BOARD/COMMISSION RECOMMENDATION Early Childhood Council 20220412-2biv: Affordable Housing for Families WHEREAS, the City of Austin Strategic Plan section Economic Opportunity & Affordability contains several strategies to reduce inequities in availability of affordable housing: Strategy #5: Develop and act on recommendations to reduce the number of households and businesses displaced from Austin due to unaffordability; Strategy #7: Acknowledge Austin’s history of racial segregation and counter it by applying an equity perspective to the City’s land development code and associated programs and policies, aligning with community priorities as articulated in Imagine Austin, and ensuring affordable housing options throughout Austin; and Strategy #8: Define and enact our response to homelessness focusing on efficient and effective use of our resources to address disparities, prevent homelessness, and support housing stability WHEREAS, almost 32,000 children under 6 in Austin live in households with low incomes (less than 200% of federal poverty level, which is slightly under $53,000 per year for a family of 4); WHEREAS, families with children need housing that includes at least two bedrooms and, in many cases three or four bedrooms; for example, social services often require that children of different genders have separate bedrooms; WHEREAS: enrollments in AISD have declined over the last several years in part because families with children are moving to outlying areas in order to find affordable housing; NOW, THEREFORE, BE IT RESOLVED that the City of Austin Early Childhood Council encourages the Austin City Council to prioritize the needs of families with low incomes for affordable housing, including increasing the availability of 3 (and 4) bedroom units. Date of Approval: _____________________________ Record of the vote: _____________________________ Attest: _____________________________________________
BOARD/COMMISSION RECOMMENDATION Early Childhood Council 20220412-2biii: Recommendation related to community engagement for APH social service contracts WHEREAS, the Strategic Direction 2023 identifies GOVERNMENT THAT WORKS FOR ALL as a strategic outcome that includes believing that city government works effectively and collaboratively for all of us— that it is equitable, ethical and innovative; and WHEREAS, in 2016 the City of Austin established an Equity Office to focus on advancing equity in all aspects of City operations; and WHEREAS, the Equity Office works across all City departments and with major institutions, non-profits, and other community organizations working in Austin to build capacity and leadership in working from a racial equity lens; and WHEREAS, a June 2018 report regarding the implementation of the Equity Assessment Tooli identified weaknesses in community engagement by City departments but also strengths within Austin Public Health which “Uses formal processes to gather community feedback, including: focus groups, client surveys, public meetings, stakeholder groups, consulting with social services contractors and quality of life”; and WHEREAS, principals of equitable public engagement (premised on the belief that everyone has the right to be involved in decisions that will affect their life) includes providing equitable financial compensation to individuals and communities with lived experience, valuing their time and expertise in planning and implementationii; and specifically, for early childhood systems, centering parent voice in developing recommendationsiii; and WHEREAS, among major U.S. metro areas, Austin saw the 12th biggest increase in the cost of living from 2010 to 2020, according to a new analysis of federal dataiv; and WHEREAS, “Care work is vital to individual, household, and economic stability. Unfortunately, this highly demanded and demanding work is deeply undervalued and undercompensated. The care workers who allow those in their care—and their families—to flourish are paid persistently low wages with few employer benefits.”v NOW, THEREFORE, BE IT RESOLVED that the Early Childhood Council encourages the Austin City Council to consider requirements in City-funded social service contracts that: • Include opportunity for community and client voice and input by requiring community and client engagement and feedback in the development and implementation of programs and services; and • Provide a stipend to compensate for community member and client participation in planning and implementation of programs; and Include Cost of Living Increases for social service contracts for staff • Date of Approval: _____________________________ Record of the vote: _____________________________ Attest: _____________________________________________ i https://www.austintexas.gov/edims/pio/document.cfm?id=300307 ii https://www.urban.org/urban-wire/community-voice-expertise iii https://earlysuccess.org/allies-convene-to-share-tips-and-best-practices-for-centering-parent-voices/ iv https://austin.culturemap.com/news/city-life/02-01-22-austin-spike-in-cost-of-living-filterbuy-aus/ …
