Agenda — original pdf
Agenda
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Agenda — original pdf
REGULAR CALLED MEETING of the URBAN RENEWAL BOARD July 7, 2025, INTRODUCTORY GATHERING 5:00 pm, REGULAR MEETING 6:00 pm STREET JONES BUILDING, ROOM 400A 1000 EAST 11TH ST, AUSTIN, TEXAS 78702 Some members of the Urban Renewal Board may be participating by videoconference and a quorum will be present at the location identified above. Public comment will be allowed in-person or remotely via telephone. Speakers may only register to speak on an item once, either in-person or 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 remote participation by telephone. To register to speak remotely, call or email Hunter Maples, (512) 974-3120 or hunter.maples@austintexas.gov. The Urban Renewal Board reserves the right to go into closed session to discuss any of the items on this agenda as permitted by the Texas Open Meetings Act, Chapter 551 of the Texas Government Code. CURRENT BOARD MEMBERS/COMMISSIONERS: Manuel Escobar, Chair Darrell W, Pierce, Vice Chair Amit Motwani Byron Davis Jacqueline Watson Kobla Tetey Tam Hawkins INTRODUCTORY GATHERING AGENDA Conduct meet and greet with a possible quorum of the Board (No action or official business) CALL TO ORDER PUBLIC COMMUNICATION: GENERAL The first 10 speakers who registered to speak no later than noon the day before the meeting, if speaking virtually, or who signed up prior to the meeting being called to order if speaking in person, will each be allowed a three-minute allotment to address their concerns regarding items not posted on the agenda. 1 of 3 APPROVAL OF MINUTES 1. 2. Approve the minutes of the Urban Renewal Board’s (URB’s) regular-called meeting on April 21, 2025 Approve the minutes of the Urban Renewal Board’s (URB’s) special-called meeting on June 9, 2025 DISCUSSION ITEMS 3. Discussion related to updates on future development of Blocks 16 & 18 from Pleasant Hill Collaborative and Rally Austin, including project status and anticipated timeline (Sean Garretson, Pleasant Hill Collaborative; Lex Miller, Rally Austin) DISCUSSION AND ACTION ITEMS 4. 5. 6. 7. Discussion and approval of recommendation to City Council regarding the requested Urban Renewal Plan amendment for 1201 E 11th St. Discussion and authorization of Chair Escobar to draft and sign letter of support regarding the credit enhancement requested by Pleasant Hill Collaborative for the future development of Blocks 16 & 18 Discussion and authorization of Chair Escobar to draft and …
20250707-010: Community Investment Budget 2025/2026 — original pdf
BOARD/COMMISSION RECOMMENDATION Commission on Immigrant Affairs Recommendation Number: 20250707-010: Community Investment Budget 2025/2026 WHEREAS, the City of Austin is committed to an inclusive and transparent budget development process that utilizes resident and stakeholder feedback to ensure budget priorities are being met1; and WHEREAS, the City of Austin has made community engagement a core pillar of its budget planning process, employing a diverse mix of tools and strategies—including multilingual surveys, public meetings, digital budget simulators, and data transparency initiatives—to ensure residents play a meaningful role in shaping the city's funding priorities; and WHEREAS, for the last several years, 30 to 40 community groups have come together on a yearly basis to create detailed budget recommendations known as the Community Investment Budget, issued by Equity Action; and WHEREAS, over 18 percent of Austin’s residents are foreign-born, and immigrant-founded businesses account for nearly one-quarter of new enterprises in the city, contributing significantly to Austin’s economy and civic vitality ; and WHEREAS, the 2025/2026 version of the Community Investment Budget addresses concerns that echo or are similar to Joint Inclusion Committee and the Commission on Immigrant Affairs recommendations on additional funds for: Immigrant legal and other support services, • • Know Your Rights clinics, • Expansion of programs offered by Office of Equity and Inclusion, • Culturally competent community engagement during emergencies, • Expansion of emergency shelters for inclement weather events, • Expansion of technical apprenticeships and training, • • Numerous recommendations on enhancing childcare services. Implementation of climate resilience and disaster preparedness initiatives, and THEREFORE, BE IT RESOLVED that the Commission on Immigrant Affairs urges the Austin City Council to instruct the City Manager to work in partnership with the Community Investment Budget feedback process and to incorporate at least 50% of the recommendations, emphasizing that roughly only 11% were reflected in the last year’s budget. 1 https://www.austintexas.gov/page/city-budget Date of Approval: 7/7/2025 Record of the vote: 10-0 Motioned by: Commissioner Johnson Seconded by: Commissioner De La Rosa For: Chair Ortega, Vice Chair Dorantes, Commissioners De La Rosa, Edwin, Johnson, Joshi, Kaba, Kanawati, Lincoln-Goldfinch, Roy Absent: Commissioner Saucedo Attest: Nekaybaw Watson Nekaybaw Watson
20250707-011: Establishment of an Immigrant & Refugee Emergency Fund — original pdf
