Music Commission Discussion July 22, 2020 MJR Partners Framework… The Big Idea • Goals – to increase support for; to broaden participation, etc. • Outcomes – the Austin resident and Visitor will… • Content – Overview of current and future state • Methods of communication with the public • Investment – what human and financial capital will be needed • Timing – Over what time period – short term vs long term • Redefine Risk • What will progress look like?
AUSTIN MUSIC DISASTER RELIEF FUND UPDATE STEPHANIE BERGARA 512-974-7804 STEPHANIE.BERGARA@AUSTINTEXAS.GOV ARTIST & INDUSTRY DEVELOPMENT MUSIC & ENTERTAINMENT DIVISION ECONOMIC DEVELOPMENT DEPARTMENT Applications 838 Applications received 743 applications approved 95 applicants ineligible C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 2 Next steps and Round 2 of funding: Erica Shamaly, Division Manager, Music & Entertainment Division C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 3
BUDGET REQUEST FOR A MUSIC VENUE PRESERVATION FUND PRESENTED BY REBECCA REYNOLDS MUSIC VENUE ALLIANCE AUSTIN 07/21/2020 Situation Impact Independent Music Venues in Austin were the first businesses to close and will likely be the last to open Many of Austin’s music venues have remained closed since mid‐March. The few that re‐ opened in June after state regulations were relaxed were primarily venues with large outdoors courtyards. More than half of Austin’s music venues are at risk of shuttering for good by Halloween based on a July 1 study by the Hobby School of Public Affairs The survey shows that Live Music Venues have the largest proportion of businesses that rent their business property According to the survey 62% of live music venues reported being able to last only four months or less “under current conditions” A mere 19% of venues were in a position to pay their rent in full for June, 79% said they had put off paying bills to their landlords, suppliers or vendors and a staggering 83% of venues reported already laying off full‐time employees Of all the local industries surveyed by the Hobby School, Austin’s music venues were the most imperiled because of the pandemic Independent music venues have zero revenue, but continue to face financial obligations like mortgage/rent, bills, loans, taxes, insurance and more Current Paycheck Protection Payments (PPP) funding is exhausted and even if renewed will not solve the crisis. The SBA’s May 2020 report shows that even with the current approval the music industry hasn’t received enough support. Arts and entertainment have only received 1.50% or $7.6 billion of the $510 million PPP approved lending while construction has received $63.4 billion or 12.47%. As a point of reference the May unemployment rate for construction was 12.7%. For arts and entertainment, the unemployment rate was a whopping 43.9% Employees and musicians depend on independent venues for their livelihoods While independent venues are small businesses, their cumulative direct annual economic impact being brought forward is significant for “The Live Music Capital of the World” 1 Request Independent venues are in need of both federal and local assistance Support from the City of Austin to sustain local independent music venues is requested through the formation and funding of the “Music Venue Preservation Fund” The Music Venue Preservation Fund requests that $20.0 …
CREATIVE SPACE DISASTER RELIEF PROGRAM UPDATE KIM MCCARSON 512-974-7963 KIMBERLY.MCCARSON@AUSTINTEXAS.GOV ECONOMIC & BUSINESS LIAISON MUSIC & ENTERTAINMENT DIVISION ECONOMIC DEVELOPMENT DEPARTMENT Applications 65 Eligible Applications Received Representing $2,734,448 Breakdown: • 52 Rent Stipend Representing $2,147,448 • 13 Other Space-related Needs/Gap Financing Representing $577,000 C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 2 Number Arts and Music Orgs Applying C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 3 Number of Nonprofits and For-Profits Applying C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 4 Type of Funding Requested C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 5 Process and Next Steps Joint working group selected 5 panelists Panelists reviewing applications Awards announced and contracts distributed C I T Y O F A U S T I N M U S I C & E N T E R T A I N M E N T 00/00/00 6
