AIRPORT ADVISORY COMMISSION RECOMMENDATION 20240214‐008 Seconded By: Date: February 14, 2024 Subject: Road Safety Motioned By: Wendy Price Todd Recommendation: Department of Aviation staff to coordinate with Austin Police (APD), Fire (AFD) and Emergency Medical Services (EMS); Austin Transportation Public Works (TPW) Department Vision Zero Program; and the Texas Department of Transportation (TXDOT) #EndTheStreak Program and other means to promote pedestrian, bicycle, driver and vehicle safety in and around Austin‐Bergstrom International Airport and also in order to keep at least one lane in each direction including airport entrances and exits open under most circumstances. Description of Recommendation to Council: Airport Advisory seeks improved safety measures and enhanced communication with APD, AFD, EMS, TPW and TXDOT to avoid future incidents and to manage traffic in order that the roadways in and out of the airport remain safe and operational, especially along SH71 and SH183. Rationale: Fatal highway incidents on Northbound 183 (11/14/2022) and on Eastbound SH71 (11/15/2023) resulted in lane closures Fatal vehicle related incidents on secure airfield side on 4/20/2023 and 10/31/2023 Neighborhoods surrounding airport considered by City of Austin Equity Analysis to be Most or Medium‐ High Vulnerable City of Austin Transportation and Public Works Intersection safety project on Burleson Road and SH 183 https://www.austintexas.gov/department/vision‐zero https://storymaps.arcgis.com/stories/3a3a426a303c41bab65936eda0d58fde City of Austin Transportation and Public Works (TPW) Vision Zero https://www.austintexas.gov/department/vision‐zero State of Texas Department of Transportation (TXDOT) #EndTheStreak https://www.txdot.gov/safety/traffic‐safety‐campaigns/endthestreaktx.html Page 1 of 2 Vote: For: Against: Abstain: Absent: Attest: [Staff or board member can sign] Page 2 of 2
City of Austin Recommendation for Action File #: 24-3900, Agenda Item #: 2/29/2024(cid:4) Posting Language Authorize negotiation and execution of a contract for radio frequency engineering support with Booz Allen Hamilton Inc., for a term of five years in an amount not to exceed $1,625,000. [Note: This solicitation 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 solicitation, there were no subcontracting opportunities; therefore, no subcontracting goals were established]. Lead Department Financial Services Department. Client Department(s) Department of Aviation. Fiscal Note Funding in the amount of $250,000 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. Purchasing Language: The Financial Services Department issued a Request for Qualifications Statements (RFQS) 8100 GAZ4000 for these services. The solicitation was issued on August 28, 2023, and closed on October 10, 2023. Of the two offers received, the recommended contractor submitted the best evaluated responsive offer. A complete solicitation package, including a log of offers received, is available for viewing on the City’s Financial Services website, Austin Finance Online. This information can currently be found at: https://financeonline.austintexas.gov/afo/account_services/solicitation/solicitation_details.cfm?sid=139250. 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. Respondents to the solicitation and their Agents should direct all questions to the Authorized Contact Person identified in the solicitation. Council Committee, Boards and Commission Action: February 14, 2024 - To be reviewed by the Airport Advisory Commission. Additional Backup Information: The contract will provide radio frequency (RF) engineering support services for the Department of Aviation at the Austin-Bergstrom International Airport (ABIA). The services include RF systems design, analysis, troubleshooting, measurement, installation, maintenance, repair, frequency coordination, and systems documentation. Specific responsibilities of the contractor include maintenance and repair of ABIA’s public City of Austin Page 1 of 2 Printed on 1/30/2024 powered by Legistar™ (cid:5) (cid:6) File #: 24-3900, Agenda Item #: 2/29/2024(cid:4) safety and operations Distributed Antenna System, coordination of tenant RF systems requests and installations, assisting ABIA and tenants with interference issues, maintaining documentation related to the RF distributions systems and tenant installations, and remote monitoring and alerting services for the active components of the existing RF distribution system. These services are necessary to provide for …