BOARD/COMMISSION RECOMMENDATION Commission on Immigrant Affairs Recommendation Number: 20250707-011: Establishment of an Immigrant & Refugee Emergency Fund WHEREAS, the United States is currently experiencing an aggressive second-term federal enforcement agenda, and the State of Texas is escalating anti-immigrant policies—including local law enforcement cooperation with ICE and bans on sanctuary protections—that have created fear, trauma, and disruption among immigrant, refugee, and foreign-born community members; and WHEREAS, these enforcement actions have led to an alarming increase in family separation, economic disruption, housing instability, and mental health crisis among Austin’s immigrant communities, including children whose caregivers have been detained or deported; and WHEREAS, the City of Austin has declared itself a “Freedom City,” prioritizing protections for immigrant residents, advancing racial equity through its Equity Office, and striving to maintain a high quality of life for all residents ; and WHEREAS, over 18 percent of Austin’s residents are foreign-born, and immigrant-founded businesses account for nearly one-quarter of new enterprises in the city, contributing significantly to Austin’s economy and civic vitality ; and WHEREAS, Austin City Council and the City Manager have affirmed commitments to equity, inclusivity, and protecting marginalized communities through policies, investments, and Quality of Life research, especially within immigrant and refugee populations; and WHEREAS, the current environment necessitates emergency support mechanisms to address urgent needs—financial, emotional, and mental—resulting from immigration enforcement actions, especially among children and families experiencing ICE raids and caregiver detentions; and WHEREAS, no other entity in Texas is positioned to rapidly deploy funding or mental health services to support these affected community members at scale, making City-led action both necessary and uniquely effective; THEREFORE, BE IT RESOLVED: 1. The Commission on Immigrant Affairs urges the Austin City Council to direct the City Manager to collaborate with relevant departments to establish an Immigrant & Refugee Emergency Assistance Fund, with the following features: • Immediate cash grants for families who lose their primary breadwinner due to ICE detention or deportation, to address rent, utilities, food, and other essential expenses; • Mental health counseling and trauma support for children and youth impacted by forced family separation; • Flexible funding pathways (such as a dedicated city-managed grant program or partnership with CBOs) to ensure swift, accessible delivery to impacted community members. 2. The Commission recommends that this fund be structured to: • Be activated within 30 days of Council approval; • Prioritize eligibility for families with children under 18 who have lost a …
20250707-012: Support of Academia Cuauhtli Programming and Expansion — original pdf
BOARD/COMMISSION RECOMMENDATION Commission on Immigrant Affairs Recommendation Number: 20250707-012: Support of Academia Cuauhtli Programming and Expansion WHEREAS, since its founding in 2013, Academia Cuauhtli (founded by Nuestro Grupo, a community-based volunteer organization) was established at the ESB-MACC as a free Saturday culture and language revitalization academy for elementary school children and their parents, with a curriculum focused on Indigeneity, social justice, Tejano history, traditional arts, and danza Mexica and since July 2014, Academia Cuauhtli has served as an official educational enterprise partnered with the Austin Independent School District (AISD) and Emma S. Barrientos Mexican American Culture Center (ESB-MACC); and WHEREAS, Academia Cuauhtli, administered through a Memorandum of Understanding with the City of Austin, Austin Independent School District (AISD), and Nuestro Grupo embraces and fulfills the purpose of “making Austin a place where its high quality of life is available to and accessible for all its citizens” by advocating for educational equity and well-being for Austin Independent School District students in collaboration with the University of Texas at Austin; and WHEREAS, Academia Cuauhtli fulfills its vision statement expressed as “a future where children live with a thinking heart and the courage to pursue their aspirations within the liberating and sacred learning spaces” by overseeing the administrative operations for multiple year long projects which include: Saturday Esquelita (September-March), Summer STEM School (June-August), La Collaborativa Cuauhtli, Cuauhtli Teacher Curriculum Workshops, and a research team comprised of 11 qualitative and quantitative education scholars; and WHEREAS, Academia Cuauhtli fulfills its mission expressed as “to honor our communities' cultural heritage, foster social justice, and reclaim our collective identities in pursuit of educational freedom” by serving as a means for the comprehensive advancement of the students and their parents—via its strong partnership with students’ parents—by providing a supportive and uplifting learning environment, as well as for providing for the social, and economic needs, including the extensive COVID-related assistance extended to its participant Latino families during the pandemic in Austin, Texas; and WHEREAS, Academia Cuauthli fulfills its mission by enrolling from 2014-2024 over 800 AISD emergent bilingual students, trained over 250 Indigenous/Latinx public school teachers, hosted over 25 professional development workshops, initiated Cuauhtli’s Grow Your Own bilingual leadership development program for AISD teachers of color, and successfully implemented a research-university-community partnership between AISD, UT Austin’s College of Education Department of Educational Leadership and Policy faculty and graduate student researchers, the Teresa Lozano Long Institute of Latin American Studies …
20250707-013: Protecting and Sustaining Local Public Health Infrastructure in Austin — original pdf
