REGULAR MEETING of the ART IN PUBLIC PLACES PANEL Monday, September 8th, 2025, at 6:00 PM Virtual Meeting Members of the ART IN PUBLIC PLACES PANEL may participate by video conference. Public comment will be allowed remotely via video conference or telephone. Speakers may only register to speak on an item remotely and will be allowed up to three minutes to provide their comments. Registration no later than noon the day before the meeting is required for participation. To register to speak, call or email AIPP Program Manager Jaime Castillo at jaime.castillo@austintexas.gov, (512) 974-7852. CURRENT BOARD MEMBERS/COMMISSIONERS: Chair – Kristi-Anne Shaer, Vice Chair – Andrew Danziger, Taylor Davis, Bernardo Diaz, Heidi Schmalbach – Arts Commission Liaison. AGENDA CALL TO ORDER PUBLIC COMMUNICATION: GENERAL The first 10 speakers signed up prior to the meeting being called to order will each be allowed a three-minute allotment to address their concerns regarding items not posted on the agenda. APPROVAL OF MINUTES 1. Approve minutes of the Art in Public Places Panel Regular Meeting on August 4, 2025 DISCUSSION ITEMS AND ACTION ITEMS 2. 3. 4. 5. 6. 7. Discussion of Arts Commission Liaison Report on Action Items from August 18, 2025, Arts Commissions Meeting by Arts Commission Liaison Discussion of the Mid-Design presentation for the ESB-MACC Phase II Art in Public Places Project – Katherine Talley and Ruben Esquivel of EastEndEclectic Discussion of the Mid-Design presentation for the AFD Goodnight Ranch AIPP Project – ReSITE Studio Discussion of the Mid-Design presentation for the Davenport Ranch AFD52/EMS41 Art in Public Places Project – Adrian Aguilera and Betelhem Makonnen (AA BM LLC) Discussion of the recommended update to Ordinance Chapter 7-2 per Resolution No. 20250306-029 ACTION: Approve the Final Design for the Duncan Park Art in Public Places Project – Andre Fuqua 8. 9. ACTION: Approve the Final Design for the Givens Pool Art in Public Places Project – Melissa Borrell ACTION: Approve the Final Design for the Montopolis Pool Art in Public Places Project – Britt Johnson STAFF BRIEFINGS 10. Art in Public Places Staff Briefing on Conservation, Current Projects, and Milestones FUTURE AGENDA ITEMS ADJOURNMENT The City of Austin is committed to compliance with the American with Disabilities Act. Reasonable modifications and equal access to communications will be provided upon request. Meeting locations are planned with wheelchair access. If requiring Sign Language Interpreters or alternative formats, please give notice at least 2 days …
Austin Forensic Science Dr. Dana Kadavy| Director| Sept 08, 2025 Austin Forensic Science Our Vision • To be a trusted forensic laboratory known for technically defensible, unbiased, and high-quality services to our community Our Mission • To provide accurate and impartial scientific analysis and support services to the criminal justice system while maintaining the highest level of quality and professionalism Austin Forensic Science Core Values • Truth Through Science • Technical and Scientific Excellence • Reliable Quality Service • Unbiased and Accurate Analysis and Reporting • Transparent Procedures and Information Sharing • Honest and Accountable Team Members 3 Austin Forensic Science Organization 4 Austin Forensic Science Core Services 54 Certified & Licensed Experts Crime Scene Firearms & Toolmarks Latent Prints Seized Drugs 24/7 Field Response Evidence Sampling & Collection Latent Print Processing Function Evaluation Physical Comparison Serial Number Restoration Physical Print Comparison Individual characteristic database Identification and confirmation of controlled substances Weight measurement 5 Austin Forensic Science Core Services 54 Certified & Licensed Experts Toxicology DNA & Case Management Evidence Control Quality Assurance Blood Alcohol Concentration (BAC) DNA Analysis DNA Outsourcing Lifecycle Case Management Discovery Storage & maintenance Chain of custody Transport Disposal Accreditation & Licensing Competency & Proficiency Equipment/Method Validation Corrective/Preventive Actions 6 Austin Forensic Science Quality Assurance • ANSI National Accreditation Board (ANAB) to ISO 17025:2017 and Accreditation Requirements 3125 • Texas Forensic Science Commission Accreditation; Title 37, Texas Admin. Code, Chapter 651 • Organization of Scientific Area Committees for Forensic Science (OSAC) Early Implementer of OSAC Registry Standards • 152 published and 73 proposed Registry Standards • IdeagenTM Quality Management System 7 Austin Forensic Science Performance – 2024 Snapshot • Processed all sexual assault kits received in 2024 with average turn- around-time of 51 days, preventing a backlog for six consecutive years • Investigated 2.2K Major Crime Scenes • Delivered 7.5K forensic reports and processed 25K items of evidence • Disposed of 140K eligible items, including 9.2K seized drugs and 1.3K firearms 8 Questions & Thank you 9