AARC Workgroup meeting for the AAQoL Tuesday, July 14, 12:00-1:00pm In attendance: Sona Shah, Christina Bies, Laura Esperza, Schiller Liao, Kirk Yoshida, Debasree DasGupta. Update on the AARC Phase 11 Master plan and discussion: The letter of approval for CMAR will be going to the Council on July 30th. Currently working on design and solicitation for an architect. (please see attached solicitation schedule). Posting is to be made by August 5th with a deadline to respond. Responses will be evaluated by a 5-person panel. Discussion ensued on allowing an outsider other than the City Contracting Office on this panel in consideration of cultural awareness. Kirk recommended including pertinent languages in the draft for qualifications Updates from the Center by Sona: The AARC opened for a few days in June but had to close down again. Staff have been calling on Seniors directly to remain engaged with them Several online exhibits, such as photography exhibits, Flan Flaherty’s work on silk etc are available for viewing. There is also an exhibit on history and culture of the Philippines in collaboration with the History Center. The scheduled “Dear Aunty and Uncle” workshop filled up quickly They are also considering Tai Chi classes via zoom and an open mike show involving stand- up comedians in August Laura spoke of online festivals that are getting tremendous response PARD is also considering online after-school programs for children who will have to remain home because of the pandemic. AARC might also consider an online but modified version of the Celebrasia event The AARC welcomes ideas from the Commission for continuing with their community engagement during the lockdown
Baseline Schedule AARC Professional Services Guaranteed Notes (Explain any deviation from standard intervals) Issue Date (Contingent upon receipt of final SOW and Evaluation Criteria by 07/29) Pre-Response Meeting Date Solicitation Due Date Compliance Plan Approval Date Evaluation Panel Kickoff Meeting Date Final Evaluation Meeting Date Interview Date RCA Due Date Two Week Out Meeting Council Date Contract Kickoff Meeting Date Rate Approval Due Date Fee Proposal Due Date Completion of Negotiation (Fee Proposal) Route for Execution Execution Due Date Wednesday, August 5, 2020 Wednesday, August 12, 2020 Wednesday, September 16, 2020 Friday, September 25, 2020 Wednesday, September 30, 2020 Wednesday, October 14, 2020 Wednesday, October 28, 2020 Friday, October 30, 2020 Thursday, November 26, 2020 Thursday, December 10, 2020 Thursday, December 17, 2020 Thursday, January 7, 2021 Thursday, January 14, 2021 Thursday, February 4, 2021 Monday, February 8, 2021 Wednesday, February 17, 2021 fast tracked if necessary Total Calendar Days Issuance to Execution 196 Baseline Schedule AARC Construction Manager at Risk Guaranteed Notes (Explain any deviation from standard intervals) Issue Date Pre-Response Meeting Date Solicitation Due Date Compliance Plan Approval Date Evaluation Panel Kickoff Meeting Date Final Evaluation Meeting Date Interview Date RCA Due Date Two week out Meeting Council Date Contract Kickoff Meeting Date Rate Approval Due Date Fee Proposal Due Date Completion of Negotiation (Cost Proposal) Route for Execution Execution Due Date Wednesday, September 2, 2020 Wednesday, September 9, 2020 Wednesday, October 14, 2020 Friday, October 23, 2020 Wednesday, October 28, 2020 Wednesday, November 18, 2020 Wednesday, December 2, 2020 Friday, December 4, 2020 Thursday, January 7, 2021 Thursday, January 21, 2021 Thursday, January 28, 2021 Thursday, February 18, 2021 Thursday, February 25, 2021 Thursday, March 18, 2021 Monday, March 22, 2021 Wednesday, March 31, 2021 if necessary tentative tentative tentative tentative tentative tentative tentative tentative tentative Total Calendar Days Issuance to Execution 210
Thank Y Community & Businesses For Saving Lives $120,727 RAISED 240,000 MASKS DONATED In March and April 2020, twenty-six Austin Asian American organizations came together and raised $120,727. The effort was spearheaded by the Greater Austin Asian Chamber of Commerce (GAACC) and The Network of Asian American Organizations (NAAO). The community was able to secure masks from certified manufacturers and deliver quality masks and other PPE products to frontline healthcare workers in Austin: 90,000 surgical and N95 masks, 10,000 gloves, and hundreds of protective medical gowns to more than 12 medical facilities and community organizations. All of this was made possible through the strong personal networks and supply chain expertise of the Austin Asian American community and businesses. GOLD DONORS MT Supermarket Cindy Tsai Robert and Emily Lee Ali Khataw Alpha Paving Industries Channy Soeur Lynn Yuan SILVER DONORS $20,000 $10,000 $10,000 $5,000 $5,000 $5,000 $5,000 Jamie Amelio Savy Buoy Paul Kim Usha Boddapu Gary Farmer Bruce Ge Rashed Islam Lezie Le $2,000 $2,000 $2,000 $2,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Ying McGuire MKM Trading LLC Ahmed Moledina Avishek Mukherjee Jesse Penn Tso Chinese Delivery Amy Wong Mok Yuen Yung Wenyuan Zhou $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 PARTICIPATING ORGANIZATIONS UTDDCE Asian Culture Center Texas Bengali Cultural Alliance (TBCA) Commerce Asian Pacific