BOARD/COMMISSION RECOMMENDATION Early Childhood Council 20220412-2bii: Early Head Start and School-based Child Care WHEREAS, the City of Austin Strategic Plan, Economic Opportunity and Affordability Strategy 10 is to create equitable access to quality Early Childhood Education (ECE) by supporting families who do not qualify for existing free programs and cannot afford quality programs on their own, increasing availability of quality ECE programs, and encouraging living wages for ECE providers; WHEREAS, the City of Austin Strategic Plan, Economic Opportunity and Affordability Strategy 11 is to advance economic mobility by equipping and empowering families with wrap around services over a multi-year period so that parents can succeed in the workforce and children are prepared to succeed in adulthood; WHEREAS, almost 32,000 children under 6 in Austin live in households with low incomes (less than 200% of federal poverty level); WHEREAS, increasing access to high quality early care and education for infants and toddlers is a state and local priority for both the United Way Success By 6 Coalition and the Texas Prenatal to Age 3 Collaborative agenda; WHEREAS, a stimulating and nurturing environment during the first three years of life is centrally important for cognitive and social development of children; WHEREAS, the number of child care spaces available and affordable for parents with low incomes is very small in comparison to the need; WHEREAS, school-based child care helps parenting adolescents to stay in school and to graduate, which in turn is a benefit for their own futures and those of their children; WHEREAS, school districts attended by many students in the city other than AISD do not currently offer child care (e.g., Del Valle); NOW, THEREFORE, BE IT RESOLVED that the Early Childhood Council encourages the Austin City Council to increase funding for child care services under the Community Development Block Grant for a) Early Head Start and b) expansion of the Teen Parent Child Care Program to provide child care for teen parents who are enrolled in districts other than Austin Independent School District (AISD). Date of Approval: _____________________________ Record of the vote: _____________________________ Attest: _____________________________________________
BOARD/COMMISSION RECOMMENDATION Early Childhood Council 20220412-2bv: Recommendation to prioritize early childhood education workforce and families with young children in City anti-displacement planning WHEREAS, the City of Austin Anti-Displacement Task Force was created and charged with setting metrics and goals, and giving preliminary recommendations for displacement prevention; and WHEREAS, for families in Austin, child care is the second highest cost behind housingi, and lack of access to affordable child care was one of the top barriers to workforce participation; and WHEREAS, in Austin/Travis County there are almost 32,000 children under age 6 living in households with low-income (approximately 200% of the federal poverty level), and 90% of children living in poverty are children of color –only 10% are non-Hispanic White; and WHEREAS, child care programs are experiencing an unprecedented staffing crisisii that is impacting child care access for families in Austin; including • 89% of programs surveyed have experienced difficulty hiring staff in the past six months (95% of programs that accept child care subsidies) • 75% of programs surveyed report current staff vacancies • 56% of these programs are under-enrolled due to staffing shortages and 43% are limiting hours as a result WHEREAS, according to the Center for the Study of Child Care Employment, the median wage for child care programs in Texas is $10.14/houriii and the City of Austin living wage is $15; WHEREAS, in Texas, compared to all workers in all other sectors with similar demographic characteristics (e.g. gender, race/ethnicity, education) child care workers earn 19.2% less than other sectors; and WHEREAS, national data indicates that the predominately female (94%) early care and education workforce is more racially and linguistically diverse than K-12 teachers. People of color comprise 40% of early care and education professionals, and 22% are foreign born;iv and WHEREAS, local child care programs cannot increase wages without increasing the cost of care for families which disproportionately impacts families with low-income who have the least ability to pay for child care; NOW, THEREFORE, BE IT RESOLVED that the Early Childhood Council recommends that the City of Austin Anti-Displacement Task Force prioritize families with young children living in low-income households, and the early childhood education workforce, in anti-displacement efforts, especially in • Preserving and expanding the supply of affordable housing • Preserving and growing small businesses and cultural assets • Controlling land for community development • Income and asset creation by providing needed services - childcare, transportation, …
