Travis County Administration Building TRAVIS COUNTY Commissioners Courtroom 700 Lavaca Street COMMISSIONERS COURT Austin, TX 78701 Andy Brown Jeffrey W. Travillion, Sr. Brigid Shea Ann Howard George Morales County Judge Commissioner Commissioner Commissioner Commissioner Precinct 1 Precinct 2 Precinct 3 Precinct 4 AGENDA BUDGET HEARING • THURSDAY, AUGUST 13, 2026 • 9:00 AM This meeting may include one or more members of the Commissioners Court that will participate by videoconference. The presiding officer and a quorum of the Court will be physically present, and it is their intent to preside over the meeting at the Travis County Administration Building, Commissioners Courtroom, 700 Lavaca Street, Austin, Texas 78701. The meeting shall be open to the public during the open portions of the meeting, and the member participating by videoconference shall be visible and audible to the public for as long as the member participates while speaking. The public may view this meeting while in progress online at either of the following: https://traviscountytx.gov/tctv/watch https://traviscotx.civicclerk.com/web/home.aspx An electronic copy of the agenda and agenda packet can be found at: https://traviscotx.civicclerk.com/web/home.aspx Members of the public may comment before the Commissioners Court on any item listed on this agenda when the item is taken up, either by appearing in person or by registering in advance during the online registration period using this link: https://d3tzviz1rxkinl.cloudfront.net/ Individuals who wish to call in using the advance online registration must provide a working telephone number to be contacted by County staff. During the Public Communication portion of the meeting, members of the public may address the Court on County-related issues not listed on the agenda. As with agenda items, participants must register online in advance to participate remotely or register in person on the day of the meeting. During Public Communication, County Announcements, or any other subject not specifically noticed on this agenda, the Court cannot deliberate; Court members may interact only by providing factual information or recite existing policy in response to an inquiry. Discussion about the subject of the inquiry must be restricted to proposing the subject be placed on a future meeting’s agenda. For additional details on public participation visit: https://www.traviscountytx.gov/commissioners-court For press inquiries, please email PIO@TravisCountyTX.Gov or call (512) 854-8740. CALL TO ORDER Page 1 of 468TRAVIS COUNTY COMMISSIONERS COURT BUDGET HEARING – THURSDAY, AUGUST 13, 2026 AGENDA ITEMS 1. Discuss budget issues related to the development of the FY 2027 Travis County Preliminary Budget, including presentations and discussions with the following departments and offices over the course of the scheduled preliminary budget hearings: (This item may be taken into Executive Session under Government Code section 551.071, Consultation with Attorney exception; Government Code section 551.076, Security exception; Government Code section 551.089, IT Security exception) A. Community Supervision and Corrections B. Health & Human Services C. Commissioner Precinct 3 D. Facilities Management E. District Attorney F. Axon (Technology & Operations, Sheriff, Constable Pct. 2, Constable Pct. 4, Constable Pct. 5, Sheriff's Office) G. Community Legal Services/Community Legal Services Legally Mandated Fees H. Public Defender's Office ADJOURN Page 2 of 2 Page 2 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Discuss budget issues related to the development of the FY 2027 Travis County Preliminary Budget, including presentations and discussions with the following departments and offices over the course of the scheduled preliminary budget hearings: (This item may be taken into Executive Session under Government Code section 551.071, Consultation with Attorney exception; Government Code section 551.076, Security exception; Government Code section 551.089, IT Security exception) A. Community Supervision and Corrections B. Health & Human Services C. Commissioner Precinct 3 D. Facilities Management E. District Attorney F. Axon (Technology & Operations, Sheriff, Constable Pct. 2, Constable Pct. 4, Constable Pct. 5, Sheriff's Office) G. Community Legal Services/Community Legal Services Legally Mandated Fees H. Public Defender's Office Prepared By/Phone Number: Jessica Rio, County Executive, (512) 854-4455 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: 1. 26-08-13 - Budget Hearing Day Two AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 3 of 468District Attorney – (123) • Travis County Transformation Project Page 4 of 468 District Attorney (123) TABLE OF CONTENTS District Attorney (123) ......................................................................................................................................................... 1 Mission Statement, Strategic Goals, and Functional Area................................................................................................ 2 Programs & Performance Management .......................................................................................................................... 3 Adopted Budgets FY 2024-2026, Preliminary Budget FY 2027 ........................................................................................ 16 FY 2027 Preliminary Budget Recommendations Summary ............................................................................................ 17 Additional Information .................................................................................................................................................. 19 FY 2027 Budget Reductions ........................................................................................................................................... 20 FY 2027 Budget Request Analysis .................................................................................................................................. 21 Request #1: Grants Maintenance of Current Effort ........................................................................................................... 21 Request #2: Homicide and Major Crimes Unit (Maintenance of Current Effort) .............................................................. 23 Request #3: Projects and Compliance Team (Maintenance of Current Effort) ................................................................. 25 Request #4: Records Clerk ................................................................................................................................................. 27 Request #6: Survivor-Centered Restorative Dialogues ...................................................................................................... 29 Request #7: Court Costs ..................................................................................................................................................... 31 Request #8: Travis County Transformation Project ........................................................................................................... 33 Budget Requests Not Evaluated by PBO due to Funding Limitations ................................................................................ 34 Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 1 of 34 Page 5 of 468 MISSION STATEMENT, STRATEGIC GOALS, AND FUNCTIONAL AREA The Travis County District Attorney Office’s mission is to keep communities safe, to treat all people with dignity and respect, and to build a system that fosters mutual respect and trust between the District Attorney’s Office and the people the Office serves. The Office strives to:  Use research and evidence-based data to design policies to keep us safe;  Treat all victims with dignity and respect;  Not use wealth to determine public safety;  Treat substance abuse and mental health disorders as public health issues;  Hold powerful actors accountable, regardless of their job title or the size of their bank account; and  Value families, communities, and the right of every person living in Travis County to feel safe. The Office has identified the following departmental goal(s):  Involve the community as a partner in the justice and social services process;  Improve the administration of justice while enforcing the law efficiently and fairly;  Improve the quality of case preparation and case presentation;  Improve the efficiency of case management;  Expand the use of diversion programs in order to address the root causes of crime in our community;  Improve the efficiency and effectiveness of office operations to ensure the wise use of taxpayer resources;  Treat victims with dignity and respect;  Maintain an office environment that supports and encourages teamwork, employee growth, initiative, and outstanding performance; and  Fulfill statutory requirements as the Office represents the State of Texas. These goals align with the County goal: “Provide services that support the safety of people in the community.” The Office is budgeted in the Justice System Functional Area. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 2 of 34 Page 6 of 468 ORGANIZATIONAL CHART PROGRAMS & PERFORMANCE MANAGEMENT KEY PROGRAM MEASURES Travis County provides a variety of programs and services that are mandated by the state and/or federal government. The majority of County programs and services are mandated or support mandated programs. PBO works with Offices and Departments to quantify and measure their programs’ performance so that resources are directed to the most critical needs. The information below includes program information and discussion, key program measures, and mandated functions, if applicable. The following programs are linked to the County Goal, “Provide services that support the safety of people in the community.” OPERATIONS: The goal of the Operations Division is “to effectively and efficiently coordinate the budget development and oversight, purchasing, accounting, and grants and interlocal administration functions of the Office,” and “to effectively and efficiently provide personnel administration services for the Office.” Actual Actual Revised Projected FY Projected FY FY 2024 FY 2025 FY 2026 2027 2028 Measure Measure Measure Measure Measure Measure # of tickets supported and created - 1,300 1,627 1,500 1,500 % of helpdesk tickets resolved in 24 hours 96% 96% 97% 95% 95% Amount of restitution collected $1,804,910 $1,005,881 $2,000,000 $1,500,000 1,500,000 The Operations Division is responsible for planning, implementing, and coordinating legal support and business functions of the District Attorney’s Office. Included among the services the Division provides are budget development and oversight, Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 3 of 34 Page 7 of 468 accounting, purchasing, legal support staff management, information systems management, grants and interlocal administration, strategic planning, hot checks and restitution payments, employee travel coordination, language interpretation and translation, facilities management, human resources, and personnel administration. This section also handles all travel arrangements for witnesses from outside of Travis County that are needed for trial. Operations Division staff assist the Special Projects Division with open records and expunctions, and Victim Services with arranging travel for witnesses needed to testify during trial. The Operations Division provides core services necessary for the effective functioning of the District Attorney's Office, which is a mandated part of the County’s justice system. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved Package Name Amount /Filled Program Results FY 2026 TCDA continues to need experts on cases and the annual budget allocated for it is insufficient. This budget category also includes travel costs associated with victim and witness testimony (expert and non-expert). The Office has again submitted a budget request for operating funds to address the Court Costs and shortfall experienced in being able to pay for mandated court-related costs Services $100,000 N/A and other mandatory services such as language access. FY 2025 The Office states that “TCDAO continues to need experts for cases and the annual budget allocated for it is insufficient. The Office has again submitted a budget request for operating funds to address the shortfall the Office has Court Costs and experienced in being able to pay for mandated court-related costs and other Services $100,000 N/A mandatory services such as language access.” TRIAL COURTS: The goals of the Trial Division are to “improve the administration of justice while enforcing the law efficiently and fairly” and to “improve the efficiency of case management.” Actual Actual Revised Projected FY Projected FY FY 2024 FY 2025 FY 2026 2027 2028 Measure Measure Measure Measure Measure Measure # of days from indictment to disposition – child abuse 815 598 514 550 525 # of days received to indictment – child abuse 120 187 133 150 125 # of jury trials 22 51 53 50 50 Avg days b/t date received and information on all cases 204 166 269 250 200 Number of appellate briefs filed 43 49 48 50 50 Number of Legal Consultations by Appellate Attorneys 2,637 1,711 1,711 1,700 1,700 # of cases received 10,837 12,878 14,846 13,000 13,000 # of civil hearings conducted 2,736 2,911 3,272 3,200 3,200 Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 4 of 34 Page 8 of 468 The Trial Courts program is a mandated program. The Trial Division has several bureaus. The largest is the Trial Courts bureau which represents the State of Texas in all felony criminal matters pending in District Court that are not otherwise assigned to a specialized unit. Assistant District Attorneys (ADAs) and support staff in the division: (1) review and prepare cases ranging from property crimes to capital murder for prosecution; (2) make sentencing recommendations and negotiate pleas; (3) provide defense attorneys with discovery of all evidence in the case; (4) appear in District and Magistrate Court during all phases of the prosecution to participate in pretrial hearings, pleas and sentencings, trials before the court, jury trials, and probation revocation hearings; (5) advise and assist law enforcement at all stages of criminal investigations including providing assistance with search warrants, probable cause affidavits and mobile tracking device orders; and (6) advise victims about the criminal justice process and discuss appropriate plea recommendations. As the Office has implemented a vertical prosecution system, the Trial Court ADAs along with ADAs assigned to the Pre-Indictment Team also handle grand jury work for cases assigned to the unit. The ADAs review cases filed by various Travis County law enforcement agencies, work with law enforcement to ensure that the cases have sufficient evidence, and prepare assigned cases for grand jury presentation. As part of their initial screening, ADAs may resolve some cases prior to indictment by negotiating directly with defense attorneys. Cases may also be rejected, referred to the County Attorney for misdemeanor prosecution, or routed from the normal judicial process to various diversion programs. The Homicide and Major Crimes Unit under the Trial Division emphasizes the Office’s commitment and resources on these matters. The Trial Division also includes the Crimes Against Children unit, which investigates and prosecutes cases involving sexual abuse, physical abuse, and homicides of children. The investigation process includes crime scene investigation, staffing with law enforcement officials, and presentation to the Grand Jury for indictment. After indictment, this unit continues to investigate cases, meets with the victim in advance of trial and, should no plea agreement be reached, prosecutes the case to a jury for final disposition. The Child Protection Team, which is part of the Child Abuse section, is comprised of one ADA and a legal secretary who support staffings and intake for both criminal child abuse cases and civil CPS (Child Protective Services) cases. The Child Protection Team ADA is also responsible for facilitating meetings of the Travis County Child Fatality Review Team. The Civil/CPS Unit handles legal matters relating to CPS involvement with children and families. The Civil Unit files civil suits compelling participation in services and suits affecting the parent-child relationship on behalf of the Texas Department of Family and Protective Services (TDFPS). The goals of the Civil Unit include providing special expertise in legal cases involving abused and neglected children and coordination of cases involving children and families as they move through the civil legal process in the County, including but not limited to contested hearings, discovery, motion practice, alternative dispute resolution/settlement negotiations, and trails to the court or by jury. The Trial Division also includes the Records, Extraditions, and Digital Forensic Units. The Michael Morton Act has for the last several years had a huge impact on support staff in the Trial Courts, who handle a much more time-consuming discovery process than they did previously. The effect is exacerbated by the expanded use of digital video, including body-worn cameras, by law enforcement agencies. The Trial Division now also includes the Appeals and Complex Litigation Support Team (“ACLS Team”) which is involved in almost every aspect of TCDA’s work. The ACLS Team handles all appellate and postconviction matters stemming from felony convictions in Travis County district courts, except those matters handled by TCDA’s CIU. It also provides office wide support by reviewing and providing legal research on issues at all stages of criminal prosecution via its Appellate Question portal. The ACLS Team’s postconviction workload includes appellate litigation of criminal convictions for felony offenses and misdemeanor offenses involving official misconduct, juvenile adjudications for felony and misdemeanor offenses, postconviction motions for forensic DNA testing, and judgments in civil termination of parental rights cases. The ACLS Team Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 5 of 34 Page 9 of 468 handles all postconviction writs of habeas corpus from Travis County district court cases, excluding actual innocence and other CIU matters, and litigates any evidentiary hearings in those habeas cases. SPECIAL VICTIMS UNIT: The goals of the Special Victims Unit are “to improve the quality of case preparation and presentation” and “improve the efficiency of case management.” Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of days from indictment to disposition – sexual assault 601 450 527 500 500 # of days from indictment to disposition – family violence 501 470 527 500 500 # of days received to indictment – sexual assault 201 167 173 175 175 # of days received to indictment – family violence 167 186 106 150 150 # of family violence cases indicted 978 1,731 1,874 1,800 1,800 # of family violence cases completed 1,569 2,325 2,206 2,000 2,000 The Special Victims Unit (SVU) is a mandated program, and the outcome measures in the SVU are primarily measured in case indictments, dispositions, and terms of hearings. The primary functions of the SVU are to screen cases for prosecution, prepare them for indictment, and prosecute them to disposition. The Special Victims Unit (SVU) contains the Family Violence (FV) Unit and the Sexual Assault (SA) Unit. The FV Unit exclusively handles the prosecution of intimate partner family violence cases, ranging from third degree felony assaults to family violence related homicides. The unit has experience and training in handling these cases and the unique dynamics involved in these offenses. The unit is committed to pursuing justice in these cases, providing support to victims, and to protecting the safety of individual victims as well as the larger community. The FV Unit is led by a Division Director and a Team Lead. The FV unit is comprised of dedicated prosecutors in each of the 9 district courts, 2 investigators, and 2 paralegals. They are also supported by 9 Victim Counselors. The Sexual Assault (SA) Unit exclusively handles the prosecution of adult sexual assault cases, both involving intimate partners and non-intimate/stranger cases, in addition to some human trafficking cases. The SA Unit is led by a Division Director and a Team Lead ADA (who is in a special project worker (SPW) position). The Team Lead staffs all of the potential cases with the various law enforcement agencies investigating these crimes. The SA unit is also comprised 5 additional prosecutors, 2 investigators, and 2 paralegals. Both units are supported by a team of 4 legal secretaries. Efficiencies are measured by number of days from receipt of a case to indictment, and number of days from indictment to disposition. The primary functions of the SVU are to screen cases for prosecution, prepare them for indictment and prosecute them to disposition The Office states that the Michael Morton Act has for the last several years had a huge impact on support staff in SVU, who handle a much more time consuming discovery process than they did previously. The effect is exacerbated by the expanded use of digital video by law enforcement agencies. Compliance with SB 6 bail and bond changes has had a particular impact on FV and SA cases, because they are no longer eligible for personal bond. This has increased the amount of time ADAs in SVU spend negotiating release and conditions of release as the Office implements office guidelines aimed at protecting the safety of victims. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 6 of 34 Page 10 of 468 In 2021, Travis County settled a lawsuit that was brought by sexual assault survivors against the previous District Attorney. As a result of that settlement, the unit spends significant time collecting data, attending stakeholder meetings with the Austin Police Department (APD), the Sexual Assault Response and Resource Team (SAART), and advocates, and to ensure that the unit lives up to the promise of the settlement, as stated by the Office. INVESTIGATIONS: The Office has identified the goals of the Investigations Division as the following:  Improve the administration of justice while enforcing the law efficiently and fairly;  Improve the quality of case preparation and case presentation; and  Treat victims with dignity and respect. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure DME Uploads 136,654 242,769 92,714 100,000 100,000 Number of subpoenas services requested NEW 821 2,645 1,000 1,000 Number of requests for offense reports NEW 1,168 758 1,000 1,000 Number of DMAV and body cam video requests received NEW 2,986 1,294 1,500 2,000 Number of handle-bys requested NEW 3,832 3,506 3,500 3,500 Number of victim/witness locates requested NEW 2,075 1,925 2,000 2,000 Number of jail calls requested NEW 1,103 998 1,000 1,000 Number of digital forensic requests received NEW 453 1,042 750 1,000 The Investigations Division is a mandated program that assists with compliance with the Michael Morton Act. Day-to-day objectives of the Investigations Division (ID) are to professionally support, assist, and facilitate the prosecution team in the successful disposition of criminal and civil cases under jurisdiction of the District Attorney. Support activities include completing investigations; obtaining discovery from law enforcement partners; preparing trial exhibits; testifying when needed; locating and maintaining custody of evidence; obtaining local jurisdictions’ offense reports that involve the victim, defendant, and witnesses; locating victims and witnesses and serving subpoenas to secure the attendance of those witnesses; interviewing witnesses and involved parties; examining crime scenes; writing detailed reports; investigating allegations of criminal activity that are brought directly to the District Attorney’s Office; and providing assistance to other local law enforcement agencies when requested. TCDA’s Chief Investigator is responsible for the investigative work completed by the other 21 FTEs and participate in the assembly of evidence in felony criminal cases, ensure the security of the elected District Attorney and other employees of the District Attorney's Office, ensure that all ID FTEs complete training which is mandated by the State, maintain all operational and administrative records in compliance with Texas Commission on Law Enforcement mandates, and implement goals, objectives, policies, and procedures for the ID. The Managing Investigator has direct supervision of the investigators’ day to day workflow, facilitates workflow processes and procedures with reporting agencies, acts as a liaison between TCDA and federal, state, and local law enforcement agencies, and oversees ID equipment and asset accountability. One investigator is assigned to each of the nine Travis County Criminal District Courts which have jurisdiction in serious, complex, felony criminal cases. One Investigator is assigned to investigate all Civil CPS cases involving children being removed from their homes due to abuse or neglect. Two Investigators Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 7 of 34 Page 11 of 468 assist the Family Violence section which pursues justice for adult victims of domestic abuse. Two investigators are assigned to the Sexual Assault section which pursues justice for adult victims of sexual abuse. Two investigators assist the Child Abuse section which pursues justice for children that have been physically or sexually abused. One Investigator is assigned to the Civil Rights Division which reviews allegations of police misconduct and pursues justice in criminal violations committed by law enforcement. One investigator is assigned to the juvenile justice section which reviews cases that involve juvenile offenders and carries them through the restorative justice program. One investigator is assigned to the Complex Litigation Crimes Division to investigate white collar crimes and public corruption cases. One administrative investigator is assigned to the conviction integrity unit. Rapid response times are a primary focus of the ID, whether they are protecting the elected District Attorney and other employees of the District Attorney's Office, receiving a request for evidence, locating a victim or witness, or serving a subpoena. In addition, each Investigator works with the originating agency to make sure that submitted prosecution packets are complete to ensure that TCDA is not in violation of any Brady rules and is in compliance with the Michael Morton Act. The need for digital forensics and analysis of evidence will increase and investigators will need to expand their expertise in these areas. The Office has two Administrative Investigators for this work. This includes all digital media such as cell phones, tablets, laptops, flash drives, and hard drives. When digital media are seized and entered into evidence, examination of these items requires specialized training in techniques to access password-protected data or to recover hidden or deleted data. These two issues require many hours of work on each phone and unique knowledge to unearth information vital to prosecutorial efforts. COMPLEX LITIGATION CRIMES:  The goals of the Complex Litigation Crimes Division are the following:  Improve the administration of justice while enforcing the law efficiently and fairly;  Improve the quality of case preparation and case presentation; and  Improve the efficiency of case management Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure WCCU cases opened 53 25 55 40 40 WCCU cases filed in court 25 15 17 15 15 PIU cases opened 32 109 50 50 50 PIU cases filed in court 69 55 74 60 60 PIU restitution ordered $355,955 $168,131 $150,000 $100,000 $100,000 Civil Rights investigations opened 39 36 14 20 20 Civil Rights investigations closed 61 68 17 30 30 *WCCU = White Collar Crime Unit and PIU = Public Integrity Unit In 2025, the Travis County District Attorney created its Complex Litigation Crimes Division by integrating its Civil Rights Unit with its Public Integrity Unit and transferring the Appeals Unit to its Trial Division. The Complex Litigation Crimes Division of the District Attorney’s Office, through its various units, is responsible for the investigation and, when appropriate, prosecutes a variety of matters including the use of force by government actors, complex fraud and financial crimes, insurance and workers compensation fraud, fraud targeting public funds and government programs, allegations of wrongdoing by government employees and officials, environmental crimes, wage theft, and related matters. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 8 of 34 Page 12 of 468 Leadership of the Division consists of one Director and one Assistant Director. The constituent units of the Complex Litigation Crimes Division are the Civil Rights Unit (CRU), the Public Integrity Unit (PIU), the Complex Litigation Crimes Unit (CLCU), the White-Collar Crimes Unit (WCCU), and the Workers Compensation Fraud Unit (WCFU). Workers Compensation Fraud Unit (WCFU) and White-Collar Crimes Unit (WCCU) The WCFU consists of one prosecutor and support staff funded by the Texas Department of Insurance (TDI). In addition, the Texas Department of Insurance furnishes a deputized prosecutor (who splits duties with other counties) to prosecute insurance fraud. Due to resource limitations, the two prosecutors of the White-Collar Crimes Unit typically handle financial crimes in which the value of the loss is greater than $50,000. Cases below that threshold may still be prosecuted by the unit if the facts are complex and forensic accounting work is needed to prove the case. Less complex and lower value cases are referred to the Trial Division. Public Integrity Unit (PIU) Public Integrity Unit (PIU) handles cases of fraud targeting government programs and property or other public funds. The PIU also handles cases in which government employees or officials have committed crimes in connection with their office or employment. Travis County is home to the seat of Texas state government, one of the largest public universities in the country, and the 13th largest city in the U.S. Many local and state agencies are located in the County and thousands of city, county, and state and university employees live and work in Travis County. Because of these factors, the Travis County District Attorney is responsible for the prosecution of many more cases of fraud targeting the government and crimes committed by government employees than other Texas DA’s offices. The goal of the PIU is to effectively prosecute these cases and protect the taxpayers of Travis County and the state by safeguarding government programs and assets, and by ensuring that government employees entrusted to administer government programs and assets do not seek to benefit themselves through criminal behavior. Complex Litigation Crimes Unit The Complex Litigation Crimes Unit deals with asset forfeitures, focuses on cases involving identity theft and elder fraud. The Office is also responsible for the approval of search warrants for cell phone pings and geofences. The types of cases handled by this division are complicated, take longer, and require more resources than most other criminal cases. The complexity of the cases and the volume of evidence that must be reviewed require what is known as vertical prosecution. This means that a prosecutor is assigned to a case at the time it is opened, including during the investigation, and that same prosecutor continues to handle the case until it is resolved. This improves efficiency by avoiding delays that would be caused by a different prosecutor having to review all of the evidence and learn the facts of the case as it moves from grand jury (unindicted) to a trial court (indicted). CLCU uses professionals trained in forensic accounting to track criminal proceeds and help prove cases. In the field of environmental crimes, the Texas Water Code provides fines which are much higher than the maximum fine in a penal code offense. With some environmental offenses, violations may continue for months and sometimes years before they are discovered, thus resulting in a potentially high fine in the hundreds of thousands or millions. CLCU protects the taxpayers of Travis County through the prompt, efficient, and successful prosecution of economic and public corruption crimes and to continue successfully prosecuting these highly complex and difficult cases without slowing the prosecution of the thousands of cases handled by the trial division. To accomplish the DA’s objectives while dealing with a growing caseload per attorney, current staffing levels within this division must be maintained. The number of cases resolved each year is a primary measure of the CLCU’s performance. The Office strives to keep that number at an optimal level each year. Civil Rights Unit (CRU) Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 9 of 34 Page 13 of 468 The scope of work and responsibilities of the Civil Rights Unit (CRU) includes the investigation of and, when appropriate, the prosecution of law enforcement use of force incidents. The Unit is responsible for the investigation and prosecution of law enforcement use of both non-deadly and deadly force. The Unit also is responsible for the investigation and prosecution, when appropriate, of deaths of individuals occurring while in police custody. Under the leadership of District Attorney Garza, the CRU has grown to reflect community values. There have been five former officers who have admitted guilt to using excessive force while on duty, and one officer was convicted of deadly conduct after a jury trial. The CRU is organized and operates as a separate unit within the TCDA independent of other litigation units such as its Trial, Special Victims, or Family Justice Units, in order to ensure the integrity of its investigations and any ensuing prosecutions. By ensuring that the prosecutors who must work with law enforcement officers on a daily basis are not charged with the responsibility of also investigating instances of law enforcement uses of force, the TCDA ensures the integrity of the CRU investigative process and simultaneously furthers public trust and confidence in its work by avoiding the appearance of any conflicts of interest which might arise if its work was not conducted independent of any other units within the TCDA. To further ensure the integrity of its scope of work, the CRU reports directly to the District Attorney and his First and Second Assistants. The department states that source data are pulled from the TechShare Prosecutor system. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved Package Name Amount /Filled Program Results FY 2025 The Office states that “TCDA was approved to continue the SPW - Archivist ADA because work was delayed by factors external to our office. Some of those delays have continued; however, this ADA is hard at work on Case Exhibits backlogged archives in the juvenile division prior to hopefully being able to Archivist $142,076 1.0/1.0 begin work on the courthouse backlog before this position ends.” SPECIAL PROJECTS DIVISION: The goals of the Civil Rights Division are to “improve the administration of justice while enforcing the law efficiently and fairly” and “involve the community as a partner in the justice and social services process.” Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of open records requests 591 458 451 500 500 # of cases presented to grand jury 6,140 10,570 9,386 9,000 9,000 # of felony cases reviewed and/or magistrated by CAFA NEW 9,177 18,406 17,000 17,000 # of disclosure matters reviewed and processed NEW 291 329 300 300 # of cases dismissed prior to indictment 5,021 5,936 4,502 5,000 5,000 In December of 2025, the District Attorney’s Office created the Special Projects Division by combining sections from the Public Integrity and Complex Crimes (PICC), the Youth Justice and Violence Prevention, Civil Rights, and the Trial Divisions. Counsel Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 10 of 34 Page 14 of 468 at First Appearance (CAFA) and Pre-Indictment Unit were moved under Special Projects from the Youth Justice and Violence Prevention Division. The Projects and Compliance Team and Disclosures Unit were moved from PICC to Special Projects. Special Projects also accepted responsibility for responding to extradition requests from the Trial Division and open records requests from the Civil Rights Division. CAFA attorneys and staff handle magistration and implementation of the Counsel at First Appearance model. The goal of the pre-indictment team (PIT) is to improve efficiency in our pre-indictment process. PIT staff impanel grand juries who decide whether to indict a case and review, indict, and prosecute less complex, high-volume felony offenses with a focus on decreasing time to indictment and improving case quality. The Projects and Compliance Team is responsible for compliance with Chapter 56 of the Texas Administrative Code, adopted in March 2025. Written by the Office of the Attorney General, Chapter 56 of the Texas Administrative Code mandates that 13 district and county attorneys’ offices across the state are required to comply with vague but demanding initial, quarterly, and annual reporting standards. Chapter 56 is currently undergoing litigation, but, in the meantime, the team continues to collect the material in the event that reports must be submitted. This Division also includes TCDA’s ethical disclosures attorneys. These attorneys chair TCDA’s disclosures committee, help to maintain and develop TCDA’s disclosure files and records, and ensure TCDA’s compliance with its legal and ethical disclosure duties. The disclosures attorneys advise other TCDA attorneys and staff regarding ethical disclosure and discovery questions. TCDA’s responsibility for disclosures is required by Article 39.14 of the Texas Code of Criminal Procedure and the state and federal constitution. Due to the Texas Public Information Act, the public is able to submit open records requests that are also handled by this division. In the event that a defendant is arrested outside of Texas, this division is responsible for the extradition process. In FY 2025, the Office of the Attorney General of Texas promulgated a new set of mandatory administrative rules imposing broad reporting requirements on prosecutors’ offices in large counties—including Travis County—with a population over 400,000. The rules require extensive and voluminous reporting by TCDA on an initial, quarterly, and annual basis. The Special Projects Director manages a team of TCDA employees who are working to ensure TCDA's compliance with these new rules which include extensive, time-consuming, and voluminous reporting requirements. These reporting requirements continue to be subject to ongoing litigation. In 2024, State v. Heath provided consequences for violation of the Morton Act. Courts continue to interpret Morton very broadly. Heath reaffirmed proactive duty to request records from other agencies, retrieve, and disclose the information to meet both our discovery and disclosure obligations. Over the last few years, there has been an exponential increase in the volume of digital evidence that has accompanied the adoption of smart phones, body cameras, in-car cameras, surveillance video, social media and other digital evidence. Broad discovery obligations under Morton and related caselaw combined with an extreme increase in the volume of digital evidence has dramatically increased the workload for staff and attorneys. In December 2025, the lawsuit between Travis County and the ACLU was officially resolved. The county was sued on the premise that the county was violating defendants’ constitutional rights because defendants were often not represented by attorneys at magistration. This lawsuit led to the implementation of CAFA. The Special Projects Division collects outcome data from the TechShare Prosecutor system. In September 2024, the Office had 7,472 cases that were unindicted. As of March 2026, TCDA has decreased that number to 3,966 cases. YOUTH JUSTICE AND VIOLENCE PREVENTION: The division has identified the following goals:  Improve the administration of justice while enforcing the law efficiently and fairly;  Expand the use of diversion programs in order to address the root causes of crime in our community; and  Improve the efficiency of case management. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 11 of 34 Page 15 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of juvenile petitions filed 674 715 698 650 650 # of juvenile dispositions 1,534 1,558 1,474 1,400 1,500 # of mental health felony cases handled by team 1,021 1,191 1,080 1,000 1,000 # of defendants accepted into diversion programs 1,096 758 750 750 1,000 The Youth Justice and Violence Prevention Division consists of violence prevention, mental health, magistrate court, and juvenile justice. This division has created and implemented pilot programs designed to reduce violence in our communities. The Pre-Indictment Unit (PIT) and Counsel at First Appearance (CAFA) used to be contained within this division but were moved to our Special Projects Division as of October 15, 2025. The Juvenile section, required by the Texas Family Code, expects to experience increased activity including the number of hearings held, as well as an increase in the number of criminal cases opened and indicted. In recent years, there has been an increase in the number of serious offenses involving gun violence, including homicides, among juveniles. Whereas in previous years, there were 1-2 juvenile homicide trials annually, there were 13 juveniles charged with homicide referrals in 2025. There are other cases that may also result in trial. Attorneys attend docket at court daily, and detention hearings happen every 10 days that the juvenile is in detention, which is unique to juvenile court. Texas Government Code Chapter 54 authorizes district court judges (specifically those handling criminal cases) to appoint magistrates with the approval of the County Commissioners Court. Travis County’s current magistrate judge was appointed in March 2009. Magistrate court focuses on defendants who are unable to bond out on lower-level offenses. For these cases, recommendations are made by TCDA staff and set on this docket, which runs three days a week. District court judges also use these dockets to send pleas. Individuals who are on this docket generally are not able to be released on PR bonds; therefore, their cases must be prioritized in order to be able to release people who would not ordinarily be held in jail. Magistrate Court also supervises probationers that District Courts have referred when there are signficant mental health issues. Defendants that are found incompetent to stand trial are put on the writ list to wait for a bed at a State Hospital after the determination has been heard in Magistrate Court. The list is maintained and monitored by the TCDA mental health prosecutors. The mental health prosecutors also handle any Not Guilty By Reason of Insanity (NGRI) cases up to and through the trial phase. The mental health prosecutors serve on numerous committees, including for the Travis County Diversion Center. The goal of the division is to divert felony cases from the Trial Courts when intervention may prevent the defendant from reoffending. Intake for standalone drug cases, the majority of cases where someone was 17 or 18 at the time of the offense and in-custody defendants with certain mental health disorders occur within this division. These cases are vetted for diversion programs within the first several weeks following arrest resulting in reducing an unnecessary backlog of cases in trial court, and removing the possibility that a defendant’s attorney may neglect to apply for a program that could be appropriate while also diverting people that need to be connected to services and other just methods of resolving their cases as quickly as possible post-arrest. Studies show delays in diversion from the system lead to a lower rate of success and higher rates of recidivism; therefore, there is an urgency to identify these cases sooner to improve long-term outcomes. Youthful offender program is a young adult diversion program run through the 403rd district court. This is a support court for 17- to 23-year-olds that is one year long. Participants’ records are eligible for expunction once they successfully complete the program. If there is a victim in the case, they are provided the opportunity to participate in the process through presenting their victim impact statement to the court prior to the person being entered into the program. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 12 of 34 Page 16 of 468 Veterans’ court is a diversion support court run out of the 450th district court for people who have served in active duty in the military and have a mental health diagnosis as a result of that service. Participants are required to meet with a case manager and engage in services. In 2023, the Office launched a restorative justice program for youth called the Travis County Transformation Project. This program addresses intergenerational violence between youth and their caregiver, providing deflection from the juvenile justice system, wraparound services, and restorative justice Healing Circles. TCDA has an attorney on call 24/7 to staff cases for deflection. As of March 2026, this program has served over 120 youth and families, and our expectation is that increased funding will allow our community partners to build capacity to serve over 100 youth and their families annually. Program results thus far demonstrate drastically lower recidivism rates among program participants. This program has a significantly lower cost per youth than the traditional juvenile justice system. System and community-based partners on this program include TCDA, LifeWorks, Excellence Project, the Travis County Juvenile Probation Department, local law enforcement agencies, the University of Texas at Austin, and New York University’s Center on Violence and Recovery. In partnership with the juvenile probation department, Crossroads is a diversion program for people who are charged with a problematic sexual behavior (PSB) case who have turned 18 after the case was filed. This program has a specialized docket, and participants are provided with the opportunity to have a free psychosexual evaluation conducted by the juvenile probation department. If they choose to participate in the program, they must share a copy of the evaluation with TCDA and follow all counseling recommendations. The alternative is for the case to be reviewed for certification and filed in the adult criminal legal system. In partnership with GRO Community, in 2025, the Office implemented a prosecutor-led gun diversion program. This program is a two-year pilot program being studied by the University of Chicago and will serve 35-50 annually. The program is an intensive, therapeutic program that offers participants cognitive-behavioral therapy and individual counseling services. Participants’ records are eligible for expunction once they successfully complete the program. Project RESTORE is a diversion program for people who use drugs. Participants are diverted to Communities for Recovery to learn about their services and engage in an overdose reversal course. They are given the opportunity to choose three options from a menu of services that Communities for Recovery provides monthly. These services are based in restorative practices and designed to be supportive to those on their recovery journey. Classes vary and provide opportunities to engage in recovery support services, including grief circles. Classes are expanding to provide a three-part harm reduction course that is coming soon. Services are free to participants. As of March 2026, over 600 people have been through this program. TCDA offers a victim-centered, restorative justice dialogue program for people who have been harmed by crime and those responsible for it. Nationally, restorative dialogue programs have been shown to reduce recidivism and help victims of crime heal from a traumatic event. It can happen at any time in the court process. It consists of a restorative justice facilitator meeting with both parties to prepare and, ultimately, facilitating a face-to-face dialogue. This gives people who have been harmed by crime a true voice in the case and an opportunity to heal. Mental health court is a support court in magistrate court for people with significant mental health challenges. This specialized docket has 18 spots at a time. Participants stay in this program for 18 to 24 months and are provided a case manager, peer support specialist, and wraparound services from Integral Care. Mental health diversion provides people with mental health challenges an opportunity to engage in supportive services through Integral Care. Successful completion of this program results in case dismissal. Bills were introduced in legislative sessions that would have raised the age of criminal responsibility from 17 to 18. This change would have meant that cases with 17-year-old defendants that are presently filed in the Criminal District Court and County Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 13 of 34 Page 17 of 468 Court at Law dockets would shift to Juvenile Court. Although the law did not pass last session, if it should pass in the future, the District Attorney’s Office estimates a prosecutorial workload increase of 35 to 40% in the Juvenile section. Previously, PIT was screening cases for diversion. Now, PIT offers a plea that states that a case is pre-trial diversion eligible, and the defense attorney has the opportunity to apply via a link. When the case is found to be diversion eligible, a calendly link is sent to defense counsel to meet with the violence prevention team. Previously, two attorneys handled mental health cases exclusively. Now, four attorneys that the Office has in diversion have been cross trained on how to handle mental health cases to support the mental health division that sees about 1,500 cases annually. The diversion division is needing to devote a significant amount of time to building relationships with community partners that can serve this population to build a more robust program. This population is one of the most complex to work with in the criminal legal system. TCDA’s diversion division works to pool resources both within the County and within the community. Significant time is spent building relationships, regularly meeting with partners, and troubleshooting new circumstances that may arise. While these partnerships have created a helpful foundation of services, the current funding landscape has significantly impacted our partners and their operations. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved/ Package Name Amount Filled Program Results FY 2026 In October 2025, the Assistant Director was promoted to be the Director of Youth Justice and Violence Prevention to oversee the office's diversion, juvenile justice, mental health, and magistrate court units. While still being at the center of the Travis County Transformation Project (TCTP) collaboration, the Director has created new diversion programs to provide alternative pathways to justice that are focused on decreasing recidivism and addressing the root causes of the incident. Financial support for our PBO – Correction community partners was not approved by this budget request. The TCTP Travis County community partners require funding to be able to continue to provide the Transformation respite, counseling, advocacy, and case management services that have Project SPW $221,924 1.0/1.0 led TCTP to be a nationally recognized success. PBO Correction – Chapter 56 of the Texas Administrative Code continues to be under DA Chapter 56 litigation. The Projects and Compliance Team continues to collect and filter Rule voluminous case material, statistics, and correspondence needed to Implementation $1,080,888 10.0/10.0 comply with the rules, in the event that it is required. FY 2025 The Office states that “TCDA was approved to continue the SPW - Assistant Director position. The incumbent remains in the position as noted on the Travis County SPW tab of this workbook. Financial support for our community partners Transformation was not approved. The Asst Director continues to work with partners on Project (1.0 SPW) $211,747 1.0/1.0 TCTP's implementation.” VICTIM SERVICES: The goal of the Victim Services division is to “treat victims with dignity and respect.” Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 14 of 34 Page 18 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of times victims or witnesses contacted 27,398 46,291 48,674 45,000 45,000 # of victims served or assisted 7,929 8,104 10,884 10,000 10,000 # of case updates provided NEW 10,507 9,401 10,000 10,000 TCDA has a standalone Victim Services Division to ensure that the voices of victims are centered in decisions about guidelines and resource allocation. The Division is responsible for providing services to victims of crime as mandated by the Texas Constitution Article 1, Section 30, Chapter 56 of the Code of Criminal Procedure, and Chapter 57 of the Family Code. Staff in this division work with victims of violent felonies, including victims of sexual assault, kidnapping, aggravated robbery, burglary, and domestic violence, and they work closely with the families of victims of homicides. In addition, they work on cases that involve injury to a child, elderly individuals or disabled victims or people who have suffered personal injury or death because of the criminal conduct of another. The goals of the division are to ensure that victims’ statutory rights are met, use trauma-informed methods to work with crime victims, to support the prosecutors handling criminal cases, and to assist and refer victims to appropriate services as needed. Witness coordination services are extended to subpoenaed witnesses and include court information, travel and lodging arrangements, assistance with reimbursement forms, obtaining interpreter services, and special services required by persons with disabilities. Counseling referral services are also available for witnesses. The Office states, “The Victim Services Division seeks to attain an outcome where its contributing staff alleviate as much of the difficulty of being a victim or a witness in the state's criminal justice system as they possibly can, as well as make sure their mandated rights are afforded to them.” The Victim Services Director has worked closely with the Office's Program Coordinator (Grants Manager) to secure new resources for Victim Counselors to “manage their growing caseloads and to ensure all victims are receiving the care and support they need.” Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 15 of 34 Page 19 of 468 ADOPTED BUDGETS FY 2024-2026, PRELIMINARY BUDGET FY 2027 FY 2024 FY 2025 FY 2026 Prelim FY 2027 Diff FY 2027-2026 Personnel 30,938,138 31,914,789 35,480,859 36,597,296 1,116,437 Operating 943,871 935,991 1,156,305 1,286,980 130,675 Total (Per&Op)$ 31,882,009 $ 32,850,780 $ 36,637,164 $ 37,884,276 $ 1,247,112 CAR* - - 658,053 - (658,053) Grand Total$ 31,882,009 $ 32,850,780 $ 37,295,217 $ 37,884,276 $ 589,059 FTEs 234.50 234.50 246.50 257.00 10.50 *Capital funding for FY 2027 may include Capital Acquisition Resources (CAR) budgeted in the office or department, funding budgeted in a central department, or potential Certificates of Obligation (COs). The allocation between CAR projects and COs is still being finalized. Certificate of Obligation totals will be shown separately in the FY 2027 Adopted Budget. District Attorney - General Fund Budget & FTEs $40,000,000 300.00 $35,000,000 250.00 $30,000,000 200.00 $25,000,000 $20,000,000 150.00 $15,000,000 100.00 $10,000,000 50.00 $5,000,000 $- 0.00 2024 2025Legend 2026 2027 Personnel Operating CAR FTE The FY 2027 Preliminary Budget for the District Attorney increased by $589,059 from the FY 2026 Adopted Budget, which is a 1.6 percent increase. The majority of the increase was in the personnel budget due to FY 2026 compensation that was originally budgeted in the compensation reserve. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 16 of 34 Page 20 of 468 FY 2027 PRELIMINARY BUDGET RECOMMENDATIONS SUMMARY Ongoing One-Time CAR Total FTEs Earmarks FY 2026 Adopted Budget $ 35,327,352 $ 1,309,812 $ 658,053 $ 37,295,217 246.50 $ - Target Budget Changes Compensation & Benefits 889,855 - - 889,855 - - Administrative & Other - (1,309,812) (658,053) (1,967,865) - - Programmatic - - - - 0.50 Total Target Budget Changes $ 889,855 $ (1,309,812) $ (658,053) $ (1,078,010) -$ - FY 2027 Target Budget $ 36,217,207 $ - $ - $ 36,217,207 247.00 $ - Budget Submission $ 36,217,207 $ - $ - $ 36,217,207 248.00 $ - Dept Budget Reductions Budget Reduction Proposals - - - - Dept Budget Requests Programmatic Court Costs 100,000 - - 100,000 - 50,000 Projects and Compliance Team - 1,130,492 - 1,130,492 - - Grant Funded Positions Extension 95,024 1,020 - 96,044 1.00 - Survivor-Centered Restorative Dialogues - 20,000 - 20,000 - - Homicide and Major Crimes Unit 41,100 - - 41,100 1.00 - SPW to FTE (internally funded) - - - - 7.00 - Programmatic Total $ 236,124 $ 1,151,512 $ - $ 1,387,636 9.00 $ 50,000 Compensation & Benefits FY 2027 FICA Cap Increase 1,171 - - 1,171 - - FY 2027 Healthcare Increase (8%) 278,262 - - 278,262 - - Compensation & Benefits Total $ 279,433 $ - $ - $ 279,433 -$ - FY 2027 Preliminary Budget $ 36,732,764 $ 1,151,512 $ - $ 37,884,276 257.00 $ 50,000 Change from FY 2027 Target $ 515,557 $ 1,151,512 $ - $ 1,667,069 10.00 $ 50,000 Change from FY 2026 Adopted $ 1,405,412 $ (158,300) $ (658,053) $ 589,059 10.50 $ 50,000 PROGRAMMATIC FUNDING The FY 2027 Preliminary Budget for District Attorney includes the following programmatic changes occurring after the adoption of the FY 2026 Adopted Budget:  $1,309,812 was removed from the budget related to one-time personnel and operating costs for items approved in the FY 2026 Adopted Budget.  In November 2025, the Office reclassified several positions using internal resources and converted one 0.50 Law Clerk FTE to a 1.0 Attorney VI FTE, for a net increase of 0.50 FTE as compared to the FY 2026 Adopted Budget. The FY 2027 Preliminary Budget for District Attorney includes the following increases: Programmatic Recommendations One-Time Ongoing Total FTEs SPWs Projects and Compliance Team $1,130,492 $ $1,130,492 - 10.0 Court Costs - 100,000 100,000 - - Grant Funded Positions Extension 1,020 95,024 96,044 1.0 - Homicide and Major Crimes Unitt - 41,000 41,000 1.0 - Survivor-Centered Dialogues 20,000 - 20,000 - - SPW to FTE (Internally Funded) - - - 7.0 - Total Programmatic Recommendations $1,151,512 $236,024 $1,387,536 9.0 10.0 Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 17 of 34 Page 21 of 468 COMPENSATION AND BENEFITS FUNDING The FY 2027 Preliminary Budget for District Attorney includes the following changes related to compensation and benefits: Compensation Changes One-Time Ongoing Total Resources for the 3.0 percent Across the Board increase for classified employees approved in FY 2026 by the Commissioners Court, including resources for adjustments to the new pay scale created as part of the countywide policy of a $22.16/hour minimum wage and an increase for employees at the maximum of the existing pay scale (“redlined”) that would otherwise not receive the Across the Board pay increase. $- $775,564 $775,564 Resources for health insurance cost increases for FY 2027. - 278,262 278,262 Resources for adjustments to the Peace Officer Pay Scale (POPS) in FY 2026. - 72,202 72,202 Resources for the annual POPS Step Increase for eligible employees in FY 2026. - 64,013 64,013 Resources to implement Bilingual Pay for eligible classified employees in certain positions. - 15,055 15,055 Incremental cost increase to overtime pay due to other compensation changes approved by the Commissioners Court in FY 2026. - 4,105 4,105 Resources for higher Federal Insurance Contributions Act (FICA) cap in 2027. 1,171 1,171 Resources for Elected Official salary adjustments approved by the Commissioners Court in FY 2026. - (41,084) (41,084) Total Compensation Changes $- $1,169,288 $1,169,288 FY 2026 compensation adjustments were distributed to office and department budgets after the FY 2026 Budget was approved. The list above includes the amounts added to Target Budgets for FY 2027 to reflect these changes. A full description of all compensation adjustments can be found in the Preliminary Budget Volume I document. INTERNAL REALLOCATIONS The District Attorney reallocated internal funds in the FY 2027 budget to convert one Special Project Worker (SPW) position into a permanent full-time County/District Attorney Division Director Assistant position for the Youth Justice and Violence Prevention division. This results in a net FTE change of 1.00 for the Office. The total annual cost of the position, including salary and benefits, is $171,828 which the Office is proposing to fund using existing personnel resources within its budget. CAPITAL FUNDING There was a reduction of $658,053 to remove one-time funding for prior year capital funded projects. EARMARKS In addition to the funding above, the following Earmarks are included in the FY 2027 Preliminary Budget. These amounts are not included in the District Attorney’s budget at this time and will require additional Commissioners Court consideration before approval. FY 2027 Preliminary Budget recommended Earmarks include: Recommended Allocated Reserve Earmarks Total Court Costs $50,000 Total Allocated Reserve Earmarks $50,000 Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 18 of 34 Page 22 of 468 ADDITIONAL INFORMATION VACANT POSITIONS The District Attorney currently has 2 total vacancies which have been vacant more than 120 days from the date of budget submission (April 27, 2026). Position Days Position Title Number FTE Vacant Position Notes Program Coordinator 30062155 1.0 296 Recruiting for the position. FUTURE CONSIDERATIONS TCDA has been drastically affected by the recent increase in bookings in Travis County. Although violent crime is dropping, the number of adult criminal cases received by our office is projected to increase by 45 percent from FY 2022 (12,687 cases received) through FY 2026 (18,350 cases projected). The number of juvenile cases has also increased, from 911 cases in FY 2022 to a projected 1,331 cases by the end of FY 2026 (a 46 percent increase). Over the same period, our staff resources (FTEs) have only increased 5 percent. In recognition of the tightened fiscal environment Travis County faces in FY 2027, TCDA showed restraint in not requesting the additional resources – i.e., several more attorneys and several more support staff positions – that the Office believes would be appropriate to handle the increased workload. In future budget years, TCDA may submit a more robust set of budget proposals to address the Office’s needs. Another important long-term consideration for TCDA is the development of a request for information (RFI) that TCDA is partnering on with Travis County Information Technology Services (ITS), the Purchasing Office, the County Attorney’s Office, and the Public Defender’s Office to replace the County’s case management system (TechShare). The RFI will be used to clarify needs and compare potential vendors prior to issuing a request for proposal (RFP). TCDA expects the RFI to be issued in fall 2026, and for the overall process of replacing TechShare to take several years. PBO will continue to work with the District Attorney’s Office on their requested needs including the impact of Chapter 56 rule change and also the General Fund impact of any new grants with District Attorney positions and the likelihood that they could result in future budget requests. Separate from any ongoing reporting requirements from the Office of the Attorney General, in summer 2026, the Texas Judicial Council introduced significant additional reporting requirements for prosecutors’ offices set to take effect in September 2026, which the Projects and Compliance Team will handle. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 19 of 34 Page 23 of 468 REQUEST #8: TRAVIS COUNTY TRANSFORMATION PROJECT Program: Diversion, Youth Justice, & Violence Prevention Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 FY 2027 Request Recommendation FY 2028 Estimate FY 2029 Estimate Personnel - - - - Operating 2,500,000 - - - Subtotal $ 2,500,000 $ - $ - $ - Capital - - - - Dpt Total $ 2,500,000 $ - $ - $ - Earmark Allocated - - - - Earmark CAR - - - - Total Earmarks $ - $ - $ - $ - Dpt Total + Earmarks $ 2,500,000 $ - $ - $ - FTEs - - - - DEPT. SUMMARY OF REQUEST The Travis County District Attorney’s Office (TCDA) requests financial support for the community partners implementing the Travis County Transformation Project (TCTP), a pre-arrest diversion program for juveniles accused of family violence with their caregivers. BUDGET REQUEST PERFORMANCE MEASURES Projected Projected Projected FY 2027 FY 2028 Actual Actual Revised FY 2027 Measure Measure FY 2024 FY 2025 FY 2026 Measure at with Added with Added Measure Measure Measure Measure Base Level Funding Funding New Measures # of juvenile petitions filed 674 715 698 650 530 530 PBO RECOMMENDATION TCDA has partnered with other departments and community-based organizations on a pre-arrest restorative justice diversion pilot program for juveniles. The two-year pilot program concluded in June 2025, and TCDA is requesting ongoing funds from Commissioners Court on behalf of our partners to continue this program. The community partners have leveraged resources to fund program year three, but these resources will significantly reduce after September 30, 2026. TCDA has collaborated with their partners to apply for other grant programs and are continuing to explore other funding revenues. Excellence Project has been awarded federal appropriations for FY 2026 for this program; however, there is not a concrete timeline on when Excellence Project will receive that funding. Requested funding will be used to support the community-based organizations that are providing the direct services of this program. The federal appropriations would support direct restorative justice services; they would not contribute at all to funding for respite services, the budget for which makes up the majority of this budget request. The District Attorney reports that this program is being evaluated by researchers from the University of Texas at Austin where they are evaluating the program across many measures, including recidivism and participant responses to treatment via pre- Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 33 of 35 Page 24 of 468 , mid-, and post-assessment surveys. UT intends for this to be a long-term research project and will include comparing the data with data from the Education Resource Center to measure education outcomes. The program has garnered attention across jurisdictions where it has been recognized by two separate innovation awards from the U.S. Department of Health and Human Services and Social Current. These awards, along with the program’s performance, have inspired other jurisdictions to replicate the program to provide this opportunity for healing to a growing population of youth across the country. Specifically, the TCTP team has worked with Tulsa, Oklahoma to help them implement a similar initiative to reshape how juvenile justice looks in their jurisdiction. At this time, PBO does not recommend funding this request due to current funding limitations. PBO recognizes the potential value of the program and notes that TCDA has cited research and evidence from similar restorative justice initiatives demonstrating positive outcomes that the county would benefit from. Given the programs potential benefits, PBO recommends that the department continue discussions with the Commissioners Court regarding the programs future. Yuliana Soria District Attorney FY 2027 Preliminary Budget Page 34 of 35 Page 25 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Travis County Transformation Project #8 Priority # of Request: Name of Program from PB-3: Youth Justice & Violence Prevention Mandated Program (Yes/No) No Total Amount of Request: $2,500,000 Collaborating Departments/Agencies: Juvenile Probation, TCSO, City of Austin Request Contact (Name/Phone): Alyssa Linares (44447) / Victoria Ramirez (44273) 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Travis County District Attorney’s Office (TCDA) requests financial support for the community partners implementing the Travis County Transformation Project (TCTP), a pre-arrest diversion program for juveniles accused of family violence with their caregivers. 2. Description of Request:  Describe the request, including current issues that create the need for increased funding.  How does the request relate to the mission, goals, and objectives of the department and goals of the County? TCDA has partnered with other departments and community-based organizations on a pre-arrest restorative justice diversion pilot program for juveniles. This program advances the goal of ensuring public safety and peaceful resolution of conflicts. The two-year pilot program concluded in June 2025, and TCDA is requesting ongoing funds from Commissioners Court on behalf of our partners to continue this program. The community partners have leveraged resources to fund program year three, but these resources will significantly reduce after September 30, 2026. TCDA has collaborated with our partners to apply for other grant programs and are continuing to explore other funding revenues. Excellence Project has been awarded federal appropriations for FY 2026 for this program; however, there is not a concrete timeline on when Excellence Project will receive that funding. Requested funding will be used to support the community-based organizations that are providing the direct services of this program. The federal appropriations would support direct restorative justice services; they would not contribute at all to funding for respite services, the budget for which makes up the majority of this budget request. Due to the dedication of our community partners, we have deflected 120 youth from the juvenile justice system who have had the opportunity to receive intensive case management and advocacy services, trauma-informed counseling, psychological evaluations, restorative justice healing circles, and respite services. 3. Desired Outcomes:  What are the intended results of the proposal?  Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. This program’s goal is to break intergenerational cycles of violence in Travis County. The target population for this program is youth facing charges of assault family violence. This population was chosen based on 10 years of Travis County prosecution data that show assault family violence is the most frequent charge driving youth into juvenile detention. The Travis County Sheriff’s Office (TCSO) released data in 2019 showing that 38% of Travis County homicides arise out of domestic FY 2027 Budget Request Proposal (PB-4) v1.0 Page 26 of 468violence incidents. This program was designed to break cycles of violence before they escalate further into adult intimate partner relationships. During the pilot years, the design of the Travis County Transformation Project was limited to 15- and 16-year-olds. The long-term goal of the program was to expand the eligible age range to reach youth further upstream, since more than half of these offenses annually involve youth younger than 15. The protocol prior to this program for these cases was for law enforcement to take youth to Gardner Betts, where they were processed into the juvenile system and held for a detention hearing. Recidivism rates show that this approach is not effective. Over the last 11 years, youth referred to the system for violence with their caregiver have recidivism rates of nearly 50% for further referrals of criminal activity into the juvenile system. The severity of these re-referrals is also notable: Of those who have subsequent re-referrals after an assault family violence charge, about 50% recidivate on a felony offense. Another important note on this data is that most youth are 14 or 15 at the time of their first charge—once they turn 17, they age out of the juvenile system and future criminal legal involvement is not captured. Since the launch of this program in June 2023, among youth who were detained and not able to enroll in TCTP, 49% have been detained on further charges of family violence. Twenty-three percent have been detained on one charge, 8% on two, 8% on three, and 10% on four or more charges. The traditional model for addressing these cases is not working. This proposal is for sustaining a program that takes a very different approach, which early evidence shows is working. Since TCTP launched in June 2023, out of the 121 youth that have been diverted from arrest and detention, only 12% have recidivated within a year of their deflection from the system. For the youth that were able to engage in the TCTP program as designed, only 4% have reoffended within a year of being deflected from the system. By diverting youth at the point of law enforcement interaction, and then providing youth robust, evidence-based, and comprehensive community- based services, we believe – and early results demonstrate – that we can significantly reduce recidivism on this charge by providing youth the skills and tools to break cycles of violence and reduce the likelihood they will commit additional acts of violence in the future. The high recidivism rates for the current services provided by the County outside of TCTP are a strong indicator of the need for a new model. Further, there are significant racial disparities among the youth facing this charge. Youth facing assault family violence charges are disproportionately Latino and Black: 56% of eligible youth are Hispanic/Latino and 31% are Black/African American, while Census data show these groups only represent 33% and 9% of the Travis County population, respectively. Partnering with community-based organizations with significant experience working with Black and Brown youth in our community is critical to helping reduce this disparity and prevent more youth of color from entering the system. This program has been developed and implemented thus far at no additional cost to the County. TCDA has supported the project with $300,000 from the Office’s Forfeited Property Account. All other funding has come in the form of grants and awards to the agencies providing services, and via support from existing resources within County departments. Given the significant benefit to public safety that this program offers, TCDA believes that ongoing support from the County’s General Fund is critical to providing needed sustainability and increased capacity. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 27 of 468The model used to inform the design for this program is based upon an intervention from New York University’s Center on Violence and Recovery. Their Circles of Peace program was evaluated by researchers from NYU, the University of Utah, and the University of Cambridge and results, published in Nature Human Behaviour, found that participants in that program versus the traditional criminal legal model experienced a 52% reduction in arrests, and their crimes were 53% less severe. If supported to continue and expand, the Travis County Transformation Project has the potential to reduce the frequency and severity of crimes in Travis County. 4. Description of New or Program-Specific Measures and Evaluation:  How will the proposal be measured and evaluated? Is there an independent evaluation component?  Describe any benchmarks that have been identified. What comparable programs have been researched? This program is being evaluated by researchers from the University of Texas at Austin. They are evaluating the program across many measures, including recidivism and participant responses to treatment via pre-, mid-, and post-assessment surveys. UT’s research team has won a $650,000 competitive grant from the William T. Grant Foundation to conduct a robust evaluation of this program. UT intends for this to be a long-term research project and will include comparing the data with data from the Education Resource Center to measure education outcomes. The decision to implement this restorative justice diversion program was based on similar pilots across the country that have been shown to reduce recidivism and prevent violence. Two programs that were highlighted as promising practices by the National Center for Juvenile Justice were based in King County, Washington and Pima County, Arizona. These jurisdictions have restorative justice programs addressing this specific type of harm that have been implemented for over a decade. The program has garnered attention across jurisdictions. The program has been recognized by two separate innovation awards from the U.S. Department of Health and Human Services and Social Current. These awards, along with the program’s performance, have inspired other jurisdictions to replicate the program to provide this opportunity for healing to a growing population of youth across the country. Specifically, the TCTP team has worked with Tulsa, Oklahoma to help them implement a similar initiative to reshape how juvenile justice looks in their jurisdiction. 5. Impact on Existing Relevant Departmental Performance Measures:  Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded.  Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. There are two main department performance measures within TCDA’s Youth Justice & Violence Prevention Division that are impacted. If this program is funded to continue and to grow, we expect there will be a reduction in the number of detention hearings, juvenile petitions filed, and contested court settings. This change would preserve capacity for prosecutors to focus on other violent charges, including those involving a firearm. As previously mentioned, this specific type of referral usually leads to further involvement with the juvenile justice system. By deflecting youth and connecting them to resources on the front end, referrals to juvenile court should drastically reduce. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 28 of 4686. Proposed Implementation Timeline:  Describe the implementation timeline including the expected dates of results.  If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) Thus far, this program has been funded largely by grant funds raised by the community organizations doing the direct services and supported by funds from TCDA’s Forfeited Property Account. Additional partners such as the Travis County Juvenile Probation Department, the Travis County Sheriff’s Office, other local law enforcement agencies, and researchers at UT Austin have utilized their own resources to support this project. The two-year pilot period concluded on June 15, 2025. Results from the pilot years of the program show improved mental health outcomes among youth and their families, significantly reduced recidivism among program participants, and achieving education milestones and workforce development. The Excellence Project’s expertise in education advocacy is essential in our current education landscape in which budget cuts are impacting education outcomes for youth. Given the success of the pilot years and the impact that the program has had on the lives of youth and their families in our community, in program year three, TCDA worked with the community partners to expand the program to provide services to 13- and 14-year-olds. For program year three, the community partners were able to leverage resources to continue the program; however, these resources will significantly reduce after September 30, 2026. TCDA has collaborated with our partners to apply for other grant programs and are continuing to explore other funding streams. Excellence Project has been awarded federal appropriations for FY 2026 for this program; however, there is not a concrete timeline on when Excellence Project will receive this funding. A gap in services would be detrimental to this program. Lack of funding would cause a disruption to the referral process for deflection and would result in community partners not being able to pay their employees that were specifically hired for this program. The most devasting consequence would be young people being forced into the juvenile justice system when we know there is a more effective and humane way to address this specific type of harm that occurs within a family. 7. Leveraged Resources and Collaboration:  List and describe the impact on other County departments, or non-County external agency resources.  What collaboration efforts exist with other departments/agencies that provide similar or supporting services?  Describe ways that these departments/agencies can collaborate to ensure success of the proposal. Many internal and external resources have supported this pilot, and all will remain in place to support the program’s continuation. The direct service of this program has been sustained entirely on grant funds leveraged from various donors, with the majority of grants being one-year grants. The program needs sustainable, multi-year funding to continue, and collective, continual fundraising has taken a significant amount of capacity for several of the partners involved when time could be better spent providing direct services to youth and families. TCDA committed and distributed an additional $300,000 to the program. This program has also received invaluable contributions from other agencies at no cost to the program, including one year of training and technical assistance from New York University’s Center for Violence and Recovery (valued at $75,000); four reserved beds at LifeWorks’ youth shelter, access to their Common Ground Drop-In Center, and accompanying resources and counseling services; and the FY 2027 Budget Request Proposal (PB-4) v1.0 Page 29 of 468commitment from Travis County Juvenile Probation to offer free psychological assessments and Functional Family Therapy to families in the program. In addition to this service, the participation of Juvenile Probation, Austin Police Department, Manor Police Department, Pflugerville Police Department, and the Travis County Sheriff’s Office has been an essential component to making this program possible. Feedback from all participating agencies is that this program provides a needed service in this community, and TCDA has received incredible support in both establishing the program design and ensuring its operation from each of the aforementioned agencies. After the pilot program concluded, the community partners performing the direct service work all sought grant resources to support this program. While they have been able to leverage resources for program year three, some of the funding streams have a set end date of September 30, 2026, and will no longer be available. As previously noted, TCDA has collaborated with our partners to apply for other grant programs and are continuing to explore other funding revenues. Excellence Project has been awarded federal appropriations for FY 2026 for this program; however, there is not a concrete timeline on when Excellence Project will receive this funding. While TCTP has been highly successful in garnering both public and private grants for this program—at the local, state, and national levels—relying exclusively on grant funding to support this intervention that provides a needed service to the County is not a sustainable approach, especially in this current, highly-competitive, scarcely-resourced funding landscape. We believe that the most sustainable funding approach for this program is for grant funding to be supplemental to direct support provided by the County. Lack of funding will jeopardize this program’s ability to continue. Given the extremely high recidivism rate of our target population prior to the implementation of our pilot, if this program is discontinued, we will see higher rates of youth in juvenile detention and a higher likelihood that criminal legal activity will continue into adulthood. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? Y Y/N If yes, please state which solicitation this request is associated with. TCDA submitted a request for FY 2027 Community Project Funding for respite and counseling services for LifeWorks. As of March 2026, TCDA was informed that this request is unlikely to be moved forward by Congressman Greg Casar’s office. TCDA is awaiting confirmation that this request will not move forward. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. Unknown as of April 2026. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid >80% Work Remote N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 30 of 468 If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. N/A If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects:  Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms.  Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 31 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Travis County Transformation Project SBP Program: Pre-Indictment, Youth Justice and Violence Prevention Budget Request Priority #: 8 Dpt #: 123 Dept Name: District Attorney A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - 0$ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL - $ - $ - $ - B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Rent Assistance 0001 1230010001 511390 Ongoing $ 2,000,000 Services Case Management Services 0001 1230010001 511130 Ongoing $ 500,000 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 2,500,000 $ 2,500,000 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 2,500,000 $ 2,500,000 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ - $ 2,500,000 $ 2,500,000 123 - FY 2027 - PB5 - 08 TCTP.xlsx Page 32 of 468 Travis County Transformation Project A pre-arrest, community-based pilot program for 15 to 16-year-olds involved with family violence in the home that provides an alternative to juvenile detention. Caregivers choose what happens next: youth can go to juvenile detention and have a case in front of the judge, or their caregiver can opt them into TCTP- a transformative justice pilot program. Prevent Child Welfare Involvement and of Youth experiencing Homelessness. homelessness in Travis TCTP helps kids and caregivers tackle the root 66% County were involved in causes of family violence, keeping families together the juvenile justice1 system. and reducing the need for child welfare steps. This Number of kids who have been approach promotes long-term family health and deflected from the juvenile justice well-being. system during TCTP pilot years: 74 Break Cycles of Violence. Recidivism rate for youth who Families heal and learn healthier ways to have gone through TCTP with communicate and cope with conflict. They are given their families: 8% the resources needed to process trauma and have been completed prevent further legal issues, promoting peace at 4,540 hours by the Excellence home. and 260 circles Project in service of TCTP youth and families Promote School Success. Lifeworks has provided TCTP youth with a Youth are given the resources and support to combined 543 days of respite and 677 hours ensure they are successful at home and in school. of counseling. Avoid Juvenile Justice Involvement. There have been 37 females and 37 males In the overwhelming majority of cases, once the deflected. youth and caregiver have completed the program, 58% of the kids had documented mental there will be no other engagement with law health diagnoses when admitted into the enforcement on the underlying referral. The youth program will not have a record in the juvenile justice system. Of the youth served through TCTP, 40% were Hispanic, 22% Black, 7% White, 3% Middle Eastern, 1% Asian, and 1% Pacific Transformative justice is an approach in Islander. juvenile justice that emphasizes rehabilitation, Of the offenses allegedly committed by personal development, and community healing these youth, 7 were aggravated assaults, 2 by addressing the deeper social, emotional, and were strangulation, and 65 were AFV (BI) structural factors that contribute to youth 35% of youth in TCTP had prior referrals to delinquency. the juvenile justice system has has Page 33 of 468Page 34 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE Case Study: Travis County’s Approach to Youth Crime Prevention November 18, 2024 Shifting Paradigms From Punitive to Restorative Justice Privacy - Terms https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 1/14 Page 35 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE Download the Case Study The Travis County Transformation Project represents a significant shift in justice for young people, focusing on restorative practices rather than punitive measures. Initiated by Travis County District Attorney José Garza, this project is a collaborative effort involving local government and FUSE, a national nonprofit. This case study explores the project’s development, implementation, goals, and early outcomes of this innovative approach to community-based preventative solutions instead of punitive measures through the juvenile justice system. In the field of criminal justice, fundamental, systemic change often feels like an impossibility. This, coupled with our over-reliance on the practice of incarcerating adolescents, results in too many young people being detained when a more empathetic and ultimately impactful approach is available: restorative justice. Instead of focusing solely on punishment, restorative justice seeks to address the underlying causes of harm, fostering accountability and promoting meaningful repair. The Travis County Transformation Project is the culmination of these practices, applied through a lens of justice for young people. Restorative Justice is a framework that invites us to move away from punitive measures and towards healing and reconciliation. It centers our actions on repairing the harm caused by involving all stakeholders – victims, persons, and the community – in a collaborative repair process. This case study describes a pre-arrest, community-based pilot program for 15 to 16-year- olds involved with family violence in the home that provides an alternative to youth detention in Travis County, Texas. This program aims to empower caregivers to actively participate in the pathway that determines if youth go into detention. The goal is to ensure that families have an option for pre-arrest diversion. If they choose, a caregiver can opt for their family to participate in The Travis County Transformation Project – this restorative justice pilot program- as opposed to their child being arrested, detained, and having a criminal record. The Evolution of Restorative Justice in Youth Criminal Systems Historically, the youth justice system in Travis County, like many across the United States, has leaned heavily on incarceration and punitive measures for young people. This approach has often been criticized for failing to address the underlying causes of young persons’ delinquency and for contributing to high recidivism rates. In response to these https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 2/14 Page 36 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE challenges, the Travis County District Attorney’s office sought to implement a program focusing on healing and rehabilitation rather than punishment. Restorative justice focuses on the needs of victims and the involved community rather than simply punishing the person who committed the crime. Various Indigenous cultures provided the roots for this approach, where concepts of healing, reconciliation, and restoration played a central role in resolving conflicts and addressing harm within communities. However, the 1970s marked the beginning of its modern development as a formal framework. Around this time, restorative justice started gaining attention as an alternative to traditional punitive justice systems, which were criticized for their focus on punishment rather than addressing the underlying causes of crime and repairing harm. This period saw the emergence of various experiments and programs that applied restorative principles in different contexts. Restorative justice gained international recognition in the 1990s, with various organizations, governments, and justice systems adopting its principles and practices. The United Nations has endorsed restorative justice to address conflicts and promote peace in post-conflict societies. Restorative justice is characterized by several key principles, including: Repairing Harm: focuses on addressing the harm caused by the offense and restoring relationships between the parties involved. Inclusive Processes: involves all stakeholders, including victims, persons, and the community, in the resolution process. Voluntary Participation: participation in restorative processes is voluntary and based on informed consent. Accountability and Responsibility: persons are encouraged to take responsibility for their actions and make amends to the victim and the community. Healing and Reintegration: seeks to promote healing for victims and persons and support the reintegration of persons into the community. Restorative justice has been applied in various contexts, including criminal justice, young person’s justice, schools, workplaces, and community settings. Restorative practices such as victim-person mediation, family group conferencing, and circles have been used to resolve conflicts, prevent reoffending, and promote social cohesion. Collaborative Design: Travis County DA and FUSE Partnership https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 3/14 Page 37 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE The Travis County Transformation Project was spearheaded by District Attorney José Garza, who aimed to develop a community-based program rooted in restorative justice principles to prevent children from entering the juvenile justice system. The project was designed in collaboration with FUSE, which provided expertise through its Executive Fellowship program. Channing Neary, a FUSE Executive Fellow with a background in criminal law and trained restorative justice facilitator, is playing a pivotal role in designing and piloting the project. Her experience in both prosecution and defense provides a balanced perspective that is crucial in shaping the program’s framework. In Travis County, where the Travis County Transformation Project takes place, between 2010-2020, a plurality of homicides that occurred were attributed to Domestic Violence (DV) related to adults. Scientific research indicates that children who grow up in homes witnessing DV or experiencing Family Violence (FV) will grow up to repeat that pattern in their adult intimate partner relationships either as a perpetrator of the violence or a victim. The offense of assault family violence between caregivers and youth is often the result of intergenerational violence and frequently involves both parties on the receiving end of both physical and emotional harm. Therefore, it can be anticipated that the majority of the young people participating in this program will have been on the receiving end of abuse/violence through “discipline” in homes. Austin, Texas, is known for its creative approaches to many things. In this case, the leadership at the Travis County District Attorney’s office is applying a specific quality that Austin is known for, innovation, to address a deep-rooted challenge: how to better care for and support young people. With a strong restorative justice vision as its anchor, the Travis County DA’s office, in collaboration with FUSE, a national nonprofit that increases the effectiveness of local governments to build more equitable communities, designed a dynamic pilot program for young people in the criminal justice system. This program allows youth to resolve offenses outside of the formal carceral system while enabling those families involved to feel supported while healing their own intergenerational trauma to hopefully break the cycles of violence in their families. As the pilot year of the Travis County Transformation Project culminates, 140 youths have been processed through the traditional system on Adult Family Violence (AFV) charges. Fourteen of the processing youths have had 4+ AFV charges since the program launched, and over 50% of them have had prior or additional violence referrals since the program launched. This demonstrates the need for this kind of intervention, which introduces a holistic approach to supporting families with young people. https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 4/14 Page 38 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE Community Building Circle with Amala Foundation, Excellence Project, Travis County District Attorney’s Office, and NYU’s Center for Violence and Recovery Repairing Harm, Restoring Connections, Preventing Violence The primary goals of the Travis County Transformation Project are to: 1. Repair Harm: focus on healing the victims and the community by addressing the harm caused by a young person’s offenses. 2. Restore Community Connections: reintegrate young people into the community through positive engagements and support networks. 