Item 10 # 24-4074 Water & Wastewater Commission: February 14, 2024 Council: March 7, 2024 Posting Language Recommend approval of a resolution authorizing Austin Water (AW) to continue a pilot program and issue incentives on a pilot basis during Fiscal Year 2023-2024 for alternative Onsite Water Reuse Systems or Reclaimed Water Connections for new commercial and multi-family developments under AW’s new regulatory framework in the total aggregate amount of $5,600,000 and not to exceed $500,000 for each project subject to funding availability. Lead Department Austin Water Client Department Austin Water Assistant Director for Environmental, Planning and Development Services, Kevin Critendon Fiscal Note This item has no fiscal impact. Prior Council Action: Click or tap here to enter text. Council Committee, Boards and Commission Action: February 14, 2024 – To be reviewed by the Water and Wastewater Commission. February 20, 2024 – To be reviewed by the Resource Management Commission. Additional Backup Information: This action is one of four proposed Council items related to implementing Austin Water's new "GoPurple Program" to accelerate the expansion of Austin's centralized reclaimed system and onsite reuse. These are essential strategies in Austin's Water Forward plan to meet long-range needs for a secure and sustainable water future. The requested authorization will allow Austin Water (AW) to continue to administer the Pilot Incentive Program for Onsite Water Reuse Systems and Reclaimed Water system connections, without additional Council approval, and issue reservations of incentives to commercial and multi- family customers during Fiscal Year 2023-2024 for the installation of alternative Onsite Water Reuse Systems and Reclaimed Water system connections up to a total aggregate amount of $5,600,000 and not to exceed $500,000 for each project. The incentives will be paid out over multiple years if projects can meet program guidelines and deadlines for the design, construction, and operation of the Onsite Water Reuse Systems or connection to the City’s Reclaimed Water System. On April 22, 2021, Council authorized the initial Pilot Incentive Program for Onsite Water Reuse Systems for Fiscal Year 2020-2021. It has since been reauthorized annually, for subsequent fiscal years. The purpose of this enhanced incentive program is to help promote affordable development and gather additional information on the design, engineering, installation, operation, maintenance, cost, permitting and application of the regulatory guidance needed for the successful implementation of these onsite systems and reclaimed water system connections. Item 10 # 24-4074 Water & Wastewater Commission: February 14, 2024 …
Item 11 # 24-4075 Water & Wastewater Commission: February 14, 2024 Council: March 7, 2024 Posting Language Recommend approval of an amendment to the Fiscal Year 2023-2024 Austin Water (AW) Fee Schedule (Ordinance No.20230816-007) to add a dedicated GoPurple component of the Community Benefit Charge (CBC) of $0.15 cents per thousand gallons to support Reuse Strategies in the Water Forward Plan and amending Austin Water's 2023-2024 Operating Budget (Ordinance No.20230816- 008) to reflect the corresponding revenue and appropriation increase of $4,100,000. Lead Department Austin Water Client Department Austin Water Assistant Director for Environmental, Planning and Development Services, Kevin Critendon Prior Council Action: August 15, 2023 – Council approved an ordinance (Ordinance No. 20230816-007) authorizing fees, fines, and other charges to be set or charged by the City for Fiscal Year 2023-2024, beginning on October 1, 2023, and ending on September 30, 2024. August 15, 2023 – Council approved an ordinance (Ordinance No.20230816-008) adopting the Operating Budget for the Fiscal Year 2023-2024. Council Committee, Boards and Commission Action: February 14, 2024 - To be reviewed by the Water & Wastewater Commission. Additional Backup Information: This action is one of four proposed Council items related to implementing Austin Water's new "GoPurple Program" to accelerate the expansion of Austin's centralized reclaimed system and onsite reuse. These are essential strategies in Austin's Water Forward plan to meet long-range needs for a secure and sustainable water future. GoPurple Program Austin Water continues to expand its centralized reclaimed water infrastructure (known as “purple pipe”) throughout Austin. This system delivers non-drinking water for irrigation, cooling towers, toilet/urinal flushing, and virtually any use not requiring higher-quality drinking water. Expanding the use of reclaimed water builds Austin’s resilience