Community Development Commission CDBG Request Presented by Tod Marvin, President, Easterseals Central Texas April 12, 2022 Thank you for giving me the opportunity to speak with you this evening. My name is Tod Marvin and I am the President of Easterseals Central Texas, a nonprofit organization serving people with disabilities in this community for the past 85 years. Eight years ago Easterseals acquired Vaughn House, a nonprofit organization located at 1701 Evergreen Avenue in south Austin. Vaughn House has been in operation since the 1960’s, serving deaf individuals with multiple physical and/or intellectual disabilities. Since 1984, Vaughn House has been operating a Day Habilitation program at 1701 Evergreen Avenue as well as a janitorial employment program. These programs are an important resource for the deaf community in Austin with multiple disabilities, and their families. The Day Habilitation program provides meaningful day activities for clients, and needed respite for their caregivers. Prior to the covid pandemic, the program was serving 10 clients. Unfortunately, many Day Habilitation programs did not survive the pandemic. Today, our program is serving 28 adults and we have a waiting list of other clients needing services that we’re unable to serve today. When Vaughn House acquired its current property in 1984, it worked with the city of Austin to secure CDGB funds to upgrade and expand the facility. For the past 38 years, those funds have supported critical services to deaf citizens with multiple disabilities. Vaughn House and Easterseals have been excellent stewards of those funds, leveraging them to the greatest degree possible in service to our mission. We’ve provided direct services to nearly 1,600 hearing-impaired people with disabilities while supporting the mental and physical health of countless additional family members and caregivers. Today, the need is greater than at any time in Easterseals Vaughn House history. The pandemic has undermined the community’s ability to provide quality services to our people and if we do not respond, the consequences could be serious. I am here to request Community Development Block Grant funding needed to expand and repurpose our existing facility in order to meet the current need for Day Habilitation services in Austin. We have the property and the existing space, but currently it is not appropriately configured nor constructed to provide Day Habilitation services. The space has been used primarily as storage and staging for our Janitorial Services Employment program. Renovating our existing building would allow …
AUS AAC April 2022 April 12, 2022 Discussion Items • YTD Results and Forecast • AUS Debt • Revisit 2022 bond issuance from August 2021 1 10 Year Total Passenger Traffic – Fiscal year (thousands) 6% 7% 3% 10% 11,562 9% 13,406 7% 12,342 10,000 9,318 10,520 9,857 18,000 16,000 14,000 12,000 8,000 6,000 4,000 2,000 0 15% 15,451 16,907 9% 10% 20% 10% 0% -10% -20% -30% -40% -50% 10,396 9,435 -44% 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Source: Austin-Bergstrom International Airport 2 AUS Activity Has Recovered February 2022 activity levels nearly equal to February 2020 AUS Monthly Activity 1.2M passengers (2020 and 2022) n a J b e F r a M r p A y a M n u J l u J g u A p e S t c O v o N c e D n a J b e F r a M r p A y a M n u J l u J g u A p e S t c O v o N c e D n a J b e F r a M r p A y a M n u J l u J g u A p e S t c O v o N c e D n a J b e F 2019 2021 2022 2020 Year/Month • 2019 bond issuance base case scenario projected 10M enplanements in 2025. • Current enplanement projection for 2022 is 10M Source: City of Austin Department of Aviation s r e g n e s s a P l a t o T 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 - 3 Operating Revenues 2019 - 2022 FY22 revenues expected to exceed FY19 and FY22 Budgeted 4 FY22 Forecast Revenue Airline Revenue Non Airline Revenue Interest Total Revenue Operating Expenses Operating Expenses - Aviation Operating Expenses - City Operating Reserve Cares Act Transfer to Subordinate Obligation Debt Service (Net of PFC) Total Requirements Net Income Enplanements 5 FY22 BUD FY22 Estimate Variance $74.7 $85.9 $0.4 $160.9 $103.6 $12.0 $0.0 ($18.2) $3.4 $53.2 $154.0 $7.0 $99.0 $118.1 $0.0 $217.1 $103.6 $12.0 $0.0 ($35.6) $1.1 $53.2 $134.3 $82.8 $24.3 $32.2 ($0.3) $56.2 $0.0 ($0.0) $0.0 $17.4 $2.3 $0.0 $19.7 $75.8 6,839,990 10,018,573 3,178,583 • Higher revenues due to higher aircraft activity and enplanements. • Increase in federal grants due to ARPA relief awarded …
HNTB is committed to exceeding the 31.6% M/WBE goal at 35.3%. The Airports Council International-North America named HNTB a 2021 Champion of Inclusion s s Proposed Initial Task Orders - HNTB • Program Definition Documents for the AEDP • Program requirements to 30% • Siting Analysis and Conditions Assessment • Site and Systems Plans • Implementation Plans – Cost Estimates and Schedules • Task Order 01: • Project /Team Mobilization • Airport Design Standards, Principles and Guidelines • Digital Asset and Management • Horizontal and Vertical Control Analyses • Barbara Jordan Terminal Master Plan with Landside • Select AUS Project Design Initiatives AEDP Program Summary 4 Tunnel to Midfield Concourse Concourse to Tunnel Tunnel Midfield Concourse TASK ORDER 01 7 month duration PROJECT MOBILIZATION / STANDRS OUTLINE AND BENCHMARKING; HORIZONTAL AND VERTICLE CONTROL DEVELOPMENT Task 1.1 Team Mobilization 2 weeks Task 1.2 Airport Design Standards 3 mo Task 1.3 AUS Design Principles Guideline 3 mo Task 1.4 Digital Asset and Collaboration Management 3 mo Task 1.5 Horizontal and Vertical Control Analyses 6 mo The goal of this task order is for the consultant to produce high-level outlines and benchmarks for the development of Airport Design and Visioning Standards to establish consensus. In addition, the consultant will establish the initial horizontal and vertical control for the new concourse, tunnel connector and supporting infrastructure taking the tunnel to a 15%+/- level of design to establish engineering parameters. The balance of these tasks will be completed in a subsequent task.