PUBLIC SAFETY COMMISSION Recommendation 20250908-006: Date: September 8, 2025 Subject: Review of Office of Police Oversight’s Compliance with APOA and Resolution 99 Motioned by: Seconded by: WHEREAS, The Austin Public Safety Commission serves as an advisory body to the city council on all budgetary and policy matters concerning public safety; and WHEREAS, the citizens of Austin voted for the Austin Police Oversight Act in May of 2023; and WHEREAS, The City Council directed the City Manager to revise all internal policies with respect to the Office of Police Oversight (OPO) in order to comply with the amended City Code Chapter 2-151 and Ordinance No. 20230223-061 via Resolution 99 in September 2023;2 and WHEREAS, § 2-15-3(B)(8) of the Office of Police Oversight Ordinance states the office shall “at least once per year, provide both written and oral reports at an open session of the City Council regarding the results of office activities”;3 and 1 https://library.municode.com/tx/austin/codes/code_of_ordinances?nodeId=TIT2AD_CH2- 15POOV&showChanges=true 2 https://services.austintexas.gov/edims/document.cfm?id=417032 3 https://library.municode.com/tx/austin/codes/code_of_ordinances?nodeId=TIT2AD_CH2- 15POOV&showChanges=true WHEREAS, as of September 8, 2025 the Office of Police Oversight has only “presented the report to Mayor and Council via memo” with no oral report scheduled regarding the office’s activities;4 and WHEREAS, progress and implementation of the Austin Police Oversight Act and Resolution 99 is inextricably linked to the the Public Safety Commission’s mission; and WHEREAS, the Office of Police Oversight has refused to present and answer questions on the record at a Public Safety Commission meeting and/or provide updates on its compliance moving forward; and WHEREAS, § 2-15-3(B)(12) of the Office of Police Oversight Ordinance states the office shall “act as a central depository for documentation relevant to the mission of the office and make such information available to the public, including but not limited to: complaint outcomes; officer discipline; force incidents; and lawsuits against the City that allege officer misconduct, including the filings and the final settlement amount of any such suits;”;5 and WHEREAS, complaints posted to date to the Office of Police Oversight website are not searchable by keyword, complaint date, or complaint number; and WHEREAS Resolution 99 requires posting of Anonymized demographic information about the complainant, including, but not limited to race, ethnicity, age, gender identity, if provided, and Sector complaint originated; to its website concerning all complaints;6 and WHEREAS, sector and demographic data are not yet posted and no actionable plan has been put forth by the Office of Police Oversight for mitigating the …
Annual Internal Review This report covers the time period of 7/1/2024 to 6/30/2025 __ Austin Animal Advisory Commission__ (Official Name of Board or Commission) The Board/Commission mission statement (per City Code Section 2-1-102) is: Advise the city council and the Travis County Commissioners Court on compliance with Texas Health and Safety Code Chapter 823 (Animal Shelters), city code, and council objectives. Advise council and Travis County Commissioners Court on animal welfare policies and on budget priorities identified by the Commission and the community, except on issues related to the administration of the Animal Services Division. Promote collaboration between the City and interested parties relating to animal welfare in the city. Identify proactive, creative approaches to engage and facilitate communication within animal welfare community, and foster and assist the development of animal welfare programs in the community. Promote collaboration between the City and private citizens, institutions, and agencies interested in or conducting activities relating to animal welfare in the City. The commission may study, advise, and report on policy recommendations it deems effective to promote animal welfare outcomes consistent with City goals and objectives as outlined by City Council and the City Manager. 