WATER AND WASTEWATER COMMISSION MINUTES WEDNESDAY, JULY 15, 2026 WATER AND WASTEWATER COMMISSION REGULAR MEETING MINUTES WEDNESDAY, JULY 15, 2026 The Water and Wastewater Commission convened in a Regular meeting on Wednesday, July 15, 2026, at 625 E 10th Street in Austin, Texas. Chair Chris Maxwell-Gaines called the Water and Wastewater Commission Meeting to order at 5:39pm. Commissioners in Attendance: Chair Chris Maxwell-Gaines, Amanda Marzullo, Alex Ortiz, Evan Wolstencroft Commissioners in Attendance Remotely: Vice Chair Marcela Tuñón, Andrew Maas, Mike Reyes, Shannon Trilli PUBLIC COMMUNICATION: GENERAL None. APPROVAL OF MINUTES 1. Approve the minutes of the Water and Wastewater Commission Regular Meeting on May 20, 2026. The minutes from the Water and Wastewater Commission Regular meeting on May 20, 2026 were approved on Commissioner Marzullo’s motion, Commissioner Wolstencroft’s second on an 8-0 vote with Commissioners Navarro, Pandurangi, and Penn absent. DISCUSSION AND ACTION ITEMS Items 2, 3, 4, 5, 6, 7, 8, 11, 12, and 13 were acted on with one motion. 2. Recommend approval to authorize an amendment to a contract for continued supervisory control and data acquisition equipment, software installation, and support services for Austin Water with Control Panels USA Inc., to increase the amount by $1,000,000 for a revised total contract amount not to exceed $4,200,000. Funding: $300,000 is available in the Capital Budget of Austin Water. Funding for the remaining contract term is contingent upon available funding in future budgets. Recommended for approval on Commissioner Marzullo’s motion, Commissioner Wolstencroft’s second on an 8-0 vote with Commissioners Navarro, Pandurangi, and Penn absent. 1 WATER AND WASTEWATER COMMISSION MINUTES WEDNESDAY, JULY 15, 2026 3. 4. 5. 6. 7. Recommend approval to authorize a contract for construction services for the Central East Austin Water and Wastewater Pipeline Renewal Project for Austin Water with Underground Water Solutions, Co., in the amount of $4,067,015 plus a $406,702 contingency for a total contract amount not to exceed $4,473,717. Funding: $4,473,717 is available in the Capital Budget of Austin Water. Recommended for approval on Commissioner Marzullo’s motion, Commissioner Wolstencroft’s second on an 8-0 vote with Commissioners Navarro, Pandurangi, and Penn absent. Recommend approval to authorize a contract for construction services for the Elmhurst Drive Wastewater Pipe Renewal Project for Austin Water with HEI Civil Texas, LLC, in the amount of $4,784,754 plus a $478,476 contingency for a total contract amount not to exceed $5,263,300. Funding: $5,263,300 is available in the Capital Budget of …
WATER AND WASTEWATER COMMISSION BUDGET COMMITTEE MINUTES WEDNESDAY, JULY 23, 2026 WATER AND WASTEWATER COMMISSION BUDGET COMMITTEE REGULAR MEETING MINUTES WEDNESDAY, JULY 23, 2026 The Water and Wastewater Commission Budget Committee convened in a regular meeting on Wednesday, July 23, 2026, at 625 E 10th Street in Austin, Texas. Budget Committee Members in Attendance: Committee Chair Marcela Tuñón, Committee Vice Chair Chris Maxwell-Gaines, and Commissioner Evan Wolstencroft Budget Committee Members Absent: Commissioner Shwetha Pandurangi Chair Tuñón called the Water and Wastewater Commission Budget Committee to order at 3:05 p.m. PUBLIC COMMUNICATION: GENERAL None. APPROVAL OF MINUTES 1. Approval of minutes from the June 11, 2026 Water and Wastewater Commission Budget Committee meeting. The minutes from the Water and Wastewater Commission Budget Committee regular meeting on June 11, 2026 were approved on Vice Chair Maxwell-Gaines’ motion, Commissioner Wolstencroft’s second on a 3-0 vote. DISCUSSION ITEMS 2. Austin Water’s Proposed FY 2026-2027 Budget Update The update was provided by Austin Water Acting Assistant Director Christina Romero and Austin Water Deputy Director Joseph Gonzales. 3. Austin Water’s Proposed FY 2026-2027 through FY 2030-2031 Capital Spending Plan Update The update was provided by Austin Water Infrastructure Management Division Manager Martin Tower. DISCUSSION AND POSSIBLE ACTION ITEMS 4. Discussion and consider approval of the Budget Committee’s Report This item was withdrawn due to an insufficient posting description of this report. FUTURE AGENDA ITEMS Chair Tuñón announced that the Budget Committee will hold an additional meeting on July 29, 2026 at 3:30pm to review the Budget Committee’s report. Chair Tuñón adjourned the meeting at 3:56 p.m. without objection. 1
Capital Improvements Program Planning Martin Tower, P.E. Infrastructure Management Water & Wastewater Commission July 29, 2026 Austin Water Assets At A Glance More than 3,800 miles of water mains More than 2,900 miles of wastewater mains 3 water treatment plants 2 wastewater treatment plants 1 biosolids management plant 44 pump stations for water system 38 water reservoirs 142 wastewater lift stations Nearly 31,000 fire hydrants 20 campuses and 63 buildings Nearly 1,000 fleet vehicles and operational equipment Information technology 44,000 acres of managed wildlands 2 Capital Improvements Plan Development Annual process Built from zero, based on business cases Asset management data drives renewal funding levels ~600 projects are reviewed and validated each year Led by program area leaders and staff who identify: Asset risks and renewal needs Opportunities for enhancement and innovation Requirements for expanded capacity Reviewed and approved by executives who base approvals on: Managing risk to reliability and performance Affordability for customers AW CIP Business Case Example 3 Collaborative and Coordinated Planning Feedback from City departments and external agencies enable: Opportunities for Cooperation Reduced disturbance from construction Cost Efficiencies Purposeful and strategically aligned with: City of Austin Strategic Plan Austin Water Strategic Plan Austin Water Facility Plan Water Forward Imagine Austin 4 5-Year Plans for Generational Investments KEY EXAMPLES Walnut Creek Wastewater Treatment Plant Expansion Reclaimed Water System Improvements Williamson Creek Wastewater Interceptor Ullrich WTP Inherently Safer Disinfection Southwest Parkway Elevated Storage Tank 5 FY27-31 Capital Investment Portfolio Changes from Last Year’s 5YR Plan 358 projects worth $2.67B (97.3%) carried forward 114 Subprojects not carried forward totaling $73M (2.7%) 156 New subprojects totaling $150M (4.7%) Walnut Creek WWTP investments budget increased by $640M to $1.4B as bulk of project spending enters 5-year planning period Aquifer Storage & Recovery reduced $225M to $25M focusing on piloting $3.2B 6 Questions? Water & Wastewater Commission July 29, 2026