BOARD/COMMISSION RECOMMENDATION Commission on Immigrant Affairs Recommendation Number: 20250707-013: Protecting and Sustaining Local Public Health Infrastructure in Austin WHEREAS, Austin Public Health (APH) provides vital population-level services that protect over 1.35 million residents, including immunization clinics, HIV and STD testing and treatment, refugee health screenings, violence prevention programming, substance misuse support, and neighborhood centers offering basic needs assistance; and WHEREAS, core public health infrastructure funding in the amount of $9,500,000 is currently at risk due to unstable federal funding streams and national-level proposals to reduce or eliminate key public health support; and WHEREAS, the federal political climate—marked by increasing hostility toward public health institutions—has created uncertainty for municipalities dependent on federal dollars, putting local public health outcomes in jeopardy; and WHEREAS, investing in public health not only enhances the quality of life for all but can also lead to substantial savings over time; and WHEREAS, In 2016, the Austin City Council, through RESOLUTION NO. 20160128-068, adopted a formal policy to invest in additional funding for health and social services; and THEREFORE, BE IT RESOLVED, that the Commission on Immigrant Affairs recommends the City of Austin fully protect the $9,500,000 currently allocate to Core Public Health Infrastructure along with a dedicated $6,000,000 public health reserve fund to ensure the continuity of essential services in the event of further federal disinvestment or emergency needs; BE IT, FURTHER RESOLVED, that the Commission on Immigrant Affairs recommends the City of Austin prioritize funding for public health programs, advocate at the state and national levels for sustained investment in local public health systems and oppose federal-level efforts that jeopardize public health funding, particularly for historically underserved communities. Date of Approval: 7/7/2025 Record of the vote: 10-0 Motioned by: Commissioner Johnson Seconded by: Commissioner De La Rosa For: Chair Ortega, Vice Chair Dorantes, Commissioners De La Rosa, Edwin, Johnson, Joshi, Kaba, Kanawati, Lincoln-Goldfinch, Roy Absent: Commissioner Saucedo Attest: Nekaybaw Watson Nekaybaw Watson
Item 5: Commission on Immigrant Affairs Annual Internal Review — original pdf
Annual Internal Review This report covers the time period of 7/1/2024 to 6/30/2025 Commission on Immigrant Affairs The Board/Commission mission statement (per the City Code) is: § 2-1-126 - COMMISSION ON IMMIGRANT AFFAIRS. (B)The commission shall: (1) advise the city council on issues of common concern to immigrants, particularly in the areas of health and human services, education, and the demographic makeup of the Austin immigrant community; (2) monitor requirements of federal, state, and local immigration, welfare and other laws that affect immigrants, and recommend to the city council actions to maximize the benefits to local immigrants under existing laws and to minimize the adverse impacts to local immigrants under the laws; (3) promote recognition of the contributions of the foreign-born to the economic and cultural vitality of Austin; and (4) promote the availability of, and promote accessibility to, local educational, economic, legal, and social resources for immigrants. 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.) The Commission on Immigrant Affairs (CoIA) submitted its budget recommendations to City Council for Fiscal Year 2024-2025. These recommendations were shared with City Council and relevant staff, in alignment with the commission’s advisory role to promote equitable access to educational, economic, legal, health, human services, and social resources for immigrant communities. Annual Review and Work Plan Year Page # In addition to presenting specific recommendations, the commission also emphasized the importance of reporting by advocating for a more strategic and collaborative approach to the budget recommendation process, in keeping with its advisory responsibility. The commission’s approved budget recommendations were as follows: Recommendation 20240916-006 Subject: Budget Reporting Recommendation 20250303-014: Translation and Interpretation Services for Boards and Commissions Recommendation Number: 20250329-007: Family Stabilization Program as a Mechanism for Promoting Housing Stability Recommendation Number: 20250329-008: Reallocation of Quality-of-Life Study Funds to the FY 2025–2026 Budget Recommendation Number: 20250329-006: Providing Funding for Printing and Distribution of 'Know Your Rights' Red Cards at Austin Public Libraries Recommendation Number: 20250329-005: Providing Resources for Immigrant Students Recommendation Number: 20250329-004: Budget Expand Equity and Inclusion …
Item 3 Supporting Document — original pdf
MUSIC COMMISSION MEETING 7/07/2025 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 7.02.2025 FY 25 Year-to-Date Hotel Occupancy Tax Collections – Live Music Fund May 2025 w/ Encumbrances $352,635 FY25 Year-to-Date w/ Encumbrances $3,216,539 $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 $352,635 $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
Item 4 Supporting Document — original pdf
