City of Austin Recommendation for Action File #: 24-4803, Agenda Item #: 7/18/2024(cid:4) Posting Language Approve a resolution authorizing acceptance of grants from the Federal Aviation Administration, the Department of Homeland Security, and other state and federal agencies to the City of Austin, Department of Aviation, for Austin-Bergstrom International Airport for Fiscal Years 2025-2027 in an amount not to exceed $500,000,000. Lead Department Aviation Fiscal Note Grant reimbursement will apply to projects in the Fiscal Years 2025-2027 Approved Capital and/or Operating Budgets of the Aviation Department. Grant funds will be placed in the Airport Capital Fund, the ABIA Improvement Funds and/or the ABIA Operating Fund. The General Fund will not be required to contribute to this grant. There is no unanticipated fiscal impact. Prior Council Action: Council approved Resolution No. 20220324-004 authorizing acceptance of grant funds for Fiscal Years 2022- 2024. For More Information: Rajeev Thomas, Chief Financial Officer, Department of Aviation: (512) 530-2463 or Rajeev.Thomas@flyaustin.com <mailto:Rajeev.Thomas@flyaustin.com> . Council Committee, Boards and Commission Action: To be reviewed by the Airport Advisory Commission on June 12, 2024. Additional Backup Information: In March 2022, Council adopted Resolution 20220324-004 which authorized the Department of Aviation to accept grant funds from the Federal Aviation Administration, Department of Homeland Security, and other state and federal agencies for Fiscal Years 2022-2024. That authorization is set to expire at the end of Fiscal Year 2024, and the Department is requesting new authorization for Fiscal Years 2025-2027. Approval of this request will allow the City Manager or the Chief Executive Officer of the Department of Aviation to quickly accept and execute grant offers made available by the abovementioned government agencies. Grant Amounts, as they may become available, would reduce the need to utilize airport-generated capital or revenue bonds for funding airfield and terminal improvements, capital infrastructure, equipment, as well as numerous projects within the Airport Expansion and Development Program. These projects include the Central Utility Plant Relocation, Midfield Taxiways, Concourse B - Phase 1 and tunnel system, the Utility Infrastructure Campus Wide Project, and the new Arrivals and Departures Hall. Grant funding may also reimburse operating expenses. City of Austin Page 1 of 1 Printed on 6/3/2024 powered by Legistar™ (cid:5) (cid:6)
City of Austin Recommendation for Action File #: 24-4803, Agenda Item #: 7/18/2024(cid:4) Posting Language Approve a resolution authorizing acceptance of grants from the Federal Aviation Administration, the Department of Homeland Security, and other state and federal agencies to the City of Austin, Department of Aviation, for Austin-Bergstrom International Airport for Fiscal Years 2025-2027 in an amount not to exceed $500,000,000. Lead Department Aviation Fiscal Note Grant reimbursement will apply to projects in the Fiscal Years 2025-2027 Approved Capital and/or Operating Budgets of the Aviation Department. Grant funds will be placed in the Airport Capital Fund, the ABIA Improvement Funds and/or the ABIA Operating Fund. The General Fund will not be required to contribute to this grant. There is no unanticipated fiscal impact. Prior Council Action: Council approved Resolution No. 20220324-004 similarly authorizing acceptance of grant funds for Fiscal Years 2022-2024. For More Information: Rajeev Thomas, Chief Financial Officer, Department of Aviation: (512) 530-2463 or Rajeev.Thomas@flyaustin.com <mailto:Rajeev.Thomas@flyaustin.com> . Council Committee, Boards and Commission Action: To be reviewed by the Airport Advisory Commission on June 12, 2024. Additional Backup Information: In March 2022, City Council adopted Resolution 20220324-004 which authorized the Department of Aviation to accept grant funds from the Federal Aviation Administration, Department of Homeland Security, and other state and federal agencies for Fiscal Years 2022-2024. That authorization is set to expire at the end of Fiscal Year 2024, and the Department is requesting new authorization for Fiscal Years 2025-2027. Approval of this request will allow the City Manager or the Chief Executive Officer of the Department of Aviation to quickly accept and execute grant offers made available by the abovementioned government agencies. Grant Amounts, as they may become available, would reduce the need to utilize airport-generated capital or revenue bonds for funding airfield and terminal improvements, capital infrastructure, equipment, as well as numerous projects within the Airport Expansion and Development Program. These projects include the Central Utility Plant Relocation, Midfield Taxiways, Concourse B - Phase 1 and tunnel system, the Utility Infrastructure Campus Wide Project, and the new Arrivals and Departures Hall. Grant funding may also reimburse operating expenses. City of Austin Page 1 of 1 Printed on 5/16/2024 powered by Legistar™ (cid:5) (cid:6)