3. Prevent Future Violence: implement interventions that address the root causes of family violence and reduce the likelihood of future offenses. A Multi-Faceted Approach to Youth and Family Engagement The project targets 15 to 16-year-olds involved in family violence, offering them an alternative to criminalization through handcuffs, detention, and processing through the traditional juvenile justice system. Participants and their families engage in what can https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 5/14 Page 39 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE potentially be a 9-month engagement with a youth and family advocate and a 10-week circle process that includes: Restorative Dialogue: these sessions are designed to address the trauma experienced by all parties, facilitate open communication, and develop conflict resolution skills. Peace-making circles include family and community members to hold space for the harm that has occurred and aim to heal unhealthy family dynamics and develop coping mechanisms, emotional intelligence, and conflict- resolution skills. Youth and family advocacy services assess the needs of each family member and help connect them to community providers if needed. These services also provide weekly check-ins with the family and advocacy at school. Youth and family advocates also participate in the peace-making circle process. One of the most commendable aspects of this initiative program that Neary leads is its commitment to empowering communities and amplifying marginalized voices. Restorative justice acknowledges that crime affects not only individuals but also entire communities. By involving community members in the decision-making process, the initiative ensures that justice is not just done but fosters trust and cohesion within neighborhoods and communities. Neary sites, the strength and depth of community partners’ commitment to the program demonstrated a positive impact in its first year. Neary frames restorative justice as an approach based on the public health practice of harm reduction. This approach not only reduces the burden on an already strained criminal justice system but also addresses the root causes of harm and violence, such as poverty, inequality, and trauma. It is a tested framework used to focus on centering an individual’s unique, contextual needs in the treatment and care provided to them as they move through the justice and, sometimes, carceral process. The youth that enter this program are the kids that will likely later enter the adult system at 17 in Texas. This program is truly an opportunity to get upstream, help the youth and families that need it the most, and keep our community safe by preventing future violent crime. Neary believes that the successful impact of this program is a result of treating kids like kids as opposed to criminalizing the child in what is, more often than not, a fractured family system that is contributing to the violence that is happening in the home. She described the core tenets of this approach as “empowering the people that the incident happened to be able to sit with it and heal themselves through relationship building and harnessing active listening skills to devise ways for how they will repair any harm that they may have caused.” Restorative justice provides an opportunity for culture to change and then for the systems to follow in accordance with the values shift that is taking place. https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 6/14 Page 40 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE To center care in this kind of programming for families who are often treated in punitive ways early goes a long way to change the culture around how often and authentically young people are offered an alternative to recidivism. Community Building Circle at system partner event hosted by the community partners for the Travis County Transformation Project Public Commitments and Private Partnerships The project is funded by a $300,000 commitment from the Travis County District Attorney’s office, spread over three years. Additional financial support is provided through private-sector grants. The University of Texas at Austin’s Institute for Law, Society, and Justice is crucial in tracking data and measuring outcomes, ensuring the project’s impacts are rigorously evaluated. In a significant development, the Travis County Transformation Project was recently awarded $175,000 as a Runner-Up winner in the inaugural Children and Youth Resilience Challenge by the U.S. Department of Health and Human Services (HHS). This grant will provide crucial support for the project’s ongoing efforts to implement restorative justice https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 7/14 Page 41 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE practices and enhance community integration for young people involved in the criminal justice system. Measuring Success: Quantitative and Qualitative Indicators The evaluation strategy involves qualitative and quantitative metrics to assess the program’s effectiveness. Key performance indicators include: Recidivism Rates: tracking the rates at which participants re-offend compared to a control group. Participant Satisfaction: surveys and interviews with participants and their families to assess their satisfaction with the program and its perceived effectiveness. Community Impact: assessing changes in community safety and cohesion as a result of the program. The program goal was to serve 30 by the end of the 1st pilot year on June 15th, 2024. As of the end of October 31, 2024, here are some of the salient outcomes: To date, the ATX initiative has served 45 families, meaning that 45 youths have been diverted from the youth justice system; One young person who had been in the program for about a month and not been participating in services has been arrested since the launch of the program.; The average recidivism rate for a youth arrested for AFV within the same time frame is 40-50%; The cost of a youth being in the program is about $45.00 per day, while what it costs to confine a youth in detention is around $365.00 a day; Many kids and parents that have entered the program have unmet mental health needs, housing, and food insecurity; Out of the 45 youths diverted from arrest and detention, only one has been rearrested while engaged in the program, and The racial/ethnic makeup in the program to date is 19 Hispanic, 9 Black, three white, and 1 Asian. Based on direct feedback from those impacted by this program, she believes that participants at each engagement step feel the changes made through a restorative justice approach. Neary believes that the success of this Austin-based pilot program rests in the trust that has been developed between the parents, youth, community partners, and system partners in Travis County. She accredited the community’s willingness to be experimental and to trust in this approach as to why Travis County is experiencing such successful outcomes of this pilot program. https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 8/14 Page 42 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE Overcoming Skepticism and Engagement Hurdles The project faced several challenges, including resistance from those within the justice system who were skeptical of restorative practices. To overcome this, the project leaders conducted educational sessions and workshops to demonstrate the evidence-based benefits of restorative justice. Another challenge was engaging families in the intensive 10-week program. To address this, the project offered flexible scheduling and provided transportation assistance to reduce barriers to participation. Early Promise: Positive Changes in Youth Behavior and Family Dynamics While the Travis County Transformation Project is still in its early stages, initial feedback has been positive. Participants have reported improved family dynamics, and preliminary data suggests a reduction in repeat offenses among the cohort. The community has also supported the program, appreciating the focus on rehabilitation over punishment. Measured Impact: Reduced youth violent recidivism from a 50% ten-year average to just 4% in the program’s first year, representing a 92% improvement in youth outcomes Successfully placed 4 at-risk youth in stable employment, creating pathways to economic independence Provided comprehensive educational advocacy for youth participants, securing appropriate accommodations, preventing expulsions, and ensuring continued enrollment despite disciplinary challenges Transformed family dynamics through evidence-based interventions, with families reporting improved communication skills and successful conflict prevention strategies Strengthened community-police relations through 80+ collaborative case reviews, documenting a marked shift in law enforcement attitudes toward youth diversion, as evidenced by direct officer testimonials advocating against youth detention Achieved 87.5% program eligibility rate across reviewed cases (70 out of 80), while providing resource navigation for non-eligible cases, ensuring no youth was left without support options Connected seven families with confidential psychological evaluations outside the justice system, empowering parents with professional documentation to advocate for their children’s needs in educational and workplace settings Successfully redirected participating families to community-based support systems rather than law enforcement intervention, demonstrating program effectiveness in reducing system involvement Assisted in securing a two-year Step-Up Texas grant funding to institutionalize reform, enabling the hiring of two full-time practitioners to train entire probation department staff in trauma-informed and restorative justice practices https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 9/14 Page 43 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE A Model for Reform: Lessons from Travis County’s Restorative Approach The Travis County Transformation Project is a promising model for reforming young people’s justice through restorative practices. The project aims to reform young people’s lives and enhance community safety and cohesion by focusing on healing and community integration. Continued evaluation and adaptation will be vital to the project’s long-term success and potential replication in other jurisdictions. In conclusion, the new emphasis on rehabilitation and reintegration in the Travis County DA’s office aligns with the long-term goals of a restorative justice approach, resulting in a safer and more inclusive society. As we reflect on the future of criminal justice, we must prioritize approaches that prioritize healing, reconciliation, and community empowerment. The collaboration between the Travis County DA’s Office and the FUSE Fellowship Initiative is a beacon of hope, showing us that change is possible. By embracing restorative justice, we can build a safer, fairer, and more compassionate society for all. Left to Right: D.A. Garza, Maria Arabbo, Channing Neary, Sabrina Phillips, Annelese Jones https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 10/14 Page 44 of 4682/17/26, 5:36 PM Case Study: Travis County’s Approach to Youth Crime Prevention | FUSE Learn More LifeWorks, Austin, Texas LifeWorks is a fearless advocate for youth and young adults pursuing a life they love and a stable future for themselves and their families. They are committed to innovative problem-solving, shared accountability, and a relentless focus on achieving real, sustainable, and measurable results for the clients they serve. NYU Center for Violence and Recovery, New York City, NY The Center on Violence and Recovery (CVR) is dedicated to advancing knowledge on the causes and consequences of violence and trauma, and developing solutions that foster healing among individuals, families, and communities. CVR innovates by developing cutting-edge solutions to promote healing, conducts research on trauma-related issues, and educates through training and workshops. University of Texas Institute of Law, Justice, and Societies (Initiative for Law, Societies, and Justice), Austin, Texas The Initiative supports research, education, and capacity-building on policy and practice- relevant issues related to law, societies, and justice. It brings together scholars, students, policymakers, and practitioners to advance research, education, and community engagement on issues related to the criminal legal system. Excellence Project (Equity & Excellence Project), Austin Area Urban League The Excellence Project addresses the root causes of the school-to-prison pipeline through prevention, intervention, advocacy, and training. Their mission is to disrupt the relationship between race, schooling, and incarceration, envisioning a world where Black and Brown children are not criminalized in schools. https://fuse.org/blog/restorative-justice-in-action-travis-countys-approach-to-youth-crime-prevention/ 11/14 Page 45 of 468LOCAL Here's how Travis County aims to keep at-risk teens out of jail, decrease homicide rates Skye Seipp Austin American-Statesman Published 8:47 a.m. CT Nov. 9, 2023 Travis County has launched a pilot program focused on keeping teens prone to violence out of jail and teaching them and their families skills to avoid violence when resolving conflict. The hope is that giving at-risk youth counseling and other services will reduce their rates of recidivism as an adult and disrupt the cycles of violence these teens often find themselves in later in life. "It's important that we keep (teenagers) out of a system that could potentially damage them, their family and their entire community," said Courtney Robinson, CEO of the Excellence and Advancement Foundation, which helps at-risk youth. "We've had generations of people who've been impacted by incarceration, and so we don't need incarceration to have a safe community. We need healing and we need services to have a safe community." The Travis County Transformation Project, spearheaded by the district attorney's office in conjunction with local advocacy organizations and law enforcement agencies, works with youth who are 15 or 16 and face the possibility of being arrested on a charge of family violence against a caretaker. The project began in June, but Travis County leaders made it public during a news conference on Wednesday. But rather than being handcuffed and thrown in juvenile detention, these kids have a chance, if the victim (who is generally their parent or legal guardian) agrees, to go through the 10- to 14-week program. Page 46 of 468Why is the Travis County Transformation Project needed? Travis County District Attorney José Garza said that in the past decade, a number of homicides have happened in connection to domestic violence cases, and often, the perpetrators learned violence at a young age in their homes. The goal of this program is to end intergenerational violence, and in turn, homicide rates will decrease. Garza said the program is already successful if it's keeping children out of juvenile detention. He said it can help about 30 families a year, and it has an operational budget of nearly half a million dollars that's being funded almost entirely by private donations. "We believe that every family in this community can thrive," Garza said at a press conference on Wednesday. "Helping families to thrive is the right thing to do. But it's also the smart thing to do for our public safety." Garza said about 20 teens have been referred to the program since June. How will the project work? The program starts with law enforcement. The Travis County sheriff's office and the Austin, Manor and Pflugerville police departments, among others, are involved in the program. Capt. Scott Crowe of the sheriff's office said that when authorities respond to the scene of a family violence incident, they will call someone from the district attorney's office, who is on call 24/7, if a teen could be a good candidate for the program. If the teenager and their caretakers agree to join the program, Crowe said deputies would take the teenager, not in handcuffs, to LifeWorks, where they will stay for two to three days. After an evaluation of their needs, they will begin getting services such as counseling, medication or housing. Associates with the Amala Foundation will meet with the teens and their families to begin the restorative justice process, which is essentially teaching all parties how to begin healing and approach their conflicts without resorting to violence. Maria Arabbo, executive director of the Amala Foundation, said the organization's approach is rooted in the practices of Indigenous cultures and is focused on teaching families the long- term skills to talk through their differences and conflicts. Page 47 of 468"We're really trying to interrupt intergenerational violence," Arabbo said. Through this approach, "they're feeling resourced through their own self-regulation and their own ways to kind of calm and soothe themselves." Page 48 of 468 Travis County Transformation Project The Travis County Transformation Project (TCTP) diverts local youth out of the juvenile justice system into an evidence-based program that provides support, resources, and care for the whole family unit. Involvement with the juvenile justice system can have severe negative consequences for youth. Even a brief stay in juvenile detention exacerbates mental health challenges, derails a child’s academic track, impedes employment opportunities, and increases the likelihood of future criminal legal involvement1 as well as injury or death from gun violence2 . It also disproportionately effects youth of color. Black youth are up to five times more likely than their white peers to be confined in detention.3 In Travis County, Texas, the most frequent offense driving youth into this system is family violence in the home—youth initiating violence against their family members. Youth facing these charges have often experienced domestic violence, parental incarceration, abuse/neglect leading to Child Protective Services involvement, food and housing insecurity, or are suffering from acute unmet mental health challenges. The Travis County Transformation Project is our community’s response to the need for a better approach. This first-of-its-kind program, rooted in evidence- based restorative justice practices for preventing and healing family violence, diverts youth, pre-arrest, from the criminal legal system into a program that repairs harm, restores connection to community, and disrupts intergenerational cycles of violence. TCTP is led by community-based nonprofits the Excellence Project (EP) and LifeWorks, in collaboration with the Travis County District Attorney’s Office (TCDAO), Juvenile Probation Department (TCJPD), and local law enforcement. Research and technical assistance are provided by the University of Texas at Austin (UT Austin) and New York University’s Center for Violence and Recovery (NYC CVR). In this program, we provide direct support to children as well as caregivers, in an effort to improve the functioning of the whole family unit. This support includes individual counseling, case management, restorative justice practices, connections to community resources and referrals, and a team that is willing to treat kids like kids and help families heal. Thus far, our program has had significant impact. Recidivism for youth actively enrolled in TCTP is 8% compared to 45% for similar-aged youth who did not enroll in TCTP and instead went to juvenile detention. Page 49 of 468Anecdotally, program staff report that families in the program are making remarkable progress. Staff have supported youth who were unenrolled in school to get back in school and get A’s, they’ve helped youth get their first jobs, try out for sports teams, and youth report finally feeling supported by an adult in their lives. Staff also report that after initial doubts, parents have opened up to the process of therapy and restorative justice, ready to try new approaches to improve relationships at home. Families have reported that their relationships are stronger than ever before, and staff have seen caregivers reach out for support when conflict arises at home, instead of waiting for it to escalate and calling 911. Staff share how profound it is to see families become more engaged in the program as they experience how impactful it is for them, their youth, and the family relationship. This project has also garnered attention across the state and nationally for it’s impact. Other jurisdictions, both in and outside of Texas, have reached out to the TCTP team to learn more about the program and receive support to explore how to build one in their own communities. Most recently, a collaboration in Tulsa, Oklahoma called the Tulsa Family Restoration Project, has received private and federal funding to begin their own version of the Travis County Transformation Project. They hope this program will bring healing to their community and prevent further justice system involvement for youth. The Travis County Transformation Project has been featured by local media and by agencies, including the Texas Judicial Commission on Mental Health. In two separate national competitions, TCTP’s innovation and broad collaboration between community and system partners has been recognized out of hundreds of applicants- leading to TCTP winning awards from both the U.S. Department of Health and Human Services4 and Social Current.5 The two year pilot program has shown that providing support and mentorship through restorative practices from the community as opposed to punishment dramatically reduces recidivism in our legal system as well as youth homelessness. Long term investment from our county to support this program is crucial to continue to get upstream and expand the program to serve younger children. 1 Annie E. Casey Foundation (2018). Kids Deserve Better: Why Juvenile Detention Reform Matters. 2 Zheng, N., Abram, K., Welty, L. et al. (2023). Nonfatal Firearm Injury and Firearm Mortality in High-risk Youths and Young Adults 25 Years After Detention. JAMA Netw Open. 3 The Sentencing Project. Black Disparities in Youth Incarceration. December 2023. 4 United States Health and Human Services. (2024). HHS announces winners of inaugural children and youth resilience challenge. https://www.acf.hhs.gov/media/press/2024/hhs-announces-winners-children-and-youth- challenge 5 Social Current. (2025). LifeWorks named 2025 innovative impact award winner by Social Current. https://www.social-current.org/2025/07/lifeworks-named-2025-innovative-impact-award-winner-by-social- current/ Page 50 of 468 TRAVIS COUNTY TRANSFORMATION PROJECT Promoting Youth Well-Being and Ending Cycles of Family Violence The Travis County Transformation Project is an innovative pre-arrest deflection program. For youth engaged in physical family conflict, it provides an alternative to juvenile detention. Instead, youth and families are given the option to connect to respite shelter, mental health support, youth and family support and advocacy, and healing circles. This holistic approach reduces further incidents of violence and improves overall family well-being and stability. R E S U L T S T O D A T E : 82% REDUCTION IN PARTICIPANT RECIDIVISM 2023-2025 C o m p a r i s o n S t u d y o f T r a n s f o r m a t i o n P r o j e c t a n d T r a d i t i o n a l J u v e n i l e J u s t i c e R e s p o n s e Transformation Project Juvenile Detention & Adjudication engaged in the arrested and 50 transformative detained at Gardner justice process 146 Betts who completed TCTP have been arrested on arrested on 8% additional charges 45% additional offenses A pressing need: Assault family violence is the number one offense bringing youth into contact with juvenile justice in Travis County. The traditional response—secure detention and court adjudication—does not work. Between 2013 and 2019, 49% of youth arrested for family assault reoffended. Moreover, juvenile justice involvement is directly linked to experiences of homelessness—33% of unhoused youth in Travis County have juvenile justice involvement. PROVEN IMPACT & COMMUNITY BACKING A CLEAR PATH FORWARD Born out of community listening Travis County youth and families need sessions responsive care and support, not jail. Fully Nationally recognized for impact and funding the Transformation Project will innovation expand the project’s capacity and close Strong buy-in from local law the support gap for youth and families enforcement and Travis County Juvenile navigating conflict. This investment will Probation disrupt cycles of family violence and Implemented by community partners: provide more youth opportunities for Excellence Project and LifeWorks healing and success. Page 51 of 468Technology and Operations – (112) • Justice Systems – Evidence Management and Support Staff Page 52 of 468 Technology and Operations (112) TABLE OF CONTENTS Technology and Operations (112) ........................................................................................................................ 1 Mission Statement, Strategic Goals, and Functional Area ............................................................................... 3 Programs & Performance Management ......................................................................................................... 4 Adopted Budgets FY 2024-2026, Preliminary Budget FY 2027 ......................................................................... 19 FY 2027 Preliminary Budget Recommendations Summary ............................................................................. 20 Additional Information ................................................................................................................................. 23 FY 2027 Budget Reductions ........................................................................................................................... 26 FY 2027 Budget Requests .............................................................................................................................. 29 Information Technology Services Requests .................................................................................................... 29 Request #1: Role Based Access Control ............................................................................................................... 29 Request #2: Maintenance and Software as a Service Agreements Annual Increase .......................................... 31 Request #9: Enterprise Justice (Odyssey) – MuleSoft Contractor ....................................................................... 34 Request #13 & #17: Digital Accessibility .............................................................................................................. 35 Request #21: Data Center Lease Increase ........................................................................................................... 38 Request #25 & #27: Technology Equipment ....................................................................................................... 39 Central Administration Requests ................................................................................................................... 41 Request #6: HR Additional Support ..................................................................................................................... 41 Request #10: Central Postage Increase ............................................................................................................... 43 Request #18: Central Copier Increases ................................................................................................................ 46 Request #22: Rollover Earmarks .......................................................................................................................... 47 Request #42: Budget Corrections for Various Software Contracts ...................................................................... 49 Office of Security and Protection Requests .................................................................................................... 51 Request #3: Additional Vehicles (EP and Support) .............................................................................................. 51 Request #7: Security Staffing Contract Increase .................................................................................................. 53 Request #11, #37, Late Request: Executive Protection ....................................................................................... 54 Request #15: Pref Tech Contract Increase ........................................................................................................... 56 Request #19: Threat Assessment Earmark .......................................................................................................... 57 Request #23: County Rekey – Phase I .................................................................................................................. 59 Request #26: Surveillance Camera Lifecycle ........................................................................................................ 61 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 1 of 97 Page 53 of 468 Request #28: Electronic Security Systems Coordinators ..................................................................................... 62 Request #31: Day Shift SOC Coordinator ............................................................................................................. 63 Enterprise Risk Management Requests.......................................................................................................... 64 Request #8: CJIS Compliance Senior Analyst ....................................................................................................... 64 Request #20: Enterprise Risk Management Software & Administrator (FTE) ..................................................... 66 Request #24: Enterprise Risk Management Consultation Services ..................................................................... 68 Request #29: ADA Program Earmark ................................................................................................................... 70 Request #41: Budget Corrections Between TOPS and HRMD (Cost Neutral) ...................................................... 72 Technology and Operations Projects ............................................................................................................. 74 Request #P1: Digital Magistration Case Management System and Support – Phase II ....................................... 74 Request #P2: RMS/JMS Continue Support Staffing ............................................................................................. 77 Request #P3: IJS Reserve ..................................................................................................................................... 81 Request #P4: Electronic Health Records Project ................................................................................................. 83 Request #P6: Justice Systems – Evidence Management & Support Staff ............................................................ 86 Late Request: Public Information Request Enterprise System ............................................................................ 94 Budget Requests Not Evaluated by PBO due to Funding Limitations .................................................................. 96 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 2 of 97 Page 54 of 468 MISSION STATEMENT, STRATEGIC GOALS, AND FUNCTIONAL AREA The mission of Travis County Technology and Operations (TOPS) is to provide quality technology and operations services to County officials, departments, and the residents of Travis County in the execution of their functional responsibilities through innovative technology services. ITS is committed to becoming the technology strategic leader and partner for County departments, elected officials, and constituents they serve. The Department has identified the following departmental goals: • Ensure access to County services anytime and anywhere, and the support of County departments through reliable information technology; • Protect County data and resources from unauthorized access by providing secure technology infrastructure and practices; • Increase County workforce effectiveness through modifications to existing applications and by developing and implementing new technology initiatives; • Continuously evaluate and improve technology to deliver better business outcomes; • Assure that County IT infrastructure supports a modern digital workforce; and • Maintain Travis County compliance with the Health Insurance Portability and Accountability Act and related federal and state medical records privacy laws. This aligns with the County goal, “Be a trusted and well-run county.” Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 3 of 97 Page 55 of 468 ORGANIZATIONAL CHART PROGRAMS & PERFORMANCE MANAGEMENT KEY PROGRAM MEASURES Travis County provides a variety of programs and services that are mandated by the state and/or federal government. The majority of County programs and services are mandated or support mandated programs. PBO works with Offices and Departments to quantify and measure their programs’ performance so that resources are directed to the most critical needs. The information below includes program information and discussion, key program measures, and mandated functions, if applicable. The following programs are linked to the County Goal, “Be a trusted and well-run County.” ADMINISTRATION: The Administration division manages all Human Resources, financial services, purchasing, and administrative support tasks for the Technology and Operations Department (Tech Ops) as a whole. The Division also manages the central computer replacement program and tracks all related capital assets. The division works directly with the Tech Ops County Executive on all longer-term projects and initiatives. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 4 of 97 Page 56 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of total Purchase Orders over 90 days 9 0 0 5 5 % of computer devices replaced with no data loss 100 100 100 100 100 This Division notes that more staff time has been devoted to administrative projects in HRMD and FMD as Tech Ops works to become more cohesive. HR duties are becoming more consolidated to support the three core divisions of Tech Ops. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved/ Package Name Amount Filled Program Results FY 2026 HR Specialist & Financial Analyst Both positions are filled and have provided much needed for OSP Work $193,437 2.0/2.0 support. PRINT SHOP: The Print Shop provides printed materials at less cost to the public than other alternatives. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # Days Turnaround 8 0 8 8 8 # Impressions Produced 7,294,627 0 7,000,000 7,000,000 7,000,000 The Print Shop has transitioned from the traditional production printing to more of a service business. Instead of mass production of forms, receipt books, and stationery, the Print Shop provides a broad array of printing solutions. Customers are surveyed on the array of services the Print Shop offers and how well we fill their requests. Customer satisfaction per the customer survey has remained above 90 percent. OFFSITE STORAGE: Offsite Storage meets the County’s statutory need to maintain and preserve physical records. While the County has several on-site storage facilities, this Division manages the relationship with the offsite storage vendor. Predominantly, this Division coordinates with the County Clerk’s Office, Purchasing, and other Departments to manage the transition of records currently stored at Iron Mountain to other locations. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # Cu. Ft. of new boxes of records sent to offsite storage 1,691 1,857 1,500 1,400 1,300 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 5 of 97 Page 57 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of cu. ft. permanently removed from storage. 24,989 7,694 2,000 2,000 2,000 Total cu. ft. of records in storage 146,558 140,337 150,000 150,000 150,000 For 25 years, the number of records in storage only increased. The record destruction initiative coupled with countywide imaging and paperless initiatives has limited the growth of records stored offsite. ARCHIVES: The Archives is a mandated program under Local Government Code Section 203.003 to manage and preserve County records. The program has two FTEs that review, catalogue, and preserve County documents. The program also manages Travis County History Day. It seeks to preserve as many records as possible each year. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Cu. Ft. Archival Documents Preserved 116 112 125 125 125 History Day 1 1 1 1 1 Researchers/Patrons Served 120 152 120 120 120 # of County/District clerk books digitized 338 337 350 350 350 The Archives program is working with PBO on options to relocate the Archives building. DOCUMENT IMAGING: Document Imaging is a mandated program under Local Government Code Section 203.003 to manage and preserve County records. There is discretion as to the specific methods that are most efficient and economical for each record type. The Division makes decisions regarding how to handle document imaging based on the records being preserved, with considerations regarding cost, security, and capacity. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Expunctions and Non-Disclosures 3156 2664 700 700 700 Paper Images Scanned 526,506 880,841 800,000 800,000 800,000 Microfilmed Images Scanned 3,214,570 865,691 1,400,000 1,400,000 1,400,000 The Imaging Lab continues its evolution into a full-service records conversion facility, with more effort directed toward digitizing records that were originally on paper. When the business case supports outsourcing (film processing, diazo microfilm duplication, etc.), those jobs are performed by contract vendors. When security considerations – CJIS clearance requirements in particular – or customer department needs match the capacities for document imaging by County staff, those are the jobs done in the Imaging Lab. Eligible jobs combine long records retention requirements and high reference rates. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 6 of 97 Page 58 of 468 ENTERPRISE INFRASTRUCTURE SERVICES: The Enterprise Infrastructure Services program contains multiple teams that provide services in support of Travis County’s information technology systems. They include: • Applications & Identity Management – manages user identities, application access, and Microsoft 365; • Endpoint Management – provides support to more than 7,000 devices (desktops, laptops, and mobile devices); • HelpDesk – answers service calls and tickets to support users by identifying and diagnosing incidents; • Local Area Network and Wide Area Network – services the internet network supporting Travis County departments; • Operations – works alongside HelpDesk and provides service to Travis County data centers; • Site Operations – manages the physical cable and hardware that operates the LAN/WAN network; • Server Lifecycle Management – manages, builds, and supports the on-premises and cloud data systems; and • Unified Communications – manages and services the hardware and software used for telecommunications. The program is the primary way Travis County Offices and Departments work with Information Technology Services and receive support and management of their devices. The infrastructure managed by the program underpins the entirety of the County’s information technology systems. The primary goal of each team is to provide timely and effective support for IT systems. This is not a mandated program, but ITS Infrastructure hosts numerous applications used by line departments that have statutory and mandated responsibilities. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Access Self Service 824 - - 1,000 1,000 Application Management and Patching (Windows) 981 - - 900 900 Average Talk Time per Agent 12 - - 9 9 Calls Answered 16,223 - - 17,000 17,000 Endpoint Management Incidents Closed 3,561 - - 3,000 3,000 Endpoint Management Incidents Inflow 3,561 - - 3,000 3,000 Leased Circuit Packet Loss/Throughput 9 - - 15 15 Network Device Availability/Uptime 99 - - 99 99 New server builds 102 - - 15 15 Number of Phones supported 8,646 - - 8,500 8,500 Operating System Version and Patching (Windows) 6,344 - - 5,800 5,800 Percentage of Reopened Tickets 1 - - 1 1 Percentage of Tickets per Call Source Email 31 - - - - Percentage of Tickets per Call Source Phone 57 - - 55 55 Percentage of Tickets per Call Source Portal 11 - - 44 44 Percentage of Tickets per Call Source Walk In 1 - - 1 1 SSPR Utilization (Unlock Account or Reset Password) 1,428 - - 1,300 1,300 Server Decommissions 68 - - 12 12 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 7 of 97 Page 59 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Server – Performance (Measured by insufficient resource availability) - - - - - Storage – Performance (Measured by insufficient resource availability) - - - - - Tickets Closed 16,605 - - 17,500 17,500 Tickets Opened/Closed 1,072 - - 950 950 Total Call Volume (Inbound/Outbound) 8,599,459 - - 8,500,000 8,500,000 Total Endpoints supported 10,308 - - 10,100 10,100 Total Network Devices 2,467 - - 1,950 1,950 Total virtual servers 1,194 - - 1,000 1,000 UPS Runtime (Goal 20 minutes) 33 - - 30 30 The Department primarily monitors the service most of the County offices and departments use through the program and HelpDesk tickets and calls. The Department has replaced its existing service management platform with a new system which should continue to improve the management of calls and tickets in the future. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved/ Package Name Amount Filled Program Results FY 2026 As of April 2026, Ondarowave continues to support ServiceNow enhancement requests that exceed internal administrator capabilities, helping expand platform functionality and address complex needs. The vendor has contributed additional expertise and capacity, enabling broader system improvements. The team has also received an updated quote for implementing the Major Incident module to replace PagerDuty and revise incident management ServiceNow processes, and is currently awaiting an appeal decision and IT Phase III $750,000 N/A assessment before proceeding. FY 2025 IT Service Management Enterprise Solution (ITSM) Phase II $678,000 N.A. County has transitioned to Service Now ENTERPRISE RISK MANAGEMENT: The mission of the Information Security & Risk Management department is to safeguard personal and institutional data through a culture of shared responsibility and accountability. It is statutorily mandated to be compliant with HIPAA, PCI DSS, and CJIS regulations. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 8 of 97 Page 60 of 468 Security Operations provides threat management, vulnerability management, incident response, and log management. The Information Assurance team provides operation compliance assessments, business and vendor risk assessments, risk registry, and continuity and resilience services. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of cybersecurity risks monitored in the Risk Register 130 283 0 70 50 % participation in Travis County Cybersecurity Awareness training. 100 100 100 100 100 Open vs. Close Ratio 1 134: 149 124:159 1 1 15.48 15 Risk Age (how long does it take to remediate risks) 1 months months 1 1 The County has consolidated the Information Security and Risk Management functions under a single organizational structure to strengthen enterprise risk management and improve coordination across the organization. By aligning Risk Management with Information Security, the County is enhancing its ability to protect assets, streamline risk oversight, and address emerging operational, financial, and cybersecurity risks in a more integrated manner. As the threat landscape and regulatory environment continue to evolve, the County is shifting away from traditional, standardized risk management approaches and toward more adaptive, business-aligned security and risk programs. This strategy includes retraining and repositioning staff to better identify and respond to emerging risks, including those associated with new technologies such as generative artificial intelligence. The objective is to integrate cybersecurity and risk management more closely with business operations, supporting both organizational resilience and innovation. Key initiatives include implementing flexible risk management frameworks, conducting regular risk assessments and tabletop exercises, and strengthening collaboration between operational departments and security professionals. The County also seeks to foster a culture of risk awareness by embedding security and risk management practices into daily business activities and employee decision-making. Additionally, efforts are underway to enhance risk reporting and transparency by providing stakeholders with more comprehensive information regarding financial risks, loss events, and the County’s overall risk profile. These improvements are intended to support informed decision-making, strengthen accountability, and enable more proactive mitigation of enterprise risks. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS Approved Package Name Amount FTE Approved/Filled Program Results FY 2026 Information Assurance Contractor to FTE $124,490 1.0/1.0 Position is filled Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 9 of 97 Page 61 of 468 MAIL SERVICES: Mail Services is a non-mandated program for Travis County; however, centralizing mail services brings efficiency to other departments by not requiring separate mail meters and saving administrative staff time. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # Pieces of mail metered annually 650,000 640,823 650,000 650,000 650,000 # Pieces of mail presort - 237,464 250,000 250,000 250,000 The volume of mail handled by this Division has approached nearly pre-COVID levels after several years of lower mailings. Customer satisfaction surveys continue to reflect a satisfaction score of above 90 percent. COMPLIANCE AND PRIVACY OFFICE: The Privacy and Compliance Office has undergone a significant organizational transition through its integration with Information Security and Enterprise Risk Management, resulting in the creation of the Enterprise Risk Management, Compliance, and Privacy (CAP) function. While no new statutorily required services have been added, the merger has expanded the program's responsibilities beyond traditional privacy compliance to include a broader enterprise- wide focus on data protection, risk management, and oversight of technical safeguards and security operations. The program continues to fulfill its core statutory responsibilities under the Health Insurance Portability and Accountability Act (HIPAA), federal regulations such as 42 CFR Part 2 governing substance use disorder treatment records, and applicable state medical records privacy laws. Key responsibilities include implementing and monitoring compliance with privacy and security requirements, evaluating internal controls, investigating and mitigating risks associated with unauthorized disclosures or breaches of sensitive information, and ensuring the protection of protected health information and other confidential data. As part of the transition to the CAP model, discretionary services are evolving to support a more comprehensive and risk-based approach to enterprise data protection. The program is expanding its focus on enterprise risk management by strengthening audit and assessment capabilities, enhancing oversight of Business Associate Agreements (BAAs), and increasing workforce training and awareness related to privacy, security, and compliance obligations. Additional audits and risk assessments will be conducted to proactively identify vulnerabilities, improve data protection practices, and support compliance with applicable regulatory requirements. The integration of privacy, compliance, information security, and risk management functions is intended to improve coordination across the organization, strengthen oversight of both operational and technical controls, and better align data protection efforts with emerging risks and organizational needs. The program will continue to evaluate its effectiveness through ongoing monitoring, stakeholder engagement, and continuous improvement efforts to ensure the County maintains a strong compliance posture while protecting sensitive information and reducing enterprise risk. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of privacy incidents 6 0 15 10 10 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 10 of 97 Page 62 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure % employees trained within required 30-day timeframe 92 0 100% 100% 95 Assessments & audits conducted 6 0 110/12 120/15 120/15 Percentage corrective measures or equivalencies implemented 100 0 100 100 98 The program continues to meet statutory requirements for protecting sensitive information while advancing program maturity through enhanced training, risk assessments, incident response activities, compliance monitoring, and alignment with the seven elements of an effective compliance program. These efforts have improved the County’s overall compliance posture and risk management capabilities. However, resource constraints continue to affect the pace at which the program can achieve full maturity and expand its services. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS Approved Package Name Amount FTE Approved/Filled Program Results FY 2025 InfoSec Ongoing Contracted These funds were expended on an information security Services $100,000 N/A auditing tool Annual Security Testing and TableTop Exercises $100,000 N/A These projects were completed in 2025. ENTERPRISE PROJECT MANAGEMENT: The Project Management Office (PMO) oversees the implementation of large, multi-year technology initiatives and assists County departments in meeting mandated technology, data security, and regulatory compliance requirements. Operating under the ITS Service Catalog, the PMO provides project coordination, project management, governance support, budget assessments, and procurement guidance through a standardized and repeatable project management methodology. While the PMO itself is not a statutorily required function, it plays a critical role in helping County departments comply with requirements related to the Health Insurance Portability and Accountability Act (HIPAA), Criminal Justice Information Services (CJIS) standards, Payment Card Industry (PCI) requirements, and the protection of personally identifiable information (PII). The program's goals include: • Efficiently and effectively managing the ITS project portfolio; • Facilitating a governance process to prioritize technology projects across the County; and • Ensuring projects align with County and ITS strategic plans and objectives. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 11 of 97 Page 63 of 468 Recent major accomplishments include the replacement of the County's Integrated Justice System, implementation of law enforcement camera technology, and modernization of the Health and Human Services case management system. Looking ahead, the PMO continues to lead several significant modernization initiatives that support operational efficiency, regulatory compliance, service delivery improvements, and long-term technology sustainability. Key projects currently underway or in development include: • Enterprise Project Portfolio Management (PPM) Transition and Modernization: Evaluation and selection of a new enterprise PPM solution to ensure alignment with current and future business needs across County departments. Activities include stakeholder engagement, requirements development, vendor evaluation, procurement support, and implementation planning. • Records Management System (RMS) and Jail Management System (JMS) Modernization: Replacement of legacy public safety systems with a modern enterprise platform designed to improve records management, reduce manual processes, enhance system integrations, and improve operational efficiency. Vendor selection was completed in FY 2025, with implementation activities beginning in FY 2026. • Electronic Health Record (EHR) Modernization: Development of a modern EHR platform serving both the Sheriff's Office Medical Division and Employee Health Clinic. The initiative is designed to standardize technology platforms, improve care coordination, strengthen data sharing capabilities, and leverage purchasing efficiencies while maintaining separate environments to meet regulatory requirements. • Health and Human Services Contract Management Solution: Development of a unified and automated contract management and payment processing system to replace fragmented processes currently used to manage provider contracts and payments, improving efficiency, accountability, and service delivery. • Magistration Case Management Modernization: Implementation of a cloud-based case management solution to replace paper-based magistration workflows and support expansion of the Counsel at First Appearance (CAFA) program. • Modernization of the County's Compensation and Classification System: A comprehensive countywide analysis and redesign of compensation and classification practices to ensure equitable, market- competitive, sustainable, and policy-compliant workforce management strategies. Through these initiatives, the PMO serves as a central partner in advancing enterprise technology modernization, strengthening compliance, improving operational efficiency, supporting data-driven decision-making, and ensuring County technology investments deliver measurable business value and strategic outcomes. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure % of Projects with Completed Integrated project plan 90 95 90 85 85 % of Satisfaction Survey 85 or better on Scale of 100 100 100 90 85 85 % of projects delivered based on original baseline 80 80 80 85 85 Business days for Draft Charter to be written in Intake Once an assignment of PM 0 0 13 13 13 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 12 of 97 Page 64 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Business days for Project to be presented to Governance Committee 8 0 0 13 13 FTE Approved Approved/ Package Name Amount Filled Program Results FY 2026 The funds have been utilized to support a contractor assisting Application Development with integrations across multiple justice systems, including TechShare, RMS/JMS, and Axon, due to differing project timelines and implementation schedules. Remaining funds are Justice Evidence being reserved for professional services related to Axon, TechShare, Management, Case and Arbitrator to support the planned migration of TechShare on- Management and premise data to Axon Justice Cloud; however, additional funding will Staff Support $1,461,624 N.A. likely be required due to higher-than-budgeted vendor costs. RMS/JMS Project Team Continuation $1,102,769 2.0/2.0 Both positions hired and actively working on the project. Enterprise Justice Tyler has created the AWS sites, the front-end is being tested. Travis (Odyssey) - County is working on the on-premise replication build. Once Migration to Cloud completed, developers will begin testing integrations and custom Services $417,911 N/A processes. Project is on track for a January 2027 migration/go-live. PBO Correction - RMS/JMS Systems Analyst Sr. SPWs Year Two $286,175 N/A Both positions hired and working on the RMS/JMS project FY 2025 The Enterprise Project Management Office (EPMO) established foundational governance structures, standardized project management methodologies, and formal intake, workflow, and reporting processes to support enterprise project oversight. The program also began implementing countywide project prioritization and visibility practices Enterprise Project while introducing a standardized Prosci-based change management Management Office $393,799 3.0/3.0 framework to improve organizational readiness and project success. Justice Systems - Evidence Management System, Management & Support $793,288 2.0/2.0 Operating as planned for DA, CA, PDO, CAPDS Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 13 of 97 Page 65 of 468 FTE Approved Approved/ Package Name Amount Filled Program Results Two Project Mgr SPW to FTE for Maintenance of Current Effort $271,110 2.0/2.0 Positions are filled and supporting the RMS JMS Project The Health and Human Services Enterprise Client Management System (ECMS) project continues to expand functionality in support of the department’s goal of operating on a single client management platform. Current efforts include integrating Wraparound Services HHS Enterprise programs into ECMS and cleaning, deduplicating, and migrating Client Management historical client data to create a centralized system for record System – Phase IV $890,471 N/A retention, case management, and reporting. RMS-JMS Systems Analyst Sr $291,176 1.0/1.0 Positions are filled and supporting the RMS JMS Project Law Enforcement Enterprise Cameras System Phase 4 $1,127,838 N/A The resources were expended for their intended purchases Electronic Health Records Project Contractors Working for a go-live on 2028- all contractors are working towards a Renewal $395,200 N/A new EHR for TCSO and HRMD. OFFICE OF SECURITY AND PROTECTION: Security's mission is to create and maintain a friendly, safe, and secure environment for visitors, employees, and contractors through the efficient implementation of effective crime prevention, risk management, and public service programs. Security Services are designed to protect Travis County's proprietary information, assets, and employees. Security Services works to maintain proper operation of life safety and access control systems and equipment for all buildings. Staff also ensures buildings are properly secured at the end of the business day and monitors the properties during non-business hours for burglary, vandalism, fire, and maintenance emergencies. Security Services include: alarm response, awareness training for employees, crime prevention, emergency response, facility design review, first aid and CPR, information security management, operation of surveillance cameras, management of electronic access control systems, policy formulation, risk assessments and mitigation, and internal security counseling. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of County employees completing security/safety training 7,500 7,719 0 7,500 7,500 % of Physical Security Operations Center capabilities 95 98 99 99 99 % of electronic security work orders completed on schedule 95 98 95 95 95 Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 14 of 97 Page 66 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure % of maintenance and repair orders identified 90 0 0 80 95 % of parking space utilization 100 0 0 100 100 % of staff completing and maintaining professional and industry standards 95 0 0 95 95 Construction schedule variance 10 0 0 10 10 # of Locksmith Services work orders created 548 1,323 2,750 2,750 2,750 % of Locksmith Services work orders completed on schedule 98 90 98 99 99 In FY 2025, the Office of Security and Protection (OSP) achieved several significant accomplishments that strengthened the County’s physical security, emergency preparedness, and protective services capabilities. Key operational improvements included upgrading the County’s Enterprise Physical Security System, expanding badge office services through the addition of a second badge issuance location at 700 Lavaca, enhancing locksmithing services, and ensuring all OSP officers received certification and training in AED, CPR, First Aid, and Stop the Bleed response techniques. Two major initiatives further distinguished the program’s accomplishments during the year. OSP successfully established and operationalized a dedicated Executive Protection and Intelligence Team, including the development of standard operating procedures, policies, and protocols to support protective operations. The team also expanded partnerships with local, state, and federal law enforcement and security organizations to improve information sharing, threat identification, risk assessment, and mitigation efforts. In addition, OSP deployed advanced protective tools and training designed to enhance the safety and security of Travis County elected officials and judges. OSP also implemented the Travis County Elected Officials and Judges Security Enhancement Program, a comprehensive initiative focused on reducing personal security risks faced by public officials. The program provides services such as online personal information exposure reduction, residential security assessments, and physical security enhancements designed to improve personal safety. The program has increased participation among elected officials and judges while establishing processes to ensure efficient program administration, stakeholder engagement, and alignment with County security priorities. Collectively, these accomplishments have strengthened the County’s overall security posture, enhanced emergency response readiness, improved protective services for elected officials and judges, and positioned Travis County as a leader in implementing innovative security and executive protection programs. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS Approved FTE Package Name Amount Approved/Filled Program Results FY 2026 Additional security staff, including guard, executive protection team, and locksmith $1,341,390 3.0/3.0 Positions have been hired. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 15 of 97 Page 67 of 468 Approved FTE Package Name Amount Approved/Filled Program Results Increase in Contract Services for Armed Security $252,169 N/A Updated contract has been executed Electronic Security Maintenance (Pref Tech) $150,000 N/A PO has been established and is being used CFCF - Electronic Security Updates $200,000 N/A Procurement in process. FY 2025 Renamed Executive Protection Team, the office is fully Corporate Security staffed and supporting the County Judge and other Office $1,872,755 5.0/5.0 Commissioners APP DEVELOPMENT AND PRODUCTION SUPPORT: The Application Development and Production Support Division provides a broad range of technology services that support the County’s business operations, public-facing digital services, enterprise applications, and data management needs. The division is responsible for custom application development, enhancement and maintenance of existing applications, onboarding new business processes into existing platforms, and providing technical expertise related to low-code and no-code solutions and system integrations. Through these services, the division develops and supports applications used across County departments, ranging from small operational tools to large enterprise systems that support critical County functions. The division includes several interconnected service areas. The Digital and Web Services team manages the architecture, design, accessibility, and content management of County websites, including TravisCountyTX.gov and other public-facing web properties. The Application Development team designs, builds, and maintains custom applications that support County operations and service delivery. The Enterprise Data and Analytics team provides database administration, system integration, reporting, and data architecture services that enable data-driven decision-making across the organization. The Enterprise Application Support and Database Services team supports more than 30 enterprise applications and over 50 production servers, including major business systems such as Odyssey, ensuring reliable operations, updates, and ongoing technical support. Current strategic initiatives focus on modernizing and optimizing the County’s technology environment. These efforts include evaluating and upgrading custom applications to current long-term support standards, rebuilding the County’s primary website to improve accessibility and user experience, and enhancing compliance with Web Content Accessibility Guidelines (WCAG) standards across all ITS-managed public websites. Additional priorities include establishing standardized business processes and customer service practices, formalizing software and hardware lifecycle management strategies, and improving service delivery through consistent operational procedures. The division is also advancing the County’s data and analytics capabilities through implementation of a modern Power BI reporting architecture, development of enterprise data repositories and reporting platforms, and expansion of analytical tools that support forecasting, trend analysis, and decision-making. To further improve efficiency, the division is pursuing robotic process automation initiatives that reduce manual work, improve data Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 16 of 97 Page 68 of 468 accuracy, and streamline repetitive business processes. Collectively, these efforts support the County’s goals of improving operational efficiency, enhancing digital services, strengthening data governance, and delivering reliable, modern technology solutions to County departments and the public. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure # of dashboards/visualizations created 0 0 0 15 15 # of enhancements, bug fixes, and automated solutions implemented 0 0 0 15 15 # staff hours on incidents 250 0 0 5,000 5,000 % EDS incidents acknowledged 1 0 0 1 1 % EDS restored P1 within 2 hours 1 0 0 1 1 % EDS restored P2 within 4 hours 3 0 0 3 3 Average # of hours to resolve incidents 7 0 0 50 50 Feature cycle time in days 60 0 0 61 60 Number of applications developed and placed into the cloud 3 0 0 3 3 Number of legacy applications migrated to the cloud 0 0 0 5 5 Number of new websites 0 0 0 10 10 Number of technical document publications 52 0 0 125 125 Number of website major enhancements 45 0 0 40 40 Total # of Priority1 & 2 Incidents 34 0 0 50 50 Total staff hours spent on Priority Incidents 250 0 0 120 120 The Application Development and Production Support Division measures performance through data captured in the County’s ServiceNow IT Service Management platform, which tracks service requests, incidents, changes, application modifications, maintenance activities, bug fixes, and new development efforts. The division also monitors key operational metrics related to database and enterprise application performance, including system availability, server inventory, disk utilization, memory utilization, and proactive database tuning activities. These measures provide insight into the reliability, responsiveness, and effectiveness of the County’s application and data management environment. In recent years, the division has improved its ability to leverage operational data as business intelligence, allowing for more informed decision-making, performance monitoring, and resource planning. Through ongoing tracking of service delivery metrics and infrastructure performance indicators, the division continues to support the availability, stability, and optimization of critical County applications, databases, and digital services. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS Approved FTE Package Name Amount Approved/Filled Program Results FY 2026 Web Accessibility & Modernization - Year 2 $1,078,700 N/A This project has begun and is proceeding. Intranet Packaged Solution $250,000 N/A Proceeding to contract negotiations. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 17 of 97 Page 69 of 468 Approved FTE Package Name Amount Approved/Filled Program Results Formerly LFRF Funded Applications Mgr. SPW to FTE $187,290 1.0/1.0 Position is filled and working on the web team. FY 2025 Web Accessibility & Modernization (SPW) $1,285,522 1.0/1.0 This project has begun and is proceeding. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 18 of 97 Page 70 of 468 ADOPTED BUDGETS FY 2024-2026, PRELIMINARY BUDGET FY 2027 FY 2024 FY 2025 FY 2026 Prelim FY 2027 Diff FY 2027-2026 Personnel 22,323,262 25,006,698 35,610,035 37,243,239 1,633,204 Operating 26,842,008 33,845,507 47,340,512 48,561,172 1,220,660 Total (Per&Op)$ 49,165,270 $ 58,852,205 $ 82,950,547 $ 85,804,411 $ 2,853,864 CAR* 5,231,400 11,376,999 8,459,272 5,283,656 (3,175,616) Grand Total$ 54,396,670 $ 70,229,204 $ 91,409,819 $ 91,088,067 $ (321,752) FTEs 165.00 179.00 290.50 292.50 2.00 *Capital funding for FY 2027 may include Capital Acquisition Resources (CAR) budgeted in the office or department, funding budgeted in a central department, or potential Certificates of Obligation (COs). The allocation between CAR projects and COs is still being finalized. Certificate of Obligation totals will be shown separately in the FY 2027 Adopted Budget. Information Technology Services (ITS) - General Fund Budget & FTEs $100,000,000 350.00 $90,000,000 300.00 $80,000,000 $70,000,000 250.00 $60,000,000 200.00 $50,000,000 $40,000,000 150.00 $30,000,000 100.00 $20,000,000 50.00 $10,000,000 $- 0.00 2024 2025Legend 2026 2027 Personnel Operating CAR FTE The FY 2027 Preliminary Budget for the Technology and Operations Department decreased by $321,752 from the FY 2026 Adopted Budget, which is a 0.4 percent decrease. Although there were increases in both the personnel and operating budget, these increases were offset by a larger decrease in the capital budget, resulting in a slight overall decrease. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 19 of 97 Page 71 of 468 FY 2027 PRELIMINARY BUDGET RECOMMENDATIONS SUMMARY Ongoing One-Time CAR Total FTEs Earmarks FY 2026 Adopted Budget$ 77,326,577 $ 5,623,970 $ 8,459,272 $ 91,409,819 290.50 $ - Target Budget Changes Compensation & Benefits 895,182 - - 895,182 - - Administrative & Other - (5,623,970) (8,459,272) (14,083,242) - - Total Target Budget Changes $ 895,182 $ (5,623,970) $ (8,459,272) $ (13,188,060) -$ - FY 2027 Target Budget$ 78,221,759 $ - $ - $ 78,221,759 290.50 $ - Budget Submission$ 78,221,759 $ - $ - $ 78,221,759 290.50 $ - Dept Budget Reductions Trunk Lines (200,000) - - (200,000) - - Microfocus (544,446) - - (544,446) - - Total $ (744,446) $ - $ - $ (744,446) -$ - Dept Budget Requests Programmatic CJIS Compliance Senior Analyst 169,495 - 2,600 172,095 1.00 - Role Based Access Control - 350,000 - 350,000 - - HR Additional Support 92,904 - 2,600 95,504 1.00 - Enterprise Justice (Odyssey) – MuleSoft Contractor - 75,000 - 75,000 - - Central Postage Increase 300,000 - - 300,000 - - Phase 2 Digital Accessibility - 628,320 - 628,320 - - Central Copier Increases 189,778 - - 189,778 - - Lease Increase for Data Backup 243,134 - - 243,134 - - Enterprise Lite Project Management Software - - - - - 577,399 Endpoint Privileged Access Management - - - - - 350,000 Enterprise Risk Management Consultation Services - 200,000 - 200,000 - - ITS End of Life Hardware - - 4,500,686 4,500,686 - - Server and Storage Growth - - 775,000 775,000 - - Budget Corrections Between TOPS and HRMD - General Fund Operating (TOPS) (96,765) - - (96,765) - - Digital Magistration Case Management System & Support Phase II - 605,280 - 605,280 - - RMS/JMS Continue Support Staffing - 1,254,136 - 1,254,136 - - Electronic Healthcare Records Project - 1,576,020 - 1,576,020 - 3,168,392 Insurance Premiums, Bonds, and Brokerage Fees (GF) 175,042 - - 175,042 - - Raising Travis County (RTC) System and Resources - - - - - 650,000 Maintenance and Software as a Service Agreements Annual Increases 2,099,153 - - 2,099,153 - - Accessibility QA Analyst SPW - 128,644 2,770 131,414 - - American Disabilities Act (ADA) Improvements - - - - - 4,000,000 Public Information Request Enterprise System - - - - - 219,000 Justice Systems - Evidence Management & Support Staff - - - - - 2,149,500 Programmatic Total $ 3,172,741 $ 4,817,400 $ 5,283,656 $ 13,273,797 2.00 $ 11,114,291 Compensation & Benefits FY 2027 FICA Cap Increase 803 - - 803 - - FY 2027 Healthcare Increase (8%) 319,511 - - 319,511 - - Compensation & Benefits Total $ 320,314 $ - $ - $ 320,314 -$ - Administrative & Other PBO Correction - TOPS County Executive Salary 16,643 - - 16,643 - - Administrative & Other Total $ 16,643 $ - $ - $ 16,643 -$ - Total $ 3,509,698 $ 4,817,400 $ 5,283,656 $ 13,610,754 2.00 $ 11,114,291 FY 2027 Preliminary Budget$ 80,987,011 $ 4,817,400 $ 5,283,656 $ 91,088,067 292.50 $ 11,114,291 Change from FY 2027 Target $ 2,765,252 $ 4,817,400 $ 5,283,656 $ 12,866,308 2.00 $ 11,114,291 Change from FY 2026 Adopted$ 3,660,434 $ (806,570) $ (3,175,616) $ (321,752) 2.00 $ 11,114,291 BUDGET REDUCTIONS Travis County is committed to providing needed programs and services to residents. While there has been increased uncertainty at the State and Federal levels, the FY 2027 Budget will be impacted by two main factors: decreased revenue flexibility and, most significantly, increased health insurance costs that will require further scrutiny and analysis to fully understand in order to make plan design changes to ensure that the plan will be sustainable. Because of these anticipated challenges, Offices and Departments were asked to submit reduction proposals equating to 5 percent of their FY 2027 Target Budget along with explanations of the implications of such cuts. This Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 20 of 97 Page 72 of 468 Programmatic Recommendations One-Time Ongoing Total FTEs SPWs Insurance Premiums, Bonds, and Brokerage Fees (GF) - 175,042 175,042 - - CJIS Compliance Senior Analyst - 169,495 169,495 1.0 - Accessibility QA Analyst SPW 128,644 - 128,644 - 1.0 HR Additional Support - 92,904 92,904 1.0 - Enterprise Justice (Odyssey) – MuleSoft Contractor 75,000 - 75,000 - - Budget Corrections Between TOPS and HRMD - General Fund Operating (TOPS) - (96,765) (96,765) - - Total Programmatic Recommendations $4,817,400 $3,172,741 $7,990,141 2.0 6.0 ADMINISTRATIVE AND OTHER FUNDING CHANGES The FY 2027 Preliminary Budget for Technology and Operations includes the following changes related to Administrative and Other Funding Changes: Administrative and Other Funding Changes One-Time Ongoing Total FTEs PBO Correction – TOPS County Executive Salary $- $16,643 $16,643 - Total Administrative and Other Funding Changes $- $16,643 $16,643 - COMPENSATION AND BENEFITS FUNDING The FY 2027 Preliminary Budget for Technology and Operations includes the following changes related to compensation and benefits: Compensation Changes One-Time Ongoing Total Resources for the 3.0 percent Across the Board increase for classified employees approved in FY 2026 by the Commissioners Court, including resources for adjustments to the new pay scale created as part of the countywide policy of a $22.16/hour minimum wage and an increase for employees at the maximum of the existing pay scale (“redlined”) that would otherwise not receive the Across the Board pay increase. $- $888,987 $888,987 FY 2027 Healthcare Increase (8%) - 319,511 319,511 Incremental cost increase to overtime pay due to other compensation changes approved by the Commissioners Court in FY 2026. - 4,363 4,363 Resources to implement Bilingual Pay for eligible classified employees in certain positions. - 1,882 1,882 FY 2027 FICA Cap Increase - 803 803 Total Compensation Changes $- $1,215,496 $1,215,496 FY 2026 compensation adjustments were distributed to office and department budgets after the FY 2026 Budget was approved. The list above includes the amounts added to Target Budgets for FY 2027 to reflect these changes. A full description of all compensation adjustments can be found in the Preliminary Budget Volume I document. CAPITAL FUNDING Capital Acquisition Resources (CAR) funding in the FY 2027 Preliminary Budget totals $5,275,686 for the Department. There was a reduction of $8,459,272 to remove one-time funding for prior year capital funded projects. This is a net Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 22 of 97 Page 74 of 468 $3,183,586 compared to the amount budgeted in the FY 2026 Adopted Budget. FY 2027 Preliminary Budget recommended CAR funding includes: Capital Funding Recommendations Total ITS End of Life Hardware $4,500,686 Server and Storage Growth 775,000 Total Capital Funding Recommendations $5,275,686 EARMARKS In addition to the funding above, the following Earmarks are included in the FY 2027 Preliminary Budget. These amounts are not included in the Department’s budget at this time and will require additional Commissioners Court consideration before approval. FY 2027 Preliminary Budget recommended Earmarks include: Recommended Allocated Reserve Earmarks Total Justice Systems -Evidence Management & Support Staff $2,149,500 Raising Travis County (RTC) System and Resources 650,000 Endpoint Privileged Access Management 350,000 Public Information Request Enterprise System 219,000 Enterprise Lite Project Management Software 149,629 Total Allocated Reserve Earmarks $3,518,129 Recommended CAR Reserve Earmarks Total Electronic Healthcare Records Project 3,168,392 ADA Program Earmark 4,000,000 Enterprise Lite Project Management Software (CAR) 427,770 Total CAR Reserve Earmarks $7,596,162 ADDITIONAL INFORMATION NON-PROPERTY TAX REVENUE To promote full cost recovery for Commissioners Court approved fees and contracts, the Planning and Budget Office worked with the County Auditor's Office to compile a list of fees charged for services and a list of revenue generating contracts. Some fees and/or contracts have not been adjusted to keep pace with the costs of providing the service. They also fail to consider other factors such as inflation or to include the indirect costs of other supporting departments. PBO will focus on fees that have not been updated in several years. The full cost recovery for revenue generating contracts will be calculated with the assistance of the Planning and Budget Office per GFOA best practices, but the annual increase for FY 2027 will be capped at a 15 percent increase per direction of the Commissioners Court as part of the adopted FY 2027 Budget Guidelines. This is the same direction provided for FY 2026. This approach will cause the County to take longer to achieve full cost recovery in many of these agreements but will lessen the impact to its partner jurisdictions. Tech Ops has one revenue-generating contract with the Travis County Housing Authority to provide ITS Services. The contract amount is increasing from $39,105 to $40,000, which is based on cost recovery. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 23 of 97 Page 75 of 468VACANT POSITIONS The Department currently has 11 total vacancies, out of which the following 5 positions have been vacant more than 120 days from the date of budget submission (April 27, 2026). Position Days Position Title Number FTE Vacant Position Notes Interviewing- Functional Title is Technology Applications Mgr 30000352 1.00 285.00 Assessment Program Manager Conditional Offer made– hope to onboard in Reprographics Production Tech 30056880 1.00 236.00 May Interviewing- Functional Title Technology Support Services Supervisor 30005215 1.00 234.00 Policy Coordinator Executive Asst 30000325 1.00 173.00 Holding for New County Exec to Hire Building Security Guard 30056899 1.00 125.00 Interview Stage– Expect to Onboard in May The Department has been successful in filling many of its long-term vacancies. FUTURE CONSIDERATIONS The County continues to advance several major initiatives that align with its mission to be a place “where all people can thrive with dignity and respect,” with ongoing implications for operational planning and future resource needs. Key efforts include continued support for the Diversion Center planning and design contract and the Counsel at First Appearance initiative, both of which remain critical to improving justice system outcomes and service coordination. In the technology space, the Information Technology Service Management (ITSM) project has completed Phase I, with Phase II underway in FY 2026, signaling continued evolution toward improved service delivery, workflow standardization, and enterprise IT governance. Similarly, Facilities Management has completed the first phase of the Capital Renewal Planning System, with continued development expected as the system matures to better support long-term asset planning and infrastructure management. The Office of Security and Protection has successfully implemented key staffing enhancements and launched both the elected officials and judges security program and a full-time executive protection program, establishing a stronger foundation for ongoing security operations and expanded protective services. Additionally, organizational investments in leadership development within Human Resources and Facilities Management have strengthened departmental capacity and positioned these functions for continued success. Across all areas, TOPS continues to support Countywide operations by maintaining critical systems and infrastructure, while placing increased emphasis on customer service, operational support, and continuous improvement to meet evolving organizational needs. Lastly, PBO notes that each year significant ongoing investments are made related to vendor maintenance agreements that provide hardware and software maintenance which include provisions for annual escalations. Currently, there are 174 maintenance agreements and software-as-a-service (SaaS) contracts covering Travis County hardware and software for which Information Technology Services (ITS) within TOPS is responsible. The FY 2027 Target Budget for these agreements and contracts totals $27,122,840, which is inclusive of $3,052,897 in additional ongoing resources invested in FY 2025, $3,025,553 in FY 2026, and it is anticipated that an additional $2,099,153 in ongoing resources will be needed in FY 2027, which would raise the total ongoing budget to $29,221,993 for this Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 24 of 97 Page 76 of 468purpose. PBO understands that these hardware and software agreements protect mission-critical systems across the County, however further discussions will need to occur between PBO, TOPS, County Departments, and the Commissioners Court regarding these costs as resources are expected to become scarcer. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 25 of 97 Page 77 of 468 awareness and less lethal response capabilities for Law Enforcement as well as the migration of TechShare Prosecutor data into the Axon Cloud evidence management system and Premier Plus Licensing for Prosecution and Defense. There are various components to this request that impact multiple offices and departments. Therefore, TOPS recommended that each agency submit budget requests for its respective components and upgrades on the Axon platform. The request for modification totals $7,215,901, comprised of $5,859,831 in ongoing operating related to the contracts, $1,175,993 in one-time operating, $127,857 in ongoing personnel for the addition of a Customer Support Analyst Sr. position (1.0 FTE), $43,550 in ongoing operating for Fleet 3 SIM cards, and $8,670 in one-time capital resources. The table below highlights the total estimated ongoing resources required for the proposed Axon platform enhancements from FY 2027 to FY 2030 for both the Justice System (Prosecution and Defense) and for Law Enforcement, assuming hardware costs are included as part of the proposed agreement via a subscription model per FTE. Combined Axon Base Contract and Proposed Contract Contract % Annual Base % Annual Contract % Annual Proposed Modification Increase Fiscal Contract Increase for Modification increase Base Contract Contract Increase over for Year Annual Base over Prior Base vs. Amount Base Proposed Increase Contract Year Base Proposed Contract Contract FY 2024 1,626,260 N/A N/A N/A N/A N/A N/A N/A FY 2025* 4,465,764 2,839,504 174.6% N/A N/A N/A N/A N/A FY 2026 4,603,867 138,103 3.1% N/A N/A N/A N/A N/A FY 2027 5,460,720 856,853 18.6% 11,320,551 5,859,831 6,716,684 - 107.3% FY 2028 6,694,849 1,234,129 22.6% 14,262,165 7,567,316 8,801,445 26.0% 113.0% FY 2029 7,617,728 922,879 13.8% 15,020,846 7,403,118 8,325,997 5.3% 97.2% FY 2030 11,648,795 4,031,067 52.9% 15,571,015 3,922,220 7,953,287 3.7% 33.7% Total $42,117,983 $10,022,535 $56,174,577 $24,752,485 $31,797,413 *The increase shown for FY 2025 includes replacing tasers for TCSO using a subscription-based model as opposed to purchasing the equipment outright and the full deployment of the software for Prosecution & Defense, thus increasing the ongoing requirements for this contract. As shown in the consolidated table above, if the department remains on the current base contract(s), the FY 2027 contract totals $5,460,720 compared to $4,603,867 in FY 2026, an increase of $856,853 or 18.6 percent. The modification requested would increase the existing contract by an additional $5,859,865 in FY 2027, a 107.3 percent increase over the FY 2027 base contract, for a total increase of $6,716,684 over the FY 2026 amount. In addition to the proposed contract increase of $5,859,865 in FY 2027, there will also be a one-time expenditure of $1,184,663. Further, the base contract is scheduled to increase by $7,044,928 from FY 2027 to FY 2030 whereas during the same period, the proposed modifications would increase the contract by $24,752,519, an additional $17,707,591 during that four-year period. Combined, the total amount of resources needed from FY 2027 to FY 2030 should the proposed modifications be implemented would be $31,797,413. PBO notes that an additional $51,361,495 of resources would be needed between FY 2031 to FY 2035 (not shown above) as the proposed modifications to the contract term will last through FY 2035; this is not shown in the table above since portions of the existing contract end in FY 2031, FY 2033, and FY 2034, respectively, and would not be a fair comparison but is included here for awareness of future costs beyond FY 2030. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 90 of 97 Page 82 of 468 Given that there are multiple Offices and Departments involved within this request, PBO believes it would be best for every Office and Department to come forward and state their desire for these enhancements. However, even if there is an equal desire from each Office and Department, due to funding limitations under SB2, PBO notes that if this request is fully funded, it will take away future funding flexibility from the Commissioners Court. Therefore, PBO believes that this request is best to be discussed at a Budget Hearing so that the Commissioners Court can provide direction and input on how to best balance this request with other current and future priorities of the Commissioners Court. PBO also recommends that the Offices and Departments explore other alternatives that could meet many of these needs but at a lower cost option. As such, PBO is instead recommending a $2,149,500 Earmark against the Allocated Reserve, comprised of $1,371,624 in ongoing funding and $777,876 in one-time funding, as part of the FY 2027 Preliminary Budget which includes funding for unlimited third-party digital evidence storage, migration of legacy Arbitrator data, and equipment for TCSO (including replacement drone equipment at the end of its useful life, additional in-vehicle camera systems to ensure adequate recording capabilities, and additional tasers/body cameras to ensure a 1:1 officer to equipment ratio for these items). PBO is encouraging TOPS to look to address required needs with smaller annual increases ($1,371,624 vs. $5,859,831 of ongoing resources as requested and $777,876 of one-time funding vs. the requested $1,184,663). The partial funding of this request that PBO is recommending as an Earmark in FY 2027 will be under TOPS and would require Commissioners Court approval prior to transferring funds directly within TOPS as a central department for ease of contract administration and billing. PBO notes that the proposed contract envisions hardware costs for items like tasers, drones, and body cameras to be included as part of the monthly ongoing subscription costs per FTE. Historically, the County has usually purchased these pieces of equipment outright using CAR funds, and then pays for any ongoing maintenance, support, or consumable costs using ongoing funds either in the department or centrally via TOPS. By including the hardware costs into the license agreement, these one-time costs would now be shifted to the ongoing side of the budget where the County’s available resources are constrained by factors such as SB2 as previously mentioned. PBO has asked TechOps to explore the possibility of continuing to purchase hardware with one-time resources to limit the amount of cost growth that would otherwise appear on the ongoing side of the budget. These discussions remain ongoing between the County and the vendor. AXON - PROSECUTION & DEFENSE (RECOMMENDED: $0) The table below highlights the ongoing resources required for the base Axon Prosecution and Defense contract and proposed contract from FY 2027 to FY 2034. Axon Prosecution & Defense Base Contract vs. Proposed Contract Contract Base % Annual Contract % Annual % Annual Proposed Modification Fiscal Base Contract Increase for Modification Increase for increase Contract Increase Year Contract Annual Base over Prior Proposed Base vs. Amount over Base Increase Contract Year Base Contract Proposed Contract FY 2024 349,640 N/A N/A N/A N/A N/A N/A N/A FY 2025* 807,837 458,197 131.0% N/A N/A N/A N/A N/A FY 2026 840,057 32,220 4.0% N/A N/A N/A N/A N/A FY 2027 873,757 33,700 4.0% 1,264,474 390,717 424,417 N/A 44.7% FY 2028 908,707 34,950 4.0% 1,315,053 406,346 441,296 4.0% 44.7% Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 91 of 97 Page 83 of 468 FY 2029 945,055 36,348 4.0% 1,367,655 422,600 458,948 4.0% 44.7% FY 2030 982,857 37,802 4.0% 1,422,361 439,504 477,306 4.0% 44.7% FY 2031 1,022,171 39,314 4.0% 1,479,255 457,084 496,398 4.0% 44.7% FY 2032 1,063,058 40,887 4.0% 1,538,425 475,367 516,254 4.0% 44.7% FY 2033 1,105,581 42,523 4.0% 1,599,962 494,381 536,904 4.0% 44.7% FY 2034 1,149,804 44,223 4.0% 1,663,961 514,157 558,380 4.0% 44.7% Total $10,048,524 $800,164 $11,651,146 $3,600,156 $3,909,903 *Please note that the increase seen in FY 2025 was due to the fact that the initial contract year began in FY 2024 and the software was being deployed to Offices/Departments, thus the full amount did not start until FY 2025. As shown in the table above, if the department remains on the current base contract, the FY 2027 cost is $873,757 compared to $840,057 in FY 2026, an increase of $33,700 or 4.0 percent. This amount is included as part of the FY 2027 Preliminary Budget as part of FY 2027 maintenance agreement increases highlighted in Request #2. The requested modification would increase the existing contract by $390,717 in FY 2027, a 44.7 percent increase over the FY 2027 base contract. In addition to the proposed contract increase of $390,717 in FY 2027, there would also be a one-time expenditure of $1,006,843 for professional services to migrate of 2 petabytes of data from TechShare Prosecutor to the Axon Cloud evidence management system. It should be noted that the base contract will cost the County an additional $309,747 from FY 2027 to FY 2034 whereas during the same period, the proposed modifications would increase the cost to the County by $3,600,156. Therefore, a total amount of $3,909,903 would be needed above the FY 2026 base contract from FY 2027 to FY 2034 should the proposed modifications be implemented. AXON - LAW ENFORCEMENT ($2,149,500 EARMARK) The table below highlights the ongoing resources required for the base Axon Law Enforcement contract and proposed contract from FY 2027 to FY 2030. Axon Law Enforcement Base Contract and Proposed Contract Base % Annual Contract Contract % Annual % Annual Proposed Fiscal Base Contract Increase Modification Modification Increase for increase Contract Year Contract Annual for Base Increase over over Prior Proposed Base vs. Amount Increase Contract Base Contract Year Base Contract Proposed FY 2024 1,276,620 N/A N/A N/A N/A N/A N/A N/A FY 2025* 3,657,927 2,381,307 186.5% N/A N/A N/A N/A N/A FY 2026 3,763,810 105,883 2.9% N/A N/A N/A N/A N/A FY 2027 4,586,963 823,153 21.9% 10,056,077 5,469,114 6,292,267 - 119.2% FY 2028 5,786,142 1,199,179 26.1% 12,947,112 7,160,970 8,360,149 28.7% 123.8% FY 2029 6,672,673 886,531 15.3% 13,653,191 6,980,518 7,867,049 5.5% 104.6% FY 2030 10,665,938 3,993,265 59.8% 14,148,654 3,482,716 7,475,981 3.6% 32.7% Total $36,410,073 $9,389,318 $50,805,034 $23,093,318 $29,995,446 *The increase shown for FY 2025 includes replacing tasers for TCSO using a subscription-based model as opposed to purchasing the equipment outright, thus increasing the ongoing requirements for this contract. As shown in the table above, if the department remains on the current base contract, the FY 2027 contract totals $4,586,963 compared to $3,763,810 in FY 2026, an increase of $823,153 or 21.9 percent. The modification requested Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 92 of 97 Page 84 of 468 would increase the existing contract by $5,469,114 in FY 2027, a 119.2 percent increase over the FY 2027 base contract. In addition to the proposed contract increase of $5,469,114 in FY 2027, there will also be a one-time expenditure of $168,900 for training, certifications and professional services for the various new systems and features. Further, the base contract would increase the existing contract’s cost to the County by $6,902,128 between FY 2027 to FY 2030 whereas during the same period, the proposed modifications would increase the cost to the County by $23,093,318. Therefore, a total amount of $29,995,446 would be needed between FY 2027 to FY 2030 should the proposed modifications be implemented. Miguel Segura Technology and Operations FY 2027 Preliminary Budget Page 93 of 97 Page 85 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Justice Systems - Evidence P6 Priority # of Request: Management & Support Staff Name of Program from PB-3: ADPS Mandated Program (Yes/No) No Total Amount of Request: Total Amount of Request: $7,147,376 Ongoing: $5,971,383 • Axon LE Net Annual Increase: $5,410,354 • Axon Justice Net Annual Increase: $390,717 • AT&T SIM Cards: $39,600 • Resource: $130,712 One-Time: $1,175,993 • Axon Justice (One-Time): $1,006,843 • Axon LE (One-Time): $168,900 • Resource (One-Time): $250 Note: Any additional FTEs approved in future budget actions will require corresponding Axon licensing and will increase the total annual cost Collaborating Departments/Agencies: Information Technology Services, Sheriff’s Office, Constables 1-5, Fire Marshal, Emergency Medical Services, District Attorney, County Attorney, Public Defenders Office, Capital Area Private Defender Services & Office of Child Representation Request Contact (Name/Phone): Jesse Valdez, 512-854-0399 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Travis County utilizes several Justice Systems (Software and Hardware) Digital Evidence Management Solutions to conduct their day-to-day efforts. Approval is requested to fund Axon platform enhancements to address appropriate licensing, evidence storage limitations, live translation needs, provide the latest less lethal Taser 10 technology and enhance situational awareness. The request includes unlimited third-party digital evidence storage, migration of legacy Arbitrator & TechShare data, body camera live translation, Drone Program hardware/software and upgrades Taser 7 technology to Taser 10. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 86 of 4682. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Justice System – Evidence Management (Prosecution & Defense) This request addresses five operational risks areas: (1) Migration of 2 Petabytes of data, (2) Storing digital media evidence in proper evidence management system, (3) Ensures chain-of- custody, (4) Enables “Partner Share” to defense attorneys, and (5) digital evidence processing inefficiencies. This proposal includes migrating TechShare Prosecutor data (2 Petabytes) into Axon Cloud evidence management system through professional services. Collocating digital media evidence in Axon cloud will provide the following benefits and risk mitigation and upgrading current licensing to Premier Plus. 1. Migration of 2 Petabytes of data Mitigates the risk for Travis County on migrating 2 Petabytes of data. Travis County does not have a mechanism to migrate this large amount of data with current API capabilities. Time stamps would be compromised when migrated manually. Axon professional services would eliminate these risks and provide warranties. 2. Storage of digital media evidence in evidence management system Mitigates the risk of storing digital media evidence “DME” on-premise and in two different places. DME should be stored and managed in the enterprise Evidence Management System. 3. Ensures proper chain-of-custody Provides audit report capabilities to ensure proper chain-of-custody as it moves through the justice system. Enables the ability to expunge through case management system. 4. Enables “Partner Share” to defense attorneys Enables new functionality to initiate a “Partner Share” from case management system “TechShare Prosecutor” to Defense Attorneys case management system “TechShare Defense” sending the DME via Evidence.com where additional metadata and tools are available. a. Defense attorneys currently have access to their own Evidence.com tenant with all the functionality premier licensing affords them (GPS Location, Transcription, Redaction, etc.) b. Currently there is no streamlined mechanism for defense attorneys to receive the digital evidence via Evidence.com. Digital Media Evidence is “Made Discoverable” via TechShare (Case Management System). The Evidence.com tools are not available in TechShare. 5. Premier Plus Licensing Enables Travis County prosecution and defense to have access to the AI Plan (Brief One, Translation, Policy Chat and Cell Phone Reader) capabilities inside their Evidence.com tenants. The requested capabilities are intended to reduce manual effort to locate, FY 2027 Budget Request Proposal (PB-4) v1.0 Page 87 of 468 review, and use evidence by adding searchable transcription and integrated tools that improve how evidence is accessed and reviewed. This is intended to improve staff productivity and reduce operational and legal risk associated with delays, incomplete review, or inconsistent handling of digital evidence. Proposed Solution This proposal funds the following components - Axon Professional Services for the migration of 2 Petabytes of digital media evidence to axon cloud (evidence.com) for both County Attorney and District Attorney - Upgrades current Premier Licensing to Premier Plus Licensing for District Attorney, County Attorney, Public Defender’s Office, Capital Area Private Defense Services and Office of Child Representation. Cost elements - The following Net Annual Increase: $390,717 is requested to meet the proposed solution. - The following One-Time funding of $1,006,843 is requested to meet the proposed solution. Eight Year Cost Outlook for proposed solution (FY28 – FY35) Justice System - Evidence Management (Law Enforcement) Our law enforcement agencies (Sheriff’s Office, Constables 1-5, TNR Parks, Fire Marshal and Emergency Medical Services) currently utilize Evidence Management System (Evidence.com) hardware and software to collect, store and manage digital evidence. Having the proper tools at their disposal is essential to protect the integrity of the data which is then shared with our Justice Agencies (prosecution and defense). This request addresses six operational risk areas: (1) digital evidence processing inefficiencies, (2) language barrier inefficiencies, and (3) long-term digital evidence storage capacity, (4) Upgrades our deputies to Taser 10 technology, (5) addresses non-compliant/existent drone hardware while adding situational awareness capabilities, and (6) TCSO airspace security over detention facilities. Our law enforcement agencies are currently licenses Pro and Unlimited 7+ at the base rate do not have the requested Taser 10 technology, unlimited transcription, live translation, unlimited third-party storage, or Arbitrator migration capability at scale. This proposal would add those capabilities under an Axon Officer Safety Plan + Bundle, Officer Safety Plan 10+ Bundle, Officer Safety Plan 10 Premium Bundle licensing models. 1. Unlimited Transcription Current digital evidence review and searching requires significant manual effort by sworn and civilian staff. The requested capabilities are intended to reduce manual effort to locate, review, and use evidence by adding searchable transcription and integrated tools that improve how evidence is accessed and reviewed. This is intended to improve staff FY 2027 Budget Request Proposal (PB-4) v1.0 Page 88 of 468 productivity and reduce operational and legal risk associated with delays, incomplete review, or inconsistent handling of digital evidence (cannot confirm specific legal citations without the controlling policy or legal reference used by our law enforcement agencies for evidence retention and discovery). 2. Live Translation Enables deputies to communicate across 150+ languages from their body camera. Intuitive push-to-talk functionality and audio playback through the body camera allows deputies the ability to respond faster across language barriers providing mutual understanding when a human translator isn’t immediately available. 3. Long-term digital storage There is a growing need for third-party digital evidence storage to accommodate increasing digital submissions and to support planned migration of legacy Panasonic Arbitrator data into Axon Evidence.com. The current storage limitation is 100 GB per licensed user before additional storage must be purchased. 4. TASER 10 Providing TASER 10 technology to our deputies help to deliver a unified, safer, and more accountable approach to use-of-force incidents. Enhanced safety and de-escalation reduce injury risks by enabling deputies to resolve incidents without resorting to firearms. Bringing TASER 10 to all our law enforcement agencies allows for standardization ensuring every deputy operates under a consistent set of expectations. 5. Drone Programs Replaces DJI Drone hardware with American made drones. Brings drone programs to our constables to enhance situational awareness, assess threats, identify and plan a safer approach, reducing the risk of walking into a dangerous situation. Enables agency to search large, hard to reach areas (like dense woods or disaster zones) for missing persons and provide public safety overwatch during large scale events. 6. Airspace security over detention facilities TCSO currently lacks the ability to systematically detect and document unauthorized drones over detention facilities. Drones can be used to deliver contraband into secure environments, creating safety and security risk for staff and inmates. TCSO’s current drone detection capability is limited to identifying and tracking DJI drones, which does not provide coverage for non-DJI platforms and leaves a gap in airspace detection. Proposed solution This proposal funds the following components: - Consolidates the law enforcement contracts (hardware/software) and separates each agency with appropriate licensing/hardware. - Right sizes our agencies to the correct number of licenses needed for both sworn and civilian staff. - Right sizes our hardware counts (Fleet 3, TASERs and Body Cameras) - Pro Agency Admin: Enables civilian access to Evidence.com includes all software tools. - Officer Safety Plan +: Combines Evidence.com access and body camera into one plan. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 89 of 468 - Officer Safety Plan 10+: Combines Evidence.com access, body camera and Taser 10 into one plan. - Officer Safety Plan 10 Premium: Combines Evidence.com access, body camera and Taser 10 into one plan with access to: o Dedrone by Axon: airspace detection and documentation to detect and track unauthorized drones over detention facilities. rd o Unlimited 3 Party Storage o Axon FUSUS integration to support real-time video integration (as represented in vendor-provided directional pricing, pending final quote). - Upgrades our Taser 7 technology to Taser 10 less lethal technology for Non-TCSO agencies. - Unlimited transcription: expanded use of transcription to make audio and video evidence more searchable - Unlimited third-party storage: Allows the ability to store digital evidence from externally submitted and non-Axon evidence sources. - Live Translation: Enables deputies to communicate across 150+ languages from their body camera. - Migration of Panasonic Arbitrator data to Axon Evidence.com. - Drone Program: Provides drone hardware, software and connectivity enabling our law enforcement agencies a safer alternative reducing the risk of walking into a dangerous situation. - Future Growth: Accounts for 44 Full-Time Employees each year. - Professional Services: Provides on-site support for the implementation of Dedrone, Fusus, Drone Programs, Training and Technical support. - Accounts for future growth to include Licensing, Body Cameras, Taser 10 and Fleet 3 (In- Car Camera Systems). - Replaces non supportive Jail Camera System = VI Monitor with FUSUS (Real-Time Crime Center) Relationship to mission and County goals This request supports secure detention operations, deputy and facility safety, eliminating language barriers, improved evidence handling efficiency, and risk reduction related to digital evidence storage and accessibility. It aligns to County goals focused on public safety, operational efficiency, and risk management. Cost elements - The following Net Annual Increase: $5,410,354 is requested to meet the proposed solution. - The following One-Time funding: $168,900 is requested to meet the proposed solution. o Training & Certifications $46,500 o Skydio Professional Services $122,400 Seven Year Cost Outlook for proposed solution (FY28 – FY34) FY 2027 Budget Request Proposal (PB-4) v1.0 Page 90 of 468 Alleviated Cost & Cost Avoidance – Would be seen in Year 2 – Year 8 AT&T SIM Cards (Data Plan) This request addresses the addition of data SIM cards needed by our Non-TCSO law enforcement agencies. The addition of the Fleet 3 in car camera systems deployment to our law enforcement vehicles (Units) requires connectivity, via a CradlePoint, to continually transmit digital media evidence to evidence.com. This requires the addition of new data lines for our agencies. Proposed solution This proposal funds the following components - 24 x Units – Constable 1 - 33 x Units – Constable 2 - 38 x Units – Constable 5 - 37 x Units – TNR Parks - 15 x Active SIMs – ITS/EAS (Digital Evidence Management) Relationship to mission and County goals This request supports evidence handling efficiency, and risk reduction related to digital evidence storage and accessibility. It aligns to County goals focused on public safety, operational efficiency, and risk management. Cost elements - The Net Annual Increase: $39,600 is requested to meet the proposed solution. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 91 of 468 Active AT&T SIM Cards $30/Month x 110 x 12 Resource (Customer Support Analyst Sr.) Information Technology Services is responsible for the distribution, maintenance, and management of Travis County endpoints such as mobile computer workstations, in-car video systems, peripheral equipment, and associated software for departments/agencies with no Department IT. On-going expansions and support of the Travis County Axon mobile data systems, video services, and associated technology to Non-Sheriff’s Office Law Enforcement Agencies have increased the staffing needs to cover these new/ongoing responsibilities. Detailed summary of identified tasks can be seen in next section. This request addresses converting an existing contractor to a full-time position Proposed solution The following New Resources is being requested for the Digital Evidence Management Program: - Customer Support Analyst Sr. Field Support, Tier 1 (Body Camera, Fleet 3 “In-Car Camera”, Axon Software and Interview Rooms), Roll Out Support and Inventory Management for Non-Sheriff’s Law Enforcement Agencies. Cost element - The Net Annual Increase: $130,712 is requested to meet the proposed solution. - The following One-Time funding: $250 is requested to meet the proposed solution. o 14” Portable Monitor Description Cost Salary $90,000 Benefits $36,762 Employment Related $3,950 Expenses Total $130,712 Note: Currently the Customer Support Analyst Sr. is a contracted position. He is one of two resources who focus on the deployment and ongoing support of Digital Evidence Management tools (Hardware and Software) for our eight law enforcement agencies. If a Full-Time Position is not available a one-time cost of $171,642 is requested to continue the contractor position for another year. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 92 of 468 Justice System – Evidence Management (Prosecution & Defense) Intended results This proposal is intended to migrate 2 petabytes of TechShare Prosecutor digital media evidence data into the appropriate evidence.com instance for County Attorney and District Attorney utilizing professional services and to enable “partner share” functionality via case management system (TechShare Prosecutor). Expected outcomes include, (1) reducing operational and legal risk, increase staff efficiency in the handling of digital media evidence by storing the data in a centralized location and increase confidence in evidence retention and discovery processes as evidence volumes continue to grow, and (2) reduced staff time spent manually reviewing and transcribing audio and video evidence, improved accessibility and searchability of digital evidence, and increased confidence in evidence retention and discovery processes as evidence volumes continue to grow. Current service level and limitations Under current funding levels, digital media evidence is stored in two different places, and County Attorney and Defense Attorney are unable to utilize the “Partner Share” functionality from their case management system (TechShare Prosecutor) when making digital media evidence “discoverable” to defense attorneys. These constraints consume significant staff time, elevate legal and operational risks as the volume and complexity of digital evidence expands. Justice System – Evidence Management (Axon Law Enforcement) Intended results This proposal is intended to consolidate our law enforcement contracts into one, lock in today’s pricing for future cost avoidance, improve TCSO detention facility security, reduce operational and legal risk, eliminate language barriers in the field, future proof our drone programs, upgrade to Taser 10 technology and increase staff efficiency in the handling of digital evidence. Expected outcomes include improved detection and documentation of unauthorized drone activity over jail facilities, reduced staff time spent manually reviewing and transcribing audio and video evidence, improved accessibility and searchability of digital evidence, and increased confidence in evidence retention and discovery processes as evidence volumes continue to grow. Current service level and limitations Under current funding levels, our enterprise justice system – evidence management contracts are not aligned, TCSO relies on limited airspace awareness and largely manual digital evidence review and transcription processes, we lack the ability to have real-time translation in the field, our drone programs are on non-compliant hardware, our non-TCSO agencies are on out dated Taser technology. These constraints consume significant staff time, increase overtime pressure, and elevate legal and operational risk as the volume and complexity of digital evidence expands. The current Axon Pro licensing base does not provide the capabilities necessary to address these risks at scale or to support long-term evidence storage and processing needs. AT&T SIM Cards (Data Plan) Intended results FY 2027 Budget Request Proposal (PB-4) v1.0 Page 93 of 468This proposal is intended to provide data connectivity lines to our law enforcement agencies vehicles. Fleet 3 (In-Car Camera Systems) are connected to internet via CradlePoints that have been installed in the vehicles replacing arbitrator hardware. These CradlePoints require an active data SIM Card to continuously upload digital media evidence as it is captured in the field. Current service level and limitations Under current funding levels, our law enforcement agencies are not budgeted to fund these additional active SIM Cards. The funding today is coming from one-time hardware/software project money which is not sustainable. Resource (Customer Support Analyst Sr.) Intended results This proposal is intended to convert current contracted Mobile Data Team/Digital Evidence Management resource to a full-time position to continue operational field support, maintenance, management, and administration of Axon Hardware/Software, mobile computer workstations, in-car video systems, peripheral equipment, and interview rooms for law enforcement agencies with no department IT. In FY26, the deployment of 477 x Fleet 3 Systems were installed between seven (7) of our law enforcement agencies requiring continuous Field Support (Tier 1 & Tier 2), Life Cycle Management, Inventory Management, and Roll Out Support. Current service level and limitations Under current funding levels, the Customer Support Analyst Sr is a contracted position coming from One-Time project funds which is not sustainable. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? Justice System – Evidence Management (Prosecution & Defense) Performance measures Program performance will be evaluated using operational and system-generated data, including: - Number of digital media evidence located in TechShare On-Premise Servers. - Number of TDA & TCA cases located in TechShare On-Premise Servers. - Number of digital media evidence along with case migrated to Axon Cloud (TDA evidence.com & TCA evidence.com) Evaluation approach Performance will be monitored through Axon Professional Services, Travis County ITS, EAS (DBA &DEM), ITS SLM, TechShare, County Attorney and District Attorney. Justice System – Evidence Management (Law Enforcement) Performance measures Program performance will be evaluated using operational and system-generated data, including: - Number of detected and documented uses of live translation. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 94 of 468- Number of documented uses of drone technology for public safety over watch, missing person, large scale events, protest and threat assessments before entering a structure. - Staff time associated with audio and video evidence review and transcription. - Time required to locate, review, and produce digital evidence for discovery, redaction, expunction, and public-information requests. - Deployment and implementation of hardware (FUSUS, Dedrone and Fleet 3 Systems) to replace VI Monitor System, Whitefox and Arbitrator in-car camera systems. Evaluation approach Performance will be monitored through Axon system analytics, audit logs, evidence timestamps, and standard operational reporting. There is no separate independent evaluation component proposed; results will be reviewed internally as part of ongoing operational oversight. Benchmarks and comparable programs Comparable deployments of automated transcription, centralized digital evidence platforms, and airspace detection technologies are in use at other law enforcement agencies. These programs are commonly evaluated based on reductions in manual processing time, improved evidence accessibility, and enhanced situational awareness. Specific external benchmarks were not relied upon for this request. AT&T SIM Cards Performance measures Program performance will be evaluated by successfully moving existing Fleet 3 (In-Car Camera Systems) CradlePoints with AT&T service from project one-time funds to ongoing maintenance funding. Resource (Customer Support Analyst Sr.) Performance measures Program performance will be evaluated for the Customer Support Analyst Sr through the assigned roles and responsibilities for the distribution, maintenance, and management of Travis County endpoints such as mobile computer workstations, in-car video systems, peripheral equipment, and associated software for departments/agencies with no Department IT. On-going expansions of the Travis County Axon mobile data systems, video services, and associated technology to Non-Sheriff’s Office Law Enforcement have increased the staffing needs of the Endpoint Management team to cover these new responsibilities. Responsibilities include: - Deployment, maintenance and support of the Axon Fleet 3 (In-Car Camera Systems) to Constables (1-5), Fire Marshall Office, and TNR Parks. - Deployment, maintenance and support of the Axon Interview Room Systems to Constables (1-5), Fire Marshall Office, and TNR Parks. - Life Cycle Management > Body Cameras (36 Month), Fleet 3 In-Car Camera Systems (60 Months), Interview Rooms (60 Months), TASERs (60 Months) and, Drones (30 Months). - Field Support o Diagnosis and Triage o Non-TCSO Fleet 3 Deployment Services o Advise/inform/consult FY 2027 Budget Request Proposal (PB-4) v1.0 Page 95 of 468 o CradlePoint initial configuration - Roll Out Support - Receive, Inventory and Distribute hardware (Body Cameras, Fleet 3, Peripherals) to appropriate agency. - Software Support o Axon Fleet o Axon View o Axon View XL o Evidence.com - Inventory Management o Receiving hardware from agencies, Inventory, and Returning hardware to vendor. o Receiving hardware from vendor, Inventory, and distributing to appropriate agency. o Coordinate the receiving and shipping of hardware from Travis County Purchasing Warehouse to DANA Safety Supply. o Coordinate with Vehicle Operations Managers at all Travis County law enforcement agencies, TNR Fleet Services and DANA Safety Supply to maintain an updated copy of vehicles Evaluation approach Performance will be monitored through ServiceNow tickets and standard operational reporting. There is no separate independent evaluation component proposed; results will be reviewed internally as part of ongoing operational oversight. Benchmarks and comparable programs Two Mobile Data Team (Customer Support Analyst Sr.) resources joined the Digital Evidence Management program in July 2025 and August 2025. These resources have overseen the deployment, maintenance and support of the Fleet 3 to all Non-TCSO Law Enforcement agencies. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. Justice System – Evidence Management (Prosecution & Defense) This proposal is expected to address four operational risks areas: (1) Migration of 2 Petabytes of data, (2) Storing digital media evidence in proper evidence management system, (3) Ensures chain-of-custody, and (4) Enables “Partner Share” to defense attorneys. It includes migrating TechShare Prosecutor data (2 Petabytes) into Axon Cloud evidence management system through professional services. Collocating digital media evidence in Axon cloud will provide the following benefits and risk mitigation. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 96 of 468Justice System - Evidence Management (Law Enforcement) This proposal is expected to improve service levels related to consolidating all Travis County Law Enforcement agencies contracts, separating each agency with appropriate licensing and hardware, right-sizes enterprise hardware needs, unlimited storage, replaces our non-compliant drone programs with American made drones, and TCSO detention facility security and the timeliness of operational and records support by adding airspace detection and improving evidence accessibility and searchability. These capabilities are intended to reduce manual processing burden and support consistent responsiveness as digital evidence volume increases. AT&T SIM Cards This proposal is expected to establish continues connectivity for the necessary CradlePoints that enable the transmission of digital media evidence to evidence.com for our smaller Non-TCSO agencies. Resource (Customer Support Analyst Sr.) This proposal is expected to continue established service levels related to remote and in-person desktop support and assistance; Configuration, deployment and updating of software packages, laptops, mobile devices, video systems, and other associated systems; Customer consultation for determination of technology solutions to meet end user needs; Enforcement of workstation, mobile device, and software security policies in accordance with regulatory requirements; Multi- level technical assistance to users and collaboration with Information Technology teams; Maintenance, repair and/or diagnostics on computers and peripherals within multiple departments; Technical escalation point to other IT personnel. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) Justice System – Evidence Management (Prosecution & Defense) • Q1 FY2027: Execute contract upon budget approval • Q2 FY2027: Planning, Analysis and Design Phase • Q3 FY2027: Begin implementation and data migration • Q4 FY2027: Testing, Validation and Go-Live Justice System – Evidence Management (Law Enforcement) • Q1 FY2027: Execute contract upon budget approval; finalize configuration planning and administrative setup; begin training and rollout planning. • Q2 FY2027: Receive and distribute additional licenses and hardware (Body Cameras, Fleet 3, TASER 10 and Drones). Begin implementation of Dedrone, FUSUS and expand Axon capabilities (transcription, live translation, third-party storage, and Arbitrator migration services) based on finalized statement of work • Q3 FY2027: Transition to operational use across intended user groups; begin collecting baseline operational metrics and system analytics. • Q4 FY2027: Stabilize operations and incorporate routine reporting into existing management oversight. AT&T SIM Cards FY 2027 Budget Request Proposal (PB-4) v1.0 Page 97 of 468 • Q1 FY2027: Upon budget approval; transition AT&T service from project one-time funds to ongoing maintenance funding. Resource (Customer Support Analyst Sr.) • Q1 FY2027: Upon budget approval; begin new hire process to post position and begin interviews for the Customer Support Analyst Sr. • Q2 FY2027: On-board Customer Support Analyst Sr. and continue ongoing maintenance and support. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. This proposal impacts and leverages resources across multiple County partners: • Travis County ITS: coordination on system integration, security review, access controls, and CJIS alignment for any systems that store, process, or transmit criminal justice information. • Travis County Non-TCSO Agencies (Constable 1-5, TNR Parks, Fire Marshal & Emergency Medical Services): coordination on the distribution of updated hardware and software, system integration, security review, access controls, and CJIS alignment for any systems that store, process, or transmit criminal justice information. • Jail Administration: coordination on detention facility operational needs, contraband prevention efforts, and implementation planning for airspace detection coverage. • Travis County Attorney and District Attorney: coordination to support timely access to digital evidence for legal review, discovery, and prosecutorial processes. Collaboration will focus on establishing implementation requirements, confirming governance and security controls, and developing a shared operational process for ongoing use and reporting. This proposal is intended to use shared County platforms and reduce reliance on separate, duplicative tools where feasible. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 98 of 468 If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to Y use when in the office? Y/N If yes, provide the information below: Building 700 Lavaca Name/Location Floor/Suite/Office # 3rd Floor, Suite 310A If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for Y the position? Y/N If yes, provide the information below: Building 700 Lavaca Name/Location Floor/Suite/Office # 3rd Floor, Suite 310A – Digital Evidence Management If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. N/A If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from N/A ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? FY 2027 Budget Request Proposal (PB-4) v1.0 Page 99 of 468 N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 100 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Justice Systems - Evidence Management & Support Staff SBP Program: Application Development & Production Support Budget Request Priority #: P6 Dpt #: 112 Dept Name: Technology and Operations (TOPS) A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Customer Support Analyst Sr 112TCIS Service Desk Tier II 1.00 100% 1120040001 $ 90,000 $ 37,857 $ 127,857 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 1.00 $ 90,000 $ 37,857 $ 127,857 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Travel & Professional Development Registration Conferences/Seminars 512050 Ongoing $ 3,000 Travel & Professional Development Professional Membership 512040 Ongoing $ 250 Supplies & Equipment Office Supplies 510220 Ongoing $ 200 Services Hardware/Software Maintenance 511550 Ongoing $ 5,469,114 Services Hardware/Software Install Services 511810 One-time $ 168,900 Services Hardware/Software Maintenance 511550 One-time $ 1,006,843 Services Cellular (Air) Time Usage 511700 Ongoing $ 39,600 Supplies & Equipment Hardware Supplies & Equipment 510140 One-time $ 250 Services Hardware/Software Maintenance 511550 Ongoing $ 390,717 Services Cellular (Air) Time Usage 0001 1120170001 511700 Ongoing $ 500 TOTAL OPERATING $ 1,175,993 $ 5,903,381 $ 7,079,374 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 5,670 $ - $ 5,670 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ 3,000 $ - $ 3,000 DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 8,670 $ - $ 8,670 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B) $ 1,175,993 $ 6,031,238 $ 7,207,231 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 1,184,663 $ 6,031,238 $ 7,215,901 C3. 112 PB5 P6 Justice Systems - Evidence Management & Support Staff.xlsx Page 101 of 468 Axon – Digital Evidence Management Software/Hardware FY27 Budget Request An Overview of the needs and benefits for our Travis County Law Enforcement Agencies Page 102 of 468Overview Our Law Enforcement agencies utilize Axon evidence management software/hardware to collect, store and manage digital evidence, which is then shared with our Justice agencies (Prosecution and Defense). Page 103 of 468 The Need Our Law Enforcement agencies – Lack licensing/hardware for jail/corrections, deputies and support staff – Have coverage gaps in Air Space Security over detention facilities – Have “End of Life” Software – Have “End of Life” DJI Drone Programs – Are unaligned on TASER technology – Have digital evidence processing inefficiencies Page 104 of 468Sheriff’s • INSERT SLIDES Office Page 105 of 468Sheriff’s • INSERT SLIDES Office Page 106 of 468Sheriff’s • INSERT SLIDES Office Page 107 of 468Sheriff’s • INSERT SLIDES Office Page 108 of 468Sheriff’s • INSERT SLIDES Office Page 109 of 468Sheriff’s • INSERT SLIDES Office Page 110 of 468Page 111 of 468Page 112 of 468Page 113 of 468Page 114 of 468Page 115 of 468Page 116 of 468Page 117 of 468Page 118 of 468Page 119 of 468Page 120 of 468Page 121 of 468TNR Parks Parks Rangers – Drone Program Page 122 of 468 TNR Park Rangers Understanding the current budgetary constraints, Park Rangers are not hear to advocate for our initial AXON request. While we do need transcription, unlimited data, and upgrades to Taser 10, drones are of utmost importance to us. Page 123 of 468 Park Rangers are funded as follows: • Currently - $81,804 yearly for AXON • Initial budgetary request was an increase of $110,402 (on- going) plus $5,000 (one-time) totaling $115,402 for year one. • This would have given us: – Transcription, – Unlimited data, – Upgrade to Taser 10 from Taser 7, and – Continuance of our drone. Page 124 of 468 TNR Park Rangers Park Rangers are a small group of dedicated POLICE, EMT, and WILDLAND FIRE personnel. We succeed in being able to do so much more than our authorized strength would reflect. One way we do this is thinking outside the box and our drone program was thinking outside the box. We conceived our drone program in 2024 working with CN5 and went into this knowing the startup costs and time involved would be a significant investment. We worked with our partners in Emergency Management to build what has become a robust program. What we did not know at the time is just how much of a positive impact the program would make. Page 125 of 468 TNR Park Rangers Yes, our drone program is a proactive tool for criminal enforcement and investigative assistance in our parks and preserves BUT it is so much more. We conducted 40 flights in 2025 and 2026 is already at 71 with four (4) months remaining. Here are some other examples of what we use them for: • Emergency and disaster response; • Prescribed burn monitoring in park/preserves; • Estimating crowd sizes at park events; • Assessing whether to close parks because of overcrowding or damage; • Surveying bridge and road damage; • Determining debris field size in the aftermath of weather-related events for cleanup; • Conducting land surveys; and • Locating missing people/animals during adverse weather and hard-to-reach areas. Page 126 of 468 TNR Park Rangers We are respectfully requesting the following one-time and on-going funding: Recurring Cost Agency Qty Cost/Unit Software FY2027 TNR Parks 8 $360.00 Non-TCSO (AB4/Taser 7) $360/PUPM $34,560.00 TNR Parks 2 $1,112.00 Skydio Connect X10 ($1,112 ea./Yr) $2,224.00 Total $36,784.00 One Time Agency Qty Cost/Unit Software FY2027 TNR Parks 2 $24,375.00 X10 Drone ($24,375/ea.) $48,750.00 Total $48,750.00 Page 127 of 468 TNR Park Rangers What could happen? Without this funding, we will have to make some very tough choices. At this time, we do not know what those choices will be. What we do know is if the program is not maintained it will have a significant impact on our operations and would be more expensive in the long term. Page 128 of 468 $5,413,037 (FY27 Budget Request) + $4,586,963 (Current Contract Obligations) . Total = $10,000,000 FY27 Budget Would address: • Licensing/Hardware – Appropriately accounted for the number Request of current staff • Air Space Security over detention facilities • Six “End of Life” Software • Replace DJI Drones with American made Drones for our agencies with Drone Programs • Align all Travis County agencies on Taser 10s • Digital Evidence Processing Inefficiencies Page 129 of 468 $2,149,500 (FY27 Budget Recommendation) • $1,371,624 – Recurring • $777,876 – One Time + $4,586,963 (Current Contract Obligations) . FY27 Budget Total = $6,736,463 Request Only Address: Recommendation • Licensing/Hardware – For some Sheriff’s Office Staff • End of Life Software – Some not all • Replaces DJI Drones with American made Drones for Sheriff’s Office only Does Not Address: • Licensing/Hardware – To account for the number of current staff • Air Space Security over detention facilities • Replacement of DJI Drones with American made Drones for Non-TCSO agencies • Align all Travis County agencies on Taser 10s • Digital Evidence Processing Inefficiencies Page 130 of 468 We ask Commissioners Court to fund $3,263,537 In addition to $2,149,500 (FY27 Budget Recommendation) $4,586,963 (Current Contract Obligations) . Total = $10,000,000 Would address: Closing the Gap • Licensing/Hardware – To account for the current number of staff • Air Space Security over both detention facilities • Six “End of Life” Software • Replace DJI Drones with American made Drones for our agencies with Drone Programs • Align all Travis County agencies on Taser 10s • Digital Evidence Processing Inefficiencies Page 131 of 468 • Inappropriate licensing and hardware – Will continue to Risks cause operational inefficiencies • End of Life Systems – Will become unsupported, What happens if restricted and operationally inadequate not funded • Will be more expensive • End of Life Systems - Standalone system replacements are estimated at $22.4 Million • Digital Evidence Processing Inefficiencies will remain Page 132 of 468Questions? Page 133 of 468 ANTHONY JOHNSON RAUL BANASCO SALLY HERNANDEZ Chief Deputy Major – Corrections TRAVIS COUNTY SHERIFF WILLIAM POOLE P.O. Box 1748 Major – Law Enforcement Austin, Texas 78767 AMY YBARRA (512) 854-9770 COO - Administration & Support www.tcsheriff.org Date: July 30, 2026 To: Travis County Commissioners Court From: Sally Hernandez, Travis County Sheriff Subject: TCSO Request to Consider Axon Agreement (Budget Hearing) Travis County Sheriff’s Office (TCSO) requests Commissioners Court consider approval for budget funding of the Axon Agreement which packages nine separate contracts into a single Axon agreement. By combining these contracts, Travis County can standardize equipment across agencies, improve interoperability, close coverage gaps, and reduce total cost of ownership. TCSO’s request for this technology assists with jail operation and compliance, mental health and inmate care and public safety. This unified evidence environment can also support jail security, mental health and inmate-care initiatives, including CAFA and the Diversion Center, by allowing related video, documents, photographs, forms, and case materials to be securely bundled and shared quickly and securely. It will also improve information sharing with the County Attorney, District Attorney, and partner agencies while maintaining audit trails, chain of custody, access accountability, and more timely case and judicial processes. TCSO currently has contracts with Axon and other vendors for various technology systems, however several of those systems are obsolete, or will soon be obsolete. This technology is not something that TCSO can do without. The table below shows the technology that TCSO is currently using, the current vendor, the technology that is end-of-life and why it is important that this obsolete technology be replaced. Technology Current Vendor Total Licenses 1,207 w Axon Taser Energy Weapon (Taser 10) Axon Axon VR Training Axon Axon Body Camera Axon Axon Evidence/1P Storage/Licenses Axon Axon Signal Sidearm Axon Axon Investigate/Redaction Assistant Axon Axon Performance/Community Request Axon In-car cameras Axon Interview Rooms Axon Safety, Integrity, Tradition of Service Page 134 of 468 All of this technology would continue as part of the proposed Axon package agreement. The current FY27 cost of the existing technology described above is approximately $4.6 million. This amount does not include all future replacement, migration, modernization, or continuation costs associated with the obsolete and aging systems described below. OBSOLETE/NEEDS REPLACEMENT Drones DJI These are DJI drones that are subject to federal procurement restrictions and lifecycle limitations and need to be replaced (8); this includes comparable public-safety aircraft, software, accessories, care, training, and lifecycle refresh. Drone Detection White Fox Drone detection for two separate jail locations; Del Valle likely requires multi-sensor coverage and site design Forms and Reporting AIMS All TCSO employees use for use of force, IA investigations, fleet, and other workflows Third-Party Storage Arbitrator/DXR DXR: Historical reports; OCR /indexing search, export, audit, redaction and expunction Arbitrator: Migration and long-term management of approximately 650 TB of evidence. Jail cameras VI Monitor Cloud jail-video modernization for approx. 1,100 cameras; retention, exports, analytics, support, and 24/7 The obsolete systems will need to be replaced, whether by Axon or some other vendor, so there will still be a cost to Travis County for this as several of these systems will be unsupported, restricted, or operationally inadequate. For example, AIMS requires a vendor-directed replacement; Arbitrator and DXR require supported long-term access; VI Monitor is pushing a cloud modernization path and White Fox and the drone fleet have capability and lifecycle limits. Delaying replacement does not remove the work. The Axon package agreement would replace these systems as follows: Technology Current Vendor Axon Replacement Drones DJI Axon Air Drone Detection White Fox Counter-UAS Forms and Reporting AIMS Axon Standards Records Storage Arbitrator/DXR Third Party Storage Jail cameras VI Monitor Axon FUSUS1 1 FUSUS will allow TCSO to view jail cameras, body cameras, in-car cameras, drones, and other connected cameras in one operation environment, with mapping and alerts such as potential flights in progress. However, TCSO may still need a baseline jail-video system for core monitoring, continuous recording, playback and failover. Page 135 of 468 If the proposed Axon package agreement that is proposed is not approved, TCSO will continue the current Axon contract, but must separately plan and fund the replacement, migration, or continuation of the identified systems above. Some projects may become urgent as support ends or data-access risks grow. In other words, TCSO will still need/require budget funding for these systems, but it may be at a higher cost as seen by the range of estimates for these systems by having to purchase them individually. Technology Cost estimate (a la carte) Drones and DroneSense $700,000 to $1.2 million Drone Detection $1.2 million to $3.0 million Forms and Reporting $5.05 million to $7.10 million Records Storage & Evidence Repository $4.8 million to $11.1 million Jail cameras $5.0 million to $7.0 million Based on the current planning estimates, the total separate-purchase exposure is approximately $16.7 million to $29.3 million over 12 years. These are just estimates and are no guaranteed at time of purchase. Additionally, having to purchase each of these systems individually will create multiple procurements, migrations, integrations, support models, renewals, and separate audit and access-control structures. The Axon package agreement provides coordinated replacement plus operational integration. In addition to replacing and/or consolidating aging systems, the package provides a central searchable repository for video, audio, photographs, documents, forms, affidavits, in-house forms, and other digital evidence. It also includes unlimited third-party storage, unlimited transcription (to assist with expunctions, open records requests, redactions, discovery), translation (60 languages with over 120 predicted soon), a complete form builder, AI-assisted workflow tools, Drone as First Responder, migration services, and dedicated technical support. TCSO is requesting that the Axon package agreement be evaluated against the cost and risk of separate replacement with a budget structure that allows the County to close the identified gaps without relying on unsupported systems Thank you for your consideration and please let me know if you have any questions or need any additional information. Page 136 of 468Travis County Sheriff’s Office – (137) • Corrections Staffing Study Implementation – Year 2 • Law Enforcement Staffing Study Implementation – Year 1 Page 137 of 468 Sheriff’s Office (137) TABLE OF CONTENTS Sheriff’s Office (137) ........................................................................................................................................................ 1 Mission Statement, Strategic Goals, and Functional Area ............................................................................................. 3 Programs & Performance Management ....................................................................................................................... 3 Adopted Budgets FY 2024-2026, Preliminary Budget FY 2027 ..................................................................................... 14 FY 2027 Preliminary Budget Recommendations Summary .......................................................................................... 15 Additional Information .............................................................................................................................................. 19 FY 2027 Budget Reductions ........................................................................................................................................ 25 Reduction Recommendation #1: Salary Savings Reduction............................................................................................... 25 FY 2027 Budget Requests ........................................................................................................................................... 27 Corrections Bureau Staffing Requests ........................................................................................................................ 27 Request #1: Corrections Staffing Study Implementation – Year 2 ..................................................................................... 27 Law Enforcement Bureau Staffing Requests ............................................................................................................... 31 Request #2: Law Enforcement Staffing Study Implementation – Year 1 ........................................................................... 31 Request #4: Internal Affairs Detective ............................................................................................................................... 34 Administration & Support Bureau Staffing Requests .................................................................................................. 36 Request #3: Records Analyst Assistant .............................................................................................................................. 36 Request #5: Physician II ..................................................................................................................................................... 38 Request #6: Inmate Mental Health Positions .................................................................................................................... 40 Request #7: Technology TAC & OPSR Positions ................................................................................................................. 43 Request #14: EHR Project Manager SPW ........................................................................................................................... 46 Corrections Bureau Operating Budget Requests ......................................................................................................... 47 Request #26: Bunk Bed Safety Improvements (Bldg. 12) .................................................................................................. 47 Request #38: Sliding Door Maintenance – Year 1 .............................................................................................................. 48 Request #39: Light Fixture Replacement (Bldg. 1, 2, & 3) ................................................................................................. 49 Request #41: Key watcher Box Project .............................................................................................................................. 50 Request #43: Emergency Response Battery Lighting ......................................................................................................... 52 Request #47: Obsolete Generator Removal ...................................................................................................................... 53 Law Enforcement Bureau Operating Budget Requests ................................................................................................ 55 Request #17: Auto Theft Grant Match and Equipment ..................................................................................................... 55 Request #22: DNA and Forensic Genetic Testing ............................................................................................................... 57 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 1 of 113 Page 138 of 468 Request #23: Law Enforcement Equipment ...................................................................................................................... 59 Request #29: Officer Technology Equipment Request ...................................................................................................... 63 Request #32: Animal Cruelty ILA Funding .......................................................................................................................... 71 Administration & Support Bureau Operating Budget Requests ................................................................................... 72 Request #15: Inmate Related and Operating Expenses ..................................................................................................... 72 Request #16: Recruitment Marketing Contract ................................................................................................................. 74 Request #33: Non-Standard Computer Replacements ...................................................................................................... 77 Request #51: Background Investigations Software ........................................................................................................... 78 TCCC/TCJ Facility Maintenance Requests ................................................................................................................... 80 Request #19: TCCC/TCJ Fire Alarm System Replacements ................................................................................................ 80 Request #24: Replacement Building Security Door System (Bldg. 12) .............................................................................. 81 Request #30: Domestic Boiler Replacement (Bldg. 12) ..................................................................................................... 82 Request #31: Fire Damper and Smoke Exhaust Systems ................................................................................................... 83 Request #34. HSB Standby Generator Replacement ......................................................................................................... 84 Request #35: Cavlock Replacement (Bldg. 1) .................................................................................................................... 85 Facility Capital Project Requests ................................................................................................................................ 86 Request #18: Kitchen Replacement and Renovation (Bldg. 110) ...................................................................................... 86 Request #20: Emergency Exit Landings (Bldgs. 2 & 3) ....................................................................................................... 91 Request #27: Firing Range Roof Infrastructure Improvement ........................................................................................... 92 Request #37: TCCC Recabling Project - Phase 2 ................................................................................................................. 94 Request #40: Ammo Storage Shed Upgrade ...................................................................................................................... 95 Request #44: ADA Shower Modification (Bldg. 2) ............................................................................................................. 97 Request #46: West Command Renovation ........................................................................................................................ 99 Request #49: VCT Tile Replacement and Drain Installation (Bldg. 1) .............................................................................. 101 Request #50: Complete HSB Renovations ....................................................................................................................... 103 Non-Facility Capital Requests ................................................................................................................................... 105 Request #21: Reserve Fleet Replacement and Modification – Year 2 ............................................................................. 105 Request #25: Kitchen Equipment Replacement .............................................................................................................. 108 Request #48: SWAT Vehicle Replacement ....................................................................................................................... 110 Budget Requests Not Evaluated by PBO due to Funding Limitations ......................................................................... 112 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 2 of 113 Page 139 of 468 MISSION STATEMENT, STRATEGIC GOALS, AND FUNCTIONAL AREA The mission of the Travis County Sheriff’s Office (TCSO) is to provide innovative law enforcement and correctional services in a holistic manner through collaborative partnerships. The Office has identified the following strategic goals: • Provide law enforcement services to the community with honesty and integrity and without bias or prejudice; • Provide a safe, humane jail that meets all statutory mandates; and • Provide effective and efficient service to the Corrections & Law Enforcement Bureaus and the community. This aligns with the County goal, “Provide services that support the safety of people in the community.” The Office is budgeted in the following Functional Areas: • Corrections and Rehabilitation • Public Safety ORGANIZATIONAL CHART PROGRAMS & PERFORMANCE MANAGEMENT KEY PROGRAM MEASURES Travis County provides a variety of programs and services that are mandated by the state and/or federal government. The majority of County programs and services are mandated or support mandated programs. PBO works with Offices and Departments to quantify and measure their programs’ performance so that resources are directed to the most critical needs. The information below includes program information and discussion, key program measures, and mandated functions, if Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 3 of 113 Page 140 of 468 applicable. The following programs are linked to the County Goal, “Provide services that support the safety of people in the community.” CORRECTIONS BUREAU: The Corrections Bureau contains five functional divisions with one support program. The following are the five functional divisions:   • Corrections Security & Inmate Mobility  o Corrections Tactical Unit has two sub-units: 1) Emergency Response & Perimeter Security, and 2) Security Threat and K-9 unit. These units provide specialized security.  o Corrections Medical and Transportation Unit is comprised of two distinctive units:   ▪ The Hospital Operations Unit (previously Hospital Visitation Unit - HVU) transports inmates to hospitals and medical appointments outside Travis County correctional facilities, fulfilling the health mandates of Chapter 273, Title 37, Administrative Code. It also facilitates visitation between inmates and their family and friends, as mandated by Rule 291.4, Title 37, Administrative Code.  ▪ The Courts Operation Unit (previously Transportation/Court Unit) is responsible for the secure movement of inmates outside of the jail facilities. The Unit also handles extraditions, individuals arrested on Travis County warrants in other counties and states, and court arrests. The Unit supports compliance with the following: Article 16.20, Code of Criminal Procedure, Texas Minimum Jail Standards under Part 9, Title 37, Administrative Code Texas CCP Article 15.19: Notice of Arrest and 15.20: Duty of Sheriff Receiving Notice. • Inmate Logistics & Processing   o The Central Booking Facility receives, identifies, and processes individuals arrested by any law- enforcement agency within Travis County. The facility allows arrestees to be magistrated as mandated by Article 15.17, Code of Criminal Procedure. o The Travis County Jail Correctional Security section provides Corrections Officers and staff to supervise inmates as mandated by Article 16.21, Code of Criminal Procedure, and Chapter 275, Title 37, Administrative Code.   o The Records Unit keeps the records of the jail system, and carries out the mandated reporting, processing, releasing, and property functions under Chapters 265, 267, Title 37, Administrative Code. • Inmate Housing – Bldg. 12   o Correctional Security is comprised of corrections staff working in building 12. Staff provides corrections officers to supervise inmates as mandated by Article 16.21, Code of Criminal Procedure, and Chapter 275, Title 37, Administrative Code. • Inmate Housing – Other Bldgs.   o The Correctional Security is comprised of corrections staff working in buildings 1, 2, 3, and 9. Staff provides corrections officers to supervise inmates as mandated by Article 16.21, Code of Criminal Procedure, and Chapter 275, Title 37, Administrative Code. o The Health Services Building is comprised of corrections staff working in HSB. Staff include corrections officers who supervise inmates as mandated by Article 16.21, Code of Criminal Procedure, and Chapter 275, Title 37, Administrative Code.  • Standards & Compliance   o The Standards & Compliance Unit performs inspections to ensure continuous compliance with the Texas Commission on Jail Standards and PREA mandates; responds to inmate grievances and manages the inmate mail system; oversees multiple software programs, including the inmate communication systems, Logsoft, Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 4 of 113 Page 141 of 468 and CareWare; and oversees temporary corrections staff and sworn staff within chapel and inmate programs.  o The Classification Unit manages the classification and assignment of inmates, and carries out the mandated reporting, recording, classification, and separation functions under Chapters 269 and 271, Title 37, Administrative Code. It also reclassifies inmates, if necessary, under the federal Prison Rape Elimination Act, 34 U.S.C. Chapter 303, and 28 C.F.R. Part 115.  o The Administrative Unit is comprised of 1) FTO Coordinator, 2) Mentorship & Retention, and 3) PREA Compliance (Corrections Officer staff only) work to ensure that all TCSO facilities implement and comply with directives set forth by the Prison Rape Elimination Act, 28 C.F.R. Part 115. o The Life Safety Unit ensures the safety of Travis County correctional facilities and annually inspects them for conformance to building and fire codes. It ensures compliance with safety mandates under Chapter 263, Title 37, Administrative Code, local, state, and federal fire codes, and the Americans with Disabilities Act, 42 U.S.C. Chapter 126.  o The Inmate Service (previously known as the Facilities Unit) operates various non-residential parts of the Travis County Correctional Complex, including the kitchen, laundry, commissary, and warehouse. The Kitchen is mandated by Chapter 281, Title 37, Administrative Code, the Laundry is mandated under Chapter 277, Title 37, Administrative Code, and inmate welfare under Chapter 501, Government Code. The PREA Unit (Prison Rape Elimination Act of 2003) was created as a support program to guide staff in the investigation and allegations of prison rape in accordance with the PREA and 28 C.F.R. Part 115. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of inmates classified 27,122 29,614 31,095 32,338 33,115 Transfer CBF – TCJ 11,810 13,832 14,385 14,846 15,131 Transfer TCJ – TCCC 5,576 5,802 6,092 6,336 6,488 Mental Health ADP Total - Average 858 916 943 966 980 Number of arrests processed 30,900 33,588 35,267 36,678 37,558 Number of bonds processed 17,299 19,842 20,834 21,667 22,187 Number of releases processed 15,542 19,349 20,316 21,129 21,636 Average number of daily bookings 84 92 96 100 102 Workloads measures across the Corrections Bureau largely track with the average daily jail population (ADP), which is a central driver of demand across nearly every program. As shown in the chart below, ADP dropped sharply beginning in FY 2020, reaching a low of approximately 1,662 in FY 2021, before approaching pre-pandemic levels of 2,336 in FY 2025. The FY 2026 projection of approximately 2,340 reflects continued stabilization. The mental health share of the ADP has also grown, rising from 37.5% in FY 2024 to 39.3% in FY 2025, with the average mental health population increasing from 858 to 916 and projected to reach 943 in FY 2026 and 966 in FY 2027. This trend has significant implications for staffing, programming, and facility capacity across the Bureau. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 5 of 113 Page 142 of 468 Average daily bookings rose from 84 to 92 and are projected to reach 96 in FY 2026 and 100 in FY 2027. Arrests processed increased from 30,797 to 33,479, projected to reach 35,153 in FY 2026. Bonds processed rose from 10,801 to 14,395 and releases from 15,542 to 19,349 with continued growth projected, both likely reflecting the increased output associated with Council at First Appearance (CAFA) implementation. The Corrections Tactical Unit (C-TAC) deployments increased from 77 in FY 2024 to 103 in FY 2025, with modest further growth projected through FY 2027. Emergency responses increased from 1,185 to 1,241 and are projected to continue rising. Mental health transports grew significantly from 117 to 286 in FY 2025 and are projected to reach 300 in FY 2026 and 312 in FY 2027, consistent with the growing mental health population. In-person court transports increased from 16,510 to 20,394, partly reflecting the transition away from virtual court proceedings, and are projected to reach 21,414 in FY 2026 and 22,270 in FY 2027. The Hospital Operations Unit (HOU) saw runs increase from 1,941 to 2,019 in FY 2025 and are projected to reach 2,092 in FY 2026, with average inmates hospitalized per month rising from 28 to 29.2 and projected to continue growing gradually through FY 2027. Meals prepared increased from 2,705,625 in FY 2024 to 2,773,128 in FY 2025 and are projected to reach 2,856,322 in FY 2026, tracking ADP growth. Pounds of laundry processed increased substantially from 1,000,512 to 1,389,259 and are projected to continue rising through FY 2027, likely reflecting protocol changes and the return of inmate laundry work following COVID- era shifts to outside contractors. Inmates classified increased from 27,122 to 29,614 and are projected to reach 31,095 in FY 2026. LAW ENFORCEMENT BUREAU: The Law Enforcement Bureau contains four divisions. These divisions are broken down by regional Commands within Travis County. • Central Command o The Criminal Investigations Unit (CID) is comprised of detectives and civilian specialists responsible for investigating crimes reported in the unincorporated areas of Travis County. CID is divided into the primary investigative Unit for Homicide/Death Investigations, Sex Crimes, Persons Crimes, Family Violence, Child Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 6 of 113 Page 143 of 468 Abuse, Financial Crimes, and Property Crimes. The Unit is further divided into several specialized sections, including Major Crimes, Special Crimes, an Intelligence Unit, and Sex Offender Registration. The Field Training Program and Driving While Intoxicated units are assigned to Central Command. o The Forensic Services Crime Scene Investigation/Evidence Management Unit collects and stores all evidence within the Office’s control and conducts or facilitates all forensic analysis for evidence under Chapter 38, Code of Criminal Procedure. Forensic Services consists of the Crime Scene Unit, Latent Print Unit, Property and Evidence Unit, Forensic Media Unit, Digital Forensics Unit, and Vehicle Impounds. The Office is not mandated to maintain its own crime lab but receives partial grant funding to support forensic operations. o The Victim Services Unit (VSU) provides information and resources to victims of crimes and non-criminal crisis circumstances. The VSU is comprised of civilian specialists responsible for providing on-scene crisis response, as well as follow-up on cases investigated by the Criminal Investigations Unit. The VSU also maintains a pool of volunteers that provide assistance to victims. The Unit’s director serves as the Office’s crime victim liaison and fulfills the mandates placed on the Office and such liaisons under Chapter 56, Code of Criminal Procedure. • East Command o The Special Tactical Operations Division: ▪ The SWAT Unit provides specially trained deputies to respond to crisis situations and execute high- risk warrants. ▪ The VICE Unit provides specially trained deputies to investigate and respond to situations that involve illegal narcotic trade, sale or movement. ▪ The Canine (K-9) Unit’s primary responsibility is to support the Patrol Division with specially trained dogs designated for fugitive apprehension, narcotic searches, missing person searches and article searches. K-9 handlers also assist SWAT, Vice and local agencies that make requests for assistance. o The Special Operations Division ▪ The Auto Theft Task Force aims to prevent vehicle thefts and burglaries by addressing their causes and educating the public within Travis County. The Task Force works with other regional Task Forces to collaboratively investigate and suppress auto crimes. The Task Force is partially funded by a grant from the Texas Motor Vehicle Crime Prevention Authority. ▪ The Environmental Investigations Unit investigates disposal of solid waste, water violations, air violations and nuisance violations. The environmental unit is a member of the Regional Environmental Force (RETF) and represents TCSO within this workgroup. ▪ The Estray Unit enforces Texas laws on stray, large and exotic animals. The unit responds to calls from the public or other agencies regarding stray or abused large animals, attempts to contact the owners, and impound livestock that pose an imminent threat to public safety. This unit executes the functions mandated by Chapter 142, Agriculture Code. ▪ The Animal Cruelty Investigations Unit is responsible for investigating crimes against animals as defined in Texas Penal Code Title 9 Chapter 42 Section 42.09. ▪ Fleet Services supervises the TCSO fleet of vehicles for all three Bureaus. Fleet Services works collaboratively with TNR to maintain the fleet and upfitting of newly purchased vehicles. • Law Enforcement Support Services o The Courthouse Security section, secures the Criminal Justice Center, Civil Courthouse, and other criminal justice-related locations, as mandated by Section 291.003, Local Government Code. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 7 of 113 Page 144 of 468 o The CTECC Unit provides screening and security to the Combined Transportation, Emergency and Communication Center. This combined City and County facility, reserved for first responders, consists of a 5,600 square-foot utility and support building on 131.9 acres. o The Communication/Dispatch Unit answers all 9-1-1 calls from unincorporated areas of Travis County, as well as for six partner city agencies served by the Office, and dispatches personnel to respond. The Unit also responds to calls on the Office’s non-emergency lines. Emergency communications for law enforcement, firefighting, and emergency medical services are coordinated through a single facility using shared information resources. This unit operates under Chapter 772 of the Health and Safety Code. o The Reserves Unit provides reserve deputies to cover shifts or fill special assignments and undercover operations. • West Command o The Special Operations – Traffic Division is primarily responsible for traffic enforcement throughout unincorporated Travis County. The division is divided into several units: ▪ The Commercial Vehicle Enforcement (CVE) Unit enforces state and federal laws concerning the operation of commercial vehicles. ▪ The Highway Enforcement and Accident Team (HEAT) Unit enforces Texas state traffic law and reports, investigates, and reconstructs traffic accidents. ▪ The Lake Patrol Unit patrols Lake Travis and enforces the Texas Water Safety Act. The unit responds to calls for service on Lake Travis and assists other law enforcement agencies, including Austin/Travis County EMS and the local fire departments. The Unit’s duties include preventing boating while intoxicated (BWI) and searching for missing boaters or swimmers. It also includes the Sheriff’s Underwater Recovery Team (SURT), which conducts diving missions for underwater rescue, evidence retrieval, and other purposes. The Office does not identify this program as mandated. ▪ The Motors Unit provides enforcement of the Transportation Code, as well as selective traffic assignments such as speeding enforcement, aggressive driving, motorcades, and others. o The Special Operations: ▪ The Crisis Intervention Team (CIT) Unit is a group of specially trained deputies who respond to people in mental health crises. The Team also attempts to divert individuals from the criminal justice system by connecting them with mental health services in the community. Additionally, the team serves Order of Protective Custody (OPC) and AOT (Assisted Outpatient Treatment) orders and conducts training for all sworn staff on state-mandated and other mental health-related training. It engages in proactive follow-ups to provide resources for mental health services to citizens within the county. The Patrol Division patrols the community, enforces the Transportation Code, and responds to calls from the public regarding law enforcement issues. The Division is divided into East and West Patrol. It helps fulfill the Office’s mandate to keep the peace under Sections 2.13, 5.04, 14.01, and 14.03, Code of Criminal Procedure, and ensures compliance with the traffic laws set forth in Subtitle C, Title 7, Transportation Code. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Average Cases per Month (Criminal Investigations) 1,228 1,524 1,600 1,664 1,704 Amount of Drugs Seized (in grams) 26,757 134,363 141,081 146,724 150,246 Crime Lab Evidence Processing 1,167 640 672 699 716 CIT Response Mental Health Calls 668 1,911 1,900 1,900 1,900 Number of Estray Unit Calls for Service 398 445 463 478 487 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 8 of 113 Page 145 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of Security Screenings 490,451 638,703 670,638 697,464 714,203 Number of DWI Arrests (County) 415 468 487 502 512 Number of Citations/Warnings issued (Patrol) 30,032 37,049 38,901 40,458 41,428 Number of Priority 1 calls 2,870 2,545 2,672 2,779 2,846 Priority 1 Calls Responded to in less than 9 mins 61.8% 64.8% 67.4% 69.0% 69.7% Number of Collisions Worked 6,094 5,922 6,218 6,467 6,622 Performance measures across the Law Enforcement Bureau reflect continued growth in demand and strain on staffing, with FY 2026 revised projections up across most program areas compared to FY 2025 actuals and FY 2027 projections anticipating further increases. Adult arrests are projected to increase from 1,970 in FY 2025 to 2,069 in FY 2026 and 2,151 in FY 2027, with citations and warnings following a similar upward trajectory. Priority 1 calls are projected to increase from 2,545 to 2,672 in FY 2026, reversing a prior year decline. The percentage of Priority 1 calls responded to within 15 minutes worsened from 12.4% in FY 2024 to 20.3% in FY 2025 and is projected to improve modestly to 19.3% in FY 2026, though this remains an area PBO will monitor closely given ongoing staffing pressures. Criminal Investigations Division is projected its average monthly cases to rise from 1,524 in FY 2025 to 1,600 in FY 2026 and 1,664 in FY 2027, with total case activity and open cases trending similarly upward. Evidence processing declined significantly from 1,167 items in FY 2024 to 640 in FY 2025 and is projected to remain near that level through FY 2027. PBO will monitor whether additional resources are needed. Victims served by Victims Services are projected to increase from 3,197 in FY 2025 to 3,357 in FY 2026 and 3,491 in FY 2027. However, follow-up contacts dropped sharply from 1,366 in FY 2024 to 567 in FY 2025 and projected to hold near that lower level through FY 2027, suggesting follow-up capacity has not kept pace with intake growth. PBO will monitor whether additional resources are needed. Security screenings increased from 490,451 in FY 2024 to 638,703 in FY 2025 and are projected to rise to 670,638 in FY 2026 and 697,464 in FY 2027. Arrests involving weapons or drugs notably rose from 13 to 30 and are projected to remain high. Incoming 9-1-1 calls held relatively stable between FY 2025 and the FY 2026 revised projection and are expected to remain so in FY 2027. National Emergency Number Association (NENA) compliance improved significantly, with non-compliant days dropping from 12.58 per month in FY 2024 to 5 in FY 2025, projected to hold steady through FY 2027. Drug seizures shifted significantly between FY 2024 and FY 2025, with other drug seizures (cocaine, methamphetamine, heroin, THC oil, etc.) rising from 26,757 to 134,363 grams, likely reflecting a change in enforcement rather than an actual increase in drug activity. Both measures are projected to hold near FY 2025 levels through FY 2027. The Auto Theft unit transitioned in FY 2026 to focus exclusively on Travis County rather than a regional task force model, which accounts for the decline in recovered vehicles (264 in FY 2024 to 92 in FY 2025) and 68-A inspections, both projected to remain at lower levels through FY 2027. Public outreach events increased from 40 to 65 and are projected to remain elevated. Calls for service for the Estray unit increased from 398 in FY 2024 to 445 in FY 2025 and are projected to rise to 463 in FY 2026 and 478 in FY 2027. Primary mental health call responses increased sharply from 668 in FY 2024 to 1,911 in FY 2025 and are projected to remain elevated through FY 2027, reflecting sustained and elevated demand. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 9 of 113 Page 146 of 468 Citations written increased from 23,480 in FY 2024 to 25,322 in FY 2025 and are projected to continue growing through FY 2027. Commercial vehicle inspections increased from 185 to 241 and are projected to hold near that level. DWI arrests increased from 415 in FY 2024 to 468 in FY 2025 and are projected to reach 487 in FY 2026 and 502 in FY 2027. Calls for service to the Lake Patrol unit increased from 246 in FY 2024 to 277 in FY 2025 and are projected to hold near that level in FY 2026. Dive and Search and Rescue (SAR) operations increased significantly from 5 to 26 and are projected to remain elevated, likely reflecting higher activity on Lake Travis. Boat collisions declined from 8 to 3. ADMINISTRATION & SUPPORT BUREAU: • The Administration and Support Bureau contains nine functional divisions with two additional support staff members: a staff psychologist and an off-duty coordinator. The following are the functional divisions: • The Building Maintenance Division consists of two units, which are: o The Maintenance Unit fulfills work orders pertaining to HVAC, plumbing, electrical, and other issues within correctional facilities. The Office does not identify this program as mandated. o The Marketable Skills Unit (SWAP) trains inmates in skills that will help them find jobs upon release. Inmates working under this section also complete work orders in the jail and other projects for Travis County. The Office does not identify this program as mandated. • The Finance Division has many responsibilities, including accounting, budgeting, financial reporting, fleet, fixed assets, and purchasing. Its primary function is to maintain office financial accountability to ensure internal financial controls for efficiency, accuracy, and compliance. It supports the County’s reporting requirements under Governmental Accounting Standards Board (GASB) and other County financial policies. It also complies with various mandates under the Texas Minimum Jail Standards, Part 9, Title 37, Administrative Code, and under multiple state and federal statutes. • The Human Resources Division is charged with recruiting, testing applicants, conducting background investigations, interviewing, and hiring qualified sworn and civilian staff. The Office supports all employees throughout their employment life cycle from onboarding to retirement. This unit is not a mandated program. o The TCSO Staff Psychologist sits under this Unit because their chief duties, psychological evaluations and services, serve to hire and retain qualified staff. • The Inmate Programs and Education Unit provides mental health and educational services for inmates, satisfying the mandates of Chapters 273 (particularly Rule 273.5) and 287, Title 37, Administrative Code. o The Chaplain Unit is managed under Inmate Programs and addresses the faith-based needs of individuals incarcerated within the Travis County Jail System. The unit is mandated under Chapter 291, Title 37, Administrative Code. o The Trauma-Informed Care Unit focuses on the mental health and well-being of TCSO staff. • The Medical, Mental, & Dental Services Divisions provide physical and mental health services for inmates, including filling prescriptions and implementing the Office’s mental disabilities and suicide prevention plan, as mandated by Rules 273.1 and 273.5, Title 37, Administrative Code. • The Paralegal Operations Division was separated from Internal Affairs in FY 2024. This Unit has numerous legal responsibilities, such as: Open Records Requests, subpoenas, lawsuits research, providing disclosure files, legal research requests from inmates, expunctions, sealing orders, pseudonyms, non-disclosure orders, MOU review, Inter-Agency information exchanges, distributing IA case reports to employees, and other legal functions. This Unit is responsible for managing and minimizing the liability for Travis County Sheriff’s Office. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 10 of 113 Page 147 of 468 • Information and Technology Division is broken down into seven sub-units: o Customer Support provides front-line and escalated technology support to all TCSO bureaus. This section includes a Customer Support Manager and multiple staff responsible for service desk intake, ticket tracking, user assistance, hardware and software support, telecommunications support, product deployment, field troubleshooting, escalation coordination, service reporting, and coordination with County ITS and vendors. County ITS provides enterprise network infrastructure; TCSO Customer Support provides direct operational support for mission-critical jail, law enforcement, and administrative systems and is the “in the field” support for TCSO. o Business Analyst function supports TCSO business systems, workflows, reporting, system configuration, testing, documentation, vendor coordination, user access processes, and project implementation. Business Analysts work with jail, law enforcement, warrants, records, and administrative users to convert operational needs into system requirements and keep the Sheriff’s Office technology aligned with daily operations. This section also provides high tier support for RMS/JMS, TLETS connections, Jail Video Systems, and more; often for all of Travis County Government. o CJIS LASO is mandated for CJIS compliance by DPS and the FBI and supports criminal justice information security and access governance for TCSO. This includes CJIS access review, fingerprint and background coordination, CJIS Security Awareness, audit readiness, security incident coordination, system access approval, user authorization review, and coordination with the TAC when systems or users access TLETS, TCIC, NCIC, or other criminal justice information. There is no dedicated staffing for this mandated position. A BAII shares current responsibilities with this role. o Police Technology consists of sworn deputies and corrections personnel who support specialized law enforcement and corrections technology. This includes body-worn cameras, ticket writers, cell phones, TASER devices, radios, mobile and in-car technology, camera systems, digital evidence platforms, UAS/drone operations, and other hardware used by patrol, corrections, investigations, SWAT/special operations, and jail operations. The unit responds to on-call drone requests for SWAT, TCSO operations, and assisting agencies, and provides training for drones, body-worn cameras, TASER devices, radios, and other operational technology. o Central Records Division is responsible for providing incident reports, accident reports, and background checks to law enforcement, criminal justice agencies, and the Texas Department of Public Safety (DPS) for crime reporting. This includes the FBI’s Uniform Crime Reporting Program, in which DPS is statutorily required to participate by Section 411.054, Government Code. It helps fulfill the Office’s reporting mandates under Chapter 1701, Occupations Code, and other reporting laws. o Central Warrants Division maintains and processes criminal arrest warrants and related court documents, including Conditions of Bonds. This includes warrant entry, maintenance, confirmation, execution support, recalls, validations, extradition-related processes, protective order entries where applicable, and records entered or maintained in local, state, and national systems, including TCIC, NCIC, and TLETS/OpenFox. Central Warrants must maintain 24-hour readiness for hit confirmation and warrant-related criminal justice transactions. NCIC requires TCSO to confirm all records entered in the federal database and be available 24 hours a day to confirm its record entries. ▪ Travis County TAC is a mandated position required by FBI CJIS Security Policy and Texas DPS CJIS/TLETS requirements. TAC is responsible for TLETS, TCIC, and NCIC terminal agency coordination, operator access, training, validations, audits, hit confirmation readiness, Open Fox/TLETS workflow oversight, and DPS coordination. The TAC duty is currently carried out by the Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 11 of 113 Page 148 of 468 Central Warrants Manager in addition to operational management responsibilities, with two supervisors supporting daily operations, shift accountability, validations, and compliance in Central Warrants. ▪ Criminal Justice Information System (CJIS) Division reports to the Central Records Supervisor and ensures all charges processed by the Travis County Central Booking Facility are reported to DPS as required by statute. It also is responsible for error resolution to ensure accuracy and for updating information as status changes occur. CJIS also researches misuse-of-identity issues in local criminal databases and processes expunctions of criminal charges. The reporting function is mandated by Chapter 66, Code of Criminal Procedure, and Rule 27.105, Title 37, Administrative Code. Processing of expunctions is mandated under Chapter 55, Code of Criminal Procedure. o Asset Management tracks and coordinates TCSO assets, equipment deployment, inventory control, replacement planning, purchasing support, lifecycle tracking, surplus or retirement coordination, and documentation. This function supports fiscal accountability, equipment readiness, and responsible management of county-owned assets in accordance with purchasing rules. • The Project Management Division was established in FY2025 to provide centralized oversight and coordination of large-scale, complex initiatives that have the potential to impact multiple units, bureaus, and divisions within TCSO, as well as external county departments, consultants, contractors, and vendors. The creation of the unit was driven by the growing number and complexity of Information Technology (IT) and non-IT projects requiring dedicated project management resources to ensure successful planning, execution, and delivery. • The Training Academy ensures all deputies and corrections officers are trained for their duties as mandated by the Texas Commission on Law Enforcement under Part 7, Title 37, Administrative Code, including all mandated training classes as well as courses to provide new concepts, tactics, and updates to ensure best practices. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Average Daily Population 2,290 2,336 2,398 2,450 2,481 Number of Substance Use Disorder Classes Offered 975 1,415 1,486 1,545 1,582 Number of Work Orders Received (Maintenance) 9,714 13,744 13,292 12,943 12,739 Number of Prescriptions Filled 130,239 128,136 131,339 133,966 135,574 Number of Open Records Completed 5,128 8,447 8,869 9,224 9,446 Number of Warrant Checks Performed 99,152 129,283 135,747 141,177 144,565 Number of Inmate Requests to Chaplain Services 6,156 6,008 6,158 6,281 6,357 Number of Patients with Severe Mental Health Needs 1,827 2,095 2,200 2,288 2,343 Number of Students (Training Academy) 6,103 7,444 7,816 8,129 8,324 Number of Student Hours 69,767 115,474 121,248 126,0980 129,124 Number of Teaching Hours 17,100 34,405 34,900 35,302 35,546 Performance measures across the Administrative and Support Bureau reflect the Bureau's role supporting both the Law Enforcement and Corrections Bureaus as well as the broader operational functions of TCSO. Inmates requiring psychiatric services at booking increased from 6,744 in FY 2024 to 7,848 in FY 2025 and are projected to reach 8,570 in FY 2027, consistent with the growing mental health population in the jail. Counselor follow-ups and screening questionnaires both increased substantially and are projected to continue growing. Programming capacity, however, appears to have reached its limits in several areas. Post-GED/vocational, Youth and Veteran, and Women, Children, and Families classes are all projected to hold flat through FY 2027, with TCSO noting staff are at capacity. Substance Use Disorder classes Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 12 of 113 Page 149 of 468 increased from 975 to 1,415 and are projected to hold near that level. Chaplain requests declined slightly from 6,156 to 6,008 in FY 2025 and are projected to recover modestly through FY 2027. Applicant packets received increased from 6,077 to 6,747 in FY 2025 and are projected to reach 7,065 in FY 2026. Applicants hired increased from 248 to 273, projected to reach 287 in FY 2026. Psychological tests administered increased modestly from 415 to 433 and are projected to continue growing gradually. Critical incident debriefs and psychological training hours both declined significantly in FY 2025 and are projected to hold at those lower levels, which PBO will monitor. Prescriptions filled declined slightly from 130,239 in FY 2024 to 128,136 in FY 2025 and are projected to reach 133,966 in FY 2027, tracking average daily jail population (ADP) growth. General prescription costs totaled $2,627,385 in FY 2025 and are projected to increase to $2,869,104 in FY 2027, reflecting population growth and ongoing pharmaceutical cost inflation. Warrants received increased from 17,845 to 21,357 in FY 2025 and are projected to reach 22,425 in FY 2026. Warrant checks performed increased from 99,152 to 129,283, projected to reach 135,747 in FY 2026. Condition of Bond packets entered nearly doubled from 52,866 to 99,298, likely reflecting Council at First Appearance (CAFA) implementation. UCR reports and open records requests both increased in FY 2025 and are projected to continue growing. Open records requests increased from 6,924 to 8,203 in FY 2025 and are projected to continue growing. Requests returned late declined from 252 to 155, a positive trend projected to continue. Photos reviewed increased dramatically from 6,177 to 343,885, a spike that warrants further explanation from TCSO, as it may reflect a change in counting methodology. Expunctions received and closed both increased substantially in FY 2025, reflecting the addition of expunctions to the unit's responsibilities. Students trained increased from 6,103 to 7,444 in FY 2025 and are projected to reach 7,816 in FY 2026. Student hours increased 66% from 69,767 to 115,474, and teaching hours nearly doubled from 17,100 to 34,405. These increases likely reflect larger Basic Peace Officer and Corrections Officer cadet classes as the Office works to address vacancy levels. OTHER UNITS: In addition, the Research, Planning, and Incident Management Section, separate from the three bureaus above, reports directly to the Sheriff and performs functions including statistical analysis, grant writing, budget preparation and analysis, emergency response plan development, and long- and short-term planning. The Office does not identify this program as mandated. The Public Information Office is managed by the Public Information Officer (PIO), whose primary function is to disseminate information and act as the liaison between TCSO and the public including media outlets and other agencies. The PIO is on call 24/7 and manages personnel presenting information on behalf of the agency to ensure that the message is clear and consistent with policy guidelines. This office also maintains TCSO’s social media presence. The PIO also works with a team of paralegals who handle the many open records requests made by the public. Lastly, the Internal Affairs Unit, also separate from the three bureaus, reports directly to the Chief Deputy Sheriff, and assists the Sheriff’s Office leadership in maintaining public trust by conducting administrative investigations of officer-involved critical incidents and complaints received against all employees of the TCSO in accordance with Chapter 614, Government Code. Critical incidents include officer-involved shootings, pursuits resulting in serious injury, or any incident resulting in serious injury or death of a person, regardless of any allegations of misconduct. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 13 of 113 Page 150 of 468 ADOPTED BUDGETS FY 2024-2026, PRELIMINARY BUDGET FY 2027 FY 2024 FY 2025 FY 2026 Prelim FY 2027 Diff FY 2027-2026 Personnel 199,882,255 216,412,437 229,974,212 243,302,565 13,328,353 Operating 18,676,665 21,759,368 22,898,813 26,098,024 3,199,211 Total (Per&Op) $ 218,558,920 $ 238,171,805 $ 252,873,025 $ 269,400,589 $ 16,527,564 CAR* 5,937,190 15,617,000 11,225,000 19,382,087 8,157,087 Grand Total $ 224,496,110 $ 253,788,805 $ 264,098,025 $ 288,782,676 $ 24,684,651 FTEs 1,827.30 1,851.30 1,899.30 1,935.30 36.00 *Capital funding for FY 2027 may include Capital Acquisition Resources (CAR) budgeted in the office or department, funding budgeted in a central department, or potential Certificates of Obligation (COs). The allocation between CAR projects and COs is still being finalized. Certificate of Obligation totals will be shown separately in the FY 2027 Adopted Budget. Sheriff - General Fund Budget & FTEs $350,000,000 2,500.00 $300,000,000 2,000.00 $250,000,000 $200,000,000 1,500.00 $150,000,000 1,000.00 $100,000,000 500.00 $50,000,000 $- 0.00 2024 2025 Legend 2026 2027 Personnel Operating CAR FTE The FY 2027 Preliminary Budget for the Sheriff’s Office increased by $24,684,651 from the FY 2026 Adopted Budget, which is a 9.3 percent increase. The majority of the increase was in the personnel budget due to FY 2026 compensation that was originally budgeted in the compensation reserve, along with a sizeable increase to the Office’s capital budget for FY 2027 to primarily address facility maintenance needs in the jail. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 14 of 113 Page 151 of 468 FY 2027 PRELIMINARY BUDGET RECOMMENDATIONS SUMMARY Ongoing One-Time CAR Total FTEs Earmarks FY 2026 Adopted Budget $ 251,668,937 $ 1,204,088 $ 11,225,000 $ 264,098,025 1,899.30 $ - Target Budget Changes Compensation & Benefits 9,179,541 - - 9,179,541 - - Administrative & Other - (1,204,088) (11,225,000) (12,429,088) - - Programmatic 1,501,144 - - 1,501,144 16.00 - Total Target Budget Changes $ 10,680,685 $ (1,204,088) $ (11,225,000) $ (1,748,403) - $ - FY 2027 Target Budget $ 262,349,622 $ - $ - $ 262,349,622 1,915.30 $ - Budget Submission $ 262,349,622 $ - $ - $ 262,349,622 1,915.30 $ - Dept Budget Reductions PBO Correction - Salary Savings Reduction (1,221,293) - - (1,221,293) - - Total $ (1,221,293) $ - $ - $ (1,221,293) - $ - Dept Budget Requests Programmatic Law Enforcement Equipment 8,500 - 776,000 784,500 - - Physician II 10,600 16,775 2,940 30,315 1.00 - EHR Project Manager SPW - 165,776 - 165,776 - - Inmate Related and Operating Expenses 1,500,000 - - 1,500,000 - - Auto Theft Grant Match and Equipment 51,510 41,298 62,592 155,400 - - TCCC/TCJ Fire Alarm System Replacements - - 5,000,000 5,000,000 - - Emergency Exit Landings (Bldg. 2 & 3) - - 460,000 460,000 - - Replacement Building Security Door System (Bldg. 12) - - 1,800,000 1,800,000 - - Bunk Bed Safety Improvements (Bldg. 12) - 1,450,000 - 1,450,000 - - Domestic Boilers Replacement (Bldg. 12) - - 1,500,000 1,500,000 - - Fire Dampers & Smoke Exhaust Systems - - 1,100,000 1,100,000 - - Animal Cruelty ILA Funding - - - - - 80,000 Light Fixture Replacements (Bldg. 1, 2 & 3) - 300,000 - 300,000 - - Emergency Response Battery Lighting - 60,000 - 60,000 - - ADA Shower Modification (Bldg. 2) - - 250,000 250,000 - - VCT Tile Replacement and Drain Installation (Bldg. 1) - - 900,000 900,000 - - Complete HSB Renovations - - 1,100,000 1,100,000 - - PBO Correction - CAFA Staffing April 2026 948,065 - - 948,065 10.00 - Records Analyst Assistant 78,173 2,000 2,940 83,113 1.00 - Inmate Mental Health Positions - 8,000 5,880 13,880 2.00 - Technology TAC & OSPR Positions 280,806 5,410 5,880 292,096 2.00 - Kitchen Replacement and Renovation (Bldg. 110) - - - - - 15,000,000 Reserve Fleet Replacement and Modification - Year 2 - 16,051 134,459 150,510 - - DNA and Forensic Genetic Testing - 115,000 - 115,000 - - Kitchen Equipment Replacement - 36,232 - 36,232 - 1,020,000 Non-Standard Computer Replacements - 50,600 - 50,600 - - Cavlock Replacement (Bldg. 1) - - 3,000,000 3,000,000 - - Sliding Door Maintenance - Year 1 - 300,000 - 300,000 - - West Command Renovation - - 150,000 150,000 - - Obsolete Generator Removal - 125,000 - 125,000 - - Background Investigation Software - - - - - 125,000 TCCC Re-cabling Project (Bldg. 3, 12, & HSB) - - 1,500,000 1,500,000 - - Key Watcher Box Project 33,000 - 99,000 132,000 - - SWAT Tactical Vehicle Replacement - - 500,000 500,000 - - HSB Standby Generator Replacement (Bldg. 106) - - 1,000,000 1,000,000 - - Corrections Staffing Study Implementation - Year 2 522,225 39,707 32,396 594,328 4.00 - Programmatic Total $ 3,432,879 $ 2,731,849 $ 19,382,087 $ 25,546,815 20.00 $ 16,225,000 Compensation & Benefits FY 2027 FICA Cap Increase 1,003 - - 1,003 - - FY 2027 Healthcare Increase (8%) 2,106,529 - - 2,106,529 - - Compensation & Benefits Total $ 2,107,532 $ - $ - $ 2,107,532 - $ - Total $ 5,540,411 $ 2,731,849 $ 19,382,087 $ 27,654,347 20.00 $ 16,225,000 FY 2027 Preliminary Budget $ 266,668,740 $ 2,731,849 $ 19,382,087 $ 288,782,676 1,935.30 $ 16,225,000 Change from FY 2027 Target $ 4,319,118 $ 2,731,849 $ 19,382,087 $ 26,433,054 20.00 $ 16,225,000 Change from FY 2026 Adopted $ 14,999,803 $ 1,527,761 $ 8,157,087 $ 24,684,651 36.00 $ 16,225,000 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 15 of 113 Page 152 of 468 BUDGET REDUCTIONS Travis County is committed to providing needed programs and services to residents. While there has been increased uncertainty at the State and Federal levels, the FY 2027 Budget will be impacted by two main factors: decreased revenue flexibility and, most significantly, increased health insurance costs that will require further scrutiny and analysis to fully understand in order to make plan design changes to ensure that the plan will be sustainable. Because of these anticipated challenges, Offices and Departments were asked to submit reduction proposals equating to 5% of their FY 2027 Target Budget along with explanations of the implications of such cuts. This will better prepare the County to react to financial challenges not only in FY 2027 but in the years to come as the Texas Legislature continues to push down costs to the local level while simultaneously reducing the necessary revenue levers to fund such mandates. The Commissioners Court wishes to avoid across-the-board cuts and believes that the use of departmental reduction proposals provides a more strategic approach. For TCSO, the amount of the 5% reduction totaled $13,117,481. PBO is recommending implementing the following reduction proposals for the Sheriff’s Office as part of the FY 2027 Preliminary Budget: Budget Reduction Recommendations Ongoing Total FTEs Salary Savings Reduction -$1,221,293 -$1,221,293 - Total Budget Reduction Recommendations -$1,221,293 -$1,221,293 - PROGRAMMATIC FUNDING The FY 2027 Preliminary Budget for the Sheriff’s Office includes the following programmatic changes occurring after the adoption of the FY 2026 Adopted Budget: • $1,204,088 was removed from the budget related to one-time operating costs for items approved in the FY 2026 Adopted Budget. • $1,501,144 and 16.0 FTEs were added to the budget in October 2025 related to ongoing costs for Counsel at First Appearance staffing and implementation for the Office. The FY 2027 Preliminary Budget for the Sheriff’s Office includes the following increases: Programmatic Recommendations One-Time Ongoing Total FTEs SPWs Inmate Related and Operating Expenses $- $1,500,000 $1,500,000 - - Bunk Bed Safety Improvements (Bldg. 12) 1,450,000 - 1,450,000 - - PBO Correction - CAFA Staffing April 2026 - 948,065 948,065 10.0 - Corrections Staffing Study Implementation – Year 2 39,707 522,225 561,932 4.0 - Sliding Door Maintenance - Year 1 300,000 - 300,000 - - Light Fixture Replacements (Bldg. 1, 2 & 3) 300,000 - 300,000 - - Technology TAC & LASO Positions 5,410 280,806 286,216 2.0 - EHR Project Manager SPW 165,776 - 165,776 - 1.0 Obsolete Generator Removal 125,000 - 125,000 - - DNA and Forensic Genetic Testing 115,000 - 115,000 - - Auto Theft Grant Match and Equipment 41,298 51,310 92,608 - - Records Analyst Assistant 2,000 78,173 80,173 1.0 - Emergency Response Battery Lighting 60,000 - 60,000 - - Non-Standard Computer Replacements 50,600 - 50,600 - - Kitchen Equipment Replacement 36,232 - 36,232 - - Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 16 of 113 Page 153 of 468 Programmatic Recommendations One-Time Ongoing Total FTEs SPWs Key Watcher Box Project - 33,000 33,000 - - Physician II 16,775 10,600 27,375 1.0 - Reserve Fleet Replacement and Modification - Year 2 16,051 - 16,051 - - Law Enforcement Equipment - 8,500 8,500 Inmate Mental Health Positions 8,000 - 8,000 2.0 - Total Programmatic Recommendations $2,731,849 $3,432,679 $6,164,528 20.0 1.0 COMPENSATION AND BENEFITS FUNDING The FY 2027 Preliminary Budget for the Sheriff’s Office includes the following changes related to compensation and benefits: Compensation Changes One-Time Ongoing Total Resources for adjustments to the Peace Officer Pay Scale (POPS) in FY 2026. $- $4,008,357 $4,008,357 Resources for the annual POPS Step Increase for eligible employees in FY 2026. - 3,089,835 3,089,835 Resources for health insurance cost increases for FY 2027. - 2,106,526 2,106,526 Resources for the 3.0 percent Across the Board increase for classified employees approved in FY 2026 by the Commissioners Court, including resources for adjustments to the new pay scale created as part of the countywide policy of a $22.16/hour minimum wage and an increase for employees at the maximum of the existing pay scale (“redlined”) that would otherwise not receive the Across the Board pay increase. - 1,554,244 1,554,244 Resources for a Law Enforcement Equity Adjustment approved in FY 2026. - 318,722 318,722 Incremental cost increase to overtime pay due to other compensation changes approved by the Commissioners Court in FY 2026. - 206,060 206,060 Resources for Elected Official salary adjustments approved by the Commissioners Court in FY 2026. - 2,323 2,323 Resources for higher Federal Insurance Contributions Act (FICA) cap in 2027. - 1,003 1,003 Total Compensation Changes $- $11,287,070 $11,287,070 FY 2026 compensation adjustments were distributed to office and department budgets after the FY 2026 Budget was approved. The list above includes the amounts added to Target Budgets for FY 2027 to reflect these changes. A full description of all compensation adjustments can be found in the Preliminary Budget Volume I document. CAPITAL FUNDING Capital Acquisition Resources (CAR) funding in the FY 2027 Preliminary Budget totals $19,382,087 for the Sheriff’s Office. There was a reduction of $11,225,000 to remove one-time funding for prior year capital funded projects. This is a net $8,157,087 increase compared to the amount budgeted in the FY 2026 Adopted Budget. FY 2027 Preliminary Budget recommended CAR funding includes: Capital Funding Recommendations Total TCCC/TCJ Fire Alarm System Replacements $5,000,000 Cavlock Replacement (Bldg. 1) 3,000,000 Replacement Building Security Door System (Bldg. 12) 1,800,000 Domestic Boilers Replacement (Bldg. 12) 1,500,000 TCCC Re-Cabling Project (Bldg. 3, 12, & HSB) 1,500,000 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 17 of 113 Page 154 of 468 Capital Funding Recommendations Total Fire Dampers & Smoke Exhaust Systems 1,100,000 Complete HSB Renovations 1,100,000 HSB Standby Generator Replacement 1,000,000 VCT Tile Replacement and Drain Installation (Bldg. 1) 900,000 Law Enforcement Equipment 776,000 SWAT Bearcat Vehicle Replacement 500,000 Emergency Exit Landings (Bldg. 2 & 3) 460,000 ADA Shower Modification (Bldg. 2) 250,000 West Command Renovation 150,000 Reserve Fleet Replacement and Modification - Year 2 134,459 Key Watcher Box Project 99,000 Auto Theft Grant Match and Equipment 62,592 Corrections Staffing Study Implementation – Year 2 32,396 Inmate Mental Health Staffing 5,880 Technology TAC & LASO Positions 5,880 Physician II 2,940 Records Analyst Assistant 2,940 Total Capital Funding Recommendations $19,382,087 EARMARKS In addition to the funding above, the following Earmarks are included in the FY 2027 Preliminary Budget. These amounts are not included in the Office’s budget at this time and will require additional Commissioners Court consideration before approval. FY 2027 Preliminary Budget recommended Earmarks include: Recommended Allocated Reserve Earmarks Total Kitchen Replacement $5,000,000 Background Investigation Software 125,000 Total Allocated Reserve Earmarks $5,125,000 Recommended CAR Reserve Earmarks Total Kitchen Replacement $10,000,000 Kitchen Equipment Replacement 1,020,000 Total CAR Reserve Earmarks $11,020,000 Recommended Interlocal Reserve Components Total Animal Cruelty Interlocal $80,000 Total Interlocal Reserve Components $80,000 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 18 of 113 Page 155 of 468 ADDITIONAL INFORMATION NON-PROPERTY TAX REVENUE To promote full cost recovery for Commissioners Court approved fees and contracts, the Planning and Budget Office worked with the County Auditor's Office to compile a list of fees charged for services and a list of revenue generating contracts. Some fees and/or contracts have not been adjusted to keep pace with the costs of providing the service. They also fail to consider other factors such as inflation or to include the indirect costs of other supporting departments. PBO will focus on fees that have not been updated in several years. The full cost recovery for revenue generating contracts will be calculated with the assistance of the Planning and Budget Office per GFOA best practices, but the annual increase for FY 2027 will be capped at a 15% increase per direction of the Commissioners Court as part of the adopted FY 2027 Budget Guidelines. This is the same direction provided for FY 2026. This approach will cause the County to take longer to achieve full cost recovery in many of these agreements but will lessen the impact to our partner jurisdictions. In total, TCSO has 24 fees it charges and eight revenue-generating contracts it manages. Of those, only six of the contracts are being proposed by TCSO for adjustment in FY 2027. These proposed adjustments are currently being reviewed by PBO and the County Auditor’s Office. PBO and the Auditor's Office will coordinate presenting the recommended changes to the Commissioners Court. Fee adjustments required to be approved by the Commissioners Court will be presented in September prior to the adoption of the FY 2027 Budget. Recommended changes to any revenue contracts will be presented to the Commissioners Court at the next contract renewal or according to the terms of the contract. FY 2026 FY 2027 Central Contract Contract Proposed Name Amount Contract Amount Justification for FY 2027 Proposed Contract Amount Westlake Hills PD This amount reflects full cost recovery based on its share Dispatch Services $194,611 $213,488 of the total call volume and expenses for dispatch. Jonestown PD Partial cost recovery. 15 percent increase over prior year Dispatch Services $130,698 $150,303 until full cost recovery is met. Manor PD Dispatch Partial cost recovery. 15 percent increase over prior year Services $472,594 $543,483 until full cost recovery is met. Mustang Ridge PD Partial cost recovery. 15 percent increase over prior year Dispatch Services $62,055 $71,364 until full cost recovery is met. Sunset Valley PD Partial cost recovery. 15 percent increase over prior year Dispatch Services $120,374 $138,430 until full cost recovery is met. Rollingwood PD Partial cost recovery. 