FY23 Live Music Fund Event Program Pilot - Compliance Office of Arts, Culture, Music and Entertainment (ACME) Music Commission Meeting July 7, 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 Pilot Program Challenges • • Flawed Economic Development Department (EDD) Portal Large number of grant agreements Application / Reporting System • Switching from EDD Portal to Google reporting forms for static reporting templates • Awarding “Specific Future Projects” when music industry activities are fluid and often subject to change • Awardee inexperience with grant processes and expectations • Awardee personal challenges 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) • 56 remaining non-compliant Awardees – Still Attempting Communication o 33 submitted an interim report evidencing the 1st payment, but no final report o 23 submitted no interim report ACME Awardee Non-Compliance Steps • STEP 1 - 1st Notice sent via e-mail to Awardee who is at least 15 business days delinquent in submitting report. Awardee has 10 business days to submit report or contact ACME. E-mail sent by ACME Grant Agreement Manager. • STEP 2 - 2nd Notice sent by certified mail to Awardee who is at least 30 business days delinquent or has submitted an incomplete report after the first delinquent notice. Awardee has 5 business days to submit a complete report. Letter signed by ACME Grant Agreement Manager. *Applicant will not be granted program extension request after second notice. • STEP 3 - Termination Notice sent by certified mail to Awardee who has not responded to and/or provided corrections or additional information. Letter signed by ACME Music & Entertainment Division Manager. Copy of Termination Notice sent to ACME Department Director. 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 …
Item 5 Supporting Document — original pdf
Scaling Equity & Innovation in Austin Music A Model for Sustainable Creative Infrastructure Presented to: Austin Music Commission Created by: Louie Carr, Steve Carlos Kirk, Nathalie Phan Presented by: Louie Carr Date: July 7th, 2025 This presentation is a collaborative effort built from lived artist experiences, technical innovation, and forward-thinking policy strategy. Our goal is to help the Commission envision a long- term investment in infrastructure that makes Austin’s music economy more equitable, visible, and sustainable. Opening Vision "Austin doesn’t just have a music scene — it has a music economy. But that economy needs infrastructure. Not just stages, but systems. This is the blueprint." We built a framework that pays artists, showcases local talent, and doesn’t rely on the presence of a physical audience. In a city where affordability and visibility are growing challenges for musicians, this system creates a reliable and equitable pathway for music to remain a core part of Austin’s identity. What We Built (ABIA Recap) JetStream Fest: A collaborative livestream initiative with 23 participating airports across North America — streamed to over 46,000 viewers. Austin’s participation helped center local artists in a national cultural moment. Exterity VDMS System: Over 250 screen endpoints installed throughout ABIA allow seamless digital programming — from gate lounges to baggage claims — all controlled from a single hub. Remote-Controlled Stage: The Asleep at the Wheel performance demonstrated that we can operate a fully professional livestream performance — including lighting, sound, and camera ops — without a single person physically on site. Integrated Signage and Social Streaming: The system isn’t siloed — it connects to social media channels and physical signage across the airport, creating a scalable, multi-platform experience. Impact: ABIA has become one of Austin’s most functional and artist-supportive venues — without being a traditional music venue. It proves that with the right tools, any space can become a cultural amplifier. Artist Voices I love the opportunity to play shows at the airport. Having a regular paying gig, in a space where you meet people from all over the world. Travelers always tell me at my gigs how much their experience has been enhanced from having live music throughout the airport. It makes people happy, it gets them through waiting for their flights. It's a welcoming hello and reminder of time spent here in this vibrant city. A pilot even tipped me at my last gig at the airport...people care …
Item 6 Supporting Document — original pdf
THE NEXT CHAPTER THE NEXT CHAPTER City of Austin Music Commission Presentation 7.7.2025 Hanna Cofer, Executive Director The HOME Mission HOME creates housing security for aging Austin area musicians. Criteria: Must be at least 55 years old Must have 20+ years history as a working musician in Central Texas Must reside within 70 miles of Austin Must show economic hardship The Need Aging musicians who defined Austin as the Music Capital of the World are operating without a safety net. The Solution: Provide housing assistance to alleviate a significant fiscal burden and allow these legends to age with dignity in their own homes and to stay in Austin, the city of their choice. The Austin housing crisis is growing, creating an increased burden on the creative sector which is causing many to leave the City. Many musicians are reliant on monthly income to pay housing bills, creating delinquency or other crisis when faced with unexpected circumstances such as illness or injury The Solution: Create temporary assistance for housing expenses while connecting musicians with additional services through a partner referral system. The Solution: Make emergency funding available with little effort and a quick turnaround time to give musicians a stopgap in difficult times. Annual Grant Program Emergency Grants Grants of $200 - 1,300 per month ongoing Annual cycle with reapplications required for following fiscal year consideration Payable directly to landlord, utility company, mortage company, etc. Strictly for housing expenses (rent, utilities, house insurance, mortgage, etc) One-time $500 grants for emergency situations Payable directly to artist Short grant application, 1-2 week turnaround time (applications approved administratively) Artists can apply once per calendar year An Increasing Need Age Breakdown of HAAM Clients 2024 Clients Age 50+ 652 2034 Clients Age 50+ 1,290+ Musicians Received HOME Grant Support (as of 7.2025) 304 Expansion Impact Grow Capacity for Emergency Grants to 100 Annually Annual Grants Doubled by Year 3 150+ Artists Served Annually within 2 years 100 80 60 40 20 0 Annual Grants Emergency Grants Year 1 Year 2 Year 3 The Team Board of Directors Nancy Coplin (President) Eve Monsees (Vice-President) Jaye Stepp (Treasurer) Denise Boudreaux (Secretary) Marcia Ball Deb Fleming Marsha Milam Shelley King Carolyn Wonderland Judy Cantilo Kimmie Rhodes Advisory Council Susan Antone, Ruthie Foster, Becky Tomblin, Darcie Fromholz, Leah Davies, Sarah Brown, Reenie Collins, Akina Adderly, Lindsey Bailey, Catarina Mazuca 2025 BUDGET Use of Funds Overhead 6.2% Program Staff 19% …