against drought and climate change by diversifying our water supply. Reclaimed water is a renewable resource that is less expensive to treat, and users are charged lower rates. All customers benefit from the expansion of the reclaimed water system, which is a key strategy in Austin’s Water Forward 100-year water supply plan. The GoPurple CBC will fund the reclaimed water system expansion as well as incentive programs to expand the use of reclaimed water within new development projects. Austin Water’s customers who are enrolled in the Customer Assistance Program (CAP) do not pay this Community Benefit Charge so their water and wastewater bills will not be impacted by this proposed increase. The impact will be a $1.47 monthly increase for the …
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Imagine Austin Comprehensive Plan Community Update City of Austin Boards & Commissions Meeting Winter 2024 What is Imagine Austin & why does it ma(cid:425)er? • Imagine Austin (IA) is the City’s comprehensive plan, a guide for long‐term growth, development, and land use decisions • A comprehensive plan is required by City Charter Article X containing: • Initially adopted in 2012, IA is a 30‐year plan, • 231 Actions & 289 Policies • 8 Priority Programs ‐ Overseeing implementation • 1 Growth Concept Map • 1 Community Vision • It seeks to make Austin a city of “Complete Communities”* * Areas that provide amenities, transportation, services, and opportunities that fulfill all residents’ material, social, and economic needs. Imagine Austin Update – Timeline 4 Q 3 2 ‘ 1 Q 4 2 ‘ 2 Q 4 2 ‘ 3 Q 4 2 ‘ 4 Q 4 2 ‘ 1 Q 5 2 ‘ 2 Q 5 2 ‘ 3 Q 5 2 ‘ 4 Q 5 2 ‘ 6 2 ‘ 7 2 ‘ 8 2 ‘ Project Kickstart SEP ‐ MAR Data evaluation; City staff pre-engagement; Framework development; Contracting Engagement JUN ‐ OCT Plan Update Draft Data ongoing; Active dev. with public input Budgeting / IA integration NOV ‐ MAY Ongoing coordination Implementation Priority Program Implementation Enhancements Today Key highlights of IA update pre‐planning efforts to date • Refinement of plan update goals & strategies (ongoing) • City collaboration (ongoing) with: • Sustainability & Resilience; and Equity • City Departments • Department Leadership • Priority Programs & Champions • Budget Office • CPIO • Equity‐driven Public Participation Planning (draft complete: March/April) Reasons, Goals, Strategies for an update to Imagine Austin: Our Equity Vision The Planning Department acknowledges the history of planning in Austin, and how past planning, including the City’s 1928 Comprehensive Plan and redlining in the 1930s produced continued struggle with displacement and gentrification, and growing disparities across all quality of life outcomes, still felt today. Additionally, the Planning Department acknowledges neighborhood planning, still in place today, covers only a fraction of the city, and even as of 2016 lacked representative decision‐making and transparency. Further, those plans were found to be inconsistent with the citywide vision. In sum, some plans in place today have created planning‐related outcomes both inconsistent with citywide goals, and planning activities with barriers to representative decision‐making. Planning understands this opportunity to learn lessons from the past …
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Discussion on community needs and spending priorities for the FY 24-29 Consolidated Plan for federal grants. Agenda Where Does Our Funding Come From? Planning and Reporting for Federal Funding How We Make Decisions Fair Housing What We've Heard From the Community Programs and Activities Overview Group and Community Input How do we fund our programs? HUD Annual Entitlement Grants Housing Trust Fund Approved City Bonds City Operating Budget Project Connect Anti-Displacement Funds CARES Act The U.S. Department of Housing and Urban Development (HUD) allocates entitlement funding to municipalities and state governments. The City of Austin applies for what in recent years has been approximately $14 million in annual grant entitlements across four grants for affordable housing, community development, economic development, and public services. Each year, we plan and evaluate the programs funded by the HUD grants. 