1. Describe the board’s actions supporting their mission during the previous calendar year. Address all elements of the board’s mission statement as provided in the relevant sections of the City Code. (Reference all reports, recommendations, letters or resolutions presented to the City Council on mission-specific issues. If some of the elements of the mission statement were not acted on by the board in the past year, the report should explain why no action was taken.) Annual Review and Work Plan Year Page # In FY 2024, the Austin Animal Advisory Commission: • Held monthly public meetings other than a planned lack of meeting in November 2024 and the May 2025 meeting being cancelled due to lack of quorum • Received public comment on animal issues • Provided a public forum for monthly reports on Animal Services and operations at the Austin Animal Center • Received quarterly briefings from Austin Pets Alive • Received briefings from City staff regarding the Animal Services Office Strategic Planning Process • Received feedback and conducted discussion regarding the draft Animal Services Office Strategic Plan 2025-2030 • Received briefings from City staff regarding the implementation of Animal Services Office Strategic Plan 2025-2030 • Received briefings and presentations from City staff regarding: Bond Election Advisory …
August 2025 AUSTIN ANIMAL SERVICES REPORT 1 On May 5, 2025, Animal Services transitioned to a new database for shelter management. This transition is ongoing and has potentially impacted data reporting. Austin Animal Center Data is partially incomplete due to systems transfer. • The live outcome rate for August was 95.70%. • A total of 964 animals were brought to the shelter which included 544 cats, 411 dogs, 4 rabbits, 2 reptiles, a bird and a guinea pig. • A total of 604 animals were adopted (147 adult dogs, 68 puppies, 260 kittens, 120 adult cats, 4 rabbits, 4 guinea pigs, and a rodent). • A total of 64 dogs and cats were returned to their owners (RTOs and RTO-Adopt). • On August 1, there were 1306 animals within the ASO inventory. • On September 1, there were 1241 animals within the ASO inventory. Animal Protection Data is partially incomplete due to systems transfer. • Animal Protection Officers (APOs) returned 7 animals to their owners in the field. • Officers handed out 6 fencing assistance applications and implanted 1 microchip(s). • Officers impounded 32 injured animals and 114 regular or sick animals. • Officers submitted 35 specimens for rabies testing. We had 7 positive bats, 3 decomposed bats, and 1 destroyed skunk. Wildlife Data is partially incomplete and does not include non-coyote wildlife. • There were 30 total coyote related activities (Behavior types include Sighting, Encounter, Incident, and Observation. “Observation” is defined as hearing coyotes howling and finding scat or footprints.) o 12 sightings, 9 wild sick, 6 encounters, 2 incidents, 1 wild speak • Out of 30 coyote related activities, 20 (67%) reports fell within the reported behavior types (sighting, encounter, incident, and observation) o Encounters: Pets were a factor in 4/6 (67%) of encounters reported 1/6 encounters (17%) involved a coyote barking at the caller 1/6 encounters (17%) involved a coyote chasing after a dog in off-leash dog trail 1/6 encounters (17%) involved two coyotes following caller and off leash dog 2/6 encounters (33%) involved dogs chasing after coyotes with mange 1/6 encounters (17%) coyote followed caller o Incidents: Pets were a factor in 2/2 (100%) of incidents reported 1/2 incidents (50%) involved a coyote killing two outside unsupervised feral cats 1/2 incidents (50%) did not have anything stated in the memo and could not make contact with caller. Volunteer Data …