15 percent increase over prior year Dispatch Services $45,595 $52,434 until full cost recovery is met. VACANT POSITIONS The Sheriff’s Office currently has 140 total vacancies, out of which the following 107 positions have been vacant more than 120 days from the date of budget submission (April 27, 2026). Position Days Position Title Number FTE Vacant Position Notes Corrections Officer Sr 30002454 1.00 1,756 Position Posted Corrections Officer Sr 30002818 1.00 1,755 Holding vacant to fund temp positions Corrections Officer Sr 30002514 1.00 1,724 Holding vacant to fund temp positions Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 19 of 113 Page 156 of 468 Corrections Officer 30002546 1.00 1,588 Position Posted Corrections Officer 30002617 1.00 1,542 Position Posted Corrections Officer 30003115 1.00 1,498 Position Posted Corrections Officer 30002624 1.00 1,450 Position Posted Corrections Officer 30002566 1.00 1,430 Position Posted Corrections Officer 30002614 1.00 1,422 Position Posted Corrections Officer 30054176 1.00 1,421 Position Posted Corrections Officer 30002544 1.00 1,412 Interviews scheduled Corrections Officer 30002580 1.00 1,398 Position Posted Corrections Officer Sr 30002191 1.00 1,349 Interviews scheduled Corrections Officer 30002848 1.00 1,347 Holding vacant to fund temp positions Corrections Officer 30055426 1.00 1,345 Holding vacant to fund temp positions Corrections Officer 30002567 1.00 1,299 Position Posted Corrections Officer 30002611 1.00 1,149 Position Posted Corrections Officer 30002093 1.00 970 Position Posted Certified Peace Officer Sr 30003069 1.00 935 Position Posted Corrections Officer 30002596 1.00 913 Position Posted Corrections Officer 30002636 1.00 773 Position Posted Corrections Officer 30002554 1.00 752 Position Posted Corrections Officer 30002579 1.00 743 Position Posted Corrections Officer Sr 30002635 1.00 661 Position Posted Licensed Vocational Nurse 30068199 1.00 569 New Hire on-boarding Corrections Officer 30058233 1.00 507 Interviews scheduled Telecomm 911 Specialist 30003160 1.00 506 New Hire on-boarding Telecomm 911 Specialist 30003145 1.00 471 New Hire on-boarding Corrections Officer Sr 30002633 1.00 445 Position Posted Corrections Officer 30058238 1.00 444 Scheduled to be reposted with HRMD Corrections Officer Sr 30002562 1.00 431 Position Posted Corrections Officer Sr 30002890 1.00 400 Scheduled to be reposted with HRMD Corrections Officer Sr 30002643 1.00 400 Position Posted Corrections Officer Sr 30002802 1.00 369 New Hire in Backgrounds Corrections Officer Sr 30002995 1.00 359 New Hire in Backgrounds Security Coord 30068984 1.00 359 New Hire on-boarding Electrician Master 30002940 1.00 357 New Hire in Backgrounds Corrections Officer Sr 30002320 1.00 326 New Hire in Backgrounds Corrections Officer 30002896 1.00 305 Interviews scheduled Telecomm 911 Specialist 30003164 1.00 297 New Hire on-boarding Corrections Officer Sr 30002222 1.00 296 Interviews to be scheduled Law Enforcement Sheriff Deputy 30066645 1.00 284 New Hire in Backgrounds Corrections Officer 30002241 1.00 278 New Hire in Backgrounds Telecomm 911 Specialist 30003146 1.00 273 New Hire in Backgrounds Telecomm 911 Specialist 30003100 1.00 271 New Hire in Backgrounds Law Enforcement Sheriff Deputy 30003105 1.00 268 New Hire in Backgrounds Carpenter Sr 30050219 1.00 265 New Hire on-boarding Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 20 of 113 Page 157 of 468 Corrections Officer Sr 30002741 1.00 255 New Hire in Backgrounds Corrections Officer 30002568 1.00 255 Position Posted Corrections Officer Sr 30002623 1.00 255 Position Posted Licensed Vocational Nurse 30002000 1.00 251 New Hire in Backgrounds LE Sheriff Cadet 30003376 1.00 249 New Hire in Backgrounds Chief Psychiatrist 30065452 1.00 243 Position Posted LE Sheriff Cadet 30003092 1.00 241 New Hire in Backgrounds Corrections Officer Sr 30002699 1.00 235 Interviews scheduled Corrections Officer 30002609 1.00 228 Position Posted Law Enforcement Sheriff Deputy Sr 30003357 1.00 224 New Hire in Backgrounds Corrections Officer Sr 30002591 1.00 223 Position Posted Law Enforcement Sheriff Deputy 30001941 1.00 221 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30005881 1.00 221 New Hire in Backgrounds Corrections Maintenance Worker 30002946 1.00 220 New Hire on-boarding Courthouse Deputy 30002706 1.00 219 Position Posted Law Enforcement Sheriff Deputy 30003366 1.00 216 New Hire in Backgrounds Telecomm 911 Specialist 30003155 1.00 207 New Hire in Backgrounds Courthouse Deputy 30002358 1.00 207 Position Posted Corrections Officer Sr 30002770 1.00 207 New Hire on-boarding Corrections Maintenance Worker 30068195 1.00 206 Position Reposted Law Enforcement Sheriff Deputy Sr 30003231 1.00 204 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30070448 1.00 204 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30070449 1.00 204 New Hire in Backgrounds Corrections Maintenance Worker 30070440 1.00 204 New Hire in Backgrounds LE Sheriff Cadet 30005877 1.00 203 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30003369 1.00 202 New Hire in Backgrounds Corrections Officer Sr 30002578 1.00 200 Position Posted Corrections Officer Sr 30002830 1.00 198 New Hire on-boarding Corrections Officer Sr 30002493 1.00 196 Interviews scheduled Corrections Officer Sr 30002125 1.00 196 Interviews scheduled Corrections Officer Sr 30002506 1.00 196 Position Posted Records Analyst Supv 30068207 1.00 195 New Hire in Backgrounds Law Enforcement Sheriff Deputy 30003251 1.00 193 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30003339 1.00 182 New Hire in Backgrounds Courthouse Deputy 30070586 1.00 177 Position Posted Courthouse Deputy 30070587 1.00 177 Position Posted Courthouse Deputy 30070588 1.00 177 Position Posted Courthouse Deputy 30070589 1.00 177 Position Posted Courthouse Deputy 30070590 1.00 177 Position Posted Courthouse Deputy 30070591 1.00 177 Position Posted Corrections Officer Sr 30002791 1.00 173 Position Posted Corrections Specialist 30065204 1.00 172 Position Posted Corrections Officer Sr 30002816 1.00 171 Position Posted Law Enforcement Sheriff Deputy 30063265 1.00 167 New Hire in Backgrounds Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 21 of 113 Page 158 of 468 Law Enforcement Sheriff Deputy Sr 30003201 1.00 161 Position Posted Law Enforcement Sheriff Deputy Sr 30056930 1.00 149 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30003256 1.00 149 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30003292 1.00 149 New Hire in Backgrounds Corrections Officer Sr 30002760 1.00 146 Position Posted Corrections Officer Sr 30002259 1.00 146 Position Posted Clinical Mental Health Professional 30054221 1.00 144 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30003204 1.00 143 New Hire in Backgrounds Law Enforcement Sheriff Deputy Sr 30003319 1.00 143 New Hire in Backgrounds Corrections Officer Sr 30002285 1.00 133 Position Posted Corrections Officer Sr 30054001 1.00 133 Position Posted Corrections Officer Sr 30002323 1.00 133 Position Posted Corrections Officer Sr 30056711 1.00 125 Interviews scheduled Law Enforcement Sheriff Deputy Sr 30003291 1.00 123 New Hire in Backgrounds Law Enforcement Sheriff Deputy 30003202 1.00 121 New Hire in Backgrounds Corrections Officer Sr 30002469 1.00 121 Position Posted TCSO has made notable improvements in the number of Telecomm 911 Specialist positions recently. This improvement likely reflects a combination of salary increases in recent years and more aggressive recruitment efforts in the Office. PBO does not recommend reducing the remaining vacant positions. Some Corrections Officers in the above table are vacant while their incumbent is moved to a separate non-FTE position for the duration of their military leave. These positions are needed when the individuals return to move back into and resume their Travis County employment. The rest are under active recruitment and are being filled as quickly as possible. The number of Corrections vacancies has been reduced from 266 on October 1, 2023 to 121 as of April 13, 2026. This represents a reduction of 145 vacancies or a 54.5% reduction during that time frame. Worth noting is that TCSO also received 23 new Corrections positions and five Law Enforcement positions in October 2025 as part of the FY 2026 Adopted Budget and separate actions in October 2025 and April 2026 which added 26 Corrections positions to support Counsel at First Appearance. These new positions have partially offset some of the gains in filling these positions. Commissioners Court has raised the starting salary of Corrections Officers from $40,000 in September 2021 to $58,349.50 as of October 2025. TCSO also received approval from the Commissioners Court to procure the services of a marketing firm to help advertise vacant positions in 2022, and the contract has been extended several times. As discussed in the request section below, the marketing contract has had a significant impact on getting the message out about the Travis County Sheriff’s Office and turning that messaging into follow-up actions and applications. The number of vacancies in Law Enforcement has also dropped by 14 vacancies or a 29.1% reduction between May 2024 and March 2025 and remains at 34 in April 2026. PBO notes however that TCSO is in the process of hiring for 30 Law Enforcement Cadets to begin training in July 2026, which would effectively have TCSO law enforcement down to just four vacancies. Medical and mental health positions remain some of the most difficult to fill for the Office. Several years ago, the Office restructured its mental health positions to allow for career progression and higher salaries by meeting certain qualifications. TCSO is also beginning to see difficulty in finding applicants for Corrections Maintenance Workers and similar maintenance- trade-type positions (electrical, plumbing, locksmith). PBO continues to work with TCSO to address these and other hard-to- fill jobs to help TCSO meet its mission. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 22 of 113 Page 159 of 468 FUTURE CONSIDERATIONS One of the biggest challenges TCSO continues to face is the aging condition of its facilities. PBO cautions that necessary maintenance projects and costs will likely continue to rise in future years. In 2021, a facilities condition survey of TCSO buildings estimated a maintenance backlog of over $34 million. TCSO has had several major projects that have needed to be completed since then, which were not identified by this survey, meaning this number is likely to grow. Considerable investments in TCSO facilities at or beyond their planned useful life should be expected until they are replaced. Over the past several years, the Travis County Jail has experienced a significant shift in inmate classification levels. Historically, the jail population was predominantly composed of minimum custody individuals. However, beginning around 2020–2022, the composition of incoming bookings changed, with a higher proportion of individuals being booked on more serious and violent charges. As a result, the jail saw a corresponding increase in maximum custody classifications. This created operational challenges, as a large portion of the facility’s housing was designed for minimum and medium custody populations rather than maximum security inmates. The FY 2027 Preliminary Budget includes several projects in TCSO’s budget to ensure buildings are able to adequately house and secure inmates with higher classifications, including: • $3,000,000 for Cavlock replacements in Building 1 (130) • $900,000 for VCT Tile Replacement and Drain Installation in Building 1 (130) • $250,000 for high security ADA shower accommodations in Building 2 (140) These are on top of projects funded as part of the FY 2026 Adopted Budget to replace porcelain bath fixtures with penal- grade stainless steel fixtures in Building 1 (130) as well as a separate $1,000,000 project to replace Cavlocks in Building 2 (140) PBO notes that additional modifications of housing buildings, including Building 1, may be needed to meet the operational requirements of the Office based on changing inmate demographics unless new housing units meeting the specifications for the changing inmate demographics are approved and constructed. Regarding the jail population, as discussed above, the Average Daily Population (ADP) dropped sharply beginning in FY 2020, reaching a low of approximately 1,662 in FY 2021 due to the COVID-19 Pandemic, before approaching pre-pandemic levels of 2,336 in FY 2025. The FY 2026 projection of approximately 2,340 reflects a stabilization at these pre-COVID levels. However, this annual average hides the peaks and valleys that occur on a daily and monthly basis. For example, the June 2026 ADP was 2,444, with the jail population at 2,510 on June 8, 2026. TCSO has previously indicated to PBO that a population above 2,500 begins to put serious pressures on the system due to the lack of appropriate types and quantities of housing units to meet its operational needs. While the system officially has 2,812 beds, they may not be the right types of beds for the inmates in custody. Should the Office experience a sustained ADP trend above 2,500, the Office may need to begin sending inmates to other facilities outside Travis County due to this issue. TCSO has already begun discussions on these contingency plans including identifying locations and pricing. Based on an assumed cost of $110/per inmate/per day, 100 inmates on average housed at an outside facility for one year would cost the County approximately $4.0 million annually. # of Inmates Monthly Quarterly Annually 50 $165,000 $500,500 $2,007,500 75 $247,500 $750,750 $3,011,250 100 $330,000 $1,001,000 $4,015,000 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 23 of 113 Page 160 of 468 This cost also does not take into account costs related to transportation of inmates between these facilities and Travis County and likely required reimbursements for medical or mental health care. Nor does it include nonquantifiable costs such as additional time and expenses for defense counsel or family members to travel to these locations to meet with inmates. PBO and TCSO will continue to discuss this issue and potential financial and other risks to the County should this become necessary. TCSO recently completed a Corrections Bureau staffing study that recommended an increase of 78 positions of various types, both sworn and civilian. To address this need, the FY 2026 Adopted Budget added 23 of these positions, six of which were internally funded due to turnover in this large department. As the County manages scarce resources under the SB2 legislation restricting property tax growth, PBO is recommending a reduction of $1.2 million of salary savings as part of the FY 2027 Preliminary Budget as opposed to letting the Office internally fund additional positions. Additionally, the amount of flexibility within the Office’s budget has decreased somewhat as TCSO has used these savings in prior years to address the results from its 2020 Law Enforcement Bureau staffing study which recommended 47 positions that have now all been added using these internal resources. The FY 2025 Adopted Budget included funding for TCSO to perform a new Law Enforcement Bureau staffing study to account for growth in the County, changing dynamics in Law Enforcement, and changes in types of workload since 2020. The results from this study will be complete shortly and will likely include a recommendation for a significant number of new positions. TCSO will need to carefully prioritize these needs and others as PBO does not anticipate there being sufficient funding within its existing resources or from other County sources of revenue that will be able to fund the recommendations from both of these staffing studies in the short term. TCSO also has had difficulties maintaining sufficient inmate staffing for kitchen and warehouse operations. TCSO is exploring operational changes to address this. Still, because there are few inmates with minimum classifications held at the jail compared to previous years, fewer inmates are eligible to work in the kitchen. In addition, other work detail assignments inmates perform, such as laundry services and groundskeeping, also compete for the declining number of eligible inmates and face similar challenges. PBO will continue to monitor the situation with TCSO and make any needed recommendations as conditions warrant. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 24 of 113 Page 161 of 468 FY 2027 BUDGET REQUESTS PBO has listed the discussed budget drivers shared with the Commissioners Court as part of the FY 2027 Budget Guidelines along with any additional extraordinary and compelling requests in this section below. PBO has evaluated these requests and will include funding recommendations if appropriate. In addition, PBO discussed with Commissioners Court as part of the FY 2027 Budget Guidelines that not all budget requests would be evaluated due to funding limitations. Budget Requests not meeting these criteria will be summarized in the section, “FY 2027 Budget Requests not Evaluated by PBO due to Funding Limitations.” This prioritization of time will allow PBO to focus on reviewing budget reductions and requests that are known budget drivers or those that are extraordinary and compelling. This will allow PBO to focus on the most critical aspects of the budget process in order to prepare a balanced FY 2027 Preliminary Budget. CORRECTIONS BUREAU STAFFING REQUESTS REQUEST #1: CORRECTIONS STAFFING STUDY IMPLEMENTATION – YEAR 2 Program: Correctional Security Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 Request FY 2027 Recommendation FY 2028 Estimate FY 2029 Estimate Personnel 1,431,389 517,635 533,164 548,693 Operating 65,297 44,297 4,590 4,590 Subtotal $ 1,496,686 $ 561,932 $ 537,754 $ 553,283 Capital 33,076 32,396 - - Dpt Total $ 1,529,762 $ 594,328 $ 537,754 $ 553,283 Earmark Allocated - - - - Earmark CAR - - - - Total Earmarks $ - $ - $ - $ - Dpt Total + Earmarks $ 1,529,762 $ 594,328 $ 537,754 $ 553,283 FTEs 16.00 4.00 4.00 4.00 DEPT. SUMMARY OF REQUEST Travis County Sheriff’s Office requests funding in accordance with the results from a staffing study completed in 2024 by Matrix Consulting Group, an independent consulting firm. The study was initiated in 2023 to provide an independent and objective assessment of the Corrections Bureau at the Travis County Jail (TCJ) and Travis County Correctional Complex (TCCC) as well as the Transportation Unit. The study was conducted using interviews with leadership and staff, observations of operations at Central Booking, TCCC, and TCJ, data collection, and site visits. The project team examined current operational, staffing, and scheduling approaches. The scope of the study encompassed the following: • Assessing current operations within Corrections and Transportation, including workload and service level objectives. • Diagramming the intake, release, and transport processes. • Comparing current service levels to emergent best practices in order to identify areas of unmet needs and opportunities to create greater efficiencies. • Reviewing the fixed post staffing plan and identify any improvement opportunities. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 27 of 113 Page 162 of 468 • Analyzing current staffing needs by incorporating net annual work hours into the fixed post staffing plan. • Conducting an employee survey to understand staff’s attitudes and perceptions. • Analyzing the staffing needs for 8 and 12 – hour shift schedules. • Identifying the staffing needs and workflow process to incorporate counsel at first appearance (magistration hearings). In summary, this study, was designed to be a comprehensive staffing and operations assessment of the Travis County Sheriff’s Office Corrections Bureau and Transportation Unit. The staffing needs identified by the study include a total of 78 FTEs as outlined below: Job Title Final Report Recommended FTE Corrections Lieutenant 2.0 Corrections Sergeant 18.0 Corrections Specialist 46.0 Security Coordinators 12.0 Grand Total 78.0 TCSO currently meets and strives to exceed standards set by the Texas Commission on Jail Standards. However, continued resident and visitor population growth in Travis County, combined with the diverse mental and physical needs of individuals being brought to the jail facilities, it is becoming more difficult to maintain internal and external standards. TCSO believes with the additional staffing being phased in, these standards will be maintained, thus ensuring the safety and dignity of Corrections staff, inmates, and the public. TCSO understood that funding all 78 of these FTEs would not have been fiscally viable in one year. As a result, the Office created a four-year phase-in plan to address the highest needs over time. As part of the FY 2026 Adopted Budget, funding for 23.0 positions was included in the Office’s budget to partially address the needs identified in the study as shown in the table below. Final Report Less FY 2026 Remaining Job Title Recommended FTE Funded FTEs Recommended FTEs Corrections Lieutenant 2.0 2.0 0.0 Corrections Sergeant 18.0 4.0 14.0 Corrections Specialist 46.0 11.0 35.0 Security Coordinators 12.0 6.0 6.0 Grand Total 78.0 23.0 55.0 The request in FY 2027 is for 15.0 of these remaining 55.0 positions as outlined below, plus an additional 1.0 Corrections Records Supervisor FTE not included in the staffing study, but necessary to supervise the 11.0 Corrections Specialists: Ongoing One-Time Personnel Operating Capital Total Job Title FTE Sub-Total Operating (A) (B) (D) (A+B+C+D) (A+B) Costs (C) Corrections Sergeant 4.0 $517,635 $10,000 $527,635 $31,860 $32,396 $591,891 Corrections Specialist 11.0 913,754 $11,000 924,754 12,437 680 937,871 Corrections Records Supervisor* 1.0 $95,659 $1,000 $96,659 $1,000 $2,600 $100,259 Grand Total 16.0 $1,527,048 $22,000 $1,549,048 $45,297 $35,676 $1,630,021 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 28 of 113 Page 163 of 468 Two of the requested Sergeant positions would be assigned to the Travis County Correctional Complex to assist with the management and oversight of the growing inmate population, with particular focus on the expanding mental health population and associated operational demands. The remaining two Sergeants would be assigned to downtown jail operations to oversee inmate processing. Their responsibilities will include improving operational coordination, streamlining inmate processing procedures, and ensuring inmates move through the incarceration and release process as efficiently and safely as possible. Based on conversations with the Office, it is PBO’s understanding that all 11 Corrections Specialists would be assigned to the Releases Unit to redistribute job duties from Corrections Officers to allow them to perform care, custody, and supervision of the inmates that align with their job duties. Currently, a significant number of sworn staff are performing clerical and administrative duties that can be more efficiently handled by trained civilian personnel. Corrections Specialists are civilian positions that perform the administrative tasks of processing inmates in accordance with the unit they are assigned to. Examples include: • Records • Inmate Property • Releases • Bonding • Main Control • Inmate Screening • Warrant Confirmation • JMS Data Entry • Intake Receiving Window Even though the Corrections Specialists are not embedded in the CAFA process, they would support the CAFA process by increasing TCSO’s resources to facilitate court decisions, accelerating release processing, and handling the increased volume of releases from the Travis County Jail and Central Booking Facility partly as a result of CAFA. These additional positions are intended to support the long-term goal of establishing a more efficient 24/7 bonding and release process by improving inmate processing operations, increasing operational oversight and reducing overtime expenditures. By adding 11 additional Corrections Specialists, the Office has indicated that it would need another Corrections Records Supervisor for proper supervision of these additional positions. When 11 Corrections Specialists were added in the FY 2026 Adopted Budget, a Corrections Records Supervisor was also added for the same reason. However, supervisors for the 46 requested Corrections Specialists were not accounted for as part of the Staffing Study’s analysis, and as such, are shown below separately. TCSO expects additional supervisors will be needed as additional Corrections Specialists are added in future years. Combined with the 15 positions requested from the staffing study recommendations, the total request is $1,630,021 for 16 FTEs. If approved, there would be 40 remaining positions recommended by the staffing study that would need to be requested in future budget cycles. The Office estimates it will request 20 in each of the next two fiscal years to complete the implementation of the study within the four-year goal. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 29 of 113 Page 164 of 468 BUDGET REQUEST PERFORMANCE MEASURES Projected Projected Projected FY 2027 FY 2028 Actual Actual Revised FY 2027 Measure Measure FY 2024 FY 2025 FY 2026 Measure at with Added with Added Measure Measure Measure Measure Base Level Funding Funding Existing Measures No. of bonds processed 17,299 19,842 20,834 21,667 21,667 22,187 Releases 15,542 19,349 35,153 21,129 21,129 21,636 Avg no. of daily bookings 84 92 96 100 100 102 Average daily population 2,290 2,336 2,398 2,450 2,450 2,481 Percentage of inmates with MH diagnosis 37.40% 39.25% 41.20% 42.90% 42.90% 44.10% PBO RECOMMENDATION PBO recommends $594,328 ($522,225 ongoing, $39,707 one-time operating, $32,396 one-time capital) to add 4.0 Corrections Sergeant FTEs to the Office’s FY 2027 budget. As noted above, two of these positions will assist with supervision ratios of buildings with high numbers of inmates with a mental health designation, while the other two will help improve span of control and supervision of inmate processing at the Travis County Jail. The remaining 12 requested positions are not recommended at this time. While PBO has been supportive of CAFA implementation and has worked to identify resources to fully fund it, current forecasted revenue constraints in FY 2027 are impacting PBO’s ability to recommend additional resources for CAFA and CAFA adjacent investments. PBO recognizes that these positions are the highest priority of the Office due to their expected impact on reduced release processing times and handling the increased number of releases that are now occurring from the Travis County Jail and Central Booking Facility. Given the increasing jail population, timely and efficient release is a key strategy for managing further jail population growth. The recent implementation of Counsel at First Appearance has resulted in a much higher number of releases at TCJ/CBF. The increased number of releases also has taken a toll on the resources and staffing. As part of the FY 2026 budget process, TCSO requested 12 positions to assist with both increasing the hours of the bonding desk to 24/7 and handling the higher volume of releases. Ultimately included as part of the FY 2026 Adopted Budget, these positions allowed the Office to reopen 24/7 bonding at the Travis County Jail (TCJ) adjacent to the Central Booking Facility (CBF) which previously was only open from 8 am to 9 pm daily. Bonding outside of these hours could only be done at the Travis County Correctional Complex (TCCC) which delays the timely release of inmates who are housed at TCJ but must first have their family or attorney post bonds at TCCC. The requested 12 positions for FY 2027 would further staff capacity to handle the higher number of releases occurring downtown and further expedite the time it takes to process them. However, due to the cost of this request, PBO believes this request is better suited for discussion with Commissioners Court so that they can prioritize this request against other investments in the Criminal Justice area which PBO is unable to recommend funding for at this time. PBO notes that the Office is planning to discuss the findings of the Corrections Staffing Study with Commissioners Court in July and may receive guidance and input at that time that could inform PBO’s recommendations in the FY 2027 Preliminary Budget, with further discussion possible at a budget hearing with in August if Court wishes to do so. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 30 of 113 Page 165 of 468 LAW ENFORCEMENT BUREAU STAFFING REQUESTS REQUEST #2: LAW ENFORCEMENT STAFFING STUDY IMPLEMENTATION – YEAR 1 Program: Multiple Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 Request FY 2027 Recommendation FY 2028 Estimate FY 2029 Estimate Personnel 1,644,680 - - - Operating 225,537 - - - Subtotal $ 1,870,217 $ - $ - $ - Capital 1,612,160 - - - Dpt Total $ 3,482,377 $ - $ - $ - Earmark Allocated - - - - Earmark CAR - - - - Total Earmarks $ - $ - $ - $ - Dpt Total + Earmarks $ 3,482,377 $ - $ - $ - FTEs 14.00 - - - DEPT. SUMMARY OF REQUEST The Travis County Sheriff’s Office (TCSO) requests funding to begin year one implementation of the recommendations from the Law Enforcement Staffing Study originally funded in the FY 2025 Adopted Budget. Included in the FY 2025 Adopted Budget were $250,000 of one-time resources to allow the Office to complete a new Staffing Study for its Law Enforcement Bureau. The prior study was completed in 2020 and the staffing changes recommended by the study totaling 47 FTEs were funded from FY 2021 to FY 2025. As part of its analysis for this item, PBO stated that: “Travis County is in a period of major growth, which is anticipated to continue. Within the population and its growth, there are diverse needs, from basic law enforcement to specialized focuses. TCSO believes there is an expectation on the part of the County’s residents to provide a level of law enforcement where residents feel safe, as well as addressing the needs of these special circumstances and areas. TCSO states that it will continue to strive to meet, if not exceed, these expectations, but to be able to do so with a growing populace will require additional staffing PBO recommends $250,000 of one-time funding to complete a new Law Enforcement Bureau staffing study to anticipate the Bureau's staffing needs through 2030 to assist PBO in the planning process for future budget processes… [PBO recommends TCSO] engage with an outside firm to re-assess the Law Enforcement Bureau to account for growth in the County, changing dynamics in Law Enforcement, and changes in types of workload since 2020. With the number of neighborhoods and apartment complexes opening, workload drivers, such as crime, population, and calls for service levels, have risen. The number of large-scale businesses creating new jobs has increased the daily number of commuters from this growth, and growth in the surrounding counties has created higher numbers of transient commuters entering and leaving Travis County.” Since that time, the Sheriff’s Office has contracted with Matrix Consulting to perform the study. The scope of this study included assessing current operations, response capabilities, staffing, and other resources required to deliver services to Travis County. The scope of work for this project included both current staffing needs as well as those projected for the next 10 years, given an assessment of expected development in Travis County. The scope of work also included a comparative survey of the Law Enforcement Bureau against peer agencies. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 31 of 113 Page 166 of 468 Below is a brief excerpt summarizing the findings from the report: “Overall, the comparative analysis shows that TCSO operates with a notably lean sworn-staffing model, particularly in patrol and supervisory ranks, compared with similarly sized jurisdictions, often staffing at less than half the level of peer agencies. While TCSO aligns well with national practices in several areas, including mental health response, community liaison functions, telephone and online reporting, and the use of professional staff in core investigative support roles, there are opportunities to further civilianize certain functions and expand alternative response models. Peer agencies more frequently deploy professional staff, field responders, reserve deputies, and contracted services to enhance flexibility and manage workload. The findings also confirm that most comparator agencies rely on alternative reporting mechanisms and maintain a range of specialized units, though structures and scope vary. Collectively, the results indicate that TCSO is consistent with best practices in many foundational areas but faces structural and capacity constraints associated with comparatively low staffing levels and limited use of certain cost-effective deployment strategies.” Based on the analysis performed, Matrix Consulting is recommending a total of 67 additional positions be added to the Sheriff’s Office to meet current workload demand and operational needs. However, as the County continues to grow, additional staffing and resources will likely be required. Based on their analysis of expected County growth and development, Matrix Consulting believes an additional 94 positions would be required by 2031 with 49 more by 2036, for a total of 210 positions over the next 10 years. This is shown in the table below. Sworn Civilian Total Difference FY 2026 Authorized FTEs 548 146 694 - Report Recommendation (Based on 2025 Workload) 603 158 761 67 FY 2031 Estimated 680 175 855 94 FY 2036 Estimated 718 186 904 49 Total 210 Financial, training, recruiting, and other constraints make adding 67 FTEs at one time not realistically viable. TCSO is proposing to phase in the 67 recommended FTEs based on 2025 workload over the next five fiscal years (FY 2027-2031) with an anticipated request in FY 2030 to begin another Staffing Study analysis to validate or revise the estimated 94 additional positions that Matrix believes will be needed by FY 2031. The full five-year implementation proposal is shown below, but PBO notes that it is subject to change over time if priorities or needs change within the Office. Job Title FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 Total Law Enforcement Sergeant 3 3 2 4 2 14 Law Enforcement Detective 3 3 3 2 2 13 Law Enforcement Deputy Sr. 6 4 6 6 6 28 Law Enforcement Specialist - 1 1 - - 2 Crime Scene Specialist Lead - - - - 1 1 Crime Scene Specialist 1 1 - - - 2 Latent Print Examiner - - - - 1 1 Digital Forensic Analyst - - - - 1 1 911 Telecommunications Supervisor 1 1 1 1 - 4 Business Analyst I - 1 - - - 1 Total 14 14 13 13 13 67 Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 32 of 113 Page 167 of 468 It is worth noting that 16 of these 67 recommended positions are associated with providing security at a second Combined Technology and Emergency Communications Center (CTECC). Discussions surrounding the construction of a second facility remain ongoing and no decisions have been made regarding the facility, including a timeline for construction. TCSO does currently provide security at the existing CTECC facility, and the 67 recommended positions do include two additional Law Enforcement Sergeants to support that function. For FY 2027, TCSO is requesting a total of 14.0 FTEs from the recommended 67.0 to begin the five-year implementation process. Final Remaining Sworn or Less FY 2027 Job Title Recommended Recommended Civilian Request FTEs FTEs Law Enforcement Sergeant Sworn 14 3 11 Law Enforcement Detective Sworn 13 3 10 Law Enforcement Deputy Sr. Sworn 28 6 22 Law Enforcement Specialist Civilian 2 - 2 Crime Scene Specialist Lead Civilian 1 - 1 Crime Scene Specialist Civilian 2 1 1 Latent Print Examiner Civilian 1 - 1 Digital Forensic Analyst Civilian 1 - 1 911 Telecommunications Supervisor Civilian 4 1 3 Business Analyst I Civilian 1 - 1 Total 67 14 53 The cost of implementation for FY 2027’s proposed 14.0 FTEs totals $3,482,377 consisting of $1,644,680 of ongoing personnel, $112,164 of ongoing operating, $183,537 one-time operating, and $1,541,996 of one-time capital. BUDGET REQUEST PERFORMANCE MEASURES No performance measures were provided for this budget request. PBO RECOMMENDATION PBO is not recommending funding for this request at this time. Until the staffing study is discussed with Commissioners Court for feedback, PBO will likely not recommend additional sworn staffing for the Law Enforcement Bureau. In PBO’s opinion, a request of this size will require Commissioners Court direction to prioritize funding of these recommendations in the constrained funding environment the County faces, especially considering several other competing needs the Commissioners Court has directed staff to address such as Counsel at First Appearance (CAFA) and Mental Health Diversion. As noted above, the recommended number of positions would take several fiscal years to fully fund due to constrained revenue growth, continued attrition of existing staff, and limited training capacity for new Law Enforcement Cadets. PBO stands ready to assist with the staffing study in any way possible in advance of the FY 2028 budget process and work to formulate a plan to address the most critical recommendations while also considering financial limitations and other competing priorities from the Commissioners Court and County offices and departments that will likely be present in the future. PBO further notes that the Corrections Staffing study completed in 2024 recommended an additional 78 positions within the Corrections Bureau as discussed above. While 23 were funded as part of the FY 2026 Adopted Budget, there remained 55 recommended positions heading into the FY 2027 Budget Process. PBO is recommending only four of these remaining 55 as part of the FY 2027 Preliminary Budget, leaving 51 remaining. The Office will need to work with PBO to prioritize recommendations from both of these studies in future budget years as they will be funded from the same limited sources. Alex Braden Sheriff’s Office (137) FY 2027 Preliminary Budget Page 33 of 113 Page 168 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Corrections Staffing Study - YR2 # FTE 01 Priority # of Request: Name of Program from PB-3: Corrections / Multiple Units Mandated Program (Yes/No) No Total Amount of Request: Total Request: $1,492,330 • Personnel $1,414,957 • Operating $877,373 Collaborating Departments/Agencies: TCSO / ITS Request Contact (Name/Phone): Major R. Banasco / (512) 854-9746 CPT E Jackson / (512)-854-5214 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Travis County Sheriff’s Office is requesting funding for Year 2 of the staffing study provided by Matrix Consulting Group in 2024, an independent consulting firm. The study provided detail guidance on staffing levels of essential and nonessential personnel in regard to Corrections and the Transportation Unit, best practices, and other criteria. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? In FY 2023 Travis County funded a staffing study for the Travis County Sheriff’s Office Corrections Bureau and Transportation Unit. In July of 2024 TCSO received the draft report from Matrix Consulting Group. The report which is attached says in part: This study was initiated in September 2023 to provide an independent and objective assessment of the Corrections Bureau at the Travis County Jail (TCJ) and Travis County Corrections Center (TCCC) as well as the Transportation Unit. The project team examined current operational, staffing, and scheduling approaches. The scope of the study encompassed the following: • Assessment of current operations within Corrections and Transportation, including workload and service level objectives. • Process diagramed the intake, release, and transport processes. • Comparison of current service levels to emergent best practices in order to identify areas of unmet needs and opportunities to create greater efficiencies. • Review the fixed post staffing plan and identify any improvement opportunities. • Analysis of current staffing needs by incorporating net annual work hours into the fixed post staffing plan. • Conduct an employee survey to understand staff’s attitudes and perceptions. • Analyze the staffing needs for 8 and 12 – hour shift schedules. • Identified the staffing needs and workflow process to incorporate counsel at first appearance (magistration hearings). FY 2027 Budget Request Proposal (PB-4) v1.0 Page 169 of 468In summary, this study, through the various steps undertaken, is designed to be a comprehensive staffing and operations assessment of the Travis County Sheriff’s Office Corrections Bureau and Transportation Unit. Methodology Used to Conduct the Study The project team utilized a number of approaches in order to fully understand the service environment and issues relevant to the study, including the following: • Interviews with the leadership, supervisors, and line level staff throughout the organization. Interviews were conducted using a mixture of both virtual and inperson meetings. • Observations of the operations at central Booking, Travis County Jail, and the Travis County Correctional Complex in Del Valle. The project team was onsite in October and November 2023 observing operations and shadowing staff. The November visit was primarily focused on process mapping the respective operations. • Data Collection across various functional areas in order to enable objective analysis. • Iterative and interactive processes in which the project team first developed an understanding of the current organization and service delivery system, identified issues, and assessed staffing, operational, and scheduling needs. Throughout the process, findings and interim deliverables were reviewed with the TCSO project manager and Corrections Bureau leadership. For FY26 we requested that a four-year phased approached by adopted. For Phase II of the request the needs are: • Four (4) – Corrections Sergeants • Eleven (11) – Corrections Specialist These needs are divided amongst many units within the bureau and commands. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. Travis County is in a period of major growth, which is anticipated to continue. Within the population, and its growth, there are diverse needs from basic Corrections to specialized focuses. Our community has an expectation to provide a level of security where citizens feel safe within our jurisdiction, as well as addressing the needs of these special circumstances and areas. TCSO will continue to meet, if not exceed these expectations, but to do so will require the additional staffing laid out in the staffing study. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 170 of 4684. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? The addition of staffing is across the Corrections Bureau. As such the measures and evaluations will be done through the current performance measures and possible development of new performance measures within the specific units as it is able to expand its capabilities. TCSO currently maintains performance measures for the individual units within the Corrections Bureau. These performance measures will the basis of the benchmarks. TCSO will continue to monitor comparable agencies within the State of Texas to make sure that our agencies are maintaining industry standards and community expectations, and requirements of Texas Commission on Jail Standards. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. TCSO Departmental Goal for Corrections states: Maintain safety and security in our jail. and TC County wide goal states: Ensure the public safety and peaceful resolution of conflicts through the justice system and other public process. Specific performance measures will be reviewed and set accordance to the positions filled by this budget request. The performance measures will be related specifically to the unit; the position will be filling and will promote both the goals of TCSO and Travis County. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) If funding is approved, TCSO will implement the hiring process incrementally based on the highest priorities according to both the staffing study and agency needs defined by the Command Staff. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 171 of 4687. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. N/A 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office X Hybrid >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for Y the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 172 of 46811. Please list any hardware/software (beyond routine desktop equipment) needed for this request. The addition of Corrections staff would require all software above & beyond currently noted in the standard hiring process. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? NA FY 2027 Budget Request Proposal (PB-4) v1.0 Page 173 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & FY27 LE Staffing Study FTE 02 Priority # of Request: Name of Program from PB-3: Law Enforcement Mandated Program (Yes/No) Yes Total Amount of Request: $12,976,258 * • Salary & Benefits - $7,156,144 • Operating - $912,438 • Centrally Budgeted - $4,907,676 ** Some positions were not available on the PB5, so the closest description and paygrade were chosen. Collaborating Departments/Agencies: Request Contact (Name/Phone): MJR W Poole / (512) 854-5326 CPT T. Szimanski / (512) 854-4322  CPT S. Crowe / (512) 854-7419  CPT J. Hernandez / (512) 854-4875 CPT V. Villarreal / (512) 854-4318 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Travis County Sheriff’s Office is requesting funding of the staffing study provided by Matrix Consulting Group, an independent consulting firm, in FY 2026. The study provided detail guidance on staffing levels, best practices, and other criteria related to law enforcement staffing. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? FY 2027 Budget Request Proposal (PB-4) v1.0 Page 174 of 468In FY 2025 Travis County approved funding for a follow-up staffing study for the Travis County Sheriff’s Office Law Enforcement Bureau. TCSO received a copy of a draft from Matrix Consulting Group. The staffing study has not been finalized and based on TCSO review, the staffing for the Investigation appears adequate; however, based on the growth within the County it appears that Patrol Deputies, both of East and West may not be sufficient. The study recommends 63 positions. These positions include: SWORN: • 12 – LE Sergeants • 13 – LE Detectives • 13 – LE Deputies • 14 – LE Sheriff's CIVILIAN: • 1 – Business Analyst • 2 – Crime Scene Specialist • 1 – Digital Forensic Analyst • 1 – Latent Print Examiner • 2 – Law Enforcement Specialist (LES) • 4 – Telecomm 911 Specialist Supv This budget package is requesting both the FTE, plus the one-time and ongoing costs for the positions. These costs would include: • Vehicles • Miscellaneous gear personal and vehicle • Laptops with docking stations & MDCs with airtime • Radios • Desks and chairs These needs well be deployed among several units within the bureau and commands, including the Crisis Intervention team and basic patrol functions. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. Travis County continues to be in a state of growth, which is anticipated to continue. Within the population, and its growth, there are diverse needs from basic law enforcement to specialized focuses. Our community has an expectation to provide a level of law enforcement and security where citizens feel safe within our jurisdiction, as well as addressing the needs of these special circumstances and areas. TCSO will continue to meet, if not exceed these expectations, but to do so will require additional staffing laid out in the staffing study. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 175 of 4684. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? The addition of staffing is across the Law Enforcement Bureau. As such, the measures and evaluations will be done through the current performance measures and possible development of new performance measures within the specific units as they are able to expand their capabilities. TCSO currently maintains performance measures for the individual units within the Law Enforcement Bureau. These performance measures will be the basis of the benchmarks. TCSO will continue to monitor comparable agencies within the State of Texas to make sure that our agencies are maintaining industry standards and community expectation levels. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. TCSO Departmental Goal for Law Enforcement states: Provide law enforcement services to the community with honesty and integrity, without biases and prejudice. Travis County wide goal states: Ensure the public safety and peaceful resolution of conflicts through the justice system and other public process. Specific performance measures will be reviewed and set in accordance with the positions filled by this budget request. The performance measures will be related specifically to the unit; the position will be filled and will promote both the goals of TCSO and Travis County. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) If funding is approved, TCSO will implement the hiring process incrementally based on the highest priorities according to both the staffing study and agency needs defined by the Command Staff. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 176 of 468In years past, TCSO was able to fund positions internally through savings. Unfortunately, these savings are no longer available. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? Y/N N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office X Hybrid N/A >80% Work Remote N/A If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for Y the position? Y/N If yes, provide the information below: Building Name/Location TBD Floor/Suite/Office # TBD If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. The addition of the deputies would require all software above & beyond currently noted in the standard hiring process. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: FY 2027 Budget Request Proposal (PB-4) v1.0 Page 177 of 468• Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? This is not a capital project request; however, with the hiring of additional detectives and support staff space development or reconfiguration may be required. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 178 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: FY27-FTI 01-PB5-CORR Staffing Study YR2 SBP Program: Inmate Housing 2 - Bldgs 1 2 3 9 HSB Budget Request Priority #: 1 Dpt #: 137 Dept Name: Sheriff's Office A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Corrections Sergeant 137SO Crc: Building 1: A-Shift 4.00 100% 1370440001$ 360,948 $ 156,687 $ 517,635 Corrections Specialist 137SO Crc: Building 1: A-Shift 11.00 100% 1370440001$ 590,762 $ 322,992 $ 913,754 Corrections Records Supervisor 137SO Crc: Building 1: A-Shift 1.00 100% 1370440001$ 64,418 $ 31,241 $ 95,659 0-$ $ - $ - 0-$ $ - $ - 0-$ $ - $ - 0-$ $ - $ - 0-$ $ - $ - 0-$ $ - $ - 0-$ $ - $ - Temporary Employees One-time or Ongoing: 100%$ - $ - Overtime POPS/Non-POPS/Both: 100%$ - $ - Add Pays (Please list in cell B23) 100%$ - $ - TOTAL PERSONNEL 16.00 $ 1,016,128 $ 510,920 $ 1,527,048 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category DescriptionFund Funds Center Item or Ongoing (Integers Only) Supplies & Equipment Clothing & Uniforms 0001 1370440001 510050 One-time$ 19,347 Supplies & Equipment Clothing & Uniforms 0001 1370440001 510050 Ongoing$ 5,590 Supplies & Equipment Law Enforcement Supplies & Equipment 0001 1370440001 510180 One-time$ 15,360 Supplies & Equipment Office Furniture 0001 1370440001 510210 One-time$ 6,000 Supplies & Equipment Law Enforcement Supplies & Equipment 0001 1370440001 510180 Ongoing$ 21,000 0001 1370440001 0001 1370440001 0001 1370440001 0001 1370440001 0001 1370440001 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 40,707 $ 26,590 $ 67,297 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 4,640 $ - $ 4,640 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ 31,036 $ - $ 31,036 DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 35,676 $ - $ 35,676 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 40,707 $ 1,553,638 $ 1,594,345 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 76,383 $ 1,553,638 $ 1,630,021 137 - PB5 - FTE 01- CORR Staffing Study YR2.xlsx Page 179 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Law Enforcement Staffing Study SBP Program: CID- Major Crimes / Special Crimes / Environment Budget Request Priority #: 2 Dpt #: 137 Dept Name: Sheriff's Office A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Business Analyst I 137SO Crc: Lt Classifications/Rcd 0.00 100% 1370440001$ - $ - $ - Crime Scene Specialist 137SO LE: Crime Scene 1.00 100% 1370750001$ 57,533 $ 30,391 $ 87,924 Digital Forensic Analyst 137SO LE: Crime Scene 0.00 100% 1370750001$ - $ - $ - Telecomm 911 Specialist Supv 137SO LE: Cntrl Area Cmd: Comm Mgmt 1.00 100% 1370640001$ 61,942 $ 30,713 $ 92,655 Law Enforcement Specialist 137SO LE: Cntrl Area Cmd: Major Crimes 0.00 100% 1370750001$ - $ - $ - Crime Scene Specialist Lead 137SO LE: Crime Scene 0.00 100% 1370750001$ - $ - $ - Law Enforcement Detective 137SO LE: Cntrl Area Cmd: Major Crimes 3.00 100% 1370750001$ 254,562 $ 113,179 $ 367,741 Law Enforcement Sergeant 3.00 100% 0$ 294,849 $ 123,996 $ 418,845 Law Enforcement Sheriff Deputy Sr 137SO LE: CTECC 6.00 100% 1370260001$ 463,427 $ 214,088 $ 677,515 100% 0$ - $ - $ - Temporary Employees One-time or Ongoing: 100%$ - $ - Overtime POPS/Non-POPS/Both: 100%$ - $ - Add Pays (Please list in cell B23) 100%$ - $ - TOTAL PERSONNEL 14.00 $ 1,132,313 $ 512,367 $ 1,644,680 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category DescriptionFund Funds Center Item or Ongoing (Integers Only) Supplies & Equipment Clothing & Uniforms 0001 1370440001 510050 One-time$ 13,500 Supplies & Equipment Clothing & Uniforms 0001 1370440001 510050 Ongoing$ 26,000 Supplies & Equipment Law Enforcement Supplies & Equipment 0001 1370440001 510180 One-time$ 118,165 Supplies & Equipment Law Enforcement Supplies & Equipment 0001 1370440001 510180 Ongoing$ 10,000 Supplies & Equipment Office Furniture 0001 1370440001 510210 One-time$ 10,500 Services Cellular Phone Allowance 0001 1370750001 511710 One-time$ 7,800 Supplies & Equipment Safety Supplies & Equipment 0001 1370750001 510260 One-time$ 30,072 Supplies & Equipment Computer Equipment & Peripherals 0001 1370750001 510070 One-time$ 3,500 Services Cellular (Air) Time Usage 0001 1370440001 511700 Ongoing$ 6,000 TOTAL OPERATING $ 183,537 $ 42,000 $ 225,537 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 70,640 $ - $ 70,640 CENTRALLY BUDGETED OPERATING $ - $ 70,164 $ 70,164 CENTRALLY BUDGETED CAPITAL $ 1,471,356 $ - $ 1,471,356 DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 1,541,996 $ 70,164 $ 1,612,160 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 183,537 $ 1,686,680 $ 1,870,217 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 1,725,533 $ 1,756,844 $ 3,482,377 137 - PB5 - FTE 02 - LE Staffing Study - Year 1 Portion.xlsx Page 180 of 468 Travis County Sheriff's Office Matrix Staffing Studies Corrections and Support Bureaus Travis County Sheriff's Office Final Report prepared by Matrix Consulting Group Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 181 of 468 Study Overview 38 Recommendations Across 5 Focus Areas • Management and evaluation • Non-security staffing • Overtime • Counsel at First Appearance (CAFA) * • Transportation Unit GOAL: Improve efficiency, staffing and service delivery Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 182 of 468 Staffing Summary - Total Positions POSITIONS RECOMMENDED NET INCREASE At time of study: 919 Current Model: 1013 + 82 Positions • 2 Lieutenants • 18 Sergeants • 46 Specialists • 12 Coordinators *4 corrections records supervisors Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 183 of 468 Organizational Recommendations Transitioning Certain Roles Consolidation Efforts: To Civilian Positions: • Warehouse, Inventory and • HVU & Transportation Units merged Procurement • Standards & Compliance Unit • Full Civilian Classification Unit established * 3 Corrections Officers Remain • Watch Commander oversight • Project Management Office created established (FY25) Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 184 of 468 Phased Implementation of Staffing Phase 1 Phase 2 Phase 3 Phase 4 Position Title FY26 - Funded FY27 - Pending FY28 - Pending FY29 - Pending Corrections LT 2 0 0 0 Corrections SGT 4 4 5 5 Corrections Records Supervisor 1 1 1 1 Corrections Specialist 11 11 12 12 Security Coordinator 6 0 3 3 Total 24 16 21 21 Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 185 of 468 CAFA Impact on the Study • Study recommendations for CAFA – 14 Posts to be covered by corrections officers • This recommendation was altered due to implementation of CAFA being changed from inside the Jail facility to the Courthouse next to the jail and change from 24- hour operation to 16 hour. • Transportation Unit: • Formed the Corrections Transfer & Mobilization Unit combining Hospital Visitation and Transportation Units Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 186 of 468 Corrections Future Planning • Jail population of TCSO is growing and changing • Average Daily Population in FY23 2242; FY26 2367 • Current Jail population 2425, with Intakes surpassing 14% growth compared to same period last year. • The growing jail population continues to present a challenge to staffing within TCSO. Travis County Sheriff's Office | Corrections and Support Bureau Staffing Study Page 187 of 468 Travis County Sheriff's Office Matrix Staffing Studies Law Enforcement Bureau Travis County Sheriff's Office Final Report prepared by Matrix Consulting Group Travis County Sheriff's Office | Law Enforcement Bureau Staffing Study Page 188 of 468 Staffing Needs 694 +67 761 +210 Current total Staffing Recommendation Total 2036 Projected Additional Need Category Authorized Recommended 2031 2036 2036 +/- Sworn 548 603 680 718 +170 Civilian 146 158 175 186 +40 Total 694 761 855 904 +210 Current-service recommendations total +55 sworn and +12 civilian positions (Total 67). Long-range projections increase total staffing need to 904 by 2036. Travis County Sheriff's Office | Law Enforcement Bureau Staffing Study Page 189 of 468 Proposed Phased Implementation of Staffing Three (3) Year Phase In Plan FY27 FY28 FY29 Five (5) Year Phase In Plan FY27 FY28 FY29 FY30 FY31 YR 1 YR 2 YR 3 YR 1 YR 2 YR 3 YR 4 YR 5 Deputy 7 11 10 Deputy 6 4 6 6 6 Detective 5 4 4 Detective 3 3 3 2 2 LES 2 - - LES - 1 1 - - Crime Scene Lead - - 1 Crime Scene Lead - - - - 1 Crime Scene Specialist 1 1 - Crime Scene Specialist 1 1 - - - Latent Print Examiner - - 1 Latent Print Examiner - - - - 1 Digital Forensics Analyst - - 1 Digital Forensics Analyst - - - - 1 Sergeant 5 5 4 Sergeant 3 3 2 4 2 Supervisor 2 1 1 Supervisor 1 1 1 1 - Business Analyst 1 - - Business Analyst - 1 - - - Total 23 22 22 Total 14 14 13 13 13 Travis County Sheriff's Office | Law Enforcement Bureau Staffing Study Page 190 of 468 Patrol Workload Context 78,984 40.2 min. 5 – 6 PM 8.9 min. 2024 Community-Generated Average Primary-Unit Peak Activity Priority 1 Calls for Service Handling Time Period Median Response Command Calls for Service Avg. Handling Time Operational Context Larger geographic footprint, increased traffic congestion and expanding service area (City West 27,251 38.1 min. of Austin de-annexations), Lake Travis recreational activities and flooding events. East 51,624 41.2 min. Higher call volume and denser workload concentration Overall 78,984 40.2 min. Late afternoon/evening workload peak The study notes strong response performance but also emphasizes that response capability alone does not prove staffing is sufficient for proactive law enforcement service. Travis County Sheriff's Office | Law Enforcement Bureau Staffing Study Page 191 of 468 Implementation Considerations Implementation Theme Planning Consideration Safety and Supervision Prioritize recommendations tied to span of control, field coverage, 24/7 operations, and weather-related events. Service Reliability Phase staffing to maintain response capacity while increasing proactive and specialized service levels. Growth Readiness Use 2031 and 2036 projections to align staffing with development, population growth, and workload shifts. Fiscal Planning Return through budget process or separate Court action for phased staffing implementation. Monitoring Continue to assess overtime, calls for service, response times, and workload distribution. Travis County Sheriff's Office | Law Enforcement Bureau Staffing Study DRAFT Page 192 of 468 Conclusions Due to growth in Travis County, both in community population and our jail population this will continue to add pressure for providing services to the public and staffing within TCSO. We will continue to seek direction from the Court and PBO, for future planning and budget development. Travis County Sheriff's Office | Law Enforcement Bureau Staffing Study Page 193 of 468Community Legal Services – (141) • Law Library Family Law Reference Attorney • CLS Paid Internship Program • CLS Deputy Director • TCCR Legal Director • OPR DV Specialist Social Worker • Program Manager Sr for Defense Data Analysis • OPR Professional Training Budget Increase • TCCR Drafting Software Page 194 of 468 Community Legal Services (141) TABLE OF CONTENTS Community Legal Services (141) .......................................................................................................................................... 1 Mission Statement, Strategic Goals, And Functional Area ............................................................................................... 2 Programs & Performance Management .......................................................................................................................... 2 Adopted Budgets FY 2024-2026, Preliminary Budget FY 2027 .......................................................................................... 9 FY 2027 Preliminary Budget Recommendations Summary ............................................................................................ 10 Additional Information .................................................................................................................................................. 12 FY 2027 Budget Reduction Analysis ............................................................................................................................... 13 FY 2027 Budget Request Analysis .................................................................................................................................. 14 Request #4: Law Library Director Compensation .............................................................................................................. 16 Request #5: Reclass – CLS Admin – Accountant Sr ............................................................................................................ 19 request #7: CLS Paid Internship Program .......................................................................................................................... 22 Request #10: Law Library Case Review Staff ..................................................................................................................... 26 Request #26: Legal Research Materials ............................................................................................................................. 28 Request #28: Immigration Legal Services .......................................................................................................................... 31 FY 2027 Budget Requests Not Evaluated by PBO due to Funding Limitations ................................................................ 33 Budget Requests Not Evaluated by PBO due to Funding Limitations ................................................................................ 33 Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 1 of 37 Page 195 of 468 MISSION STATEMENT, STRATEGIC GOALS, AND FUNCTIONAL AREA The mission of the Community Legal Services Department is to comprehensively and holistically address the diverse legal needs of the community, ensuring equitable access to justice for all and leading collaborative efforts within the broader legal community. The Department has identified the following departmental goals:  Help ensure that those who cannot afford an attorney have equal access to the courts;  Provide holistic legal services for those in need; and  Facilitate access to legal information. These align with the County goals to “Be a trusted and well-run county,” and “Promote economic well-being and racial, ethnic and economic equity.” The Department is budgeted in the Justice System Functional Area. ORGANIZATIONAL CHART PROGRAMS & PERFORMANCE MANAGEMENT KEY PROGRAM MEASURES Travis County provides a variety of programs and services that are mandated by the state and/or federal government. The majority of County programs and services are mandated or support mandated programs. PBO works with Offices and Departments to quantify and measure their programs’ performance so that resources are directed to the most critical needs. The information below includes program information and discussion, key program measures, and mandated functions, if applicable. The following programs are linked to the County Goal “Promote economic well-being and racial, ethnic and economic equity.” Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 2 of 37 Page 196 of 468 TRAVIS COUNTY CHILD REPRESENTATION: The Travis County Office of Child Representation (TCCR), formerly known as Office of Child Representation (OCR), serves to provide quality legal services for children and youth involved in civil CPS legal cases, provide social work supportive services to clients, conduct public outreach about the Office’s work, and help control the growth of the indigent attorney fees expenditure budget. TCCR just recently moved into the new Travis County Civil and Family Courts Facility. As of March 25, 2025, the Office of Child Representation officially changed its name to Travis County Child Representation. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of cases handled per fiscal year (new and continuing) 267 264 208 246 246 Number of clients served per fiscal year (new & continuing) 336 295 276 302 302 Number of new cases accepted per fiscal year 127 115 66 132 132 Number of new clients accepted per fiscal year 159 150 96 192 192 The Travis County Child Representation team provides legal representation and case management for children who are involved in Child Protective Services cases. The office works to effectively represent clients' legal interests and serves as a resource for the community on topics related to child welfare law. TCCR uses the principals of continuous quality improvement to evaluate methodology and identify areas of improvement each fiscal year. The 89th Legislative Session (2025) brought significant changes that affected TCR’s provision of services to clients. There were significant revisions to the statutes governing the definitions of abuse and neglect, investigations, emergency removals, standing to file suit, termination grounds, and benefits available to children exiting DFPS conservatorship. TCR is in compliance with all legislative requirements that became effective in FY 2026 and their advice and advocacy for all their clients reflects current law. TCR is committed to providing clients with quality representation using a multi-disciplinary model combining the unique perspectives of both social workers and attorneys. Social workers offer a deep understanding of the client's social and emotional needs, community resources, and overall well-being. They can assess clients in their different environments (home, court, school, etc.) by utilizing assessment tools and research. They can make recommendations regarding services for the client or their family or propose modifications regarding longer-term treatment plans devised by collateral professionals. Attorneys contribute legal expertise, advocacy, and guidance in navigating the court system, among other attributes. Viewing cases through these complementary lenses is a significant benefit to the practice. A multidisciplinary approach helps achieve several key objectives, including: identifying and addressing loopholes in the various systems the client lives/works with; ensuring clients receive appropriate services; and tackling litigation issues rooted in cultural, economic class, mental illness, or other bias-creating narratives. In FY 2026, TCR implemented several projects intended to advance the efficiency of their advocacy. An Operations Manual was created with the input from all staff to provide clarity and consistency to administrative and operational tasks. A practice manual was created with the input from all attorneys to standardize TCR's model of representation to ensure higher quality and more consistent representation. TCR also implemented LegalServer as it's case management and data tracking systems and to track case work, manage dockets, and run monthly reports. Performance measure data is collected and stored in LegalServer, TCR’s case management system. The reported projections for performance measures are based on historical data and the current TCR landscape. When fully staffed, with current resources, TCR can accept all new cases until office capacity is reached. Looking forward, the Office anticipates that TCR will Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 3 of 37 Page 197 of 468 need additional resources before adding any additional cases to the office's total caseload. TCR notes that an additional multi- disciplinary team (three attorneys, one social worker and one paralegal) would increase TCR's capacity by approximately 120 cases. OFFICE OF PARENTAL REPRESENTATION: The Office of Parent Representation (OPR) serves to provide quality, efficient legal representation for the indigent primary parents in child abuse and neglect cases pending in Travis County, assist in finding additional social services for OPR clients (such as housing, substance abuse treatment, and mental health providers to fill in the gaps of services), and to reduce costs related to private appointments for Travis County. OPR’s mission is to preserve, strength, and support Travis County families by providing early, effective, and consistent legal representation to indigent parents and by promoting self-sufficiency through the combined efforts of the family, the community, and the court. OPR is court-appointed to represent indigent parents who have been sued by the Texas Department of Family and Protective Services about allegations of abuse and neglect. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Total # of cases taken by OPR 85 133 160 180 180 % of cases with a Child Preservation outcome 55% 87% 55% 55% 55% % of cases with a Parental Preservation outcome 70% 93% 90% 90% 90% % of cases with a Family Preservation outcome 88% 93% 90% 90% 90% OPR reports to continue having excellent outcomes for their cases. In FY 2025, OPR purchased and designed a new database through Legal Server. DFPS keeps statistics on how children exit the child welfare system. This data is available through the Texas Open Data Portal report on Exits from DFPS Custody. In FY 2025, OPR closed 93% of its cases with an outcome of Family Preservation, meaning that children were with a parent or a family member when the case closed. OPR has consistently maintained this high rate of Family Preservation. For the same period in Travis County, DFPS had an average rate of 85% of children remaining with a parent or family member when the case closed. Looking exclusively at Temporary Managing Conservatorship (TMC) cases where children are removed from a parent and ordered into the temporary legal custody of DFPS, OPR closed cases in FY 2025 where more than half (60%) of children were reunified with a parent. For the same period in Travis County, DFPS had an average reunification rate of 50%. This data shows that children and families have better outcomes if parents are represented by an OPR attorney. OPR accepts every case appointed to it, absent conflicts of interest. OPR was appointed to more cases in FY 2025 than in FY 2024. This increase was possible because of OPR's continued growth and ongoing training. Two attorneys, one social worker, and one paralegal started at OPR in FY 2025. The Division continue to see the trend that fewer petitions are filed because of statutory changes in 2021. Those same statutory changes have had an impact on the severity and types of cases filed in Travis County. Temporary Managing Conservatorship (TMC) cases are those where children are removed from a parent and ordered into the temporary legal custody of DFPS. The Texas Legislature essentially made it harder for DFPS to file a TMC case. As a result, the TMC cases received are severe. OPR has seen an increase in TMC cases that involve murder, rape, incest, unexplained injuries to babies, severe physical abuse, chronic sexual abuse, and torture. There has also been an increase in TMC cases filed as aggravated circumstances, which is when the abuse and/or neglect is so extreme that DFPS requests to not be required to work a reunification with the offending parent and proceed to termination of parental rights. When DFPS is unable to meet the burden for a TMC case, DFPS files a Court-Ordered Services (COS) case where the children remain in the home with a parent while the parent works services to address the risks and safety concerns. As a result, the severity of the issues in COS cases is higher as these are what were non-emergency TMC cases prior to 2021. COS cases have a 6-month deadline, and it is challenging for everyone to address the heightened risks and safety concerns in 6 months. It is not Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 4 of 37 Page 198 of 468 uncommon for a COS case to escalate to a TMC case shortly after being filed. However, the statutory changes did not cause the severity of cases to increase. It is unclear what is causing the general unrest in the community leading to increased homicide rates, targeted violence, chronic poverty, homelessness, addiction, and other recurrent themes seen in cases. Regardless, the Department is experiencing an increase in time in court, case meetings, client meetings, drafting motions, off-docket contested hearings, and more. OPR social workers provide case management as part of OPR’s holistic services team. The Department’s clients experience some of the most traumatic events of their lives when DFPS gets involved, and OPR social workers help bridge the gap in addressing the needs of the whole person, not just the pending litigation. Increasing the scope of OPR’s representation of clients allows social workers to address not only the immediate issues in their child welfare case but also address the collateral aspects impacting that litigation. These collateral aspects can include housing instability, healthcare systems, food insecurity, loss of employment, public transportation, and educational needs. These collateral issues are often the underlying life circumstances that lead DFPS to be involved with the clients, and these issues can be generational. The work of OPR social workers helps to improve case outcomes, the overall wellbeing of clients, and the rate of recidivism in the child welfare system. The number of cases filed in Travis County and the severity of issues in cases filed continue to be impacted by 1) 2021 legislative changes eliminating show cause TMC removals and redefining the standard of ex-parte TMC removal, and 2) the 2023 legislative changes imposing limitations on COS cases under Chapter 264. OPR continues to work towards staff development. OPR's long-term goal is to be appointed to the primary parent on every case filed, absent conflicts. OPR’s average case load per attorney will be lower than pre-pandemic numbers, in part because of case appointment practices and in part because of the severity of case issues post-2023. The Office reports that there have not been any legislative changes since last budget cycle that impact OPR's mandated functions. OFFICE OF FIRST DEFENSE: The Office of First Defense (OFD) provides quality legal defense to persons magistrated in Travis County under Article 15.17 of the Texas Code of Criminal Procedure. Magistration is the critical step in the Criminal Legal Process in which a defendant goes before a Magistrate Judge to have their bail and the conditions for their release set. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of Arrestees represented at Magistration 0 0 0 32,105 33,710 Percent of Arrestees represented at Magistration 0% 0% 0% 50% 50% Ratio of Arrestees in need of Spanish-speaking services receiving Spanish-speaking services 0% 0% 0% 100% 100% Ratio of Caseworkers to Arrestees represented at Magistration 0% 0% 0% 2% 2% The United States and Texas Constitutions mandate that governments provide an attorney to persons who cannot afford them in criminal cases that may result in incarceration. On October 08, 2024, Commissioners Court approved the allocation of resources to support the County's ongoing Counsel at First Appearance (CAFA) Initiative, including resources to establish a new County division to provide horizontal representation to up to 50% of persons to be magistrated at CAFA shifts in conjunction with the Public Defender's Office (144 - 25% of persons to be magistrated) and Capital Area Private Defender's Service (CAPDS - 25% of persons to be magistrated). CLS maintains direct oversight of this newly established County division, entitled the Office of First Defense (OFD), and is working to ensure that OFD be fully staffed as soon as possible. Additionally, on February 25, 2025 Commissioners Court approved the allocation and transfer of resources to extend the County's CAFA Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 5 of 37 Page 199 of 468 initiative to cover an additional A Shift (8AM - 2PM) to be implemented throughout FY 2025, with the target of at least one daily CAFA shift seven days a week beginning February 2025. OFD is newly established as of FY 2025 and is anticipated to handle 50% of all persons magistrated on the CAFA shifts 7 days a week by the Summer of 2025. OFD is currently working to fill all vacant positions. Should OFD encounter protracted delays in recruiting suitable staff, CLS may need to reassess program needs and/or seek additional resources to ensure that OFD may best fulfill its charge to provide horizontal magistration representation to approximately 50% of persons magistrated through the CAFA shifts. Discretionary services within the program will be determined as the Office of First Defense is stood up throughout FY 2025. However, as of May 06, 2025, Commissioners Court approved a request from Community Legal Services (CLS) to transfer funding for 4.0 Case Worker FTEs from the Office of First Defense (OFD) to Capital Area Private Defender Services (CAPDS), resulting in an a reduction of 4.0 FTEs in CLS, to better support Counsel at First Appearance (CAFA) and the County’s indigent representation efforts. THE LORA J. LIVINGSTON LAW LIBRARY: The Lora J. Livingston Law Library facilitates the resolution of litigation by providing accessible, relevant, accurate, and current legal information to all patrons. Patrons include self-represented litigants, judges, private attorneys, and county-employed legal staff who interact with the Travis County courts. Law Library services include reference services, access to reference attorneys, and technical services. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Number of patrons assisted 32,264 32,912 31,284 31,000 31,000 Number of patrons assisted by driver's license reference attorneys 775 1,141 1,020 700 700 Number of patrons assisted by family law reference attorneys 5,146 4,778 2,386 1,000 1,000 Number of forms, brochures, web pages created, updated, or translated into Spanish 127 36 70 85 90 Pages of forms, brochures, web pages created or updated in English 81 214 52 50 20 Percentage of reference & research requests completed on day of inquiry 99% 100% 100% 100% 100% The Lora Livingston Travis County Law Library & Self-Help Center facilitates the resolution of litigation by providing accessible, accurate, and current legal information to self-represented litigants, judges, private attorneys, and county-employed legal staff. Its programs are unique within Texas, combining traditional law library services with innovative self-help initiatives. The Law Library closely monitors national trends in self-help services, particularly the early resolution of contested family law matters and legal navigator programs that use trained non-attorneys to assist litigants through the court process. Reference Services staff ensure litigants have access to legal forms, statutes, case law, and research resources. Librarians guide patrons in using both print and online legal materials while also supporting reference attorneys through triage interviews, appointment coordination, and form preparation. These services support litigants, judges, county employees, and attorneys by improving access to legal information and streamlining the court process. The Family Law Case Review Program assists unrepresented litigants with uncontested family law matters, including divorce, child support, visitation, and name changes. Reference attorneys review pleadings, prepare enforceable proposed orders, Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 6 of 37 Page 200 of 468 and coordinate submission to the courts, often eliminating the need for hearings through direct electronic submission. For cases requiring prove-up hearings, attorneys coordinate directly with Court Administration. These processes allow uncontested family law cases to be finalized efficiently for both litigants and the courts. The Law Library also operates specialized programs addressing driver’s license reinstatement and criminal records relief. Since 2013, the Driver’s License Program has assisted individuals in identifying the causes of license suspensions and obtaining reinstatements or occupational driver’s licenses, which are often essential for employment. In 2018, the Criminal Records Clearing Program was established to assist eligible individuals with expunctions and nondisclosures, helping residents improve access to housing and employment opportunities. When cases do not qualify for relief, attorneys provide guidance on addressing criminal history with employers and landlords. Technical Services manages the Law Library’s legal research databases, law book distribution, public access technology, website maintenance, and automation initiatives supporting all major service areas. The department has focused on streamlining case workflows, automating document preparation, and implementing online intake systems. In 2024, Technical Services implemented and now manages the LegalServer case management system, which has significantly increased the use of online intake services and is expected to reduce traditional Reference Services interactions in FY 2026 and FY27. Family Law Case Review has further integrated tools such as DocuSign, Power Automate, Microsoft Bookings, and the case management system to automate the flow of cases from intake through court submission. Despite these efficiencies, staffing remains a significant challenge. Of the program’s 5.5 FTEs, only half are ongoing positions, while several positions were previously funded through grant support. Multiple vacancies and employee leave in FY 2026 further strained the program’s capacity as supervisory staff balanced caseload management with program administration and maintenance of legal forms and materials. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved/ Package Name Amount Filled Program Results FY 2026 Receive As part of the transfer of $14.6 million from Criminal Courts to CLS for the Accountant legally mandated fees, the Accountant FTE who oversees those fees was position from transferred from dept 194 to 141. Implementation was successful relative Criminal Courts $109,241 1.0/1.0 to original expectations with minor ITS-related hiccups in initial weeks. The Travis County Law Library requested dedicated ongoing resources to transition the 2.75 SPWs formerly funded through the LFRF into General Funded FTEs to maintain current service levels in the Family Law Case Review program. These positions include three Attorney III positions (1.75 SPW) and one Paralegal position (1.0 SPW) who are currently funded through FY 2025 in the General Fund as of December 17, 2024. Law Library The 2.75 FTE positions were not approved to become regular, ongoing Family Law Case positions. The positions continued as special project positions. There was Review LFRF staff turnover during the year, but all positions are filled as of March SPWs $298,009 2.75/2.75 2026. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 7 of 37 Page 201 of 468 FTE Approved Approved/ Package Name Amount Filled Program Results Travis County Child Representation (TCCR) requested funding to expand the Office and provide quality legal services and case management for children and youth involved in civil Child Protective Services cases and to decrease the cost of indigent defense by reducing the number of private Title IV- attorney appointments that are necessary for cases filed by the Texas EMultidisciplinary Department of Family and Protective Services under Texas Family Code TCCR Team Expansion - Chapters 262 and 264 in Travis County. The Department reports that Revised Request $248,592 2.0/2.0 implementation has been successful. The Office of Parental Representation (OPR) requested funding for one Legal Director (1.0 FTE) who will be responsible for supervising OPR’s attorneys in a multidisciplinary office and for providing litigation guidance in child welfare and parental rights termination cases. This position Title IV-E Legal would also support the expansion of OPR to represent the primary parent Director for OPR and Staff in every case filed by the Texas Department of Family and Protective Development $147,687 1.0/0.0 Services under Texas Family Code Chapters 262 and 264 in Travis County. The Office of Parental Representation (OPR) requested funding for one Social Services Manager (1.0 FTE) who will report to the Chief Counsel and serve as a member of the OPR leadership team. The Social Services Manager will be responsible for supervising OPR’s social workers in a multidisciplinary office and for providing guidance for social work and community-based resource referrals for OPR clients. This position would also provide social worker services to OPR clients. Adding this position Title IV-E Social would get OPR closer to the goal to have every OPR client assigned a Services Mgr for social worker. The Department reports that implementation has been OPR (1.0 FTE) $136,938 1.0/1.0 successful. FY 2025 Community Legal Services requested ongoing resources related to the creation of an Office Manager position (1.0 FTE) to ensure the Office Manager Sr department retains adequate administrative support for the multiple (1.0 FTE) Admin program areas in the newly formed department. This position is filled and Division $132,105 1.0/1.0 exceeding expectations. Financial Analyst Sr and Business Community Legal Services requested ongoing resources for the creation Analyst (2.0 FTEs) of a Business Analyst position (1.0 FTE) and Financial Analyst Sr (1.0 FTE). Admin Division $253,031 2.0/2.0 These positions are filled and are exceeding expectations. CLS requested one-time operating resources related to the anticipated APD Forensic final stage of the ongoing APD Forensic Review Project. These projects Review Project $935,298 n/a are ongoing and are planned to continue past FY 2027. CLS requested one-time operating resources related to the anticipated DPS Forensic final stage of the ongoing DPS Forensic Review Project. These projects Review Project $295,886 n/a are ongoing and are planned to continue past FY 2027. Criminal Indigent The Criminal Courts requested an improvement to indigent defense Attorney Fees - through the revision of the fee structure specifically, the increase in Hourly Rate hourly rates for felony cases and an increase in the non-English Increase $500,000 n/a supplement. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 8 of 37 Page 202 of 468 ADOPTED BUDGETS FY 2024-2026, PRELIMINARY BUDGET FY 2027 FY 2024 FY 2025 FY 2026 Prelim FY 2027 Diff FY 2027-2026 Personnel 3,623,946 4,131,032 7,794,143 8,255,837 461,694 Operating 489,832 1,659,725 648,740 639,199 (9,541) Total (Per&Op)$ 4,113,778 $ 5,790,757 $ 8,442,883 $ 8,895,036 $ 452,153 CAR* - - - - - Grand Total$ 4,113,778 $ 5,790,757 $ 8,442,883 $ 8,895,036 $ 452,153 FTEs 27.75 30.75 53.75 57.25 3.50 *Capital funding for FY 2027 may include Capital Acquisition Resources (CAR) budgeted in theoffice or department, funding budgeted in a central department, or potential Certificates of Obligation (COs). The allocation between CAR projects and COs is still being finalized. Certificate of Obligation totals will be shown separately in the FY 2027 Adopted Budget. Community Legal Services - General Fund Budget & FTEs $10,000,000 70.00 $9,000,000 60.00 $8,000,000 $7,000,000 50.00 $6,000,000 40.00 $5,000,000 $4,000,000 30.00 $3,000,000 20.00 $2,000,000 10.00 $1,000,000 $- 0.00 2024 2025Legend 2026 2027 Personnel Operating FTE The FY 2027 Preliminary Budget for CLS increased by $452,153 from the FY 2026 Adopted Budget, which is a 5.4 percent increase. The majority of the increase was in the personnel budget due to converting 2.75 SPWs to FTEs and moving 0.75 FTE of the Law Library Director’s position into the General Fund. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 9 of 37 Page 203 of 468 FY 2027 PRELIMINARY BUDGET RECOMMENDATIONS SUMMARY Ongoing One-Time CAR Total FTEs Earmarks FY 2026 Adopted Budget $ 7,979,874 $ 463,009 $ - $ 8,442,883 53.75 $ - Target Budget Changes Compensation & Benefits 198,991 - - 198,991 - - Administrative & Other - (463,009) - (463,009) - - Total Target Budget Changes $ 198,991 $ (463,009) $ - $ (264,018) -$ - FY 2027 Target Budget $ 8,178,865 $ - $ - $ 8,178,865 53.75 $ - Budget Submission $ 8,178,865 $ - $ - $ 8,178,865 53.75 $ - Dept Budget Reductions Total $ - $ - $ - $ - -$ - Dept Budget Requests Programmatic Law Library Director Compensation Parity 16,243 - - 16,243 - - Legal Research Materials 22,752 - - 22,752 - - Reclass - CLS Admin - Accountant Sr 9,648 - - 9,648 - - CLS Paid Internship Program 15,000 - - 15,000 - - Receive Law Library Director 0.75 FTE from the Special Fund 135,445 - - 135,445 0.75 - General Fund Transfer to Law Library Fund - 150,000 - 150,000 - - Law Library Case Review Staff 307,192 - - 307,192 2.75 - Programmatic Total $ 506,280 $ 150,000 $ - $ 656,280 3.50 $ - Compensation & Benefits FY 2027 FICA Cap Increase 501 - - 501 - - FY 2027 Healthcare Increase (8%) 59,390 - - 59,390 - - Compensation & Benefits Total $ 59,891 $ - $ - $ 59,891 -$ - FY 2027 Preliminary Budget $ 8,745,036 $ 150,000 $ - $ 8,895,036 57.25 $ - Change from FY 2027 Target $ 566,171 $ 150,000 $ - $ 716,171 3.50 $ - Change from FY 2026 Adopted $ 765,162 $ (313,009) $ - $ 452,153 3.50 $ - BUDGET REDUCTIONS Travis County is committed to providing needed programs and services to residents. While there has been increased uncertainty at the State and Federal levels, the FY 2027 Budget will be impacted by two main factors: decreased revenue flexibility and, most significantly, increased health insurance costs that will require further scrutiny and analysis to fully understand in order to make plan design changes to ensure that the plan will be sustainable. Because of these anticipated challenges, Offices and Departments were asked to submit reduction proposals equating to 5% of their FY 2027 Target Budget along with explanations of the implications of such cuts. This will better prepare the County to react to financial challenges not only in FY 2027 but in the years to come as the Texas Legislature continues to push down costs to the local level while simultaneously reducing the necessary revenue levers to fund such mandates. The Commissioners Court wishes to avoid across-the-board cuts and believes that the use of departmental reduction proposals provides a more strategic approach. For Community Legal Services, the amount of the 5% reduction totaled $408,943. At this time, PBO is not recommending implementing any reduction proposals for Community Legal Services as part of the FY 2027 Preliminary Budget. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 10 of 37 Page 204 of 468 PROGRAMMATIC FUNDING The FY 2027 Preliminary Budget for Community Legal Services includes the following programmatic changes occurring after the adoption of the FY 2026 Adopted Budget:  $463,009 was removed from the budget related to one-time operating costs for items approved in the FY 2026 Adopted Budget.  CLS also has 2.75 Special Project Workers that were previously funded through the Local Fiscal Recovery Funds grant. As part of the grant obligation process, these positions were moved to the General Fund. They had previously been approved through the grant close out date of December 31, 2026 and so they are funded in FY 2026 with a total of $298,009 and will receive additional funding in FY 2027 through that close out date. The FY 2027 Preliminary Budget for Community Legal Services includes the following increases: Programmatic Recommendations One-Time Ongoing Total FTEs SPWs Law Library Case Review Staff $- $307,192 $307,192 - - Receive 0.75 FTE for Law Library Director position from the Law Library Special Fund 135,445 135,445 Legal Research Materials 22,752 22,752 Law Library Director Compensation Parity 16,243 16,243 CLS Paid Internship Program 15,000 15,000 Reclass – CLS Admin – Accountant Sr 9,648 9,648 Total Programmatic Recommendations $- $506,280 $506,280 - - COMPENSATION AND BENEFITS FUNDING The FY 2027 Preliminary Budget for Community Legal Services includes the following changes related to compensation and benefits: Compensation Changes One-Time Ongoing Total Resources for the 3.0 percent Across the Board increase for classified employees approved in FY 2026 by the Commissioners Court, including resources for adjustments to the new pay scale created as part of the countywide policy of a $22.16/hour minimum wage and an increase for employees at the maximum of the existing pay scale (“redlined”) that would otherwise not receive the Across the Board pay increase. $- $185,817 $185,817 Resources for health insurance cost increases for FY 2027. - 59,390 59,390 Resources to implement Bilingual Pay for eligible classified employees in certain positions. - 13,174 13,174 Resources for higher Federal Insurance Contributions Act (FICA) cap in 2027. - 501 501 Total Compensation Changes $- $258,882 $258,882 FY 2026 compensation adjustments were distributed to office and department budgets after the FY 2026 Budget was approved. The list above includes the amounts added to Target Budgets for FY 2027 to reflect these changes. A full description of all compensation adjustments can be found in the Preliminary Budget Volume I document. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 11 of 37 Page 205 of 468 ADDITIONAL INFORMATION NON-PROPERTY TAX REVENUE To promote full cost recovery for Commissioners Court approved fees and contracts, the Planning and Budget Office worked with the County Auditor's Office to compile a list of fees charged for services and a list of revenue generating contracts. Some fees and/or contracts have not been adjusted to keep pace with the costs of providing the service. They also fail to consider other factors such as inflation or to include the indirect costs of other supporting departments. PBO will focus on fees that have not been updated in several years. The full cost recovery for revenue generating contracts will be calculated with the assistance of the Planning and Budget Office per GFOA best practices, but the annual increase for FY 2027 will be capped at a 15% increase per direction of the Commissioners Court as part of the adopted FY 2027 Budget Guidelines. This is the same direction provided for FY 2026. This approach will cause the County to take longer to achieve full cost recovery in many of these agreements but will lessen the impact to partner jurisdictions. In total, Community Legal Services has three fees it charges. None of the fees are being proposed by the Community Legal Services for adjustment in FY 2027. VACANT POSITIONS The Community Legal Services currently has two total vacancies, both of which positions have been vacant more than 120 days from the date of budget submission (April 27, 2026). Position Days Position Title Number FTE Vacant Position Notes Law Clerk II 30005152 1.0 216 Offer letter is signed for a start date in August 2026 Attorney III 30070477 1.0 204 Department states that hiring is in process FUTURE CONSIDERATIONS On April 18, 2023, Commissioners Court authorized the creation of the Community Legal Services (CLS) Department and a County Executive position as a part of the Justice Planning Reorganization. The CLS County Executive started June 3, 2024 and for the last two years has worked towards fulfilling the strategic vision and goals for the Department as established by Commissioners Court. CLS played an important role in the creation of Counsel of First Appearance in Travis County, which as of FY 2026 is now fully implemented with full operations each day for the A (6AM to 2PM) and B (2PM to 11PM) shifts and limited services for the overnight C-Shift (11PM to 6AM) in order to provide defense counsel during first appearance before a magistrate. CLS continues to be a included as stakeholder in the wider implementation of CAFA and supports the other County departments in their efforts to uphold the CAFA shifts. During the FY 2026 budget process, CLS and Criminal Courts requested the transfer of $14.7 million of attorneys fees from Department 194 to 141. After this transfer was approved by Commissioners Court during the budget hearing process in August 2025, PBO determined that the best way to manage these funds for attorneys fees was to create a separate department that would be managed by CLS, but would solely include funds for the attorneys fees as well as managing the CAPDS contract. Therefore, department 189, CLS Legally Mandated Fees, was created and PBO oversaw the transfer of Attorneys Fees from Criminal Courts Legally Mandated Fees (Department 194) to CLS Legally Mandated Fees, as well as the transfer of all CAPDS contract funds from CLS (Department 141) to CLS Legally Mandated Fees (Department 189). As part of this transfer of attorneys fees, the Departments also requested to transfer the Accountant from Department 194 who oversees these fees to 141 in order to ensure CLS’s success in managing the attorneys fees. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 12 of 37 Page 206 of 468 CLS continues to support the Public Defender’s Office, the Lora J. Livingston Law Library, and the Dispute Resolution Center and their efforts to comply with legal requirements and legislative mandates, support County programming, and provide services for Travis County residents who encounter the criminal legal system or need other legal support. FY 2027 BUDGET REDUCTION ANALYSIS Travis County is committed to providing needed programs and services to residents. While there has been increased uncertainty at the State and Federal levels, the FY 2027 Budget will be impacted by two main factors: decreased revenue flexibility and, most significantly, increased health insurance costs that will require further scrutiny and analysis to fully understand in order to make plan design changes to ensure that the plan will be sustainable. Because of these anticipated challenges, Offices and Departments were asked to submit reduction proposals equating to 5% of their FY 2027 Target Budget along with explanations of the implications of such cuts. This will better prepare the County to react to financial challenges not only in FY 2027 but in the years to come as the Texas Legislature continues to push down costs to the local level while simultaneously reducing the necessary revenue levers to fund such mandates. The Commissioners Court wishes to avoid across-the-board cuts and believes that the use of departmental reduction proposals provides a more strategic approach. For Community Legal Services, the amount of the 5% reduction totaled $408,943. The following reduction proposal was not evaluated by PBO because this reduction is not needed at this time. This item may be considered for reduction in future budget years should financial conditions warrant. If such a reduction proposal is considered, PBO will make recommendations based on the severity of the negative impact on County services for residents as well as the impact of such a reduction on Travis County’s seven strategic goals. In addition, if a reduction proposal would impact County personnel, PBO is generalizing the title and description of the impacted position(s) for the reduction proposals that are not needed at this time. Total Estimated Dept Ongoing Ongoing Reduction FTE Title of Reduction Rank Personnel Operating Amount Impact Reduction in GF resources for Criminal Legally Mandated Fees 001 $0 $1,341,177 $1,341,177 - As part of the CLS budget reduction proposal, the Department included $1,341,177 in General Fund resources for the Legally Mandated Fees in Department 189, which is overseen by CLS. While this amount covers the required 5% for CLS ($408,943) and for CLS Legally Mandated Fees ($932,233) combined, the Department did not submit a specific reduction proposal to address the 5% of the CLS (141) General Fund, which would have been $408,943. The reduction of earmarks which are budgeted outside the Department cannot be considered as part of the reduction proposal. PBO notes that since large reductions won’t be necessary for FY 2027, there won’t be a need for CLS to update their budget reduction proposal. However in future years, the Department will need to provide separate budget reduction proposals for each entity within CLS in order for their budget requests to be considered. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 13 of 37 Page 207 of 468 FY 2027 BUDGET REQUESTS NOT EVALUATED BY PBO DUE TO FUNDING LIMITATIONS PBO discussed with Commissioners Court as part of the FY 2027 Budget Guidelines that not all budget requests would be evaluated due to funding limitations. PBO will focus on the most critical aspects of the budget process in order prepare a balanced FY 2027 Preliminary Budget. This will allow PBO to focus on reviewing budget reductions and budget requests that are known budget drivers or those that are extraordinary and compelling. Budget Requests not meeting these criteria will be summarized in this section. PBO has listed the requests not evaluated by PBO due to funding limitations in the table below with a short description and key details. PBO has not evaluated these requests and will not be making funding recommendations as part of the FY 2027 Preliminary Budget since they were not discussed as budget drivers with the Commissioners Court or considered extraordinary and compelling. These items may be considered for funding in future budget years should financial conditions warrant. BUDGET REQUESTS NOT EVALUATED BY PBO DUE TO FUNDING LIMITATIONS Capital Ongoing One-Time Acquisition Funding Funding Resources Total Dept Request Request Request Request Requested Requested Title of Request Rank Amount Amount Amount Amount FTEs SPWs Right-Size for Felony Increase 1 $1,362,572 $ $ $1,362,572 10.0 - This request is on behalf of the PDO is discussed in the write up for the Public Defender’s Office The Public Defender’s Office (PDO) seeks to add additional staff with the primary goal to increase its intake of new F1 and F2 felony cause numbers. This would allow the PDO-General Adult Division to assume a larger share of those causes amongst all causes appointed in the County. 