Austin Water Staffing Planning Water & Wastewater Commission | July 29, 2026 Austin Water Staffing Planning Annual Cycle Developed in Q1 of each Fiscal Year (FY) Two FYs submitted to City Budget Plan Full-time employees (FTEs) Temporary and contractor conversions Overtime reduction Robust Process Data Informed Collaborative – Vertical & Horizontal Repeatable Aligned & prioritized to Austin Water & Citywide Strategic Goals 2 Planning Cycle Q4: July - September Q2: January - March Q4: July - September Goals & Priorities Align Projects Enter Staffing Requests Budget Approval Finance Review Budget Forecast HR Recruitment Prep Goals & Priorities Align Projects Enter Staffing Requests Budget Approval Q1: October - December Position Requests Visualizations Forecasting 5-Year Plan HR Title Review Q3: April - June Budget Development 3 Connecting Resources & Priorities Process Improvements 2020 - Staffing System 2022 - Historical Data & Growth Rates 2024 - Position Types Temporary/Contractor Conversions 2025 - 5-Year Rolling Forecast Visualizations & Dashboard Maintain & Enhance Performance 2026 - Aligning Strategic Goals & Projects Austin Water Strategic Plan Annual Work Plans Collaboration Human Resources Titles, Job Descriptions, Hiring Finance Budget Impact 4 Staffing Planning – Current Process 1 2 3 4 5 Goals & Priorities Goals & Priorities • AW Strategic Plan • AW Strategic Plan • Citywide Strategic Plan • Citywide Strategic Plan Program Area Program Area Planning Planning • Maintain Performance • Maintain Performance • Enhance Performance • Enhance Performance Request Positions Request Positions Visualization Visualization Forecasting • AW Staffing System • AW Staffing System collects data needed collects data needed for City budget process for City budget process • 5-year Organizational • 5-year Organizational and Program Area and Program Area Dashboards Dashboards • Comprehensive 5-year plan 5 1) Goals & Priorities Plan Alignment City of Austin Imagine Austin Citywide Strategic Plan Austin Water Strategic Plan 7 Citywide x Austin Water CITYWIDE STRATEGIC PRIORITIES COMMUNITY HEALTH & SUSTAINABILITY ECONOMIC & WORKFORCE DEVELOPMENT EQUITABLE SERVICE DELIVERY HOMELESSNESS & HOUSING MOBILITY & CRITICAL INFRASTRUCTURE HIGH-PERFORMING GOVERNMENT PUBLIC SAFETY CH.3 CH.4 EW.1 ES.3 HH.1 MC.4 MC.5 HG.2 HG.3 PS.3 Service Excellence Community Trust Community Trust Community Trust Community Trust Proactive Infrastructure Proactive Infrastructure Next Level Thriving Team Proactive Infrastructure Citywide Strategic Plan | Performance ATX 8 Austin Water Strategic Goals Thriving …
Proposed Budget 2027 Austin Water | July 29, 2026 AGENDA FY 2027 Proposed Budget Overview Sources and Uses of Funds Capital Improvement Plan Debt Management Minimizing Bill Impacts Ongoing Budget Considerations 2 FY 2027 Proposed Budget Overview Austin Water Budget Overview & Highlights 2024 Cost of Service Study Rate design for equitable cost recovery by customer class Rates for water and wastewater services are self-sustaining Public Involvement Committee (PIC) reviewed methodology and provided input Extensive community engagement Austin Water and Community Priorities Phased rate increases FY 2025-2030 Prioritize affordability while investing in resiliency and reliability Strong financial health and stable bond ratings, with industry-leading debt management strategies FY 2027 Rate Impacts Proposed average monthly residential bill increase of $7.76 per month Customer Assistance Program average monthly bill increase of $6.96 per month 4 Fund Summary DESCRIPTION FY26 AMENDED BUDGET FY26 ESTIMATED FY27 PROPOSED BUDGET Beginning Fund Balance $289.0 $284.4 $288.1 Revenue & Transfers In $829.3 $840.3 $883.1 Expenditures & Transfers Out $863.9 $836.7 $899.8 Change in Fund Balance ($34.6) $3.6 ($16.8) Ending Fund Balance $254.4 $288.1 $271.3 FTEs 1,439 1,439 1,482 5 SOURCES & USES OF FUNDS 6 6 Sources of Funds Department Service Revenue: FY 2026 Amended: $761.8 million FY 2027 Proposed: $816.1 million $450 $400 $350 $300 $250 $200 $150 $100 $50 $0 $390.4 $367.2 $398.4 $369.3 $3.6 $3.7 Water Services Wastewater Services Reclaimed Water Services FY26 Amended FY27 Proposed $21.7 $23.6 Miscellaneous Revenue 7 Uses of Funds Department Expenditures: FY 2026 Amended: $863.9 million FY 2027 Proposed: $899.8 million $400 $350 $300 $250 $200 $150 $100 $50 $0 $348.4 $358.6 $281.3 $293.1 $197.0 $208.8 $37.2 $39.3 Program Requirements Other Requirements Debt Service Transfers FY26 Amended FY27 Proposed 8 Significant Requirement Changes (in millions) Wages and Benefits Contractuals and Commodities • $4.3M increase for City-wide wage adjustment • $2.4M increase for City-wide market study adjustment • $1.2M increase for employee health insurance cost • $5.1M increase for 44 new FTEs • $2.4M increase for street cut repairs • ($1.1M) decrease for water conservation advertising campaigns • • • ($1.3M) decrease for water conservation commercial incentives ($2.1M) decrease for consultant contracts and other services ($7.4M) decrease for budget utilization adjustment Utility Billing System Support Capital Related Costs • ($0.6M) decrease • $11.8M increase in debt service requirement • $18.7M increase in CIP cash financing targets 9 Transfer …