Reporting AUSTIN ANIMAL SERVICES Animal Advisory Commission September 8, 2025 Rolando Fernandez Jr. Animal Services Interim Director Jason Garza Animal Services Deputy Director Monthly Reporting AUSTIN ANIMAL SERVICES 2 AUSTIN ANIMAL CENTER MONTHLY DATA The live outcome rate for August was 95.70%. 964 animals were brought to the shelter 604 animals were adopted 64 dogs and cats were returned to their owners August 1, 2025 1306 animals in the ASO inventory September 1, 2025 1241 animals in the ASO inventory 3 ANIMAL PROTECTION FIELD DATA Field Return to Owner (RTO) Fencing Applications Impounded Injured Impounded Regular or Sick Rabies Specimens In-Field Owner Surrenders 7 6 32 114 35 21 WILDLIFE COYOTES Coyote Related Activities 30 Activities Breakdown 9 wild sick 2 incidents 12 sightings 6 encounters 1 wild speak 4 VOLUNTEERING HOURS OVERVIEW 577 volunteers contributed 7,440.07 hours 4 orientations, introducing 115 potential volunteers 18 Community Service Restitution individuals to perform 200.25 hours 39 individuals donated 78 hours toward group volunteer service, through dog-walking and cat care SOCIAL MEDIA Facebook • 1.22 million page views • 321,000 unique individuals • 33,000 content interactions Instagram • 1 million page views • 112,000 unique individuals • 40,000 content interactions 5 FOSTER AND RESCUE In August, 21 different rescue partners pulled a total of 261 domestic animals from the Austin Animal Center. • 426 different people/families fostered. • As of September 2 @ 8:56 a.m. there are 339 animals in foster care. • 21 animals were a part of Finder to Foster • More than 162 animals were adopted directly from foster care. • 155 new foster applications were processed. • There are currently 1001 approved foster care providers 6 VET SERVICES • 515 spay/neuter surgeries were performed in August. • 1644 animals were vaccinated. • 0 visibly pregnant animals were spayed. • 261 animals were transferred to rescue organizations. • 35 animals were euthanized in July. • 28 for severe injury, neurological, congenital, cardiac, suffering, toxicity, or agonal reasons. • 7 for court ordered euthanasia. 7 Process for Notification AUSTIN ANIMAL SERVICES 8 URGENT PLACEMENT LIST ELIGIBLE FOR ADOPTION AND FOSTER The Urgent Placement List (UPL) is used to inform the public, rescue groups, stakeholders, and partner organizations about dogs in urgent need of placement. The UPL will be updated regularly, maintained as a live resource on the ASO website, and distributed weekly to all subscribed stakeholders. The UPL is made of …
M E M O R A N D U M TO: Mayor and City Council THROUGH: Susana Carbajal, Assistant City Manager FROM: DATE: SUBJECT: Rolando Fernandez Jr., Interim Animal Services Officer September 4, 2025 Updated Process for Notification to Rescue Organizations The purpose of this memorandum is to provide a follow-up to the June 11, 2025 Animal Services Office (ASO) memo regarding Notification of Euthanasia, Dog Behavior and Risk Assessments, and Process Improvements. After receiving feedback from professional staff, volunteers, and stakeholders, ASO is initiating improvements in two key areas 1) identification of animals earlier in the process for rescue only options with proper notifications, and 2) identification of public safety risk animals sooner to move forward with the necessary steps to identify an appropriate outcome with proper notifications. Urgent Placement List ASO will continue to use the Urgent Placement List (UPL) to inform the public, rescue groups, stakeholders, and partner organizations about dogs in urgent need of placement. The UPL will be updated regularly, maintained as a live resource on the ASO website, and distributed weekly to all subscribed stakeholders. To improve transparency and clarity, the UPL will categorize dogs into the following groups: 1. Exhibit behavioral concerns, 2. A bite history that does not pose a public safety threat; or 3. Experience a poor-quality of life. Rescue Placement List By the 5th business day of the month, ASO will publish a new notification list titled the Rescue Placement List (RPL). The RPL will identify dogs with: • A bite history and/or significant behavioral concerns that pose a threat to public safety if placed without specialized support. Dogs on the RPL are only eligible for placement through qualified rescue partners equipped to provide the behavioral rehabilitation and structure required for these animals to become safe in a community setting. Placement on the RPL communicates that a dog’s only available outcome is either rescue or humane euthanasia. PAGE: DATE: SUBJECT: 2 of 3 August 25, 2025 Updated Process for Notification to Rescue Organizations The week after the RPL is published, ASO will provide notification to stakeholders on the euthanasia listing to inform the 5-Business Day Commitment period. A summary email is provided including all ASO efforts to place dog. During this time, ASO will collaborate with rescue organizations to explore placement opportunities. Each request for rescue will be reviewed based on: • • The dog's behavioral and bite history and …