6.0 Atty IV, 1.0 Social Worker, 1.0 Admin Investigator, 1.0 Caseworker, 1.0 Paralegal. Law Library Family Law Reference Attorney 2 $132,122 $3,156 $ $135,278 1.0 - The Lora Livingston Law Library requests ongoing and one-time resources to create an Attorney III position (1.0 FTE) to expand capacity of the Family Law Case Review program. The position will allow Case Review to increase the number of cases prepared for court, update critically needed legal forms, and conserve costly County resources through improved efficiencies in the Civil Court system. Law Library Protective Order Assistance Staff 3 $132,122 $3,156 $ $135,278 1.0 - The Lora Livingston Law Library requests funding to create an Attorney III position (1.0 FTE) to serve as a reference attorney assisting self-represented litigants with protective orders and other forms of emergency relief. The Law Library reference attorney would assist court-referred unrepresented litigants by meeting with them, reviewing their legal issue(s), assisting them to prepare the forms for the Duty Judge, and helping them to navigate the duty court process effectively. The intended result is meaningful access to emergency relief in family law cases. Driver’s License and Criminal Records Clearing Program Staffing 6 $135,701 $2,600 $ $138,301 1.0 - Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 33 of 37 Page 208 of 468 Capital Ongoing One-Time Acquisition Funding Funding Resources Total Dept Request Request Request Request Requested Requested Title of Request Rank Amount Amount Amount Amount FTEs SPWs The Lora Livingston Law Library requests ongoing resources for an Attorney III position (1.0 FTE) to address a service gap for patrons with driver’s license reinstatement and criminal records clearance assistance needs. Increased demand for these specialized services (47% increase for Driver’s License Program and 66% increase for Record Clearing Program) has exceeded existing capacity, which currently consists of two, highly specialized and experienced staff members. The Law Library would like to provide these services in Spanish. Currently, the Department uses interpretation and translation services, but a bilingual reference attorney would be very helpful for patrons. CLS Deputy Director 8 $229,182 $4,600 $ $233,782 1.0 - Community Legal Services (CLS) Department requests ongoing resources for the creation of a CLS Deputy Director position (1.0 FTE) to align its leadership staff with comparable Travis County departments, create much-needed executive function capacity, and create a critical succession role for the Department. The requested position would serve as deputy to the CLS County Executive and help lead legal services for Travis County. CLS has submitted a request for a new job title based on the existing IJPA Deputy Director position (C22) along with this request. TCCR Legal Director 9 $222,041 $4,600 $ $226,641 1.0 - Travis County Child Representation (TCCR) requests resources to create a Legal Director position (1.0 FTE) to provide expanded leadership capacity in line with that of its counterpart office, the Office of Parental Representation (OPR). The Legal Director will report to the Chief Counsel and serve as a member of the TCCR leadership team. The Legal Director will be responsible for supervising TCCR’s attorneys in a multidisciplinary office and for providing legal guidance in cases that must be resolved with a trial or have other contested settings. OPR DV Specialist Social Worker 11 $119,200 $4,600 $ $123,800 1.0 - The Office of Parental Representation (OPR) requests ongoing resources to create a Social Worker (LMSW or LCSW) position (1.0 FTE) focused on domestic violence to address the growing need for staff with experience in Trauma-Informed Care, Family Systems, and the Stages of Change and to cultivate effective treatment plans for the rising rate of OPR clients facing issues of domestic violence. Program Manager Sr for Defense Data Analysis 12 $191,793 $4,600 $ $196,393 1.0 - Community Legal Services (CLS) Department requests ongoing resources to create a Program Manager Senior position (1.0 FTE) to oversee data collection, interpretation, and visualization for its seven departments, divisions, and nonprofits, which currently lack data analytic and reporting capacity. CLS Digital Presence and Digital Services 13 $ $120,000 $ $120,000 - - Community Legal Services (CLS) Department requests $120,000 in one-time resources to create a digital presence and digital community services to better serve Travis County residents. TCCR Investigator 14 $119,698 $66,600 $ $186,298 1.0 - Travis County Child Representation (TCCR) requests resources to create an Administrative Investigator position (1.0 FTE, C11) to serve as a dedicated investigator for the Office. This additional staff capacity is needed due to the significant increase in child placement visits, court hearings, and requests for various offense reports, criminal histories, and records from other law enforcement agencies. The requested position will report to the Chief Counsel and will be responsible for assisting TCCR’s multidisciplinary teams by identifying, locating, and interviewing witnesses; obtaining and reviewing records; escorting attorneys or social workers in dangerous circumstances; running criminal histories; pulling offense reports; picking up records; and assisting with trial preparation. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 34 of 37 Page 209 of 468 Capital Ongoing One-Time Acquisition Funding Funding Resources Total Dept Request Request Request Request Requested Requested Title of Request Rank Amount Amount Amount Amount FTEs SPWs Padilla Staff Attorney for OFD 15 $362,011 $9,200 $ $371,211 2.0 - The Office of First Defense (OFD) requests ongoing funding to create two Padilla attorney positions (2.0 Attorney VI FTEs) to ensure that clients at magistration are adequately advised regarding their immigration status, options, and possible consequences in accordance with Padilla v. Kentucky, 559 U.S. 356 (2010). PBO notes that this request is briefly discussed in the analysis for Request #28 above regarding $1,000,000 for external contracts that stakeholders that would provide services to Travis County residents facing immigration-related legal challenges. OPR Parent Staff Advocates 16 $187,667 $9,200 $ $196,867 2.0 - The Office of Parental Representation (OPR) requests funding for the creation of two Parent Advocate positions (2.0 FTEs) who will provide support to OPR’s clients and assist OPR attorneys and social workers in the holistic representation of clients in cases filed by the Texas Department of Family and Protective Services (DFPS). Parent advocates are a critical layer of the multidisciplinary approach to parent representation. A parent advocate is a full-time employee of a multidisciplinary office who has successfully navigated the child welfare system with their own children and works alongside attorneys and social workers to advocate for clients. Because of the parent advocates’ own experiences with the child welfare system, they are better situated to relate to clients. OPR Client Emergency Funding 17 $25,000 $ $ $25,000 - - The Office of Parental Representation (OPR) requests $25,000 in ongoing operating resources to establish an emergency fund to address clients’ basic needs. This request seeks to align OPR with other legal services offices and to assist parents in need, equipping them to provide necessities for their families and improving their chances of successfully completing their legal case against CPS, including achieving family reunification TCCR Multi-Disciplinary Team 18 $389,572 $75,800 $ $465,372 3.0 - Travis County Child Representation (TCCR) requests resources to create two Attorney VI positions (2.0 FTEs), one Paralegal position (1.0 FTE), and an attorney vehicle to expand the Office’s capacity by approximately 50% under a holistic, multidisciplinary team model and provide the highest quality legal services and case management for children and youth involved in civil Child Protective Services cases. OPR Professional Training Budget Increase 19 $7,200 $ $ $7,200 - - The Office of Parental Representation (OPR) requests increased ongoing professional training budget to help offset a funding gap associated with two positions approved during the FY 2026 Budget Process. CLS Training Director 20 $219,744 $4,600 $ $224,344 1.0 - Community Legal Services (CLS) Department requests ongoing resources for the creation of a Training Director position (1.0 FTE) to ensure high-quality legal representation, compliance with continuing legal education requirements, and professional growth and development for its more than 300 contractors and staff. CLS has requested a new job title based on the existing Attorney VII position (C22) along with this request. TCCR Board Certification Resources 21 $23,860 $ $ $23,860 - - Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 35 of 37 Page 210 of 468 Capital Ongoing One-Time Acquisition Funding Funding Resources Total Dept Request Request Request Request Requested Requested Title of Request Rank Amount Amount Amount Amount FTEs SPWs Travis County Child Representation (TCCR) requests ongoing resources to appropriately compensate select attorneys for board certification in child welfare law through the Texas Board Legal Specialization Certification (TBLS). TC Child Representation (TCCR) seeks funding to offer a five percent (5%) salary increase for three staff attorneys to encourage and properly recognize staff becoming board certified in child welfare law. *HRMD provided feedback and approval on this request contingent upon available funding within the Department to provide increases in salary, or upon PBO recommendation. PBO does not recommend these certification resources currently due to limited funding in FY 2027’s budget. PBO and HRMD also discussed request #5 for salary increases for board certifications and HRMD determined that this required further analysis County-wide. Many departments provide salary increases of some sort for obtaining additional certifications, but HRMD would like to streamline this process so that it is equitable across all departments. HRMD suggested that for future requests of this nature, an additional pay (Add Pay) mechanism may be a more appropriate option. CLS IT Team BA III 22 $149,324 $4,600 $ $153,924 1.0 - Community Legal Services (CLS) Department requests ongoing resources for a Business Analyst III position (1.0 FTE) to meet the unique legal tech needs of the seven departments, divisions, and nonprofits. Community Legal Services proposes creating an internal technological services group with the addition of a Business Analyst III. Combined with the current Business Analyst II, this group can provide nearly all technological services needed by the seven departments, divisions, and nonprofits. Rightsizing the Law Library Fund 23 $241,187 $ $ $241,187 - - Community Legal Services (CLS) Department requests reallocation of split-funded positions across the Law Library Program to address an ongoing structural imbalance in the Law Library Fund (0100). The proposed position realignment would result in a net increase of $241,187 in salary and benefit expenditures and 1.5 FTEs in the General Fund and a net decrease of $241,187 in salary and benefit expenditures and 1.5 FTEs in the Law Library Fund. CLS Admin- Financial Supervisor 24 $12,428 $ $ $12,428 - - Community Legal Services (CLS) Department requests ongoing personnel resources to reclassify position 30067827 from a Financial Analyst Sr (C13) to a Financial Supervisor (C16) to better align the position with its current scope of duties. The CLS Administrative Division currently does not retain sufficient flexibility within the FY 2027 Target Budget to internally fund this request. *HRMD provided feedback and approval on this request contingent upon available funding within the Department to provide the increases in salary, or upon PBO recommendation. PBO does not recommend these reclassifications resources at this time due to limited funding in FY 2027’s budget. TCCR Drafting Software 25 $7,324 $ $ $7,324 - - Travis County Child Representation (TCCR) requests ongoing operating funds to procure a monthly subscription of Drafting Software, similar to what exists for the Office of Parental Representation under Contract 4400004824. Appellate Public Defense Program 27 $324,922 $9,200 $ $344,122 2.0 - Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 36 of 37 Page 211 of 468 Capital Ongoing One-Time Acquisition Funding Funding Resources Total Dept Request Request Request Request Requested Requested Title of Request Rank Amount Amount Amount Amount FTEs SPWs Community Legal Services (CLS) Department requests ongoing resources to create an appellate public defense program consisting of two Attorney VI positions (2.0 FTEs) to professionalize appellate legal services for public defense and bring the County into greater compliance with the Sixth Amendment to the United States Constitution. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 37 of 37 Page 212 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Law Library Family Law Reference 02 Priority # of Request: Attorney (1.0 FTE) Name of Program from PB-3: Law Library Mandated Program (Yes/No) No Total Amount of Request: $135,278 Collaborating Departments/Agencies: Civil District Courts, District Clerk’s Office Request Contact (Name/Phone): Lisa Rush, 4-9290 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Lora Livingston Law Library requests ongoing and one-time resources to create an Attorney III position (1.0 FTE) to expand capacity of the Family Law Case Review program. The position will allow Case Review to increase the number of cases prepared for court, update critically needed legal forms, and conserve costly County resources through improved efficiencies in the Civil Court system. If approved, this request would increase Community Legal Services’ (CLS) FTE count by 1 FTE. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Family Law Case Review reference attorneys help unrepresented litigants to prepare court orders in civil district court cases, such as divorce, paternity, modification of child support and visitation, etc. While the Family Law Case Review Program is highly effective, it operates at full capacity. Additional staffing is necessary to: 1. Increase the number of with-children court orders prepared for judicial signature. 2. Update and expand critically needed court forms and procedural instructions used by unrepresented litigants in the Travis County civil courts. 3. Implement a pre-hearing procedural review. Issue 1. Increase the number of with-children court orders prepared for judicial signature. With-children cases are complex, time consuming, and more likely to need one or more hearings than cases that do not involve children. For example, a with-children divorce involves establishing child support, visitation, custody, and medical support for the children, and sometime FY 2027 Budget Request Proposal (PB-4) v1.0 Page 213 of 468establishing parentage, in addition to the usual elements of a divorce case. In 39% of with-children divorce cases filed in Travis County in 2024 both parents were unrepresented. Positive Impact to Achieve Negative Impact to Avoid With-children cases take more reference attorney Court time is expensive, and the number of time, but time spent on the front end pays off when: hearings that can be held is limited. Court time is wasted when: • The courts receive attorney-reviewed and • Parents set hearings for cases they are not enforceable orders for child support and ready for and for which they do not have visitation that they can review quickly accurately completed orders prepared. • Families get faster resolution to the stress • Parents return to court to modify orders of a lawsuit and a better understanding of because the orders they got are what the orders mean. unenforceable or not what they needed. CLS notes that, according to an internal analysis (see supporting document included in CLS’s FY27 Budget Submission: “Cost of Court Time Analysis – 2026 02 18.xlsx”), each Law Library Case Review staff position helps save the County approximately $330,850 in diverted court costs on average. The estimated net benefit ratio (Average Deferred Court Cost relative to Average Cost per FTE) for Law Library Case Review staff is approximately 2.5. In other words, for every dollar ($1) invested in Law Library Case Review Staff capacity, the County saves two and half dollars ($2.50) in deferred Court Costs due to improved efficiency and outcomes for self- represented litigants (SRLs) which helps limit the duration and number of settings for family law cases in the Civil District Courts. While the current analysis provided is a promising start, it likely remains a conservative undercount for the total scope of benefits this Law Library program provides for the Civil District Court system, Travis County residents in need of support navigating complex court proceedings affecting their lives, and the County at large. Issue 2. Update and expand critically needed court forms and procedural instructions used by unrepresented litigants in the Travis County civil courts. Legal forms and instruction drafted for use by the public is precise work that requires time and expertise. Well-written forms and instructions can increase efficiency in court processes by increasing understanding and decreasing errors. Instructions written in plain language and with great care can increase the litigant’s understanding of their legal situation and the steps in the legal process. The more the litigant understands, the more likely the litigant is to complete forms accurately and follow the steps in the court process correctly. The Law Library has drafted over 370 forms and instructions specific to Travis County, but many have not been updated since prior to the COVID-19 pandemic or the transition to the Civil & Family Courts Facility. As a result, materials do not reflect current procedures. Positive Impact to Achieve Negative Impact to Avoid • Current materials will undergo a • Increased filing errors due to outdated, comprehensive review inconsistent, or unclear instructions • Materials created in-house will be • Administrative burden on clerks and court updated and kept updated staff to repeatedly explain procedures • A gap analysis will determine what forms • Judges and staff spend additional time and instruction needs are not being met revising and drafting orders FY 2027 Budget Request Proposal (PB-4) v1.0 Page 214 of 468 • New forms and instructional materials will • Reduced accessibility for self- be created to fill identified gaps, such as: represented litigants o the process of setting contested civil (non-family) hearings, o instructions for temporary ex parte protective orders, and o instructions for using the Office of Court Administration’s new protective order forms o instructions for writs of attachment Issue 3. Implement a pre-hearing procedural review. Self-represented litigants who do not use Family Law Case Review frequently schedule hearings before their cases are procedurally ready or when a hearing is not required. Positive Impact to Achieve Negative Impact to Avoid • Unrepresented litigants receive help • before their hearings attend hearings Inefficient use of limited and costly court better prepared and informed time • Reference attorney can prepare orders • Reset hearings due to incomplete forms in advance of the hearing, saving pleadings or unmet procedural court time requirements • • Reference attorneys can identify cases Litigant frustration, confusion, and that could be helped by mediation diminished confidence in the court process • Reference attorneys can identify if the • case doesn’t need a hearing because it Increased burden on court staff to identify can be resolved by submission deficiencies at the hearing stage • More with-children cases can be resolved • by Case Review faster (hearings are more Multiple hearings required where one likely to be set in with-children cases) would suffice How does the request relate to the mission, goals, and objectives of the County Department? Updating and drafting court forms and instructions, while expanding the current capacity of the Family Law Case Review program to review uncontested family law cases for self-represented litigants relates to the mission, goals and objectives of the department and goals of the County by: • Facilitating access to accurate, current, and relevant legal information. • Ensuring access to the courts in times of great need – especially for those unable to afford a private attorney. • Increasing court efficiency • Increasing confidence and trust in the Courts and the County Mission, Goals, and Objectives: • Department Goal: Facilitate access to legal information. • Objective: Provide accurate, current, and relevant legal resources to the litigants and courts community in the format needed. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 215 of 468Some of the most valuable legal information we provide are the 370 forms and instructional materials created in-house. This request ensures those resources remain accurate, relevant, and effective. • Department Goal: Help ensure that those who cannot afford an attorney have equal access to the courts. • Objective: Increase the knowledge of self-represented litigants of what to expect and what is expected of them when they go to court. Law Library Family Law Case Review attorneys review uncontested family cases for self- represented litigants (SRLs). The reference attorneys meet with the SRLs, prepare decrees and proposed orders with the SRL, and then send the case to the appropriate court for resolution. This request would meet the goal and objective by increasing the number of SRL cases prepared for court. • Department mission: We help the Travis County community access legal information to help advance fairness and equality in the justice system. • Travis County goal: Be a trusted and well-run County • Travis County goal: Protect and provide opportunity for the most vulnerable and underrepresented Forms are not just the key to the courthouse. They can also increase efficiency in court processes by increasing understanding and decreasing errors. Instructions written in plain language and with great care can increase the litigant’s understanding of their legal situation and the steps in the legal process. The more the litigant understands, the more likely the litigant is to complete forms accurately and follow the steps in the court process correctly. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. Desired Outcome – Issue 1. Increase the number of with-children court orders prepared for judicial signature. The Case Review supervising attorney who drafts and updates the forms and informational materials also manages the Case Review program. Additionally, she handles the most complex, time-consuming cases. These are cases involving children such as divorces, suits affecting the parent-child relationship, and paternity cases. The requested FTE will work on these cases full- time. The intended result of the request is that more with-children cases will be resolved, while at the same time, the managing attorney will be able to spend more time updating and developing forms/materials, in addition to her work managing the Case Review program. Desired Outcome – Issue 2. Update and expand critically needed court forms and procedural instructions used by unrepresented litigants in the Travis County civil courts. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 216 of 468Improved, up-to-date resources will reduce litigant confusion, decrease administrative burden on court staff, and streamline judicial review. Self-represented litigants will be better equipped to navigate the system, resulting in more efficient case processing and enhanced access to justice. With additional staffing, the Family Law Case Review Program can: • Update key family law forms and instructions. Materials will reflect current Travis County procedures, including those for temporary orders, restraining orders, protective orders, and writs of attachment • Develop new forms and instructions to address identified gaps • Align forms with submission processes where applicable • Establish a regular review cycle • Ensure current forms are available to Judges and court staff Desired Outcome – Issue 3. Implement a pre-hearing procedural review. Reduction in unnecessary and premature hearings resulting in more effective use of court resources. Self-represented litigants who need hearings will be better prepared, resulting in fewer resets and more efficient case resolution. With additional staffing, the Family Law Case Review program can: • Offer pre-hearing review appointments • Provide guidance on procedural requirements, deadlines, required forms • Identify cases that can be resolved without a hearing through the submission processes • Help litigants cancel or request a reset of unnecessary or premature hearings • Identify cases that could benefit from mediation services Current Funding Limitation Current funding for these expanded services is $0, and existing staff capacity is fully allocated. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? The Law Library will evaluate the effectiveness of this request using both existing and new performance measures, including: • Number of forms, instructional materials, and web pages created or updated (English and Spanish) • Number of family law cases reviewed • Number of family law cases sent to court • Number of family law cases receiving pre-hearing review FY 2027 Budget Request Proposal (PB-4) v1.0 Page 217 of 468Historical data maintained by the Law Library will serve as a benchmark for measuring improvement. No comparable programs have been researched. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. The expected impacts are: • Better customer service for patrons. Our patrons will have improved access to the courts when they have more access to updated materials written specifically for Travis County processes. o The (existing) measure is “Pages of forms, brochures, web pages created or updated in English.” • Increase in the number of with-children cases prepared for court. The (new) measures are: o Number of Divorce with Children Cases Prepared for Court o Number of Modifications/SAPCR/Paternity/Other Cases Prepared for Court 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) Implementation Timeline October to December 2026 – Positions posted, employee hired and trained January 2027 – Employees begin meeting with litigants and sending cases to court. Schedule of form updates is established. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. Other Funding Resources: No other funding resources have been identified. Collaborative Efforts: FY 2027 Budget Request Proposal (PB-4) v1.0 Page 218 of 468The Law Library makes this request in coordination with the Civil District Courts. The Civil District Courts and the District Clerk’s Office have welcomed collaboration with the Law Library and are requesters of new forms and materials that need to be drafted. It would be beneficial if the Law Library could make the updated forms and instructions available to the Civil Courts and the District Clerk’s Office on a shared drive. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid 1 FTE >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use Y when in the office? Y/N If yes, provide the information below: Building Name/Location Civil & Family Courts Facility 2nd floor Floor/Suite/Office # 2.323 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026, with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Civil & Family Courts Facility 2nd floor Floor/Suite/Office # 2.303 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026, with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Routine FY 2027 Budget Request Proposal (PB-4) v1.0 Page 219 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Law Library Family Law Reference Attorney (1.0 FTE) SBP Program: Law Library Budget Request Priority #: 2 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Attorney III 141CmLgSv Law Library Rfr Atty DL 1.00 100% 1410040001 $ 92,000 $ 38,366 $ 130,366 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) Bilingual Pay 100% 1410040001 $ - $ - $ - TOTAL PERSONNEL 1.00 $ 92,000 $ 38,366 $ 130,366 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cloud Based Subscription Services 0001 1410040001 511671 Ongoing $ 110 Supplies & Equipment Computer Equipment & Peripherals 0001 1410040001 510070 One-time $ 556 Supplies & Equipment Office Supplies 0001 1410040001 510220 Ongoing $ 200 Travel & Professional Development Professional Licenses 0001 1410040001 512030 Ongoing $ 288 Travel & Professional Development Professional Membership 0001 1410040001 512040 Ongoing $ 170 Travel & Professional Development Registration Conferences/Seminars 0001 1410040001 512050 Ongoing $ 740 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410040001 512090 Ongoing $ 1,075 Supplies & Equipment Books 0001 1410040001 510020 Ongoing $ 268 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 556 $ 2,851 $ 3,407 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 2,600 $ - $ 2,600 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 2,600 $ - $ 2,600 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 556 $ 133,217 $ 133,773 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 3,156 $ 133,217 $ 136,373 141 - PB5 02 - Law Library Family Law Reference Attorney (1.0 FTE)_VERIFIED.xlsx Page 220 of 468 Cases Sent to Court by Fiscal Year Submitted Cases Sent to Court in FY22 Oct. Nov. Dec. Jan. Feb. March April May June July Aug. Sept. Total Divorce no children 50 51 63 88 93 115 123 69 112 72 103 116 1055 Divorce with children 28 15 19 26 20 27 17 35 27 18 19 34 285 Modification/SAPCR 5 1 2 1 3 1 1 2 2 3 3 3 27 Adult Name Change 37 52 42 29 30 72 23 48 32 62 60 53 540 Child Name Change 8 7 10 10 3 5 10 12 8 7 13 28 121 Other 4 3 2 3 2 2 3 0 1 1 3 4 28 Total 132 129 138 157 151 222 177 166 182 163 201 238 2,056 45% Cases Sent to Court in FY23 Oct. Nov. Dec. Jan. Feb. March April May June July Aug. Sept. Total Divorce no children 108 82 97 106 83 102 109 90 72 81 114 98 1142 Divorce with children 35 33 30 24 30 23 30 22 31 22 36 20 336 Modification/SAPCR 5 0 2 3 2 5 3 1 5 1 6 33 Adult Name Change 38 51 61 64 41 42 63 69 58 42 56 51 636 Child Name Change 32 7 7 9 10 15 5 8 14 5 21 1 134 Other 6 2 2 2 1 0 1 1 1 4 3 2 25 Total 224 175 199 208 167 187 211 191 176 159 231 178 2,306 50% Cases Sent to Court in FY24 Oct. Nov. Dec. Jan. Feb. March April May June July Aug. Sept. Total Divorce no children 105 93 82 93 83 71 123 95 92 84 94 98 1113 Divorce with children 34 33 31 34 27 32 23 38 31 22 34 35 374 Modification/SAPCR 3 7 4 3 5 1 1 5 3 1 8 2 43 Adult Name Change 40 44 53 43 42 25 45 19 98 63 47 50 569 Child Name Change 14 4 25 6 8 17 7 12 8 20 14 12 147 Other 1 1 0 6 10 4 1 3 0 4 4 1 35 Total 197 182 195 185 175 150 200 172 232 194 201 198 2,281 48% Cases Sent to Court in FY25 Oct. Nov. Dec. Jan. Feb. March April May June July Aug. Sept. Total Divorce no children 101 67 65 100 90 90 513 Divorce with children 27 24 24 34 28 25 162 SAPCR/MOD 8 3 2 1 4 7 25 Adult Name Change 53 51 51 62 70 52 339 Child Name Change 16 11 7 11 9 16 70 TXPO 3 3 Paternity 1 1 2 Page 221 of 468 Cases Sent to Court by Fiscal Year Submitted Other 2 5 1 2 2 12 Total 207 164 150 209 204 194 0 0 0 0 0 0 1,124 100% FY22 2,056 FY23 2,306 FY24 2,281 FY25 (projected) 2,367 Page 222 of 468 Cases Sent to Court by Year Case was Filed 2021 to 2024 Cases Filed SRL SRL as a % Case Review Sent (Attorney + Cases of Filed To Court + CLOSED SRL) FILED Cases by Court Filed in 2021 Name Change - Adult 631 546 87% 516 95% Name Change - Child 181 132 73% 101 77% Divorce No Children 2,326 1,171 50% 780 67% Divorce With Children 1,558 464 30% 218 47% 4,696 2,313 1,615 70% Filed in 2022 Name Change - Adult 633 557 88% 528 95% Name Change - Child 196 160 82% 115 72% Divorce No Children 2,430 1,404 58% 977 70% Divorce With Children 1,699 576 34% 318 55% 4,958 2,697 1,938 72% Filed in 2023 Name Change - Adult 746 659 88% 617 94% Name Change - Child 193 154 80% 113 73% Divorce No Children 2,453 1,481 60% 1,032 70% Divorce With Children 1,681 692 41% 288 42% 5,073 2,986 2,050 69% Filed in 2024 Name Change - Adult 783 693 89% 572 83% Name Change - Child 203 174 86% 120 69% Divorce No Children 2,380 1,493 63% 718 48% Divorce With Children 1,699 662 39% 186 28% 5,065 3,022 1,596 53% *“Sent to Court” means cases reviewed and submitted to Court via email, sent to agreed orders docket, set for prove-up hearing, or sent to Court after hearing. As of March 2025 Page 223 of 468 Law Library Case Review County Net Benefit Analysis Updated 2026 02 18 Average Filled 0.062 0.0145 13748.58 8.25 0.1765 0.0016 Filled Positions Average Filled Salaries FICA Medicare Medical Insurance Life Insurance Retirement WCI Subtotal Position Title Grade Min Mid Max (2/18/2026) (2/18/2026) Set Salary (506010) (506020) (506030) (506040) (506055) (506060) (Sal & Ben) Hourly Rate Assoc Judge/Magistrate/Referee NCF01 - 90,000 180,000 5 165,050 165,050 10,233 2,393 13,749 99 29,131 264 220,920 $ 106.21 District Judge NCF01 25,000 25,000 25,000 12 25,000 25,000 1,550 363 13,749 99 4,413 40 45,213 $ 21.74 Briefing Attorney III C22 121,222 160,638 200,034 11 129,265 129,265 8,014 1,874 13,749 99 22,815 207 176,024 $ 84.63 Court Reporter C19 98,925 128,606 158,288 18 133,357 133,357 8,268 1,934 13,749 99 23,538 213 181,158 $ 87.10 Interpreter Language/Court Sr C11 61,942 77,418 92,893 1 88,561 88,561 5,491 1,284 13,749 99 15,631 142 124,957 $ 60.08 25% Judicial Executive Assistant C10 59,550 73,840 88,130 20 66,234 66,234 4,107 960 13,749 99 11,690 106 96,946 $ 46.61 10% 2 Estimated Law Estimated Law Library Cases Library Cases Resolved Prior to Estimated Annual Estimated Annual Description Cost Per Hour Submitted Submission Court Hrs Saved Deferred Court Costs Associate Judge Court Time $ 254.93 1,184 118 2,604 663,771 50.00% District Judge Court Time $ 255.09 1,184 118 2,604 664,168 50.00% Total 2,367 237 5,207 1,327,939 100.00% 1 20 Law Library Case Review - Budgetary Impact Summary 10.00% Case Review Staff Cost - Regular Staff 431,701 Case Review Staff Cost - SPWs 294,869 Est Annual Deferred Court Costs (1,327,939) Est Annual Deferred Indirect Costs (491,736) 37.03% FY26 Indirect Cost Rate - 122 Civil Courts (FY26 Adopted Budget - Vol I - pg 247) Time spent by: Net Budget Cost/Benefit (1,093,105) District Clerk Office for filing forms that didn't need to be filed. Court Admin didn't need to set a hearing for cases resolved prior to submission. Saved SRLs time in avoiding trips downtown through County Security. Law Library Case Review - Per FTE Impact Summary Trust in County operations. Case Review Staff Cost - Regular Staff 2.75 Case Review Staff Cost - SPWs 2.75 Estimate Annual Cases Submitted & Resolved 2,604 Average Cases Submitted & Resolved per FTE 473 Average Cost per FTE $ 132,103.66 Average Defferred Court Cost per FTE $ (330,850.05) Average Net Benefit per FTE (198,746.39) Net Benefit ratio (2.50) Page 224 of 468 Fillable Form Category Legal Topic Language Number Revised Number and Revised Date Name Version Available? Civil Civil Procedure English CV-Ans-102 2021-08 CV-Ans-102 [2021-08] Defendant's Answer [Civil Case] No Civil Civil Procedure Bilingual CV-Ans-102-B 2012-06 CV-Ans-102-B [2012-06] Defendant’s Answer/Respuesta del demandado No Civil Civil Procedure Spanish CV-Ans-Info-001-B 2012-06 CV-Ans-Info-001-B [2012-06] Hoja de información sobre la Respuesta N/A Civil General English CV-Gen-111 2014-07 CV-Gen-111 [2014-07] Affidavit [General Affidavit] No Civil General English CV-Gen-112 2012-08 CV-Gen-112 [2012-08] Unsworn Declaration No Civil General Bilingual CV-Gen-112-B 2014-11 CV-Gen-112-B [2014-11] Unsworn Declaration / Declaración no jurada No Civil General English CV-Gen-202 2023-08 CV-Gen-202 [2023-08] Order to Appear at Court Proceeding (civil general) Yes Civil General English CV-Gen-412 2025-03 CV-Gen-412 [2025-03] Notice of Court Proceeding (civil general) No Civil Protective Orders English TC-CV-PO-202 2024-10 TC-CV-PO-202 [2024-10] Order to Appear at Court Proceeding on Application for Protective Order [CC4] No Civil Protective Orders English TC-CV-PO-225 2024-10 TC-CV-PO-225 [2024-10] Order to Show Cause No Civil Waiver of Court Costs English TC-CV-RWCC-104 2025-08 TC-CV-RWCC-104 [2025-08] Motion for Reduction or Waiver of Court Costs (After Conviction and Sentencing) No Motion for Reduction or Waiver of Court Costs (After Conviction and Sentencing) / MOCIÓN PARA QUE Civil Waiver of Court Costs Spanish TC-CV-RWCC-104-S 2025-08 TC-CV-RWCC-104-S [2025-08] SE REDUZCAN O NO SE COBREN LOS COSTOS JUDICIALES (después de la condena y la sentencia) No Order on Defendant's Motion for Reduction or Waiver of Court Costs (After Conviction Civil Waiver of Court Costs English TC-CV-RWCC-200 2025-08 TC-CV-RWCC-200 [2025-08] and Sentencing) No Order on Defendant's Motion for Reduction or Waiver of Court Costs (After Conviction and Sentencing) / ORDEN SOBRE LA MOCIÓN DEL ACUSADO PARA QUE SE REDUZCAN O NO SE COBREN LOS COSTOS Civil Waiver of Court Costs Spanish TC-CV-RWCC-200-S 2025-08 TC-CV-RWCC-200-S [2025-08] JUDICIALES (después de la condena y la sentencia) No Withdraw Money from Court Civil Registry English TC-CV-CCR-Info-0012025-06 TC-CV-CCR-Info-001 [2025-06] How do I withdraw money from the County Court Registry? N/A Family Adoption of Adult English TC-FM-Ado1-100 2014-01 TC-FM-Ado1-100 [2014-01] Original Petition to Adopt an Adult [Not Stepparent] No Family Adoption of Adult English TC-FM-Ado1-113 2014-01 TC-FM-Ado1-113 [2014-01] Consent by Adult to be Adopted [Not Stepparent] No Family Adoption of Adult English TC-FM-Ado1-200 2021-08 TC-FM-Ado1-200 [2021-08] Final Order of Adoption of Adult [Not Stepparent] No Family Adoption of Adult English TC-FM-Ado2-100 2023-02 TC-FM-Ado2-100 [2023-02] Original Petition to Adopt an Adult [Stepparent] No Family Adoption of Adult English TC-FM-Ado2-100-C 2021-08 TC-FM-Ado2-100-COVID [2021-08] Original Petition to Adopt an Adult [Stepparent, COVID] No Family Adoption of Adult English TC-FM-Ado2-105 2023-02 TC-FM-Ado2-105 [2023-02] First Amended Petition to Adopt an Adult [Stepparent] No Family Adoption of Adult English TC-FM-Ado2-113 2021-08 TC-FM-Ado2-113 [2021-08] Consent by Adult to be Adopted [Stepparent] No Family Adoption of Adult English TC-FM-Ado2-200 2024-04 TC-FM-Ado2-200 [2024-04] Final Order of Adoption of an Adult [Stepparent] No Family Adoption of Child English FM-Ado3-104 2015-04 FM-Ado3-104 [2015-04] Adoptive Parent's Motion for Access to Adoption Records No Family Adoption of Child English FM-Ado3-200 2015-04 FM-Ado3-200 [2015-04] Order Granting Adoptive Parent's Motion for Access to Adoption Records No Family Annulment English FM-Ann-100 2014-02 FM-Ann-100 [2014-02] Original Petition to Annul Marriage No Family Annulment Bilingual - Spanish FM-Ann-100-S 2014-02 FM-Ann-100-S [2014-02] Original Petition to Annul Marriage / Petición Original para Anular un Matrimonio No Family Annulment English FM-Ann-102 2014-02 FM-Ann-102 [2014-02] Respondent’s Answer to Petition for Annulment No Respondent’s Answer to Petition for Annulment / La Respuesta del Respondedor(a) a la Family Annulment Bilingual - Spanish FM-Ann-102-S 2014-02 FM-Ann-102-S [2014-02] Petición para una Anulación No Family Annulment English FM-Ann-103 2014-02 FM-Ann-103 [2014-02] Waiver of Service Only (Specific Waiver)- Annulment No Waiver of Service Only (Specific Waiver)- Annulment / Renuncia al derecho de recibir Family Annulment Bilingual - Spanish FM-Ann-103-S 2014-02 FM-Ann-103-S [2014-02] notificación legal exclusivamente (renuncia especifica)- Anulación No Family Annulment English FM-Ann-201 2014-02 FM-Ann-201 [2014-02] Decree of Annulment No Family Annulment Bilingual - Spanish FM-Ann-201-S 2014-02 FM-Ann-201-S [2014-02] Decree of Annulment / Decreto de Anulación No Family Child Support English FM-IW-200 2026-08 FM-IW-200 [2026-08] Income Withholding Order Yes Family Children - Exhibits English FM-Chil-308 2017-01 FM-Chil-308 [2017-01] Child Support Order Yes Family Children - Exhibits English FM-Chil-309 2019-09 FM-Chil-309 [2019-09] Conservatorship Order: Non-Parent(s) Appointed Conservators Yes Conservatorship Order: Non-Parent(s) Appointed Conservator / Orden de Custodia: Family Children - Exhibits Bilingual FM-Chil-309-B 2015-09 FM-Chil-309-B [2015-09] Terceras Personas Nombradas Conservadores No Family Children - Exhibits English FM-Chil-310 2019-09 FM-Chil-310 [2019-09] Conservatorship Order: Parents Appointed Conservators Yes Conservatorship Order: Parents Appointed Conservators / Orden de Custodia: Los Padres Family Children - Exhibits Bilingual FM-Chil-310-B 2015-08 FM-Chil-310-B [2015-08] son Nombrados Conservadores No Family Children - Exhibits English FM-Chil-312 2020-10 FM-Chil-312 [2020-10] Medical and Dental Support Order Yes Family Children - Exhibits Bilingual FM-Chil-312-B 2015-09 FM-Chil-312-B [2015-09] Medical Support Order /Orden de Apoyo Médico [Modification] No Page 225 of 468Family Children - Exhibits English FM-Chil-321 2017-08 FM-Chil-321 [2017-08] No Child Support Order No Family Children - Exhibits Bilingual FM-Chil-321-B 2019-10 FM-Chil-321-B [2019-10] Exhibit ____ : No Child Support Order / Anexo ____ : Orden de manutención No Family Children - Possession Orders English FM-Chil-306 2021-09 FM-Chil-306 [2021-09] Standard Possession Order Yes Family Children - Possession Orders Bilingual FM-Chil-306-B 2021-09 FM-Chil-306-B [2021-09] Standard Possession Order / Orden Estándar de Posesión No Family Children - Possession Orders English FM-Chil-313 2017-01 FM-Chil-313 [2017-01] Modified Possession Order (Nonparent is Managing Conservator) Yes Modified Possession Order (Nonparent is Managing Conservator) / Orden de Posesión Family Children - Possession Orders Bilingual FM-Chil-313-B 2015-09 FM-Chil-313-B [2015-09] Modificada No Family Children - Possession Orders English FM-Chil-314 2017-08 FM-Chil-314 [2017-08] Modified Possession and Access Order (Blank) Yes Family Children - Possession Orders English FM-Chil-316 2019-09 FM-Chil-316 [2019-09] Supervised Possession Order Yes Family Children - Possession Orders English FM-Chil-317 2019-09 FM-Chil-317 [2019-09] Modified Possession and Access Order (Alternating Weeks) Yes Family Children - Possession Orders English FM-Chil-318 2017-01 FM-Chil-318 [2017-01] Modified Possession Order (Day Visits / No Overnights) Yes Family Children - Possession Orders English FM-Chil-322 2017-01 FM-Chil-322 [2017-01] Modified Possession and Access Order (Split Week and Alternating Weekends) Yes Family Children - Possession Orders English FM-Chil-323 2019-09 FM-Chil-323 [2019-09] Possession Order for Child Under 3 Yes Family Divorce English FM-Div-Info-001 2016-01 FM-Div-Info-001 [2016-01] How to File an Uncontested Divorce N/A Family Divorce Spanish FM-Div-Info-001-SP2015-09 FM-Div-Info-001-SP [2015-09] Cómo presentar un divorcio simple N/A Family Divorce English TC-FM-Div-150 2026-04 TC-FM-Div-150 [2026-04] Testimony for Divorce without Children Yes Testimony for Divorce Without Children Together / Declaración de testimonio para un Family Divorce Bilingual TC-FM-Div-150-B 2023-09 TC-FM-Div-150-B [2023-09] divorcio sin hijos juntos Yes Family Divorce English TC-FM-Div-151 2022-07 TC-FM-Div-151 [2022-07] Declaration of Testimony for Divorce (Service by Posting) No Family Divorce English TC-FM-Div-152 2022-07 TC-FM-Div-152 [2022-07] Declaration of Testimony for Divorce with Children Yes Declaration of Testimony for Divorce with Children / Declaración de testimonio para un Family Divorce Bilingual TC-FM-Div-152-B 2021-01 TC-FM-Div-152-B [2021-01] divorcio con hijos Yes Family Divorce English TC-FM-Div-153 2022-07 TC-FM-Div-153 [2022-07] Declaration of Testimony for Divorce with Children with Prior Order Yes Declaration of Testimony for Divorce with Children with Prior Order / Declaración de Family Divorce Bilingual TC-FM-Div-153-B 2021-10 TC-FM-Div-153-B [2021-10] testimonio para un divorcio con hijos con una Orden Previa Yes Family Divorce English TC-FM-Div-154 2022-07 TC-FM-Div-154 [2022-07] Declaration of Testimony for Divorce [With Children - No Child Support] Yes Family Divorce English TC-FM-Div-155 2020-11 TC-FM-Div-155 [2020-11] Declaration in Support of Request for No Child Support Yes Declaration in Support of Request for No Child Support / Declaración en apoyo a la Family Divorce Bilingual TC-FM-Div-155-B 2020-11 TC-FM-Div-155-B [2020-11] solicitud que no se ordene manutención para los hijos Yes Declaration of Testimony for Divorce without Children Together but with Non-Marital Family Divorce English TC-FM-Div-156 2020-08 TC-FM-Div-156 [2020-08] Children No Family Divorce - (Set A and C) No children English FM-DivAC-404 2015-09 FM-DivAC-404 [2015-09] Notice of Current Address [Set A or Set C] Yes Family Divorce - (Set A and C) No Children English FM-Div-Info-001 2014-07 FM-Div-Info-001 [2014-07] Tips for Filling out the Final Decree of Divorce (SET A and C) N/A Family Divorce - (Set A and C) No Children Spanish FM-Div-Info-001-S 2015-09 FM-Div-Info-001-S [2015-09] Consejos para ayudarle a completar el decreto final de divorcio N/A Family Divorce - (Set A and D) No children English FM-DivAD-102 2018-09 FM-DivAD-102 [2018-09] Respondent’s Original Answer [Set A or Set D] Yes Family Divorce - (Set A and D) No children English FM-DivAD-103 2018-09 FM-DivAD-103 [2018-09] Waiver of Service Only (Specific Waiver) [Set A or Set D] Yes Family Divorce - (Set A) No children English FM-DivA-100 2021-01 FM-DivA-100 [2021-01] Original Petition for Divorce [Set A] Yes Family Divorce - (Set A) No children Bilingual FM-DivA-100-B 2015-09 FM-DivA-100-B [2015-09] Original Petition for Divorce [Set A] / Petición original de divorcio No Family Divorce - (Set A) No children Bilingual FM-DivA-102-B 2015-09 FM-DivA-102-B [2015-09] Respondent's Original Answer / Respuesta original del respondedor No Waiver of Service Only (Specific Waiver) / Renuncia al derecho de recibir notificación Family Divorce - (Set A) No children Bilingual FM-DivA-103-B 2015-09 FM-DivA-103-B [2015-09] legal exclusivamente (renuncia especifica) No Family Divorce - (Set A) No children English FM-DivA-201 2026-04 FM-DivA-201 [2026-04] Final Decree of Divorce [Set A] Yes Family Divorce - (Set A) No children Bilingual FM-DivA-201-B 2019-09 FM-DivA-201-B [2019-09] Final Decree of Divorce [Set A] / Decreto final de divorcio No Family Divorce - (Set A) No children Bilingual FM-DivA-404-B 2015-09 FM-DivA-404-B [2015-09] Notice of Current Address / Aviso de Dirección Actual No Family Divorce - (Set A) No children Bilingual FM-DivA-Test-B 2015-09 FM-DivA-Test-B [2015-09] Testimonio Modelo Para un Divorcio Sin Hijos No Page 226 of 468 Divorce - (Set B) with Children, no Family prior orders English FM-DivB-100 2018-09 FM-DivB-100 [2018-09] Original Petition for Divorce [Set B] Yes Divorce - (Set B) with Children, no Family prior orders Bilingual FM-DivB-100-B 2015-09 FM-DivB-100-B [2015-09] Original Petition for Divorce [Set B] / Petición original de divorcio No Divorce - (Set B) with Children, no Family prior orders English FM-DivB-101 2019-09 FM-DivB-101 [2019-09] Respondent's Original Counter-Petition for Divorce [Set B] No Divorce - (Set B) with Children, no Respondent's Original Counter-Petition for Divorce [Set B] / Petición original del Family prior orders Bilingual FM-DivB-101-B 2015-05 FM-DivB-101-B [2015-05] respondedor para contrarrestar el divorcio No Divorce - (Set B) with Children, no Family prior orders English FM-DivB-102 2018-09 FM-DivB-102 [2018-09] Respondent’s Original Answer [Set B] Yes Divorce - (Set B) with Children, no Family prior orders Bilingual FM-DivB-102-B 2015-09 FM-DivB-102-B [2015-09] Respondent’s Original Answer [Set B] / Respuesta original del respondedor No Divorce - (Set B) with Children, no Family prior orders English FM-DivB-103 2018-09 FM-DivB-103 [2018-09] Waiver of Service Only (Specific Waiver) [Set B] Yes Divorce - (Set B) with Children, no Waiver of Service Only (Specific Waiver) [Set B] / Renuncia al derecho de recibir Family prior orders Bilingual FM-DivB-103-B 2015-09 FM-DivB-103-B [2015-09] notificación legal exclusivamente (renuncia especifica) No Divorce - (Set B) with Children, no Family prior orders English FM-DivB-201 2023-09 FM-DivB-201 [2023-09] Final Decree of Divorce [Set B] Yes Divorce - (Set B) with Children, no Family prior orders Bilingual FM-DivB-201-B 2021-09 FM-DivB-201-B [2021-09] Final Decree of Divorce [Set B] / Decreto Final de Divorcio [Set B] No Divorce - (Set B) with Children, no Family prior orders English FM-DivB-404 2015-09 FM-DivB-404 [2015-09] Notice of Current Address [Set B] No Divorce - (Set B) with Children, no Family prior orders Bilingual FM-DivB-404-B 2015-09 FM-DivB-404-B [2015-09] Notice of Current Address / Aviso de Dirección Actual No Divorce - (Set B) with Children, no Family prior orders Bilingual FM-DivB-Test-B 2015-09 FM-DivB-Test-B [2015-09] Testimonio modelo para un divorcio con hijos No Divorce - (Set B) with Children, no Family prior orders English FM-Div-Info-002 2014-07 FM-Div-Info-002 [2014-07] Tips for Filling out the Final Decree of Divorce (SET B) N/A Divorce - (Set B) with Children, no Family prior orders English FM-Div-Info-002-B 2015-09 FM-Div-Info-002-B [2015-09] Consejos para ayudarle a completar el decreto final de divorcio N/A Divorce - (Set C) with Children + Family Prior Order English FM-DivC-100 2018-09 FM-DivC-100 [2018-09] Original Petition for Divorce [Set C] Yes Divorce - (Set C) with Children + Family Prior Order Bilingual FM-DivC-100-B 2015-09 FM-DivC-100-B [2015-09] Original Petition for Divorce [Set C] / Petición original de divorcio No Divorce - (Set C) with Children + Family Prior Order English FM-DivC-101 2017-09 FM-DivC-101 [2017-09] Respondent's Original Counter-Petition for Divorce [Set C] No Divorce - (Set C) with Children + Respondent's Original Counter-Petition for Divorce [Set C] / Petición original del Family Prior Order Bilingual FM-DivC-101-B 2017-09 FM-DivC-101-B [2017-09] respondedor para contrarrestar el divorcio No Divorce - (Set C) with Children + Family Prior Order English FM-DivC-102 2015-09 FM-DivC-102 [2015-09] Respondent’s Original Answer [Set C] Yes Divorce - (Set C) with Children + Family Prior Order Bilingual FM-DivC-102-B 2015-09 FM-DivC-102-B [2015-09] Respondent’s Original Answer [Set C] / Respuesta Original del respondedor No Divorce - (Set C) with Children + Family Prior Order English FM-DivC-103 2015-09 FM-DivC-103 [2015-09] Waiver of Service Only (Specific Waiver) [Set C] Yes Divorce - (Set C) with Children + Waiver of Service Only (Specific Waiver) [Set C] / Renuncia al derecho de recibir Family Prior Order Bilingual FM-DivC-103-B 2015-09 FM-DivC-103-B [2015-09] notificación legal exclusivamente (renuncia especifica) No Divorce - (Set C) with Children + Family Prior Order English FM-DivC-201 2023-09 FM-DivC-201 [2023-09] Final Decree of Divorce [Set C] Yes Divorce - (Set C) with Children + Family Prior Order Bilingual FM-DivC-201-B 2015-09 FM-DivC-201-B [2015-09] Final Decree of Divorce [Set C] / Decreto final de divorcio No Divorce - (Set C) with Children + Family Prior Order Bilingual FM-DivC-404-B 2015-09 FM-DivC-404-B [2015-09] Notice of Current Address / Aviso de Dirección Actual No Divorce - (Set C) with Children + Testimonio modelo para un divorcio cuando hay una orden final previa respecto a los Family Prior Order Bilingual FM-DivC-Test-B 2015-09 FM-DivC-Test-B [2015-09] hijos No Page 227 of 468 Divorce - (Set D) No Children, Family Same Sex English FM-DivD-100 2021-01 FM-DivD-100 [2021-01] Original Petition for Divorce [Set D] Yes Divorce - (Set D) No Children, Family Same Sex Bilingual FM-DivD-100-B 2016-01 FM-DivD-100-B [2016-01] Original Petition for Divorce [Set D] / Petición original de divorcio No Divorce - (Set D) No Children, Family Same Sex English FM-DivD-101 2017-09 FM-DivD-101 [2017-09] Respondent's Original Counter-Petition for Divorce [Set D] No Divorce - (Set D) No Children, Respondent's Original Answer and Counter-Petition for Divorce / Respuesta original del Family Same Sex Bilingual FM-DivD-101-B 2017-03 FM-DivD-101-B [2017-03] respondedor y petición para contrarrestar el divorcio No Divorce - (Set D) No Children, Family Same Sex Bilingual FM-DivD-102-B 2016-01 FM-DivD-102-B [2016-01] Respondent's Original Answer / Respuesta original del respondedor No Divorce - (Set D) No Children, Family Same Sex English FM-DivD-201 2023-09 FM-DivD-201 [2023-09] Final Decree of Divorce [Set D] Yes Divorce - (Set D) No Children, Family Same Sex Bilingual FM-DivD-201-B 2016-01 FM-DivD-201-B [2016-01] Final Decree of Divorce / Decreto final de divorcio No Family Divorce - with children English FM-DWC-202 2023-08 FM-DWC-202 [2023-08] Order to Appear at Court Proceeding (divorce with children) Yes Family Divorce - with children English FM-DWC-Questionn2024-02 FM-DWC-Questionnaire [2024-02] Questionnaire for Divorce with Children Yes Family Divorce - with children Bilingual FM-DWC-Questionn2024-02 FM-DWC-Questionnaire-B [2024-02] Questionnaire for Divorce with Children / Cuestionario de divorcio con hijos Yes Family Divorce - without children English FM-DNC-202 2023-08 FM-DNC-202 [2023-08] Order to Appear at Court Proceeding (divorce without children) Yes Family Divorce - without children English FM-DNC-Questionn2023-10 FM-DNC-Questionnaire [2023-10] Divorce Questionnaire [Divorce without Children] Yes Divorce Questionnaire [Divorce without Children] / Cuestionario de divorcio [Divorcio sin Family Divorce - without children Bilingual FM-DNC-Questionn2023-10 FM-DNC-Questionnaire-B [2023-10] hijos] Yes Family Enforcement - Child Support English FM-CSE-102 2021-01 FM-CSE-102 [2021-01] Answer to Motion for Enforcement of Child Support Order No Family Enforcement - Visitation English FM-VE-102 2015-01 FM-VE-102 [2015-01] Respondent’s Answer [Visitation Enforcement] No Family Enforcement - Visitation Bilingual FM-VE-102-B 2015-01 FM-VE-102-B [2015-01] Respondent’s Answer / Respuesta Orginal Del Respondedor [Visitation Enforcement] No Family Guardian Ad Litem English FM-GAL-104 2020-06 FM-GAL-104 [2020-06] Motion for Appointment of Guardian Ad Litem for Child/ren No Family Habeas Corpus English FM-WHC-100 2015-05 FM-WHC-100 [2015-05] Petition for Writ of Habeas Corpus to Return Child No Petition for Writ of Habeas Corpus to Return Child / Solicitud de recurso de habeas Family Habeas Corpus Bilingual - Spanish FM-WHC-100-S 2015-05 FM-WHC-100-S [2015-05] corpus para la restitución del menor No Family Habeas Corpus English FM-WHC-202 2024-07 FM-WHC-202 [2024-07] Order to Appear [Use with Petition for Writ of Habeas Corpus] No Order to Appear [Use with Petition for Writ of Habeas Corpus] / Orden de Family Habeas Corpus Bilingual - Spanish FM-WHC-202-S 2024-07 FM-WHC-202-S [2024-07] comparecencia No Family Habeas Corpus English FM-WHC-223 2014-06 FM-WHC-223 [2014-06] Order for Issuance of Writ of Habeas Corpus for Child/Children No Order for Issuance of Writ of Habeas Corpus for Child/Children / Orden de emisión de un Family Habeas Corpus Bilingual - Spanish FM-WHC-223-S 2014-06 FM-WHC-223-S [2014-06] recurso de habeas corpus para menores No Family Habeas Corpus English FM-WHC-Info-001 2023-04 FM-WHC-Info-001 [2023-04] How to Ask for the Quick Return of a Child N/A How to Ask for the Quick Return of a Child / Cómo pedir la restitución rápida de un Family Habeas Corpus Bilingual - Spanish FM-WHC-Info-001-S2023-04 FM-WHC-Info-001-S [2023-04] menor N/A Family Marriage English TC-FM-WPR-104 2015-11 TC-FM-WPR-104 [2015-11] Motion for Waiver of 30 Day Waiting Period for Remarriage after Divorce No Findings of Fact and Conclusions of Law for Waiver of 30-Day Waiting Period for Family Marriage English TC-FM-WPR-129 2015-11 TC-FM-WPR-129 [2015-11] Remarriage No Findings of Fact and Conclusions of Law for Waiver of 30-Day Waiting Period for Remarriage / Conclusiones de hecho y conclusiones de la ley de suspensión de 30 días Family Marriage Bilingual - Spanish TC-FM-WPR-129-S 2015-11 TC-FM-WPR-129-S [2015-11] espera período para volverse a casar No Family Marriage English TC-FM-WPR-200 2015-11 TC-FM-WPR-200 [2015-11] Order Waiving 30 Day Waiting Period for Remarriage after Divorce No Family Modification English FM-Mod1-100 2018-09 FM-Mod1-100 [2018-09] Petition to Modify the Parent-Child Relationship [Modification] Yes Family Modification Bilingual FM-Mod1-100-B 2015-09 FM-Mod1-100-B [2015-09] Petition to Modify the Parent-Child Relationship [Modification] Yes Family Modification English FM-Mod1-101 2022-01 FM-Mod1-101 [2022-01] Counterpetition in Suit to Modify the Parent-Child Relationship [Modification] No Family Modification English FM-Mod1-102 2015-09 FM-Mod1-102 [2015-09] Respondents Original Answer [Modification] Yes Family Modification Bilingual FM-Mod1-102-B 2015-09 FM-Mod1-102-B [2015-09] Respondents Original Answer [Modification] Yes Family Modification English FM-Mod1-103 2015-09 FM-Mod1-103 [2015-09] Waiver of Service Only (Specific Waiver) [Modification] Yes Family Modification Bilingual FM-Mod1-103-B 2015-09 FM-Mod1-103-B [2015-09] Waiver of Service Only (Specific Waiver) [Modification] Yes Family Modification English FM-Mod1-112 2015-09 FM-Mod1-112 [2015-09] Declaration in Support of Changing Primary Custody within One Year [Modification] Yes Family Modification Bilingual FM-Mod1-112-B 2015-09 FM-Mod1-112-B [2015-09] Declaration in Support of Changing Primary Custody within One Year [Modification] Yes Page 228 of 468Family Modification English FM-Mod1-200 2022-04 FM-Mod1-200 [2022-04] Order Modifying the Parent-Child Relationship [Modification] Yes Family Modification Bilingual FM-Mod1-200-B 2015-05 FM-Mod1-200-B [2015-05] Order Modifying the Parent-Child Relationship [Modification] Yes Family Modification English FM-Mod1-211 2022-04 FM-Mod1-211 [2022-04] Order Denying Petition to Modify the Parent-Child Relationship No Family Modification Bilingual FM-Mod2-200-B 2015-09 FM-Mod2-200-B [2015-09] Child Support Order / Orden de Manutencion de Menores No Family Modification English FM-MOD-Questionn2022-05 FM-MOD-Questionnaire [2022-05] Questionnaire for Modification Case Yes Family Paternity - Challenge English FM-Pat3-100 2014-02 FM-Pat3-100 [2014-02] Petition to Challenge Acknowledgment / Denial of Paternity [Challenge Paternity] No Family Paternity - Challenge English FM-Pat3-102 2014-02 FM-Pat3-102 [2014-02] Respondent’s Answer [Challenge Paternity] No Family Paternity - Challenge English FM-Pat3-103 2017-02 FM-Pat3-103 [2017-02] Respondent’s Waiver of Service Only (Specific Waiver) [Challenge Paternity] No Order Adjudicating Parentage (In Suit Challenging Acknowledgment / Denial of Paternity) Family Paternity - Challenge English FM-Pat3-200 2014-02 FM-Pat3-200 [2014-02] [Challenge Paternity] No Family Paternity - Establish English FM-Pat1-100 2018-09 FM-Pat1-100 [2018-09] Petition to Adjudicate Parentage [Establish Paternity Case] Yes Family Paternity - Establish English FM-Pat1-102 2012-03 FM-Pat1-102 [2012-03] Respondent’s Answer [Establish Paternity Case] Yes Family Paternity - Establish English FM-Pat1-103 2013-11 FM-Pat1-103 [2013-11] Respondent’s Waiver of Service Only (Specific Waiver) [Establish Paternity Case] Yes Family Paternity - Establish English FM-Pat1-114 2012-03 FM-Pat1-114 [2012-03] Respondent’s Special Appearance [Establish Paternity Case] Yes Family Paternity - Establish English FM-Pat1-200 2018-09 FM-Pat1-200 [2018-09] Order Adjudicating Parentage [Establish Paternity Case] Yes Family Paternity - Establish English TC-FM-Pat1-Inst-002012-03 TC-FM-Pat1-Inst-001 [2012-03] Court Ordered Paternity: How to get an order establishing paternity of a child in Texas N/A Family Paternity - Genetic Testing English FM-Pat-311 2015-09 FM-Pat-311 [2015-09] Exhibit: Family Information [Paternity] Yes Family Paternity - Genetic Testing English FM-Pat4-104 2014-02 FM-Pat4-104 [2014-02] Motion for Genetic Testing and Notice of Hearing Yes Family Paternity - Genetic Testing English FM-Pat4-200 2014-02 FM-Pat4-200 [2014-02] Order for genetic testing Yes Petition to Terminate the Parent-Child Relationship Family Paternity - Mistaken English FM-Pat2-100 2014-02 FM-Pat2-100 [2014-02] Based on Mistaken Paternity No Family Paternity - Mistaken English FM-Pat2-102 2014-02 FM-Pat2-102 [2014-02] Respondent's Original Answer [Mistaken Paternity] No Family Paternity - Mistaken English FM-Pat2-103 2014-02 FM-Pat2-103 [2014-02] Respondent’s Waiver of Service Only (Specific Waiver) [Mistaken Paternity Case] No Family Paternity - Mistaken English FM-Pat2-111 2014-02 FM-Pat2-111 [2014-02] Exhibit: Petitioner’s Supporting Affidavit [Mistaken Paternity] No Order Terminating the Parent-Child Relationship Family Paternity - Mistaken English FM-Pat2-200 2014-02 FM-Pat2-200 [2014-02] Based on Mistaken Paternity No Family Paternity - Mistaken English FM-Pat2-210 2014-02 FM-Pat2-210 [2014-02] Pre-Trial Order in Mistaken Paternity Case No Order Denying Petition to Terminate the Parent-Child Relationship Based on Mistaken Family Paternity - Mistaken English FM-Pat2-211 2014-02 FM-Pat2-211 [2014-02] Paternity No Family Paternity - Mistaken English FM-Pat2-314 2014-02 FM-Pat2-314 [2014-02] Exhibit: Possession (Visitation) and Access Order [Mistaken Paternity] No Family Paternity - Mistaken English FM-Pat2-401 2013-07 FM-Pat2-401 [2013-07] Notice of final hearing [Mistaken Paternity] No Family Paternity - Mistaken English FM-Pat2-402 2013-07 FM-Pat2-402 [2013-07] Notice of Pretrial Hearing [Mistaken Paternity] No Mistaken Paternity: Terminating your rights after finding out you're not the genetic Family Paternity - Mistaken English TC-FM-Pat2-Inst-002013-07 TC-FM-Pat2-Inst-001 [2013-07] father. N/A Family Pretrial Forms English TC-FM-PF-163 2021-02 TC-FM-PF-163 [2021-02] Proposed Support Decision and Information Yes Pretrial Forms - Divorce with Family Children English TC-FM-PF2-160 2021-02 TC-FM-PF2-160 [2021-02] Proposed Disposition of Issues (Final Hearing - Divorce with Children) Yes Pretrial Forms - Divorce with Family Children English TC-FM-PF2-161 2021-02 TC-FM-PF2-161 [2021-02] Proposed Property Division (Final Hearing - Divorce with Children) Yes Pretrial Forms - Divorce with Proposed Disposition of Other Issues (Summary of Requested Orders, Final Hearing - Family Children English TC-FM-PF2-162 2021-02 TC-FM-PF2-162 [2021-02] Divorce with Children) Yes Pretrial Forms - Divorce without Family Children English TC-FM-PF1-160 2021-02 TC-FM-PF1-160 [2021-02] Proposed Disposition of Issues (Final Hearing - Divorce without Children) Yes Pretrial Forms - Divorce without Family Children English TC-FM-PF1-161 2021-02 TC-FM-PF1-161 [2021-02] Proposed Property Division (Final Hearing - Divorce without Children) Yes Pretrial Forms - Divorce without Proposed Disposition of Other Issues (Summary of Requested Orders, Final Hearing - Family Children English TC-FM-PF1-162 2021-02 TC-FM-PF1-162 [2021-02] Divorce without Children) Yes Pretrial Forms - Family SAPCR/MOD/Paternity English TC-FM-PF3-160 2020-09 TC-FM-PF3-160 [2020-09] Proposed Disposition of Issues (Final Hearing - SAPCR, Modification, or Paternity) No Pretrial Forms - Family SAPCR/MOD/Paternity English TC-FM-PF3-162 2020-09 TC-FM-PF3-162 [2020-09] Proposed Disposition of Other Issues (Summary of Requested Orders - Modification) No Family Property - Divorce English TC-FM-Div-315 2022-12 TC-FM-Div-315 [2022-12] Orders Regarding Sale of Real Proptery No Page 229 of 468 Property - Postdivorce Property Family Division English TC-FM-DP-100 2023-03 TC-FM-DP-100 [2023-03] Original Petition for Postdivorce Division of Property No Property - Postdivorce Property Family Division English TC-FM-DP-200 2023-03 TC-FM-DP-200 [2023-03] Order Granting Postdivorce Division of Property No Family Protective Orders English TC-FM-PO-102 2024-10 TC-FM-PO-102 [2024-10] Respondent's Original Answer to Application for Protective Order No Family Protective Orders English TC-FM-PO-202 2024-10 TC-FM-PO-202 [2024-10] Order to Appear at Court Proceeding on Application for Protective Order [District Court] No Family Protective Orders English TC-FM-PO-211 2015-09 TC-FM-PO-211 [2015-09] Order Denying Application for Protective Order No Family Protective Orders English TC-FM-PO-222 2015-09 TC-FM-PO-222 [2015-09] Order Dismissing Application for Protective Order No Family Protective Orders English TC-FM-TXPO-104 2024-12 TC-FM-TXPO-104 [2024-12] Motion to Extend Temporary Ex Parte Protective Order Yes Family Protective Orders English TC-FM-TXPO-200 2024-12 TC-FM-TXPO-200 [2024-12] Order Extending Temporary Ex Parte Protective Order Yes Family SAPCR English FM-SAPCR-100 2018-09 FM-SAPCR-100 [2018-09] Petition in Suit Affecting the Parent-Child Relationship Yes Petition in Suit Affecting the Parent-Child Relationship / Petición en una demanda que Family SAPCR Bilingual FM-SAPCR-100-B 2015-09 FM-SAPCR-100-B [2015-09] afecta la relación entre padre e hijo No Family SAPCR English FM-SAPCR-101 2024-01 FM-SAPCR-101 [2024-01] Counterpetition in Suit Affecting the Parent-Child Relationship No Family SAPCR English FM-SAPCR-102 2015-09 FM-SAPCR-102 [2015-09] Respondent's Original Answer (SAPCR) Yes Family SAPCR Bilingual FM-SAPCR-102-B 2014-04 FM-SAPCR-102-B [2014-04] Respondent's Original Answer / Respuesta original del respondedor No Family SAPCR English FM-SAPCR-103 2015-09 FM-SAPCR-103 [2015-09] Waiver of Service Only (Specific Waiver) (SAPCR) Yes Waiver of Service Only (Specific Waiver) (SAPCR) / Renuncia al derecho de recibir Family SAPCR Bilingual FM-SAPCR-103-B 2014-04 FM-SAPCR-103-B [2014-04] notificación legal exclusivamente (renuncia específica) No Family SAPCR English FM-SAPCR-112 2025-09 FM-SAPCR-112 [2025-09] Nonparent Standing Declaration No Family SAPCR English FM-SAPCR-113 2025-09 FM-SAPCR-113 [2025-09] Parent's Consent to Nonparent Court Case No Order in Suit Affecting the Parent-Child Relationship Family SAPCR English FM-SAPCR-200 2022-04 FM-SAPCR-200 [2022-04] (Parent Custody Order) Yes Order in Suit Affecting the Parent-Child Relationship (Parent Custody Order) / Orden en una demanda que afecta la relación entre padre e Family SAPCR Bilingual FM-SAPCR-200-B 2015-04 FM-SAPCR-200-B [2015-04] hijo (orden de custodia para los padres) No Family SAPCR English FM-SAPCR-202 2023-08 FM-SAPCR-202 [2023-08] Order to Appear at Court Proceeding (SAPCR) Yes Order in Suit Affecting the Parent-Child Relationship Family SAPCR English FM-SAPCR-205 2022-04 FM-SAPCR-205 [2022-04] (Nonparent Custody Order) Yes Family Self-Help Resources English FM-SHR-Info 2024-09 FM-SHR-Info [2024-09] Self-Help Resources (for Travis County family law cases) N/A Family Self-Help Resources Spanish FM-SHR-Info-S 2024-09 FM-SHR-Info-S [2024-09] Recursos de autoayuda (for Travis County family law cases) N/A Temporary Orders - Divorce with Family Children English FM-TO1-104 2014-02 FM-TO1-104 [2014-02] Motion for Temporary Orders [Only] [Divorce with Children] No Temporary Orders - Divorce with Family Children Bilingual FM-TO1-104-B 2013-10 FM-TO1-104-B [2013-10] Motion for Temporary Orders / Moción para órdenes temporales No Temporary Orders - Divorce with Family Children English FM-TO1-202 2014-06 FM-TO1-202 [2014-06] Order to Appear for Temporary Orders Hearing [Divorce with Children] No Temporary Orders - Divorce with Order to Appear for Temporary Orders Hearing / Orden para comparecer para una Family Children Bilingual FM-TO1-202-B 2013-10 FM-TO1-202-B [2013-10] audiencia para órdenes temporales No Temporary Orders - Divorce with Family Children English FM-TO1-208 2014-02 FM-TO1-208 [2014-02] Temporary Orders [Only] [Divorce with Children] No Temporary Orders - Divorce with Family Children Bilingual FM-TO1-208-B 2012-10 FM-TO1-208-B [2012-10] Temporary Orders / Ordenes temporales No Temporary Orders - Divorce with Family Children English FM-TO1-Inst-001 2015-05 FM-TO1-Inst-001 [2015-05] Steps to Ask for Temporary Orders Only in a Divorce with Children N/A Temporary Orders - Divorce Family without Children English FM-TO3-104 2014-02 FM-TO3-104 [2014-02] Motion for Temporary Orders [Divorce Without Children] No Temporary Orders - Divorce Family without Children English FM-TO3-202 2014-06 FM-TO3-202 [2014-06] Order to Appear for Temporary Orders Hearing [Divorce Without Children] No Temporary Orders - Divorce Order to Appear for Temporary Orders Hearing [Divorce Without Children] / Orden para Family without Children English FM-TO3-202-B 2012-09 FM-TO3-202-B [2012-09] comparecer para una audiencia para órdenes temporales No Page 230 of 468 Temporary Orders - Divorce Family without Children English FM-TO3-208 2012-10 FM-TO3-208 [2012-10] Temporary Orders [Divorce without Children] No Temporary Orders - Divorce Family without Children English FM-TO3-Inst-001 2015-05 FM-TO3-Inst-001 [2015-05] Steps to Ask for Temporary Orders Only in a Divorce without Children No Temporary Orders - Divorce Temporary Restraining Order & Order to Appear for Temporary Orders Hearing [Divorce Family without Children English FM-TROTO3-207 2014-06 FM-TROTO3-207 [2014-06] without Children] No Temporary Orders - Divorce Family without Children English FM-TROTO-FAQ 2015-05 FM-TROTO-FAQ [2015-05] Temporary Orders and Temporary Restraining Orders: FAQs N/A Family Temporary Orders - Modification English FM-TO4-104 2020-02 FM-TO4-104 [2020-02] Motion for Temporary Order in Modification No Family Temporary Orders - Modification English FM-TO4-141 2020-02 FM-TO4-141 [2020-02] Statement in Support of Temporary Order in Modification Case No Family Temporary Orders - Modification English FM-TO4-208 2020-02 FM-TO4-208 [2020-02] Temporary Orders in Suit to Modify the Parent-Child Relationship No Family Temporary Orders - SAPCR English FM-TO2-104 2014-02 FM-TO2-104 [2014-02] Motion for Temporary Orders [SAPCR] No Family Temporary Orders - SAPCR English FM-TO2-202 2014-06 FM-TO2-202 [2014-06] Order to Appear for Temporary Orders Hearing [SAPCR] No Family Temporary Orders - SAPCR English FM-TO2-208 2014-02 FM-TO2-208 [2014-02] Temporary Orders [SAPCR] No Steps to Ask for Temporary Orders Only in a Suit Affecting the Parent-Child Relationship Family Temporary Orders - SAPCR English FM-TO2-Inst-001 2015-05 FM-TO2-Inst-001 [2015-05] (SAPCR) N/A Temporary Orders & TRO - Divorce Motion for Temporary Restraining Order, Temporary Injunction & Temporary Orders Family with Children English FM-TROTO1-104 2014-02 FM-TROTO1-104 [2014-02] [Divorce with Children] No Temporary Orders & TRO - Divorce Family with Children English FM-TROTO1-202 2014-06 FM-TROTO1-202 [2014-06] Order to Appear for Temporary Orders Hearing No Temporary Orders & TRO - Divorce Temporary Restraining Order & Order to Appear for Temporary Orders Hearing [Divorce Family with Children English FM-TROTO1-207 2014-06 FM-TROTO1-207 [2014-06] with Children] No Temporary Orders & TRO - Divorce Steps to Ask for a Temporary Restraining Order (TRO) Family with Children English FM-TROTO1-Inst-002015-05 FM-TROTO1-Inst-001 [2015-05] and Temporary Orders in a Divorce with Children N/A Temporary Orders & TRO - Family Modification English FM-TROTO4-104 2020-02 FM-TROTO4-104 [2020-02] Motion for Temporary Restraining Order and Temporary Order in Modification Case No Motion for Temporary Restraining Order, Temporary Injunction & Temporary Orders Family Temporary Orders & TRO - SAPCR English FM-TROTO2-104 2015-05 FM-TROTO2-104 [2015-05] [SAPCR] No Family Temporary Orders & TRO - SAPCR English FM-TROTO2-111 2014-02 FM-TROTO2-111 [2014-02] Exhibit A - Sworn Affidavit in Support of Request for Temporary Restraining Order No Family Temporary Orders & TRO - SAPCR English FM-TROTO2-207 2021-10 FM-TROTO2-207 [2021-10] Temporary Restraining Order & Order to Appear for Temporary Orders Hearing [SAPCR] No Family Temporary Orders & TRO - SAPCR English FM-TROTO2-Inst-002015-05 FM-TROTO2-Inst-001 [2015-05] Steps to Ask for a Temporary Restraining Order (TRO) and Temporary Orders in a SAPCR N/A Family Terminate Withholding English FM-TW-100 2014-02 FM-TW-100 [2014-02] Petition to Terminate Withholding for Child Support No Petition to Terminate Withholding for Child Support / Solicitud para Terminar Retención Family Terminate Withholding Bilingual - Spanish FM-TW-100-S 2012-08 FM-TW-100-S [2012-08] para Manutención de Menores No Family Terminate Withholding English FM-TW-102 2014-02 FM-TW-102 [2014-02] Answer to Petition to Terminate Withholding for Child Support No Answer to Petition to Terminate Withholding for Child Support / Respuesta a la Solicitud Family Terminate Withholding Bilingual - Spanish FM-TW-102-S 2011-07 FM-TW-102-S [2011-07] para Terminar la Retención para Manutención de Menores No Family Terminate Withholding English FM-TW-103 2014-02 FM-TW-103 [2014-02] Waiver of Service [Terminate Withholding for Child Support] No Family Terminate Withholding Bilingual - Spanish FM-TW-103-S 2012-08 FM-TW-103-S [2012-08] Waiver of Service / Renuncia de Entrega Legal No Family Terminate Withholding English FM-TW-104 2021-07 FM-TW-104 [2021-07] Agreed Motion to Terminate Withholding for Child Support Yes Agreed Motion to Terminate Withholding for Child Support / Moción Acordada para Family Terminate Withholding Bilingual - Spanish FM-TW-104-S 2012-08 FM-TW-104-S [2012-08] Terminar la Retención Para Manutención de Menores No Family Terminate Withholding English FM-TW-200 2021-03 FM-TW-200 [2021-03] Order to Employer to Terminate Withholding for Support Yes Order to Employer to Terminate Withholding for Support / Orden para Terminar Family Terminate Withholding Bilingual - Spanish FM-TW-204-S 2011-11 FM-TW-204-S [2011-11] Retención para la Manutención No Family Termination Records English FM-TR-104 2020-01 FM-TR-104 [2020-01] Motion for Access to Termination Records No Family Termination Records English FM-TR-200 2020-01 FM-TR-200 [2020-01] Order for Access to Termination Records No Family Writ of Attachment English FM-WRIT-111 2014-02 FM-WRIT-111 [2014-02] Affidavit in Support of Request for Writ of Attachment No Affidavit in Support of Request for Writ of Attachment / Declaración para respaldar la Family Writ of Attachment Bilingual - Spanish FM-WRIT-111-S 2014-02 FM-WRIT-111-S [2014-02] solicitud de orden de embargo No Page 231 of 468Family Writ of Attachment English FM-WRIT-112 2021-11 FM-WRIT-112 [2021-11] Declaration in Support of Request for Writ of Attachment No Family Writ of Attachment English FM-WRIT-118 2015-07 FM-WRIT-118 [2015-07] Request for Writ of Attachment No Family Writ of Attachment English FM-WRIT-202 2023-06 FM-WRIT-202 [2023-06] Order to Appear [Use with Request for Writ of Attachment] No Family Writ of Attachment English FM-WRIT-213 2014-06 FM-WRIT-213 [2014-06] Order to Appear with Children No Family Writ of Attachment English FM-WRIT-214 2023-06 FM-WRIT-214 [2023-06] Order for Issuance of Writ of Attachment and Order to Appear No Order for Issuance of Writ of Attachment and Order to Appear / Orden de expedición de Family Writ of Attachment Bilingual - Spanish FM-WRIT-214-S 2023-06 FM-WRIT-214-S [2023-06] la orden de embargo y la orden de comparecencia No How to Ask for the Emergency Removal of a Child: Instructions and Forms for Writ of Family Writ of Attachment English FM-WRIT-Info-001 2023-04 FM-WRIT-Info-001 [2023-04] Attachment [Covid 19] N/A Family Procedure Confer with Child/ren English FP-Conf-104 2016-09 FP-Conf-104 [2016-09] Motion for Judge to Confer with Child/ren and Notice of Hearing No Family Procedure Confer with Child/ren English FP-Conf-200 2016-09 FP-Conf-200 [2016-09] Order on Motion for Judge to Confer with Child/ren No Family Procedure Correct or Reform Judgment English FP-CRJ-104 2019-06 FP-CRJ-104 [2019-06] Motion to Correct or Reform Judgment No Family Procedure Correct or Reform Judgment English FP-CRJ-200 2019-06 FP-CRJ-200 [2019-06] Order on Motion to Correct or Reform Judgment No Family Procedure Discovery English TC-FP-Disc-145 2021-01 TC-FP-Disc-145 [2021-01] Rule 11 Agreement Regarding Initial Disclosures - DNC Yes Family Procedure Discovery English TC-FP-Disc-146 2021-01 TC-FP-Disc-146 [2021-01] Rule 11 Agreement Regarding Initial Disclosures - DWC Yes Family Procedure Discovery English TC-FP-Disc-147 2021-03 TC-FP-Disc-147 [2021-03] Rule 11 Agreement Regarding Initial Disclosures - SAPCR or Mod Yes Family Procedure Family Information Confidential English FP-FIC-104 2016-08 FP-FIC-104 [2016-08] Motion to Keep Family Information Confidential No Family Procedure Family Information Confidential English FP-FIC-200 2014-02 FP-FIC-200 [2014-02] Order on Request to Keep Family Information Confidential No Order on Request to Keep Family Information Confidential / Orden Sobre La Petición Family Procedure Family Information Confidential Bilingual FP-FIC-200-B 2015-09 FP-FIC-200-B [2015-09] Para Mantener La Información De La Familia Confidencial [Divorce] No Family Procedure Flowchart English TC-FP-Flowchart-012020-12 TC-FP-Flowchart-01 [2020-12] Case Review Steps N/A Family Procedure Flowchart English TC-FP-Flowchart-022020-12 TC-FP-Flowchart-02 [2020-12] Case Review Steps for Divorce N/A Family Procedure Motion to Sign English FP-MS-104 2020-10 FP-MS-104 [2020-10] Motion to Sign and Notice of Zoom Hearing No Family Procedure Notice of Court Proceeding English FP-DNC-412 2023-02 FP-DNC-412 [2023-02] Notice of Court Proceeding [Divorce without Children] Yes Notice of Court Proceeding [Divorce without Children] / Aviso de audiencia judicial Family Procedure Notice of Court Proceeding Bilingual FP-DNC-412-B 2023-02 FP-DNC-412-B [2023-02] [Divorcio sin hijos] Yes Family Procedure Notice of Court Proceeding English FP-DWC-412 2023-02 FP-DWC-412 [2023-02] Notice of Court Proceeding [Divorce with Children] Yes Notice of Court Proceeding [Divorce with Children] / Aviso de audiencia judicial [Divorcio Family Procedure Notice of Court Proceeding Bilingual FP-DWC-412-B 2023-02 FP-DWC-412-B [2023-02] con hijos] Yes Family Procedure Notice of Court Proceeding English FP-WC-412 2023-02 FP-WC-412 [2023-02] Notice of Court Proceeding [SAPCR or MOD] Yes Notice of Court Proceeding [SAPCR or MOD] / Aviso de audiencia judicial [Custodia o Family Procedure Notice of Court Proceeding Bilingual FP-WC-412-B 2023-02 FP-WC-412-B [2023-02] modificación] Yes Family Procedure Notice of Hearing English FP-NH-Info-001 2025-05 FP-NH-Info-001 [2025-05] Family Law: How to Set a Final Hearing in Travis County N/A Family Procedure Notice of Hearing Spanish FP-NH-Info-001-B 2023-05 FP-NH-Info-001-B [2023-05] Cómo programar una audiencia contenciosa decisiva en el condado Travis N/A Notice of Videoconference Court Family Procedure Hearing English FP-Chil-411 2020-11 FP-Chil-411 [2020-11] Notice of Videoconference Court Hearing [SAPCR or MOD] No Notice of Videoconference Court Family Procedure Hearing English FP-DNC-411 2020-11 FP-DNC-411 [2020-11] Notice of Videoconference Court Hearing [Divorce no Children] No Notice of Videoconference Court Family Procedure Hearing English FP-DWC-411 2020-11 FP-DWC-411 [2020-11] Notice of Videoconference Court Hearing [Divorce with Children] No Family Procedure Objection to Visiting Judge English TC-FP-Obj-125 2018-04 TC-FP-Obj-125 [2018-04] Objection to Visiting Judge No Family Procedure Out-of-State Party English FP-OSP-302 2015-04 FP-OSP-302 [2015-04] Exhibit: Out-of-State Party Declaration Yes Family Procedure Out-of-State Party Bilingual FP-OSP-302-B 2015-09 FP-OSP-302-B [2015-09] Exhibit: Out-of-State Party Declaration /Anexo: Declaración de la Parte Fuera Del Estado No Family Procedure Paternity - Genetic Bilingual FP-FIC-304-B 2015-09 FP-FIC-304-B [2015-09] Exhibit: Family Information / Anexo: Información Familiar No Family Procedure Set Aside - Agreed Judgment English FP-SAJ-104 2016-08 FP-SAJ-104 [2016-08] Agreed Motion to Set Aside Agreed Judgment No Family Procedure Set Aside - Agreed Judgment English FP-SAJ-200 2016-08 FP-SAJ-200 [2016-08] Agreed Order to Set Aside Agreed Judgment No Family Procedure Substituted Service English FP-Subs1-104 2014-02 FP-Subs1-104 [2014-02] Motion for TRCP 106b Substituted Service [Divorce without Children] Yes Family Procedure Substituted Service English FP-Subs1-200 2005-09 FP-Subs1-200 [2005-09] Order for Substituted Service TRCP 106b [Divorce without Children] Yes Family Procedure Substituted Service English FP-Subs2-104 2014-02 FP-Subs2-104 [2014-02] Motion for TRCP 106b Substituted Service [Divorce with Children] Yes Family Procedure Substituted Service English FP-Subs2-200 2005-09 FP-Subs2-200 [2005-09] Order for Substituted Service TRCP 106b [Divorce with Children] Yes Family Procedure Substituted Service English FP-Subs3-104 2014-02 FP-Subs3-104 [2014-02] Motion for TRCP 106b Substituted Service [SAPCR or MOD] Yes Family Procedure Substituted Service English FP-Subs3-200 2005-09 FP-Subs3-200 [2005-09] Order for Substituted Service TRCP 106b [SAPCR or MOD] Yes Page 232 of 468 Substitute Service of Citation: If at First You Don't Succeed, Try Substituted Service TRCP Family Procedure Substituted Service English FP-Subs-Info-001 2010-01 FP-Subs-Info-001 [2010-01] 106b N/A Servicio substitutorio de citación: Si al principio usted no tiene éxito, intente sustituida Family Procedure Substituted Service Spanish FP-Subs-Info-001-S 2018-10 FP-Subs-Info-001-S [2018-10] TRCP 106b N/A Family Procedure Transfer English FP-Tra-104 2014-11 FP-Tra-104 [2014-11] Motion to Transfer No Family Procedure Transfer English FP-Tra-111 2009-06 FP-Tra-111 [2009-06] Affidavit to Contest Motion to Transfer No Family Procedure Transfer English FP-Tra-200 2014-11 FP-Tra-200 [2014-11] Order to Transfer No Family Procedure Transfer English FP-Tra-401 2009-06 FP-Tra-401 [2009-06] Notice of Hearing on Motion to Transfer No Family Procedure Transfer English FP-Tra-Info-001 2015-03 FP-Tra-Info-001 [2015-03] Transferring in Texas: Moving Your Family Court Case to another County N/A Family Procedure Transfer and Consolidate English FP-Tra2-104 2018-03 FP-Tra2-104 [2018-03] Agreed Motion to Transfer and Consolidate No Family Procedure Transfer and Consolidate English FP-Tra2-200 2020-04 FP-Tra2-200 [2020-04] Order on Motion to Transfer and Consolidate No Family Procedure Vital Statistics English TX-VS-165 2017-07 TX-VS-165 [2017-07] Information on Suit Affecting the Famly Relationship (Excluding Adotpions) Yes Gender Gender ID & Name Change - Adult English TC-FM-GI2-100 2019-09 TC-FM-GI2-100 [2019-09] Petition to Change the Name and Sex/Gender Identifier of an Adult Yes MOTION FOR ENTRY OF A SEPARATE NAME CHANGE ORDER AND FOR A SEPARATE Gender Gender ID & Name Change - Adult English TC-FM-GI2-104 2024-10 TC-FM-GI2-104 [2024-10] SEX/GENDER IDENTIFIER CHANGE ORDER No Gender Gender ID & Name Change - Adult English TC-FM-GI2-200 2019-09 TC-FM-GI2-200 [2019-09] Final Order to Change the Name and Sex/Gender Identifier of an Adult Yes Gender Gender ID & Name Change - Adult English TC-FM-GI2-Info-0012023-04 TC-FM-GI2-Info-001 [2023-04] What are the steps to change my name AND sex/gender marker in Travis County, Texas? N/A What are the steps to change my name AND sex/gender marker in Travis County, Texas? Gender Gender ID & Name Change - Adult English TC-FM-GI2-Info-0022020-04 TC-FM-GI2-Info-002 [2020-04] [Mail In Petition - COVID 19] N/A Gender Gender ID & Name Change - Minor English TC-FM-GI4-100 2019-06 TC-FM-GI4-100 [2019-06] Agreed Petition to Change Name and Sex/Gender Identifier of a Minor Yes Gender Gender ID & Name Change - Minor English TC-FM-GI4-113 2018-04 TC-FM-GI4-113 [2018-04] Statement of Consent of Minor for Change of Name and Sex/Gender Identifier Yes Gender Gender ID & Name Change - Minor English TC-FM-GI4-200 2019-01 TC-FM-GI4-200 [2019-01] Final Order to Change the Name and Sex/Gender Identifier of a Minor Yes What are the steps to change a minor's sex/gender marker and name in Travis County, Gender Gender ID & Name Change - Minor English TC-FM-GI4-Info-0012023-04 TC-FM-GI4-Info-001 [2023-04] Texas? (Agreed) N/A Gender Gender ID Change - Adult English TC-FM-GI1-100 2019-06 TC-FM-GI1-100 [2019-06] Petition to Change the Sex/Gender Identifier of an Adult Yes Gender Gender ID Change - Adult English TC-FM-GI1-200 2019-06 TC-FM-GI1-200 [2019-06] Final Order to Change the Sex/Gender Identifier of an Adult Yes Gender Gender ID Change - Adult English TC-FM-GI1-Info-0012023-04 TC-FM-GI1-Info-001 [2023-04] What are the steps to change my sex/gender marker in Travis County, Texas? N/A Gender Gender ID Change - Minor English TC-FM-GI3-100 2019-07 TC-FM-GI3-100 [2019-07] Agreed Petition to Change the Sex/Gender Identifier of a Minor Yes Gender Gender ID Change - Minor English TC-FM-GI3-113 2018-04 TC-FM-GI3-113 [2018-04] Statement of Consent of Minor for Change of Sex/Gender Identifier Yes Gender Gender ID Change - Minor English TC-FM-GI3-200 2019-01 TC-FM-GI3-200 [2019-01] Final Order to Change the Sex/Gender Identifier of a Minor Yes Gender Gender ID Change - Minor English TC-FM-GI3-Info-0012023-04 TC-FM-GI3-Info-001 [2023-04] What are the steps to change a minor's sex/gender marker in Travis County, Texas? N/A Housing Eviction Appeal - Landlord English TC-CV-EA2-212 2014-02 TC-CV-EA2-212 [2014-02] Order Releasing Funds [Agreed - Landlord] No Housing Eviction Appeal - Tenant Bilingual TC-CV-EA1-102-B 2017-10 TC-CV-EA1-102-B [2017-10] Defendant/Tenant's Answer [Eviction] / Respuesta del Demandado/inquilino No Tenant's Motion for Appointed Attorney [Eviction] / Moción de inquilino para abogado Housing Eviction Appeal - Tenant Bilingual TC-CV-EA1-104-B 2018-03 TC-CV-EA1-104-B [2018-03] designado No Housing Eviction Appeal - Tenant Bilingual TC-CV-EA1-139-B 2018-03 TC-CV-EA1-139-B [2018-03] Tenant's Cash Deposit Bond [Eviction] / Depósito de fianza en efectivo del inquilino No Housing Eviction Appeal - Tenant Bilingual TC-CV-EA1-140-B 2021-11 TC-CV-EA1-140-B [2021-11] Tenant's Surety Appeal Bond [Eviction] / Fianza de apelación de fiador del inquilino No Housing Eviction Appeal English TC-CV-EA-200 2011-09 TC-CV-EA-200 [2011-09] Final Judgment [Eviction Appeal] No Housing Eviction Appeal - Landlord English TC-CV-EA2-119 2023-06 TC-CV-EA2-119 [2023-06] Landlord’s Sworn Motion for Writ of Possession & Notice of Hearing No Landlord’s Sworn Motion for Release of Funds Housing Eviction Appeal - Landlord English TC-CV-EA2-120 2014-02 TC-CV-EA2-120 [2014-02] After Final Judgment or Dismissal of Appeal No Landlord’s Sworn Motion for Release of Funds Housing Eviction Appeal - Landlord English TC-CV-EA2-121 2023-06 TC-CV-EA2-121 [2023-06] Before Final Judgment or Dismissal of Appeal & Notice of Hearing No Housing Eviction Appeal - Landlord English TC-CV-EA2-122 2014-02 TC-CV-EA2-122 [2014-02] Agreed Motion for Release of Funds [Landlord] No Landlord's Sworn Motion for Writ of Possession Based on Tenant's Failure to Pay Initial Housing Eviction Appeal - Landlord English TC-CV-EA2-123 2014-02 TC-CV-EA2-123 [2014-02] Deposit No Housing Eviction Appeal - Landlord English TC-CV-EA2-206 2014-02 TC-CV-EA2-206 [2014-02] Order Releasing Funds [Landlord] No Housing Eviction Appeal - Landlord English TC-CV-EA2-407 2023-06 TC-CV-EA2-407 [2023-06] Landlord’s Notice of Trial Setting No Page 233 of 468 Eviction Appeal: Frequently Asked Questions for Travis County, Texas - Residential Housing Eviction Appeal - Landlord English TC-CV-EA2-Info-0012023-05 TC-CV-EA2-Info-001 [2023-05] Landlords No Housing Eviction Appeal - Tenant English TC-CV-EA1-102 2017-10 TC-CV-EA1-102 [2017-10] Defendant/Tenant's Answer [Eviction] Yes Housing Eviction Appeal - Tenant English TC-CV-EA1-104 2018-03 TC-CV-EA1-104 [2018-03] Tenant's Motion for Appointed Attorney [Eviction] Yes Housing Eviction Appeal - Tenant English TC-CV-EA1-139 2018-03 TC-CV-EA1-139 [2018-03] Tenant's Cash Deposit Bond [Eviction] Yes Housing Eviction Appeal - Tenant English TC-CV-EA1-140 2021-11 TC-CV-EA1-140 [2021-11] Tenant's Surety Appeal Bond [Eviction] Yes Housing Eviction Appeal - Tenant English TC-CV-EA1-Cover 2021-11 TC-CV-EA1-Cover [2021-11] Eviction Appeal from Justice Court to County Court in Travis County N/A Housing Eviction Appeal - Tenant English TC-CV-EA1-Flowcha2021-12 TC-CV-EA1-Flowchart [2021-12] Steps in an Appeal [Flowchart] N/A Housing Eviction Appeal - Tenant English TC-CV-EA1-Info-0012021-11 TC-CV-EA1-Info-001 [2021-11] I was Evicted; Should I Appeal? N/A How do I Appeal an Eviction for Nonpayment of Rent When I Want to Stay in Rental Housing Eviction Appeal - Tenant English TC-CV-EA1-Info-0022021-11 TC-CV-EA1-Info-002 [2021-11] Unit? N/A In County Court: My County Court Eviction Trial for Nonpayment of Rent when I Want to Housing Eviction Appeal - Tenant English TC-CV-EA1-Info-0032021-11 TC-CV-EA1-Info-003 [2021-11] Stay N/A Law Library - General Library Services English TCLL-Info-001 2023-08 TCLL-Info-001 [2023-08] Need Legal Help? N/A Law Library - General Library Services Spanish TCLL-Info-001-S 2023-08 TCLL-Info-001-S [2023-08] ¿Necesita Ayuda Legal? N/A Name Change Name Change - Adult English FM-NCA-100 2023-10 FM-NCA-100 [2023-10] Petition to Change the Name of an Adult Yes Name Change Name Change - Adult Bilingual FM-NCA-100-B 2023-10 FM-NCA-100-B [2023-10] Petition to Change the Name of an Adult / Petición para cambiar el nombre de un adulto No Name Change Name Change - Adult English FM-NCA1-100 2024-09 FM-NCA1-100 [2024-09] Petition to Change the Name of an Adult (with restrictied file language) Name Change Name Change - Adult English FM-NCA1-200 2024-09 FM-NCA1-200 [2024-09] Order to Change the Name of an Adult (with restricted file language) Name Change Name Change - Adult English FM-NCA-131 2023-10 FM-NCA-131 [2023-10] Amended Petition to Change the Name of an Adult N/A Name Change Name Change - Adult English FM-NCA-200 2023-10 FM-NCA-200 [2023-10] Order Changing the Name of an Adult Yes Name Change Name Change - Adult Bilingual FM-NCA-200-B 2023-10 FM-NCA-200-B [2023-10] Order Changing the Name of an Adult / Orden de cambio de nombre de un adulto No Name Change Name Change - Adult English FM-NCA-409 2020-08 FM-NCA-409 [2020-08] Notice of Nonsuit without Prejudice [Adult Name Change - 2 Cases] Yes Name Change Name Change - Adult English FM-NCA-410 2020-09 FM-NCA-410 [2020-09] Notice of Nonsuit without Prejudice [Adult Name Change - Changed Mind] Yes Name Change Name Change - Adult English FM-NCA-Info-001 2025-08 FM-NCA-Info-001 [2025-08] How to Change Your Name in Travis County, Texas N/A Name Change Name Change - Adult English FM-NCA-Info-002 2023-10 FM-NCA-Info-002 [2023-10] Instructions for Notification of Name Change N/A Name Change Name Change - Child English FM-NCC1-100 2017-12 FM-NCC1-100 [2017-12] Petition to Change the Name of a Child [Filed by Both Parents] Yes Petition to Change the Name of a Child [Filed by Both Parents] / Petición para cambiar el Name Change Name Change - Child Bilingual FM-NCC1-100-B 2017-12 FM-NCC1-100-B [2017-12] nombre de un menor No Name Change Name Change - Child English FM-NCC-113 2016-07 FM-NCC-113 [2016-07] Child's Consent to Name Change Yes Name Change Name Change - Child Bilingual FM-NCC-113-B 2008-06 FM-NCC-113-B [2008-06] Child's Consent to Change Name / El menor está de acuerdo con el cambio de nombre No Name Change Name Change - Child English FM-NCC1-200 2022-06 FM-NCC1-200 [2022-06] Order Changing the Name of a Child [Filed by Both Parents] Yes Order to Change the Name of a Child [Filed by Both Parents] / Orden de cambio de Name Change Name Change - Child Bilingual FM-NCC1-200-B 2022-04 FM-NCC1-200-B [2022-04] nombre de un menor No Name Change Name Change - Child English FM-NCC2-100 2017-06 FM-NCC2-100 [2017-06] Petition to Change the Name of a Child [Filed by One Parent] Yes Name Change Name Change - Child English FM-NCC2-102 2016-07 FM-NCC2-102 [2016-07] Respondent's Answer (to Child Name Change) [Filed by One Parent] Yes Name Change Name Change - Child English FM-NCC2-103 2016-07 FM-NCC2-103 [2016-07] Waiver of Service Only (Specific Waiver) (for Child Name Change) [Filed by One Parent] Yes Name Change Name Change - Child English FM-NCC2-200 2016-07 FM-NCC2-200 [2016-07] Order Changing the Name of a Child [Filed by One Parent] Yes Name Change Name Change - Child English FM-NCC3-100 2017-12 FM-NCC3-100 [2017-12] Petition to Change the Names of Multiple Children [Filed by Both Parents] Yes Name Change Name Change - Child English FM-NCC3-200 2022-04 FM-NCC3-200 [2022-04] Order Changing the Names of Multiple Children [Filed by Both Parents] Yes Name Change Name Change - Child English FM-NCC3-320 2017-03 FM-NCC3-320 [2017-03] Additional Child Exhibit for Name Change of a Child [Filed by Both Parents] Yes Name Change Name Change - Child English FM-NCCH-Checklist 2024-01 FM-NCCH-Checklist [2024-01] Checklist for Name Change of Child/ren Yes Name Change Name Change - Child English TC-FM-NCC1-Inst-0 2017-12 TC-FM-NCC1-Inst-001 [2017-12] Name Change of One Child (When Both Parents Agree) N/A Name Change Name Change - Child English TC-FM-NCC3-Inst-0 2017-12 TC-FM-NCC3-Inst-001 [2017-12] Name Change of Multiple Children (When Both Parents Agree) N/A Name Change Name Change - Child English TCLL-FM-NCC4-100 2023-02 TCLL-FM-NCC4-100 [2023-02] Petition to Change the Names of Multiple Children [Filed by One Parent] Yes Name Change Name Change - Child English TCLL-FM-NCC4-320 2023-02 TCLL-FM-NCC4-320 [2023-02] Additional Child Exhibit [Filed by One Parent] Yes Name Change Name Change - Declaratory English FM-NCD-100 2013-06 FM-NCD-100 [2013-06] Petition for Declaratory Judgment of Name No Name Change Name Change - Declaratory English FM-NCD-200 2013-06 FM-NCD-200 [2013-06] Declaratory Judgment of Name No Name Change Name Change - Family English FM-NCF-100 2011-02 FM-NCF-100 [2011-02] Petition to Change the Name of a Family No Name Change Name Change - Family English FM-NCF-113 2010-06 FM-NCF-113 [2010-06] Child's Consent to Change Name No Name Change Name Change - Family English FM-NCF-200 2011-02 FM-NCF-200 [2011-02] Final Order to Change the Name of a Family No Page 234 of 468Name Change Name Change - Restoring Name English TC-FM-NC-215 2020-04 TC-FM-NC-215 [2020-04] Order Restoring Name Used Before Marriage [Divorce without Children] Yes Order Restoring Name Used Before Marriage [Divorce without Children] / Orden que Name Change Name Change - Restoring Name Bilingual TC-FM-NC-215-B 2020-04 TC-FM-NC-215-B [2020-04] restaura el nombre que se uso antes del matrimonio No Name Change Name Change - Restoring Name English TC-FM-NC-216 2020-04 TC-FM-NC-216 [2020-04] Order Restoring Name Used Before Marriage [Divorce with Children] Yes Order Restoring Name Used Before Marriage [Divorce with Children] / Orden que Name Change Name Change - Restoring Name Bilingual TC-FM-NC-216-B 2020-04 TC-FM-NC-216-B [2020-04] restaura el nombre que se uso antes del matrimonio No ODL Occupational Drivers License English CV-ODL-100 2023-11 CV-ODL-100 [2023-11] Petition for Occupational Driver’s License [General] No Petition for Occupational Driver’s License [Interlock Conviction - Finding of Essential ODL Occupational Drivers License English CV-ODL-100 2023-09 CV-ODL-100 [2023-09] Need (Internal)] Yes ODL Occupational Drivers License English CV-ODL-100 2023-09 CV-ODL-100 [2023-09] Petition for Occupational Driver’s License [Time and Place Restriction (Internal)] Yes Petition for Occupational Driver’s License / Petición para una licencia de conducir ODL Occupational Drivers License Bilingual CV-ODL-100-B 2017-04 CV-ODL-100-B [2017-04] ocupacional No ODL Occupational Drivers License English CV-ODL-111 2023-09 CV-ODL-111 [2023-09] Unsworn Declaration in Support of Petition for Occupational Driver's License N/A ODL Occupational Drivers License English CV-ODL-200 2023-11 CV-ODL-200 [2023-11] Order for Occupational Driver’s License [General] No ODL Occupational Drivers License English CV-ODL-200 2023-09 CV-ODL-200 [2023-09] Order for Occupational Driver’s License [Time and Place Restriction (Internal)] Yes Order for Occupational Driver's License [Interlock Conviction - Finding of Essential Need ODL Occupational Drivers License English CV-ODL-200 2020-01 CV-ODL-200 [2020-01] (Internal)] Yes Order for Occupational Driver's License / Orden para una licencia de conducir ODL Occupational Drivers License Bilingual CV-ODL-200-B 2016-01 CV-ODL-200-B [2016-01] ocupacional No Sworn Affidavit in Support of Petition for Occupational Driver’s License / Declaración ODL Occupational Drivers License Bilingual TC-CV-ODL-111-B 2015-06 TC-CV-ODL-111-B [2015-06] Jurada en Apoyo de la Petición para una Licencia de Conducir Ocupacional No Texas Occupational Drivers License (ODL): If your Texas driver's license was suspended, ODL Occupational Drivers License English TC-ODL-Info-001 2020-01 TC-ODL-Info-001 [2020-01] revoked, or denied but you need to drive . . . N/A La Licencia de Conducir Ocupacional en Texas (ODL): Si su licencia de conducir de Texas ODL Occupational Drivers License English TC-ODL-Info-001-B 2015-12 TC-ODL-Info-001-B [2015-12] fue suspendida, revocada o denegada pero necesita conducir . . . N/A Procedure Address Change English PR-AC-404 2015-12 PR-AC-404 [2015-12] Notice of Current Address No Procedure Address Change Bilingual PR-AC-404-B 2015-12 PR-AC-404-B [2015-12] Notice of Current Address / Aviso de Dirección Actual No Procedure Address Change English PR-AC-405 2023-09 PR-AC-405 [2023-09] Notice of Current Email Address Yes Procedure Address Change English PR-AC-406 2015-12 PR-AC-406 [2015-12] Notice of Employer's Address No Procedure Consolidate English PR-Cons-104 2017-07 PR-Cons-104 [2017-07] Motion to Consolidate No Procedure Consolidate English PR-Cons-204 2018-05 PR-Cons-204 [2018-05] Order on Motion to Consolidate No Procedure Continuance English PR-Cont1-134 2014-09 PR-Cont1-134 [2014-09] Motion for Continuance and Notice of Hearing Yes Motion for Continuance and Notice of Hearing / Petición de prórroga y aviso de Procedure Continuance Bilingual PR-Cont1-134-B 2014-09 PR-Cont1-134-B [2014-09] audiencia Yes Procedure Continuance English PR-Cont1-200 2024-09 PR-Cont1-200 [2024-09] Order on Motion for Continuance Yes Procedure Continuance Bilingual PR-Cont1-200-B 2014-09 PR-Cont1-200-B [2014-09] Order on Motion for Continuance / Orden sobre la petición de prórroga Yes Procedure Continuance English PR-Cont2-104 2017-04 PR-Cont2-104 [2017-04] Agreed Motion for Continuance No Procedure Continuance English PR-Cont2-200 2020-10 PR-Cont2-200 [2020-10] Agreed Order on Motion for Continuance No Motion to Deny Request for De Novo Hearing Procedure De Novo English TC-CV-DNVO-104 2014-09 TC-CV-DNVO-104 [2014-09] and Notice of Hearing No Request for De Novo Hearing Procedure De Novo English TC-CV-DNVO-118 2014-09 TC-CV-DNVO-118 [2014-09] and Notice of Hearing No Procedure De Novo English TC-CV-DNVO-Info-02014-09 TC-CV-DNVO-Info-001 [2014-09] De Novo Hearing Information Sheet No Procedure Default Judgment English PR-DJ-110 2024-05 PR-DJ-110 [2024-05] Certificate of Last Known Address Yes Procedure Default Judgment Bilingual PR-DJ-110-B 2024-05 PR-DJ-110-B [2024-05] Certificate of Last Known Mailing Address/Certificado del Último Domicilio Conocido No Procedure Default Judgment English PR-DJ-111 2015-11 PR-DJ-111 [2015-11] Military Status Affidavit No Procedure Default Judgment English PR-DJ-112 2021-03 PR-DJ-112 [2021-03] Military Status Declaration Yes Procedure Default Judgment Bilingual PR-DJ-112-B 2014-07 PR-DJ-112-B [2014-07] Military Status Declaration/Declaración de Estatus Militar No Procedure Default Judgment English PR-DJ-135 2014-09 PR-DJ-135 [2014-09] Motion to Set Aside Default Judgment and Notice of Hearing No Procedure Default Judgment English PR-DJ-218 2014-09 PR-DJ-218 [2014-09] Order on Motion to Set Aside Default Judgment No Procedure Default Judgment English PR-DJ-Info-001 2017-04 PR-DJ-Info-001 [2017-04] How to Finish a No-Answer Default Family Law Case N/A Page 235 of 468Procedure Default Judgment Spanish PR-DJ-Info-001-S 2018-08 PR-DJ-Info-001-S [2018-08] Cómo terminar un No-responde por defecto el caso de derecho familiar N/A Procedure Default Judgment English TC-PR-DJ-230 2020-05 TC-PR-DJ-230 [2020-05] Statement of Evidence Divorce without Children Yes Procedure Default Judgment Bilingual TC-PR-DJ-230-B 2021-10 TC-PR-DJ-230-B [2021-10] Statement of Evidence [Divorce without Children] / Declaración de pruebas Yes Statement of Evidence Divorce [without Children Together but with Nonmarital Procedure Default Judgment English TC-PR-DJ-231 2020-08 TC-PR-DJ-231 [2020-08] Child/ren] No Procedure Default Judgment English TC-PR-DJ-232 2020-10 TC-PR-DJ-232 [2020-10] Statement of Evidence Divorce with Children Together No Statement of Evidence Divorce with Children Together / Declaración de pruebas de Procedure Default Judgment Bilingual TC-PR-DJ-232-B 2021-10 TC-PR-DJ-232-B [2021-10] divorcio con hijos Yes Procedure Default Judgment English TC-PR-DJ-233 2020-08 TC-PR-DJ-233 [2020-08] Statement of Evidence [with Prior Order] No Procedure Dismissal English PR-Dis1-104 2016-12 PR-Dis1-104 [2016-12] Agreed Motion to Dismiss without Prejudice [Civil Case, Non-Family] No Procedure Dismissal English PR-Dis1-200 2016-12 PR-Dis1-200 [2016-12] Agreed Order Dismissing Case without Prejudice No Procedure Dismissal English PR-Dis1-Info-001 2016-12 PR-Dis1-Info-001 [2016-12] Voluntary Dismissal (Nonsuit) Information Sheet N/A Agreed Motion to Dismiss without Procedure Dismissal English PR-Dis2-104 2016-12 Prejudice [Civil Case, Non-Family] Agreed Motion to Dismiss without Prejudice [2 petitioners] No Agreed Motion to Dismiss without Agreed Motion to Dismiss without Prejudice [Counter-Petitioner and Counter- Procedure Dismissal English PR-Dis3-104 2016-12 Prejudice [Civil Case, Non-Family] Respondent] No Procedure DWOP - Reinstate English TC-PR-Rei-104 2016-01 TC-PR-Rei-104 [2016-01] Motion to Reinstate Case on Docket No Procedure DWOP - Reinstate English TC-PR-Rei-200 2016-12 TC-PR-Rei-200 [2016-12] Order on Motion to Reinstate Case on Docket No Procedure DWOP - Reinstate and Retain English TC-PR-DWOP-Info-001 TC-PR-DWOP-Info-001 [] How to Retain or Reinstate a Case