Item 7 Supporting Document — original pdf
ACME Funding Program Updates What’s New? The ACME team undertook a rigorous community engagement effort during the Spring-Summer 2025 with an aim to improve funding programs that impact the creative community in Austin, TX. Our community input via “The Creative Reset” showed us great opportunities to enhance, align, and maximize our program goals. Check out the highlights of what’s new. Unified Funding Goals & Improved User Experience • Familiar grant programs, with enhanced eligibility, transparency, and processes to build community trust • A new guideline format creates one set of funding program guidelines vs. individual guidelines with ACME priorities elevated, creating alignment across all funding programs • Application improvements include streamlined intake processes and eligibility screenings before applications open • Funding priorities are clearly defined to focus on creative space, arts nonprofit, and artist resiliency • Enhanced transparency and accessibility will be a focus as we move through our application process Eligibility, Scoring, Evaluation & Grant Awards • Eligibility groups like applicants together to create more alignment in the competitive categories (e.g. nonprofits with space compete as a category, nonprofits without space compete as a separate category, etc.) • Universal Appeals process adopted across ACME programs • Bonus points are now awarded to organizations who experienced federal funding recensions in the current fiscal year from NEA, IMLS, NEH in applicable programs • Operating budgets of eligible nonprofits inform grant award amounts, optimizing investments • Strengthened policies to prevent conflicts-of-interest and double dipping of grant funds, ensuring equitable distribution of funds to more individuals and organizations • Fiscal Sponsorship requirements have been strengthened while remaining optional • Award amounts have changed across programs, reflecting community and commission feedback • Panel Process Improvements include the use of “Olympic style scoring” and a narrative of video “applicant framing statement” opportunity to share more about the organization, project, and goals (non-scored) The next ACME Funding Program application will open in Fall of 2025. ACME Funding Programs: Eligibility At a Glance FUND SOURCE Cultural Arts Fund (HOT) Live Music Fund (HOT) General & Incentive Funds APPLICANT CATEGORY Thrive Elevate Nexus ALMF CSAP Historic Preservation Fund (HOT) Capital Projects (Requires historic designation and highlights the site’s local history) Heritage Events (History-informed preservation project that highlights the site’s local history) 501 (c)(3) Arts Nonprofit (Federal designation) Arts Nonprofit (State designation) 501 (c)(3) Nonprofit (Federal designation) Arts Group Individual Artist Musician / Promoter Live Music Venue Creative Space …
Item 7 Supporting Document — original pdf
Office of Arts, Culture, Music and Entertainment (ACME) Austin's Creative Heartbeat Angela Means, ACME Director July 2025 The Profound Impact of Arts & Culture According to the Texas Cultural Trust 2025 State of the Arts Report 2 Birth of ACME: Answering Austin's Call Born from Community Passion ACME was established after decades of community advocacy for prioritizing arts and music in Austin's identity and governance. Perfect Timing Created during a critical funding shortage for the arts, when traditional sources like bank loans, donations, and federal grants were diminishing. Preserving Austin's Soul Art, music, and culture represent the heart of Austin—the unique vibe that retains locals and attracts visitors. 3 ACME's First Year: Building Trust Through Action 1 Community-Centered Approach Established transparency, active listening, and consistent availability to all stakeholders as core operational principles. 2 Effective Advocacy Successfully mediated resolutions during the controversial Airport expansion and Convention Center demolition projects, protecting local artists and artwork. 3 Research & Benchmarking Analyzed historical community data and conducted national/state benchmarking to identify best practices and industry standards. 4 The Creative Reset: Strategic Vision One-Year Strategic Planning Process Launched The Creative Reset (TCR) to establish ACME's mission, vision, goals, and measurable outcomes. Comprehensive Program Evaluation Reimagining our funding programs, cultural facilities, and special events through a data-driven approach. PHASE 1: Enhanced Funding Programs Austin Live Music Fund, Heritage Preservation , Nexus, Elevate, Thrive, Creative Space Assistance Program and Art in Public Places (AIPP) 5 Our Foundation: Listen First, Act Second ACME revolutionized our approach to community outreach, resulting in unprecedented participation in only 3 weeks! 1,200+ Survey Responses We gathered a broad spectrum of community perspectives. 