Annual Internal Review 7/1/2022 to 6/30/2023 AIRPORT ADVISORY COMMISSION The Board/Commission mission statement (per City Code 2-1-105) is: The commission shall: (1) review and make recommendations to the council on aviation projects that the Department of Aviation proposes for the capital improvements program; (2) review and make recommendations to the council on proposed aviation grants, including airport trust funds administered by the Federal Aviation Administration; (3) review and make recommendations to the council on aviation contracts that are presented by the Department of Aviation to the council for action; (4) review and make recommendations to the council on the annual operating budget proposed by the Department of Aviation; and (5) review and make policy recommendations to the council on the quality of services at Austin-Bergstrom International Airport to citizens of Austin and customers of the airport and long term planning of Austin-Bergstrom International Airport. 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. Eleven monthly meetings and one special called meeting were conducted (December 2022). Hybrid meetings were livestreamed, recorded and archived on ATXN beginning in January 2023. An Open House (February 2023) and an Industry Day (April 2023) were posted for Community Interest. Meetings contained regular staff briefings that include Air Service Update, Finance Report, and Journey with AUS Capital Improvement Program (current Barbara Jordan Terminal Projects that include Baggage Handling, Gate 13, and 3-Gate West End Expansion; South Demolition) in addition Airport Principal Architect/Engineer Contract. All other briefings were requested by commissioners and have included reports on compliance with City of Austin Better Builder Program and coordination with the Workers Defense Project/Certification Associates concerning onsite monitoring, Small Minority Business Resource (SMBR) contracting goals, Jet Fuel Facility outreach, Passenger Experience measurements, Director resignation, South Terminal litigation and settlement, Austin-Bergstrom Landhost Enterprises (ABLE), Advertising Contract, Industry Days and Open House overviews, Accessibility, Hidden Disabilities Sunflower Program, 8/10/22 Terminal Evacuation, 9/7/22 Power Outage, 2/22/23 Runway Incident. The following recommendations from staff for City Council action were approved: July 2022 Authorize negotiation and execution of a contract with SKIDATA, Inc. to provide remote and onsite maintenance, support, and repair services of the parking revenue and control system for a term of 10 years in an amount not to exceed $4,008,200. Approve a resolution approving amendments to the Amended and Restated …
City of Austin Recommendation for Action File #: 24-4822, Agenda Item #: 7/18/2024(cid:4) Posting Language Authorize negotiation and execution of a contract for a technology service solution including support with Creative Enterprise Solutions, LLC d/b/a Beyond20, for up to five years for a total contract amount not to exceed $1,200,000. [Note: This procurement was reviewed for subcontracting opportunities in accordance with City Code Chapter 2-9B (Minority Owned and Women Owned Business Enterprise Procurement Program). For the services required for this procurement, there were no subcontracting opportunities; therefore, no subcontracting goals were established]. Lead Department Financial Services Department. Client Department(s) Department of Aviation. Purchasing Language: Professional Service. Fiscal Note Funding in the amount of $53,596 is available in the Fiscal Year 2023-2024 Operating Budget of the Department of Aviation. Funding for the remaining contract term is contingent upon available funding in future budgets. For More Information: Direct questions regarding this Recommendation for Council Action to the Financial Services Department - Central Procurement at: FSDCentralProcurementRCAs@austintexas.gov or 512-974-2500. . Council Committee, Boards and Commission Action: June 12, 2024 - To be reviewed by the Airport Advisory Commission. Additional Backup Information: The contract is for software licenses, software support, professional services, consulting, and training to support the Department of Aviation’s (Aviation) Information Technology Service Management software system (ITSM). This system allows the Aviation Information Systems (IS) Division to automate and manage enterprise information, technology operations, and provides a single platform for all information technology related processes. Additionally, this solution provides a single system of record for end-to-end tracking of technology- based assets and services. The