WATER & WASTEWATER COMMISSION BUDGET COMMITTEE REPORT Overview The Committee appreciates the opportunity to review Austin Water’s FY 2027-2031 Financial Forecast and Budget material and provide the following summary to the Water and Wastewater Commission. Budget Committee Members: Marcela Tuñón, Chair (District 9) Christopher Maxwell-Gaines, Vice Chair (District 8) Shwetha Pandurangi (District 6) Evan Wolstencroft (District 5) Budget Review Executive Summary Austin Water’s Acting Assistant Director of Financial Services, Christina Romero, and staff presented an update on Austin Water’s five-year financial forecast for FY27 - FY31. Staff also provided a recap of the 2024 cost of service study, which included revenue and rate projections, debt service management, and an overview of Austin Water’s Proposed FY 2026-2031 Capital Spending Plan and the Proposed FY 2026-2027 Budget. These items are highlighted below: 1) Enterprise Resiliency - Austin Water (AW) continues to focus on enhancing emergency preparedness and responsiveness, developing operational resiliency for a range of emergency conditions, and identifying and addressing natural hazards resulting from climate change. This is reflected in additional 44 FTE’s for FY27 to cover various strategic goals. 2) Key financial performance indicators • Operating Budget – FY2026 is estimated at $836.7 M, FY2027 proposed budget is $899.8 M. • Debt Coverage – FY2026 is estimated to be 2.22, FY2027 is forecasted to be 1.98, above AW’s financial policy target of 1.75. • Days Cash on Hand - FY2026 estimated to be 274 days, FY 2027 is forecasted to be 260 days, above AW’s goal of 245 days. • % Cash for CIP Spending – FY 2026 is estimated to be 36% at the current financial policy, and FY 2027 is forecasted to be 23.2% at a weighted average. The updated FY 2027 financial policy: 20% is desirable for generational projects and 35-50% for all other projects, resulting in a blended financial policy target of 29.9%. 3) Debt Management • The Utility continues to use capital recovery fees (CRF) for debt defeasance with $30 M debt defeasance FY 2027. • CRFs are declining and net revenue for FY25 was $29.5 M, and net revenue as of June 2026 was $17.0 M. • Other funding opportunities currently being utilized by AW include: o TWDB Low-interest loans to date of $363.6 M. o Second loan closing $5M of the total $45M SWIFT Polybutylene loan in November 2026 o $59M CWSRF loan for Walnut Creek WWTP Expansion to 100 MGD closed May …
WATER & WASTEWATER COMMISSION BUDGET COMMITTEE REPORT Overview The Committee appreciates the opportunity to review Austin Water’s FY 2027-2031 Financial Forecast and Budget material and provide the following summary to the Water and Wastewater Commission. Budget Committee Members: Marcela Tuñón, Chair (District 9) Christopher Maxwell-Gaines, Vice Chair (District 8) Shwetha Pandurangi (District 6) Evan Wolstencroft (District 5) Budget Review Executive Summary Austin Water’s Acting Assistant Director of Financial Services, Christina Romero, and staff presented an update on Austin Water’s five-year financial forecast for FY27 - FY31. Staff also provided a recap of the 2024 cost of service study, which included revenue and rate projections, debt service management, and an overview of Austin Water’s Proposed FY 2026-2031 Capital Spending Plan and the Proposed FY 2026-2027 Budget. These items are highlighted below: 1) Enterprise Resiliency - Austin Water (AW) continues to focus on enhancing emergency preparedness and responsiveness, developing operational resiliency for a range of emergency conditions, and identifying and addressing natural hazards resulting from climate change. This is reflected in additional 44 FTE’s for FY27 to cover various strategic goals. 2) Key financial performance indicators • Operating Budget – FY2026 is estimated at $836.7 M, FY2027 proposed budget is $899.8 M. • Debt Coverage – FY2026 is estimated to be 2.22, FY2027 is forecasted to be 1.98, above AW’s financial policy target of 1.75. • Days Cash on Hand - FY2026 estimated to be 274 days, FY 2027 is forecasted to be 260 days, above AW’s goal of 245 days. • % Cash for CIP Spending – FY 2026 is estimated to be 36% at the current financial policy, and FY 2027 is forecasted to be 23.2% at a weighted average. The updated FY 2027 financial policy: 20% is desirable for generational projects and 35-50% for all other projects, resulting in a blended financial policy target of 29.9%. 3) Debt Management • The Utility continues to use capital recovery fees (CRF) for debt defeasance with $30 M debt defeasance FY 2027. • CRFs are declining and net revenue for FY25 was $29.5 M, and net revenue as of June 2026 was $17.0 M. • Other funding opportunities currently being utilized by AW include: o TWDB Low-interest loans to date of $363.6 M. o Second loan closing $5M of the total $45M SWIFT Polybutylene loan in November 2026 o $59M CWSRF loan for Walnut Creek WWTP Expansion to 100 MGD closed May …