4 Planning and Reporting for Federal Grants U.S. Department of Housing and Urban Development (HUD) Consolidated Plan (5-Year) Allocates federal resources to housing and community development Action Plan (1-Year) Summarizes actions, activities and federal/non- federal resources in the Consolidated Plan Consolidated Annual Performance and Evaluation Report (CAPER) (1-Year) End-of-year report on progress toward consolidated plan 6 Consolidated Plan Funding Sources Community Development Block Grant (CDBG) Goal: Provide decent housing and a suitable living environment; expand economic opportunities for low-income people Housing Opportunities for Persons with AIDS (HOPWA) Goal: Benefit low-income persons living with HIV/AIDS and their families by providing supportive services and housing Consolidated Plan (5-Year) HOME Investment Partnerships (HOME) Goal: create affordable housing for low- income households Emergency Solutions Grant (ESG) Goal: Assist people to quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness 7 How are funding decisions made? We are here Community Participation: Community Needs Assessment Available Use of Funding Sources Consolidated Plan Housing Needs & Market Analysis Other Planning Efforts Austin Strategic Housing Blueprint Analysis of Impediments to Fair Housing Choice 8 Fair Housing Issues, Experiences • 2019 Analysis of Impediments to Fair Housing Choice (AI) • Potential upcoming "Equity Plan" related to fair housing • Seeking input and surveying on fair housing issues, experiences (details on future slide) 9 What we’ve heard from the Community I need immediate help I need a more accessible process Feedback themes I want the opportunity to build wealth and long-term stability I need help maintaining stability I need immediate help Housing Needs Finding housing Rental Assistance Mortgage assistance Emergency …
..Body Posting Language ..Title Authorize negotiation and execution of a contract for pre-construction and construction services for the Barbara Jordan Terminal Optimization – Phase 2 project with The Whiting-Turner Contracting Company, in an amount not to exceed $150,000,000. [Note: This contract will be awarded in compliance with the requirements of 49CFR Part 26 (Disadvantaged Business Enterprise Program) and City Code Chapter 2-9A (Minority-Owned and Women-Owned Business Enterprise Procurement Program) by meeting the goals with 10.41% DBE participation]. Lead Department Financial Services Department. Managing Department Capital Delivery Services. Fiscal Note Funding is available in the Capital Budget of the Aviation Department. Purchasing Language: The Financial Services Department issued a Request for Proposals (RFP) CLMA049 for these services. The solicitation was issued on September 25, 2023, and closed on November 2, 2023. The recommended contractor submitted the only responsive offer. A complete solicitation package, including a log of offer received, is available for viewing on the City’s Financial Services website, Austin Finance Online. Link: Solicitation Documents. Prior Council Action: October 27, 2022 – Council approved construction manager-at-risk methodology, item 10, Resolution No. 20221027-010 was approved on consent on a 11-0 vote. 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. Respondents to the solicitation and their agents should direct all questions to the Authorized Contact Person identified in the solicitation. Council Committee, Boards and Commission Action: February 14, 2024 – To be reviewed by the Airport Advisory Commission. Additional Backup Information: Journey With AUS is Austin-Bergstrom International Airport's multi-year airport expansion, development, and improvement program. The vision of the Journey With AUS is to meet the current and future needs of our growing region while staying true to our roots and elevating the passenger journey with an authentic Austin and Central Texas experience. The Barbara Jordan Terminal Optimization - Phase 2 project is part of the Journey With AUS creating additional square footage for the Barbara Jordan Terminal (BJT) atrium infill. The additional square footage will improve both the ticketing and security queueing areas of the BJT and vital requirements that directly interface with the BJT including measures to optimize roadways and curbsides for smoother traffic flow, the replacement of passenger boarding bridges and other necessary infrastructure, systems, and utility improvements that will address current deficiencies within the existing terminal. These additional enabling improvements will facilitate other campus-wide …