contract will support the continued development of the ITSM system by providing annual software licensing, support and maintenance, along with expert guidance and services for implementation of additional functionality and processes. The services provided by this contract will support Aviation’s information technology best practices and continual improvement efforts. City of Austin Page 1 of 2 Printed on 6/3/2024 powered by Legistar™ (cid:5) (cid:6) File #: 24-4822, Agenda Item #: 7/18/2024(cid:4) This contract is replacing an existing contract expiring August 7, 2024, which was awarded through a Request for Proposals process. This contractor has knowledge of and experience with the existing workflows, processes, and customizations of the software specific to Aviation IS which gives them unique qualifications. They have deep knowledge of this platform as well as significant understanding of Aviation IT’s operations and needs and can provide expert consulting, …
Palm Park Shelter House Concept 01 Waterloo Greenway - The City of AustinMurray Legge Architecture LLCJune 07 2024Michael Van Valkenburgh Associates INC Palm Park Program: Park Trees Family & Play Gathering Space Places of Memory Community Identity 3rd St Dropoff Area | | | | | | | | | Art | | Portals | | | | | | | Tree Deck Play Area Ages 5-12 W a ll e r C r e e k Waterloo G r e e n w a y M a i n T r a il Open Lawn Caregiver Spaces Tree Deck The Nest Play Pad Shelter House Garden Room Stick Lab Shade Canopy Play Area Ages 2-5 Moveable Furniture Seating Banks Scramble Path Story Tree Sensory Play Misting Field d a o R e g a t n o r F 5 3 - H I MVVA Concept Site Plan | | | | | | | | | t S e n b a S i | | | | | | | | | Palm School NORTH 02 Waterloo Greenway - The City of AustinMurray Legge Architecture LLCJune 07 2024Michael Van Valkenburgh Associates INCIH-353rd St Palm Park Program Section | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | P l a c e s to Gather n w a y C onnections G re e T h e Nest Historic four square play P a d y P l a Supergraphic Play t h a n Life Play r e L a r g Current condition showing four square paint still visib T r e e Decks Waterloo Greenway Main Trail MVVA Concept Site Section Creek Landscape Open Lawn Palm Park Play Landscape Future IH-35 03 Waterloo Greenway - The City of AustinMurray Legge Architecture LLCJune 07 2024Michael Van Valkenburgh Associates INCIH-353rd St Shelter House Existing Condition 04 Waterloo Greenway - The City of AustinMurray Legge Architecture LLCJune 07 2024Michael Van Valkenburgh Associates INC Shelter House Existing Condition 05 Waterloo Greenway - The City of AustinMurray Legge Architecture LLCJune 07 2024Michael Van Valkenburgh Associates INC Shelter House Original Construction Drawings 06 Waterloo Greenway - The City of AustinMurray Legge Architecture LLCJune 07 2024Michael Van Valkenburgh Associates INC Shelter House: Concept Sketch 07 …
Catherine Whited Co-Chair Who are we? ● 501(c)3 non-profit organization established in 1998 ● Promotes and facilitates collaboration within the museum community for the benefit of our museums and the community at large ● Membership is open to cultural institutions in the Greater Austin area, businesses and organizations that provide museum-related services, and individuals interested in furthering the purpose of AMP Who are we? Governance ● 10 person volunteer board Funding ● Member dues ● Sponsorships ● Grants AMP Board Members (2013) What do we do? Connect with the Public: ● Austin Museum Day ● Educators Night ● Website ● Happy Hour events What do we do? Connect with Members: ● Professional Development ● Grants ● Networking & Knowledge Sharing Austin Museum Day ● Since 1998, the Austin Museum Partnership has coordinated Austin Museum Day ● Participating institutions offer free admission and special programs ● Always held on the penultimate Sunday of the month in September The Contemporary Austin - interactive mural Austin Toy Museum Elisabet Ney Museum - Portraiture in the Park Austin Museum Day - September 22, 2024 Austin Museum Partnership is responsible for… ● Organizing participating museums ● Sponsorships & fundraising ● Promotional materials, advertising, PR ● Updating AMP website & social media sites ● Social media guide for museums ● Documentation and evaluation Promotional materials, advertising, PR Promotional materials, advertising, PR Documenting and Evaluation Professional Development Grants Employees of member institutions have utilized our microgrants to take advantage of professional development opportunities such as… ● Conferences ● Online courses ● International internships Member Institutions ● Art Galleries at Black Studies ● Austin History Center ● Austin Museum of Popular Culture ● Austin Nature & Science Center ● Bastrop County Historical Society ● Blanton Museum of Art ● Brush Square Museums ● Bullock Texas State History Museum ● Chateau Bellevue, Home of the Austin Woman’s Club ● City of Austin Cultural Arts Division ● Dougherty Arts Center ● Elisabet Ney Museum ● Flower Hill Foundation ● Harry Ransom Center ● Hezikiah Haskell House ● Humanities Texas ● ● ● ● Jourdan-Bachman Pioneer Farms Foundation Lady Bird Johnson Wildflower Center Landmarks LBJ Presidential Library ● MathHappens Foundation ● Mexic-Arte Museum ● Millett’s Opera House ● Museo Benini ● Neill-Cochran House Museum ● Save Austin’s Cemeteries ● Science Mill ● ● Texas Capitol Visitors Center Texas Medical Association History of Medicine Gallery Texas Military Forces Museum Texas Music Museum …
