| A | B | C | D | E | F | G | H | I | J | K | L | M | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
1 | |||||||||||||
2 | FY21 Immediate Investments and Long-Term Change Plan | Reinvestments | |||||||||||
3 | $21,469,378.00 | ||||||||||||
4 | Amendment # | Item | One-Time | Recurring | |||||||||
5 | ALTER 2 + 24/72 schedule from CASAR 7 | *EMS - COVID response | $ 2,015,406 | $ 2,783,881 | |||||||||
6 | POOL 2 | **Mental Health Response/CHPs | $ 371,218 | $ 568,873 | |||||||||
7 | ALTER 3 | Violence Prevention | $ 450,000 | $ 1,400,000 | |||||||||
8 | CASAR 4 | **Family Violence Shelter & Protection | $ 100,000 | $ 2,000,000 | |||||||||
9 | CASAR 5 | Permanent Supportive Housing & Services | $ 6,500,000 | ||||||||||
10 | ALTER / CASAR | Victim Services | $ 80,000 | $ 420,000 | |||||||||
11 | CASAR 6 | Substance Use Continuum of Care | $ 350,000 | $ 650,000 | |||||||||
12 | GARZA 1 | Food Access | $ 150,000 | $ 250,000 | |||||||||
13 | POOL 5 | Abortion Access | $ 100,000 | ||||||||||
14 | Reductions, Decoupling, and Transition Fund | ELLIS 1 | **Parks & Trails | $ 300,000 | |||||||||
15 | $150,281,827.00 | HARPER-MADISON 6 | Family Support Programs & Re-Entry Programs | $ 200,000 | $ 200,000 | ||||||||
16 | Immediate Reinvestment (CASAR 1) | These are cuts made to the APD Budget for FY21 that can be reallocated to other programs, including the Records Management funds allocated to APD in the City Manager's proposed budget. | Item | One-Time | Recurring | $ 21,466,911 | TOVO 2 | HOST Qualified Mental Health Professional Contract | $ 137,000 | ||||
17 | Cancel all 3 cadet classes | $ 2,271,218 | $ 10,748,345 | HARPER-MADISON 4 | APH COVID | $ 550,000 | |||||||
18 | Overtime | $ 2,800,000 | POOL 4 | Workforce First | $ 100,000 | $ 50,000 | |||||||
19 | License Plate Readers | $ 113,772 | TOVO 1 | Early Childhood Program Coordinator | $ 96,000 | ||||||||
20 | Mounted Patrol Vacancies | $ 113,770 | ALTER 6 | Mobility Services Officer Study | $ 30,000 | ||||||||
21 | Records Management (or other appropriate source if found) | $ 1,000,000 | ELLIS 3 | EMS ET3 Modeling | $ 147,000 | ||||||||
22 | Commodities & Contractuals | $ 3,150,000 | HARPER-MADISON 5 | Equity in Policing Technology | $ 100,000 | ||||||||
23 | One time costs for EMS | Issue KO's | $ 1,269,806 | HARPER-MADISON 8 | Workforce Development | $ 1,370,000 | |||||||
24 | TOTAL | $ 4,541,024 | $ 16,925,887 | TOTAL | $ 5,563,624 | $ 15,905,754 | |||||||
25 | Decouple Fund (CASAR 2) | These are primarily civillian functions that can and should be decoupled from APD. The following functions shall all be separated during this fiscal year, and that Manager should report to Council on progress periodically. | Forensics Sciences Services | $ 12,788,287 | $ 79,597,839 | ||||||||
26 | * It has been advised that we spend about $1M more in one-time reinvestments and about $1M less in ongoing investments so that there is flexibility in FY22 to address increased EMS staffing costs. ** These amendments also include debt detailed in the amendment forms. | ||||||||||||
27 | Communications / 9-1-1 Call Center | $ 17,702,648 | |||||||||||
28 | |||||||||||||
29 | Support Services | $ 14,138,294 | Other Amendments and Budget Riders | ||||||||||
30 | Strategic Support | $ 18,403,343 | HARPER-MADISON 2 / ALTER 4 | Deferred Maintenance for PARD East Austin Recreation Centers | |||||||||
31 | Community Partnerships | $ 2,513,050 | HARPER-MADISON 7 | Golf Course Fees (with potential funding for Pool 3) | |||||||||
32 | Victims Services | $ 3,170,379 | HARPER-MADISON BR-1 | APD Budget Direction | |||||||||
33 | These sworn functions should be separated from APD. | Internal Affairs | $ 4,525,582 | HARPER-MADISON BR-2 | Budget Process | ||||||||
34 | Special Investigations Unit | $ 1,884,257 | GARZA BR-1 | Let Texans Vote Day | |||||||||
35 | Special events | $ 4,471,999 | GARZA BR-2 | Abortion Access | |||||||||
36 | Reimagine Safety Fund (CASAR 3) | The Reimagine Safety Fund: the specific goal of the fund is to divert dollars from the fund toward alternative forms of public safety and community support, through the yearlong reimagining process. | Overtime (est.) | $ 3,000,000 | $ 49,217,077 | CASAR BR-1 | Civil Rights Office | ||||||
37 | Mounted Patrol | $ 2,179,791 | KITCHEN BR-1 | Mental Health Response | |||||||||
38 | Interdiction K-9 Unit (Organized Crime) | $ 1,286,953 | KITCHEN BR-2 | Homeless Housing Investment | |||||||||
39 | Explorers | $ 279,086 | FLANNIGAN BR-1 | Department of Emergency Communications | |||||||||
40 | Traffic Enforcement | $ 18,482,283 | FLANNIGAN BR-2 | New Sworn Departments | |||||||||
41 | Austin Regional Intelligence (ARIC) | $ 2,032,828 | FLANNIGAN BR-3 | APD Headquarters | |||||||||
42 | Training | $ 10,749,744 | ELLIS 2 (BR) | Park Rangers | |||||||||
43 | Recruiting | $ 3,550,862 | ELLIS 4 + BR | Clean Creeks Crew | |||||||||
44 | Park Police | $ 5,889,965 | TOVO 3 (BR) | Residency Incentive Study for Hiring Officers | |||||||||
45 | Lake Patrol | $ 1,453,184 | ALTER BR-1 | Austin Water Multifamily Discount Program | |||||||||
46 | Nuisance Abatement | $ 312,381 | ALTER BR-2 | Mobility Services Officer Classification | |||||||||
47 | |||||||||||||