Tourism Commission Board Tourism Tax Impacts February 2024 Courtesy of C3 Presents About AE Over the past 28 years, AngelouEconomics has executed over 1,000 projects working hand-in-hand with major corporations, towns, cities, regions, states, and countries to develop visions, strategies, and implementation plans to advance regional growth and prosperity. MAJOR CORPORATE CLIENTS Austin Tourism 2 Austin’s tourism industry is worth billions. Visit Austin reported travelers spent over $8.2 billion in 2022. • • Many of these visitors come from out of the area and from out of state • Visitors are drawn to Austin for many events with state, national, and international appeal Introduction • • • • Austin City Limits Music Festival F1 SXSW UT Athletics • Each event sees contributions to Sales & Use • Rental Car • Title 5, ABC • • Mixed Beverages • Hotel Courtesy of C3 Presents Austin Tourism 3 Economic Impact Methodology Economic Impact Models & Inputs AngelouEconomics employs the IMPLAN (IMpact Analysis for PLANning) model for the analysis of the various events. The model utilizes multipliers specific to the Austin economy. The analysis of such events is comprised of two models: event operations and attendee expenditures. The sum of these two impacts create the total economic output of the event. Event operations data are provided by clients and are used to generate the event operations model. The attendee expenditures models are created using inputs from survey data and assumptions estimating the amount of money spent by attendants on various categories of expenditures. Event Operations Attendee Expenditures TOTAL ECONOMIC OUTPUT Model Outputs Each of the models generate three different types of effects: direct, indirect and induced effects. The IMPLAN model’s calculated outputs include jobs, labor income, total economic output, and state and local tax revenues. Direct Limited to the effects in the local economy that occur as a direct result of the event. Indirect Includes increases to sales, incomes and jobs in business sectors that support or supply the event. Induced The household spending patterns of employees through all business sectors that gain increased earnings as a result of the event. Austin Tourism 4 TAX IMPACTS Hotel Tax Range $525,000 - $2,500,000 $350,000 - $3,500,000 University of Texas Athletics $550,000 - $4,400,000 SXSW $1,100,000 - $1,900,000 Tax Impact Events Multi Day Music Events Multi Day Race Events Ripples Throughout Economy Top Sectors: 1. 2. 3. Food & Beverage Non-Event …
WATER FORWARD R E U S E S T R AT E G I E S One City, One Water: A plan for the next 100 years Water and Wastewater Commission - February 14, 2024 Agenda Water Forward Overview Reuse Strategies Addressing Affordability Key 2024 Activities to Advance Reuse 2 Water Forward Water Forward is Austin’s 100-year integrated water resource plan, unanimously adopted by Council in November 2018. Water Forward identifies diverse and environmentally conscious water management strategies to adapt to growth, drought, and climate change and ensure a sustainable, resilient, equitable, and affordable water future for our community. 3 Austin’s Water Supply: 325,000 Acre Feet Per Year Colorado River: • Combination of State-granted water rights & long-term contract with LCRA • Up to 325,000 acre-feet per year (afy) LCRA reservation & use fees pre-paid in 1999 • Additional use payments trigger when average for 2 consecutive years exceeds 201,000 afy Centralized Reclaimed System 4 Water Forward Guiding Principles Water Forward is updated on a 5-year cycle. The updated plan will be submitted for Council Approval in November 2024. Resiliency Inclusive approach + Community values Diverse strategies Equity + Affordability Protect the Colorado River Reduce operational risks Focus on local supplies 5 WATER FORWARD One City One Water One Approach Environmental Sustainability & Climate Equity Affordability Reliability & Resiliency 6 Climate Change Planning for Uncertainty Population Growth 7 Combined Storage Lakes Buchanan and Travis 8 Water Forward Strategies Reuse Conservation Supply Partnerships 9 Why Now? Why Reuse? 1999 2024 10 Value of Reuse Affordability • $10M+ Annual Cost Savings to Customers Reliability & Resiliency Environmental Sustainability Centralized Reclaimed System 11 AW & COA Leading the Way Advancing Reuse Central Library Permitting & Development Center Austin Energy Headquarters Other Developments • Austin Peace Academy • Waterloo Park Restrooms • Mueller Visitor Center • Travis County Community Center 12 Reuse Strategies Water Forward WF18 Implementation Progress Reuse & Conservation Implementation Highlights Reuse Onsite Water Reuse System (OWRS) regulatory framework and incentive approved by Council New Voluntary Reclaimed Water Connection incentive developed 14 Conservation Water benchmarking, onsite water reuse, and extension of reclaimed water connection requirements approved by Council Investments to Advance Reuse Walnut Creek WWTP Reclaimed Water Initiative Phase 1A&B Central Zone Projects 51st Street Tank Bulk Fill Stations Montopolis Tank & Pump Station Planning and Development Center …