The Neill-Cochran House Museum: Step into Austin History T he N CH M: W ho are we? • One of Austin’s 10 oldest residences • H ome to the only in tact slave quarters standing in the city • Owned and operated by the N SCDA-T X • Located in the heart of central Austin, but originally inten ded as a suburban estate • Open ed (first floor) in 1960; whole site open since late 1970s; professional staff since 2005 • 10,000 visitors for the first time last year T he N CH M: W here are we? T he N CH M: W here are we? T he N CH M: How have we used HOT funding? 2019: Wrought and Cast-Iron Fencing T he N CH M: How have we used HOT funding? 2023: Reckoning with the Past: The Untold Story of Race in Austin Project T he N CH M: How did we get from 1,500 to 10,000?? • R otating exhibitions • Performing arts collaborations • More relevant narratives T he N CH M: The Stats • 10,000 total visitors • 6,000 Central T exas • 2,500 from around T exas • 1,000 national • 500 international T he N CH M: W hat are we doing to grow our attendance? • Google advertising (non- profit support) • Event Vesta • POGO Pass • T iqets • FB/Insta • Austin K ids Directory • Prestige Magazine (R enaissance H otel Arboretum) • Listed for free elsewhere T he N CH M: How could the Tourism Commission help? • Encourage heritage tourism advertising • H elp museums connect with representatives from the hospitality industry • Advocate for historic preservation efforts that will protect the historic fabric of the city A sustainable organization is one that, through beneficial circumstances and good professional practices, generates enough financial and community support to guarantee its continued existence on an indefinite basis. A sustainable museum engages with its community and this is evident in broad community financial, in-kind, and volunteer support. Dependable support from a city, county, or state government is a hallmark of sustainable museums. History museums need the support of city or county general revenue funds, hotel occupancy taxes, or property taxes. N ot only does this support provide a continual base level of funding for the museum, it provides confidence in other donors that the museum is permanent. Performing Arts …
The Texas Association of Museums 1. 2. Museums & Cultural Sites as Tourism 3. TAM Annual Conference 4. TAM 2025 Austin Texas Association of Museums 1939 1974 2024 TAM MISSION STATEMENT The Texas Association of Museums strengthens the Texas museum community through collaborations, connections, professional development, and advocacy. Texas Association of Museums ● 2,000 + Museum Professionals in the State ● 400+ Museums ○ Art ○ History ○ Science ○ Children’s ○ Specialized (Railroad, Maritime, Aviation, Etc.) ○ Virtual ● 30 Businesses ● 5 Academic Institutions Texas Association of Museums ● Advocacy ● Promote Excellence in the Field ● Networking Events ● Professional Development ● Annual Conference ● 76% of all US leisure travelers participate in cultural or Museums as Economic Engines heritage activities such as visiting museums. These travelers spend 60% more money on average than other leisure travelers. ● Museums and other nonprofit cultural organizations return more than $5 in tax revenues for every $1 they receive in funding from all levels of government. ● Museums support more than 726,000 American jobs. ● Museums contribute $50 billion to the US economy each year. ● The economic activity of museums generates more than $12 billion in tax revenue, one-third of it going to state and local governments. Each job created by the museum sector results in $16,495 in additional tax. ● Every direct job at a museum supports an additional job in the economy. This is a higher rate than many other TAM Annual Conference TAM Annual Conference ● According to the Destination Marketing Association International Economic Impact Calculator, based on an average daily hotel room rate of $139 in 2019, the TAM conference yields a minimum direct economic impact of $270,000 for any host city. ○ This impact figure does not include indirect or induced impacts or assumptions. ● The conference typically takes place during the week, which is a higher need time for hotels, restaurants, and retail. TAM Annual Conference TAM 2025 | AUSTIN | 50th Anniversary ● Call for Proposals Open until July 15, 2025 ● Hotel Room Block In Process ● Local Host Committee Assembled Thank you for being a part of the community _