Islander American Public Affairs Caring For Cambocia (GAACC) Network of Asian American Organizations (NAAO) University of Texas Division of Diversity and CommUnity Engagement BENEFICIARIES Travis County Medical Society Community Care People‘s Community Clinic Lonestar Circle of Care Bluebonnet Trails - Lifepath Pharmacy Clinic Integral Care SPECIAL THANKS Sichuan Development Holding Co. Ltd. Chengdu Media Group Asian & American Consultants Co. Ltd. INDIVIDUAL & ORGANIZATION DONORS Shylaja Kumar, Sounthaly Outhavong, Stella YY Liu, Stephanie Herrera, Sung Je Lee, Usha Sapuram, Vivian Tran, Wajiha Rizvi, Wan Kim, Yohan Oh, Zahid Maniya, Lori Suissa, Annie Alonzi, Christa Freeland, Allen Hsu, Angela Viesca, Ashley Na, Christa Freeland, Claudia Hdz, Cung Nguyen, David C Smith, Dipanjan Ray Chaudhuri, Donghun Shim, Emlyn Lee, Galib Hassan, Inayat F, Jacob Childress, Jake Shin, Jia Mu, Job Hammond, Julie Nguyen, Jyotsna Paul, Khotan Shahbazi-Harmon, Kim Tran, Kimberly Chung, Linh Vo, Michael Hsu, Miguel Benavides, Omer Dossani, Paul Gosselink, Rhuju Vasavada, Sakie Jefferson, Sharon Tong, Sherrie Nguyen, Stephanie Louie, Stephen Opipari, Sula Howell, Susan Fifer, Susmitha Mumalaneni, Uyen Hoang, Vince Cobalis, Yonghoi Kim, Youngsoo Eo, Younyoung Wall, Yumi Ito, Breanne Hull, Jayant Sheth, PJ …
Proposed Budget Snapshot Fiscal Year 2020-21 BUDGET IN BRIEF • This year’s proposed budget of $4.2 billion adjusts to new fiscal constraints and community expectations with focused investments in core programs and City infrastructure. • Balanced with a 3.5% tax increase and a total $1.04 per month increase for typical tax and rate payer. • The FY 2020-21 General Fund proposed budget is $1.1 billion, which supports initial steps towards Reimagining Public Safety through a reallocation of Police funding to health, housing, and critical social services. • The Capital Budget includes $1.2 billion in planned spending. Economic Opportunity & Affordability • $16.5 million in support of homeowner • $4.4 million to operate the new Planning and assistance programs, homelessness prevention Development Center, creating a true “one-stop” contracts, and rapid rehousing contracts shop for development services to mitigate displacement and provide case • $3.1 million to continue workforce development management services programming • $7.7 million transfer to the Housing Trust Fund • Additional $3.5 million in Economic Injury Bridge to support homelessness services and Loans to small businesses through the Family displacement prevention programs for Austin’s Business Loan Program low-income households Government that Works • $735,000 to enhance the City’s open-data portal, • $7.3 million to address mission-critical increasing transparency to Austin residents infrastructure and deferred maintenance at • A new position within the Equity Office to support City facilities and guide the coordination of Citywide efforts to • Development of the Austin Conservation Corps strengthen community resiliency (ACCC) program, a new cross-departmental • Creation of the Information Security Office to approach to providing job skills to individuals and address cybersecurity concerns conservation benefits to the community Culture & Lifelong Learning • $1.5 million in planned capital spending on • Combined reduction of 33% in funding for the Asian American Resource Center, Carver cultural arts, historic preservation, and live music Museum, and Mexican American Cultural Center as a result of the steep decline in the expected facility improvements Hotel Occupancy Tax collections English 1 Health & Environment • $7.1 million in ongoing funding for City partners • $5.3 million to fully implement the providing emergency shelters recommendations of the Meadows Institute • $2.6 million to support homeless encampment Report related to improving mental health clean-ups and the Violet Bag Program first response • $423,000 and 6 new positions to fully implement • More than $8.0 million towards Health Equity and the …
Reimagining Public Safety Key Changes in the FY 2020-21 Proposed Budget $11.3 million reduction to the Austin Police Department’s Forecast Budget • Eliminated 100 vacant police officer positions from the forecast budget for a total reduction of $9.2 million Delayed the July 2020 cadet class resulting in an estimated $1.5 million reduction Delayed scheduled replacement of duty weapons resulting in a $400,000 reduction • • • Transferred Austin Center for Events staff to the Development Services Department for a reduction of $200,000 Reallocation of $11.3 million to fund alternative public safety strategies and public health services • $3.0 million to enhance the work of the Office of Police Oversight and the Equity Office, rewrite the Austin Police Department’s General