HANDCOX Water Treatment Plant Resilience Improvements Charles Celauro, P.E. Engineering Services Assistant Director Water & Wastewater Commission February 14, 2024 Austin’s Water Supply: 325,000 Acre Feet Per Year Centralized Reclaimed System 2 Drinking Water Treatment Davis Plant (1954) – 118 MGD Ullrich Plant (1968) – 167 MGD Handcox Plant (2014) – 50 MGD ___________________________ Combined Water Treatment Capacity up to 335 Million Gallons per Day Handcox Resilience Improvements Provides baseline maintenance capacity of 50MGD: Allows a minimum of 235MGD combined from all AW WTPs Prepares AW for climate change impacts Increases available treatment capacity during maintenance activities Increases ability to handle solids Does NOT rerate the plant for additional capacity beyond 50MGD Addresses: Winter Storm Uri After Action Report and supported recommendations from the Winter Storm Working Group Recommendations from the External Review 4 Winter Storm Working Group The WSWG was formed with members of this Commission to support AW in developing a thorough and objective review following Winter Storm Uri. The WSWG reviewed and prioritized the following recommendations: Maintain available water production capacity at WTPs to meet demand planning criteria (CP-5). Implement improvements at the WTPs to provide additional flexibility in maintenance scheduling (CP-6). Increase sludge storage and disposal capabilities at treatment plants (CP-8). 5 Austin Water External Review Recommended planning to offset hot and cold climate change impacts: Identify possible future scenarios, study such scenarios, identify possible solutions, and plan implementation programs for possible and probable future water quality and treatment challenges (2.7-3). Prepare for sudden requests for additional water treatment (2.8-2). 6 Handcox WTP 7 Resilience Improvements Baseline Maintenance Capacity of 50 MGD Improvements Additional up-flow clarifier Additional sludge thickener Additional sludge holding tank Additional washwater settling basin New treated water pumping 8 Resilience Improvements Additional Improvements: New potable water pipeline between plant and the low-service pump station Replacing Programmable Logic Controllers and network switches throughout the plant Freight elevator for lime building (O&M) 9 Resilience Improvements Additional washwater settling basin Additional sludge thickener New treated water pumping 10 Programmable Logic Controllers Additional sludge holding tank Additional up-flow clarifier Freight Elevator Lime Building Resilience Improvements Proposed Potable Water Line 11 Questions?
Austin Water External Review Implementation Progress Report Water and Wastewater Commission | February 14, 2024 Implementation Progress November 2023 Do Not Agree Do not agree 8% 8% 33 Implemented Recommendations 14 Recommendations Underway 2 Recommendations Planned 4 Recommendations Do Not Agree Planned Planned 4% 4% Underway Underway 26% 26% Implemented 62% Implemented 62% 2 Implementation Progress February 2024 Do Not Agree Do not agree 8% 8% 41 Implemented Recommendations 8 Recommendations Underway 4 Recommendations Do Not Agree Underway Underway 15% 15% 3 Implemented 77% Implemented 77% Progress Highlights New Implemented Employee Leadership & Development • Continue to advocate for increased operator salaries. Operations and Engineering • Conduct a seasonal backwash performance evaluation and implement a routine filter • Re-evaluate plant capital projects based on comprehensive conditions assessments and media monitoring program. communicate with plant staff. Public Information • Enhance understanding of the CIP process throughout the organization. 4 Progress Highlights New Implemented • Identify possible future scenarios that could present water quality and treatment Emergency Management challenges; implement solutions. SOPs and Training • Develop a plan to manage cross-training between operations and maintenance staff. • Develop a regulatory and water quality training program, as well as regular CIP program updates, for plant staff. • Review oil spill response plan and update where needed. 5 Remaining Recommendations Underway Long-term implementation with updates to AWOC in 2024: Recruitment, Retention and Training Updates • Employee & Leadership Development • Reporting Structure • SOPs and Training My ATX Water Update 6 Questions