Annual Internal Review This report covers the time period of 7/1/2023 to 6/30/2024 Austin Tourism Commission The Austin Tourism Commission mission statement is: "to provide expertise and recommendations to the city council concerning hotel occupancy tax revenue collected by the city and issues related to and that promote tourism" In the past year, the Austin Tourism Commission, has sought to establish stability as a concerted voice for tourism in the city by inviting and elevating various speakers to provide insights into the interworkings of: a. HOT tax funding, including the City of Austin and the State of Texas; b. The Tourism Public Improvement District in addressing the needs of tourism and the unhoused in Austin, including a resolution to City Council recommending HOT tax dollars used via the general fund be used to fund downtown needs for the unhoused, improving the environment for tourism downtown; c. Arts and culture funds as allocated through HOT tax funding, and the efficacy of these funds for said programs, including a unanimous resolution to City Council to fully-fund the Red River Cultural Arts District; d. The efficiency and recommendations for improvement of short-term rental regulation in Austin to aid in increasing HOT tax revenue collection, including a resolution to City Council with a series of recommendations to improve existing enforcement of unregulated short- term rentals in Austin; and e. Strategies to increase funding for parks and open space in Austin, cherished destinations that serve as tourism-drivers. Pursuant to the above, the Austin Tourism Commission has followed the intent of Austin City Council by providing its expertise and recommendations in-line with its mandate concerning hotel occupancy tax revenue and issues related to and promoting tourism. The following are the Tourism Commission's goals and objectives for the new calendar year: a. Continue discussions that aid in increasing HOT tax revenue in the City of Austin for uses pertaining to tourism-related activities, including but not limited to: Economic Development Department Cultural Arts Grants, Heritage Preservation Grants, and parks and open space uses; b. Continue to host topical meetings to engage tourism commissioners, the public, City staff, and members of the City Council, in timely and relevant topics that pertain to the HOT tax and improving tourism outcomes in Austin; c. Continue to advocate for the most efficient and cost-effective spending of HOT tax dollars for tourism aims in Austin; and d. Serve as a sounding board and …
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Ready Families Collaborative and local home visiting programs Rebecca Elizondo, Chief Program Officer Maddie Glover, Director of Data, Reporting, and Evaluation Presentation by June 12, 2024 WHO WE ARE Any Baby Can is a Central Texas nonprofit that works with families to overcome obstacles and achieve well-being. With programs that meet clients where they are – at home, work or school – Any Baby Can helps build stability, develop skills and navigate systems so children and families reach their full potential. Any Baby Can serves as the fiscal and contract holder for the Ready Families Collaborative since 2015. Vision A community that empowers parents, prioritizes healthy families, and invests in child development. Mission Any Baby Can partners with families to build stability, develop skills, and unlock each child’s full potential. WHAT IS THE READY FAMILIES COLLABORTIVE (RFC)? RFC consists of 8 organizations that provide early childhood and support services to families living within Travis County. The services provided by the RFC focus on the development of children ages 0 to 5 and family units that support them. Families are offered a range of evidence or research- based services that will help their children be successful in their development, education, and life. Services include home visitation, Two-Generation models, Play to Learn groups and parenting classes, child care, child development services, and case management. Home Visitation Child Development Two Generation models Play to Learn and Parent Education classes HOW WE STARTED The RFC was formed through the work of the Family Support Network, School Readiness Action Plan (SRAP) facilitated by United Way of Greater Austin. The RFC’s purpose and goals were aligned with the Ready Families strategies of the School Readiness Action Plan (now known as the Success by 6 Strategic Plan). Today, the RFC’s goals and work fall primarily within the Healthy Beginnings and Supported Families pillars of the Success by 6 Strategic plan Healthy Beginnings: Community ensures the healthy births of all children and continue to provide the physical healthcare, developmental and mental health supports, and community resources they need to thrive throughout their childhood Supported Families: Families have access to and use the resources that provide them with the knowledge, skills, confidence, and social support to positively nurture the health, safety, and development of their children, and develop greater financial stability. Any Baby Can Austin PBS AVANCE of Austin Communities …