70 200 Citywide Attendees Our citywide sessions saw active participation from over 200 individuals, fostering widespread dialogue. 50+ Staff Participants Dedicated staff members actively engaged in the process, ensuring internal alignment and expertise. 100 Targeted Focus Groups Through focused discussions, individuals contributed valuable insights in our targeted focus groups. Personalized One-on-One Sessions We conducted personalized one-on- one sessions, offering tailored opportunities for individual input. 6 What We Heard: Community Voices Shaping Our Path Affordability & Cost Barriers Addressing rising costs and financial barriers to participation. Process & Transparency Streamlining the grant application process and enhancing organizational accountability. Funding & Sustainability Ensuring adequate funding levels, fair distribution, and long-term financial health. 7 Venue Access, Transportation, Parking & Geographic Equity Expanding access to spaces with geographic equity. Equity, Diversity & Inclusion …
Item 7 Supporting Document — original pdf
Arts, Culture, Music, and Entertainment Program Guidelines - what’s new? Presented by Morgan Messick Assistant Director, Office of Arts, Culture, Music and Entertainment (ACME) Music Commission Meeting | July 7, 2025 What’s new for ACME Funding Programs? Unified Funding Goals & Improved User Experience • Familiar grant programs, with enhanced eligibility, transparency, and processes to build community trust • A new guideline format creates one set of funding program guidelines vs. individual guidelines with ACME priorities elevated, creating alignment across all funding programs • Application improvements include streamlined intake processes and eligibility screenings before applications open • Funding priorities are clearly defined to focus on creative space, arts nonprofit, and artist resiliency • Enhanced transparency and accessibility will be a focus as we move through our application process See the full “What’s New?” document at publicinput.com/thecreativereset Eligibility, Scoring, Evaluation & Grant Awards • Eligibility groups like applicants together to create more alignment in the competitive categories (e.g. nonprofits with space compete as a category, nonprofits without space compete as a separate category, etc.) • Universal Appeals process adopted across ACME programs • Strengthened policies to prevent conflicts-of-interest and double dipping of grant funds, ensuring equitable distribution of funds to more individuals and organizations • Award amounts have changed across programs, reflecting community and commission feedback See the full “What’s New?” document at publicinput.com/thecreativereset Measuring Program Impacts Austin Live Music Fund Applicant Award Amount Professional Musician & Independent Promoter $20,000 Professional Musician & Independent Promoter $5,000 Live Music Venue with operating budget over $100,000 $70,000 Grant Awards are for one and two-year terms and are based on the amount the awardee selects in their application that most appropriately matches their needs. Scoring Criteria Creative Space Assistance Program Applicant Award Amount All Applicants must have at least a $120,000 operating budget: • Live Music Venue • Performance Venue / Theatre • Museum / Art Gallery • Multi-Use $60,000 Grant Awards are for a one-year term and are based on the amount the awardee selects in their application that most appropriately matches their needs. Scoring Criteria Our Plan to Support the Ecosystem Realigning our Funding Programs • Access for All - Bridge legacy organizations and emerging creatives • Enhance Transparency - Demonstrate accountability measures and transparency tools that close the gap between community concerns and the funding process • Be of Service - Offer more support and resources Final Thoughts • We’ve listened …
Item 7 Supporting Document — original pdf
DRAFT Office of Arts, Culture, Music, and Entertainment (ACME) _________________________ ACME Funding Program Guidelines 1 Updated 7/1/2025 DRAFT Table of Contents Overview ................................................................................................................................................ 3 ACME Funding Program Goals ................................................................................................................. 3 Funding Program Impacts ....................................................................................................................... 4 State of Texas Funding Requirements ...................................................................................................... 4 Expenses ................................................................................................................................................ 5 Awardee Requirements and Commitments .............................................................................................. 5 Grant Application .................................................................................................................................... 6 Evaluation & Review ................................................................................................................................ 6 Grant Agreements & Payments ................................................................................................................ 7 Accessibility Statement .......................................................................................................................... 8 Questions About Grant Guidelines? ......................................................................................................... 8 ACME FUNDING PROGRAM DETAILS ....................................................................................................... 