ITEM05/1-LATE BACKUP demand, “we want a bigger boat” should override the Public’s interest as protected and codified by the Code. 2. Dangerous Precedent and Navigation Hazard This proposal represents the only new residential multi-level dock in the area that would extend more than 1.5 times farther from the shoreline than Code limits and thus, allowing the continued limit on the Public’s navigation safety and freedom. Notably, the subject dock is one of the first docks encountered by a new user of this Public waterway after launching from the 360 Bridge Public Launch. The Code limit was set as a compromise between the interests of Lake Austin residents and the Public’s interest in a Public waterway. Those interests include enjoyment (navigation/use freedom) and safety. The Board should not approve any new structure that compromises the Public’s safety on Lake Austin or unjustifiably limits the Public’s navigation freedom and enjoyment. Extending 1.5 times farther into a Public waterway than allowable by Code, the oversized dock requested necessarily decreases the Public’s Navigation Safety by limiting the amount of navigable water and therefore, further narrowing the usable lake. Consequently, maintaining congestion in an area already highly congested area of this Public lake. Thus, granting the request would decrease the Public’s navigational freedom, enjoyment and more importantly safety. Simply put, we need less 46 ft long docks on Lake Austin – not more and certainly not a new one.. 3. Lack of Justification This is not a request for repair or modest modification of an existing permitted Code- compliant dock—it is an attempt to construct an oversized, new three-story multi-level dock with an excessive and egregious footprint that blatantly exceeds code limitations by over fifty percent (50%). The applicant has failed to demonstrate any legitimate or compelling need for such an expansion that overrides the Public’s interest. The Board has no reasonable basis to approve a variance of this magnitude. If the owner desires a new dock for a new big boat that he/she dreams of purchasing, the Board should require the new dock to be Code-compliant extending only 30 ft from the shoreline thus, respecting the Public’s interest in navigation safety, freedom and enjoyment in this highly congested Public use area of the Lake. If the owner demands a 47ft dock, they should have to live with their existing structure and repair it. 4. No Posted Notice for September 8th Meeting Unlike the last …
Capital Delivery Services Capital Delivery Services Public Improvement Bond Program Public Improvement Bond Program Integrated Bond Program Development and Delivery Plan Integrated Bond Program Development and Delivery Plan Music Commission Update Music Commission Update Eric Bailey Eric Bailey Deputy Director Deputy Director Capital Delivery Services Capital Delivery Services September 8, 2025 September 8, 2025 “Effectively and Efficiently Deliver Quality Projects with the Concept of Speed” 1 AGENDA Improved Bond Development Process • CDS Overview • What is a General Obligation Bond Program? • • Staff Work Completed to Date • Guiding Principles, Technical Criteria, & Scoring Matrices • Progress to Date & Upcoming Milestones “Effectively and Efficiently Deliver Quality Projects with the Concept of Speed” 2 Created in 2023 with the goal of reducing project delivery time Who we are • Engineers • Architects • Project managers • Community Engagement Our partners • Consultants • Contracting teams • City asset owners • Community members • Mayor & Council Role in 2026 Bond Program One City – One Team – One Approach to effectively and efficiently deliver quality public projects. • Convene asset owner departments to develop needs assessment • Guide the process to ensure projects are vetted and scopes/schedules/budgets