Quality Care for Children Overcoming Homelessness Melody Garcia, Director of Programs We empower women and their children to overcome homelessness for generations to come. Saint Louise House is a nonprofit organization dedicated to the success of wo m e n a n d t h e ir c h ild r e n m o vin g fr o m h o m e le s s n e s s t o h e a lt h y in d e p e n d e n t liv e s . Ou r o r ga n iza t io n a l va lu e s o f Em p o we r m e n t , Ho p e , Gr o wt h Min d s e t , Co m m it m e n t , Hu m ilit y a n d Effe c t ive n e s s d r ive o u r p r o gr a m m o d e l o f in t e n s e p a r t n e r s h ip . Our Approach Ho u sin g Pa rt n e rsh ip Wra p a rou n d Se rvice s Saint Louise House provides 46 families safe, stable housing in two complexes in South Austin. Rents are subsidized so that families start out paying only $50 a month for the first year. With this stable housing, families can confidently take steps toward their goals. Every mother finds a partner on her journey toward stability through weekly meetings with a staff social worker who supports her in identifying her own strengths and learning to leverage her strengths to achieve her goals. Empowerment Partners connect families to resources for education and employment and building skills such as parenting, financial literacy, and more. Saint Louise House provides mothers and children highly individualized support for meeting basic needs, accessing community resources, and achieving their goals. Services include life skills workshops, children’s activities supporting social and emotional development, and direct support such as a food pantry, bus passes and flexible funds. The Importance of the Two-Gen Approach Our Impact Ho u sin g Pa rt n e rsh ip Wra p a rou n d Se rvice s • Consistent Environment: Stable housing provides a reliable and safe space, …
Place-Based Enhancement Program Economic Development Department June 2024 C I T Y O F A U S T I N Chapter 380 Revision Economic incentive programs use tax reimbursements, grants, and other financial programs to encourage desired community This often includes new jobs or new real estate and capital outcomes investment Guided by state code (Chapter 380) and City policies and priorities In Austin, these include strong community benefit requirements: Living wages Hiring harder to employ individuals 1 Childcare support Local art and music Green building Transit access C I T Y O F A U S T I N Chapter 380 Revision: State Local Code LOCAL GOVERNMENT CODE TITLE 12. PLANNING AND DEVELOPMENT SUBTITLE A. MUNICIPAL PLANNING AND DEVELOPMENT CHAPTER 380. MISCELLANEOUS PROVISIONS RELATING TO MUNICIPAL PLANNING AND DEVELOPMENT Sec. 380.001. ECONOMIC DEVELOPMENT PROGRAMS. (a) The governing body of a municipality may establish and provide for the administration of one or more programs, including programs for making loans and grants of public money and providing personnel and services of the municipality, to promote state or local economic development and to stimulate business and commercial activity in the municipality. 1 C I T Y O F A U S T I N Program Background In 2018 EDD Staff utilized feedback from an extensive engagement process in development of the current Program Guidelines • Community conversations included 8 Sessions, held in each Council District • Sessions’ attendance ranged from 7 to 90, with 160 unique attendees, providing 260 points of input, generating 2,500 comments • "Affordability" was a top concern for Creative Sector and Small Business participants Current Chapter 380 Policy and Program adopted by City Council At that time, City Council adopted Ordinance No. 20180830- 058 authorizing the City Manager to develop a Location Enhancement Program C I T Y O F A U S T I N Program Background Location Enhancement Program core focus from Ordinance No. 20180830-058 on developing an affordable real estate program: Commercial affordability for tenants of commercial space with … particular focus on small, local, heritage businesses, non-profits, cooperatives, and the creative sector Financial challenges faced by owners of commercial spaces by providing access to capital/financing to deliver community benefits, such as affordable and public spaces, creative spaces, new goods and services, and to preserve neighborhood identity Specific market needs, such as the delivery of goods, services and transportation solutions to underinvested areas that yield …