RECOMMENDATION TO COUNCIL WATER AND WASTEWATER COMMISSION 20260729 -002: Recommendation to Council on Austin Water’s Fiscal Year 2026-2027 Budget Date of Approval: July 29, 2026 Recommendation The Water and Wastewater Commission recommends approval of Austin Water’s Fiscal Year 2026- 2027 Proposed Operating Budget, Capital Budget, new appropriations, rates, and fees, and 5-Year Capital Improvement (CIP) spending plan. Description of Recommendation to Council Austin Water maintains a stable financial outlook. This outlook is supported by strong bond ratings, including Moody’s recent upgrade to Aa1, as well as a five-year forecast that complies with Council-approved financial policies. A key exception to these policies is reduced cash financing for major generational projects, such as the Walnut Creek Wastewater Treatment Plant expansion, where debt financing allows future customers to share the cost of large capital improvements from which they will benefit. The Budget Committee recommends approval of the proposed FY 2027 Austin Water budget. In support of that recommendation, the Committee encourages future budget processes to continue prioritizing outreach and education to Austin Water customers about water conservation. Before Austin Water decreases program funding for outreach and education about conservation, other cost-reduction strategies should be evaluated. Although recent rainfall and flooding have improved water supply conditions, demand-side strategies like conservation must remain a core component of Austin Water’s approach alongside Water Forward supply-side efforts, such as Indirect Potable Reuse and Aquifer Storage and Recovery, as Austin prepares for continued growth, climate variability, and future drought conditions. Motioned By: Commissioner Alex Navarro Seconded By: Commissioner Jesse Penn Vote: 9-0 For: Chair Chris Maxwell-Gaines, Vice Chair Marcela Tuñón, Commissioners Amanda Marzullo, Alex Navarro, Alex Ortiz, Jesse Penn, Mike Reyes, Shannon Trilli, and Evan Wolstencroft. Against: None Abstain: None Absent: Commissioners Andrew Maas and Shwetha Pandurangi Attest: Vicky Addie, Water and Wastewater Commission Liaison Vicky Addie
REGULAR MEETING OF THE PLANNING COMMISSION TUESDAY, JULY 28, 2026, AT 6 P.M. AUSTIN CITY HALL, COUNCIL CHAMBERS, ROOM 1001 301 WEST 2ND STREET AUSTIN, TEXAS Some members of the Planning Commission may be participating by videoconference. The meeting may be viewed online at: http://www.austintexas.gov/page/watch-atxn-live 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 2 p.m. on the day of the meeting is required for remote participation by telephone. To register to speak remotely, please use the QR code or link at the end of this document. If you have questions regarding speaker registration, please contact Ella Garcia, Staff Liaison, at LandUseLiaison@austintexas.gov or by phone at 512-978-0821. CURRENT COMMISSIONERS: Alice Woods, Chair (District 2) Casey Haney, Vice Chair (Mayor’s Representative) Felicity Maxwell, Secretary (District 5) Imad Ahmed, Parliamentarian (District 6) Anna Lan (Mayor’s Representative) Vacant (Mayor’s Representative) Chris Gannon (District 1) EX-OFFICIO MEMBERS: Nadia Barrera-Ramirez (District 3) Brian Bedrosian (District 4) Adam Powell (District 7) Peter Breton (District 8) Danielle Skidmore (District 9) Joshua Hiller (District 10) Jeffery Bowen, Chair of Board of Adjustment TC Broadnax, City Manager Candace Hunter, A.I.S.D. Board of Trustees Richard Mendoza, Director of Transportation and Public Works Staff Liaison: Ella Garcia, 512-978-0821 Attorney: Jenna Schwartz, 512-978-0871 Page 1 of 6 AGENDA CALL TO ORDER PUBLIC COMMUNICATION: GENERAL The first four speakers signed up prior to the meeting being called to order will each be allowed a three-minute allotment to address their concerns regarding items not posted on the agenda. APPROVAL OF MINUTES 1. Approve the minutes of the Planning Commission regular meeting on Tuesday, July 14, 2026. PUBLIC HEARINGS 2. Rezoning: Location: C14-2025-0051 - Woodward Mixed Use Flats; District 3 3426 ½ Parker Lane and 1710, 1712, 1714, 1716, 1718, 1720, 1722, 1724 Woodward Street, Country Club West Watershed; East Riverside/Oltorf Combined (Parker Lane) Neighborhood Planning Area Owner/Applicant: Flats on Woodward LLC Agent: Request: Staff Rec.: Staff: Thrower Design LLC (Victoria Haase) MF-3 to GR-DB90 Applicant postponement request to August 25, 2026 Jonathan Tomko, AICP, 512-974-1057, jonathan.tomko@austintexas.gov Austin Planning 3. Rezoning: Location: C14-2026-0008 - 1900 Rosewood Block; District 1 1155 Chicon Street; 1900, 1902, 1904, 1906 Rosewood Street; 1152 Poquito Street, Boggy Creek Watershed; Rosewood Neighborhood Planning Area Owner/Applicant: 2019 Bagels, LP and Poquito …
SPEAKER REGISTRATION All participants wishing to address the commission must register to speak. Public participation is available by teleconference or in-person. Presentations and handouts are requested to be e- mailed by 1:00 p.m. on the day of the meeting. TELECONFERNCE REGISTRATION Registration for participation by teleconference closes at 2:00 p.m., the day of the meeting. Teleconference code and additional information to be provided after the closing of the teleconference registration period. IN-PERSON REGISTRATION While in-person registrants are encouraged to register in advance of the meeting, in-person registration closes at 5:30 p.m., the day of the meeting. Please scan the QR code below with a mobile device or click on the link below. Mobile devices will also be available at the meeting for public use for the purpose of speaker registration. SPEAKER DONATION OF TIME For discussion cases, speaker donation of time is an available option for in-person participants. Both the registered speaker donating time and the speaker recipient must be present when the public hearing is conducted. See chart below regarding speaker time allotments. SPEAKING ORDER The speaking order is determined by the order in which individuals register to speak and is conducted on a first-come, first-served basis. If multiple speakers register as the Primary Speaker, the first to register is allotted the additional speaking time. Participants who are part of a group or organization and wish to request a specific speaking order must contact Ella Garcia, Staff Liaison, at LandUseLiaison@austintexas.gov or 512-978-0821 as soon as possible, and no later than 2:00 p.m. on the day of the meeting. Click on the link below or scan the QR code and submit the form to register to speak. Speakers should submit a separate registration form for each item of interest. https://forms.office.com/g/W9r6dSSkUG SPEAKER TESTIMONY TIME ALLOCATION PUBLIC HEARING CASES – CONSENT ITEMS *Donation of time is not an option for consent items. All speakers in favor or opposed 2 minutes each PUBLIC HEARING CASES – DISCUSSION ITEMS The applicant/speaker designated by the applicant or the primary speaker in favor Primary speaker opposed All other speakers in favor or opposed 5 minutes; up to 9 minutes total with donated time, plus a 2 minute rebuttal 5 minutes; up to 9 minutes total with donated time 2 minutes each; up to 6 minutes total with donated time DISCUSSION POSTPONEMENT *Donation of time is not an option for discussion postponement. The applicant/speaker designated by the …