Orders, and conduct and implement audits • $2.7 million to improve mental health first response by expanding the Integral Care-EMCOT contract for clinical staff and telehealth services, increasing community outreach to underserved communities, and adding 7 new positions to the Community Health Paramedic program • $2.3 million reallocation within the Austin Police Department budget to replace the department’s 15-year old records management system, which will allow for more-efficient records keeping • $1.1 million to increase the capacity of mental health services, family violence programs, and immigrant legal services provided by Austin Public Health • $1.0 million transfer to the Housing Trust Fund to support key affordable housing goals, including preserving and creating reasonably priced housing within the city of Austin • $900,000 reallocated within the Austin Police Department’s budget to fund targeted training related to trauma- informed response, unconscious bias, and racial and cultural sensitivity, as well as training to safely administer Naloxone to someone experiencing a drug overdose • $300,000 to support the newly formed Civil Rights Office, which is tasked with enforcement of City ordinances and federal statues prohibiting discrimination Next steps: Reimagining public safety programs & services • Emergency call center & police dispatch • Forensics lab • Vehicle licensing • Nuisance abatement • Park Patrol, Lake Patrol, & Airport Police • Administrative & management services • Crisis intervention & mental health response • Officer wellness • Internal affairs • Protective services • Victim services • Officer training • Governance Public Input Public testimony & Council resolutions Budget Adoption with initial APD reduction & reallocation Reimagining Public Safety Process & Public Input Council Amends Budget with Reimagining Public Safety Outcomes in FY21 Budget Planning for Out Years to …
Annual Internal Review This report covers the time period of 7/1/2019 to 6/30/2020 Asian American Quality of Life (AAQoL) Advisory Commission The Board/Commission mission statement (per the City Code) is: The Commission shall advise the City Council on issues related to the Asian American Resource Center and will provide on-going guidance and support for the City's Asian American quality of life initiatives. 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. 2019-20 Accomplishments Long-Term Accomplishments Expanded progress of language access with departmental training, Equity Toolkit, and iSpeak Austin system, which has been implemented at Austin Public Health (APH), Parks and Recreation Department (PARD), and the Austin Police Department (APD) Completed a City Public Information Office (CPIO)-facilitated strategic planning process AAQoL Advisory Commission Annual Review and Work Plan 2019-20 Realigned work groups; identified and advanced Commission projects such as mental health and human resources Established budget codes to track interpretation and translation services, which can be reviewed by the Commission to monitor utilization of these services by department Worked with City staff to evaluate and pursue alternative strategies for the Asian American Resource Center (AARC) new performing arts center facility and bridge projects Developed and submitted budget recommendations to City Council that did not request additional funding in light of financial impacts of COVID- 19 Work Groups The AAQoL Advisory Commission accomplishes a large portion of its work through its work groups. The following section highlights work group activity over the past year. AARC Oversight Work Group Commission members: Debasree DasGupta (Lead), Vince Cobalis, Kirk Yoshida Other members: Sona Shah (AARC Manager), Sonya Alexander-Harris (HR Rep), Thuy Nguyen, Schiller Liao (NAAO rep), Phil Hoang (VACAT) The AARC Oversight Work Group reviews and provides advice on AARC programming, strategic plans, staffing, information gathering, and cultural events. A major function of the work group is to assess budget needs at the AARC and make recommendations to the Commission and City Council. Key 2019-20 Accomplishments The work group has been working closely with the NAAO representative and PARD in developing the Master Plan for the next phase of additional buildings to be constructed at the AARC, using the $7 million allocated for this purpose as part of the 2018 bond that was approved by the citizens …