9 Arts & Culture Grants........................................................................................................................... 9 Music & Venue Grants ........................................................................................................................ 14 Heritage Events & Landmark Capital Improvement Projects ................................................................. 19 APPENDICES ......................................................................................................................................... 25 Appendix A: Definitions ...................................................................................................................... 25 Appendix B: Panelists ......................................................................................................................... 29 Appendix C: Appeals Process ............................................................................................................. 32 Appendix D: Insurance Requirements ................................................................................................. 33 Appendix E: Reporting Requirements .................................................................................................. 34 Appendix F: Conflict-of-Interest Policy ................................................................................................ 37 2 Updated 7/1/2025 DRAFT ACME OVERVIEW ______________________________________ Overview In February 2025, the City of Austin created the O(cid:431)ice of Arts, Culture, Music, and Entertainment (ACME), to better support the City’s ongoing work with Austin’s creative community, making the city a stronger place for arts, culture, and music. ACME will: • O(cid:431)er clear and direct support for artists and cultural groups, • Help grow the local economy, attract visitors, and build stronger communities, • Support partnerships between artists, cultural groups, and businesses, • Create open and accessible spaces that connect residents and tourists through arts and culture, strengthening community identity and promoting collective storytelling, and • Help build Austin’s identity as a global city for creativity ACME is committed to Building a Collaborative, Vibrant City. ACME Funding Program Goals Austin is home to many creatives that draw tourists and locals alike to the community. A central initiative of ACME is to invest in the creative economy and expand access and participation in arts, music, and heritage by providing grant funding for activities that enrich the public, broaden tourism, and contribute to a vibrant community. ACME supports our community by prioritizing the preservation of creative space, the elevation of arts and arts nonprofits, and through events, projects, and music that contribute to the cultural fabric of Austin. Our programs support all Austinites with a focus on historically underrepresented communities in funding. Our goals and measures of success align with city wide plans, such as Imagine Austin and the City-Wide Strategic Plan. 3 Updated 7/1/2025 DRAFT Funding Program Impacts Performance Measures to Support Program …
Item 8 Supporting Document — original pdf
Resolution Supporting Consent Decree Reform for Performing Rights Organizations Submitted by: Austin Music Commission To: Austin City Council Date: [Insert Date] WHEREAS, Austin is the Live Music Capital of the World and home to thousands of working musicians, songwriters, and music industry professionals whose livelihoods depend on fair compensation for the public use of their creative works; and WHEREAS, BMI (Broadcast Music, Inc.) and ASCAP (the American Society of Composers, Authors, and Publishers) are governed by federal consent decrees imposed by the U.S. Department of Justice, dating back to the 1940s, which mandate that they offer blanket licenses to any user upon request—even before compensation is negotiated or agreed upon; and WHEREAS, these consent decrees remove the ability of BMI and ASCAP to withhold licenses or say “no” to unfair offers, placing their songwriter members at a significant disadvantage in negotiations with powerful licensees such as streaming platforms, radio networks, and large-scale venues; and WHEREAS, competing performing rights organizations such as SESAC and Global Music Rights (GMR) are not subject to the same regulatory restrictions and are free to selectively license their catalogs, negotiate higher rates, and withhold music when terms are not favorable—creating a regulatory imbalance that undermines equity for songwriters; and WHEREAS, the Music Modernization Act of 2018, while advancing mechanical licensing practices through the Mechanical Licensing Collective (MLC), does not address the performance royalty inequities created by the outdated consent decree structure; and WHEREAS, these outdated decrees hinder innovation, suppress fair market rates, and disproportionately harm independent and mid-level songwriters, many of whom rely on BMI and ASCAP as their primary representation in public performance licensing; and WHEREAS, federal policymakers have previously reviewed these decrees but failed to implement meaningful reform, in part due to political pressure from large trade associations representing bars, hotels, and broadcasters who benefit from below-market licensing rates; and WHEREAS, a modern and competitive music licensing framework is necessary to sustain the creative economy in Austin and ensure that all songwriters are compensated justly for the use of their work; NOW, THEREFORE, BE IT RESOLVED that the Austin Music Commission recommends that the Austin City Council formally support federal consent decree reform, specifically the phasing out or modernization of the consent decrees that govern BMI and ASCAP, in order to restore fair negotiating rights and market parity for American songwriters. BE IT FURTHER RESOLVED that the City of Austin shall communicate this position …