PLANNING COMMISSION MEETING MINUTES Tuesday, July 14, 2026 PLANNING COMMISSION MEETING MINUTES REGULAR MEETING TUESDAY, JULY 14, 2026 The Planning Commission convened in a regular meeting on Tuesday, July 14, 2026, at Austin City Hall, Boards and Commissions, Room 1101, 301 W. Second Street, in Austin, Texas. Chair Woods called the Planning Commission Meeting to order at 6:07 p.m. Commissioners in Attendance: Alice Woods, Chair Casey Haney, Vice Chair Felicity Maxwell, Secretary Imad Ahmed, Parliamentarian Brian Bedrosian Peter Breton Commissioners in Attendance Remotely: Chris Gannon Nadia Barrera-Ramirez Danielle Skidmore Commissioners Absent: Joshua Hiller Anna Lan Adam Powell Ex-Officio Members Absent: Jeffery Bowen TC Broadnax Candace Hunter Richard Mendoza 1 Vacancy on the Dais 1 PLANNING COMMISSION MEETING MINUTES Tuesday, July 14, 2026 PUBLIC COMMUNICATION: GENERAL None. APPROVAL OF MINUTES 1. Approve the minutes of the Planning Commission regular meeting on Tuesday, June 23, 2026. The minutes from the meeting of Tuesday, June 23, 2026, were approved on the consent agenda on Commissioner Breton’s motion, Vice Chair Haney’s second, on a 9-0 vote. Commissioners Hiller, Lan, and Powell were absent. 1 vacancy on the dais. PUBLIC HEARINGS 2. Plan Amendment: NPA-2026-0019.01 - 3701 Speedway, 3703 Speedway and 104 East 37th Location: Owner/Applicant: Agent: Request: Staff Rec.: Staff: Street NPA; District 9 3701 and 3703 Speedway and 104 East 37th Street, Waller Creek Watershed; Central Austin Combined (North University) Neighborhood Planning Area La Familia Partnership LTD, a Texas limited partnership Dubois Bryant & Campbell, LLP (David Hartman) Mixed Use/Office to Mixed Use land use Recommended Maureen Meredith, 512-974-2695, maureen.meredith@austintexas.gov Austin Planning The motion to approve Staff’s recommendation of Mixed Use land use for NPA-2026- 0019.01 - 3701 Speedway, 3703 Speedway and 104 East 37th Street NPA; District 9, located at 3701 and 3703 Speedway and 104 East 37th Street, was approved on the consent agenda on Commissioner Breton’s motion, Vice Chair Haney’s second, on a 9-0 vote. Commissioners Hiller, Lan, and Powell were absent. 1 vacancy on the dais. 3. Rezoning: Location: Owner/Applicant: Agent: Request: Staff Rec.: Staff: C14-2026-0020 - 3701 Speedway, 3703 Speedway and 104 East 37th Street Rezoning; District 9 3701 and 3703 Speedway and 104 East 37th Street, Waller Creek Watershed; Central Austin Combined (North University) Neighborhood Planning Area La Familia Partnership LTD, a Texas limited partnership Dubois Bryant & Campbell, LLP (David Hartman) LO-NCCD-ETOD-DBETOD-NP to LR-NCCD-ETOD-DBETOD-NP Recommended Cynthia Hadri, 512-974-7620, cynthia.hadri@austintexas.gov Austin Planning The motion to approve Staff’s …
Outlook RE: Applicant Postponement Request Woodward Mixed Use Flats ((14-2025-0051) From Victoria Date Tue 7/21/202612:50 PM To Cc Ron Thrower > > I Hello Jonathan, External Email - Exercise Caution I would like to postpone this case to the August 25th Planning Commission hearing and will submit an amendment to the application this week. T hank you, Victoria Haase 7��Af!� th rower design. com Mail: P.O. Box 41957, Austin, Texas 78704 Physical: 1507 Inglewood St., Austin, Texas 78741-1141 02 C14-2025-0051 - Woodward Mixed Use Flats; District 31 of 1
Outlook RE: (14-2026-0008 - 1900 Rosewood Block Applicant Postponement to 9/8/2026 From Michael Whellan Date Wed 7/22/2026 6:07 PM To Tomko, Jonathan Cc > > >; Michael Whellan I External Email - Exercise Caution Yes, on behalf of the applicant, please postpone the hearing until September ath . Thank you. MJW. 03 C14-2026-0008 - 1900 Rosewood Block; District 11 of 1
ZONING CHANGE REVIEW SHEET CASE: C14-2026-0029 (9807 Middle Fiskville Road) DISTRICT: 4 ADDRESS: 9807 Middle Fiskville Road ZONING FROM: W/LO-CO-NP and CS-NP TO: LI-CO-NP SITE AREA: approximately 1.061 acres (approximately 46,211 square feet) PROPERTY OWNER: RLF III Central, LLC AGENT: DPR Construction (Stephen Rye) CASE MANAGER: Jonathan Tomko, AICP (512) 974-1057, jonathan.tomko@austintexas.gov STAFF RECOMMEDATION: Staff recommends granting limited industrial services-conditional overlay-neighborhood plan (LI-CO-NP) combining district zoning. The Conditional Overlay would prohibit the following 15 uses: - Bail Bond Services - Service Station - Outdoor Entertainment - Exterminating Services - Recycling Center - Performance Venue - Kennels - Club or Lodge - Liquor Sales - Drop-Off Recycling Collection Facility - Basic Industry - Outdoor Sports & Recreation - Indoor Sports and Recreation - Resource Extraction - Scrap and Salvage The staff’s recommendation would maintain the elements of the conditional overlay from Ordinance 010614-29 and 010830-42 which include a 35-foot wide vegetative buffer north and east of the property lines, and prohibit vehicular access from the property to Northcape Drive. This recommendation does not include any vehicle trip count limitations. For a summary of the basis of Staff’s recommendation, please see the basis of recommendation section below. PLANNING COMMISSION ACTION / RECOMMENDATION: July 28, 2026: Case is scheduled to be heard by Planning Commission CITY COUNCIL ACTION: TBD ORDINANCE NUMBER: TBD 04 C14-2026-0029 - 9807 Middle Fiskville; District 41 of 14 C14-2026-0029 2 ISSUES: In certain cases, limited industrial services (LI) zoning may be used within the mixed-use future land use category, provided the most intense industrial uses are limited through a Conditional Overlay. Therefore, Staff has determined that a plan amendment application is not required for this case. CASE MANAGER COMMENTS: The property in question is currently a former Frito Lay Distribution center of approximately 50,000 square feet that was constructed in approximately 1981 and approximately 150,000 square feet of paved parking. The previous conditional overlay from 2001 included a 35-foot vegetative buffer to the north and the east of the property to buffer the single-family neighborhood to the north and the east. It also included prohibiting vehicular traffic to Northcape Drive to the south of the property. While limited industrial services zoning is close to an existing single-family neighborhood, this appears to be a reuse of an existing building that has been there since 1981. The site is 1/3 mile north of East Rundberg Lane and approximately 500 feet east …
PLANNING COMMISSION SITE PLAN WAIVER REQUEST REVIEW SHEET CASE: SP-2025-0251C PLANNING COMMISSION DATE: July 28, 2026 (Continued from July 14, 2026) COUNCIL DISTRICT: 9 PROJECT NAME: 815 W 11th Street Office Building ADDRESS OF SITE: 815 W 11th Street APPLICANT: BSF Land Ventures, LLC (Kevin Fleming) AGENT: Bleyl Engineering (Jason Rodgers) AREA: 0.147 acre (6,425 sq.ft.) WATERSHED: Shoal Creek Creek (Urban) WATERSHED ORDINANCE: Comprehensive Watershed Ordinance C.I.P. STATUS: N/A T.I.A.: N/A CAPITOL VIEW: MOPAC Bridge Capitol View Corridor. See Attached Letter. PROPOSED DEVELOPMENT: The applicant is proposing a four story office/residential building with a single residential unit on the fourth floor. Structure parking is proposed on a below ground level and at street level. A waiver is requested from the requirement to place a pedestrian oriented use between the first floor parking and the street. EXISTING ZONING: The site is zoned DMU-CO-ETOD-DBETOD. The Conditional (CO) overlay establishes a height limit of 40 feet for commercial uses and up to 60 feet for Residential uses above 40 feet. DESCRIPTION OF WAIVER: LDC Section 25-6-591 (see appendix) establishes parking standards for projects in the downtown CBD and DMU Zones. One of those requirements is that a parking garage must be separated from an adjacent street by a pedestrian-oriented use. Allowed pedestrian-oriented uses are listed in LDC Section 25-2-691 and include residential uses as well as a variety of retail, restaurant and personal services uses. LDC Section 25-6-591D authorizes the Planning Commission to waive the requirement to provide a pedestrian oriented use if enforcing that regulation does not allow a reasonable use of the property or if other circumstances attributable to the property make compliance impractical. The applicant is requesting a waiver based on the size and configuration of the lot and the proposed access and parking layout. The subject site is a mid-block parcel, approximately 50 feet wide with frontage on 11th Street to the north and to the alley on the south. The proposed building extends to the east and west property lines. A below-ground parking level 10 spaces (including one ADA space) be accessed from the alley. Ten enclosed parking spaces (including 6 compact spaces) would be accessed at street level from 11th Street. The two-way driveway access to the first floor parking is 18 feet wide. As designed, the driveway is generally central to the building, with a 20 foot wide stairwell and elevator lobby to the west, and …
Board/Commission Questionnaire: Annual Internal Review 1. Board or commission name. a. Planning Commission 2. Have the board/commission's actions throughout the year complied with City Council directives and bylaws? This should address all elements of the board's mission statement as provided in the relevant sections of the City Code. a. Yes 3. How many recommendations did your board or commission approve? a. 4 4. Please list the recommendation numbers. a. 20250923-013; 20260324-017; two recommendations approved but still pending final versions. 5. Which recommendations are closely aligned to the organization's core mission and why? a. 20250923-013: Recommending amendments to Title 25 so non-residential and mixed-use projects can use the DB90 and DBETOD density bonus programs is a direct exercise of the Commission's Charter Article X(B)(ii) duty to review and recommend on proposed land development regulations, and it advances the comprehensive plan's compact-and-connected growth goals by making density bonus areas walkable and mixed-use rather than residential-only. b. September 9, 2025 (Housing-Related Code Amendments): Recommending that Council harmonize the Land Development Code with the City's technical codes and criteria manuals so that HOME Phases 1 and 2 produce the housing capacity Council intended falls squarely within Charter Article X(B)(ii) and X(E), which charge the Commission with recommending on land development regulations and monitoring the effectiveness of adopted policy, and it serves the housing affordability goals at the center of the comprehensive plan. 6. Which recommendations are adjacent to the organization's core mission and why? a. 20260324-017: Requesting FY26-27 funding for commissioner training, more usable staff reports for rezoning and NPA cases, a technical focus group on code amendments, a community liaison for the zoning process, and an Ordinance and Policy Support Office builds the Commission's and the City's capacity to do land-use work well rather than performing that work directly, and will improve the quality of the Commission's recommendations to Council. b. February 10, 2026 (Online Message Board): Recommending that Council authorize and staff an online message board for Planning Commissioners does not itself review a plan, regulation, or plat, but it strengthens how the Commission deliberates between meetings and how transparently it does so under State law, supporting its function as an advisory body to Council under Charter Article X(H). 7. Please share any further context that could support or explain your recommendations. a. The Commission's recommendations this period share a common throughline: ensuring that land use policy Council has already adopted actually …