Lone Star Prize Application Boosting Community Immunity: Self-Management Support for Texans with Chronic Diseases PI: Dr. Miyong Kim, RN, PhD, FAAN, FAHA Executive Summary The long-term goal of this project is to revolutionize our ineffective chronic care system by developing community health infrastructure and advanced technologies. Our self-management support program (SMSP) will implement chronic disease management within the community itself, instead of solely through primary care settings. The U.S. healthcare system, originally designed to treat acute illnesses in primary care settings, focuses heavily on medication-based treatment. Instead, we propose effective community-based, personalized self- management support for critical behavioral modification, while addressing social factors that influence health. In four large groups from priority populations (racial, linguistic, and social minorities), we will systematically deliver a chronic care model that establishes and maintains healing relationships between patients and healthcare teams. Although much attention has been given to creating personalized interventions, our program will be widely scalable by using advanced health technologies, combining powerful automated solutions with personalized support from nurse/community health worker (CHW) teams. Advances in technology and self-management science now make it possible to implement innovative, accessible, personalized self-management support for people with chronic diseases. Our proposed support program has the potential to be disseminated to all Texans with chronic illness, and will especially benefit ethnic, linguistic, and social minorities with limited resources. Participants in the program will have comprehensive, coordinated care teams that consist of nurses and community health workers. These primary interventionists will facilitate a continuous healing relationship as the care team meets each individual’s need for (1) effective treatment and care using all available tools (medications, behavioral and social support); (2) information and skill building for self-management; (3) systematic follow-up and assessment of critical self- care behaviors; and (4) care coordination and resource facilitation across settings and professionals. The planning, implementation, and evaluation of our personalized interventions will be supported by our new computerized chronic disease management system, which operationalizes both project management and intervention delivery. With this tool, our intervention will support CHWs and patients with chronic diseases in addressing disease- specific issues as well as important social determinants of health (e.g., low health literacy, social isolation, and limited personal and community resources). The system runs with multiple language interfaces to accommodate participants.
Date: July 22, 2020 Subject: Support the UT School of Nursing grant application to boost community immunity through a culturally focused self-management support program to manage chronic diseases. Motioned By: < >. Seconded By: < > Description of Recommendation WHEREAS, the University of Texas is submitting a “Lone Star Prize” application to develop a scalable chronic disease self-management program, and WHEREAS, the proposed program targets racial, linguistic and social minorities, and WHEREAS, the program takes advantage of health technologies, combining powerful automated solutions with personalized support from nurse/community health worker (CHW) teams. NOW, THEREFORE: BE IT RESOLVED BY THE ASIAN AMERICAN QUALITY OF LIFE ADVISORY COMMISSION: Support the UT School of Nursing grant application to boost community immunity through a culturally focused self-management support program to manage chronic diseases Vote . . Attest
Annual Internal Review This report covers the time period of 7/1/2019 to 6/30/2020 BUILDING AND STANDARDS COMMISSION The Board/Commission mission statement is: The Building and Standards Commission (BSC) was established to hear cases concerning alleged violations of the City’s housing and dangerous building regulations. The Building and Standards Commission shall have the powers and duties and comply with the procedures established by the Texas Local Government Code, Chapter 54, Subchapter C (Quasi-Judicial Enforcement of Health and Safety Ordinances), and Chapter 25-12, Article 9 (Property Maintenance Code) of the Austin City Code. 