Dismissed by the Court No Procedure DWOP - Retain English TC-PR-Ret-104 2016-01 TC-PR-Ret-104 [2016-01] Motion to Retain Case on Docket No Procedure DWOP - Retain English TC-PR-Ret-200 2014-02 TC-PR-Ret-200 [2014-02] Order on Motion to Retain Case on Docket No Procedure Fee Waiver English PR-FW-104 2015-01 PR-FW-104 [2015-01] Motion to Contest Affidavit of Indigency No Procedure Fee Waiver English PR-FW-200 2015-01 PR-FW-200 [2015-01] Order Waiving Court Costs No Procedure Fee Waiver English PR-FW-241 2015-01 PR-FW-241 [2015-01] Agreed Order to Pay Court Costs (Filing Party to Pay) No Procedure Fee Waiver English PR-FW-242 2015-01 PR-FW-242 [2015-01] Order to Pay Court Costs (Filing Party to Pay) No Procedure Fee Waiver English PR-FW-243 2015-01 PR-FW-243 [2015-01] Order to Pay Court Costs (Opposing Party to Pay) No Procedure Fee Waiver English TX-Pay-112 2022-10 TX-Pay-112 [2022-10] Statement of Inability to Afford Payment of Court Cost or an Appeal Bond Yes Statement of Inability to Afford Payment of Court Cost or an Appeal Bond / Declaración Procedure Fee Waiver Bilingual TX-Pay-112-Bilingua2022-10 TX-Pay-112-Bilingual [2022-10] sobre incapacidad de pago de costas de tribunal y fianza de apelación Yes Procedure Hearing English TC-PR-Hearing-411 2020-11 TC-PR-Hearing-411 [2020-11] Notice of Videoconference Court Hearing [Civil] No Procedure Injunction English PR-CMI-104 2016-08 PR-CMI-104 [2016-08] Motion to Clarify Mutual Injunction & Notice of Hearing No Procedure Injunction English PR-CMI-200 2016-08 PR-CMI-200 [2016-08] Order Clarifying Mutual Injunction No Procedure Language Interpreter English PR-LI-104 2023-07 PR-LI-104 [2023-07] Motion to Appoint a Language Interpreter No Motion to Appoint a Language Interpreter / Moción para designar a un intérprete de Procedure Language Interpreter Bilingual PR-LI-104-B 2014-02 PR-LI-104-B [2014-02] lenguaje No Procedure Language Interpreter English PR-LI-200 2016-11 PR-LI-200 [2016-11] Order Appointing Language Interpreter No Procedure Language Interpreter Bilingual PR-LI-200-B 2014-07 PR-LI-200-B [2014-07] Order Appointing Language Interpreter / Orden que designa a un interprete de lenguaje No Procedure Language Interpreter English TC-PR-LIFW-112 2024-11 TC-PR-LIFW-112 [2024-11] REQUEST FOR COURT LANGUAGE INTERPRETATION SERVICES No Procedure Language Interpreter English TC-PR-LIFW-200 2024-08 TC-PR-LIFW-200 [2024-08] Order Qualifying Party for Court Interpretation Services No Procedure New Trial English TC-PR-NT-104 2014-09 TC-PR-NT-104 [2014-09] Motion for New Trial and Notice of Hearing No Procedure New Trial English TC-PR-NT-200 2014-09 TC-PR-NT-200 [2014-09] Order on Motion for New Trial No Procedure Nonsuit - Civil English PR-Non1-200 2016-12 PR-Non1-200 [2016-12] Order Granting Notice of Nonsuit Without Prejudice No Procedure Nonsuit - Civil English PR-Non1-408 2023-03 PR-Non1-408 [2023-03] Notice of Nonsuit without Prejudice No Procedure Nonsuit - DNC English PR-Non2-200 2023-03 PR-Non2-200 [2023-03] Order Granting Nonsuit No Procedure Nonsuit - DNC English PR-Non2-408 2023-03 PR-Non2-408 [2023-03] Notice of Nonsuit without Prejudice No Procedure Nonsuit - DNC English PR-Non2-408-B 2019-05 PR-Non2-408-B [2019-05] Notice of Nonsuit No Procedure Nonsuit - DNC English PR-Non2-413 2023-08 PR-Non2-413 [2023-08] Agreed Notice to Nonsuit Yes Procedure Nonsuit - DWC English PR-Non3-200 2012-09 PR-Non3-200 [2012-09] Order Granting Nonsuit No Procedure Nonsuit - DWC English PR-Non3-408 2023-03 PR-Non3-408 [2023-03] Notice of Nonsuit without Prejudice No Page 236 of 468Procedure Nonsuit - DWC English PR-Non3-413 2023-08 PR-Non3-413 [2023-08] Agreed Notice to Nonsuit No Procedure Nonsuit - SAPCR English PR-Non4-200 2012-09 PR-Non4-200 [2012-09] Order Granting Nonsuit No Procedure Nonsuit - SAPCR English PR-Non4-408 2023-03 PR-Non4-408 [2023-03] Notice of Nonsuit without Prejudice No Procedure Nunc Pro Tunc English PR-NPT1-104 2017-01 PR-NPT1-104 [2017-01] Agreed Motion for Judgment to Correct Clerical Mistake (Nunc Pro Tunc) No Procedure Nunc Pro Tunc Bilingual PR-NPT1-104-B 2016-08 PR-NPT1-104-B [2016-08] Agreed Motion for Judgment to Correct Clerical Mistake (Nunc Pro Tunc) No Procedure Nunc Pro Tunc English PR-NPT1-200 2020-02 PR-NPT1-200 [2020-02] Order on Motion for Judgment to Correct Clerical Mistake (Nunc Pro Tunc) No Procedure Nunc Pro Tunc Bilingual PR-NPT1-200-B 2013-09 PR-NPT1-200-B [2013-09] Order on Motion for Judgment to Correct Clerical Mistake (Nunc Pro Tunc) No Procedure Nunc Pro Tunc English PR-NPT2-104 2017-01 PR-NPT2-104 [2017-01] Motion for Judgment to Correct Clerical Mistake (Nunc Pro Tunc) and Notice of Hearing No Procedure Posting English TC-PR-Pos-111 2014-02 TC-PR-Pos-111 [2014-02] Affidavit for Citation by Posting No Procedure Posting English TC-PR-Pos-112 2020-09 TC-PR-Pos-112 [2020-09] Declaration in Support of Service by Posting Yes Declaration in Support of Service by Posting / Declaración de apoyo a la citación por Procedure Posting Bilingual TC-PR-Pos-112-B 2020-09 TC-PR-Pos-112-B [2020-09] publicación en las puertas del tribunal No Procedure Posting English TC-PR-Pos-130 2020-08 TC-PR-Pos-130 [2020-08] Statement of Evidence [Divorce without Children - Posting] No Procedure Posting Bilingual TC-PR-Pos-130-B 2009-11 TC-PR-Pos-130-B [2009-11] Statement of Evidence [Divorce without Children - Posting] / Declaración de pruebas No Procedure Posting English TC-PR-Pos-Info-001 2023-03 TC-PR-Pos-Info-001 [2023-03] How to Give Notice by Posting N/A Procedure Posting Spanish TC-PR-Pos-Info-001 2011-07 TC-PR-Pos-Info-001-S [2011-07] ¿Cómo dar aviso legal mediante publicación en el tribunal? N/A Procedure Publication English TC-PR-Pub-104 2019-09 TC-PR-Pub-104 [2019-09] Motion for Service by Publication Yes Procedure Publication English TC-PR-Pub1-111 2014-02 TC-PR-Pub1-111 [2014-02] Affidavit for Citation by Publication [Divorce with Children] No Petitioner's Supporting Affidavit for Citation by Publication / Affidávit de apoyo del Procedure Publication Bilingual TC-PR-Pub1-111A-B2011-01 TC-PR-Pub1-111A-B [2011-01] peticionario No Affidavit for Citation by Publication [Divorce with Children] / Affidávit para citación Procedure Publication Bilingual TC-PR-Pub1-111-B 2011-01 TC-PR-Pub1-111-B [2011-01] mediante publicación No Procedure Publication English TC-PR-Pub-112 2020-09 TC-PR-Pub-112 [2020-09] Declaration in Support of Service by Publication No Declaration in Support of Service by Publication / Declaración de apoyo a la citación por Procedure Publication Bilingual TC-PR-Pub-112-B 2020-09 TC-PR-Pub-112-B [2020-09] publicación No Procedure Publication English TC-PR-Pub1-130 2014-02 TC-PR-Pub1-130 [2014-02] Statement of Evidence [Citation by Publication - Divorce with Children] No Statement of Evidence [Citation by Publication - Divorce with Children] / Declaración de Procedure Publication Bilingual TC-PR-Pub1-130-B 2011-01 TC-PR-Pub1-130-B [2011-01] pruebas No Procedure Publication English TC-PR-Pub-200 2021-07 TC-PR-Pub-200 [2021-07] Order on Motion for Service by Publication No Procedure Publication English TC-PR-Pub2-130 2012-11 TC-PR-Pub2-130 [2012-11] Statement of Evidence [Citation by Publication - Other] No Procedure Publication English TC-PR-Pub3-104 2023-09 TC-PR-Pub3-104 [2023-09] Motion for Appointment of Attorney Ad Litem Yes Motion for Appointment of Attorney Ad Litem / Petición de nombramiento de abogado Procedure Publication Bilingual TC-PR-Pub3-104-B 2023-09 TC-PR-Pub3-104-B [2023-09] Ad Litem Yes Procedure Publication English TC-PR-Pub3-200 2023-09 TC-PR-Pub3-200 [2023-09] Order Appointing Pro Bono Attorney Ad Litem Yes Order Appointing Pro Bono Attorney Ad Litem / Orden para el nombramiento de un Procedure Publication Bilingual TC-PR-Pub3-200-B 2023-09 TC-PR-Pub3-200-B [2023-09] abogado voluntario Ad Litem Yes Procedure Publication English TC-PR-Pub3-210 2023-09 TC-PR-Pub3-210 [2023-09] Order Discharging g g Pro Bono Attorney y Ad Litem / p j g Yes Procedure Publication Bilingual TC-PR-Pub3-210-B 2023-09 TC-PR-Pub3-210-B [2023-09] voluntario Ad Litem Yes Procedure Publication English TC-PR-Pub-Inst-001 2021-09 TC-PR-Pub-Inst-001 [2021-09] Service by Publication in Travis County N/A Procedure Publication Bilingual TC-PR-Pub-Inst-001 2011-07 TC-PR-Pub-Inst-001-B [2011-07] ¿Cómo dar aviso legal mediante publicación en el periódico? No TC-PR-Safety-Info- Procedure Safety English 001 2022-02 TC-PR-Safety-Info-001 [2022-02] Protective Order, Restraining Order, Peace Bond Information Sheet N/A Procedure Safety Spanish TC-PR-Safety-Info-02022-02 TC-PR-Safety-Info-001-B [2022-02] Orden de protección, orden de alejamiento, fianza de paz N/A Procedure Service Out of County English PR-SOC-108 2023-03 PR-SOC-108 [2023-03] Letter for Service Out-of-County No Procedure Service Out of County Bilingual PR-SOC-108-S 2023-03 PR-SOC-108-S [2023-03] Letter for Service Out-of-County No Procedure Service Out of County English PR-SOC-Info-001 2023-03 PR-SOC-Info-001 [2023-03] How to Serve a Respondent Outside the Travis County Area N/A Procedure Service Out of County Spanish PR-SOC-Info-001-S 2023-03 PR-SOC-Info-001-S [2023-03] How to Serve a Respondent Outside the Travis County Area N/A Procedure Withdrawal of Attorney English TC-PR-WA-104 2016-02 TC-PR-WA-104 [2016-02] Motion for Withdrawal of Attorney (filed by Client) No Procedure Withdrawal of Attorney English TC-PR-WA-136 2016-02 TC-PR-WA-136 [2016-02] Motion for Withdrawal of Attorney (filed by Client) [No Hearing] No Procedure Withdrawal of Attorney English TC-PR-WA-200 2016-02 TC-PR-WA-200 [2016-02] Order on Motion for Withdrawal of Attorney No Page 237 of 468 REQUEST #7: CLS PAID INTERNSHIP PROGRAM Program: Community Legal Services Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 Request FY 2027 Recommendation FY 2028 Estimate FY 2029 Estimate Personnel 191,600 13,455 13,455 13,455 Operating 23,175 1,545 1,545 1,545 Subtotal $ 214,775 $ 15,000 $ 15,000 $ 15,000 Capital - - - - Dpt Total $ 214,775 $ 15,000 $ 15,000 $ 15,000 Earmark Allocated - - - - Earmark CAR - - - - Total Earmarks $ - $ - $ - $ - Dpt Total + Earmarks $ 214,775 $ 15,000 $ 15,000 $ 15,000 FTEs - - - - DEPT. SUMMARY OF REQUEST Community Legal Services (CLS) requests ongoing resources to establish a paid internship program across multiple divisions. The program will build a dedicated pipeline to secure up-and-coming legal talent and help free them from attorney and social worker shortages. Paid internships can create a dedicated pipeline of young attorneys—and social workers—into Travis County. While local government salaries and benefits will never compete with large firms, paid internships can remove an obstacle, providing students with enough money to pay for rent and groceries for the duration of their internship. Paid internship programs ensure greater access to critical career pathways for talented individuals. Not everyone can afford to take an unpaid internship. Limiting the pool of applicants based on existing access to resources inherently excludes otherwise qualified candidates. Therefore, dedicated ongoing resources for legal internship programs is crucial for ensuring Travis County maintains a robust, cost-efficient pipeline to bring diverse talent into its system of justice. CLS reports that paid internships also create a program that they can advertise when they visit law schools in Texas and beyond. CLS is requesting ongoing resources to establish paid internship programs across its programs and divisions in three major categories: legal interns, social work interns, and fellowship interns. The table below breaks down these totals: Program Legal Interns Social Work Interns Fellowship Interns Total CLS (Admin) 1 - - 1 OPR 3 4 - 7 TCCR 2 1 - 3 Law Library - - 2 2 OFD 2 - - 2 Total Interns 8 5 2 15 Legal Interns: Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 22 of 37 Page 238 of 468 Travis County is fortunate to have a top-20 law school in the region and nine additional law schools across the state. The Department just needs a way to encourage them to work in Travis County public defense. Paid internships are key to recruiting and retaining young attorneys. Legal interns can assist with many legal tasks such as legal research and memo writing, client visitation, investigation, motion drafting, and assisting at motion hearings and trials. A legal intern can help the Department better serve clients and patrons while propelling Travis County as a nationally recognized provider of legal services. Law interns can serve across multiple divisions including Administrative Office (County Executive Office), Office of Parental Representation (OPR), Travis County Child Representation (TCCR), Lora Livingston Law Library (L4), and Office of First Defense (OFD). Paid legal internships can help recruit law students to Travis County by removing financial obstacles, providing them with real legal skills, and create a lasting experience that encourages budding lawyers to live and work here. CLS reports that Legal Interns would complete 480 hours of work during a summer internship, earning $26 per hour, as advised by HRMD. Social Work Interns: Travis County is also fortunate to have a top-tier social work school down the road but just needs a way to recruit and keep up-and-coming social workers. Thanks to County investment, several CLS divisions have robust social work programs that have made a tremendous difference for CLS clients. Social worker interns can assist with many tasks including meeting with clients and connecting them with mental health resources, employment resources, therapy, housing resources, substance resources, and training and education programs. Social work internships are crucial to promoting best practices and providing a dedicated pipeline to a chronically underfunded and underemphasized social service. CLS included in their budget submission a proposal for 480 hours of work over a summer semester, earning $22 per hour. However, PBO confirmed that Master of Social Work Students have different hour requirements and schedules for their practicums as mandated by their Council on Social Work Education (CSWE). All Master of Social Work (MSW) students must complete 900 hours of practicum work, typically split up between two internships, one for each year of schooling. At the University of Texas at Austin’s School of Social Work, first year MSW students complete 400 hours over fall and spring semester, working around 16 hours per week. Second year MSW students complete 500 hours in one of two ways – either students complete all 500 hours during spring semester, which is done by working 36 hours per week, or they complete all 500 hours split between spring and summer semesters, which is done by working 25 hours per week. Fellows: While semester-long social work and legal internships have the potential to benefit other CLS programs, the needs of the Law Library are different. The Law Library does not offer services conducive to the standard three-month academic internship. Instead, the Law Library believes that an internship in the form of a six-month part-time fellowship would better fit the programs needs while offering students a more valuable and beneficial educational experience. Therefore, the Law Library is requesting additional resources to establish a fellowship program to support two (2) half time, 6-month duration fellows annually. The table below depicts the cost of the two Law Library Fellows, five social work interns, and eight legal interns as requested by the Department. The table below depicts the cost of the two Law Library Fellows, five social work interns, and eight legal interns as requested by the Department. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 23 of 37 Page 239 of 468 Legal MSW Fellows Total Quantity 8 5 2 15 Hours per Internship 480 500 520 N/A Hourly Rate $26 $22 $22 N/A Total Personnel $13,455 $11,859 $12,333 $37,647 Total Operating $1,545 $1,545 $1,545 $23,175 Cost for 1 intern $15,000 $13,404 $13,878 $42,282 Total Cost $119,998 $67,021 $27,757 $214,775 The total amount for personnel includes the hourly rate for the salaries as well as FICA and WCI contributions, and the total amount for operating includes funds for supplies, Adobe licenses, and travel/mileage. During the FY 2026 budget process, PBO recommended $15,000 in one-time funds for CLS to host a law intern during the summer of 2026 as a pilot program. CLS reports that this intern has been able to gain inside knowledge of what happens inside the world of public defense by working on multiple projects and conducting legal research regarding criminal and civil issues related to the legal services provided by Travis County and Community legal Services. CLS shared the following project summaries from what their intern has been working on thus far: Family Representation Research The CLS intern has researched all the different cases that fall under the large umbrella of family representation. In addition, the intern has researched and synthesized different Texas statues and how they were applied to a set of facts given. The final task for this memorandum was to determine if Texas has any explicit statues against attorneys filing overly broad pleadings. This project taught the intern what cases are categorized as family representation, the complexities of Texas statutes, and the standard for filing pleading. CJCC Legal Research The intern has researched what laws in Texas govern the creation of a Criminal Justice Coordinating Council (CJCC), allowing the intern to gain a greater understanding of what a CJCC is and helped the office in the creation of a one-pager to present to the County Judge to pitch the idea of a CJCC in Travis County. Senate Bill 2 Research After the intern concluded their research on CJCC creation, they began to synthesize the Texas Senate Bill 2. The intern was tasked with determining how the 3.5% carve out operates, how the 5% carve out for public defense operates, whether it is worth the effort to use the 5%, and whether the bill included civil case expenses. The intern had the opportunity to research alongside CLS’s Financial Analyst to gain an understanding how property tax revenue allows counties to leverage matching state grants through the Texas Indigent Defense Commission (TIDC) to fully implement and operate public defense offices. Interim Charge Testimony Research The intern also worked on an interim charge testimony by watching criminal jurisprudence and witnessing several attorneys and residents of rural counties give suggestions on how to assist the attorney shortage in their areas. Speakers presented ideas from high school pipelines to loan forgiveness. Through this project the intern gained insight into counties in Texas where defendants are not receiving representation because of the attorney shortage. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 24 of 37 Page 240 of 468 Interlocal Agreement Drafting with County Attorney and CLS Following the analysis on the attorney shortage crisis in rural counties, the intern was tasked with editing an interlocal agreement for a study with Texas A&M on the County’s Counsel at First Appearance (CAFA) practices. Although this was the intern’s first time drafting an interlocal agreement, they were able to use a past interlocal contract and a previous study conducted by Texas A&M as reference. Immigration Law Enforcement Research The intern worked on the analysis of two pleadings filed on by Attorney General Paxton and was tasked to figure out what arguments Paxton argued, and how the judge ruled on the pleadings he filed. The intern also gave an analysis of a proposed bill by Capriglione. Emergency Protective Order Research: The intern completed a breakdown of emergency protective order, detailing how they operate in Travis County and Texas overall. Lastly, the intern is currently working on gathering demographic information on public defense offices in the nation, Texas, and in Travis County, as well as examining the anti-supplanting language of §79.037 TX Fair Defense Laws and how other states implement such rules. The County Executive of CLS reports that as the only attorney in the County Executive’s office, having a legal intern supports legal needs and research through Lexis-Nexis that would ideally be conducted by a Law Clerk or Deputy Director. The County Executive keeps track of projects over the course of the year and is able to hand these off to a summer legal intern. By continuing to expand this internship program, CLS will continue to benefit by addressing legal needs, which include summarizing an area of law, researching statutory or constitutional questions, figuring out legal-policy questions, helping to draft scope of legal services, and ultimately, strengthening the attorney pipeline to Travis County’s public defense system. BUDGET REQUEST PERFORMANCE MEASURES Projected Projected Projected FY 2027 FY 2028 Actual Actual Revised FY 2027 Measure Measure FY 2024 FY 2025 FY 2026 Measure at with Added with Added Measure Measure Measure Measure Base Level Funding Funding Existing Measures CLS Interns Hired N/A 0 1 0 15 15 CLS Internships Completed N/A 0 TBD 0 15 15 CLS Internship Satisfaction Survey N/A N/A TBD N/A 100% 100% PBO RECOMMENDATION PBO recommends $15,000 in ongoing resources to fund one legal intern in CLS on an annual basis. While PBO is currently unable to recommend more funds for additional interns due to limited resources, PBO understands the critical work that interns can contribute to Travis County and how internships can act as a recruiting method to fill vacant positions within the County. As CLS continues to grow and has limited capacity to take on additional tasks and projects surrounding legal research and policy questions, having a legal intern that can support the Department will be extremely beneficial for the CLS Executive team. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 25 of 37 Page 241 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & CLS Paid Internship Program 07 Priority # of Request: Name of Program from PB-3: Community Legal Services Mandated Program (Yes/No) No Total Amount of Request: $243,383 Collaborating Departments/Agencies: N/A Request Contact (Name/Phone): Geoff Burkhart – (512) 808-8333 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Community Legal Services (CLS) requests ongoing resources to establish a paid internship program across multiple divisions. The program will build a dedicated pipeline to secure up-and- coming legal talent and help free us from attorney and social worker shortages. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Problem For decades, Travis County has worked to provide high-quality legal representation under the weight of state law and the United States and Texas Constitutions. But now, that work is frustrated by mass attorney and social worker shortages. Like many Texas counties, Travis County has long relied primarily on private assigned counsel for criminal and civil public defense. But the pool of private assigned attorneys is drying up. This chart, for example, shows that we have lost ½ of all CAPDS attorneys in the past decade, going from 250 down to 125 attorneys. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 242 of 468 Young attorneys’ career choices are driving attorney shortages: • Harris County and the Metroplex each have three law schools in their backyard. Many of their students stay in those urban areas. Travis County, however, has just one law school: UT Law. Many UT Law students leave Travis County for employment. • UT Law is a Top 20 law school that produces a disproportionate number of students who join large law firms, where the median starting salary is $225,000—more than double the starting salary for Travis County public defenders. • Among the few UT Law graduates who wish to practice civil or criminal public defense, many go out-of-state to elite, established public defense offices, including Public Defender Service in Washington, D.C., or Bronx Defenders in New York. • Even fewer UT Law students wish to start their own criminal defense practice and join the CAPDS list, given average six-figure law school debt, lack of steady salary, lack of benefits, and a long runway before a first paycheck. • Austin is the most expensive city in Texas, but Travis County pays public defenders less than its other urban counterparts. • Legal internships at large firms often pay $40,000 - $60,000 for a summer’s worth of work (see, for example Latham & Watkins or Ropes & Gray), while Travis County legal internships are unpaid. It is, in short, an uphill battle for Travis County to create an abundance of public defense lawyers. It is, however, possible. Key to addressing the shortage is building a pipeline of new attorneys and social workers. Solution Paid internships are necessary to solving our attorney shortage. Paid internships can create a dedicated pipeline of young attorneys—and social workers—into Travis County. Our summer salaries and benefits will never compete with large firms. However, paid internships can remove an obstacle, providing students with enough money to pay for rent and groceries for a summer in Travis County. Paid internship programs ensure greater access to critical career pathways for talented individuals. Not everyone can afford to take an unpaid internship. Limiting the pool of applicants based on existing access to resources inherently excludes otherwise qualified candidates. Therefore, dedicated ongoing resources for legal internship programs is crucial for ensuring Travis County maintains a robust, cost-efficient pipeline to bring diverse talent into its system of justice. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 243 of 468Paid internships also create a program that we can then advertise as we visit law schools in Texas and beyond. CLS is requesting ongoing resources to establish paid internship programs across its programs and divisions in three major categories: legal interns, social work interns, and fellowship interns: Program Legal Interns Social Work Interns Fellowship Interns Total CLS (Admin) 1 - - 1 OPR 3 4 - 7 TCCR 2 1 - 3 Law Library - - 2 2 OFD 2 - - 2 Total Interns 8 5 2 15 Legal Interns: Travis County is fortunate to have a top-20 law school in our backyard and nine additional law schools across the state. We just need a way to encourage them to work in Travis County public defense. Paid internships are key to recruiting and retaining young attorneys. Legal interns can assist with many legal tasks: • Legal research and memo writing • Client visitation • Investigation • Motion drafting • Assisting at motion hearings and trials A legal intern can help us better serve clients and patrons while propelling Travis County as a nationally recognized provider of legal services. Law interns can serve across multiple divisions: • Administrative Office (County Executive Office) • Office of Parental Representation (OPR) • Travis County Child Representation (TCCR) • Lora Livingston Law Library (L4) • Office of First Defense (OFD) Paid legal internships can help recruit law students to Travis County by removing financial obstacles, provide them with real legal skills, and create a lasting experience that encourages budding lawyers to live and work here. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 244 of 468 Social Work Interns: Travis County is also fortunate to have a top-tier social work school in our backyard. Here, too, we just need a way to recruit and keep up-and-coming social workers. Thanks to County investment, several CLS divisions have robust social work programs that have made a tremendous difference for our clients. Social worker interns can assist with many tasks: • Meeting with clients • Connecting clients with mental health resources • Connecting clients with employment resources • Connecting clients with therapy • Connecting clients with housing resources • Connecting clients with substance resources • Connecting clients with training and education programs Social work internships are crucial to promoting best practices and providing a dedicated pipeline to a chronically underfunded and underemphasized social service. Fellows: While semester-long social work and legal internships have the potential to benefit other CLS programs, the needs of the Law Library are different. The Law Library does not offer services conducive to the standard three-month academic internship. Instead, the Law Library believes that an internship in the form of a part-time (½ year, ½ time) fellowship would better fit the programs needs while offering students a more valuable and beneficial educational experience. Therefore, the Law Library is requesting additional resources to establish a fellowship program to support two (2) half time, 6-month duration fellows annually. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 245 of 468 The desired outcome is to develop robust, dedicated pipelines for new legal and social work talent to enter critical sectors of Travis County’s system of justice in a way that expands access to those who could not otherwise afford to take on unpaid internships. The requested amounts are based on Travis County guidance on paid legal internships. Community Legal Services does not currently maintain available funding to host such a robust system of paid legal, social work, and fellowship interns on an ongoing basis. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? CLS will measure the program’s success based on the following criteria: • Was the Department able to timely hire qualified interns? • Do the interns meaningfully contribute to the Department’s goal of providing access to high-quality legal services? • Did the interns gain valuable legal skills and experiences? There will be no independent evaluation, as it would be costly. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. CLS anticipates that these internship programs will help Travis County reach its goal of becoming a nationally recognized community legal services provider by doing the following: • Help identify strengths and weaknesses in our legal services funding and provision • Help identify and adopt national standards and best practices • Help identify ways to make Travis County legal services more efficient and effective, including researching legal technology, legal artificial intelligence, and other legal services systems The legal intern may also pave the way for a strong legal internship program for all seven of our departments, divisions, and nonprofits, creating a legal services pipeline from our law schools into our direct legal services providers’ offices. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 246 of 4686. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) If approved, each CLS division will be able to post and recruit for internship positions once funding is made available on October 1, 2026. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. The legal interns will positively impact Community Legal Services and its seven departments, divisions, and nonprofits. The intern will likely not have a direct impact on other County departments. They will, however, have a positive impact on community groups and others through our community outreach and engagement. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N Y If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Multiple Name/Location Floor/Suite/Office # FY 2027 Budget Request Proposal (PB-4) v1.0 Page 247 of 468 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Standard employee laptop and equipment on a temporary basis. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 248 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: CLS Paid Internship Program SBP Program: CLS Admin Budget Request Priority #: 7 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Legal Interns 141 Community Legal Services 8.00 1410010001 $ 99,840 $ 7,798 $ 107,638 Social Work Interns 141 Community Legal Services 5.00 1410010001 $ 55,000 $ 4,296 $ 59,296 Law Library Fellowship 141 Community Legal Services 2.00 1410010001 $ 22,880 $ 1,788 $ 24,668 0 $ - $ - 0 $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: Ongoing 100% 1410010001 $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL - $ 177,720 $ 13,882 $ 191,602 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Other Services 0001 1410010001 511900 Ongoing $ 11,250 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410010001 512090 Ongoing $ 10,275 Supplies & Equipment Cloud Based Subscription Services 0001 1410010001 511671 Ongoing $ 1,650 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 23,175 $ 23,175 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 214,777 $ 214,777 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ - $ 214,777 $ 214,777 141 - PB5 07 - CLS Paid Internship Program_VERIFIED FOR HEARING.xlsx Page 249 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & CLS Deputy Director (1.0 FTE) 08 Priority # of Request: Name of Program from PB-3: Community Legal Services Mandated Program (Yes/No) No Total Amount of Request: $233,782 Collaborating Departments/Agencies: N/A Request Contact (Name/Phone): Geoff Burkhart – (512) 808-8333 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Community Legal Services (CLS) Department requests ongoing resources for the creation of a CLS Deputy Director position (1.0 FTE) to align its leadership staff with comparable Travis County departments, create much-needed executive function capacity, and create a critical succession role for the Department. The requested position would serve as deputy to the CLS County Executive and help lead legal services for Travis County. CLS has submitted a request for a new job title based on the existing IJPA Deputy Director position (C22) along with this request. If approved, this request would increase CLS’s FTE count by 1.0 FTE. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? This request is to create a CLS Deputy Director position. This will (1) align CLS with comparable departments; (2) create much-needed capacity for executive function; and (3) create a critical succession role in leadership for a department that provides constitutionally and statutorily mandated services for people in Travis County experiencing some of the worst moments in their lives. (1) Align CLS with Comparable Departments CLS is the newest among county-executive-led departments. Thanks to Commissioners Court investment, we have quickly caught up with most other departments with regard to office manager staff, tech staff, and finance staff. However, we still lag behind other departments with regard to a key role: Deputy Director. Although creating a Deputy Director role is important with regard to equity among departments, the role is also much needed with regard to both executive function and succession planning: (2) Create Much-Needed Capacity for Executive Function CLS comprises a $50 million budget, over 200 staff, over 100 contractors, and seven distinct offices: FY 2027 Budget Request Proposal (PB-4) v1.0 Page 250 of 468 • Lora Livingston Law Library • Office of Parental Representation • Travis County Child Representation • Dispute Resolution Center • Public Defender’s Office • Capital Area Private Defender Service • Office of First Defense The County Executive serves as a conductor, organizing, supporting, and envisioning future legal services for each of the entities and more. That work includes the following: • Weekly one-on-one meetings with each department, division, and nonprofit leader • Regular meetings with finance, including budget, purchasing, auditors, and internal finance staff • Regular meetings with tech staff, including ITS, Courts IT, and internal tech staff • Regular meetings with internal HR staff, office managers, and HRMD • Regular meetings with legal staff, including the County Attorney • Regular meetings with commissioners • Regular meetings with judges • Regular meetings with community members • Regular meetings with vendors • Project-specific meetings, including CAFA and Diversion Center meetings • Regular meetings with internal and external researchers Travis County has hired strong leadership and executives for nearly all its departments. But, there are limits to what a single person can do. A Deputy Director role is necessary to ensure sufficient capacity to not only support current operations, but also to serve special project functions, such as CAFA Magistration, Mental Health Diversion, and similar future projects. (3) Create a Critical Succession Role for a Department CLS’s constitutionally and statutorily mandated legal services cannot stop. Public defense, child representation, and parental representation are legally mandated services that must continue, rain or shine, emergency or no. CAFA Magistration alone, for instance, must continue 365 days a year, two shifts a day. The current County Executive plans to help lead the office for years to come. However, if an accident or other unforeseeable event occurs, or the county executive is temporarily absent because of vacation, injury, or medical procedures, CLS cannot be rudderless. The Deputy Director position will help maintain continuous legal representation and legal services as mandated by the United States Constitution, Texas Constitution, and laws of the State of Texas. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 251 of 4683. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. The intended results are to create additional required executive capacity and succession and redundancy for leading CLS. CLS does not currently have resources available to internally fund a Deputy Director position. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? Success will be measured along the following criteria: • Was CLS able to draft a compelling job profile? • Was CLS able to recruit a wide and deep pool of Deputy Director candidates? • Was CLS able to hire a qualified Deputy Director? • Is the Deputy Director capable of interacting with department, division, and nonprofit leads? • Does the Deputy Director add value to community members in need of legal services? • Should the County Executive be absent, can the Deputy Director ensure that quality legal services continue without interruption? 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. Funding this position will align CLS with comparable county-executive-led departments. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) CLS anticipates being able to post, recruit, and hire staff for the new role within three months of funding availability. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 252 of 4687. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. N/A 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Routine set up. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 253 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: CLS Deputy Director (1.0 FTE) SBP Program: CLS Admin Budget Request Priority #: 8 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total CLS Deputy Director 141 Community Legal Services 1.00 100% 1410010001 $ 160,628 $ 55,839 $ 216,467 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 1.00 $ 160,628 $ 55,839 $ 216,467 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cloud Based Subscription Services 0001 1410010001 511671 Ongoing $ 110 Services Cellular (Air) Time Usage 0001 1410010001 511700 Ongoing $ 360 Travel & Professional Development Training Material/Books 0001 1410010001 512070 Ongoing $ 3,000 Travel & Professional Development Registration Conferences/Seminars 0001 1410010001 512050 Ongoing $ 3,000 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410010001 512090 Ongoing $ 3,000 Travel & Professional Development Routine Mileage 0001 1410010001 512100 Ongoing $ 3,000 Travel & Professional Development Subscriptions & Publications 0001 1410010001 512060 Ongoing $ 250 Supplies & Equipment Computer Equipment & Peripherals 0001 1410010001 510070 Ongoing $ 300 Supplies & Equipment Office Supplies 0001 1410010001 510220 Ongoing $ 250 Supplies & Equipment Office Furniture 0001 1410010001 510210 One-time $ 2,000 Travel & Professional Development Professional Membership 0001 1410010001 512040 Ongoing $ 155 Travel & Professional Development Professional Licenses 0001 1410010001 512030 Ongoing $ 385 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 2,000 $ 13,810 $ 15,810 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 2,600 $ - $ 2,600 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 2,600 $ - $ 2,600 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 2,000 $ 230,277 $ 232,277 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 4,600 $ 230,277 $ 234,877 141 - PB5 08 - CLS Deputy Director (1.0 FTE)_VERIFIED.xlsx Page 254 of 468 anticipated compensation, PBO was unable to make recommendations as part of the FY 2026 Preliminary Budget. The request went to a budget hearing, and the Commissioners Court approved $600,000 to be used towards multiple requests within CLS that would support the growth of the Office of Parental Representation (OPR) and Travis County Child Representation (TCCR) as part of the FY 2026 Adopted Budget. These requests included the following: Office of Parental Representation (OPR):  Reclassification of 1.0 Attorney VII to a Legal Director  1.0 FTE Attorney III  1.0 FTE Social Services Manager  Reclassification of Administrative Assistant to Office Manager Senior Travis County Child Representation (TCCR)  1.0 FTE Attorney II  1.0 FTE Social Worker  Board Certification Resources for Attorneys As part of the FY 2027 budget process, CLS requests to expand this Title IV-E programming. Table II below provides a breakdown of these nine requests. Table II: Breakdown of all Title IV-E Eligible FY 2027 Budget Requests in CLS Request # Request Name FTE Personnel Operating CAR Total CLS Paid Internship 7 Program - $220,208 $23,175 $- $243,383 9 TCCR Legal Director 1.00 $209,111 $14,930 $2,600 $226,641 OPR DV Specialist Social 11 Worker 1.00 $115,738 $5,462 $2,600 $123,800 14 TCCR Investigator 1.00 $110,977 $7,142 $68,179 $186,298 16 OPR Parent Advocates 2.00 $180,743 $10,924 $5,200 $196,867 TCCR Multi-disciplinary 18 Team 3.00 $370,867 $21,126 $73,379 $465,372 OPR Professional Training 19 Budget Increase - $- $7,200 $- $7,200 TCCR Board Certification 21 Resources - $23,860 $- $- $23,860 25 Drafting Software for TCCR - $- $7,324 $- $7,324 Total 8.00 $1,231,504 $97,283 $151,958 $1,480,745 The total amount for these nine requests for FY 2027 is $1,480,745. However, the reimbursement revenue from the Title IV- E grant is estimated to be $118,774. The Auditor’s Office noted that there was a delay in receiving payments from DFPS but that the County had received Q1 and Q2 payments by July 2026. Since this is a new program under CLS and there is uncertainty regarding the timing of payments and what gets reimbursed by DFPS, PBO recommends that CLS take these items to a budget hearing in August to discuss with Commissioners Court. Miranda Best Campos Community Legal Services FY 2027 Preliminary Budget Page 15 of 37 Page 255 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: CLS FY27 Title IV-E Proposal SBP Program: Budget Request Priority #: Budget Hearings - FY27 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Attorney III 141CmLgSv Office of Child Rep 1.00 100% 1410030001 $ 92,000 $ 37,270 129,270 Legal Director 141CmLgSv Office of Child Rep 100% 1410030001 31,265 7,961 39,226 0 $ - $ - $ - Social Worker 141CmLgSv Office of Parent Rep 1.00 100% 1410020001 $ 81,213 $ 34,525 $ 115,738 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 2.00 $ 204,478 $ 79,756 $ 284,234 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cloud Based Subscription Services 0001 1410030001 511671 Ongoing $ 110 Services Cellular (Air) Time Usage 0001 1410030001 511700 Ongoing $ 564 Services Cellular (Air) Time Usage 0001 1410030001 511700 Ongoing $ 456 Travel & Professional Development Training Material/Books 0001 1410030001 512070 Ongoing $ 3,000 Travel & Professional Development Registration Conferences/Seminars 0001 1410030001 512050 Ongoing $ 3,000 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410030001 512090 Ongoing $ 3,000 Travel & Professional Development Routine Mileage 0001 1410030001 512100 Ongoing $ 2,000 Travel & Professional Development Subscriptions & Publications 0001 1410030001 512060 Ongoing $ 250 Supplies & Equipment Computer Equipment & Peripherals 0001 1410030001 510070 Ongoing $ 300 Supplies & Equipment Office Supplies 0001 1410030001 510220 Ongoing $ 250 Services Cloud Based Subscription Services 0001 1410020001 511671 Ongoing $ 110 Services Cellular (Air) Time Usage 0001 1410020001 511700 Ongoing $ 552 Travel & Professional Development Training Material/Books 0001 1410020001 512070 Ongoing $ 500 Travel & Professional Development Registration Conferences/Seminars 0001 1410020001 512050 Ongoing $ 500 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410020001 512090 Ongoing $ 500 Travel & Professional Development Routine Mileage 0001 1410020001 512100 Ongoing $ 500 Travel & Professional Development Subscriptions & Publications 0001 1410020001 512060 Ongoing $ 250 Supplies & Equipment Computer Equipment & Peripherals 0001 1410020001 510070 Ongoing $ 300 Supplies & Equipment Office Supplies 0001 1410020001 510220 Ongoing $ 250 Services Info Retrieval Svs 0001 1410030001 511875 Ongoing $ 7,324 Travel & Professional Development Registration Conferences/Seminars 0001 1410020001 512050 Ongoing $ 7,200 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 30,916 30,916 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - 141 - Title IV-E FY 2027 Proposal.xlsx Page 256 of 468CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 315,150 $ 315,150 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ - $ 315,150 $ 315,150 141 - Title IV-E FY 2027 Proposal.xlsx Page 257 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & TCCR Legal Director (1.0 FTE) 09 Priority # of Request: Name of Program from PB-3: Travis County Child Representation Mandated Program (Yes/No) Yes Total Amount of Request: $226,641 Collaborating Departments/Agencies: District Courts; District Attorney’s Office Request Contact (Name/Phone): Dylan Moench – (512) 854-7310 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Travis County Child Representation (TCCR) requests resources to create a Legal Director position (1.0 FTE) to provide expanded leadership capacity in line with that of its counterpart office, the Office of Parental Representation (OPR). The Legal Director will report to the Chief Counsel and serve as a member of the TCCR leadership team. The Legal Director will be responsible for supervising TCCR’s attorneys in a multidisciplinary office and for providing legal guidance in cases that must be resolved with a trial or have other contested settings. This request will increase Community Legal Services’ (CLS) FTE count by 1.0 FTE. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? TCCR is committed to providing holistic legal representation to clients using a multi- disciplinary model. This requires hiring and training new attorneys, support staff, and social work team. TCCR present staff consists of six attorneys carrying a full caseload, one paralegal and one paralegal Sr who support those attorneys, one legal secretary, three social workers, one office manager, and a Chief Counsel. The Chief Counsel has extensive administrative training and management duties in addition to monitoring of all the cases. However, they are limited in their capacity to provide necessary trainings and supervise attorney staff on a daily basis given the wide range of responsibilities required of a division lead. The Legal Director would provide more intensive and direct support to staff attorneys than the Chief Counsel is currently able to provide, and the position would allow the Chief Counsel to focus on managing and integrating the legal, social work, and administrative staff into a cohesive effective organization. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 258 of 468This requested Legal Director position stands to add significant leadership capacity to TCCR through training, supervision, and support of TCCR’s attorneys in all legal aspects of representation. A Legal Director would stay updated on developments in child welfare law generally and representing children specifically. The director will ensure that those developments are integrated into TCCR’s representation. The Legal Director will lead projects and initiatives to raise the quality of legal advocacy provided by TCCR multi-disciplinary teams, while carrying a limited case load in addition to their leadership duties. This is a role that has been absent from TCCR’s history, and has only recently been incorporated into TCCR’s counterpart office, OPR, as of FY 2026. This request, in conjunction with TCCR’s additional FY 2027 budget requests, seeks to strengthen and support the County’s mission to effectively, efficiently, and equitably provide justice, health, and safety services to improve the quality of life for the people of Travis County. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. TCCR, through the combined FY 2027 Budget Requests, is seeking to expand the Office and provide quality legal services and case management for children and youth involved in civil Child Protective Services cases and to decrease the cost of indigent defense by reducing the number of private attorney appointments that are necessary for cases filed by the Texas Department of Family and Protective Services under Texas Family Code Chapters 262 and 264 in Travis County. The increased resources will have a direct impact on case outcomes and the quality of representation and services provided to vulnerable children involved in CPS cases in our county. The Legal Director and Chief Counsel will work together to reduce secondary trauma and burnout within the office. These cases, by their nature, are complex and deeply emotionally taxing for staff. These factors have only been exacerbated by changes brought about by the COVID-19 Pandemic where TCCR, and OPR, continue to be assigned the most difficult cases. TCCR was established to be the “gold standard” for child and youth representation in CPS cases. The goal was to have a staff of highly trained and experienced attorneys and support staff who are subject matter experts in CPS law. Representation, then, was to be provided by multidisciplinary teams of attorneys, social workers, and paralegals working in concert. This allows the office to provide consistent high-quality representation to Travis County children and youth. While the current staff has met that standard for many years, the overall level of staffing has only increased incrementally. TCCR has received additional staff members piecemeal in recent fiscal years. However, these staffing investments were approved independently, and have not yet scaled the holistic, multi-disciplinary model as envisioned. As a result, TCCR has FY 2027 Budget Request Proposal (PB-4) v1.0 Page 259 of 468been unable to increase the overall number and percentage of appointed cases that it can accept, and the County has continued to spend a considerable amount of money each year in fees for private appointed attorneys where the quality of representation varies from excellent to very poor. The Office believes that the cost of increasing the number of attorneys and support staff in TCCR will eventually be offset by a corresponding reduction in the amount of funds allocated each year for appointed private attorney fees in time. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? All requested staff will be measured and evaluated by the existing performance measures for TCCR. The number of cases accepted, and child clients served will substantially increase. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. If TCCR can grow as envisioned, as a holistic, multidisciplinary team, the Office anticipates that the total number of cases managed, and children served will increase by at least 50%. Further, the legal guidance and training from a Legal Director will allow all attorneys to spend more time focused on the legal aspects of each case and the legal support needed for each child. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) If approved and funded, TCCR will post the position, interview, and hire the new FTE as quickly as possible after October 1, 2026. The goal would be to have the new employee onboarded and working by the end of December 2026. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 260 of 4687. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. It is expected that the cost of funding this request will be offset by a reduction in the amount of funding allocated for fees paid to private attorneys appointed to represent children and youth in CPS cases that TCCR does not have the capacity to accept with our current level of staffing. TCCR’s new position will continue to work in collaboration with the following people and organizations: i. Judge Martinez Jones and her court staff. ii. Judge Castillo Littlejohn and her court staff. iii. Travis County Office of Parent Representation. iv. UT Children’s Rights Clinic. v. Court Appointed Family Advocates. vi. CASA of Travis County. vii. Texas Department of Family and Protective Services. viii. Various private providers that contract with CPS and Drug Court to provide services and community-based organizations that provide services to the Travis County community. ix. The Travis County District Attorney’s Office 8. Additional Revenue: Does this proposal generate additional revenue? Y/N Y If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to Yes use when in the office? Y/N If yes, provide the information below: FY 2027 Budget Request Proposal (PB-4) v1.0 Page 261 of 468 Building Civil & Family Court Facility Name/Location Floor/Suite/Office # 5th floor, Suite 05.700 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building CFCF Name/Location Floor/Suite/Office # 5th Floor If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Legal Director will need: Adobe Acrobat license Work Cell Phone iPad Mobile Hotspot If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 262 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: TCCR Legal Director (1.0 FTE) SBP Program: Office of Child Representation Budget Request Priority #: 9 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Legal Director 141CmLgSv Office of Child Rep 1.00 100% 1410030001 $ 155,637 $ 54,569 $ 210,206 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 1.00 $ 155,637 $ 54,569 $ 210,206 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cloud Based Subscription Services 0001 1410030001 511671 Ongoing $ 110 Services Cellular (Air) Time Usage 0001 1410030001 511700 Ongoing $ 564 Services Cellular (Air) Time Usage 0001 1410030001 511700 Ongoing $ 456 Travel & Professional Development Training Material/Books 0001 1410030001 512070 Ongoing $ 3,000 Travel & Professional Development Registration Conferences/Seminars 0001 1410030001 512050 Ongoing $ 3,000 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410030001 512090 Ongoing $ 3,000 Travel & Professional Development Routine Mileage 0001 1410030001 512100 Ongoing $ 2,000 Travel & Professional Development Subscriptions & Publications 0001 1410030001 512060 Ongoing $ 250 Supplies & Equipment Computer Equipment & Peripherals 0001 1410030001 510070 Ongoing $ 300 Supplies & Equipment Office Supplies 0001 1410030001 510220 Ongoing $ 250 Supplies & Equipment Office Furniture 0001 1410030001 510210 One-time $ 2,000 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 2,000 $ 12,930 $ 14,930 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 2,600 $ - $ 2,600 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 2,600 $ - $ 2,600 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 2,000 $ 223,136 $ 225,136 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 4,600 $ 223,136 $ 227,736 141 - PB5 09 - TCCR Legal Director (1.0 FTE)_VERIFIED.xlsx Page 263 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & OPR DV Specialist Social Worker 11 Priority # of Request: (1.0 FTE) Name of Program from PB-3: Office of Parental Representation Mandated Program (Yes/No) No Total Amount of Request: $123,800 (1.0 FTE) Collaborating Departments/Agencies: N/A Request Contact (Name/Phone): Jacquelyn Wilson / (512) 854-7305 --- (512) 516-7075 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Office of Parental Representation (OPR) requests ongoing resources to create a Social Worker (LMSW or LCSW) position (1.0 FTE) focused on domestic violence to address the growing need for staff with experience in Trauma-Informed Care, Family Systems, and the Stages of Change and to cultivate effective treatment plans for the rising rate of OPR clients facing issues of domestic violence. If approved, this request would increase Community Legal Services’ (CLS) FTE count by 1.0 FTE. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Cases with domestic violence require working with specific modalities to address safety planning, reduce imminent danger and risk, create opportunities for change, and achieve reunification. In a domestic violence case, clients need social workers experienced in Trauma-Informed Care, Family Systems, and the Stages of Change to cultivate effective treatment plans. These approaches along with continuity of care help foster a therapeutic relationship with the survivor to promote independence, safety, and security. OPR has too many cases to assign a Social Worker to every case. Given this limitation, OPR Social Workers must prioritize clients with high level of risk for mental health, substance use, domestic violence, and housing needs. If a client has a low or intermediate level of domestic violence risk, that client is put on a waitlist for an OPR Social Worker or referred out to SAFE Alliance if the client is unable to wait for staff to become available. OPR has seen an increase in the number of cases with domestic violence as the primary or secondary concern that led to DFPS involvement. At the same time, the local domestic violence shelter and service provider, SAFE Alliance, has experienced significant cuts to their local and federal funding, resulting in their inability to provide services to individuals experiencing domestic violence. SAFE Alliance CEO Dr. Pierre R. Berastain anticipates SAFE Alliance will be unable to serve as many as 345 survivors annually. Julie Skarich, a Senior Director with SAFE Alliance, FY 2027 Budget Request Proposal (PB-4) v1.0 Page 264 of 468expressed that their services are at capacity, they have experienced funding cuts, and they have fewer staff. • https://www.fox7austin.com/news/austin-texas-city-budget-social-services-cuts. • https://www.kvue.com/video/news/local/city-of-austin-cuts-budget-for-safe- alliance/269-f94603f9-6c72-4ff0-a23e-7c038cf58d75. • https://www.kxan.com/news/local/austin/safe-alliance-in-austin-talks-challenges- resources-for-domestic-violence-survivor-support/. OPR clients have experienced a gap or delay in obtaining services, advocacy, and housing and financial assistance through SAFE Alliance. OPR’s two types of legal cases both involve statutorily mandated deadlines. A delay or denial of services is unacceptable for Travis County parents and increases the risk for termination of their parental rights. A social worker with training and experience in domestic violence supports the mission, goals, and objectives of OPR and Travis County. Social workers are a key component of the holistic representation provided by OPR. Continued growth and diversification of social worker experience, creates a stronger multidisciplinary team at OPR that works to defend parents and preserve families. High-quality multidisciplinary representation of parents falls in line with the County’s mission to effectively, efficiently, and equitably provide justice, health and safety services to improve the quality of life for the people of Travis County. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. With the addition of a Social Worker focused on domestic violence, OPR would be able to provide its clients with some of the services no longer available or timely accessible through SAFE Alliance. The additional Social Worker position would increase the number of clients who can be assigned a social worker and would decrease the wait time on OPR’s Social Worker waitlist. Further, OPR Social Workers operate within the attorney-client privilege of the office and are better situated to work directly with OPR clients on domestic violence issues. The confidentiality afforded by attorney-client privilege allows clients the safety to be transparent about the dangers they face in their relationship and in their home. This transparency factors into safety and risk planning. Being able to provide person-centered care within a legal system that often offers cookie cutter services increases family safety in the home. This higher-quality care also impacts a parent’s ability to succeed in maintaining employment, obtaining stable housing, completing services, and achieving reunification. Due to case load limitations based on ethical considerations, OPR Social Workers are unable to be assigned to every case. OPR is a small office and does not carry significant salary savings from year to year to internally fund an additional social worker. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 265 of 4684. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? The Social Worker would be measured and evaluated by the same performance measures that currently exist for OPR. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. With continued development and growth at OPR, we project that the percentage of parents who achieve reunification will increase due to the work of the additional Social Worker and the support that will be provided. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) OPR could have a Social Worker hired and in place within 60-90 days of posting the position. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 266 of 4687. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. There are no other available OPR resources to fund this request. The social worker would work with the following people and organizations to ensure continued success with OPR: i. Judge Martinez Jones. ii. Judge Castillo Littlejohn. iii. Travis County Office of Child Representation. iv. UT Children’s Rights Clinic. v. Court Appointed Family Advocates. vi. CASA of Travis County. vii. Texas Department of Family and Protective Services. viii. The Children’s Commission. ix. Various community-based organizations that provide services. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N Y If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to Y use when in the office? Y/N If yes, provide the information below: Building Civil & Family Courts Facility Name/Location Floor/Suite/Office # 3/03.300 FY 2027 Budget Request Proposal (PB-4) v1.0 Page 267 of 468 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Adobe Acrobat license Work cell phone If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from N/A ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 268 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: OPR DV Specialist Social Worker (1.0 FTE) SBP Program: Office of Parental Representation Budget Request Priority #: 11 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Social Worker 141CmLgSv Office of Parent Rep 1.00 100% 1410020001 $ 81,213 $ 35,620 $ 116,833 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 1.00 $ 81,213 $ 35,620 $ 116,833 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cloud Based Subscription Services 0001 1410020001 511671 Ongoing $ 110 Services Cellular (Air) Time Usage 0001 1410020001 511700 Ongoing $ 552 Travel & Professional Development Training Material/Books 0001 1410020001 512070 Ongoing $ 500 Travel & Professional Development Registration Conferences/Seminars 0001 1410020001 512050 Ongoing $ 500 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410020001 512090 Ongoing $ 500 Travel & Professional Development Routine Mileage 0001 1410020001 512100 Ongoing $ 500 Travel & Professional Development Subscriptions & Publications 0001 1410020001 512060 Ongoing $ 250 Supplies & Equipment Computer Equipment & Peripherals 0001 1410020001 510070 Ongoing $ 300 Supplies & Equipment Office Supplies 0001 1410020001 510220 Ongoing $ 250 Supplies & Equipment Office Furniture 0001 1410020001 510210 One-time $ 2,000 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 2,000 $ 3,462 $ 5,462 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 2,600 $ - $ 2,600 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 2,600 $ - $ 2,600 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 2,000 $ 120,295 $ 122,295 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 4,600 $ 120,295 $ 124,895 141 - PB5 11 - OPR DV Specialist Social Worker (1.0 FTE)_VERIFIED.xlsx Page 269 of 468 TRAVIS COUNTY, Community Legal Service Department Geoff Burkhart, County Executive 700 Lavaca, #1530, P. O. Box 1748, Austin, TX 78767 | Phone: (512) 854-4415 | Fax: (512) 854-4417 MEMORANDUM To: Miranda Best Campos, Budget Analyst From: Aaron C.R. Pepper, Financial Analyst, Community Legal Services Date: July 30, 2026 Subject: FY 2027 Budget Hearing Backup – OPR DV Specialist Social Worker Request – Texas Children’s Commission Meeting (2/27/2026) ________________________________________________________________________ On February 27, 2026, the Office of Parental Representation (OPR) and a former OPR client provided testimony to the Texas Children’s Commission regarding the importance and impact that dedicated social worker staff have in the civil legal system. Here is a link to that testimony: https://youtu.be/vs_0jcExT2A?t=303 The testimony begins around the 5:00 video timestamp. OPR has highlighted the testimony beginning around 13:40 as particularly pertinent to their current budget hearing request item for an additional Social Worker position with a specialization in matters of domestic violence. Page 270 of 468 TRAVIS COUNTY, Community Legal Service Department Geoff Burkhart, County Executive 700 Lavaca, #1530, P. O. Box 1748, Austin, TX 78767 | Phone: (512) 854-4415 | Fax: (512) 854-4417 We hope this additional context will provide the Judge, Commissioners, and interested staff with an additional perspective as to the need for this budget request. cc: Geoff Burkhart, County Executive, Community Legal Services Jacquelyn Wilson, Chief Counsel, Office of Parental Representation Travis Gatlin, TC Budget Director, Planning and Budget Office Alex Braden, Assistant Budget Director, Planning and Budget Office Page 271 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & OPR Professional Training Budget 19 Priority # of Request: Increase Name of Program from PB-3: Office of Parental Representation Mandated Program (Yes/No) No Total Amount of Request: $7,200 Collaborating Departments/Agencies: N/A Request Contact (Name/Phone): Jacquelyn Wilson / (512) 854-7305 --- (512) 516-7075 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Office of Parental Representation (OPR) requests increased ongoing professional training budget to help offset a funding gap associated with two positions approved during the FY 2026 Budget Process. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? During the FY 2026 Budget Process, OPR received two additional FTEs: an Attorney III and Social Services Manager. These positions were awarded as part of a funding plan related to newly anticipated Title IV-E revenues, which were to be directed toward improvements to Travis County’s system of child and parental representation in DFPS cases in accordance with federal and state guidance. However, due to funding limitations, the Title IV-E Funding Proposal, as presented to Commissioners Court during the FY 2026 Budget Markup process, included a $6,180 reduction of operating resources relative to OPR’s original requests. The additional positions, funded without sufficient associated operating resources, are adding strain to the Office’s professional training budget. All OPR attorneys are required to complete 15 hours of Continuing Legal Education (CLE) annually. In addition, the Chief Counsel and Legal Director are Board Certified in Child Welfare Law, and must complete 100 hours of Child Welfare Law CLE every five years. OPR’s social workers are similarly required to complete 30 Continuing Education Units (CEUs) biennially. OPR is committed to meeting these professional development requirements through high-quality training that directly enhances the effectiveness and impact of staff in their day-to-day work. OPR’s unique position as the only county-funded multidisciplinary office dedicated solely to parent representation in the state is made possible by our high-quality representation and social support services. Adequate training and professional development will ensure we maintain our FY 2027 Budget Request Proposal (PB-4) v1.0 Page 272 of 468ability to deliver services in support of Travis County’s goal of protecting and providing opportunities for the most vulnerable and underrepresented. The State Bar of Texas’ Child Protection Law Section puts on two annual courses that offer CLEs. Those trainings are insufficient to meet the training and development needs of OPR attorneys. Those trainings do not offer any social worker content or CEUs. Child Welfare Law is a nationally recognized practice. The American Bar Association has a Center for Children and the Law that offers trainings and conferences for multidisciplinary offices like OPR. The ABA trainings offer both CLEs and CEUs. OPR attorneys have attended a biannual training hosted by the ABA in 2013, 2015, 2017, 2019, and 2024. OPR attorneys have presented at this training as well. This training is a phenomenal resource for OPR attorneys and social workers to stay connected to nationwide trends in parent representation, social work, and multidisciplinary team development. There is nothing comparable to this training in Texas. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. If funded, this request will result in continuity of training for all professional staff, avoiding the need to stretch the current budget and reduce the level of training available to each employee. Currently, OPR has sufficient funding to send six attorneys to the State Bar of Texas’s annual Advanced Child Welfare Law Course and Advanced Family Law: Child Abuse & Neglect Workshop offered by the Child Protection Law Section. Additional funding is needed to fund this Texas-based training for the attorney position added in FY26. Additionally, funding is needed to ensure every attorney and social worker can attend the biannual American Bar Association National Parent Representation Conference, held in Washington D.C. Additionally, as our Social Services program grows, the Social Services Manager continues to identify training opportunities that strengthen the Social Work team’s ability to deliver effective services to clients with the greatest needs. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? This proposal would be measured and evaluated by OPR’s existing performance measures. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 273 of 4685. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. Ongoing professional development in the areas of Child Welfare Law and Social Services will further equip OPR with the tools needed to provide high quality representation and support for our clients, resulting in positive case outcomes for the parents we serve and their families. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) If approved, OPR can immediately begin utilizing funding for professional training for attorneys and social workers. Most notably, the American Bar Association’s Center for Children and the Law anticipates having the biannual National Parent Representation Conference in 2027, and OPR hopes to attend that conference with all its attorneys and social workers. We request this increase be established as a permanent addition to OPR’s operating budget. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. There are no other available funding sources to address this request. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N Y If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 274 of 46810. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building CFCF Name/Location Floor/Suite/Office # 3rd Floor If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? FY 2027 Budget Request Proposal (PB-4) v1.0 Page 275 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: OPR Professional Training Budget Increase SBP Program: Office of Parental Representation Budget Request Priority #: 19 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL - $ - $ - $ - B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Travel & Professional Development Registration Conferences/Seminars 0001 1410020001 512050 Ongoing $ 7,200 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 7,200 $ 7,200 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 7,200 $ 7,200 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ - $ 7,200 $ 7,200 141 - PB5 19 - OPR Professional Training Budget Increase_VERIFIED.xlsx Page 276 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & TCCR Drafting Software 25 Priority # of Request: Name of Program from PB-3: Travis County Child Representation Mandated Program (Yes/No) Yes Total Amount of Request: $7,324 Collaborating Departments/Agencies: District Courts; District Attorney’s Office Request Contact (Name/Phone): Dylan Moench – (512) 854-7310 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Travis County Child Representation (TCCR) requests ongoing operating funds to procure a monthly subscription of Drafting Software, similar to what exists for the Office of Parental Representation under Contract 4400004824. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? TCCR seeks funds to pay for a monthly subscription of Drafting Software to: • Westlaw Form Builder General Practice – Texas (Westlaw PRO) • Westlaw Form Builder Family Law – Texas (Westlaw PRO) • Westlaw ProFlex • Westlaw PRO Form Builder General Counsel Forms The Office of Parental Representation, under Community Legal Services (CLS), currently has a monthly subscription (Contract 4400004824) for similar services. Based on current rates and anticipated rate increases (effective August 2026) for Contract 4400004824, TCCR anticipates this subscription would cost $605.23 per month for October thru July 2027 and $635.49 for August through September 2027. The total cost for TCCR to maintain a similar subscription in FY 27 is estimated at $7,324, with an anticipated cost of $23,087 over the first three fiscal years of the contract. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 277 of 4683. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. The desired outcome is to streamline the drafting of motions, pleadings, and orders, saving both attorney and administrative staff time. Additionally drafting software will allow TCCR attorneys to file motions more quickly, and tailor them more specifically to our client’s circumstances. This is critical in child welfare cases where circumstances can change rapidly, and our client’s needs may need immediate attention from the court. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? The funding request will be evaluated based on TCCR’s record of filing motions on behalf of our clients. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. TCCR has several performance measures that relate directly to client representation. The ability to have Drafting Software is essential to each of those performance measures. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) Implementation of this drafting software would allow TCCR to file motions more quickly, and tailor them more specifically to our client’s circumstances. This is critical in child welfare cases where circumstances can change rapidly, and our client’s needs may need immediate attention from the court.   FY 2027 Budget Request Proposal (PB-4) v1.0 Page 278 of 4687. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. N/A 8. Additional Revenue: Does this proposal generate additional revenue? Y/N Y If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 279 of 468Drafting software as described above. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 280 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: TCCR Drafting Software SBP Program: Office of Child Representation Budget Request Priority #: 25 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL - $ - $ - $ - B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Info Retrieval Svs 0001 1410030001 511875 Ongoing $ 7,324 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 7,324 $ 7,324 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 7,324 $ 7,324 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ - $ 7,324 $ 7,324 141 - PB5 25 - TCCR Drafting Software_VERIFIED.xlsx Page 281 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Program Manager Sr (1.0 FTE) for 12 Priority # of Request: Defense Data Analysis Name of Program from PB-3: Community Legal Services Mandated Program (Yes/No) No Total Amount of Request: $196,393 Collaborating Departments/Agencies: Criminal Courts & CAPDS Request Contact (Name/Phone): Geoff Burkhart / (512) 808-8333 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. Community Legal Services (CLS) Department requests ongoing resources to create a Program Manager Senior position (1.0 FTE) to oversee data collection, interpretation, and visualization for its seven departments, divisions, and nonprofits, which currently lack data analytic and reporting capacity. This request will increase CLS’s FTE count by 1.0 FTE. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Community Legal Services Department requests a Program Manager Senior to oversee data collection, interpretation, and visualization for its seven departments, divisions, and nonprofits. CLS provides attorneys and legal services to all people in Travis County who cannot afford them. Seven departments, divisions, and nonprofits rely on Community Legal Services for leadership, management, finance, human resources, technology, and supervision, so that they can serve tens of thousands of people each year. Our legal services include criminal defense, child representation, parental representation, mediation, counsel at first appearance, eviction, divorce, expunction and nondisclosure, juvenile, and even traffic tickets. Program Manager Senior (data focus) “You can’t manage what you can’t measure.” Currently, we measure very little when it comes to legal services. The criminal courts employee a Program Manager Senior to track court data. That Analyst lends some time to criminal legal services, as available. But no one is devoted to measuring criminal defense metrics. The situation is worse on the civil side, where the courts do not employee a data analyst. And while Innovative Justice and Program Analysis employs data analysts, they have neither the capacity nor the expertise to measure civil legal services provision. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 282 of 468Community Legal Services Department seeks to remedy this by employing a Program Manager Senior, comparable to the analyst at the criminal courts. This Program Manager Senior would focus on both criminal and civil law, and track several global metrics for the Department, including the following: • Number of persons represented by entity • Number of persons unrepresented (pro se) by entity • Number of cases appointed by entity • Number of cases disposed by entity • Average carrying caseload by entity • Cost per case per entity • Time to disposition per entity • Case outcomes per entity • Client satisfaction per entity Additionally, the Program Manager Sr would analyze this data, allowing departments, divisions, and nonprofits to better manage their programs; enabling CLS to better serve Travis County residents; and permitting county leadership to make informed decisions about where to invest. This will include the creation of dashboards to have real-time data at our fingertips for decision- making. Finally, the criminal courts transferred attorney fees resources to Community Legal Services as a part of the FY 2026 Budget Process. To wisely oversee over $14 million in resources related to attorney fees, expert witness expenses, investigator costs and more, CLS will need to replicate the data analysis currently done by criminal courts staff. Specifically, the Program Manager Sr will track and analyze the metrics described above as they relate to private attorneys contracted by Capitol Area Private Defender Service (CAPDS). 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. The intended result is to round out Community Legal Services’ staff to better serve our seven departments, divisions, and nonprofits, and, in turn, to better serve tens of thousands of persons in need of legal services in Travis County each year. Specifically, CLS requests a Program Manager Sr to track and analyze data to better lead, manage, and invest in legal services. The CLS Administrative Division currently has just five staff. We have neither the capacity nor expertise to carry out the functions described above. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 283 of 4684. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? The proposed Program Manager Sr will help measure and evaluate the implementation with benchmarks including the following: • Is CLS able to track and analyze data across all seven departments, divisions, and nonprofits? • Do the data and analysis allow us to better lead, manage, and invest in legal services? • Is CLS able to maintain all attorney fee and vouchering processes and maintain our list of attorneys? Several other legal services programs (including Harris County, Bexar County, and Dallas County) include data analysts, program managers, and financial analysts for these purposes. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. Addition of this requested Program Manager Sr will serve to round out the Administrative Department for Community Legal Services. Specifically, the Program Manager Sr will give us transparency that we currently lack regarding the provision of legal services to tens of thousands of persons in need. The resulting data and analysis will allow us to better lead, manage, and invest in legal services for all in Travis County. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) FY 2027 Budget Request Proposal (PB-4) v1.0 Page 284 of 468 Upon funding, CLS will move quickly to hire the new position as soon as feasible. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. This will positively affect the criminal courts, by relieving them of duties outside their scope of work. Namely, it will allow the County and the courts to comply with national standards by housing legal services outside of the judiciary. The Program Manager Sr will have an opportunity to work in collaboration with data analysts within the courts and IJPA. In addition, the proposed position does not currently have a counterpart at the civil courts, but could work with Courts IT in that capacity. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid >80% Work X Remote If >80% work remote or hybrid, is there a shared space for the position to Yes. In use when in the office? Y/N suite 330. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 285 of 468 If yes, provide the information below: Building 700 Lavaca Name/Location Floor/Suite/Office # Suite 330 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. N/A If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from N/A ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 286 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Program Manager Sr (1.0 FTE) for Defense Data Analysis SBP Program: CLS Admin Budget Request Priority #: 12 Dpt #: 141 Dept Name: Community Legal Services A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Program Manager Sr 141 Community Legal Services 1.00 100% 1410010001 $ 137,634 $ 49,984 $ 187,618 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 1.00 $ 137,634 $ 49,984 $ 187,618 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cloud Based Subscription Services 0001 1410010001 511671 Ongoing $ 110 Services Cellular (Air) Time Usage 0001 1410010001 511700 Ongoing $ 360 Travel & Professional Development Training Material/Books 0001 1410010001 512070 Ongoing $ 1,000 Travel & Professional Development Registration Conferences/Seminars 0001 1410010001 512050 Ongoing $ 1,000 Travel & Professional Development Travel-Lodging Meals & Other 0001 1410010001 512090 Ongoing $ 1,000 Travel & Professional Development Routine Mileage 0001 1410010001 512100 Ongoing $ 1,000 Travel & Professional Development Subscriptions & Publications 0001 1410010001 512060 Ongoing $ 250 Supplies & Equipment Computer Equipment & Peripherals 0001 1410010001 510070 Ongoing $ 300 Supplies & Equipment Office Supplies 0001 1410010001 510220 Ongoing $ 250 Supplies & Equipment Office Furniture 0001 1410010001 510210 One-time $ 2,000 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 2,000 $ 5,270 $ 7,270 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 2,600 $ - $ 2,600 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 2,600 $ - $ 2,600 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 2,000 $ 192,888 $ 194,888 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 4,600 $ 192,888 $ 197,488 141 - PB5 12 - Program Manager Sr (1.0 FTE) for Defense Data Analysis_VERIFIED.xlsx Page 287 of 468COMMUNITY LEGAL SERVICES BUDGET HEARING Page 288 of 468• CAPDS • LAW LIBRARY • TCR • OPR • TITLE IV-E • COUNTY EXEC Page 289 of 468CAPDS Page 290 of 468ATTORNEY INCENTIVES Page 291 of 4686th Amendment Page 292 of 46880% Page 293 of 468Page 294 of 468Goals: • Attract • Retain • Incentivize Page 295 of 468CAPDS Panel Attorney Incentive Program Request = $1.4m. (severable) Page 296 of 468 CAPDS Panel Attorney Incentive Program Incentive Cost 1. Incubator Pilot $333,185 2. Discovery Tool 60,000 3. Parking - 4. Legal Research Stations 8,904 5. Brizendine Workspace and Lounge 100,000 6. 700 Lavaca Attorney Workspace + Client Meeting Rooms 120,000 7. Attorney Retainer Program 800,000 TOTAL $1,422,089 Page 297 of 468CAPDS OPERATIONS Page 298 of 468 CAPDS Administrative Operating Resources Description Cost FY 2027 Replacement Computers $33,800 Ongoing Operating Resources 16,260 Continuation of 40 Adobe Licenses 4,400 Total $54,460 Page 299 of 468 LAW LIBRARY Page 300 of 468FAMILY LAW REFERENCE ATTORNEY Page 301 of 468 $1 spent = $2.50 saved Page 302 of 468Family Law = divorce, paternity, child support, and more Page 303 of 468Family Law Case Law Review = currently at capacity. Page 304 of 468Increase capacity for: • Cases with children • Update + expand forms • Pre-hearing review Page 305 of 468 Law Library Family Law Reference Attorney Request = $136k (1.0 FTE) Estimated Net Benefit – Deferred Costs: ~$340k Page 306 of 468TRAVIS COUNTY CHILD REPRESENTATION Page 307 of 468TCCR LEGAL DIRECTOR Page 308 of 468 TCCR Legal Director Request = $228k (1.0 FTE) Page 309 of 468OFFICE OF PARENTAL REPRESENTATION Page 310 of 468OPR DV SPEACIALIST SOCIAL WORKER Page 311 of 468 OPR DV Specialist Social Worker Request = $125k (1.0 FTE) Page 312 of 468TITLE IV-E Page 313 of 468INVEST TITLE IV-E FUNDS Page 314 of 468Title IV-E = Ongoing federal entitlement funds for child and parental rep. Page 315 of 468FY27 Title IV-E Estimate = $958,340 - $1,128,632 (Auditor) (CLS) Net Difference: ~$170k Page 316 of 468 CLS Title IV-E FY 2027 Proposal Description Amount Currently Budgeted $600,000 Attorney III + Legal Director Reclass – TCCR 181,426 DV Social Worker – OPR 119,200 Professional Training – OPR 7,200 Drafting Software – TCCR 7,324 SUBTOTAL $915,150 Leaving $43,190 - $213,482 for indirect Page 317 of 468 COUNTY EXECUTIVE Page 318 of 468DEPUTY DIRECTOR Page 319 of 468Goals: • Capacity • Alignment • Succession Page 320 of 468 CLS Deputy Director Request = $235k (1.0 FTE) Page 321 of 468PROGRAM MANAGER, SR – DATA Page 322 of 468Goals: • Collection • Interpretation • Visualization Page 323 of 468 Program Manager Sr for Defense Data Analysis Request = $198k (1.0 FTE) Page 324 of 468INTERNSHIP PROGRAM Page 325 of 468Goals: • Create pipeline • Remove financial barriers • Build experience Page 326 of 468Proposed Paid Internships: Social Legal Fellowship Program Work Total Interns Interns Interns CLS (Admin) 1 - - 1 OPR 3 4 - 7 TCCR 2 1 - 3 Law Library - - 2 2 OFD 2 - - 2 Total Interns 8 5 2 15 Page 327 of 468CLS Paid Internship Program Request = $215k Page 328 of 468THANK YOU Page 329 of 468CLS Legally Mandated Fees – (189) • CAPDS Panel Attorney Incentive Program • CAPDS Administrative Operating Resources Page 330 of 468 CLS Legally Mandated Fees (189) TABLE OF CONTENTS CLS Legally Mandated Fees (189) ..................................................................................................................................... 1 Mission Statement, Strategic Goals, and Functional Area ............................................................................................. 2 Programs & Performance Management ....................................................................................................................... 3 Adopted Budgets FY 2024-2026, Preliminary Budget FY 2027 ....................................................................................... 4 FY 2027 Preliminary Budget Recommendations Summary ............................................................................................ 5 Additional Information ................................................................................................................................................ 6 FY 2027 Budget Reductions .......................................................................................................................................... 7 FY 2027 Budget Request Analysis ................................................................................................................................. 8 Request #2: CAPDS Compensation – Internal Equity for Holistic Team ............................................................................ 10 Request #3: CAPDS Compensation - FY 2026 COLA Parity ................................................................................................. 13 Request #4: CAPDS Compensation - Benefit Cost Alignment for Medical Insurance ........................................................ 15 Request #7: CAPDS Forensic Review Projects Continuation .............................................................................................. 17 Request #8: CLS Legally Mandated Fees ............................................................................................................................ 23 Budget Requests Not Evaluated by PBO due to Funding Limitations ................................................................................ 28 Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 1 of 28 Page 331 of 468PROGRAMS & PERFORMANCE MANAGEMENT KEY PROGRAM MEASURES CLS Legally Mandated Fees is a new department as of October 1, 2025. At this time, the Department does not have any key program measures but is open to discussing with PBO what these measures might include in the future. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved/ Package Name Amount Filled Program Results FY 2026 The Community Legal Services (CLS) Department, on behalf of the Capital Area Private Defender Service (CAPDS), requested additional one-time resources for the continuation of the APD Forensic Review Project, which has led to two conviction reversals and a third recommended by the trial court awaiting finalization. The CAPDS Forensic Project—led and staffed APD DNA by women—is the most successful lab failure review project both in Forensic Review Texas and the nation. The Department reports that implementation has Project $1,018,698 n/a been successful. The Community Legal Services (CLS) Department, on behalf of the Capital Area Private Defender Service (CAPDS), requested additional one-time resources for the continuation of the DPS Forensic Review Project to DPS DNA complete the work necessary following completion of materiality Forensic Review reviews. The Department reports that implementation has been Project $340,886 n/a successful. The Community Legal Services (CLS) Department, on behalf of the Capital Area Private Defender Service (CAPDS), requested additional resources to CAPDS Wrongful continue the review, investigation, and litigation of cases with hallmarks Conviction of wrongful conviction that were identified through the CAPDS Forensic Project (1.0 Project materiality review process. The Department reports that CAPDS) $291,148 n/a implementation has been successful. Based on further discussion in the budget meeting with the Dept, PBO Business Analyst determined that CAPDS needed additional support with their III for CAPDS $151,861 n/a technological efforts. Hiring for this position is in process. Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 3 of 28 Page 333 of 468 ADOPTED BUDGETS FY 2024-2026, PRELIMINARY BUDGET FY 2027 FY 2024 FY 2025 FY 2026 Prelim FY 2027 Diff FY 2027-2026 Personnel - - - - - Operating - - 20,296,391 21,906,854 1,610,463 Total (Per&Op)$ - $ - $ 20,296,391 $ 21,906,854 $ 1,610,463 CAR* - - - - - Grand Total$ - $ - $ 20,296,391 $ 21,906,854 $ 1,610,463 FTEs - - - - - *Capital funding for FY 2027 may include Capital Acquisition Resources (CAR) budgeted in the office or department, funding budgeted in a central department, or potential Certificates of Obligation (COs). The allocation between CAR projects and COs is still being finalized. Certificate of Obligation totals will be shown separately in the FY 2027 Adopted Budget. - General Fund Budget $25,000,000 1.00 0.90 $20,000,000 0.80 0.70 $15,000,000 0.60 0.50 $10,000,000 0.40 0.30 $5,000,000 0.20 0.10 $- 0.00 2024 2025Legend 2026 2027 Personnel Operating FTE The FY 2027 Preliminary Budget for CLS Legally Mandated Fees increased by $1,610,463 from the FY 2026 Adopted Budget, which is a 7.9 percent increase. The majority of the increase was in the operating budget for the Attorneys Fees and for the CAPDS Forensics Project. Please note that this Department was created in FY 2026, therefore there is no data for previous fiscal years. Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 4 of 28 Page 334 of 468 FY 2027 PRELIMINARY BUDGET RECOMMENDATIONS SUMMARY Ongoing One-Time CAR Total FTEs Earmarks FY 2026 Adopted Budget$ 18,644,659 $ 1,651,732 $ - $ 20,296,391 - $ - Target Budget Changes Administrative & Other - (1,651,732) - (1,651,732) - - Total Target Budget Changes $ - $ (1,651,732) $ - $ (1,651,732) -$ - FY 2027 Target Budget$ 18,644,659 $ - $ - $ 18,644,659 -$ - Budget Submission$ 18,644,659 $ - $ - $ 18,644,659 -$ - Dept Budget Reductions Total $ - $ - $ - $ - -$ - Dept Budget Requests Programmatic CAPDS Compensation - Internal Equity for Holistic Team 123,474 - - 123,474 - - CAPDS Compensation - FY 2026 COLA Parity 59,099 - - 59,099 - - CAPDS Compensation - Benefit Cost Alignment for Medical Insurance 92,714 - - 92,714 - - CLS Legally Mandated Fees 1,500,000 - - 1,500,000 - 2,500,000 CAPDS Forensic Review Projects Continuation - 1,486,908 - 1,486,908 - - Programmatic Total $ 1,775,287 $ 1,486,908 $ - $ 3,262,195 -$ 2,500,000 FY 2027 Preliminary Budget $ 20,419,946 $ 1,486,908 $ - $ 21,906,854 -$ 2,500,000 Change from FY 2027 Target $ 1,775,287 $ 1,486,908 $ - $ 3,262,195 -$ 2,500,000 Change from FY 2026 Adopted $ 1,775,287 $ (164,824) $ - $ 1,610,463 -$ 2,500,000 BUDGET REDUCTIONS Travis County is committed to providing needed programs and services to residents. While there has been increased uncertainty at the State and Federal levels, the FY 2027 Budget will be impacted by two main factors: decreased revenue flexibility and, most significantly, increased health insurance costs that will require further scrutiny and analysis to fully understand in order to make plan design changes to ensure that the plan will be sustainable. Because of these anticipated challenges, Offices and Departments were asked to submit reduction proposals equating to 5% of their FY 2027 Target Budget along with explanations of the implications of such cuts. This will better prepare the County to react to financial challenges not only in FY 2027 but in the years to come as the Texas Legislature continues to push down costs to the local level while simultaneously reducing the necessary revenue levers to fund such mandates. The Commissioners Court wishes to avoid across-the-board cuts and believes that the use of departmental reduction proposals provides a more strategic approach. For the CLS Legally Mandated Fees, the amount of the 5% reduction totaled $932,233. At this time, PBO is not recommending implementing any reduction proposals for CLS Legally Mandated Fees as part of the FY 2027 Preliminary Budget. Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 5 of 28 Page 335 of 468 FY 2027 BUDGET REQUEST ANALYSIS PBO has listed the discussed budget drivers shared with the Commissioners Court as part of the FY 2027 Budget Guidelines along with any additional extraordinary and compelling requests in this section below. PBO has evaluated these requests and will include funding recommendations if appropriate. In addition, PBO discussed with Commissioners Court as part of the FY 2026 Budget Guidelines that not all budget requests would be evaluated due to funding limitations. Budget Requests not meeting these criteria will be summarized in the next section, “FY 2027 Budget Requests not Evaluated by PBO due to Funding Limitations.” This prioritization of time will allow PBO to focus on reviewing budget reductions and budget requests that are known budget drivers or those that are extraordinary and compelling, will allow PBO to focus on the most critical aspects of the budget process in order prepare a balanced FY 2027 Preliminary Budget. Travis County currently contracts services with Capital Area Private Defender Service (CAPDS) to facilitate and coordinate private assigned representation for a portion of defendants who cannot afford counsel in criminal cases. The Travis County Public Defender's Office (PDO) represents the rest. Contracting services with CAPDS allows Travis County to meet its constitutional mandate to provide defense counsel. The CAPDS contract consists of $3,968,514 ongoing funds, which includes $3,676,094 in personnel resources and $293,420 in operating resources. The $3,676,094 in personnel funds include:  Executive Director and three other leadership attorney positions  Three supervising attorneys  One Senior Magistration Attorney  One Immigration Attorney Manager and two Immigration Attorneys  One Social Services Team Manager and three Forensic Social Workers  One Case Manager  One Lead CAFA Case Manager and six CAFA Case Managers  One Lead Mental Health Case Manager  One Mental Health Case Manager and one Peer Support Specialist  One Accountant Senior and one Business Analyst  One Office Manager and one Legal Secretary The $293,420 in operating funds include:  Mentoring and training for new and current attorneys  Treatment for MH Court participants with contracted service providers  Direct short-term housing support for clients to provide transitional and emergency shelter  Direct transportation services for clients, materials, bus passes, rideshares, clothing, laundry, and other supplies for client engagement in services and court requirements  Travel, training, and professional organization dues for staff  Professional Insurance and Commercial General Liability for Office Space  Payroll/Accounting/Tax/Audit/Legal/Bookkeeping/Legal for all programs Department 189 also houses the management of $14,676,145 in Attorneys Fees that covers contracted services for Panel Attorneys within CAPDS, as well as expert witnesses and investigators approved for defense counsel either by the Courts or CAPDS. The CAPDS panel includes more than 120 qualified attorneys, yet only 29% currently carry the equivalent of a full- Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 8 of 28 Page 337 of 468 time caseload in Travis County, while 55% handle less than half of a full caseload. Many CAPDS panel attorneys choose to devote a significant portion of their practice to retained clients or to representing clients in surrounding counties. In order to incentivize CAPDS attorneys to take on more Travis County cases, as well as to retain their support staff, CLS on behalf of CAPDS, submitted seven requests as part of the FY 2027 budget process. They are broken down in Table I below. Table I: All CAPDS Budget Requests for FY 2027 Adjusted New Request # Request Name Current One-time Ongoing Total Positions Positions CAPDS Panel Attorney 1 Incentive Program - - $1,422,089 - $1,422,089 CAPDS Compensation - Internal Equity for Holistic 2 Team 1.0 10.0 $5,000 $231,485 $236,485 CAPDS Compensation - FY 3 2026 COLA Parity - - - $85,632 $85,632 CAPDS Compensation - Benefit Cost Alignment for 4 Medical Insurance - - - $92,714 $92,714 CAPDS Administrative 5 Operating Resources - - $33,800 $20,660 $54,460 CAPDS Compensation - FY 6 2027 COLA Parity - - - $97,503 $97,503 CAPDS Forensic Review 7 Projects Continuation - - $1,634,473 - $1,634,473 Total 1.0 10.0 $3,095,362 $527,994 $3,623,356 After further discussion between CAPDS and PBO, PBO recommends requests 2, 3, and 4 with some adjustments to the originally requested amounts. The recommendation of these three requests will result in an increase of $275,287 to their ongoing budget, and a total contract amount of $4,243,801. Table II below breaks down these amounts and the analysis for each request will follow in the subsequent sections. Table II: FY 2027 Preliminary Budget Recommendations for CAPDS Request # Item Description Amount CAPDS Positions FY 2027 CAPDS MAC Services Base Budget $3,968,514 30.0 2 Equity for Holistic Team $123,474 0.0 3 Adjustment for 3% COLA not previously budgeted $59,099 0.0 Projected for non-county employee health 4 insurance increase $92,714 0.0 Total Increase $275,287 0.0 Grand Total of FY 2027 Preliminary Budget Recommendation $4,243,801 30.0 Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 9 of 28 Page 338 of 468 BUDGET REQUESTS NOT EVALUATED BY PBO DUE TO FUNDING LIMITATIONS PBO has listed the requests not evaluated by PBO due to funding limitations in the table below with a short description and key details. PBO has not evaluated these requests and will not be making funding recommendations as part of the FY 2027 Preliminary Budget since they were not discussed as budget drivers with the Commissioners Court or considered extraordinary and compelling. These items may be considered for funding in future budget years should financial conditions warrant. Ongoing One-Time Capital Funding Funding Acquisition Dept Request Request Resources Total Request Title of Request Rank Amount Amount Request Amount Amount FTEs SPWs CAPDS Panel Attorney Incentive Program Pilot 01 $1,422,089 $ $ $1,422,089 - - The Community Legal Services (CLS) Department, on behalf of the Capital Area Private Defender Service (CAPDS), requests one-time funding to create an Incentive Program to ensure that there are enough attorneys to allow Travis County to meet its constitutional mandate to provide defense counsel. Specifically, these incentives aim to (1) retain current CAPDS panel attorneys; (2) attract additional attorneys to the CAPDS panel; and (3) encourage attorneys to devote a larger percentage of their practice to CAPDS representation. CAPDS Administrative Operating Resources 05 $20,660 $33,800 $ $54,460 - - The Community Legal Services (CLS) Department is requesting additional resources in support of one-time and ongoing operating needs for the Capital Area Private Defender Service (CAPDS) Program to ensure the County meets its contractual obligations to CAPDS. This includes 40 Adobe licenses for CAPDS staff, regular replacement of CAPDS computer equipment, and reallocation of operating resource funding that had previously been allocated to Contract 4400003950 to provide flexibility for CAPDS related resource needs in a manner similar to the flexibility that exists in the Criminal Court’s ongoing operating budget. CAPDS Compensation – FY 2027 COLA Parity 06 $97,503 $ $ $97,503 - - Community Legal Services (CLS) Department, on behalf of the Capital Area Private Defender Service (CAPDS) requests an earmark for ongoing funding to support cost-of-living increases aligned with any across-the-board increases adopted by the Commissioners Court for FY 2027. Miranda Best Campos CLS Legally Mandated Fees FY 2027 Preliminary Budget Page 28 of 28 Page 339 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & CAPDS Panel Attorney Incentive 01 Priority # of Request: Program Pilot Name of Program from PB-3: Community Legal Services Mandated Program (Yes/No) Yes Total Amount of Request: $1,422,089 Collaborating Departments/Agencies: Capital Area Private Defender Service (CAPDS) Request Contact (Name/Phone): Geoff Burkhart – (512) 808-8333 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Community Legal Services (CLS) Department, on behalf of the Capital Area Private Defender Service (CAPDS), requests one-time funding to create an Incentive Program to ensure that there are enough attorneys to allow Travis County to meet its constitutional mandate to provide defense counsel. Specifically, these incentives aim to (1) retain current CAPDS panel attorneys; (2) attract additional attorneys to the CAPDS panel; and (3) encourage attorneys to devote a larger percentage of their practice to CAPDS representation. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Travis County relies on CAPDS to represent 80% of people who cannot afford counsel in criminal cases. Over a decade, CAPDS has lost half its attorneys, falling from 250 to 125 attorneys: During that same period, the number of felonies rose sharply. This combination of increased demand and decreased supply of attorneys threatens Travis County’s ability to provide lawyers under the Texas Code of Criminal Procedure, Texas Constitution, and United States Constitution. Without attorneys, the justice system grinds to a halt. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 340 of 468 To combat the attorney shortage and deliver the constitutionally guaranteed right to an attorney, CAPDS and CLS propose piloting a series of attorney incentives: Incentive Cost Goal 1. Incubator Pilot $333,185 Recruit New Attorneys 2. Discovery Tool 60,000 Retain Current Attorneys 3. Parking - Incentivize Focus on CAPDS Cases 4. Legal Research Stations 8,904 Incentivize Focus on CAPDS Cases 5. Brizendine Workspace and Lounge 100,000 Incentivize Focus on CAPDS Cases 6. 700 Lavaca Attorney Workspace + 120,000 Incentivize Focus on CAPDS Cases Client Meeting Rooms 7. Attorney Retainer Program 800,000 Incentivize Focus on CAPDS Cases TOTAL $1,422,089 The overarching goal of these incentives is to ensure there are enough attorneys to allow Travis County to meet its constitutional mandate to provide defense counsel. Specifically, these incentives aim to (1) retain current CAPDS panel attorneys; (2) attract additional attorneys to the CAPDS panel; and (3) encourage attorneys to devote a larger percentage of their practice to CAPDS representation. These incentives are severable. That is, Commissioners Court need not fund each incentive. However, taken together, they would provide a powerful set of incentives. Incubator Pilot - $333,185 FY 2027 Budget Request Proposal (PB-4) v1.0 Page 341 of 468Young attorneys face big barriers to starting their own criminal defense practice: six-figure law school debt, no salary, no benefits, no business management skills, and insufficient legal training. The Incubator Pilot aims to remove these obstacles, allowing more young attorneys to join the CAPDS panel. The Incubator Pilot will help create the next generation of CAPDS panel attorneys from the ground up. The Incubator Pilot provides 10 new attorneys with six months’ core support to start their own law firms: • Office space • Targeted financial assistance, following a 6-month stepdown plan • Legal training • Mentoring • Business management training and coaching • Attorney-client meeting space • Cohort of other new criminal defense attorneys Incubator Pilot costs include one-time furniture costs. CAPDS also notes that there are experienced attorneys in other communities that may want to practice in Travis County. They could be in a public defender office or private practice, but moving to Austin and setting up a new practice takes time. Even if you are a 20-year PD from Harris County, how do you keep your family fed the week after you quit and move to Austin? So, while the incubator program anticipates that CAPDS would most likely host young and inexperienced attorneys, it is possible for some attorneys with more experience to participate as well. Should the six-month Pilot successfully launch the careers of 5 new attorneys, this program could be replicable and expandable in future years. Discovery Tool - $60,000 While attracting new attorneys to the CAPDS is necessary, it alone is not sufficient. One of the most cost-effective ways to increase CAPDS panel capacity is by incentivizing current panel attorneys to devote more of their practice to Travis County. The CAPDS panel includes more than 120 qualified attorneys, yet only 29% currently carry the equivalent of a full-time caseload in Travis County, while 55% handle less than half of a full caseload. Many CAPDS panel attorneys choose to devote a significant portion of their practice to retained clients or to representing clients in surrounding counties. One of the most persistent and widely cited pain points for defense attorneys who choose to devote only a small fraction of their practice to Travis County is the time-consuming and frustrating process of retrieving discovery through the TechShare portal. While Travis County ITS is working toward a transition to Axon, that solution remains incomplete and will still require manual effort from attorneys even after implementation. This inefficiency translates directly into FY 2027 Budget Request Proposal (PB-4) v1.0 Page 342 of 468lost time, increased frustration, and higher costs—particularly in a system where most work is billed hourly. A practical and deployable solution exists. Automated discovery retrieval software that eliminates the need for manual downloads. This service has already been tested by CAPDS panel attorneys and has proven highly effective in reducing administrative burden and improving the day-to-day experience of appointed counsel. CAPDS proposes a targeted pilot program to evaluate this solution at scale. Under this pilot, up to 50 attorneys who commit to accepting full-time caseloads would receive access to the software for up to one year. The total cost—capped at $60,000, or approximately $100 per attorney per month—is modest when compared to the potential return: increased attorney participation, reduced administrative inefficiencies, and improved system capacity. Importantly, this pilot will be implemented with measurable outcomes. CAPDS will phase in participation to ensure effective adoption and will partner with Court Administration to analyze billing data and assess whether the tool produces cost savings and operational improvements. This proposal represents a strategic, data-driven investment in system capacity. By reducing friction in the daily work of defense attorneys, Travis County can meaningfully increase participation in indigent defense, protect its constitutional obligations, and do so in a way that is both fiscally responsible and immediately actionable. Parking - $0 Another frustration for CAPDS panel attorneys is the lack of courthouse parking. While surrounding counties have free and ample parking, CAPDS panel attorneys must often pay to park on the street, or park for free blocks away. CLS and CAPDS have worked closely with Facilities to create a parking system, allowing a select number of CAPDS attorneys access to the courthouse parking garage. CAPDS panel attorneys will qualify for parking by devoting a percentage of their practice to CAPDS panel representation. Currently, CLS and CAPDS do not anticipate any costs associated with the parking program. Legal Research Stations - $8,904 Quality defense representation requires legal research. But legal research software subscriptions can be prohibitively expensive for the solo criminal defense practitioners who make up most of the CAPDS panel. We explored granting individual software licenses to each CAPDS panel attorney, but the project was cost-prohibitive. Instead, CAPDS, working with the Lora Livingston Law Library, has identified a cost-effective way to provide CAPDS panel attorneys with a legal research tool: Lexis-Nexis Legal Research stations. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 343 of 468 For less than $10,000 annually, CAPDS can create two legal research stations: a simple desk and computer set up with multi-user access to Lexis-Nexis research software. Like several of other CAPDS incentives, the stations would be available to attorneys who devote a particular portion of their legal practice to the CAPDS panel. Brizendine Workspace and Lounge - $100,000 Increasingly few defense attorneys rent office space near the courthouse. Many work from home or have no office space at all. The Brizendine House is nestled into the north side of the Criminal Justice Center (CJC). The 900- square-foot, century-old home has significant limitations due to its historic status. It is poorly suited, for instance, for attorney-client meetings or phone calls. However, it is ideally located and situated for attorneys who need a nearby space to relax between hearings or meetings, meet with fellow lawyers, or draft a motion. The one-time costs for this space include furniture—couches, chairs, desks, televisions, and work stations. Like several incentives, it will be available to attorneys who devote a particular portion of their legal practice to the CAPDS panel. 700 Lavaca Attorney Workspace + Client Meeting Rooms - $120,000 Brizendine House is an excellent place for quick, convenient work. However, because of restrictions on this historic building, it is unsuitable for several tasks, including client meetings, reviewing discovery, or concentrated tasks. CAPDS and CLS propose a WeWork-type space at 700 Lavaca. The space would include 5 hoteling desks and 2 meeting spaces, as well as one of the legal research stations. For the many defense lawyers who no longer rent office space, 700 Lavaca would provide ideal shared desk space: quiet and comfortable, secure, proximate to the courthouse, hardwired for modern office work, and accessible for client visits. The costs involved are primarily one-time furniture costs: desks, chairs, whiteboards, and televisions and other meeting room equipment. Like several of the incentives described here, the Attorney Workspace + Client Meeting Rooms would be available to attorneys who devoted a particular portion of their legal practice to the CAPDS panel. Attorney Retainer Program - $800,000 FY 2027 Budget Request Proposal (PB-4) v1.0 Page 344 of 468Oftentimes, panel attorney recruitment and retention comes back to pay. However, for years, Travis County has regularly raised the attorney fee schedule, only to have surrounding counties raise their fee schedules to comparable—or sometimes higher—rates. This bidding war for attorneys occasionally leads to a temporary spike in the number of panel attorneys, but higher panel attorney involvement is rarely sustained. It is important that Travis County continue to monitor and match fee schedules in surrounding areas. But this alone will not increase panel attorney recruitment and retention. CAPDS and CLS recommend an Attorney Retainer Program. The Program is simple: financially incentivize attorneys to devote a larger percentage of their practice to Travis County. For example: • Attorneys who devote 100% of their practice to the CAPDS panel will receive an additional $10,000. • Attorneys who devote 75% or more of their practice to the CAPDS panel will receive an additional $6,000. • Attorneys who devote 50% or more of their practice to the CAPDS panel will receive an additional $4,000. These graduated, non-compounding financial incentives, paired with the other incentives above, can help encourage panel attorneys to devote a greater portion of their practice to the CAPDS panel for years to come. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. The overarching goal of these incentives is to ensure there are enough attorneys to allow Travis County to meet its constitutional mandate to provide defense counsel. Specifically, these incentives aim to (1) retain current CAPDS panel attorneys; (2) attract additional attorneys to the CAPDS panel; and (3) encourage attorneys to devote a larger percentage of their practice to CAPDS representation. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 345 of 4685. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. N/A 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) CAPDS could begin implementation in FY26 if FY27 funding is likely, but CAPDS could not begin this process without expected continued funding. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. N/A 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: FY 2027 Budget Request Proposal (PB-4) v1.0 Page 346 of 468 100% in Office Hybrid >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Conference room set up (web rally bar or Teams Room set up). If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? FY 2027 Budget Request Proposal (PB-4) v1.0 Page 347 of 468 The Attorney Incubator Pilot Program includes request for “hoteling” space for CAPDS panel attorneys. CLS envisions this program will need approximately office space including at least five (5) offices, two (2) conference rooms, and communal space. CLS has three (3) current facilities requests submitted in relation to this request: (1) Brizendine Build-out (2) Attorney Incubator Pilot (3) Workspace and Client Meeting Space FY 2027 Budget Request Proposal (PB-4) v1.0 Page 348 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: CAPDS Panel Attorney Incentive Program SBP Program: Capital Area Private Defender Service (CAPDS) Budget Request Priority #: 1 Dpt #: 189 Dept Name: CLS Legally Mandated Fees A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL - $ - $ - $ - B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Other Services 0001 1890010001 511900 One-time 333,185 Services Other Services 0001 1890010001 511900 One-time 60,000 Services Other Services 0001 1890010001 511900 One-time - Services Info Retrieval Svs 0001 1890010001 511875 One-time $ 8,904 Supplies & Equipment Office Furniture 0001 1890010001 510210 One-time $ 100,000 Supplies & Equipment Office Furniture 0001 1890010001 510210 One-time $ 120,000 Services Other Services 0001 1890010001 511900 One-time $ 800,000 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ 1,422,089 $ - $ 1,422,089 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ 1,422,089 $ - $ 1,422,089 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 1,422,089 $ - $ 1,422,089 189 - PB5 01 - CAPDS Panel Attorney Incentive Program.xlsx Page 349 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & CAPDS Administrative Operating 05 Priority # of Request: Resources Name of Program from PB-3: Community Legal Services Mandated Program (Yes/No) Yes Total Amount of Request: $54,460 Collaborating Departments/Agencies: Capital Area Private Defender Service (CAPDS) Request Contact (Name/Phone): Geoff Burkhart – (512) 808-8333 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Community Legal Services (CLS) Department is requesting additional resources in support of one-time and ongoing operating needs for the Capital Area Private Defender Service (CAPDS) Program to ensure the County meets its contractual obligations to CAPDS. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? CLS, in consultation with Criminal Courts (124), is requesting additional one-time and ongoing operating resources to ensure that the County meets its contractual obligations toward the CAPDS program regarding the procurement of furniture, technology, and equipment in accordance with section 4.8 of Contract 4400004276 (CAPDS MAC Enhancement). Under the terms of the contract, the County is required to purchase furniture, technology, and equipment necessary for the operation of the Program (CAPDS) and maintain ownership of all property purchased with County funds. Resources Requests: • $4,400 Ongoing – Adobe Licenses for CAPDS Staff (x40) • $33,800 One-time – Regular Replacement of CAPDS Computer equipment (replacement list included in the PB5) • $16,260 Ongoing – reallocation of operating resource funding that had previously been allocated to Contract 4400003950 to provide flexibility for CAPDS related resource needs in a manner similar to the flexibility that exists in the Criminal Court’s ongoing operating budget In previous fiscal years, the Criminal Courts have handled similar procurement needs on behalf of CAPDS in accordance with the terms of the contract. CLS, as the current administrator of CAPDS contracts effective FY 2025, is now responsible for facilitating these regular needs for the CAPDS program. However, when CLS became the administrator of these contracts, the FY 2027 Budget Request Proposal (PB-4) v1.0 Page 350 of 468Department did not received additional resources to support these recurring CAPDS related needs in either it’s administrative budget (Fund Center: 1410010001) nor within any fund center within the newly created CLS Criminal Legally Mandated Fees Department (189) established to oversee resources as approved during the FY 2026 Budget Process related to contracts with CAPDS, as well as criminal legally mandated attorney, expert, and investigator vouchers. Previously, the Criminal Courts Department had been able to address these sorts of CAPDS related needs internally through existing flexibility within the Department’s ongoing operating budgets. CLS maintains no such existing flexibility, nor were additional resources allocated for this purpose when the Department assumed these new roles in FY 2026. Therefore, CLS has had to rely on use of contract savings, through requested modifications of existing CAPDS contracts, to free up resources for these identified needs that the County is contractually obligated to cover. However, CLS notes – in concurrence with feedback received from PBO - that these sorts of contract modifications are not an ideal practice to address these needs, given the administrative burden and cumbersome structuring of resources. To that end, CLS has sought to structure the CAPDS ongoing contracts in such a way as to limit the number of modifications required to ensure that all CAPDS projects are effectuated in a timely manner, that the most appropriate resources are leveraged for identified needs, and to maintain compliance with the County’s contractual obligations to CAPDS. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. The primary goal of this request is to ensure uninterrupted operations for the CAPDS Program through continued access to Adobe Licenses and proper computer equipment. The Criminal Courts has been coordinating with CLS to ensure these regular resource needs, previously submitted for the Budget Process through the Criminal Courts, are properly submitted now through CLS. Secondarily, this request seeks to ensure some measure of operating resource flexibility to address technical, equipment, and services needs on behalf of CAPDS as they occur throughout the fiscal year. Currently CLS maintains no such available resources for these types of recurring needs. Since FY25, CLS has had to rely on modifications to the existing CAPDS projects to free up identified contract savings to procure these needs. However, contract modification is a procedurally burdensome and inconsistent method of finance for regular operating needs the County is obligated to provide the CAPDS program. Therefore, CLS is now requesting dedicated funding in Department 189 for these needs outside of the existing CAPDS Service contracts to seek a more appropriate source of funding for these regular needs. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 351 of 4684. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? N/A 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. N/A 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) If funded, there should be no delay in implementing the request beginning 10/1/2026. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 352 of 46810. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 353 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: CAPDS Administrative Operating Resources SBP Program: Capital Area Private Defender Service (CAPDS) Budget Request Priority #: 5 Dpt #: 189 Dept Name: CLS Legally Mandated Fees A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL - $ - $ - $ - B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Supplies & Equipment Cloud Based Subscription Services 0001 1890010001 511671 Ongoing 4,400 Supplies & Equipment Computer Equipment & Peripherals 0001 1890010001 510070 One-time 33,800 Supplies & Equipment Computer Equipment & Peripherals 0001 1890010001 510070 Ongoing 16,260 Services Cellular (Air) Time Usage 511700 Ongoing $ - TOTAL OPERATING $ 33,800 $ 20,660 $ 54,460 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B) $ 33,800 $ 20,660 $ 54,460 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 33,800 $ 20,660 $ 54,460 189 - PB5 05 - CAPDS Administrative Operating Resources.xlsx Page 354 of 468LEGAL SERVICES BUDGET HEARING Page 355 of 468• CAPDS • LAW LIBRARY • TCR • OPR • TITLE IV-E • COUNTY EXEC Page 356 of 468Page 357 of 468Page 358 of 468Page 359 of 468Page 360 of 468Page 361 of 468Goals: • Attract • Retain • Incentivize Page 362 of 468CAPDS Panel Attorney Incentive Program Request = $1.4m. (severable) Page 363 of 468 CAPDS Panel Attorney Incentive Program Incentive Cost 1. Incubator Pilot $333,185 2. Discovery Tool 60,000 3. Parking - 4. Legal Research Stations 8,904 5. Brizendine Workspace and Lounge 100,000 6. 700 Lavaca Attorney Workspace + Client Meeting Rooms 120,000 7. Attorney Retainer Program 800,000 TOTAL $1,422,089 Page 364 of 468Page 365 of 468 CAPDS Administrative Operating Resources Description Cost FY 2027 Replacement Computers $33,800 Ongoing Operating Resources 16,260 Continuation of 40 Adobe Licenses 4,400 Total $54,460 Page 366 of 468Public Defender’s Office – (144) • Retention SupportingCompensation Adjustments • Family Unity Pilot • Right-Size for Felony Increase Page 367 of 468 Public Defender’s Office (144) TABLE OF CONTENTS Public Defender’s Office (144) ............................................................................................................................................. 1 Mission Statement, Strategic Goals, And Functional Area ............................................................................................... 2 Programs & Performance Management .......................................................................................................................... 3 Adopted Budgets FY 2024-2026, Preliminary Budget FY 2027 .......................................................................................... 9 FY 2027 Preliminary Budget Recommendations Summary ............................................................................................ 10 Additional Information .................................................................................................................................................. 12 FY 2027 Budget Reductions ........................................................................................................................................... 14 FY 2027 Budget Request Analysis .................................................................................................................................. 14 Request #1: Retention-Supporting Compensation Funds ................................................................................................. 15 Request #2: Continue 2.0 SPW Padilla Attorneys or Convert to FTEs ............................................................................... 19 Request #3: Convert SPW Legal Secretary to FTE .............................................................................................................. 21 Request #4: Convert SPW Case Worker into FTE ............................................................................................................... 23 Request #5: Family Unit Pilot ............................................................................................................................................. 25 Request #6: Right-Size for Felony Increase ........................................................................................................................ 27 Request #7: Emergency Shelter Funds .............................................................................................................................. 37 FY 2027 Budget Requests Not Evaluated by PBO due to Funding Limitations ................................................................ 40 Budget Requests Not Evaluated by PBO due to Funding Limitations ................................................................................ 40 Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 1 of 40 Page 368 of 468 MISSION STATEMENT, STRATEGIC GOALS, AND FUNCTIONAL AREA The Public Defender's Office (PDO) is envisioned to be client-centered, independent, and innovative to the needs of Travis County residents. Consistent with nationally recognized best practices, the PDO provides its clients with high-quality holistic defense representation and other support. Guided by the County's mission to “Building a Travis County where all people can thrive with dignity and respect,” the Public Defender's Office strives always: to listen to those in the community who are directly impacted by the criminal legal system when defining and prioritizing goals; to promote an internal culture that is sustainable, supportive, inclusive and equitable; and to recognize clients' inherent dignity and capacity to transform and advocate that others do the same. The Office has identified the following departmental goals:  Promote a client-centered culture that values and respects client dignity;  Serve as a strong, independent institutional voice for public defense;  Raise the quality of criminal representation for all people charged with crimes in Travis County who cannot afford an attorney;  Provide a training ground that produces excellent defenders; and  Be resourceful and responsive to evolving needs of the community. This aligns with the County goal, “Protect and provide opportunity for those most vulnerable and underrepresented.” The Office is budgeted in the Justice System Functional Area. ORGANIZATIONAL CHART Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 2 of 40 Page 369 of 468 PROGRAMS & PERFORMANCE MANAGEMENT KEY PROGRAM MEASURES Travis County provides a variety of programs and services that are mandated by the state and/or federal government. The majority of County programs and services are mandated or support mandated programs. PBO works with Offices and Departments to quantify and measure their programs’ performance so that resources are directed to the most critical needs. The information below includes program information and discussion, key program measures, and mandated functions, if applicable. The following programs are linked to the County Goal, “Protect and provide opportunity for those most vulnerable and underrepresented.” PUBLIC DEFENDER’S OFFICE: The Public Defender's Office (PDO) is envisioned to be client-centered, independent, and innovative to the needs of Travis County residents. Consistent with nationally recognized best practices, the PDO provides high-quality holistic defense representation and other support to its clients. Operating as a single law firm, the PDO represents youth in Juvenile Court and adults, including those living with serious mental illness/intellectual or developmental disability, in Criminal Court. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Hours dedicated to training offerings inclusively serving Juvenile, Mental Health, and General "Adult" Division staff 32 14 9 9 9 One or more systemic impact initiatives spearheaded per Fiscal Year 1 1 1 1 1 Number of clients served by PDO at counsel at first appearance 538 3,474 6,182 6,182 6,182 Number of first appearance shifts with PDO counsel 36 223 364 364 364 Number of graduate/undergraduate interns hosted across all divisions 21 26 24 24 24 Number of staff sponsored to attend external trainings 89 92 70 70 70 Number of times individual PDO advocates staffed counsel at first appearance 118 772 1,168 1,168 1,168 One or more community outreach/engagement actions per Fiscal Year 3 3 3 3 3 The Travis County Public Defender's Office (PDO) is a comprehensive public defender office envisioned to be client-centered, independent in its legal operations, and innovative to the needs of Travis County residents. Consistent with nationally recognized best practices, the PDO provides high-quality holistic defense representation and other support to indigent people, including youth and those living with serious mental illness/intellectual or developmental disability. Fiscal Year 2025 saw the Public Defender’s Office make important strides as a unified entity: (1) after a year-long process, all three divisions successfully onboarded to a shared case management system; (2) lawyers, legal secretaries, and social services advocates from the Adult and Mental Health Divisions now staff a Counsel at First Appearance program that operates 7 days a week and; (3) the department successfully advocated for equitable pay for its lawyers with 3 years or less experience, ushering in much needed staffing stability at a time when there are fewer attorneys entering or remaining in public defense. However, new law enforcement priorities brought on by the change in federal administration saw the department weather a couple specific challenges: (1) addressing a sharp increase in the number of non-citizen clients with immigration detainers, Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 3 of 40 Page 370 of 468 particularly in the Adult and Juvenile Divisions and, (2) a loss of funding to support a county-specific workload study consistent with updated national public defense workload standards. Nonetheless, each division continued to demonstrate the power of client-centered holistic defense: the Juvenile Division harnessed grant funding from the Office of Juvenile Justice and Delinquency Prevention (OJJDP) to expand access to education rights advocacy for youth with disabilities; the Mental Health Division’s Peer Support Specialist began working with clients in the Mental Health and Adult Divisions; and a study of the Adult Division’s work over its startup years revealed superior client satisfaction among all criminal defense providers in the County. The department’s programming, structure, and operations continue to mature in the unified model which, for the past two years, has required striking a balance between adjusting workflows to better align programmatic work across all three divisions and maintaining high-quality provision of services. With all divisions operating from the same case management system and more communication amongst departmental leadership, additional opportunities for examining and bolstering departmental performance as a single law firm are anticipated. GENERAL ADULT DIVISION: The General Adult Division of the Public Defender's Office (PDO) is envisioned to be client-centered, independent, and innovative to the needs of Travis County residents. Consistent with nationally recognized best practices, the advocates provide high-quality holistic defense representation and other support to people accused of criminal offenses. In Gideon v. Wainwright, 1963, the U.S. Supreme Court ruled that, under the Sixth Amendment, legal assistance is “fundamental and essential to a fair trial” and that due process requires states to provide a lawyer for any indigent person being prosecuted for a serious crime. Texas has enshrined that right in its Constitution and Chapter 71 of the Government Code and the Adult Division was created to help fulfill this mandate and meets American Bar Association guidelines for indigent defense. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Average number of days clients are in jail prior to disposition for felonies in the Adult Division 74 63 42 90 90 Average number of days clients are in jail prior to disposition for misdemeanors in the Adult Division 22 22 27 25 25 Average weighted caseload per attorney in Adult Division 126% 133% 140% 100% 100% New cause numbers represented by the Adult Division 4,640 5,853 6,850 8,285 8,285 Number of new immigration (Padilla) referrals in Adult Division 364 731 747 747 747 Number of new investigative referrals in Adult Division 752 788 895 895 895 Number of new referrals to community-based civil legal and/or social support resources in Adult Division 1,045 2,057 2,428 2,428 2,428 Number of new social work referrals in Adult Division 992 753 624 624 624 Number of non-incarceratory felony dispositions in Adult Division 1,062 1,741 1,842 1,842 1,842 Percent of all new cause numbers being represented by Adult Division by end of fiscal year 20% 21% 21% 25% 25% Percent of new cause numbers represented by PDO granted personal bond in Adult Division 60% 66% 64% 64% 64% Total cause numbers disposed by Adult Division 3,613 4,644 4,753 4,753 4,753 Number of non-incarceratory misdemeanor dispositions in Adult Division 1,840 2,020 1,838 1,838 1,838 Number of hearings/trials in Adult Division 42 40 48 48 48 Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 4 of 40 Page 371 of 468 The General Adult Division seeks to increase its share of serious felonies handled annually as well as to implement a family unity program. Given the increase in felony cases, the Department submitted a budget request for additional attorneys, an investigator, a social worker, a case worker and a paralegal in order to build out a staff that can support the felony caseloads. The PDO reports that the Adult Division has been leaning into the efficiencies created by CAFA, such as the early engagement of clients so that staff can begin working on cases earlier. While some measures stayed pretty level between FY 2024 and FY 2025 for the Adult Division, there were stark increases in the new cause numbers represented, the number of new immigration (Padilla) referrals, the number of new referrals to community-based civil legal and/or social support resources, and the number of non-incarceratory felony dispositions. The PDO reports that with some exceptions, the Adult Division performed as expected in FY 2025 and into the first half of FY 2026. JUVENILE PUBLIC DEFENSE DIVISION: The Juvenile Public Defense (JPD) Division is the primary provider of legal services to youth with juvenile proceedings in Travis County. In the landmark case In re Gault, the United States Supreme Court declared that when faced with juvenile proceedings, “[T]he child ‘requires the guiding hand of counsel at every step in the proceedings against him.’" This mandate requiring legal representation for juveniles in delinquency proceedings is a fundamental right that requires governmental entities to appoint counsel in juvenile proceedings whenever there is a determination of indigence. Additionally, the Supreme Court has consistently mandated that the United States Constitution requires appointed counsel to provide competent, effective legal representation. This program works to ensure that Travis County remains compliant with these mandates. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Average number of cases per attorney in Juvenile Division 78 106 132 132 132 New cases represented by the Juvenile Division 479 815 992 992 992 Number of cases sealed in Juvenile Division 171 111 279 279 279 Number of dismissed or rejected felony dispositions in Juvenile Division 233 225 278 278 278 Number of dismissed or rejected misdemeanor dispositions in Juvenile Division 172 282 384 384 384 Number of new immigration (Padilla) referrals in Juvenile Division n/a 38 52 52 52 Number of new investigative referrals in Juvenile Division n/a 11 108 108 108 Number of new juvenile clients on dual status crossover docket 5 21 4 4 4 Number of new Post-Disposition cases opened by Juvenile Division 52 33 40 40 40 Number of new social work referrals in Juvenile Division n/a 95 78 78 78 Percentage of detention hearings resulting in release in Juvenile Division 54% 48% 46% 46% 46% Total cases disposed by Juvenile Division 502 587 736 736 736 The Juvenile Division continues to partner with Disability Rights Texas (DRTx) to provide school-based education advocacy to clients with disabilities. Youth with disabilities are over-represented in the juvenile legal system, and this program serves as a bulwark against the 'school to prison pipeline' for that category of youthful clients. This collaboration is made possible because of a grant from DOJ's Office of Juvenile Justice and Delinquency Prevention (OJJDP) which was awarded to PDO and subawarded to DRTx. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 5 of 40 Page 372 of 468 The Juvenile Division seeks to provide holistic, client-centered legal representation. The Juvenile Division seeks to have legal outcomes that are the least restrictive and appropriate for each child served. This is accomplished within the framework of ensuring that clients’ constitutional and legal rights are fully protected. The division has implemented performance measures that are consistent with national, state and local professional and ethical standards which are designed to ensure effective, competent advocacy and provide for a zealous legal defense. The Juvenile Division provides legal services in all juvenile proceedings, including providing counsel in every phase of the juvenile court process. The COVID pandemic saw a drop in overall caseload; however, the trend over the past four fiscal years has been a significant increase in caseload. Furthermore, beginning in FY 2025, the newly elected juvenile court judge has implemented a new docket in which the court is appointing the Juvenile Division to represent children who were previously unrepresented in the juvenile legal system, resulting in an increase in the Juvenile Division's overall caseload the last couple years. The Juvenile Division continues to provide representation to over 97% of all children facing proceedings in Travis County Juvenile Court and to expand its legal services in areas such as social services, mental health support, dual status youth representation and education advocacy. The Office reports that the Juvenile Division is firmly committed to providing a high level of legal representation to all clients. Data are sourced from the PDO’s case management system, Travis County Juvenile Court, Travis County Juvenile Probation, and statistical data from the Texas Juvenile Justice Department. Projections assume that the number of referrals to juvenile court will continue the upward trend post-pandemic since the low of FY 2021, and that the Juvenile Division is fully staffed. MENTAL HEALTH PUBLIC DEFENSE DIVISION: The Mental Health Public Defense (MHPD) Division seeks to support the County’s mandated obligation to provide indigent defense, provide specialized, holistic legal representation for indigent persons with mental illness charged in Class A and/or B misdemeanors, State Jail felonies, and 3rd Degree Felonies in the Travis County criminal justice system, provide intensive social services support to indigent persons with mental illness, and to provide continuing education opportunities to the legal community on specialized issues related to provision of criminal defense for people with mental illness. Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Average weighted caseload per attorney in Mental Health Division 75 67 74 80 80 Community linkages/referrals in Mental Health Division 1,333 851 1,064 1,064 1,064 New cause numbers represented by the Mental Health Division 528 460 471 471 471 Number of new immigration (Padilla) referrals in Mental Health Division 51 20 4 4 4 Number of new investigative referrals in Mental Health Division 23 35 58 58 58 no data Number of new referrals to community-based civil legal due to and/or social support resources in Mental Health CMS Division 47 33 migration 40 40 Number of new social work referrals in Mental Health Division 528 460 471 471 471 Percentage of all Travis County mental health-flagged cause numbers appointed to Mental Health Division 12% 10% 8% 8% 8% Percentage of cause numbers in Mental Health Division disposed by dismissal or rejection 92% 93% 96% 96% 96% Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 6 of 40 Page 373 of 468 Actual Actual Revised Projected Projected FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Measure Measure Measure Measure Measure Measure Percentage of new cause numbers where there is some competency issue in Mental Health Division 52% 59% 51% 51% 51% Total cause numbers disposed by Mental Health Division 476 454 372 372 372 Holistic services within the Mental Health Division include intensive case management, peer support, emergency shelter (which funding supports clients in both Adult & MH divisions) and a limited number of permanent supportive housing vouchers. In the summer of 2025, the Mental Health Division converted from the defenderData case management system to Legal Server, joining the adult and juvenile divisions in a single law firm instance of the platform. This conversion has resulted in significant efficiencies in processes, cross division collaboration and data analysis. This year the office filled all of its positions, trained new staff and has begun recovering and stabilizing from the recent years’ high turnover. The PDO reports that performance measures have stabilized for the attorneys, and linkages to community resources are projected to have a significant increase from last year. The Department has noticed an increase in their felony mental health caseload, as a result of increased felony filings in Travis County. STATUS OF PRIOR YEAR FUNDING OF SELECT BUDGET REQUESTS FTE Approved Approved Package Name Amount /Filled Program Results FY 2026 The 2 SPW Padilla attorney positions are filled which was the original expectation. The performance measures related to the measure (Number of Immigration referrals per division) demonstrate the criticality of these positions. The Department is requesting they be converted to 2.0 FTEs for Padilla Attorneys $349,652 N/A FY 2027, or at the very least continued as SPWs. This position is new to the Department in FY 2026 and they have been recruiting to fill it. With a dearth of experienced criminal defense practitioners in the market, and with relatively uncompetitive salary for the Right-Sizing level of experience, the Dept may end up underfilling the position but they General Adult wanted to give themselves time to try to source a qualified applicant at or Division $180,190 1.0/0.0 near the Attorney VI level of experience before doing so. This position was filled on February 16, 2026 with an experienced attorney qualified to handle misdemeanors and felonies. Due to short amount time that the position has been filled, it is premature to provide data on the Mental Health impact on performance measures. However, the new attorney does have a Division Attorney full caseload and the Department has experienced some increases in the VI $174,826 1.0/1.0 overall department caseload as a result. This SPW case worker position began in the department in FY 2023 as an PBO Correction - ARPA grant funded position; it has been filled for nearly 4 years providing Case Worker exceptional service to clients needing social service support. The SPW $90,380 N/A Department is requesting the position be converted to an FTE for FY 2027. This SPW legal secretary position began in the department in FY 2025; it PBO Correction - has been filled for nearly 2 years providing exceptional data entry, Legal Secretary updating, and administrative management for the department. The SPW $84,106 N/A Department is requesting the position be converted to an FTE for FY 2027. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 7 of 40 Page 374 of 468 FTE Approved Approved Package Name Amount /Filled Program Results FY 2025 Right-Sizing Staffing for the The division directors, while not completely out of the PDO caseload have (General) Adult been able to recoup significant capacity for managerial tasks as a result of Division $384,721 2.0/2.0 these two positions being added to the staff. Unified Case Management This SPW legal secretary position began in the department in FY25; it has System Support been filled for nearly 2 years providing exceptional data entry, updating, Staff (1.0 SPW) - and administrative management for the department. The department is JPD $103,930 N/A requesting the position be converted to an FTE for FY27. The Department anticipated the peer support specialist to provide peer Continuation of support services to up to 20 individuals on a caseload at a time. The peer Peer Support support specialist has acclimated well to the role and is being sought out Specialist SPW for services regularly. He has served 26 individuals since beginning work a (1.0 FTE) - MHPD $70,659 1.0/1.0 year ago. He currently has a caseload of 15 individuals. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 8 of 40 Page 375 of 468 ADOPTED BUDGETS FY 2024-2026, PRELIMINARY BUDGET FY 2027 FY 2024 FY 2025 FY 2026 Prelim FY 2027 Diff FY 2027-2026 Personnel 7,571,247 14,213,839 16,646,434 17,336,540 690,106 Operating 4,118,419 856,463 891,703 894,365 2,662 Total (Per&Op)$ 11,689,666 $ 15,070,302 $ 17,538,137 $ 18,230,905 $ 692,768 CAR* - - - - - Grand Total$ 11,689,666 $ 15,070,302 $ 17,538,137 $ 18,230,905 $ 692,768 FTEs 108.00 112.00 121.00 123.00 2.00 *Capital funding for FY 2027 may include Capital Acquisition Resources (CAR) budgeted in the office or department, funding budgeted in a central department, or potential Certificates of Obligation (COs). The allocation between CAR projects and COs is still being finalized. Certificate of Obligation totals will be shown separately in the FY 2027 Adopted Budget. Public Defender's Office - General Fund Budget & FTEs $20,000,000 140.00 $18,000,000 120.00 $16,000,000 $14,000,000 100.00 $12,000,000 80.00 $10,000,000 $8,000,000 60.00 $6,000,000 40.00 $4,000,000 20.00 $2,000,000 $- 0.00 2024 2025Legend 2026 2027 Personnel Operating FTE The FY 2027 Preliminary Budget for the PDO increased by $692,768 from the FY 2026 Adopted Budget, which is a 4.0 percent increase. The majority of the increase was in the personnel budget due to converting two SPWs to two FTEs, the continuation of two SPWs, and funds for 18 career ladders. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 9 of 40 Page 376 of 468 FY 2027 PRELIMINARY BUDGET RECOMMENDATIONS SUMMARY Ongoing One-Time CAR Total FTEs Earmarks FY 2026 Adopted Budget $ 17,010,969 $ 527,168 $ - $ 17,538,137 121.00 $ - Target Budget Changes Compensation & Benefits 416,803 - - 416,803 - - Administrative & Other - (527,168) - (527,168) - - Total Target Budget Changes $ 416,803 $ (527,168) $ - $ (110,365) -$ - FY 2027 Target Budget $ 17,427,772 $ - $ - $ 17,427,772 121.00 $ - Budget Submission $ 17,427,772 $ - $ - $ 17,427,772 121.00 $ - Dept Budget Reductions Total $ - $ - $ - $ - -$ - Dept Budget Requests Programmatic Continue 2 SPW Padilla Attorneys or Convert to FTEs - 357,399 - 357,399 - - Convert SPW Legal Secretary to FTE 89,828 - - 89,828 1.00 - Convert SPW Case Worker to FTE 98,624 - - 98,624 1.00 - Emergency Shelter Funds - - - - - 100,000 Right-Size Staff for Increased Felony Cases - - - - - 1,602,124 Programmatic Total $ 188,452 $ 357,399 $ - $ 545,851 2.00 $ 1,702,124 Compensation & Benefits FY 2027 FICA Cap Increase 668 - - 668 - - FY 2027 Healthcare Increase (8%) 133,084 - - 133,084 - - Retention Supporting Compensation Adjustments (Career Ladders and Market Reclasses) 123,530 - - 123,530 - - Compensation & Benefits Total $ 257,282 $ - $ - $ 257,282 -$ - Total $ 445,734 $ 357,399 $ - $ 803,133 2.00 $ 1,702,124 FY 2027 Preliminary Budget $ 17,873,506 $ 357,399 $ - $ 18,230,905 123.00 $ 1,702,124 Change from FY 2027 Target $ 445,734 $ 357,399 $ - $ 803,133 2.00 $ 1,702,124 Change from FY 2026 Adopted $ 862,537 $ (169,769) $ - $ 692,768 2.00 $ 1,702,124 BUDGET REDUCTIONS Travis County is committed to providing needed programs and services to residents. While there has been increased uncertainty at the State and Federal levels, the FY 2027 Budget will be impacted by two main factors: decreased revenue flexibility and, most significantly, increased health insurance costs that will require further scrutiny and analysis to fully understand in order to make plan design changes to ensure that the plan will be sustainable. Because of these anticipated challenges, Offices and Departments were asked to submit reduction proposals equating to 5% of their FY 2027 Target Budget along with explanations of the implications of such cuts. This will better prepare the County to react to financial challenges not only in FY 2027 but in the years to come as the Texas Legislature continues to push down costs to the local level while simultaneously reducing the necessary revenue levers to fund such mandates. The Commissioners Court wishes to avoid across-the-board cuts and believes that the use of departmental reduction proposals provides a more strategic approach. For the Public Defender’s Office, the amount of the 5% reduction totaled $871,389. At this time, PBO is not recommending implementing any reduction proposals for the Public Defender’s Office as part of the FY 2027 Preliminary Budget. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 10 of 40 Page 377 of 468 PROGRAMMATIC FUNDING The FY 2027 Preliminary Budget for the Public Defender’s Office includes the following programmatic changes occurring after the adoption of the FY 2026 Adopted Budget:  $527,168 was removed from the budget related to one-time costs for items approved in the FY 2026 Adopted Budget. The FY 2027 Preliminary Budget for the Public Defender’s Office includes the following increases: Programmatic Recommendations One-Time Ongoing Total FTEs SPWs Padilla Attorneys SPW $357,399 $- $357,399 - 2.0 Retention Supporting Compensation Funds - 123,530 123,530 Case Worker SPW - 98,624 98,624 1.0 - Legal Secretary SPW - 89,828 89,828 1.0 - Total Programmatic Recommendations $357,399 $311,982 $669,381 2.0 2.0 COMPENSATION AND BENEFITS FUNDING The FY 2027 Preliminary Budget for the Public Defender’s Office includes the following changes related to compensation and benefits: Compensation Changes One-Time Ongoing Total Resources for the 3.0 percent Across the Board increase for classified employees approved in FY 2026 by the Commissioners Court, including resources for adjustments to the new pay scale created as part of the countywide policy of a $22.16/hour minimum wage and an increase for employees at the maximum of the existing pay scale (“redlined”) that would otherwise not receive the Across the Board pay increase. $- $403,630 $403,630 Resources for health insurance cost increases for FY 2027. - 133,084 133,084 Resources to implement Bilingual Pay for eligible classified employees in certain positions. - 13,173 13,173 Resources for higher Federal Insurance Contributions Act (FICA) cap in 2027. - 668 668 Total Compensation Changes $- $550,555 $550,555 FY 2026 compensation adjustments were distributed to office and department budgets after the FY 2026 Budget was approved. The list above includes the amounts added to Target Budgets for FY 2027 to reflect these changes. A full description of all compensation adjustments can be found in the Preliminary Budget Volume I document. INTERNAL REALLOCATIONS In May 2026, the PDO internally funded a reclassification of Financial Analyst Sr to Financial Supervisor in order to keep up with the complexity and diversity of the Department’s financial operations as well as to supervise and coordinate daily financial operations across all PDO divisions as well as have one employee directly report to the Supervisor role and delegate tasks and coordinate the work for two other administrative staff. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 11 of 40 Page 378 of 468 EARMARKS In addition to the funding above, the following Earmarks are included in the FY 2027 Preliminary Budget. These amounts are not included in the Public Defender’s Office budget at this time and will require additional Commissioners Court consideration before approval. FY 2027 Preliminary Budget recommended Earmarks include: Recommended Allocated Reserve Earmarks Total Emergency Shelter Funding $100,000 Total Allocated Reserve Earmarks $100,000 Recommended Commissioners Court Allocated Reserve Earmarks Total Right-Size Staff for Increased Felony Cases $1,576,124 Total Allocated Reserve Earmarks $1,576,124 Recommended Commissioners Court CAR Reserves Earmark Total Right-Size Staff for Increased Felony Cases $26,000 Total CAR Reserve Earmarks $26,000 ADDITIONAL INFORMATION VACANT POSITIONS The Public Defender’s Office currently has three total vacancies, out of which the following three positions have been vacant more than 120 days from the date of budget submission (April 27, 2026). Position Days Position Title Number FTE Vacant Position Notes This position has been offered and accepted by a soon to be law graduate who is slated to start with the department in the first full week of September Attorney II 30066762 1.0 935 2026. This position is new to the department in FY 2026 and they have been recruiting to fill it. With a dearth of experienced criminal defense practitioners in the market, and with relatively uncompetitive salary for the level of experience, they may end up underfilling the position but they wanted to give themselves time to try to source a qualified applicant at or near Attorney VI 30070471 1.0 204 the Attorney VI level of experience before doing so. This position has been offered and accepted by a soon to be law graduate who is slated to start with the department in the first full week of September Attorney IV 30061530 1.0 178 2026. FUTURE CONSIDERATIONS The Public Defender’s Office (PDO) continues to refine the organizational structure of its unified Adult, Juvenile, and Mental Health Divisions with the goals of supporting high-quality client representation, improving staff effectiveness, and maximizing Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 12 of 40 Page 379 of 468 the benefits of a holistic public defense model. Since the unification of the previously standalone offices, department leadership has made significant progress in aligning operations across divisions, including successfully transitioning all three divisions to a shared case management system, expanding cross-divisional communication and collaboration, and strengthening department-wide programming to better operate as a single law firm. The FY 2027 Proposed Organizational Chart reflects the department’s ongoing efforts to develop an organizational structure that best supports clients, staff, and the long-term success of a unified public defender office. At the same time, the General Adult Division continues to face workload challenges that were not anticipated when its original staffing model was developed. The division’s staffing targets were based on 2018 booking data and assumptions regarding appointment volumes that no longer reflect current conditions. Changes in appointment practices, including the unbundling of multiple cases from single appointments into legally distinct incidents, combined with a significant increase in serious felony filings, have substantially increased attorney workloads. Felony cases now occur at rates roughly equivalent to misdemeanors, and the growing number of first- and second-degree felony cases requires substantially more attorney time and resources. As a result, the PDO reports that average attorney workloads within the General Adult Division remain approximately 140 percent of recommended capacity under Texas Indigent Defense Commission workload guidelines, even after reducing appointment capacity to account for staffing attrition. The most significant pressures are borne by experienced attorneys handling serious felony matters. The department maintains that additional case assignments under current conditions would risk compromising attorneys’ ability to provide effective assistance of counsel consistent with their constitutional and ethical obligations. The department has also observed increasing service demands among clients with mental health needs and noncitizen clients facing immigration-related consequences. Recent federal enforcement priorities have contributed to a rise in immigration detainers affecting clients in both the Adult and Juvenile Divisions, increasing the need for specialized representation and support services. At the same time, the PDO continues to expand holistic and other defense initiatives, including peer support services, social services advocacy, and the Counsel at First Appearance program staffed by personnel from the Adult and Mental Health Divisions. To address these ongoing challenges, the FY 2027 budget includes requests to right-size staffing within the General Adult Division and continue specialized Padilla representation for noncitizen clients). These investments are intended to align staffing resources with current workload demands and support the department’s continued commitment to providing effective, client-centered, and holistic public defense services throughout Travis County. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 13 of 40 Page 380 of 468 REQUEST #1: RETENTION-SUPPORTING COMPENSATION FUNDS Program: Public Defender's Office Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 Request FY 2027 Recommendation FY 2028 Estimate FY 2029 Estimate Personnel 359,327 123,530 123,530 123,530 Operating - - - - Subtotal $ 359,327 $ 123,530 $ 123,530 $ 123,530 Capital - - - - Dpt Total $ 359,327 $ 123,530 $ 123,530 $ 123,530 Earmark Allocated - - - - Earmark CAR - - - - Total Earmarks $ - $ - $ - $ - Dpt Total + Earmarks $ 359,327 $ 123,530 $ 123,530 $ 123,530 FTEs - - - - DEPT. SUMMARY OF REQUEST The PDO is requesting external funding in FY 2027 to facilitate the following retention-supporting compensation adjustments for PDO staff: o 18 attorney career ladders o Market-based reclasses into new job titles are as follows: o Administrative Investigator to Public Defense Investigator o Social Worker to Mitigation Specialist o Social Services Manager to Director of Social Work + Mitigation o Funds to increase by 5% the salaries for Juvenile Division attorneys who obtain board certification through the Texas Board of Legal Specialization Career Ladders As part of their budget submission, the PDO used $80,008 in salary savings to internally fund 13 attorney career ladders for FY 2027. Those include 3.0 Law Clerk IIs to Attorney I, 6.0 Attorney I to Attorney II, and 4.0 Attorney II to Attorney III. $118,923 in savings were also used to reserve some funds for an upcoming board certification for an Attorney V as previously approved in FY 2026 budget, as well as two reclassifications, which include a Financial Analyst Sr to Financial Supervisor, which was already approved by HRMD, and the reclassification of an Attorney VII to Deputy Chief Public Defender, still pending HRMD approval. This used up the majority of their savings and the Department is unable to fulfill the remaining career ladders for which their staff are eligible. The table below provides a breakdown of the 13 career ladders that the PDO was able to internally fund, as well as the 18 career ladders for which they are requesting funding. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 15 of 40 Page 381 of 468 In summary, the PDO internally funded 13 attorney career ladders with $80,008, and they are requesting $123,530 in funding to provide 18 additional career ladders. If recommended, this would total 31 attorney career ladders for a total of $203,538. Market-Based Reclassifications PDO requests reclassifying three different job titles to support market rates for these positions. The Department states that they have engaged HRMD in extensive discussions over the last several years about the merits of these reclasses, the proposed pay grades, salary bands and new job descriptions. In order to determine the salary increase amount, the PDO proposes using the following formula to cost the compensation increase related to the reclasses: ((#of Grades moved) * (3.5%) * (Midpoint of proposed grade). The table below breaks down the fiscal impact for each position’s reclassification request. Administrative Social Services Manager Social Worker to Investigator to Public to Director of Social Total Mitigation Specialist Defender Investigator Work and Mitigation FTE Count 6 8 1 15 Salary and Benefits Increase per FTE $12,078 $12,078 $42,312 various Total Increase $72,468 $96,624 $42,312 $211,404 During the FY 2023 Market Salary Survey, the PDO requested a job analysis of the Administrative Investigator and Social Worker classifications, stating that their duties did not accurately reflect benchmark standards or align with the department’s actual responsibilities. PDO shared that HRMD identified and reported these key concerns: Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 16 of 40 Page 382 of 468  The Social Worker role does not accurately reflect its actual duties and responsibilities, rather it closely aligns with the Mitigation Specialist position used in external Public Defender Offices. Mitigation Specialists earn 20-25% more than traditional Social Workers due to the legal expertise required. Mitigation Specialists require more specialized legal experience compared to Social Workers. While both roles share case management and crisis intervention responsibilities, Mitigation Specialists focus on legal advocacy and sentencing alternatives. Lastly, Mitigation Specialists work in more high-stress environments, such as correctional facilities and courtrooms.  The Administrative Investigator title is misleading, attracting candidates expecting administrative duties rather than investigative responsibilities. Public Defense Investigators work closely with defense attorneys and clients, focus on gathering mitigating evidence for trial, identify defense witnesses and social history investigations, and utilize digital/social media analysis for defense cases. There is a significant pay disparity between Administrative Investigators and TCOLE-certified Investigators, impacting retention and recruitment. Public Defense Investigators (PDI) do not require TCOLE certification, rather just focus on defense strategy, saving costs of $3,505 - $6,930 in training, whereas Travis County Investigators require law enforcement experience and firearm training. The PDO reported that with the reclassification of Social Workers to Mitigation Specialist, the Department will necessitate the creation of a higher level job title in the PDO to direct that work, which would include devising, presenting, and identifying training that support the mitigation practices of the Department, as well as direct the Social Service Managers. For this reason, the PDO states that they requested HRMD to create a new position and reclassify one of the Social Service Managers to a Director of Social Work and Mitigation. The Department reports that through their correspondence with HRMD since FY 2023 about reclassifying these positions, they received feedback from HRMD that these are important positions to address. The Market Salary Study (MSS) intended to address some of these positions, but since it has not been approved by Commissioners Court yet, these positions continue to go unaddressed. The PDO shared documentation with PBO regarding the correspondence between the Department and HRMD to ensure that these conversations continue since the HRMD team has recently experienced staff turnover. The PDO requests that these positions be considered for reclassification without waiting for the MSS so that the Department can have the resources to build up and support its staff, which will in turn result in higher retention rates. Salary Increases for Board Certification The PDO requests additional funds to provide 5% salary increases for their Juvenile Attorneys that obtain board certifications through the Texas Board of Legal Specialization. Six of the 11 attorneys in the division are board certified in juvenile law by the Texas Board of Legal Specialization (TBLS). The PDO reports that this year, the remaining five are all eligible to sit for the exam and intend to do so (one of whom is a repeat from last year and funds are already available). In addition to providing legal representation for the children in Travis County, the Juvenile Division is a resource for juvenile practitioners statewide and nationwide. The Juvenile Division, previously known as the Juvenile Public Defender, has hosted a seminar for over two decades. The seminar has for the past five years been in webinar format and has reached juvenile law practitioners statewide. In addition, two lawyers are nationally certified trainers through the Gault Center out of Georgetown University in Washington D.C. Several lawyers speak on a regular basis at juvenile law seminars throughout the state. To maintain this expertise, the Juvenile Division has a goal to have all its lawyers be board certified in juvenile law by TBLS. For years, the Juvenile Division provided a 5% increase in salary for any attorney who became board certified in juvenile law. That additional compensation proved a powerful retention tool, as the division has had historically low turnover in its attorney positions. However, all prior funding was internally derived. This request seeks to continue this practice but must rely on external funds because the department does not have sufficient internal funds to cover the salary increases. Department notes that its internal budget cannot absorb Board Certification pay increases in part because FY 2025 salary boosts for existing A1–A3 attorneys were funded externally and were not permanently incorporated into the County’s Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 17 of 40 Page 383 of 468 compensation structure. Although those raises increased some salaries by nearly $16,000, the official starting salary for an A1 attorney remains $70,500. As a result, the department must use its own funds to maintain higher pay for new A1–A3 hires and preserve salary differences for more experienced attorneys. Without doing so, salary compression would erode distinctions between experience levels and create inequities within the attorney workforce. The table below breaks down the cost of providing a 5% salary increase to attorneys who obtain board certifications through the Texas Board of Legal Specialization. Attorney IV Attorney IV Attorney VII Total FTE Count 2 1 1 4 Salary and Benefits Increase per FTE $6,241 $6,444 $7,613 Various Total Increase $12,482 $12,888 $15,226 $40,596 BUDGET REQUEST PERFORMANCE MEASURES No performance measures were provided for this budget request. PBO RECOMMENDATION PBO recommends $123,530 in ongoing funds so that PDO can provide career ladders for their 18 higher level attorneys. This includes seven Attorney IIIs to Attorney IVs, four Attorney IVs to Attorney Vs, three Attorney Vs to Attorney VIs, and four Attorney VIs to Attorney VIIs. While PBO doesn’t typically recommend external funds for departments to provide their career ladders, PBO understands the unique circumstances that the PDO is in given that they are a relatively new department and have not been able to develop robust salary savings like other departments within the County. By providing external career ladder funding beyond what the PDO can internally fund helps maintain critical equity between attorneys in the PDO and their prosecutorial counterparts within the County. Furthermore, the external career ladder funding helps prevent the PDO from falling too far behind market for its attorney salaries while HRMD and the Commissioners Court continue to work on implementing a market study. At this time, PBO does not recommend additional funding for the job title reclassifications or the board certifications. While PBO understands the urgency that the PDO feels in addressing the reclassification of these three job titles, this recommendation is up to the discretion of HRMD. PDO reports that they have had conversations with HRMD about these positions and PBO is waiting for further direction from HRMD. Furthermore, PBO also discussed with HRMD the salary increases for board certifications and HRMD determined that this required further analysis County-wide. Many departments provide salary increases of some sort for obtaining additional certifications, but HRMD would like to streamline this process so that it is equitable across all departments. Therefore, PBO is currently unable to make a recommendation on this request. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 18 of 40 Page 384 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Retention-Supporting #1 Priority # of Request: Compensation Funds Name of Program from PB-3: General Adult; Juvenile; Mental Health divisions Mandated Program (Yes/No) Yes Total Amount of Request: $288,431 Collaborating Departments/Agencies: Request Contact (Name/Phone): Adeola Ogunkeyede/512.854.9876 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The PDO is requesting external funding in FY27 to facilitate the following retention-supporting compensation adjustments for PDO staff: o Attorney career ladders and reclasses based on attorney career ladders. o Market-based reclasses into new job titles as follows: o Administrative Investigator → Public Defense Investigator o Social Worker → Mitigation Specialist o Social Services Manager → Director of Social Work + Mitigation o Funds to increase by 5% the salaries for Juvenile Division attorneys who obtain board certification through the Texas Board of Legal Specialization 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Salaries for many job titles in the PDO are behind market including but not limited to attorneys, social workers, social service managers, and “administrative” investigators. As a result, the department struggles to retain its talent, a problem that has significant negative implications for the department and the broader local criminal legal system. HRMD is aware these job titles are behind market and has been trying for several years to implement a “Market Study” that would usher in market-based classification and compensation changes. With the Market Study stalled, and continued concern amongst PDO staff about below market compensation, the PDO seeks external funds to help stave off devastating turnover amongst staff who are vital to the department’s provision of mandated legal services. I. Re: the request for external funding to support Attorney Career Ladders or Reclasses based on Career Ladders, the department seeks funding for eighteen (18) attorneys who will be eligible for career ladders in FY27; each would receive a 5% increase: o Seven (7) FTE Attorney III → Attorney IV = $34,493.81 o Four (4) FTE Attorney IV → Attorney V = $20,144.43 o Three (3) FTE Attorney V → Attorney VI = $18,196.32 FY 2027 Budget Request Proposal (PB-4) v1.0 Page 385 of 468 o Four (4) FTE Attorney VI → Attorney VII = $25,938.61 Total: $98,773.17 (It should be noted that the department intends to internally fund a separate ten (10) Attorney Career Ladders for FY27, specifically six (6) Attorney I → Attorney II and four (4) Attorney II → Attorney III.) II. Re: the request for external funding to support market-based reclasses into new job titles: the PDO has engaged HRMD in extensive discussions over the last several years about the merits of these reclasses, the proposed pay grades, salary bands and new job descriptions. Please see attached memos sent to HRMD over the years providing justification for these market-based reclassifications with accompanying PAQs/Job Descriptions. o Six (6) FTE Administrative Investigators (C11) → Public Defense Investigator (C14) o Public Defense Investigator would be a new job title in the County. Please see attached job description which has been previously shared w/HRMD. o The department proposes using the following formula to cost the compensation increase related to the reclasses: ((#of Grades moved) * (3.5%) * (Midpoint of proposed grade)) Total: $9,627 *6 = $57,762 o Eight (8) FTE Social Workers (C11) → Mitigation Specialists (C14) o Mitigation Specialist would be a new job title in the County. Please see attached job description which has been previously shared w/HRMD. o The department proposes using the following formula to cost the compensation increase related to the reclass: ((#of Grades moved) * (3.5%) * (Midpoint of proposed grade)) Total: $9,627 *8 = $77,016 o One (1) FTE Social Services Manager (C13) → Director of Social Work + Mitigation (C20) o Director of Social Work + Mitigation would be a new job title in the County. Please see attached job description which has been previously shared w/HRMD. o The department proposes using the following formula to cost the compensation increase related to the reclass. ((#of Grades moved) * (3.5%) * (Midpoint of proposed grade)) Total: $33,725.33 o Re: the request for Board Certification Funds, the Juvenile Division of the Public Defender is considered the preeminent youth defense law firm in the state of Texas. Six of the 11 attorneys in the division are board certified in juvenile law by the Texas Board of Legal Specialization (TBLS). This year, the remaining five are all eligible to sit for the exam and intend to do so (one of whom is a repeat from last year and funds are already available). In addition to providing superior legal representation for the children in Travis County, the Juvenile Division is a resource for juvenile practitioners statewide and nationwide. The Juvenile Division, previously known as the Juvenile Public Defender, has hosted a seminar for over two decades. The seminar has for the past five years been in webinar format and has reached juvenile law practitioners statewide. In addition, two lawyers are nationally certified trainers through the Gault Center out of Georgetown University in Washington D.C. Several lawyers speak on a regular basis at juvenile law seminars throughout the state. To maintain this expertise, the Juvenile Division has a FY 2027 Budget Request Proposal (PB-4) v1.0 Page 386 of 468 goal to have all its lawyers be board certified in juvenile law by TBLS. For years, the Juvenile Division provided a 5% increase in salary for any attorney who became board certified in juvenile law. That additional compensation proved a powerful retention tool, as the division has had historically low turnover in its attorney positions. However, all prior funding was internally derived. This request seeks to continue this practice but must rely on external funds because the department does not have sufficient internal funds to cover the salary increases. It must be noted that one reason the department’s internal resources are insufficient to fund Board Certification increases is that in FY25, the County partially externally funded significant salary increases for then existing PDO A1 – A3 attorneys. In some instances, salaries jumped by nearly $16k to bring then-existing A1-A3 salaries to $85.5k, $89k, and $92k respectively. However, those new salaries are not structurally permanent within the County’s underlying compensation and budget structure (the starting salary for an A1 is still $70.5k). Without that permanency, the department must perpetually use internal funds to always keep any newly hired A1-A3 salaries consistent with those higher amounts AND keep salaries for all A4 or higher attorneys sufficiently above those amounts to avoid compression/collapse of the attorney “career ladder” internal to the department. Essentially, while the one-time action by the County in FY25 to boost A1-A3 salaries provided an immediate benefit to then-existing PDO lawyers, it has further strained departmental personnel resources by requiring the department now to internally maintain those upward compensation ranges or else create untenable inequity amongst the attorney corps through the collapse of salary distinctions between attorneys of different experience levels. The cost of the requested board certification funds is as follows based on the anticipated titles/salaries as of 9/30/26: ▪ A4 – +$4974.9 ▪ A4 - +$4974.9 ▪ A4 - +$5137.13 ▪ A7 - +$6067.92 Total: $21,154.85 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 387 of 468The intended result of receiving this funding is to support retention of PDO staff concerned over below-market compensation. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? Retaining existing staff does not necessitate new performance measures. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. This funding will allow the PDO to maintain current outcomes/measures/service levels through the retention of tenured staff. All PDO divisions have several performance measures that relate directly to client/case representation. The ability to retain experienced staff, which is facilitated via competitive compensation, is essential to each of those performance measures. To maintain its service to the community, the PDO must be supported by experienced staff, specifically those who have progressed in their careers within the department and retain valuable information about the work that can be passed on to new and less tenured departmental staff. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) FY 2027 Budget Request Proposal (PB-4) v1.0 Page 388 of 468If approved within the budget process, compensation adjustments can begin as soon as funding becomes available at the start of FY27. For any career ladders/reclasses based on career ladders, the adjustments will be made as soon as staff attain the minimum level of experience for their particular “rung,” assuming their job performance meets expectations. For any board certification funds, the adjustments will be made as soon as staff pass the exam and are certified. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. The County can ill afford attrition within the PDO while the local criminal courts struggle to have enough attorneys for appointed cases. Moreover, turnover within the department has profound ripple effects – negatively impacting staff morale in ways that can harm client advocacy and case outcomes. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to use when in the office? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # FY 2027 Budget Request Proposal (PB-4) v1.0 Page 389 of 468 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. N/A. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from N/A ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 390 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Retention Supporting Compensation Funds SBP Program: General Adult Division Budget Request Priority #: 1 Dpt #: 144 Dept Name: Public Defender's Office A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total 0 $ - $ - Public Defense Investigator 144Public Defender's Office 6.00 100% 1440010001 $ 57,762 $ 14,706 $ 72,468 Mitigation Specialist 144Public Defender's Office 8.00 100% 1440010001 $ 77,016 $ 19,608 $ 96,624 Social Services Mgr 144Public Defender's Office 1.00 100% 1440010001 $ 33,725 $ 8,586 $ 42,311 0 $ - $ - $ - Attorney IV 144Public Defender's Office 2.00 100% 1440010001 $ 9,950 $ 2,533 $ 12,483 Attorney IV 144Public Defender's Office 1.00 100% 1440010001 $ 5,137 $ 1,307 $ 6,444 Attorney VII 144Public Defender's Office 1.00 100% 1440010001 $ 6,068 $ 1,545 $ 7,613 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) 100% $ - $ - TOTAL PERSONNEL 19.00 $ 189,658 $ 48,285 $ 237,943 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ - $ - C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ - $ - $ - CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ - $ - $ - TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 237,943 $ 237,943 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ - $ 237,943 $ 237,943 144 - PB5 01- Retention Supporting Comp only for reclass and cert.xlsx Page 391 of 468 To: Miranda Best Campos, PBO Analyst From: Adeola Ogunkeyede, Chief Public Defender Date: 6/10/2026 Re: Timeline re: HRMD and PDO Discussion of Reclassifying + Increasing Compensation for PDO Administrative Investigator, Social Worker, and Social Services Manager Job Titles HRMD began its market study in FY23 (December 2022) – initially led by consultant, Segal - with departments told to complete Position Action Questionnaires (PAQs) for all their positions. The instructions for departments included that in the PAQ we should identify job titles that would more accurately reflect the duties and responsibilities of a role as the role actually functions in the department. For the PDO, from early on in that process, we identified that the following roles needed to be more appropriately titled based on how they functioned and therefore should be reclassified as follows (1) our Social Workers would be more accurately titled as Mitigation Specialists with a corresponding compensation increase to match the market for the latter title, (2) our “Administrative Investigators” more accurately titled as (Public) Defense Investigators with a corresponding increase in compensation to match the market for the latter title, and (3) our Social Service Manager would be more appropriately titled Director of Social Work & Mitigation with a corresponding compensation increase to match the market for the latter title. The attached documents (spanning from July 2024 – August 2025) represent the last couple years of the PDO’s conversations with HRMD related to the market study and the reclassifications of the above-referenced job titles. Essentially, by August 2025, HRMD was proposing as part of the market study, reclassification and higher compensation for the department’s Administrative Investigator, Social Worker, and Social Services Manager job titles given their duties and responsibilities; in HRMD’s proposal, each of the newly reclassified job titles, was accompanied by a corresponding compensation increase based on market (see the 8.11.25 Public Defender Worksheet created by HRMD). There is precedent in the County for targeted adjustments (outside of the implementation of the full market study) for departments, and roles within them, that serve specific purposes and have clear, compelling rationale for adjustments. PBO worked with HRMD to do this for the Medical Examiner and Star Flight; it should be noted that HRMD considered the Public MAILING ADDRESS PHYSICAL ADDRESS P.O. Box 103, Austin, Texas 78767 1010 Lavaca St., 2nd Fl, Austin, Texas 78701 Page 392 of 468Defender’s Office, and some of our positions, to be in a similar posture as the Medical Examiner’s office with respect to needing to take specific, targeted review of compensation. The emailed documents include: - July 2024: PDO Email Thread w HRMD re Reclassifying PDO Investigators and Social Workers - December 2024: PDO Email Thread w HRMD re Reclass Social Services Manager to Director of Social Work & Mitigation - March 2025: HRMD PDO Job Analysis Report for Investigator & Social Worker Recommending New Titles and Pay Grades - May 2025: PDO Email Thread w HRMD re Continued Request to Create Director Social Work & Mitigation Job title and Reclass Existing SSM - June 2025: PDO Updated Memo to HRMD re Market Study 6.12.25 (see sections focusing on Investigator, Mitigation Specialist, Director of Social Work) - August 2025: HRMD email to PDO w worksheet showing HR Recommendation to Reclass PDO SSM to Director Social Work & Mitigation 8.11.25, along with reclasses of Investigator and Social Worker (spreadsheet separate) - August 2025: HRMDs Public Defender worksheet sent w 8.11.25 email (see, for example, rows 18, 36, 40, 52 and so on). Page 393 of 468 From: Todd L. Osburn To: Adeola Ogunkeyede; June Mighty; Eric Stockton; Joyce Miller; Geoff Burkhart; Ruby Sanchez Cc: Stephanie Rincon Subject: RE: Compensation Meeting with PDO Summary Date: Tuesday, August 6, 2024 6:46:21 AM Attachments: image001.png Adeola, Thank you for submitting this. I am especially grateful for the detailed analysis related to the Mitigation Specialist JDs? Retitling this job seems like a possible way to make a distinction between what is done in your office and elsewhere across the county. Is this a title that could also be shared by OPR and OCR? We will be following up with you after Court action on the 6th. Todd From: Adeola Ogunkeyede Sent: Monday, July 29, 2024 8:19 AM To: June Mighty ; Eric Stockton ; Joyce Miller ; Todd L. Osburn ; Geoff Burkhart ; Ruby Sanchez Cc: Stephanie Rincon Subject: RE: Compensation Meeting with PDO Summary Thanks for the summary and for the additional comments. I especially appreciate Eric’s reminder about criteria for customized PDO job descriptions that does not create a slippery slope. As I communicated on the call last week, I believe that criteria stems from the specific obligations on all PDO staff based on their being part of the defense legal team that subjects them to the same rules and obligations, on an ethical and evidentiary basis, as the PDO attorneys themselves. For further support of that contention, I mentioned, and sent to Joyce these specifics: Texas Rules of Evidence 503 and Texas Disciplinary Rules of Professional Conduct 1.05 both of which bind all members of the attorney’s team to act in the same way as attorneys. This is only true of attorneys that represent individual clients (something which is not done by district or county attorneys in Travis County who represent either the state or the county). I am also adding that I asked for the “Social Worker” job title to be specifically reviewed along with the Administrative Investigator title – those were the two that are the most concerning and most crucial to the continued ability of the PDO to provide effective representation to its clients. I am including here: 4 Social Worker job descriptions from other public defender offices describing their Social Workers’ qualifications, duties/responsibilities, and KSAs with salary information; 3 of 4 practice holistic defense - the same model of public defense Commissioners chose for our office. Each of these offices are in large, urban Page 394 of 468 jurisdictions and are well-known as places that attract the same type of talent and dedication from their public defenders that Travis County is. These are direct comps from the public and private sector for TCPDO that clearly demonstrate the need to update the PDO’s social worker job description and increase the pay immediately. Alameda County (Oakland, CA) – advertised salary in 2024 = $88-107K King County (Seattle, WA) – starting salary in 2024 = salary on scale (see Excel spreadsheet) $45/hr or $95k/year Neighborhood Defender Service (Harlem, NY) – advertised salary in 2024 = $72- 112K Bronx Defenders (Bronx, NY – the organization that coined the “holistic defense” model) – advertised salary in 2023 = $74-99K I especially want to highlight the mitigation work identified across all these job descriptions (in Alameda and King County, the job titles are in fact Mitigation Specialist, though Social Worker is also title in public defender world that encompasses the mitigation skills a la NDS and Bronx Defenders) that is a defining skill set of holistic public defender social workers. PD Social Workers in Travis County must be able to do this work. We use our county budget to ensure it by paying to send all SW’ers to mitigation training. We spend thousands of dollars a year bringing in trainers or sending all social workers to mitigation training – without exception. I am attaching here 4 examples of PDO social worker mitigation reports from cases of all levels (redacted to protect client confidentiality) to demonstrate that the PDO social workers are, objectively, doing different work, that requires different skills and training from social workers in any other Travis county department that does not require their social workers to produce these types of reports as a regular and routine part of their work (reattaching our Social Worker PAQ submitted to Segal highlighting this work). Our District Attorney’s Office has held this work out as exemplary, and has sought to share it with practitioners across the County’s defense bar to demonstrate what mitigation work product in criminal defense cases should look like. (see attached email). Happy to answer any questions. All the best, Adeola Ogunkeyede (she/her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov Page 395 of 468 From: June Mighty Sent: Friday, July 26, 2024 1:11 PM To: Eric Stockton ; Joyce Miller ; Todd L. Osburn ; Adeola Ogunkeyede ; Geoff Burkhart ; Ruby Sanchez Cc: Stephanie Rincon Subject: Re: Compensation Meeting with PDO Summary Thanks Eric! Yes let’s ensure we capture the information Eric mentioned. Reading from my phone but it doesn’t look like we have rose items captured. Get Outlook for iOS From: Eric Stockton Sent: Friday, July 26, 2024 12:19:54 PM To: Joyce Miller ; Todd L. Osburn ; Adeola Ogunkeyede ; Geoff Burkhart ; June Mighty ; Ruby Sanchez Cc: Stephanie Rincon Subject: RE: Compensation Meeting with PDO Summary Just wanted to note that we discussed researching criteria for job description customization that may be used to prevent the slippery slope dynamic of creating custom JDs for all departments and evaluate PDO through this lens. I am guessing those criteria would be a high threshold to meet. With respect to the 3rd action item below, another option we discussed was utilizing “working titles” so that posting and recruiting were clear up front regarding the specific nature of the job. If I understand this correctly it would not require a custom JD, but might be an issue of compatibility with SAP? These may already be details embedded within the action item descriptions below but wanted to make sure they did not get lost. Eric Stockton Chief Deputy for Technology and Operations 700 Lavaca Street | Suite 501A Austin, Texas 78701 512-854-1836 Page 396 of 468 737-351-5826 From: Joyce Miller Sent: Friday, July 26, 2024 9:01 AM To: Todd L. Osburn ; Adeola Ogunkeyede ; Geoff Burkhart ; June Mighty ; Ruby Sanchez Cc: Stephanie Rincon ; Eric Stockton Subject: Compensation Meeting with PDO Summary Good morning, Below are the action items from yesterday’s meeting: Action Items Responsible Party Estimated Date Review Administrative Ruby, Todd August 2024 Investigator title provide feedback and options. Review all proposed titles Ruby, Todd August 2024 against conventional titles and provide feedback. Request to include “Public Ruby, Todd Completed Defender” in each job title. HRMD is unable to support this request. From a systemic level if we were to do that with every department, the number of jobs would increase significantly and become unmanageable. Provide job descriptions Adeola August 2024 from other Public Defender Offices for HMRD to review. Continue to work on the Ruby, Todd March 2025 defined market for PDO (Phase I - End of FY25 2nd Quarter) Please let us know if we need to add or make any changes. Thanks, Joyce Page 397 of 468This electronic mail message, including any attachments, may be confidential or privileged under applicable law. This email is intended solely for the use of the individual or entity to which it is addressed. If you are not the intended recipient of this email, you are notified that any use, dissemination, distribution, copying, disclosure or any other action taken in relation to the content of this email including any attachments is strictly prohibited. If you have received this email in error, please notify the sender immediately and permanently delete the original and any copy of this email, including secure destruction of any printouts. CONFIDENTIAL: ATTORNEY-CLIENT PRIVILEGED; ATTORNEY WORK PRODUCT: Emails and attachments received from us may be protected by the attorney-client privilege, as attorney work-product or based on other privileges or provisions of law. If you are not an intended recipient of this email, do not read, copy, use, forward or disclose the email or any of its attachments to others. Instead, immediately notify the sender by replying to this email and then delete it from your system. Page 398 of 468 From: Adeola Ogunkeyede To: Jonathan Morales; Ruby Sanchez Subject: RE: Job Descriptions and PAQs Date: Monday, December 23, 2024 8:53:00 AM Attachments: image001.png Public Defender Mitigation Specialist.docx PD Mitigation Specialist PAQ.pdf PD Director of Social Work and Mitigation PAQ.pdf Defense Investigator Job Description.pdf PD Defense Investigator PAQ.pdf Alameda County Public Defense Investigator Job Description w Pay Range.pdf King County (Seattle) Public Defense Investigator Job Description w Pay Rang.pdf Thanks, Jonathan and Ruby. I am sending attaching several documents after discussing further the positional needs with our Social Services Managers and Investigation Supervisors. One thing I want to point out that came up in my conversations with my managers/supervisors, is that, creating a mitigation specialist job title in the department will necessitate the creation of a high level (director) job title in the PDO to direct that work – including devising/presenting and identifying training that support the mitigation practices of the department, but also can direct those who manage the social/case work practices in the department (aka the social service managers). Attached are the following: (1) PD Mitigation Specialist Job Description (C17) and (2) PAQ (3) PD Director of Social Work & Mitigation PAQ (recommended to be classed at C20 (because we have not discussed this role before I wanted to send a PAQ so you could familiarize yourself with it; if, after discussion, you would like me to create a job description as well, I will) (4) Public Defense Investigator Job Description (C15) and (5) PAQ (6) + (7) sample job descriptions from County-based public defense offices in other jurisdictions that support the title change and salary increase for investigators working within the defense setting. Please let me know if you have any questions. Happy holidays! Adeola Ogunkeyede (she/her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov From: Jonathan Morales Sent: Thursday, December 19, 2024 3:01 PM Page 399 of 468 To: Ruby Sanchez ; Adeola Ogunkeyede Subject: RE: Job Descriptions and PAQs Good afternoon, This is the latest and official job description for the “Administrative Investigator” (Attached). Could you confirm this is accurate. We are also needed the PAQ for the Mitigation Specialist. Thank you. From: Ruby Sanchez Sent: Wednesday, December 18, 2024 10:32 AM To: Adeola Ogunkeyede ; Jonathan Morales Subject: RE: Job Descriptions and PAQs Hi Adeola, If the current JD is correct, then we just need the information that you would like us to compare it to. We will use what is on file. Ruby From: Adeola Ogunkeyede Sent: Tuesday, December 17, 2024 3:48 PM To: Jonathan Morales Cc: Ruby Sanchez Subject: RE: Job Descriptions and PAQs Thanks, Jonathan, and sorry for the delay – been focusing on some things I needed to get done/put in place for while our office manager is out on extended medical leave. Based on our discussion in mid-November, here’s what I will send your way by/before Friday of this week (let me know if there were other items expected to be part of my submissions): Job description for Public Defender Mitigation Specialist (to reclass our Social Worker job title to match the work/training of social workers in the PDO) This will be based on the PAQ submitted during the market study which expressly Page 400 of 468 highlighted the mitigation work; please let me know if I need to resend that or if you have it. Examples of investigator job descriptions in other PD offices that support (1) job title change to remove “administrative” and (2) salary change. I didn’t think HR was seeking another Job description and PAQ from me on this; the job description/PAQ I submitted to get a public defender specific investigator title are comparable to the JDs from other jurisdictions that don’t identify it as an “administrative” position [and the title I proposed at the time – in 2020 - was simply Public Defender Investigator. It was Todd/HR that came up with administrative investigator. I can do a new JD, if you do in fact need one, but that wasn’t on my list from our last chat. Please advise. All the best, Adeola Ogunkeyede (she/her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov From: Jonathan Morales Sent: Tuesday, December 17, 2024 11:55 AM To: Adeola Ogunkeyede Cc: Ruby Sanchez Subject: RE: Job Descriptions and PAQs Adeola, To ensure we keep momentum going on this, can you give us an idea of when you would be able to provide the PAQ/JD for the Administrative Investigator. Thank you in advance. From: Jonathan Morales Sent: Tuesday, December 17, 2024 11:51 AM To: Adeola Ogunkeyede Cc: Ruby Sanchez Subject: RE: Job Descriptions and PAQs Page 401 of 468 Adeola, To ensure we keep momentum going on this, can you give us an idea of when you would be able to provide the required items. Thank you in advance. From: Jonathan Morales Sent: Thursday, December 5, 2024 3:11 PM To: Adeola Ogunkeyede Cc: Ruby Sanchez Subject: RE: Job Descriptions and PAQs Good afternoon, I wanted to circle back with you on this item. Let us know if you have any questions. Thank you. From: Jonathan Morales Sent: Wednesday, November 27, 2024 12:56 PM To: Adeola Ogunkeyede Cc: Ruby Sanchez Subject: Job Descriptions and PAQs Hi Adeola! I hope your week has been well. I’m reaching out to follow up with our 11/13 meeting. We discussed having you submit these action items for review. Are you on pace to get them to us? If not, when do you think you will be able to send them? Thank you in advance for your partnership. Jonathan Morales Compensation Analyst II Travis County -HRMD Compensation P:512-854-2747 E: jonathan.morales@traviscountytx.gov Page 402 of 468This electronic mail message, including any attachments, may be confidential or privileged under applicable law. This email is intended solely for the use of the individual or entity to which it is addressed. If you are not the intended recipient of this email, you are notified that any use, dissemination, distribution, copying, disclosure or any other action taken in relation to the content of this email including any attachments is strictly prohibited. If you have received this email in error, please notify the sender immediately and permanently delete the original and any copy of this email, including secure destruction of any printouts. CONFIDENTIAL: ATTORNEY-CLIENT PRIVILEGED; ATTORNEY WORK PRODUCT: Emails and attachments received from us may be protected by the attorney-client privilege, as attorney work-product or based on other privileges or provisions of law. If you are not an intended recipient of this email, do not read, copy, use, forward or disclose the email or any of its attachments to others. Instead, immediately notify the sender by replying to this email and then delete it from your system. Page 403 of 468 Public Defender’s Office Job Analysis Prepared by Compensation Team Human Resources Management Department March 2025 Page 404 of 468 Executive Summary During the FY23 Market Salary Survey, the Public Defender’s Office (PDO) requested a job analysis of the Administrative Investigator and Social Worker classifications, stating that their duties did not accurately reflect benchmark standards or align with the department’s actual responsibilities. PDO identified these key concerns: • The Social Worker role does not accurately reflect its actual duties and responsibilities. • The role more closely aligns with the Mitigation Specialist position used in external Public Defender Offices. • The Administrative Investigator title is misleading, attracting candidates expecting administrative duties rather than investigative responsibilities. • There is a significant pay disparity between Administrative Investigators and TCOLE-certified Investigators, impacting retention and recruitment. To address these concerns, PDO is requesting the creation of a Mitigation Specialist position and the reclassification of all Social Worker positions to this new role. The Mitigation Specialist is a benchmark role in public defender offices nationwide and more accurately conveys the duties performed by current social worker employees. PDO requests that the compensation for this position be aligned with a C15 salary level based on the established pay scale. Additionally, HRMD reviewed the Travis County Administrative Investigator relative to the Travis County Investigator and proposed the creation of a Public Defender Investigator position to better define the specialized duties and expertise required. PDO is also requesting that this position’s compensation be set at C17 salary level in accordance with the established pay scale. In collaboration with the PDO, HRMD has reviewed the duties for each position to ensure accurate classification and competitive compensation. Social Worker to Mitigation Specialist Review Travis County Travis County Social Worker Mitigation Specialist Duties and • Conducts client and/or • Collaborates on Responsibilities family psychosocial and/or interdisciplinary legal teams. needs assessments. • Manages a caseload of • Develops and implements clients involved with the individualized service criminal, juvenile, or family plans. court system. • Provides brief counseling and crisis intervention. 