AUS - Airport Expansion and Development Program For Airport Advisory Commission Tracy Thompson, Esq. Interim Chief Development Officer Chief Officer – Administrative and External Affairs April 12, 2022 Overview • Upcoming Council Action Items • Project Connect Future Briefing Airport Activity Update Airport Expansion and Development Program (AEDP) AEDP Program Summary 1 AUS – Keeping It Weird • In 2021, AUS passengers: • Ate 75,390 pounds of brisket • Ate 1.46 million breakfast tacos • Enjoyed 258 live music performances • Welcomed two new permanent Arts in Public Places art installations • MEANDERWING • Interimaginary Departures 2 AUS Activity Update AEDP Program Summary 3 AUS Activity Has Recovered February 2022 activity levels nearly equal to February 2020 AUS Monthly Activity s r e g n e s s a P l a t o T 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 - 1.2M passengers (2020 and 2022) n a J b e F r a M r p A y a M n u J l u J g u A p e S t c O v o N c e D n a J b e F r a M r p A y a M n u J l u J g u A p e S t c O v o N c e D n a J b e F r a M r p A y a M n u J l u J g u A p e S t c O v o N c e D n a J b e F 2019 2021 2022 2020 Year/Month Source: City of Austin Department of Aviation AEDP Program Summary 4 Airport Expansion and Development Program AEDP Program Summary 5 Long-range Airport Program Utilities and Airfield Infrastructure New Concourse B AEDP Program Summary Future Roadway and Landside Improvements Future Barbara Jordan Terminal Expansion Optimize Barbara Jordan Terminal 6 Airline Growth/Operational Challenges The journey to a new Airport Expansion and Development Program (AEDP) 2021 2022 Launched the Airport Expansion and Development Program Optimize Barbara Jordan Terminal Airfield/Utility Improvements Develop Concourse B and Connecting Tunnel AEDP Facility Design while Addressing Current Constraints Initial focus on Optimization of Barbara Jordan Terminal Capacity 20.2 MAP Forecasted for 2022 Currently - Forecasted Growth to 30 MAP by 2030 Operational Efficiency and Passenger Experience AEDP Program Summary 7 AEDP Anticipated Schedule 2021 2022 2023 2024 2025 2026 …
From: Daniel Llanes < Sent: Saturday, April 9, 2022 6:42 AM To: Chaffin, Heather <Heather.Chaffin@austintexas.gov>; Meredith, Maureen <Maureen.Meredith@austintexas.gov> Cc: Raul Alvarez >; Teresa Bowyer < >; Debbie Kizer < Hilary Andersen Carter < > Subject: 1127 Tillery *** External Email - Exercise Caution *** Dear Planning Commissioners and City Council members, Please accept this letter on behalf of the Govalle/Johnston Terrance Neighborhood Planning Team as an expression of Support for the zoning change to LO-MU-CO at 1127 Tillery With the following conditions listed in a Conditional Use Overlay to include the following as permitted uses: Administrative & Business offices Art Gallery Art Workshop Community Garden Cultural Service Community Recreation-Private All other LO uses will be prohibited. The Contact Team's decision to support this project is driven by the mission of the arts organization(s) involved, the deep level of affordability that the applicant seeks to achieve, and the tailoring of the permitted commercial uses to those that relate specifically to the mission and work of the arts organization(s) involved. These negotiated restrictions meet community needs relating to affordability and compatibility. Please feel free to reach out with any question or comments you may have. Thank you for your service, Daniel Llanes, Chair G/JTNP Contact Team
Progress Update on the New AISD Middle School RMMA Plan Implementation Advisory Commission April 12, 2022 1 Key Information ● ● ● ● ● ● ● LPA, project architect, worked with Austin ISD, Catellus and the City of Austin to create a campus that would honor the aviation history of Mueller with a sustainable, next generation educational design approach A Campus Architectural Team (CAT) was formed in 2019, which included district staff, community members and Northeast Austin families; 16 CAT meetings and 3 community meetings were held providing guidance to the project team as they designed the facility Features include: gymnasium, cafeteria, community room, track and football field, courtyards and collaborative spaces, bike friendly urban edges, on-site parking, and tennis courts Facility is 130,000 square feet and will serve 800 learners and doubles