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. • The Commission met on 8 occasions to hear cases involving substandard and unsafe or dangerous properties, and appeals. • The Commission heard a total of 56 new cases. • The Commission heard a total of 11 returning cases. • Of the new and returning cases heard by the Commission, 41 or 61% were registered with the Repeat Offender Program, of which 28 have now achieved compliance. • Of the new and returning cases heard by the Commission, 14 were deemed dangerous by the Code Official or the Fire Division Chief. • The Commission received updates on 19 cases. • The Commission met as a body on 8 out of 11 monthly meeting dates during this period, with one meeting cancelled due to a posting error and two meetings cancelled due to COVID-19 concerns. The Commission also held its annual retreat in November. Annual Review and Work Plan Year 2019-20 Page # 2 2. Determine if the board’s actions throughout the year comply with the mission statement. • The Commission issued 55 repair orders, of which 30 have achieved compliance, and 2 have achieved compliance with an unpaid penalty. • The Commission issued 2 demolition orders, neither of which has achieved • The Commission issued 1 order for an engineer’s report. • The Commission heard 5 appeals for short-term rental licenses, all of which compliance. were denied. • The Commission issued 5 reduced civil penalty orders. • The Commission reduced the civil penalty to $0 in 21 cases. 3. List the board’s goals and objectives for the new calendar year. • Staff will coordinate a Building and Standards Commission retreat. • Staff will prioritize Repeat Offender (ROP) cases, …
BUILDING AND STANDARDS COMMISSION Covid-19 Impact on the BSC July 2020 Robert Moore Division Manager, Austin Code Department Objectives July 22, 2020 Discuss the formal boards and commissions meeting changes due to COVID-19. Inform the Commission about field inspection impact and opportunities moving forward. Update the Commission on permitting and planning review services during COVID-19. Meeting Changes due to COVID-19 ▪Since March 16, 2020, the City has been allowed to operate through the Governor’s disaster declaration for Texas, temporarily suspending certain meeting requirements in the Texas Open Meetings Act. The Governor most recently renewed the declaration on July 10, 2020. ▪Mayor Adler also ordered a local disaster declaration for B&C meeting processes, 2-1-6 (E). What this means for the Boards and Commissions (subject to change): ▪The Governor’s for videoconference meetings in order to maintain social distancing and encourage safe stay home practices. and Mayor’s declaration allows order ▪The process for public comment has been modified for remote meetings requiring registration, in advance, to address agenda items. Field Inspection Impact & Opportunities Moving Forward ▪Emergency order violation (COVID) cases became major focus. Response teams created Influx of covid-19 complaints ▪Interior inspections have been limited to imminent situations only. Possible reduction of BSC cases. ▪Opportunity moving forward. Virtual inspection process Permitting & Planning Review Services ▪All commercial/residential regular & in-person services are still offered but are now virtual and online Permit applications Plan reviews Expedited Permits Quick Turnaround Times One Hour Paid Consultation for Plan Reviews ▪Website has been updated to provide this information Questions? THANK YOU
Staff Briefing on 2018 Officer-Involved Shooting Report and Police Accountability Updates Asian American Quality of Life Advisory Commission Cristina Tangredi- Program Specialist, Office of Police Oversight July 22, 2020 ATXPoliceOversight.org (512) 974-9090 ATX Police Oversight @ATX_OPO 2018 Officer-Involved Shooting Report Report Overview The Office of Police Oversight reviewed every officer-involved shooting (OIS) incident involving the Austin Police Department (APD) in 2018 to identify any recurring factors and highlight areas for improvement. This report provides summaries of each incident, presents incident-specific and officer-specific data, and offers recommendations in identified areas of concern. Key Findings There were 12 officer involved shooting incidents involving APD officers in 2018 • 11 individuals and 33 officers were involved in the OIS incidents 7 incidents were fatal • • 5 incidents were determined to be fatalities caused by police. • All fatal incidents caused by police involved Black and Latinx individuals. 2 of the fatal incidents were determined to be suicides Geographic Location of Incidents: • The southeast region of Austin experienced the highest concentration of OIS incidents in 2018. • All fatal incidents caused by police took place in central, east, or southeast Austin. • Austin City Council District 2 (southeast Austin) had 5 OIS incidents, the highest concentration of incidents in 2018 • APD’s Frank sector (southeast Austin) had 4 OIS incidents, and was the sector with the highest concentration of incidents CHART 1: CITY COUNCIL DISTRICTS WHERE INCIDENTS District 2 District 3 District 4 District 8 District 9 District 10 OCCURRED District 10 1, 9% District 9 2 18% District 8 1 9% District 4 1 9% District 3 1 9% District 2 5 46% Geographic Location of Incidents CHART 2: APD SECTORS WHERE INCIDENTS OCURRED Baker Charlie David Edward Frank George Henry Henry 1 9% George 1 9% Frank 4 37% Baker 2 18% Edward 1 9% Charlie 1 9% David 1 9% Key Findings Demographic Information of Individuals Involved Gender and Ethnicity involved white males • 3 fatalities involved Latinx males • 1 fatality involved a Latinx female • 1 fatality involved a Black male Age . • Latinx individuals were disproportionately impacted by officer-involved shooting incidents in 2018 • 6 incidents involved Latinx males; 1 incident involved a Latinx female; 1 incident involved a Black male; 4 incidents • 5 OIS incidents resulted in fatalities caused by police. Only ethnic minorities were involved in these incidents. • 8 OIS incidents …