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 ORDINANCE NO. AN ORDINANCE AMENDING THE FISCAL YEAR 2023-2024 AVIATION DEPARTMENT OPERATING BUDGET AIRPORT OPERATING FUND (ORDINANCE NO. 20230818-008) TO RECOGNIZE ADDITIONAL REVENUE AND INCREASE APPROPRIATIONS IN THE AMOUNT OF $10,082,451. AT THE AUSTIN-BERGSTROM INTERNATIONAL AIRPORT. BE IT ORDAINED BY THE CITY COUNCIL OF THE THME CITY OF AUSTIN: PART 1. Council amends the Fiscal Year 2023-2024 Aviation Department Operating Budget Airport Operating Fund (Ordinance No. 20230818-008) to recognize revenue in the amount of $10,082,451 and increase appropriations in the amount of $10,082,451 to accommodate adjustments implemented because of the Aviation staffing market study, reflect expenses resulting from the greatly improved vacancy rate, wage and vacancy adjustments associated with contractual agreements, and increased commodity purchase needs. PART 2. The ordinance takes effect on July 29, 2024. PASSED AND APPROVED _________________________, 2024 § ______________________________ Kirk Watson Mayor § § APPROVED:____________________ ATTEST:__________________________ Page 1 of 2 Myrna Rios 31 City Clerk Page 2 of 2
Posting Language Approve an ordinance amending the Fiscal Year 2023-2024 Aviation Department Operating Budget Airport Operating Fund (Ordinance No. 20230818-008) to recognize additional revenue in the amount of $10,082,451 and increase appropriations in the amount of $10,082,451 to accommodate adjustments implemented because of the Aviation staffing market study, and reflect expenses resulting from the improved vacancy rate, wage and vacancy adjustments associated with contractual agreements, and increased commodity purchase needs. Lead Department Aviation Fiscal Note Funding in the amount of $10,082,451 is available in the Fiscal Year 2023-2024 Aviation Department Operating Budget Airport Operating Fund. Additional Aviation Department revenue in the amount of $10,082,451 is also recognized. A fiscal note is attached. Prior Council Action: N/A For More Information: Ghizlane Badawi, Aviation, Chief Executive Officer, 512-530-8846 Rajeev Thomas, Aviation, Chief Financial Officer, 512-530-2463 Council Committee, Boards and Commission Action: Airport Advisory Commission – June 12, 2024 Additional Backup Information: This budget amendment is to accommodate adjustments resulting from a greatly improved vacancy rate that outperformed expectations, wage and vacancy adjustments associated with contractual agreements, increased commodity purchases, and to reflect expenses associated with the implementation of the Aviation staffing market study. This amendment will increase appropriation to the Department of Aviation and will be funded from operating revenues within the Airport Operating Fund without impact to the General Fund. The Department of Aviation in collaboration with the City of Austin Human Resources Department, is in the final stage of the Aviation staffing market study. The market study compared the salary ranges for positions at the Department of Aviation with comparable airports in other markets. Changes to salary ranges resulting from conclusions of the market study will be implemented within FY2023-2024 and will have a financial impact on the operating expenses of the Department of Aviation. In the wake of the COVID-19 pandemic, the Department of Aviation’s vacancy rate surged to as high as 40% as a result of increased number of FTEs necessitated by greatly increased passenger traffic and by challenges recruiting and retaining staff. The Department has worked to address the hiring and retention issues and has far outpaced the forecasted improvement in vacancy rate included in the FY2023-2024 Budget. As of May 2024, the Department has a vacancy rate of 20% and forecasts this will continue to improve through the end of the fiscal year. This has driven a significant variance compared to the approved FY2023-2024 Budget due …
OPERATING BUDGET FISCAL NOTE DATE OF COUNCIL CONSIDERATION: DEPARTMENT(S): FUND: 7/18/24 Aviation Airport Operating SUBJECT: Approve an ordinance amending the Fiscal Year 2023‐2024 Aviation Department Operating Budget Airport Operating Fund (Ordinance No. 20230818‐008) to recognize additional revenue in the amount of $10,082,451 and increase appropriations in the amount of $10,082,451 to accommodate adjustments implemented because of the Aviation staffing market study, and reflect expenses resulting from the improved vacancy rate, wage and vacancy adjustments associated with contractual agreements, and increased commodity purchase needs. Facilities Management, Operations, and Airport Security Support Services Airport Planning & Development Business Services CURRENT YEAR IMPACT: Beginning Balance Total Revenue Total Transfers In Total Available Funds Department Requirements Total Department Requirements Total Other Requirements