WAS OVER 50% WHICH IS AN EXTRAORDINARILY HIGH ATTRITION RATE AND IS NOT THAT LONG AGO.

SO WE'VE HAD TWO RECENT ACADEMIES THAT HAVE BEEN SIGNIFICANTLY BETTER, BUT WE DON'T ACTUALLY REALLY HAVE A DATA TREND.

THAT'S LONG TERM GOING IN THE RIGHT DIRECTION.