Aust in Communit y Climat e Plan 2020 Revision 7/ 22/ 20 JSC Schedule July Reviews and Revisions by Staff and Steering Committee Aug. Boards & Commissions + Public Comment Period Sept . Finalize and present to council Two Versions of the New Plan Brief Version Full Ve rs ion ● Le s s tha n 20 pa ge s ● P icture s a nd Colors ● Acce s s ible a nd re a da ble ● Tra ns la te d into S pa nis h, Vie tna me s e , S implifie d Chine s e ● S umma rize s ma jor conce pts a nd points but not a ll the de ta ils on s tra te gie s ● 100 pa ge s ● Lightly de s igne d ● Figure s , Gra phs , a nd Cha rts ● Full goa ls , s tra te gie s , a nd “how we ’ll ge t the re ” ● All the de ta ils ● Exte ns ive Appe ndix Boards and Commissions Tour August + September ● Food P olicy ● Economic P ros pe rity ● Community De ve lopme nt ● Wa te r a nd Wa s te wa te r ● Urba n Tra ns porta tion ● P la nning ● LGBTQ Qua lity of Life ● His pa nic / La tino Qua lity of Life ● As ia n Ame rica n Qua lity of Life ● Africa n Ame rica n Re s ource Advis ory ● Commis s ion on Immigra nt Affa irs ● Commis s ion on S e niors ● Commis s ion on Wome n ● Ma yor’s Commis s ion for P e ople with Dis a bilitie s ● P a rks a nd Re cre a tion ● Re s ource Ma na ge me nt ● Ele ctric Utility ● Environme nta l ● De s ign ● Ze ro Wa s te Advis ory Climate Leaders Forum ● Le tte r s e nt to ma ny loca l Bus ine s s e s ○ S hort lis t of la rge s t compa nie s ○ Clima te P la n P a rticipa nts ○ Full Aus tin Gre e n Bus ine s s …
BOARD/COMMISSION RECOMMENDATION Austin Travis County Food Policy Board Recommendation Number: 20200612-4.c.v.i COVID-19 Food System Response Recommendation The COVID-19 pandemic, the related shutdown, and the human toll experienced disproportionately by Black and Indigenous communities, and People of Color (BIPOC) expose the legacy and ongoing entrenchment of racial injustice in our food and economic systems. Austin faces a historical and pivotal moment as we uncover the stark contrasts related to resources and the racialized structures that form what we now call our “food system.” The contrasts begin with the creation of a system of food production on land first taken from Indigenous peoples and later taken from Black farmers. A racialized system has created White wealth through policies, practices, laws and policing, and granted unequal access to capital and profit in the food system through the exploitation, enslavement and death, primarily of Black people. On that same spectrum, throughout our history and today, Latinx workers and immigrants of color who have always performed “essential” food system work are underpaid, exposed to dangerous and unstable working conditions, harassment and economic instability. BIPOC workers in the food system are also disproportionately unable to afford good food. Locally, clear contrasts revealed through COVID-19 include a woefully under-resourced and undeveloped food system in terms of planning, resiliency and coordination. Food workers have either been laid-off and then return to back-of-house low-paid jobs in restaurants and food businesses with insufficient personal protective equipment (PPE), or they have continued to work throughout the pandemic on farms and in grocery stores, risking exposure without paid sick leave, while corporations have prospered from the heightened demand for food-related staples. Statewide, primarily Latinx meatpacking workers experienced a large outbreak of coronavirus infection with little immediate testing or support. Infection, hospitalization, and death rates from COVID-19 in our region have also skewed disproportionately Latinx. This is not an accident, but at least partly is a result of our racialized food system that produces inequitable and devastating impacts for the BIPOC in our region. As significant funding shifts are considered in local budgets, we must invest sufficient resources to understand, dismantle and remake our food system into one that is economically and racially just and puts the workers and small businesses who have been negatively impacted at the center of the process throughout. This includes food access as a right (the end of food insecurity). This is not easy to do. It requires …