as a community hub after hours Spaces will cater to different learning modalities by allowing the ability to teach outside, in collaborative break-out spaces, in small group rooms, and in technology rich expandable spaces Project is ambitious environmentally targeting LEED Gold status along with incorporating AEGB - 4star Sustainable Strategies and targeting an Energy Use Intensity reduction of 60% Anticipated Opening Date: Fall 2023 2 RMMA PIAC 4/12/2022 3 RMMA PIAC 4/12/2022 Ground Level Second/Third Level 4 RMMA PIAC 4/12/2022 5 RMMA PIAC 4/12/2022 6 RMMA PIAC 4/12/2022 7 RMMA PIAC 4/12/2022 8 RMMA PIAC 4/12/2022 9 RMMA PIAC 4/12/2022 Current Status 10 RMMA PIAC 4/12/2022 11 RMMA PIAC 4/12/2022 Planning Milestones ● February - March 2022: ○ Met with Campus Advisory Councils to learn their particular hopes, ideas and concerns ○ Created a public survey to gather input from the school communities in the area that will be affected by decisions about which students it will serve and what programming will be offered ○ Hosted virtual regional community conversations and reached out to families through a district led phone bank ● April - May 2022: Finalize goals and develop enrollment options Facilitate community conversations to evaluate enrollment options based on goals Begin school name discussions ○ ○ ○ ○ ○ ○ ● June 2022: Select principal Selection of enrollment model and programming Identify branding, colors, mascot 12 RMMA PIAC 4/12/2022 Construction - Drone video https://joeris.egnyte.com/dl/eUJ7o467zA 13 Planned Community Spaces ● Gymnasium ● Cafeteria ● Community room ● Library ● Classrooms ● ● Track and athletic field Tennis courts 14 RMMA PIAC 4/12/2022 Contact Information Shashank Singh …
1 COMMUNITY DEVELOPMENT COMMISSION FY22/23 BUDGET RECOMMENDATION 20220412-4d(1) Date: April 12, 2022 Subject: Increase Economic (Direct) Assistance for Renters Authored By: Commissioner Kendra Garrett Recommendation The Community Development Commission recommends that the City Manager increase the budgeted amount for economic assistance to renters by at least an additional $15MM, with suggested allocations of $5MM to be disbursed through Austin Public Health (APH) Neighborhood Services Unit and $10MM to be disbursed through Housing and Planning Department (HPD) rental assistance programs. We recommend that these dollars be allocated from the general revenue and/or from applicable federal funds allocated to the city through whichever configuration results in the least and/or most flexible restrictions on expenditure to assure that economic relief most quickly reaches Austinites who will require it. Rationale Over the last year and half, the City’s RENT program has provided $35MM in rental assistance to over 8,000 households. That is a tremendous feat! This funding source, along with food distribution, utility assistance, and many organizations and neighbors helping out residents in need have staved off thousands of evictions and reduced the likelihood of a family from falling into poverty. We cannot thank the city enough. However, two years later, Austin residents are still affected by the pandemic, compounded by high gas prices and high inflation. With food, household staples, and rents increasing, we cannot afford to lose sight of making sure our residents remain stably housed and able to financially meet life’s other demands. In early March 2022, Travis County (TC) announced that $9M of TC general revenue and ARPA funds will be used for rental assistance. This is in addition to the $18MM TC has spent on rental assistance due to the impact of Covid-19. In less than a week, the county received nearly 4,700 applications, effectively forecasting complete extinguishment of that funding source. “Travis County recognizes there is still a great need for rental assistance. We remain committed to prioritizing and serving our most vulnerable communities,” said Pilar Sanchez, TC HHS. Even with this additional flow of assistance funds, March 1, 2022 marked the final expiration (per State statute) of Travis County’s moratorium on evictions. We recommend that the city strive to continue to meet the need for assistance by providing $5 to $10M in additional rental/economic funding for residents, as the effect of the pandemic lingers for many Austin residents. of 2 Date of Approval: April 12, 2022 Vote: …