Total Transfers Out Total Requirements Excess (Deficiency) of Total Available Funds Over Requirements Ending Balance Full‐time Equivalents FIVE‐YEAR ESTIMATED IMPACT: 2023‐24 Approved 0 This Action 2023‐24 Amended 0 289,208,645 10,082,451 299,291,096 16,658,692 16,658,692 305,867,337 10,082,451 315,949,788 85,141,445 46,218,424 8,161,976 14,238,156 153,760,001 3,992,124 6,129,000 1,752,000 101,000 618,000 8,600,000 91,270,445 47,970,424 8,262,976 14,856,156 162,360,001 3,992,124 82,987,480 1,482,451 84,469,931 240,739,605 10,082,451 250,822,056 65,127,732 65,127,732 65,127,732 65,127,732 674.00 0.00 674.00 0 0 0 0 0 0 0 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Total Revenue Total Expenses 10,082,451 10,082,451 0 0 0 0 0 0 ANALYSIS / ADDITIONAL INFORMATION: This budget amendment is to accommodate adjustments resulting from a greatly improved vacancy rate that outperformed expectations, wage and vacancy adjustments associated with contractual agreements, increased commodity purchase needs and implementation of the Aviation staffing market study. This amendment will increase appropriation to the Department of Aviation and will be funded from operating revenues within the Airport Operating Fund without impact to the General Fund. The Department of Aviation in collaboration with the City of Austin Human Resources Department, is in the final stage of the Aviation staffing market study. The market study compared the salary ranges for positions at the Department of Aviation with comparable airports in other markets. Changes to salary ranges resulting from conclusions of the market study will be implemented within FY2023‐2024 and will have a material financial impact on the operating expenses of the Department of Aviation. In the wake of the COVID‐19 pandemic, the Department of Aviation’s vacancy rate surged to as high as 40% as a result of increased number of FTEs necessitated by greatly increased passenger traffic and by challenges recruiting and retaining staff. The …
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) BYLAWS OF THE COMMUNITY TECHNOLOGY AND TELECOMMUNICATIONS COMMISSION ARTICLE 1. NAME. The name of the board is the COMMUNITY TECHNOLOGY AND TELECOMMUNICATIONS COMMISSION. ARTICLE 2. PURPOSE AND DUTIES. The purpose of the board is to advise the city council on regarding issues that include: community technology; telecommunications services; new sources of funding for access television projects; new sources of funding for community technology projects; allocation of annual financial support; digital equity issues; broadband development and access; digital skills; internet affordability and accessibility; the evaluation of the performance of access television contractors and other community technology contractors, including development of criteria to be used for evaluations; and information and communications technology facilities and services that are operated by the City for public use, including the City website, internet services and open government technology. The Commission shall conduct public hearings regarding issues that include: (1) The performance of access television contractors, and other community technology contractors. ; and (2) The identification of community cable, telecommunications, internet, broadband access, device and other technology needs and resources. (3) Artificial Intelligence and other emerging technologies. The Commission shall promote access to telecommunications services, community technologies, and the internet by methods including: (1) Promoting public awareness, use, and viewership of access television programming and other community media; (2) Identifying community technology needs and problems in the City and defining innovative programming approaches to those needs and problems enabling / enhancing public awareness of telecommunications policy and community technology issues. public awareness of telecommunications policy and community technology issues. (3) Collecting community input via open sessions, as and when needed, to address topics relevant to this commission. The Commission shall support the Grant for Technology Opportunities (GTOPs) in the following ways: (1) Advise city staff on the selection and approval of volunteer grant review panelists to evaluate and score GTOPs applications. (2) Appoint commission members to serve as non-voting chairs (ex-officio chair) of grant review panels as needed to provide guidance and leadership to review panelists and to support the process of GTOPs protests. (3) Appoint commission members to serve as voting review panel members as needed. (4) Advise staff on the final allocation of GTOPs awards The Commission shall serve as a coordinating forum for issues relating to the provision of every different type of telecommunications services and community technologies, by receiving reports and recommendations …