2 | Page Page 405 of 468 Travis County Travis County Social Worker Mitigation Specialist • Utilizes community • Develops mitigation by resources to assist clients. conducting social history • Participates in community investigations. collaboration for resource • Presents findings to judges, development. prosecutors, and others in • Provides client/family the form of reports. education, training, and • Conducts assessments and advocacy. identifies resources based • Maintains current on evaluations. knowledge about resource • Facilitates resource availability and service connections and develops costs. comprehensive reentry • Participates in evaluative plans. and quality assurance • Maintains case records and activities. handles confidential client • Writes informational information. reports and compiles data. • Attends and participates in • Participates and case rounds and team coordinates in case meetings. reviews. • Provides support in • Provides information, emergency client situations. referral, and linkage services to community residents. Education Master’s degree in social work. Master’s degree in social work. Experience Two years of social work Experience level not specified; experience counseling however, responsibilities individuals in crisis/trauma suggest a need for experience in situations. social work, particularly within the legal system. Licenses/ • Licensed Master Social • LMSW (licensed by the state Certifications Worker (LMSW). of Texas). • Valid Texas Driver’s • Valid driver's license. License. Average Salary in $58,900 $72,500 Texas Average State Salary $65,968 $81,200 with Geographical Differential to Austin 3 | Page Page 406 of 468 Salary Comparison State PDO’s Avg vs. National PDO’s Avg Average Salary Average Salary Nationwide with Geo Average Salary in (Public Defender Differential to Position Texas Offices) Austin Social Worker $58,900 $63,700 $65,968 Mitigation $72,500 $80,100 $81,200 Specialist Mitigation Specialists earn 20-25% more than traditional Social Workers due to the legal expertise required. Nationwide, Mitigation Specialists in Public Defender Offices have a higher salary range compared to general social work roles. (Indeed, 2024) Key Takeaways • Mitigation Specialists require more specialized legal experience compared to Social Workers. • Both roles share case management and crisis intervention responsibilities, but Mitigation Specialists focus on legal advocacy and sentencing alternatives. • Mitigation Specialists work in more high-stress environments, such as correctional facilities and courtrooms. • Salaries are higher for Mitigation Specialists due to their unique legal and social work integration. HRMD Recommendation Create the Mitigation Specialist job classification at a C13 Pay Grade Minimum Midpoint Max C13 65,997 85,796 105,595 4 | Page Page 407 of 468Travis County Investigator vs. Public Defense Investigator Overview of Roles • Travis County Investigator o Supports prosecution by conducting criminal investigations, gathering evidence, and collaborating with law enforcement and prosecutors. • Public Defense Investigator o Supports defense teams by gathering mitigating evidence, interviewing witnesses, and building cases that support defendants. Comparison of Duties Travis County Public Defense Percentage Duties Investigator Investigator Match Conducting investigations (e.g., Yes Yes 100% interviews, evidence collection) Handling and preserving chain of Yes Yes 100% custody of evidence Interviewing victims, witnesses, Yes Yes 100% and suspects Preparing affidavits, statements, Yes Yes 100% and confessions Preparing and executing Yes Yes 100% subpoenas and warrants Investigating crime scenes and Yes Yes 100% preparing photos/diagrams Testifying in court Yes Yes 100% Transporting witnesses and Yes Yes 100% evidence Reviewing case files with Yes Yes 100% attorneys Preparing reports of work progress Yes Yes 100% on assigned cases Investigating juvenile cases Yes Yes 100% Unique Duties Assisting in training new Yes No 0% personnel Maintaining assigned County Yes No 0% vehicle and firearms qualification Conducting surveillance or Yes No 0% undercover work 5 | Page Page 408 of 468 Travis County Public Defense Percentage Duties Investigator Investigator Match Coordinating with other law Yes No 0% enforcement agencies Providing security during trials or Yes No 0% victim/witness protection Analyzing financial statements or Yes No 0% business practices (white-collar crime) Gathering mitigating evidence for No Yes 0% defense strategy Locating and interviewing defense No Yes 0% witnesses Identifying and capturing No Yes 0% digital/social media evidence Summary of Comparison • Overlap in Duties o Approximately 60-70% of responsibilities are similar, including general investigative tasks such as evidence collection, witness interviews, and court testimony. • Unique Duties o Travis County Investigator focuses on prosecution, including surveillance, undercover work, and law enforcement coordination. o Public Defense Investigator focuses on defense, emphasizing mitigating evidence, defense witnesses, and digital/social media analysis. Key Differences Travis County Investigator • Works closely with law enforcement and prosecution. • Conducts surveillance, undercover work, and security for trials. • Involves firearms qualifications and crime prevention strategies. • May investigate white-collar crimes, financial records, and business practice Public Defense Investigator • Works closely with defense attorneys and clients. • Focuses on gathering mitigating evidence for trial. • Identifies defense witnesses and social history investigations. • Utilizes digital/social media analysis for defense cases. Education, Experience, and Certification Comparison 6 | Page Page 409 of 468 Travis County Public Defense Criteria Investigator Investigator Comparison Education Bachelor’s degree in Bachelor’s degree in criminal Match (100%) criminal justice or a justice, Criminology, or a related field related field Experience 2-5 years of law 2-5 years of investigative, legal, Partial Match enforcement or or criminal defense experience (~70%) investigative experience Certifications TCOLE (Texas No law enforcement No Match Commission on Law certification required (0%) Enforcement) Certification required Specialized Firearms Knowledge of criminal defense Partial Match Skills qualification procedures, case law, and (~50%) required. Knowledge mitigation strategies. - of Texas Penal Code, Experience with digital Rules of Evidence. forensics/social media analysis preferred. Key Differences • Public Defense Investigators (PDI) do NOT require TCOLE certification, saving costs of $3,505 - $6,930 in training. • Travis County Investigators require law enforcement experience and firearm training, while Public Defender Investigators focus on defense strategy. Job Postings & Salary Data Percentage Match Annual Job Posting Location to PDI Duties Salary El Paso Public Defender's Office El Paso, TX 85% $63,171 San Antonio Capital Fact San Antonio, TX 90% $54,000 - Investigator $93,000 Federal Public Defender's Office Houston, TX 85% $90,581 Harris County Public Defender's Houston, TX 90% $63,171 Office Victoria County Public Victoria, TX 95% $114,701 Defender's Office 7 | Page Page 410 of 468 Key Takeaways • The highest match to Public Defender Investigator duties is the Victoria County Public Defender’s Office (95%), with an average salary of $114,701/year. • The Federal Public Defender's Office (Houston) offers a high salary ($90,581/year) with an 85% match. • The Harris County and El Paso Public Defender’s Offices have similar salaries (~$63,171/year) but slightly lower match percentages (85%-90%). • Capital Fact Investigators handling capital cases in San Antonio match 90% of the Public Defender Investigator role but have a broader salary range ($54,000 - $93,000/year). HRMD Recommendation • Calculate weighted average of the salaries based on the percentage match of duties o Weighted Average Salary=∑ (Match Percentage×Salary)/∑(Match Percentage) . Weighted Average Salary= $81,476 • Create the Public Defender Investigator job classification in the current pay scale at C14 Pay Grade Minimum Midpoint Maximum C14 69,493 90,341 111,189 Next Steps HRMD, in collaboration with the Public Defender’s Office, will use the findings from this analysis to finalize and formalize job classifications and salary recommendations. If approved by Commissioners Court, we will move forward with aligning the newly approved pay ranges. 8 | Page Page 411 of 468 References Bureau of Labor Statistics. (2024). Occupational outlook for social workers. U.S. Department of Labor. Retrieved from https://www.bls.gov/ooh/community-and-social- service/social-workers.htm Bureau of Labor Statistics. (2024). Probation officers and correctional treatment specialists’ overview. U.S. Department of Labor. Retrieved from https://www.bls.gov/ooh/community-and-social-service/probation-officers-and- correctional-treatment-specialists.htm Glassdoor. (2024). Mitigation specialist salaries. Retrieved from https://www.glassdoor.com/Salaries/mitigation-specialist-salary-SRCH_KO0,22.htm Indeed. (2024). Social worker salaries in Texas. Retrieved from https://www.indeed.com/career/social-worker/salaries/TX National Association for Public Defense. (2024). Compensation trends for public defender staff. Retrieved from https://www.publicdefenders.us/ National Legal Aid & Defender Association. (2024). Public defender staffing trends & job listings. Retrieved from https://www.nlada.org/ PayScale. (2024). Social worker salary data. Retrieved from https://www.payscale.com/research/US/Job=Social_Worker/Salary Texas Indigent Defense Commission. (2024). Public defender office guidelines & salary grants. Retrieved from https://www.tidc.texas.gov/ Travis County. (2024). Official job descriptions: Public defender & social worker roles. Retrieved from https://www.traviscountytx.gov/jobs ZipRecruiter. (2024). Mitigation specialist salary data. Retrieved from https://www.ziprecruiter.com/Salaries/Mitigation-Specialist-Salary 9 | Page Page 412 of 468 From: Todd L. Osburn To: Adeola Ogunkeyede; Melissa Elfont; Jonathan Morales Cc: Joyce Miller; June Mighty Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Date: Thursday, May 22, 2025 8:51:16 AM Attachments: image001.png Thanks for the reply. Sounds like I was at least on the right track. From: Adeola Ogunkeyede Sent: Thursday, May 22, 2025 8:32 AM To: Todd L. Osburn ; Melissa Elfont ; Jonathan Morales Cc: Joyce Miller ; June Mighty Subject: Re: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Thanks for following up, Todd. You're correct that we'd be looking to reclassify at least 1 currently titled social services manager. I'd flagged in a December email to Ruby (and Jonathan), and then subsequently discussed with Ruby that, much like the existing social worker job title didn't adequately reflect the duties and responsibilities/KSAs needed for social work a holistic public defense office, the existing social services manager job title is not actually reflective of how that role functions within holistic public defense- especially as that role manages the social work practice of the office, including setting policy/ practice for attorneys as they try to leverage social/casework expertise, and also represent the office in policy/procedure discussions with internal and external stakeholders (like the jail mental health director, local mental health authorities, state hospital system, state HHS etc.) I included the attached PAQ in my December email to Ruby laying out the different functions/ skills/scope of responsibility of the now titled Social Services Mangers, and proposed a new title (they function equivalent to a director over legal work... just over social work). Thanks so much, Adeola Ogunkeyede (she/ her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov Page 413 of 468 From: Todd L. Osburn Sent: Wednesday, May 21, 2025 8:49:45 AM To: Adeola Ogunkeyede ; Melissa Elfont ; Jonathan Morales Cc: Joyce Miller ; June Mighty Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Hi Adeola, With Ruby on leave I had to go back to emails to understand what your concern was. For now I just want to verify if my understanding is correct. We are recommending changing the pay grade for Social Workers from C11 to C12. We are also recommending your Social Worker jobs be re-titled to Mitigation Specialists and placed in C13. The Social Services Manager is recommended for C14. It appears that you have two Social Services Managers in your Office. I am concluding that you would like be changed to a Director title to run the social services aspect of your office. you may have interest in changing the title to something that better reflects your office’s nomenclature. Please let me know if I am understanding this properly prior to our meeting. Regards, Todd From: Adeola Ogunkeyede Sent: Friday, May 9, 2025 3:36 PM To: Todd L. Osburn ; Melissa Elfont ; Jonathan Morales Cc: Joyce Miller ; June Mighty Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Thanks, Todd. I thought HR was working to prepare a specific analysis on the appropriateness of the social services manager title within our department - in line with what Ruby provided re: the social worker job title because I submitted both titles for consideration at the same time back in December (including a PAQ for a new job title that we thought would be more appropriate than the social services manager) given they are in direct relationship with each other in our department. Page 414 of 468 If there’s nothing specific coming our way, will await the spreadsheet to see if I have questions about the recommendations and go from there. Thanks! All the best, Adeola Ogunkeyede (she/her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov From: Todd L. Osburn Sent: Thursday, May 8, 2025 10:38 AM To: Adeola Ogunkeyede ; Melissa Elfont ; Jonathan Morales Cc: Joyce Miller ; June Mighty Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Hi Adeola, All departments will receive spreadsheets prior to their meetings. Regards, Todd From: Adeola Ogunkeyede Sent: Wednesday, May 7, 2025 12:27 PM To: Melissa Elfont ; Todd L. Osburn ; Jonathan Morales Cc: Joyce Miller ; June Mighty Subject: Re: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) @Jonathan Morales Hi. Do you have specifics on the final recs for the Social Services Manager position for the PDO as Ruby indicated below? I know from our conversations with Ruby before her leave that things were near final on HRs Page 415 of 468 recommendations on the social worker/social services manager titles vis a vis the PDO (where the new title of 'mitigation specialist' would be supervised by those who now are titled social services manager... necessitating a change to the manager title); it would be helpful if you could share before our 5/22 departmental meeting abt the overall compensation restructure. Please let me know, and thanks! Adeola Ogunkeyede (she/ her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov From: Adeola Ogunkeyede Sent: Friday, April 18, 2025 11:13:11 AM To: Ruby Sanchez ; Melissa Elfont ; Melissa L Shearer ; Todd L. Osburn ; Jonathan Morales Cc: Joyce Miller ; June Mighty Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Thanks for the update, Ruby. @Todd L. Osburn and @Jonathan Morales Please let me know if there is anything you need from us. Adeola Ogunkeyede (she/her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov From: Ruby Sanchez Sent: Wednesday, April 16, 2025 11:34 AM To: Adeola Ogunkeyede ; Melissa Elfont ; Melissa L Shearer Cc: Todd L. Osburn ; Joyce Miller Page 416 of 468 ; June Mighty ; Jonathan Morales Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Thank you Adeola, Todd and I are still discussing the SSPM job classification. I wanted to circle back on this request. I am also adding Jonathan Morales to this thread as he will be serving as back up with this project. Ruby From: Adeola Ogunkeyede Sent: Friday, April 11, 2025 3:07 PM To: Ruby Sanchez ; Melissa Elfont ; Melissa L Shearer Cc: Todd L. Osburn ; Joyce Miller ; June Mighty Subject: RE: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Ruby, hi. As discussed in our 3/28 meeting, I am attaching information relevant to our proposed job descriptions for the Public Defense Investigator series, which we envision will encompass a total of 3 levels – with the 3rd level being the already existing Investigations Supervisor job title (Position 20055102). The new job descriptions would be Public Defense Investigator I and II. For the PD Investigator II job description, I have highlighted the areas of increased scope, duties, and specialized training + certification. Please let me know if you have any questions, and I am happy to chat. Thanks for all your support on this project! All the best, Adeola Ogunkeyede (she/her) Chief Public Defender Travis County Public Defender’s Office adeola.ogunkeyede@traviscountytx.gov Page 417 of 468 From: Ruby Sanchez Sent: Friday, March 28, 2025 9:33 PM To: Adeola Ogunkeyede ; Melissa Elfont ; Melissa L Shearer Cc: Todd L. Osburn ; Joyce Miller ; June Mighty Subject: Recap of Meeting – Public Defender Office Classification Review (Mitigation Specialist & Administrative Investigator) Dear Public Defender Office Team! Thank you for meeting today to collaborate on the proposed recommendations for the Public Defender Office job classifications—Mitigation Specialist and Administrative Investigator. Mitigation Specialist: The Public Defender Office shared feedback indicating there is room to increase the proposed pay range of 65,997 to 105,595 with a midpoint of 85,796. HRMD agrees with this request and will review the proposed adjustment. A revised recommendation will be returned to the Public Defender Office no later than April 4, 2025. Administrative Investigator: It was noted that although the Administrative Investigators within the Public Defender Office do not hold TCOLE certifications, they do participate in additional specialized training that enhances their skillset and effectiveness. HRMD explained its benchmark methodology, which evaluates job requirements at the time of hire, and proposed an alternative solution of establishing a career ladder to recognize these expanded skillsets post-hire. To move this forward, the Public Defender Office will provide job descriptions that clearly delineate the differences in scope, duties, and specialized certifications supporting upward career mobility for the Administrative Investigator role by April 11, 2025 for review. We appreciate your continued collaboration and look forward to the next steps. Please feel free to reach out with any further questions or clarification in the meantime. Page 418 of 468Best regards, Ruby Sanchez, CCP, SPHR Manager, Compensation Ruby.sanchez@traviscountytx.gov This electronic mail message, including any attachments, may be confidential or privileged under applicable law. This email is intended solely for the use of the individual or entity to which it is addressed. If you are not the intended recipient of this email, you are notified that any use, dissemination, distribution, copying, disclosure or any other action taken in relation to the content of this email including any attachments is strictly prohibited. If you have received this email in error, please notify the sender immediately and permanently delete the original and any copy of this email, including secure destruction of any printouts. CONFIDENTIAL: ATTORNEY-CLIENT PRIVILEGED; ATTORNEY WORK PRODUCT: Emails and attachments received from us may be protected by the attorney-client privilege, as attorney work-product or based on other privileges or provisions of law. If you are not an intended recipient of this email, do not read, copy, use, forward or disclose the email or any of its attachments to others. Instead, immediately notify the sender by replying to this email and then delete it from your system. Page 419 of 468 TO: Dr. June Mighty, Chief Human Resources Officer, HRMD Todd Osborn, Asst. Director, HRMD Joyce Miller, Project Manager, ITS From: Adeola Ogunkeyede, Chief Public Defender Date: June 12, 2025 RE: Updated summary of feedback on Market Study Worksheet – Public Defender’s Office (Dept. 144) The PDO’s updated feedback on HR’s Market Study worksheet is summarized as follows: I. Administrative Investigator Job Title Department continues to request and propose new title (Defense Investigator) and career ladder for this role. After reviewing and discussing HR’s market analysis for this role with Compensation Manager (3.28.25), Compensation Manager (1) indicated agreement with job title change as detailed in her analysis and (2) supported career ladder consideration. Department was asked to submit career ladder details within two weeks and department sent details, including job descriptions, on 4.11.25. II. Social Services Job Title: Mitigation Specialist + Social Services Manager Mitigation Specialist: Dept received HR’s market analysis for mitigation specialist and met with Compensation Manager to discuss on 3.28.25; after that discussion, in which dept. worked with Compensation Manager to clarify and identify relevant comparables salary-wise, Compensation Manager informed department on 4/4 that HR was recommending the following pay for the new title: EX6, Min: 72,315 Mid: 90,394 Max: 108,473. That range is higher than current C13 recommendation which department believes still too low to recruit/retain competitive talent for a position that requires a master’s degree, ongoing licensure, understanding of complex mental health conditions in relation to criminal legal involvement, high-level interviewing + intensive social science research and writing skills. Social Services Manager: Dept continues to request and propose new title and higher pay grade (Director of Social Work & Mitigation; >C20) to reflect that this role serves the equivalent of a Division Director and carries the education and experience in their field to match. To effectively hire into this role, department needs to be able to pay a starting minimum salary of no less than $125K if attempting to draw a competitive candidate who can direct the provision of intensive social services, including high-level mitigation work, within a complex legal services organization. MAILING ADDRESS PHYSICAL ADDRESS P.O. Box 103, Austin, Texas 78767 1010 Lavaca St. 2nd Floor, Austin, Texas 78701 Page 420 of 468 . III. Office operations and administration job titles: Office Specialists & Administrative Assistants Department proposes C07 as appropriate PG for these roles in a public defender’s office; incumbents in this role serve as public defender office operations team with primary responsibility as first point of contact for the public, including daily clients/visitors with high needs owing to indigency/mental illness/SUD/stress of legal system involvement (incumbents handle approx. 30 such visits/week); team answers and logs calls (over 5000 calls per year) for public including high-needs callers, especially those experiencing stress of incarceration; team receives mandatory and ongoing de- escalation training and support around vicarious trauma; receives and scans all incoming mail; staffs monthly meetings w/PSOC and FMD to be aware of all issues impacting physical office space, including serving as fire wardens for dept etc. IV. IT-related Job Titles: Application Architect, Business Analyst, Office Specialist Dept has 3 positions that serve internal IT/Data/Technology functions: Application Architect, Business Analyst and Office Specialist. Based on department’s review of the proposed new IT Job Descriptions and Pay Scale, PDO proposes the following: - Office Specialist (Position No 30066622) be recommended for new IT job tile of IT Operations Analyst (IT2) as the duties/responsibilities & KSAs for that job title most closely match the work performed by this position in the PDO. - Business Analyst (Position No 30062001) be recommended for new IT job title of Data Analyst (IT3) as the duties/responsibilities & KSAs for that job title most closely match the work performed by this position in the PDO. - Application Architect (Position No 30066620) be recommended for the new IT job title of IT Division Manager (IT7) based on the duties/responsibilities & KSAs needed to perform the work done in that role within the PDO. The role is both a direct manager of others performing various IT operations/data analysis/business analysis/information security functions across the entire Public Defender’s Office; the role also directs and manages all IT operations, all data analysis, all business analysis, and all information and systems security projects and processes within the department including direct execution of data analysis/business analysis/operations analysis when needed as well as identifying needs and directing departmental strategy around the same; the role provides guidance to county officials (Chief Public Defender) on departmental needs in the areas of IT operations, data analysis, business analysis, and information and systems security and manages/arranges 2 Page 421 of 468 departmental engagement with other county officials and high-level stakeholders with IT responsibility within Central IT or various elected & appointed official departments (Director of IT Services, CISO/Risk Manager, County Executives, District Clerk, District & County Attorney, TCSO.) V. Attorneys/Attorney-related Job Titles Department will reserve providing an Agree/Disagree response on all attorney/attorney- related job titles while HR continues to develop new attorney career ladder. HR's proposal indicates movement in the right direction re: increased attorney salaries, but all proposed ranges do not yet seem fully competitive with market. Also, PDO would still like to see changes in ladder re: experience required before moving rungs and need for supervising attorney job title. The exception here is, to the extent HR’s provisional proposal re: Attorney 7 moves the Pay Grade/Salary Band to C24, PDO disagrees with continued placement of Legal Director, Public Defender Mental Health, and Public Defender Juvenile job titles at the C24 level. Those titles are Division Directors and perform high-level management work and should not be compressed with the Attorney 7s (recognize this may have been a simple oversight in the worksheet in that other PDO Division Directors - Director of Holistic Practice and Director of Trials - are proposed to move to C26). 3 Page 422 of 468 From: Joyce Miller To: Adeola Ogunkeyede; Geoff Burkhart Cc: Stacey McClure; Ruby Sanchez; Tina Salazar; June Mighty Subject: **ATTENTION REQUIRED** -- Job Placement on Classified and Exempt Pay Scales – Public Defender Date: Monday, August 11, 2025 2:36:24 PM Attachments: FY26 Proposed Pay Scales.xlsx Public Defender.xlsx Importance: High Good afternoon, The proposed compensation plan changes for your department are outlined in the attached spreadsheet. Also attached is a copy of the proposed pay scales. Due to the upcoming Commissioners Court presentation (Tuesday, August 26th), we request your department review the spreadsheet promptly. Provide any feedback in the section “Department Feedback” no later than Friday morning, August 15. Please direct all questions or feedback to Stacey McClure, Ruby Sanchez, and Joyce Miller. If no comments are received by the deadline, we’ll proceed with the understanding that the proposal addresses your department’s needs. The spreadsheet reflects: Pay Grade Changes Resulting from the Benchmark Study Several positions have been adjusted based on data from the Benchmark Study and subsequent departmental reviews. Placement of Exempt Jobs on the Recommended Exempt Pay Scale The HRMD Compensation Team has aligned each exempt job to a range consistent with its placement on the Classified Pay Scale. This ensures internal equity and helps reduce potential pay compression within job families, where applicable. Exceptions The Attorney series and Executive-level positions will remain on their current pay scale pending further analysis. Your timely response will help us finalize recommendations and costing for submission. Thank you for your continued partnership and collaboration in this important initiative. Warm Regards, HRMD Compensation Project Team Page 423 of 468This electronic mail message, including any attachments, may be confidential or privileged under applicable law. This email is intended solely for the use of the individual or entity to which it is addressed. If you are not the intended recipient of this email, you are notified that any use, dissemination, distribution, copying, disclosure or any other action taken in relation to the content of this email including any attachments is strictly prohibited. If you have received this email in error, please notify the sender immediately and permanently delete the original and any copy of this email, including secure destruction of any printouts. Page 424 of 468Page 425 of 468 REQUEST #5: FAMILY UNIT PILOT Program: Public Defender's Office Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 Request FY 2027 Recommendation FY 2028 Estimate FY 2029 Estimate Personnel 415,648 - - - Operating 14,487 - - - Subtotal $ 430,135 $ - $ - $ - Capital 7,800 - - - Dpt Total $ 437,935 $ - $ - $ - Earmark Allocated - - - - Earmark CAR - - - - Total Earmarks $ - $ - $ - $ - Dpt Total + Earmarks $ 437,935 $ - $ - $ - FTEs 3.00 - - - DEPT. SUMMARY OF REQUEST The Public Defender’s Office (PDO) is requesting one full-time Attorney VI position, one full-time paralegal, and one full-time caseworker (3.0 FTEs) to create a Family Unity Pilot. This pilot seeks to represent PDO (adult/juvenile/mental health divisions) noncitizen clients who are detained by ICE and placed in removal proceedings because of their arrest, with the ability to scale more widely to universal representation of all Travis County residents if approved. The Travis County Public Defender’s Office (PDO) presented data and analysis from sources including the VERA Institute, Austin American-Statesman, The New York Times, Texas Tribune, and the Texas Commission on Jail Standards to highlight the local impact of immigration enforcement. As of 2025, one in three children in Austin has at least one immigrant parent, and 87% of those children are U.S. citizens. Immigration enforcement has contributed to permanent family separation in Travis County, with approximately nine out of ten local residents arrested by Immigration and Customs Enforcement (ICE) being men. Because many of those individuals are primary wage earners, their detention often leaves spouses and children facing significant financial hardship. ICE arrests in Central Texas have nearly doubled over the past year, averaging approximately 2,000 arrests per month across Central and South Texas. This increase has been driven in part by a 33% rise in ICE detainer requests at the Travis County Jail, where cooperation between local law enforcement and ICE remains the primary mechanism for detaining noncitizens. In February 2026 alone, Travis County spent more than $1.7 million housing individuals with ICE detainers. The PDO asserts that it is uniquely positioned to address these challenges by representing eligible noncitizens in removal proceedings following ICE detention. This approach aligns with Travis County’s mission for all residents to thrive with dignity and respect, particularly its goal of protecting vulnerable and underrepresented populations. The office emphasizes that current immigration enforcement policies have increased fear within immigrant communities while contributing to family separation and economic instability. Providing removal defense services is presented as a way to mitigate the collateral consequences of criminal proceedings, preserve family unity when legally possible, and advance the County’s commitment to equitable access to justice. The PDO’s client-centered, holistic defense model extends beyond criminal representation to address the broader legal consequences that arise from criminal cases, including immigration proceedings. As part of its existing practice, the PDO’s Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 25 of 40 Page 426 of 468 immigration attorneys provide constitutionally required Padilla advisals by meeting with every noncitizen client represented in criminal court to assess potential immigration consequences and identify available forms of relief. They also advocate for plea agreements that minimize immigration consequences, develop legal strategies to preserve clients’ immigration options, and work with family members to gather information that supports mitigation efforts during negotiations with prosecutors. Despite these services, many indigent clients remain unrepresented once they enter immigration court because they cannot afford the approximately $18,000 typically charged for private removal defense, in addition to bond-related expenses. The PDO cited a recent VERA study of an Illinois deportation defense program, which found that represented individuals were 366% more likely to obtain immigration relief and 46% more likely to secure release on bond than similarly situated individuals without representation. The PDO also noted that jurisdictions across the country have incorporated immigrant removal defense into public defender offices, including those in Cook County, Atlanta, Philadelphia, Los Angeles, San Francisco, Brooklyn, the Bronx, Harlem, Ventura County, San Diego County, Portland, and Contra Costa County. The office believes it is well positioned to establish a Family Unity Pilot because of its existing immigration practice and the experience of its leadership. The Chief Defender previously helped develop the New York Immigrant Family Unity Project while serving in a leadership role at the Bronx Defenders, and the Director of Holistic Practice has extensive experience providing seamless criminal and immigration representation through the Neighborhood Defender Service of Harlem. Her work included conducting Padilla consultations, representing clients in immigration court, supervising teams handling removal and affirmative immigration cases, and coordinating interdisciplinary services that improved outcomes for detained clients. The PDO maintains that this expertise, combined with ongoing relationships with national public defender and legal services organizations, would allow the office to implement a Family Unity Pilot without a significant startup learning curve. BUDGET REQUEST PERFORMANCE MEASURES Projected Projected Projected FY 2027 FY 2028 Actual Actual Revised FY 2027 Measure Measure FY 2024 FY 2025 FY 2026 Measure at with Added with Added Measure Measure Measure Measure Base Level Funding Funding New Measures Percentage of all F1 and F2 felony cause numbers represented by the PDO N/A N/A N/A 14% 19% 19% PBO RECOMMENDATION PBO does not recommend this request at this time due to limited funding. This request was not originally analyzed by PBO due to funding limitations and was included in the section “Requests Not Evaluated by PBO” at the end of this report. However, during the Department’s budget meeting, PDO stated that they would like to take this item to a budget hearing with Commissioners Court in August, therefore, PBO provides additional summary on the request above. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 26 of 40 Page 427 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Family Unity Pilot Priority # of Request: #5 Name of Program from PB-3: Public Defender’s Office Mandated Program (Yes/No) Yes Total Amount of Request: $434,650 Collaborating Departments/Agencies: N/A Request Contact (Name/Phone): Adeola Ogunkeyede (512-854-9876) 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Public Defender’s Office (PDO) is requesting one full-time Attorney VI position, one full-time paralegal, and one full-time caseworker (3.0 FTEs) to create a Family Unity Pilot. This pilot seeks to Commented [AO1]: Unless, based on your sense of our data across all divisions, you think there would be more than 50 clients represent PDO (adult/juvenile/mental health divisions) noncitizen clients who are detained by ICE annually that we’d represent in this pilot, I think we will have a hard and placed in removal proceedings because of their arrest, with the ability to scale more widely to time justifying 2 attorneys (for 50 or fewer clients). That is unless universal representation of all Travis County residents if approved. there is something abt the way this work progresses that fully supports having 2 attorneys for 50 or fewer clients. Also do we think 2. Description of Request: that admin right for this is a legal sec or a paralegal? • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Description: The PDO is requesting personnel funding to create a Family Unity Pilot. This pilot aims to represent indigent noncitizens who are detained by ICE, placed in removal proceedings, and eligible for immigration relief from deportation. The clients will initially be sourced from PDO clients. If successful, the PDO would be positioned and prepared to scale up to represent clients universally, from all Travis County defense providers and other Travis County residents. Commented [AO2]: I think we should mention that this is the pilot stage but we’d be positioned to scale up as things move forward to represent clients of all defense providers. Current Issues: In 2025, the VERA Institute analyzed census data and found that one in three children in Austin have at least one immigrant parent, and 87 percent of those children are United States citizens. Permanent family separation is happening to Travis County children. Approximately, 9 in 10 of local resident arrested by ICE are men, leaving women and children separated from their father or spouse who is often the primary breadwinner. This is resulting in “financial collapse” for Central Texas residents. According to analysis from the Austin American Statesman, ICE arrests have nearly doubled in Central Texas as compared to during the Biden Administration. The New York Times found that ICE is arresting an average of 2,000 people per month in Central and South Texas. Much of this is attributed to the 33% increase in detainer requests in Travis County jail. Texas Tribune analysis found that the most common way ICE detains noncitizens in Texas is through cooperation with local law enforcement through ICE Detainer requests. This is true of Travis County. According to the Texas Commission on Jail Standards, in February 2026 alone, Travis County incurred a cost of over $1.7 million on people detained in Travis County jails with ICE detainers. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 428 of 468 The Travis County Public Defender’s Office is in a unique position to identify and represent noncitizens in their removal cases after they are detained by ICE. Mission, Goals, Objective of Department and County: ▪ Travis County’s mission is for “ALL” people to thrive with dignity and respect, and one of the seven goals is to “protect and provide opportunities for those most vulnerable and underrepresented.” Currently, national immigration policy is instilling fear and wreaking havoc in Travis County community members’ lives. The policies have resulted in family separation and extreme financial hardship. Helping keep our communities’ families together and protecting them from the collateral harms that arise from deportation fits the County’s goals. Further, the Vera Institute of Justice and survey firm Lucid, conducted a public opinion poll in 2020 which showed overwhelming public support for government- funded attorneys in Immigration Court. ▪ In addition, the PDO “is envisioned to be client-centered, independent, and innovative to the needs of Travis County residents. Consistent with nationally recognized best practices, the PDO provides high-quality holistic defense representation and other support to its clients.” Holistic public defense addresses not just the criminal case, but the collateral consequences that arise from the involvement in the criminal legal system. This includes the deportation case that is initiated as a result of an arrest. Across the nation, counties and cities are recognizing the timely need and are funding public defender offices to build immigrant removal defense into their offices. These include Cook Commented [AO3]: Add examples of recently funded PDs (and County Public Defender, City of Atlanta Office of the Public Defender, Defender Association longstanding funded PDs). of Philadelphia, Los Angeles Public Defender’s Office, San Francisco Public Defender’s Commented [AO4]: Also think we need more about how we are uniquely positioned. Office, Brooklyn Defender Service, Bronx Defenders, the Legal Aid Society, Neighborhood Defender Service of Harlem, County of Ventura Public Defender’s Office, San Diego County 1) We can stand up this FUP program rather efficiently: we already identify people who are eligible for relief and have access to Public Defender, Metropolitan Public Defender in Portland, Oregon, and Contra Costa necessary documentation/family and imm history via our Padilla County Public Defender’s Office. work - which is constitutionally mandated - and so that work will feed the FUP eliminating need for duplicative work that gets done when referring externally to a 3rd party agency. Here, the PDO is already well-situated to start a Family Unity Pilot as part of the holistic 2) We can stand up the FUP program rather effectively: our DHP defense services it provides. The PDO’s immigration attorney team provides constitutionally and Chief have previously run and managed this type of mandated Padilla advisals for all PDO noncitizen clients. In order to do this, they meet with programmatic work at PDOs and legal services orgs in the past every single noncitizen who the PDO represents in their criminal cases to screen for relief eliminating the learning curve re operationalizing this program within TCPDO. Definitely feel free to lay out and play up your from deportation to assess the consequences of criminal convictions. PDO immigration actual numbers of clients represented in these type of proceedings attorneys have previously represented noncitizens in removal proceedings and in and how many prior attys/staff you’ve supervised/managed doing this type of work. affirmative immigration applications before USCIS in previous employment. We need this type of legal experience to be equipped to advise our noncitizen clients. Our immigration attorneys advocate for safe criminal pleas to protect clients’ immigration status or ability to apply for status in the future. They make novel legal arguments that will help protect our clients when they are placed in removal proceedings. They also meet with family to gather information and evidence to use for mitigation pitches when advocating for safe immigration pleas with the District and County Attorneys, as the Supreme Court urges defense and prosecution to do. However, our clients are routinely unrepresented when they go before an immigration judge in immigration court. The PDO’s clients are indigent and struggle to or are unable to afford the $18,000 fees that private attorneys charge for a removal case (not to mention the additional costs for bond representation and for the bond itself). A recent study FY 2027 Budget Request Proposal (PB-4) v1.0 Page 429 of 468 by VERA of a deportation defense program in Illinois found that being represented by an attorney in that program increased the likelihood of being granted immigration relief by 366 percent relative to similarly situated noncitizens and 46 percent more likely to be released on a bond set by an immigration attorney as compared to similarly situated noncitizens. ▪ The PDO has the experience, tools, and knowledge to begin a Family Unity Pilot. The Chief Defender and Director of Holistic Practice have worked in and managed this type of programmatic work at other public defender offices and legal service organizations. This would eliminate the learning curve that it would take to get this pilot operationalized in the PDO. The Chief Defender served as the director of staff development at the Bronx Defenders during the early years of its operationalizing its participation the New York Immigrant Family Unity Project, a universal representation program for noncitizen New York City residents detained in removal proceedings. The Director of Holistic Practice worked at the Neighborhood Defender Service where she met with noncitizens for Padilla consultations in jail in New York and then represented them seamlessly in immigration court for bond hearings and removal defense, resulting in better outcomes in criminal and immigration courts. She also represented Harlem community members who did not have open criminal cases in their removal proceedings. The Neighborhood Defender Service of Harlem had interdisciplinary, holistic services, which resulted in lower bonds and higher success rates. Immigration judges routinely thanked the attorneys for bringing in social workers who had worked with clients throughout the criminal and immigration cases and who could speak to our client’s history and plans if released. For example, where a client would live should they be released from ICE detention, where they could receive medication, and what was the plan to ensure this would happen. Our Director of Holistic Practice has also supervised a team of five attorneys who had a caseload of removal cases and affirmative applications for immigration benefits, in addition to mentoring pro bono attorneys, volunteers, and interns. These PDO staff remain connected to advocates in public defender/legal services offices doing this work in current conditions. If given the funding, the Travis County Public Defender’s Office is in strong position to operationalize a FUP program in relative short order. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. The PDO is not funded to provide direct representation in removal proceedings. The Family Unity Pilot would represent noncitizens in their bond hearings in immigration court, as well as filing applications for relief from deportation and representing them in their removal proceedings in immigration court. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 430 of 4684. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? New measures: 1. Number of clients represented in their immigration bond hearings/and or habeas petitions (25) 2. Number of substantive legal filings litigated in immigration proceedings (50) Benchmarks: The Family Unity Pilot will provide representation to approximately 25 clients annually. The legal representation will include any of the following substantive legal filings: application for bond hearing, habeas petitions, applications for voluntary departure, applications for relief from deportation and full merits hearings, and/or appeals to the Board of Immigration Appeals. The supporting case work representation will include connecting clients to services to support their applications for relief. 5. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. There would be an expected impact on the Trainings performance measures, with an increase in staff sponsored trainings due to the constant changes occurring in immigration law under the current Administration. This would likely necessitate an additional 8 hours of training. Commented [AO5]: Explain why. Also how many more HOURS of training would this program necessitate annually? 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) FY 2027 Budget Request Proposal (PB-4) v1.0 Page 431 of 468The implementation would begin as soon as the requested FTEs are hired and begin employment with the Public Defender’s Office. Existing staff, Director of Holistic Practice, will supervise and implement the Pilot. 7. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? Commented [AO6]: I think we need to acknowledge the funding to AG and to identify that they are not serving all that are identified • Describe ways that these departments/agencies can collaborate to ensure success of as eligible for relief and that is leaving clients whose ability to fight the proposal. removal/adjust status has been protected and preserved by the trial The PDO collaborates with third-party agencies in the community that have limited funding to level practice in all 3 divisions. provide some representation to noncitizen in immigration proceedings. However, our direct experience is that the funding for these agencies is extremely limited given local needs and the agencies are unable to take all cases for clients who are eligible to apply for known and identified immigration relief. In addition, all PDO cases necessarily have criminal legal system involvement. These clients face a more complex process in immigration proceedings and are for this reason often expressly turned down by third-party agencies who have limited funding to provide immigration representation. PDO immigration attorneys are experts in the intersection of criminal and immigration law, making their expertise particularly key in defending our clients from deportation in immigration court. 8. Additional Revenue: Does this proposal generate additional N revenue? Y/N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant N solicitation? Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% Hybrid Y >80% Work Remote in Office FY 2027 Budget Request Proposal (PB-4) v1.0 Page 432 of 468 If >80% work remote or hybrid, is there a shared space for the Y position to use when in the office? Y/N If yes, provide the information below: Building USB, 1010 Lavaca Name/Location Floor/Suite/Office # All floors If no, please submit a request as described in the budget manual to by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for the position? Y/N If yes, provide the information below: Building Name/Location Floor/Suite/Office # If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. Nothing beyond routine desktop equipment. If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 433 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Family Unity Pilot SBP Program: Public Defender's Office Budget Request Priority #: 5 Dpt #: 144 Dept Name: Public Defender's Office A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Attorney VI 144Public Defender's Office 1.00 100% 1440010001 $ 150,134 $ 53,167 $ 203,301 Case Worker 144Public Defender's Office 1.00 100% 1440010001 $ 70,491 $ 32,890 $ 103,381 Paralegal 144Public Defender's Office 1.00 100% 1440010001 $ 70,491 $ 32,890 $ 103,381 1440010001 $ - 1440010001 $ - $ - 0 $ - $ - 0 $ - $ - 0 $ - $ - 0 $ - $ - 0 $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) Bilingual Pay 100% $ 4,500 $ 1,085 $ 5,585 TOTAL PERSONNEL 3.00 $ 295,616 $ 120,032 $ 415,648 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Travel & Professional Development Registration Conferences/Seminars 0001 1440020001 512050 Ongoing $1,800 Services Cellular (Air) Time Usage 0001 1440020001 511700 Ongoing $1,800 Travel & Professional Development Travel-Lodging Meals & Other 0001 1440020001 512090 Ongoing $2,055 Travel & Professional Development Training Material/Books 0001 1440020001 512070 Ongoing $1,600 Travel & Professional Development Inhouse Training/Online Courses 0001 1440020001 512020 Ongoing $900 Travel & Professional Development Professional Licenses 0001 1440020001 512030 Ongoing $258 Services Cloud Based Subscription Services 0001 1440020001 511671 Ongoing $324 Travel & Professional Development Routine Mileage 0001 1440020001 512100 Ongoing $5,000 Supplies & Equipment Office Supplies 0001 1440020001 510220 Ongoing $750 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 14,487 $ 14,487 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 7,800 $ - $ 7,800 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 7,800 $ - $ 7,800 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 430,135 $ 430,135 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 7,800 $ 430,135 $ 437,935 144 - PB5 05 - Family Unity Pilot_VERIFIED.xlsx Page 434 of 468 REQUEST #6: RIGHT-SIZE FOR FELONY INCREASE Program: Public Defender's Office Fund/Fund#: General Fund (0001) Mandated Program: No FY 2027 Request FY 2027 Recommendation FY 2028 Estimate FY 2029 Estimate Personnel 1,316,417 - - - Operating 31,110 - - - Subtotal $ 1,347,527 $ - $ - $ - Capital 26,000 - - - Dpt Total $ 1,373,527 $ - $ - $ - Earmark Allocated - 1,602,216 - - Earmark CAR - 26,000 - - Total Earmarks $ - $ 1,628,216 $ - $ - Dpt Total + Earmarks $ 1,373,527 $ 1,628,216 $ - $ - FTEs 10.00 - - - *Note that this Earmark is officially housed in Commissioners Court rather than PDO to facilitate additional discussion about the use of these funds. DEPT. SUMMARY OF REQUEST The Public Defender’s Office (PDO) seeks to add additional staff with the primary goal to increase its intake of new F1 and F2 felony cause numbers. These staff would include 6.0 Attorney IV, 1.0 Social Worker, 1.0 Administrative Investigator, 1.0 Case Worker and 1.0 Paralegal. This would allow the PDO-General Adult Division to assume a larger share of those charges amongst all charges appointed in the County. The Department reports that of the new cause numbers appointed to the PDO-Adult Division in FY 2025, approximately 40.2% were felony cause numbers. The County’s public defense practitioners - CAPDS and PDO - are at capacity given the increase in felony charges in the County. There is a need to bring more attorneys into the public defense practice in Travis County immediately to handle the appointed caseload. This additional funding for the PDO would help address the ability of the Courts to have attorneys available for new appointments. In that period, first- and second-degree felony causes (F1s and F2s) were 11.7% of all cause numbers appointed to public defense providers in the County (CAPDS and PDO; excluding F1s and F2s represented by retained/hired counsel). The PDO- Adult Division received 14.1% of all the F1s and F2s appointed to public defense providers in the County in FY 2025. This share of F1s and F2s is lower than the PDO’s overall share of appointed causes (21%) for FY 2025. The difference between the PDO’s overall share of appointed causes and its share of appointed F1 and F2 causes is attributable to the staggering rise in the number of serious F1 and F2 felony charges pending in the County over the last seven years, particularly since the pandemic. Representing people charged with serious felonies requires more working hours for attorneys. The evidence is often complex and requires the support of professional experts and the potential consequences are so great for clients, attorneys are trained to be most thorough and careful in their work. As such, these cases stay open the longest in an attorney’s caseload; ethical practice requires that an attorney not handle more serious felonies than they can give time to. The FTEs allocated to the PDO-Adult Division were calculated based on pre-pandemic numbers of pending charges at each offense level, when there were significantly fewer serious felonies pending in the County. As a result, the FTE counts upon which the PDO-Adult Division was based became inadequate to handle the indigent caseload that has existed in the County over the last seven years, especially the number of serious felonies - at least not without PDO attorneys violating their ethics by grievously exceeding caseload standards. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 27 of 40 Page 435 of 468 The requested funding, supporting the PDO’s ability to hire additional personnel, would allow the Adult Division to increase its share of all F1 and F2 causes appointed to the County’s public defense providers. Based on FY 2025 data and with the exception of significant attrition or continued major shifts in the felony caseload composition for the County, the PDO-Adult Division expects to increase its percentage of new appointed F1s and F2 causes from 14% to 19%. The PDO also anticipates its share of all appointed cases will hit 25% in FY 2027 with added funding. Table I below demonstrates the Adult Divion’s current count of support staff and attorneys in comparison to the additional 10 positions they are requesting. Table I: Comparison of Current Staff to Proposed New Staff PDO Staff Current Adult Division Proposed Additional Staff Total with Proposed Additional Staff Investigator 4 1 5 Investigator Supervisor 1 0 1 Case Worker 4 1 5 Social Worker 4 1 5 Social Services Manager 1 0 1 Peer Support Specialist 0 0 0 Paralegal 3 1 4 Legal Secretary 8 0 8 Law Clerk 0 0 0 Attorneys 42 6 48 Total Staff 67 10 77 The Current Adult Division staffing levels provide the following ratios:  1 Social Worker to 10.5 Attorneys  1 Case Worker to 10.5 Attorneys  1 Paralegal to 14 Attorneys  1 Administrative Investigator to 10.5 Attorneys With the proposed additional staff, the Adult Division would provide the following ratios:  1 Social Worker to 9.6 Attorneys  1 Case Worker to 9.6 Attorneys  1 Paralegal to 12 Attorneys  1 Administrative Investigator to 9.6 Attorneys The proposed staff increases would also provide a slight decrease in the ratios between support staff and attorneys, therefore likely to result in a slight decrease in the workload amongst the support staff. However, the National Association for Public Defense which calls for even smaller ratios than the adult division will have with the addition of new staff through the earmark. The NAPD states, “The NAPD Standard requires, at a minimum, that there should be one investigator for every three Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 28 of 40 Page 436 of 468 lawyers, one mental health professional for every three lawyers, and one supervisor for every 10 lawyers. Additionally, there should be one paralegal and one administrative assistant for every four lawyers.” The PDO shared in their budget request that this proposal presumes that the PDO will hire almost exclusively attorneys coming out of law school to underfill the Attorney IVs as Attorney Is. The PDO reports that it is more difficult to hire higher level attorneys that would be able to take on more felony cases right away. For that reason, the PDO is seeking to hire Attorney I’s out of law school and create a pipeline system that will retain these attorneys and train them to be able to take on more felony cases over time and as they move up in their career ladders. The Department states that based on existing PDO recruitment data as well as an objective assessment of the current market for attorneys in Texas and those looking to enter public defense, this is the most viable hiring market from which to source readily available attorney hires. Law graduates would not start until the end of the fiscal year (September 2027). However, in the interim the PDO would hire for the non- attorney positions whose support on existing cases is expected to help the PDO’s existing attorneys move space in their caseloads to begin absorbing some of the increased intake of F1s and F2s. The Department is requesting Attorney IV positions to be able to retain some savings that will be able to provide career ladders for existing staff to ensure their career progression, which is a key tool to retain existing talent. Without being able to advance existing staff which, under existing budget policy, departments are expected to fund internally, the Department would face significant attrition, which would completely undermine the goals of adding new staff to increase intake of F1s and F2s. Table II below demonstrates the cost of these 10 proposed new FTEs. The personnel amounts include salary and benefits. The requested salaries include $103,251 for Attorney IVs, $77,418 for the Social Worker, $77,418 for the Administrative Investigator, $70,491 for the Case Worker, and $70,491 for the Paralegal. The total fiscal impact of this request as submitted by the PDO totals $1,373,527. Table II: Fiscal Impact of 10.0 new FTEs within the Adult Division Attorney IV Social Admin Case Worker Paralegal Total Worker Investigator FTE 6 1 1 1 1 10 Personnel $146,344 $113,934 $113,934 $105,243 $105,243 $584,698 Operating $3,157 $3,157 $3,003 $3,003 $3,003 $15,324 Total Ongoing $897,006 $117,091 $116,937 $108,246 $108,246 $1,347,527 Centrally Budgeted ITS $2,600 $2,600 $2,600 $2,600 $2,600 $13,000 Total One-time $15,600 $2,600 $2,600 $2,600 $2,600 $26,000 Grand Total $912,606 $119,691 $119,537 $110,846 $110,846 $1,373,527 In order to understand the Travis County Public Defender’s caseloads in comparison to anticipated national standards, PBO spoke with the County Executive of Community Legal Services (CLS). There are different standards that depict appropriate levels of cases per attorney on an annual basis. The different standards include the following: Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 29 of 40 Page 437 of 468  TIDC (2015): 130 felonies or 230 misdemeanors annually per attorney counting only disposed cases in a year  ABA Rand (2023): 65 felonies or 115 misdemeanors annually per attorney counting only newly assigned cases in a year As mentioned earlier, the County’s public defense practitioners - CAPDS and PDO - are at capacity given the increase in felony charges in the County. While discussing felony cases with CAPDS and the PDO, both departments mentioned the complexity of tracking caseloads because there are two types – Cause and Incidents. Cause Numbers are assigned at booking and each cause is generally, but not always, related to a single criminal charge such as DWI, robbery, theft, or assault. An Incident references all criminal charges with the same offense date. For example, if a person has a Driving While Intoxicated and an Assault charge on the same day, this would usually be assigned different cause numbers (two causes) but one incident. If the charges happened on different days, they would be two causes and two incidents. Determining attorney workload is complex as is its relation to a criminal "case". A single incident may have multiple criminal charges that are associated with that charge (for example, multiple possession of a controlled substance charges) for a single incident. The PDO notes that as an office, their attorneys don’t focus on incidents, rather, cases. What PDO calls a case is all charges that can be tried together from a single incident or course of conduct- the specific offense dates could be different if there’s a course of conduct that occurs over multiple dates but are essentially able to be tried together. As PBO took a deeper look into how the caseloads are split up between the PDO and CAPDS, and better understand how they are measured, the Criminal Courts provided the following information regarding total caseloads between the PDO and CAPDS for FY 2025 and the actuals for FY 2026. Table I: Comparison of PDO Cases and CAPDS Incidents Cases in FY 2025 Total Criminal PDO Cases PDO % of Total CAPDS Cases CAPDS % of Total Case Type Cases (Incidents) FY 2025 Cases FY 2025 Cases Capital Cases 9 0 0% 9 100% Felony Cases 10,603 1,988 19% 8,615 81% Misdemeanors 13,134 2,905 22% 10,229 78% Unknown 231 35 15% 196 85% Total 23,977 4,928 21% 19,049 79% Table II: Comparison of PDO Cases and CAPDS Incidents Cases in FY 2026 Total Criminal PDO Cases PDO % of Total CAPDS Cases CAPDS % of Total Case Type Cases (Incidents) FY 2026* Cases FY 2026* Cases Capital Cases 2 0 0% 2 100% Felony Cases 8,075 1,794 22% 6,281 78% Misdemeanors 9,619 2,358 25% 7,261 75% Unknown 196 53 27% 143 73% Total 17,892 4,205 24% 13,687 76% *Through June 10, 2026 Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 30 of 40 Page 438 of 468 These tables demonstrate that there is an increase in the amount of felony cases, which include all charges from an incident or course of conduct that can be tried together, incidents that the PDO is taking from FY 2025 to FY 2026. The PDO notes that Travis County assigns a distinct cause number to every single charge even where those charges are all considered the same incident or related to the same course of conduct. The total incident felony count for the PDO in FY 2025 was 1,988 or 19%, whereas for FY 2026 the PDO has taken 1,794 or 22% of the incident felony cases as of June 10, 2026. The inverse is true for CAPDS – they took 8,615 or 81% of the incident felony cases in FY 2025, however their actuals for FY 2026 have slightly decreased to 6,281 or 78%. Table III: Comparison of PDO Cases and CAPDS Causes Cases in FY 2025 Total Criminal PDO Cases PDO % of Total CAPDS Cases CAPDS % of Total Case Type Cases (Causes) FY 2025 Cases FY 2025 Cases Capital Cases 13 - 0% 13 100% Felony Cases 15,364 2,536 17% 12,828 83% Misdemeanors 18,695 3,810 20% 14,885 80% Unknown 530 83 16% 447 84% Total 34,602 6,429 19% 28,173 81% Table IV: Comparison of PDO Cases and CAPDS Causes Cases in FY 2026 Total Criminal PDO Cases PDO % of Total CAPDS Cases CAPDS % of Total Case Type Cases (Causes) FY 2026* Cases FY 2026* Cases Capital Cases 3 - 0% 3 100% Felony Cases 11,964 2,335 20% 9,629 80% Misdemeanors 13,667 3,136 23% 10,531 77% Unknown 433 98 23% 335 77% Total 26,067 5,569 21% 20,498 79% *Through June 10, 2026 Similarly to the incident felony cases, these numbers show that the PDO saw a 3% increase between FY 2025 and FY 2026 in the felony causes they took. In FY 2025, the PDO took 2,536 cause felony cases, which was 17% of the total. By June 2026, the PDO had taken 2,335 cause cases, or 20% of the total. Inversely, CAPDS has decreased the amount of their cause felony cases by 3%. CAPDS took 12,828 or 83% of the total cause felony cases in FY 2025, and to date have taken 9,629 or 80% of the total cause felony cases. The PDO explained to PBO that they do not assign cases based on an attorney’s County job description, rather, the cases an attorney handles are based on their experience, training, and evaluation as an actual criminal defense attorney. So, while the PDO could hire someone who has been licensed for five years and be an Attorney IV under the County’s job description, if they have never handled any criminal cases they might only handle misdemeanor cases when they start working with the PDO. Meanwhile, someone who has only ever been a public defender or criminal defense attorney for three years will have a more complex/serious caseload given their experience. For that reason, it is difficult to give precise caseload amounts for each level of attorney since they all have different levels of experience, which leads to a variance in how many felony cases they all take. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 31 of 40 Page 439 of 468 For this reason, the PDO provided their own analysis of the caseloads within their Office. The PDO submits the following chart to demonstrate the dynamics of Adult Division attorney caseloads across an annual period. The chart is based on weights, and includes data on disposed cases, newly assigned cases, and overall number of cases carried across the year. Travis County Public Defender's Office Attorney TIDC-Weighted Caseloads, June 2025 to June 2026 The PDO notes that the TIDC uses the average weighted total disposed caseload, represented in red, and does not produce the average weighted total carrying caseload, represented in green. The Department also notes that because the organizing principle in this chart is not the attorney level but rather the weighted carrying load, the green column that is outlined in red demonstrates the weighted case load percentages from highest to lowest. These percentages demonstrate the current weighted total carrying caseload of the attorneys in the PDO. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 32 of 40 Page 440 of 468 Travis County Public Defender’s Office Attorney Case Counts, June 2025 to June 2026 Similarly to the previous table, the red outlined column represents the total case counts for each of the attorneys listed in the far-left column. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 33 of 40 Page 441 of 468 Travis County Public Defender’s Office Attorney Recent Hire and Director TIDC-Weighted Caseloads and Case Counts, June 2025 to June 2026 As stated earlier, caseloads and weighted totals vary amongst all attorneys within the PDO. It is not necessarily based on their County designated job title, rather, on their prior experience in taking felony cases. The image above demonstrates that the PDO’s recent hires shown in the top two sections, all with varying levels of County designated job titles, have a lesser percentage of weighted caseloads (16-111%) than the attorneys shown in the first image (105-163%). The Chief Public Defender provided the following information regarding these tables: It is worth noting that these standards are based on two different ways to look at cases on an annual basis. TIDC only looks at how many cases an attorney closed, or disposed, in the year, regardless of how many may be newly assigned in the year or how many may have already been pending from prior years. RAND looks at cases newly assigned to the attorney in the year, regardless of how many are still pending from prior years or closed in the year. Each of these aspects, factoring in the seriousness of offense level – how many cases were newly assigned to the attorney; how many cases were already pending to the attorney, and how many cases the attorney closed – matter for purposes of assessing an attorney’s caseload and ability to dedicate an ethically appropriate amount of time to a case. The graphic below provides a visual representation of this explanation. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 34 of 40 Page 442 of 468 BUDGET REQUEST PERFORMANCE MEASURES Projected Projected Projected FY 2027 FY 2028 Actual Actual Revised FY 2027 Measure Measure FY 2024 FY 2025 FY 2026 Measure at with Added with Added Measure Measure Measure Measure Base Level Funding Funding New Measures Percentage of all F1 and F2 felony cause numbers represented by the PDO N/A N/A N/A 14% 19% 19% PBO RECOMMENDATION PBO recommends creating an Earmark against the Allocated Reserve, housed in the Commissioners Court, to continue to expand the Adult Division in the PDO and support that division to not only handle a greater percentage of criminal appointments but more specifically to handle more felony cases so the County can continue to meet timely requirements of appointment of indigent defense counsel. There are two parts to the Earmark that will serve different purposes. The first part of the Earmark Against the Allocated Reserve will total $1,213,908 in ongoing funds for 10 positions, with one-time funds of $26,000 for ITS equipment, for a total of $1,239,908. These funds include six Attorney I’s, one Social Worker, one Administrative Investigator, one Case Worker and one Paralegal. These funds can be accessed starting in FY 2027. Prior to this or soon after the Adoption of the FY 2027 Budget, PBO believes it will be beneficial for the Chief Public Defender to discuss this plan with the Commissioners Court and how the added funding will assist the Office in handling more cases, specifically handling more felony cases. The second part of the Earmark Against the Allocated Reserve will be for a total of $362,216 in ongoing funds, as shown below. These earmarked funds are only to be used to hire more attorneys at a higher level than their existing budgeted titles to continue to add more experienced Attorneys to the Office that can assist with taking on more felony appointments. In other words, the Office can hire higher-level attorneys in the case that an Attorney I, II, III, IV or V leaves the County and a candidate with more experience than the person they are replacing is identified. They cannot be used to hire positions outside of these Attorneys. In total, the PDO will have access to $1,576,124 in ongoing funds, and $26,000 in one-time funds, for a grand total of $1,602,124. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 35 of 40 Page 443 of 468 First Amount of the Earmark: Initial Efforts to Right-Size the Adult Division Second Amount of the Earmark: Career Ladders and Hiring Higher Level Attorneys *Buffer Funds include $100,000 for salary + $52,996 for benefits to be used as needed. In the Department’s request, they asked for funds to hire six Attorney IV positions with the intention of underfilling those positions with Attorney I’s to hold onto those savings for future career ladders within those same positions. While PBO understands this intention, PBO wants to make sure that enough Attorneys get hired during FY 2027 to begin taking on more felony cases. For this reason, PBO is recommending an Earmark Against the Allocated Reserve that essentially provide the same amount of funding that the Department requested ($1,373,527), plus $228,597 in additional buffer funds, but these earmarked amounts can be accessed only after the other to ensure that the PDO begins to hire more attorneys sooner than the end of FY 2027, but still has access to funds to provide career ladders when the time comes. While Travis County is under statutory requirements to provide indigent defense and there is an immediate need for attorneys to cover the rapidly increasing felony cases, the lack of attorneys in the County did not happen overnight and there is a need to create stability and predictability to the PDO expansion that would come with hiring attorneys out of law school. PBO recognizes that the recommended approach isn’t a perfect solution to the problem, this will be a good start to help the County begin to see felony cases getting coverage. Currently, the PDO’s Adult Division has 42 staff attorneys who handle criminal cases – with several of these attorneys also carrying supervisory responsibility- and after accessing the earmark to hire six more attorneys, the Adult Division will have 48 attorneys. This will also increase the Case Workers from 4 to 5, the Social Workers from 4 to 5, the Paralegals from 3 to 4, and the Administrative Investigators from 4 to 5. Miranda Best Campos Public Defender’s Office FY 2027 Preliminary Budget Page 36 of 40 Page 444 of 468 FY 2027 BUDGET SUBMISSION BUDGET REQUEST PROPOSAL (PB-4) Name of Budget Request & Right-size for Felony Increase #6 Priority # of Request: Name of Program from PB-3: General Adult Division Mandated Program (Yes/No) Yes Total Amount of Request: $1,362,572 Collaborating Departments/Agencies: Travis County Criminal Judges; Community Legal Services Request Contact (Name/Phone): Adeola Ogunkeyede/512.854.9876 1. Summary Statement: Include one or two sentences to be included in Commissioners Court materials. The Public Defender’s Office (PDO) seeks to add additional staff with the primary goal to increase its intake of new F1 and F2 felony cause numbers. This would allow the PDO-General Adult Division to assume a larger share of those causes amongst all causes appointed in the County. 2. Description of Request: • Describe the request, including current issues that create the need for increased funding. • How does the request relate to the mission, goals, and objectives of the department and goals of the County? Of the new cause numbers appointed to the PDO-Adult Division in FY 25, approximately 40.2% were felony cause numbers. In that period, first- and second-degree felony causes (F1s and F2s) were 11.7% of all cause numbers appointed to public defense providers in the County (CAPDS and PDO; excluding F1s and F2s represented by retained/hired counsel). The PDO-Adult Division received 14.1% of all the F1s and F2s appointed to public defense providers in the County in FY25. This share of F1s and F2s is lower than the PDO’s overall share of appointed causes (21%) for FY25. The difference between the PDO’s overall share of appointed causes and its share of appointed F1 and F2 causes, and which necessitates increased funding, is the staggering rise in the number of serious F1 and F2 felony charges pending in the County over the last seven years, particularly since the pandemic. Representing people charged with serious felonies requires the most time of attorneys. The evidence is often complex and requires the support of professional experts and the potential consequences are so great for clients, attorneys are trained to be most thorough and careful in their work. As such, these cases stay open the longest in an attorney’s caseload; ethical practice requires that an attorney not handle more serious felonies than he or she can give time to. The FTEs allocated to the PDO-Adult Division were calculated based on pre-pandemic numbers of pending charges at each offense level, when there were significantly fewer serious felonies pending in the County. As a result, the FTE counts upon which the PDO-Adult Division was based became inadequate to handle the indigent caseload that has existed in the County over the last seven years, especially the number of serious felonies - at least not without PDO attorneys violating their ethics by grievously exceeding caseload standards. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 445 of 468The requested funding, supporting the PDO’s ability to hire additional personnel, would allow the Adult Division to increase its share of all F1 and F2 causes appointed to the County’s public defense providers. 3. Desired Outcomes: • What are the intended results of the proposal? • Describe the department/office’s current service and funding levels for this request and explain why it does not produce desired outcomes. Barring significant attrition or continued major shifts in the felony caseload composition for the County, the PDO-Adult Division will increase its share of the overall number of appointed F1s and F2s causes by approximately 5% in FY27 (that is roughly 160 more combined F1 and F2 causes based on FY25 data). The PDO also expects that its overall share of cases of all levels will increase as a result of the additional personnel hired with the increased funding. 4. Description of New or Program-Specific Measures and Evaluation: • How will the proposal be measured and evaluated? Is there an independent evaluation component? • Describe any benchmarks that have been identified. What comparable programs have been researched? PDO proposes the following new performance measure: - Percentage of all newly appointed F1 and F2 felony cause numbers represented by the PDO Based on the new funding, the PDO expects to increase its percentage from 14% to 19% (based on FY25 data, which is the last full year for which data is available). FY 2027 Budget Request Proposal (PB-4) v1.0 Page 446 of 4685. Impact on Existing Relevant Departmental Performance Measures: • Explain the relevance of the measures submitted in the PB-5 and the expected impact to the program area if the request is funded. • Describe the impact of funding the proposal on program outcomes, other departmental performance measures, and service levels. Based on the new funding, the PDO expects to increase its percentage of new appointed F1s and F2 causes from 14% to 19% (based on FY25 data, which is the last full year for which data is available). The PDO expects the impact of the new staffing to result in a 5% increase (a total 19% share of all appointed F1s and F2s). The PDO also anticipates its share of all appointed cases will hit 25% in FY27 with added funding. 6. Proposed Implementation Timeline: • Describe the implementation timeline including the expected dates of results. • If this request has budgetary impacts beyond FY 2027, please describe. (For capital projects, please describe impacts to operating budget) The proposal presumes that the PDO will hire near exclusively attorneys coming out of law school which, based on existing PDO recruitment data as well as an objective assessment of the current market for attorneys in Texas and those looking to enter public defense, is the most viable hiring market from which to source readily available attorney hires. For example, from FY23 - FY25, 178 “law graduates” applied for employment with the PDO compared to only 79 combined total applicants for attorneys with a minimum of either 4 years’ experience, 6 years’ experience, or 8 years’ experience. Law graduates would not start until the end of the fiscal year (September 2027). The department is requesting Attorney IV positions to be able to retain some savings to turn back around into existing staff to ensure their career progression, which is a key tool to retain existing talent. Without being able to advance existing staff which, under current budget policy, departments are expected to fund internally, the department would face significant attrition, which would completely undermine the goals of adding new staff to increase intake of F1s and F2s. However, in the interim the PDO would hire for the non-attorney positions whose support on cases is expected to help the PDO’s existing attorneys move space in their caseloads to begin absorbing some of the increased intake of F1s and F2s. FY 2027 Budget Request Proposal (PB-4) v1.0 Page 447 of 4687. Leveraged Resources and Collaboration: • List and describe the impact on other County departments, or non-County external agency resources. • What collaboration efforts exist with other departments/agencies that provide similar or supporting services? • Describe ways that these departments/agencies can collaborate to ensure success of the proposal. The County’s public defense practitioners - CAPDS and PDO - are at capacity given the increase in felony charges in the County. There is a need to bring more attorneys into the public defense practice in Travis County immediately to handle the appointed caseload. This additional funding for the PDO will help address the ability of the Courts to have attorneys available for new appointments. 8. Additional Revenue: Does this proposal generate additional revenue? Y/N N If yes, attach a copy of the County Auditor’s revenue form and other relevant backup information. Please send original revenue materials to the Auditor’s Office. 9 Has this request or a similar request been submitted for a grant solicitation? N Y/N If yes, please state which solicitation this request is associated with. If awarded, indicate the amount and percentage of the total request which would be covered by the grant award. 10. If requesting a new position(s), will the position be: 100% in the office (in office 5 days per week), hybrid (in office 1-3 days per week), >80% work remote (remote 4+ days per week). Indicate with an X below: 100% in Office Hybrid X >80% Work Remote If >80% work remote or hybrid, is there a shared space for the position to Y use when in the office? Y/N If yes, provide the information below: Building University Savings Building Name/Location Floor/Suite/Office # All floors If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. If >80% or 4+ days per week in the office, is there an assigned space for Y the position? Y/N If yes, provide the information below: Building University Savings Building Name/Location Floor/Suite/Office # All floors FY 2027 Budget Request Proposal (PB-4) v1.0 Page 448 of 468 If no, please submit a request as described in the budget manual to spacerequests@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. 11. Please list any hardware/software (beyond routine desktop equipment) needed for this request. N/A (only routine hardware and software) If this request is IT related or has a significant IT component, email Technology_Assessment_Team@traviscountytx.gov by April 1, 2026 with the relevant information to have a review completed. Contact Person from N/A ITS: 12. Supplemental Information for Capital Projects: • Describe the scope of the project, even if it extends beyond FY 2027. Define all acronyms and department/field-specific terms. • Does the requested item meet the definition of an improvement? If so, how (e.g., higher quality material, increase in efficiency and/or capacity)? N/A FY 2027 Budget Request Proposal (PB-4) v1.0 Page 449 of 468 FY 2027 BUDGET SUBMISSION Budget Request Details (PB-5) Name of Budget Request: Right Size for Felony Increase SBP Program: General Adult Division Budget Request Priority #: 6 Dpt #: 144 Dept Name: Public Defender's Office A. Personnel Assigned Total Cost Budgeted Annual Cost (Integers only) Job Title Organizational Unit FTE Dist. Funds Center Salary Benefits Total Attorney IV 144Public Defender's Office 6.00 100% 1440010001 $ 619,507 $ 247,384 $ 866,891 Social Worker 144Public Defender's Office 1.00 100% 1440010001 $ 77,418 $ 34,654 $ 112,072 Administrative Investigator 144Public Defender's Office 1.00 100% 1440010001 $ 77,418 $ 34,654 $ 112,072 Case Worker 144Public Defender's Office 1.00 100% 1440010001 $ 70,491 $ 32,890 $ 103,381 Paralegal 144Public Defender's Office 1.00 100% 1440010001 $ 70,491 $ 32,890 $ 103,381 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - 0 $ - $ - $ - Temporary Employees One-time or Ongoing: 100% $ - $ - Overtime POPS/Non-POPS/Both: 100% $ - $ - Add Pays (Please list in cell B23) Bilingual Pay 100% $ 15,000 $ 3,618 $ 18,618 TOTAL PERSONNEL 10.00 $ 930,325 $ 386,090 $ 1,316,415 B. Operating Commitment Item Commitment Item Budgeted Commitment One-time Cost Category Description Fund Funds Center Item or Ongoing (Integers Only) Travel & Professional Development Registration Conferences/Seminars 0001 1440020001 512050 Ongoing $6,000 Services Cellular (Air) Time Usage 0001 1440020001 511700 Ongoing $6,000 Travel & Professional Development Travel-Lodging Meals & Other 0001 1440020001 512090 Ongoing $6,850 Travel & Professional Development Training Material/Books 0001 1440020001 512070 Ongoing $3,000 Travel & Professional Development Inhouse Training/Online Courses 0001 1440020001 512020 Ongoing $3,000 Travel & Professional Development Professional Licenses 0001 1440020001 512030 Ongoing $1,080 Services Cloud Based Subscription Services 0001 1440020001 511671 Ongoing $1,180 Travel & Professional Development Routine Mileage 0001 1440020001 512100 Ongoing $1,500 Supplies & Equipment Office Supplies 0001 1440020001 510220 Ongoing $2,500 Services Cellular (Air) Time Usage 511700 Ongoing$ - TOTAL OPERATING $ - $ 31,110 $ 31,110 C. Centrally Budgeted Equipment and Capital Related to This Request One-Time $ Ongoing $ Total CENTRALLY BUDGETED ITS EQUIPMENT $ 26,000 $ - $ 26,000 CENTRALLY BUDGETED OPERATING $ - $ - $ - CENTRALLY BUDGETED CAPITAL $ - $ - $ - DEPARTMENTAL CAPITAL EQUIPMENT FROM CAPITAL BUDGET REQUEST (PB-6) $ - TOTAL CENTRALLY BUDGETED EQUIPMENT AND CAPITAL $ 26,000 $ - $ 26,000 TOTALS FOR BUDGET REQUEST One-Time $ Ongoing $ Total TOTAL REQUESTED PERSONNEL AND OPERATING (A + B)$ - $ 1,347,525 $ 1,347,525 TOTAL REQUESTED WITH CAPITAL (A + B + C) $ 26,000 $ 1,347,525 $ 1,373,525 144 - PB5 06 - Right Size for Felony Increase_VERIFIED.xlsx Page 450 of 468FY 2027 Budget Hearings 1 Page 451 of 468 TCPDO Performance Measure Highlights (FY 2025) New Cases Client Representation Juvenile Division: 815 Mental Health Division: 460 Number of Unique Clients Appointed Adult Division: 5,853 3,621 across all divisions Disposed Cases Juvenile Division: 587 Number of Clients served by PDO at CAFA Mental Health Division: 454 3,474 Adult Division: 4,644 Quality of Representation (by Outcomes) Social Work and Holistic Services Juvenile Div.: % of cases disposed by dismissal or rejection Juvenile Div.: Successful Sealings : 86% 111 Mental Health Div.: % of cases disposed by dismissal or Mental Health Div.: % of Cause Numbers with a Social Work rejection Referral: 100% 93% Adult Div.: Number of Charges with Associated Civil Legal and Adult Div.: % of non-incarceratory dispositions Social Support Referrals: 81% 2,057 2 Page 452 of 468 Texas Attorney Ethical Standards Rule 1.01(b): “In representing a client, a lawyer shall not: (1) neglect a legal matter entrusted to the lawyer; or (2) frequently fail to carry out completely the obligations that the lawyer owes to a client or clients.” Rule 1.01, Comment 6: “A lawyer’s workload should be controlled so that each matter can be handled with diligence and competence.” What this means to us: The TCPDO is compelled to manage and maintain lawyers' workload. Increasing our resources, including adding staff, allows us to adhere to this ethical command while ensuring more people receive diligent and competent representation in Travis County. 3 Page 453 of 468 Guidelines and Study of PDO-Adult Division Modern Caseload Guidelines Texas Guidelines 2023 RAND Study (Cases per Year) 2015 TIDC Guidelines (Disposed Cases per Year) Felonies: 7-59 (35 to 286 hrs/case) Felony cases: 77-174 Misdemeanors: 93-150 (13.8-22.3 hrs/case) Misdemeanor cases: 216-236 PPRI Study on TCPDO Caseloads (2024) PPRI REPORT CLIENT SATISFACTION SURVEY (2024) Clients felt their case outcome was fair overall Average Number of Cases Appointed Per Attorney to CAPDS: 65% – PDO: 76% – Retained: 65% TCPDO, 124 Client felt defense attorney spoke up on their behalf 2080 hours / 124 cases = CAPDS: 69% – PDO: 81% – Retained: 75% average 16.8 hours per case per year Client felt they understood what was going on in court CAPDS: 52% – PDO: 71% – Retained: 56% Average Weighted Total Carrying Caseload Client felt their attorney listened to their concerns 135% (TIDC Weighted) CAPDS: 54% – PDO: 74% – Retained: 73% 4 Page 454 of 468 Request One: Retention Supporting Compensation Summary of Request • 18 attorney career ladders (Funded $123,530) • Market based reclasses • 6 Administrative Investigators -> Public Defense Investigator - $72,468 • 8 Social Workers -> Mitigation Specialist - $96,624 • 1 Social Services Manager -> Director of Social Work & Mitigation - $42,312 • Funds for a 5% increase to attorneys who obtain board certification through the Texas Board of Legal Specialization (4 applied in Juvenile Division) - $26,540 Total Budget Hearing Request $237,944, Ongoing 5 Page 455 of 468 Request One: Retention Supporting Compensation (Cont.) Why: Retaining our talented staff in a competitive market is critical • HRMD found that PDO Investigators work closely with defense attorneys and clients, focus on gathering mitigating evidence for trial, identify defense witnesses and social history investigations, and utilize digital/social media analysis for defense cases. These are highly desirable skills that are compensated better in other PD offices. • HRMD also found that PDO Social Workers align with the commonly used Mitigation Specialist job title found in other public defense offices, who earn 20-25% more than traditional Social Workers due to legal expertise needed. • Work of Mitigation Specialists requires oversight by master's level advocate deeply knowledgeable and experienced in mitigation/social science research, thus requiring a higher-level job title in PDO (beyond Social Services Manager) = request to create Director of Mitigation. • Public defenders who obtain Board Certification demonstrate a high level of achievement that merits recognition. Increases given to Juvenile defenders who have earned the credential have proven a highly effective retention tool and helped to develop youth defenders who are well-regarded nationally. Internal departmental resources are not enough to cover. 6 Page 456 of 468 Request Two: Family Unity Pilot Summary of Request • 1 Attorney VI - $202,206 • 1 Paralegal - $102,286 • 1 Case Worker - $102,286 • Additional Operating funds to support new FTEs • $14,487 Ongoing • $7,800 One-Time Total Budget Hearing Request $426,850 Ongoing, $7,800 One-Time 7 Page 457 of 468 Request Two: Family Unity Pilot (Cont.) Why : Family separation is happening every day in Travis County • “Behind every policy and every debate are real families like mine. Families that are torn apart. I was only a child, yet I was forced to grow up overnight carrying the fear, pain and confusion, while still showing up to school every day pretending it was okay. As a student it affected every part of my life and in ways beyond the classroom . . . I ask you to see us as people. Not just numbers or cases.” Sandra Serrano, 17-year-old Travis County resident and student, testifying in Travis County Commissioners Court Voting Session, 3/31/2026 • ICE arrests have doubled in Central Texas as compared to during the prior administration.1 "The Harris County Jail leads the country in ICE detainers — a request from immigration agents to hold a person for deportation — while jails in Dallas, Bexar and Travis counties have also been in the top 10."2 • The PDO would pre-emptively prepare and represent their noncitizen clients in their removal hearings when they are detained by ICE from Travis County jails with ICE holds. • PDO already has many of the resources necessary to facilitate this program, including the internal expertise to stand up this program immediately. 1 Karina Kumra, et al., Feb. 19, 2026, ICE arrests double in South Central Texas, but fewer had criminal convictions, Austin American Statesman, https://www.statesman.com/projects/2026/texas-ice- arrests-tracker/ 2 Uriel J. García, Colleen DeGuzman, Alex Nguyen and Carla Astudillo Nov. 3, 2025. New data shows 1 in 4 ICE arrests happened in Texas under Trump’s immigration crackdown. The Texas Tribune. https://www.texastribune.org/2025/11/03/texas-trump-immigration-crackdown-ice-arrests-deportation/ 8 Page 458 of 468 Request Three: Right-Size for Felony Increase Summary of Request (funded as an earmark) • One Holistic Representation Team composing of • 6 Attorney IV - $897,006 Ongoing, $15,600 One-Time • 1 Social Worker - $117,091 Ongoing, $2,600 One-Time • 1 Investigator - $116,937 Ongoing, $2,600 One-Time • 1 Case Worker - $108,246 Ongoing, $2,600 One-Time • 1 Paralegal - $108,246 Ongoing, $2,600 One-Time Total BH Request $1,347,527 Ongoing, $26,000 One-Time Funded as an earmark in the Commissioners Court, $1,576,124* Ongoing, $26,000 One-Time 9 Page 459 of 468 Request Three: Right-Size for Felony Increase (Cont.) Why: Increasing our staff (via full-team) allows us to adhere to ethics while ensuring more people receive diligent and competent representation in Travis County • The earmark is currently in the Commissioners Court. PDO requests that the earmark be placed in the PDO to fund one Holistic Defense team to take on more clients/cases. • Adding more attorneys alone will not increase the number of clients/cases the PDO can take on. Partially funding this request may only help reduce the caseloads of existing attorneys but does not address the primary goal of increasing constitutionally mandated representation of people charged with first- and second-degree felonies. • PDO is at nearly full capacity. • People in the County have been waiting for their constitutional right to an attorney. Counties have one working day after receiving a request to provide counsel, and some people have waited much longer. • Given the urgency, PDO and CAPDS should not be forced to fight for resources. Overall public defense funding in the County is too low to meet our community's needs for representation. 10 Page 460 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Community Supervision and Corrections Prepared By/Phone Number: Jessica Rio, County Executive, (512) 854-4455 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 461 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Health & Human Services Prepared By/Phone Number: Jessica Rio, County Executive, (512) 854-4455 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 462 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Commissioner Precinct 3 Prepared By/Phone Number: Jessica Rio, County Executive, (512) 854-4455 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 463 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Facilities Management Prepared By/Phone Number: Jessica Rio, County Executive, (512) 854-4455 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 464 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: District Attorney Prepared By/Phone Number: Leo Carneiro, Agenda Coordinator, 512-854-9229 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 465 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Axon (Technology & Operations, Sheriff, Constable Pct. 2, Constable Pct. 4, Constable Pct. 5, Sheriff's Office) Prepared By/Phone Number: Leo Carneiro, Agenda Coordinator, 512-854-9229 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 466 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Community Legal Services/Community Legal Services Legally Mandated Fees Prepared By/Phone Number: Leo Carneiro, Agenda Coordinator, 512-854-9229 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 467 of 468 Travis County Commissioners Court Budget Hearing Agenda Request Meeting Date: Thursday, August 13, 2026 Agenda Language: Public Defender's Office Prepared By/Phone Number: Leo Carneiro, Agenda Coordinator, 512-854-9229 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be added to CivicClerk by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 2021-03-19 Page 468 of 468