REGULAR MEETING OF THE HISPANIC LATINO QUALITY OF LIFE RESOURCE ADVISORY COMMISSION TUESDAY, JULY 28, 2026, 6:00 PM AUSTIN CITY HALL, BOARDS AND COMMISSIONS ROOM 1101 301 W 2nd STREET AUSTIN, TEXAS Some members of the Hispanic Latino Quality of Life Resource Advisory Commission may be participating by videoconference. 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, contact Nekaybaw Watson at nekaybaw.watson@austintexas.gov or 512-974-2562. CURRENT COMMISSIONERS: Lyssette Galvan, Chair Amanda Afifi Andrea Flores Yesenia Ramos AGENDA CALL TO ORDER PUBLIC COMMUNICATION: GENERAL Dulce Castañeda, Vice Chair Elizabeth Morales Jesús Perales Melissa Ruiz The first ten speakers signed up prior to the meeting being called to order will each be allowed a three-minute allotment to address their concerns regarding items not posted on the agenda. APPROVAL OF MINUTES 1. Approve the minutes of the Hispanic Latino Quality of Life Resource Advisory Commission special called meeting on June 23, 2026. STAFF BRIEFING 2. Staff briefing from Austin Public Health regarding general information on the Domestic Violence Center. Presentation by Laura LaFuente, Assistant Director, Austin Public Health and Akeshia Johnson Smothers, Program Manager III, Austin Public Health. 3. Staff briefing from Austin Police Department regarding the transition of the Eloise House to Brave. Presentation by Kachina Clark, Division Manager, Austin Police and Marcy Alonzo, Sexual Assault Response and Resource Team (SARRT) Coordinator, Austin Police. 4. Staff briefing from Austin Arts, Culture, Music and Entertainment (ACME) regarding Spanish Language support for ACME funding programs. Presentation by Morgan Messick, Assistant Director, ACME and Laura Odegaard, Division Manager – Cultural Affairs and Investments, ACME. 5. Staff briefing regarding the 2026 East Austin Historic Resource Survey. Presentation by Sofia Wagner, Planner III, Austin Planning. DISCUSSION AND ACTION ITEMS 6. Approve a revision of the bylaws to add public safety to the purpose and duties. 7. Approve a Recommendation to Council to Protect Language Access Programs. 8. Approve a Recommendation to Council to Protect SAFE Alliance and Eloise House 9. Approve a Recommendation to Council to Protect Mental Health Services 10. Approve a Recommendation to Protect Community Hubs and Organizations with Wraparound Services. FUTURE AGENDA ITEMS ADJOURNMENT The …
Hispanic/Latino Quality of Life Resource Advisory Commission June 23, 2026 HISPANIC/LATINO QUALITY OF LIFE RESOURCE ADVISORY COMMISSION REGULAR MEETING MINUTES TUESDAY, JUNE 23, 2026 The Hispanic/Latino Quality of Life Resource Advisory Commission convened in a regular meeting on Tuesday, June 23, 2026, at Permitting and Development Center, room 1401. Chair Galvan called the Hispanic/Latino Quality of Life Resource Advisory Commission Meeting to order at 6:06 p.m. Commissioners in Attendance: Lysette Galvan, Chair Commissioners in Attendance Remotely: Dulce Castañeda, Vice Chair Andrea Flores Elizabeth Morales Yesenia Ramos Melissa Ruiz PUBLIC COMMUNICATION : GENERAL None. APPROVAL OF MINUTES 1. Approve the minutes of the Hispanic Latino Quality of Life Resource Advisory Commission special called meeting on June 4, 2026. The minutes from the meeting on June 4, 2026, were approved during the June 23, 2026 meeting on Vice Chair Castañeda’s motion, Commissioner Morales’ second on a 6-0 vote. STAFF BRIEFING 2. Staff briefing regarding Levers of Economic Mobility Index. Presentation by Gary Aaron, Business Process Consultant Sr, Austin Equity and Inclusion and Shivani Datar, Business Process Specialist, Austin Equity and Inclusion. The briefing was given by Gary Aaron, Business Process Consultant Sr, Austin Equity and Inclusion and Shivani Datar, Business Process Specialist, Austin Equity and Inclusion. DISCUSSION ITEMS 1 Hispanic/Latino Quality of Life Resource Advisory Commission June 23, 2026 3. Discussion regarding the Grant Process Working Group. Discussed. 4. Discussion regarding goals and objectives of the commission for the upcoming year. Discussed. 5. Discussion regarding a review of the bylaws. Discussed. 6. Discussion regarding a new quality of life study for the Hispanic / Latino community for FY 2027. Discussed. DISCUSSION AND ACTION ITEMS 7. Approve a Recommendation to Council regarding the Austin Resilience Network. The motion to approve a Recommendation to Council regarding the Austin Resilience Network was approved on Commissioner Ramos’ motion, Commissioner Ruiz’s second on a 6-0 vote. Commissioners Afifi and Perales were absent. 8. Approve the creation of a Public Health Working Group that researches health outcomes for Latino Austinites. The motion to a approve the creation of a Public Health Working group that researches health outcomes for Latino Austinites with Chair Galvan, and Commissioners Ramos and Ruiz as members was approved on Vice Chair Castañeda’s motion, Commissioner Ramos’ second on a 6-0 vote. Commissioners Afifi and Perales were absent. FUTURE AGENDA ITEMS ADJOURNMENT Chair Galvan adjourned the meeting at 6:48 p.m. without objection. 2
