An audit released April 16 by the Office of the City Auditor found the Austin Police Department lacked an effective, measurable recruitment strategy and a coordinated recruitment pipeline and that the department's applicant-tracking data had reliability gaps. APD officials described steps underway to address the findings and said hiring and retention are improving since a multi-year contract was put in place.

Jasmine Triplett, the audit in charge, told the Audit and Finance Committee the audit examined whether APD is "effectively, efficiently, and equitably" recruiting and hiring sworn staff. The auditors found two primary deficiencies: APD's recruitment objectives in the department's strategic plan were not measurable or time-bound, and the department had not converted those broad strategies into specific action plans. Auditors also said APD lacked a recruitment pipeline'a coordinated set of programs to move candidates from youth and community engagement into later hiring stages'and cited several recruitment programs that operate in isolation. Finally, the audit identified reliability issues in the applicant tracking system where some data are entered manually and inconsistently, limiting APD's ability to assess which outreach events, test dates or steps in the hiring process are most successful.

"Without a measurable objective it's very difficult for the department to determine when they've reached their goal to recruit a diverse and skilled workforce," Triplett said, summarizing the audit's first finding. The audit recommended four steps: craft a recruitment strategy with measurable goals; update SOPs and staff training to fix data reliability; coordinate recruitment posts across social media platforms; and create a recruitment pipeline.

Robin Henderson, APD chief of staff, and Commander Corey Robleski described actions the department has taken and plans to take in response. Henderson said recruiting was constrained when APD was out of contract for roughly 15 to 17 months between early 2023 and late 2024, including limits on out-of-state testing and a pause in cadet classes that reduced recruiting opportunities. Henderson said APD now has a recruitment unit that includes one commander, one lieutenant, two sergeants, 16 officers, and civilian and background-investigator staff, and that the department is prioritizing the candidate experience, using a data-driven approach and tracking progress by hiring cycle.

APD said it had recently graduated 29 cadets, had 51 cadets in the 150th class scheduled to graduate in August and expected 63 cadets in a subsequent class beginning April 21. The department also reported opening applications for a mid-year class and said it hired a data analyst to improve applicant-tracking reliability. Henderson said APD received a grant to pilot a program engaging about 60 high-school students this summer to build a youth pipeline and help shape recruitment strategies aimed at young applicants.

Chief of Police (Davis), present at the meeting, said recruitment and retention are priorities and that an action plan will be developed; Henderson said Chief Davis has been assigned oversight of recruiting and the academy and that APD will return with a written action plan.

Committee members asked for more detail on why candidates drop out during the cadet process and what the top barriers to graduation are. APD told the committee the most common reasons cadets leave are physical fitness standards and academic challenges; the department described PT prep sessions, body-weight training videos, on-site wellness resources and an emergency communications placement option designed to retain eligible trainees who need a temporary break.

Ending: The audit formalized recommendations APD management has already begun addressing. APD leaders committed to producing a written recruitment action plan, improving data reliability and piloting a youth pipeline program; the department said it will return to the committee with a plan and additional metrics.