are accurate and realistic • Coordinate projects across departments to achieve mutual benefits What is a General Obligation Bond Program? Typical Bond Projects: • Flood and Erosion Control Improvements • New or Replacement City Facilities • Rehabilitation of Existing Facilities • Housing Infrastructure/Housing Projects • Street and Thoroughfare Improvements o Sidewalks o Traffic Signals • Park and Recreation Facilities • Public Safety Facilities (Fire/EMS/Police) • Land Purchase 4 What is a General Obligation Bond Program? Types of work NOT included: • Routine operations and maintenance activities o Potholes o Minor street repair o Landscaping maintenance o General building maintenance Improvements for short term leased space • • Code enforcement initiatives • Employee salaries (including police & fire) • AE/AW Capital Projects typically funded by using debt are funded via AE and AW revenue bonds, not General Obligation debt and thus are not for the 2026 GO Bond Program City of Austin | Capital Delivery Services Department | One City, One Team, One Approach to Capital Delivery 5 Improved Bond Delivery Process for 2026 2024 2025 2026 2027 2028 2029 2030 2031 2032 Council calls for Bond Election (Aug) Bond Election (Nov) BEATF Meetings, Council, and Public Engagement HOW WE’VE DONE BONDS …
09.08.2025 City of Austin SHORT-TERM RENTAL UPDATE Collections & Regulations Unlicensed STRs Around 80% of Austin’s STRs are unlicensed, which has led to issues with regulation and collection of the City portion of Hotel Occupancy Taxes. This year the City of Austin began to implement efforts to collect HOT and improve regulation. HOT Collection Previously, only the operators of licensed STRs were collecting and remitting HOT to the City. As of April 1, 2025, the city requires requiring platforms such as Airbnb and Vrbo to automate collect and remit Hotel Occupancy Tax revenues on behalf of STR properties, and remit to the City. Regulation updates In February 2025, City staff introduced detailed new regulations, and processes for bringing unlicensed STRs into compliance. Council vote and implementation was delayed by legislative action. City Council will now vote on new regulations on September 11, 2025, to go into effect on Oct 1 • Each operator must designate a local contact who be present at the short-term rental within two hours if requested by a City employee. • Noise and other neighbor complaints may lead to fines and denial of license renewal Density caps are meant to limit STR proliferation in areas prone to gentrification • If an individual owns more than one STR, the STRs must be at least 1000 feet apart unless the STRs are located in a multi-family site • On a site with four or more dwelling units, an owner may operate the greater of one or 25% of the units Regulation changes since Feb. • The appeals process for operators has been shortened and removes review by the Building & Standards Commission • While an appeal is pending, operators may still host bookings accepted before license revocation • Intent-to-revoke process now includes pre- revocation conference and compliance plan Resident Concerns • Short term rentals replace housing, especially affordable units • The density caps are not extensive enough to prevent proliferation of corporate STRs • Regulation is not sufficiently stringent to protect neighbors from noise, nuisance, and crime.
Emergency Medical Services Incident and Response Data FY25 Q3 Wesley Hopkins, Chief of Staff 1 Incidents, Patient Contacts, Transports January 2021 – July 2025 Incidents | Patient Contacts | Patient Transports January 2021 - July 2025 14000 12000 10000 8000 6000 4000 2000 0 1 2 - n a J 1 2 - r a M 1 2 - y a M 1 2 - l u J 1 2 - p e S 1 2 - v o N 2 2 - n a J 2 2 - r a M 2 2 - y a M 2 2 - l u J 2 2 - p e S 2 2 - v o N 3 2 - n a J 3 2 - r a M 3 2 - y a M 3 2 - l u J 3 2 - p e S 3 2 - v o N 4 2 - n a J 4 2 - r a M 4 2 - y a M 4 2 - l u J 4 2 - p e S 4 2 - v o N 5 2 - n a J 5 2 - r a M 5 2 - y a M 5 2 - l u J Incidents Patient Contacts Patient Transports 2 P1 Compliance by District FY25 Q3 Priority 1 Compliance by District FY25 Q3 72.65% 71.54% 79.07% 75.74% 81.03% 64.60% 64.80% 70.65% 88.86% 53.19% 1 2 3 4 5 6 7 8 9 10 % Goal Met 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 3 P1 Response Interval by District FY25 Q3 Priority 1 Response