Item 8 Supporting Document — original pdf
Austin Music Commission Statement on Consent Decree Reform for Performing Rights Organizations As representatives of the Austin music community—home to thousands of working musicians, songwriters, and music industry professionals—the Austin Music Commission urges federal policymakers to re-examine and modernize the outdated consent decrees governing the operations of BMI (Broadcast Music, Inc.) and ASCAP (the American Society of Composers, Authors, and Publishers). These consent decrees, originating in the 1940s, were implemented to prevent anticompetitive behavior in the music licensing marketplace. However, in today’s complex and rapidly evolving digital economy, they no longer serve the interests of music creators. Under the current legal framework, BMI and ASCAP are required to offer licenses to any user— broadcasters, digital platforms, venues, etc.—upon request, regardless of whether payment or licensing terms have been agreed upon. This mandatory licensing obligation removes the organizations’ ability to withhold their catalogs during negotiations and weakens their leverage in securing fair market rates for the songwriters they represent. Meanwhile, other performing rights organizations, such as SESAC and Global Music Rights (GMR), are not bound by such consent decrees. These organizations can selectively license, demand higher payouts, and choose which artists to represent. This creates an uneven playing field in which BMI and ASCAP—who collectively represent the vast majority of American songwriters—are artificially constrained in negotiations while their competitors operate freely under modern market conditions. We believe the solution is not to expand outdated regulations to more organizations, but to relieve BMI and ASCAP from their decades-old consent decrees. By restoring their ability to negotiate in a truly free market, we can ensure all PROs operate under the same rules and songwriters are compensated more fairly across the board. Furthermore, we encourage Congress to take a closer look at the broader structural challenges facing music licensing—particularly the rate-setting procedures at the Copyright Royalty Board and the distribution of unmatched “black box” royalties—many of which continue to disproportionately benefit large publishers and platforms over the independent creators who power today’s music economy. As a city known for supporting creative talent, we stand in solidarity with the songwriters and music venues whose livelihoods depend on a fair and functional licensing system. We respectfully urge our federal partners to support reforms that restore equity and opportunity to the American songwriter. Signed, Austin Music Commission [Date]
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Presentation by Pleasant Hill Collaborative — original pdf
Block 16/18 Updates Pleasant Hill Collaborative July 7, 2025 VISION TO REALITY PLEASANT HILL COLLABORATIVE – BLOCK 16 & 18 PROPOSAL Updates to the Urban Renewal Board • Schedule Updates • A1 – Community Engagement Plan, Programmatic Plan, Financing • Community Engagement Plan & Equitable Development Goals • Block 18 Housing – finalize program direction • Commercial Strategy (Kim Shipman, TOPO) from ENA - Operations 120 DAYS 180 DAYS ENA Schedule - Phase A1, A2 and B • Phase A1 (120 Days) – • Credit Enhancement Plan • Equitable Development Goals and Strategies • Community Engagement Plan (7/09) • Project Plan • Phase A2 (180 Days) – • Refined Programatic Components • Finalized Credit Enhancement • Final Proposed Finance Plan • Final Proposed Concept Plan • Phase B (3/2026-9/2027) – • Proforma • Proposed Development and Description • Proposed Operation Plan Community Engagement Plan * Equitable Development Goals Pleasant Hill Collaborative Team Community Engagement Plan • Dates are Draft based on general schedule of design/construction • Began work tonight with Stakeholder Working Group Equitable Development Goals • Frequency of Reporting TBD (anticipate at monthly/quarterly URB meetings Block 18 Housing Pleasant Hill Collaborative Team Block 18 Housing • Musician Housing STILL remains an interest to our team and Juniper Housing is envisioned as that area. • Servitas Team remains FULLY committed and excited about the opportunity to partner with Huston- Tillotson on a mixture of student/faculty/staff housing • Finalizing Discussions with HT • St Edwards Housing (136 beds) is similar $/bed as Servitas proforma with older product, non-branded and distant from campus • H-T remains interested in mix of housing for students, faculty and staff H-T requires all new students with fewer than 60 credit hours (generally, freshmen and sophomores) to live in the residence halls, unless they qualify for an exemption: o Currently living with a parent in the Austin area o 23 years of age or older o Parent or guardian of children who live with the student Two or more years of military service o o Married and living with spouse o Own a home in the Austin area HT’s Spring 2025 Fact Sheet provides the following breakdown: o Asian o Black o White 14 (1.4%) 661 (66.8%) 93 (6.7%) Latino 93 (9.4%) International 122 (12.3%) o o o Unknown 34 (3.4%) Commercial Strategy for Blocks 16 & 18 • TOPO’s Role during design and operations • End …
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