Interval by District FY25 Q3 18 16 14 12 10 8 6 4 2 0 12.22 12.82 11.50 11.83 11.68 11.57 12.97 12.72 8.47 8.62 7.67 8.30 9.03 8.07 8.82 8.53 15.27 10.23 9.88 6.50 7.40% 7.87% 8.08% 6.56% 6.78% 7.44% 7.58% 7.05% 8.96% 6.16% 1 2 3 4 5 6 7 8 9 10 90th Percentile (Minutes) Average (Minutes) % of Total for District 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 4 Priority Percentage By District FY25 Q3 Priority Percentage by District FY25 Q3 11.33% 10.97% 11.62% 11.05% 10.99% 10.13% 11.80% 11.65% 10.29% 10.81% 30.40% 32.82% 29.72% 30.35% 31.13% 11.55% 11.96% 13.21% 14.40% 12.93% 29.17% 12.63% 30.52% 32.41% 32.29% 34.51% 13.58% 11.80% 13.11% 10.48% 39.32% 36.37% 37.37% 37.63% 38.16% …
Emergency Medical Services Public Safety Commission Meeting FY25 Q3 Wesley Hopkins, Chief of Staff 1 Current EMS Department Staffing Authorized Strength Filled Sworn Sworn Vacancies 714 609 105 Medic Openings 27 Field 1 Communications June 30, 2025 Rank EMS Assistant Chief EMS Captain - Communications EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Communications EMS Commander - Field EMS Division Chief EMS Medic - Communications EMS Medic - Field EMS Chief Paramedic Practitioner EMS Paramedic Practitioner TOTAL Q3 AVERAGE Authorized Sworn Staffing 4 11 83 35 302 5 40 10 8 211 1 4 714 Vacancies Vacancy Rate 0 2 2 10 62 0 1 0 1 27 0 0 105 0.00 18.18 2.41 28.57 20.53 0.00 2.50 0.00 12.50 12.80 0.00 0.00 14.71 13.82 2 Sworn Separations Sworn Separations by Type 17 9 8 4 1 2 1 3 2 EMS Assistant Chief EMS Captain - Comm EMS Captain - Field EMS Clinical Spec - Comm EMS Clinical Spec - Field EMS Commander - Comm EMS Commander - Field EMS Division Chief EMS Medic - Comm EMS Medic - Field Resigned Retired 18 16 14 12 10 8 6 4 2 0 3 Sworn Tenure at Separation Sworn Tenure at Separation 9 8 7 6 5 4 3 2 1 0 4 d e r i t e R 1 d e n g i s e R 2 d e r i t e R 1 d e n g i s e R 5 3 1 d e n g i s e R 4 4 3 1 1 d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R d e n g i s e R d e r i t e R 8 7 2 d e n g i s e R d e r i t e R EMS Assistant Chief EMS Captain - Comm EMS Captain - Field EMS Clinical Spec …
MUSIC COMMISSION MEETING 9/08/2025 H O T E L O C C U P A N C Y T A X C O L L E C T I O N S L I V E M U S I C F U N D Kim McCarson Program Manager UPDATED 9.03.2025 FY 25 Year-to-Date Hotel Occupancy Tax Collections – Live Music Fund July 2025 w/ Encumbrances $21,687 FY25 Year-to-Date w/ Encumbrances $3,254,590 % Change in Year–to-Date Total -18% $17,874 $312,748 $827,586 $19,399 $338,773 $854,923 $12,938 $323,076 $798,287 $5,509 $217,400 $744,461 $4,573 $472,660 $716,095 $36,835 $335,537 $782,771 $19,180 $288,001 $856,608 $5,354 $172,557 $754,925 $21,687 $16,485 $352,514 $816,197 $48,397 $316,607 $809,445 $17,407 $159,710 $696,141 FY 23 FY 24 FY 25 October April November May December June January July February August March September
FY23 Live Music Fund Event Program Pilot - Compliance Austin Arts, Culture, Music and Entertainment (AACME) Music Commission Meeting September 8, 2025 FY 2023 Live Music Fund Event Program Pilot • 367 Awardees for “Specific Future Projects” o 41 $5,000 Grant Awards o 326 $10,000 Grant Awards • Grant Agreements executed Oct–Dec 2023 • Agreement extensions provided to ensure 12-month terms and for compliant Awardees needing more time for awarded “Specific Future Projects” FY 2023 Live Music Fund Event Program Pilot • 4 Awardees forfeited before receiving any funds • 1 Awardee did interim report evidencing the 1st payment but paid back the 2nd payment (40% of award) and did not receive the 3rd payment of (10% of award) • As of today, 34 remaining non-compliant Awardees o 17 submitted an interim report evidencing the 1st payment, but incomplete or no final report o 17 submitted incomplete or no interim report FY 2024 Austin Live Music Fund • 136 grant awards accepted out of 136 total grant awards (100%) • 135 signed agreements out of 136 total grant agreements (99%) • 134 completed Grant Agreement Orientations out of 136 total awardees (99%) • 135 completed Financial Information Forms out of 136 forms sent to awardees (99%) • 134 first payments paid out of 136 total awardees (99%) • 95 second payments paid out of 136 total awardees (70%) • 41 final payments paid out of 136 total awardees (30%) Questions Office of Arts, Culture, Music and Entertainment (ACME) Thank You For Your Partnership!