East Austin Historic Resource Survey Update Hispanic/Latino Quality of Life Resource Advisory Commission Briefing Austin Planning | July 28, 2026 Why Survey? Why Survey? Know what we have so we can better plan for the future Provide useful information to property owners Guide recommendations of City staff and the Historic Landmark Commission Inform interpretive and wayfinding projects Identify potential heritage tourism sites 2 Project Area Project Area Expanded boundaries from 2016 Updated timeframe for building age (built by 1983) Approx. 9,000 resources on 7,100 parcels Eastern boundary of 2016 survey 2016 East Austin Survey 5,300 parcels surveyed 6,660 resources documented (built by 1971) Lady Bird Lake 3 What Does a Historic Resource Survey Do? What Does a Historic Resource Survey Do? Documents older buildings, structures, objects, and sites via: 11. Fieldwork 22. Archival research 33. Community input Provides context for how areas developed Recommends individual properties and areas for potential historic designation Does not change zoning or property tax—informational document only 4 Fieldwork 1 Fieldwork For all buildings in survey area: Photographs For buildings constructed by 1983: Architectural character and physical integrity Heritage tourism sites 5 Archival Research 2 Archival Research Expanded historic context statement for East Austin with historical trends and events through 1983 Histories of potential historic districts Occupancy histories of properties that retain integrity Images from Austin History Center, Austin Public Library 6 Community Input 3 Community Input Community questionnaire: Provide context not found in archives Identify additional significant places Oral histories 7 Recommendations Recommendations 1. Compile archival research findings 2. 3. Integrate community input Identify historical themes and trends 4. Evaluate eligibility for local and National Register historic designation 5. Assess potential historic district boundaries 8 What Happens After a Survey? What Happens After a Survey? Outreach and workshops for owners of properties identified as eligible for historic designation Heritage Preservation Grant outreach to eligible sites that serve tourists 2016 Survey Recommendations by the Numbers 298 potential historic landmarks 24 potential historic districts 337 properties eligible for individual National Register listing 9 Project Timeline Project Timeline INFORMATION COLLECTION Field survey Archival research Community input PRELIMINARY RECOMMENDATIONS • Public feedback on draft report SURVEY RECOMMENDATIONS • Final report • Targeted follow up 2026 2027 2028 10 Project Timeline t n …
East Austin Historic Resource Survey Update Hispanic/Latino Quality of Life Resource Advisory Commission Briefing Austin Planning | July 28, 2026 Why Survey? Why Survey? Know what we have so we can better plan for the future Provide useful information to property owners Guide recommendations of City staff and the Historic Landmark Commission Inform interpretive and wayfinding projects Identify potential heritage tourism sites 2 Project Area Project Area Expanded boundaries from 2016 Updated timeframe for building age (built by 1983) Approx. 9,000 resources on 7,100 parcels Eastern boundary of 2016 survey 2016 East Austin Survey 5,300 parcels surveyed 6,660 resources documented (built by 1971) Lady Bird Lake 3 What Does a Historic Resource Survey Do? What Does a Historic Resource Survey Do? Documents older buildings, structures, objects, and sites via: 11. Fieldwork 22. Archival research 33. Community input Provides context for how areas developed Recommends individual properties and areas for potential historic designation Does not change zoning or property tax—informational document only 4 Fieldwork 1 Fieldwork For all buildings in survey area: Photographs For buildings constructed by 1983: Architectural character and physical integrity Heritage tourism sites 5 Archival Research 2 Archival Research Expanded historic context statement for East Austin with historical trends and events through 1983 Histories of potential historic districts Occupancy histories of properties that retain integrity Images from Austin History Center, Austin Public Library 6 Community Input 3 Community Input Community questionnaire: Provide context not found in archives Identify additional significant places Oral histories 7 Recommendations Recommendations 1. Compile archival research findings 2. 3. Integrate community input Identify historical themes and trends 4. Evaluate eligibility for local and National Register historic designation 5. Assess potential historic district boundaries 8 What Happens After a Survey? What Happens After a Survey? Outreach and workshops for owners of properties identified as eligible for historic designation Heritage Preservation Grant outreach to eligible sites that serve tourists 2016 Survey Recommendations by the Numbers 298 potential historic landmarks 24 potential historic districts 337 properties eligible for individual National Register listing 9 Project Timeline Project Timeline INFORMATION COLLECTION Field survey Archival research Community input PRELIMINARY RECOMMENDATIONS • Public feedback on draft report SURVEY RECOMMENDATIONS • Final report • Targeted follow up 2026 2027 2028 10 Project Timeline t n …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number: [20260728-007]: Recommendation on the Language Access Programs Date of Approval: July 28, 2026 Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission commends the Austin City Council for maintaining funding for language access services across City departments during the FY 2026-2027 budget process. The Commission recommends that Council continue prioritizing language access as an essential City service and ensure future investments sustain multilingual communication, interpretation, translation, and culturally responsive outreach so that all Austin residents can meaningfully access City programs, services, and civic engagement opportunities. Description of Recommendation to Council: Language access is a cornerstone of equitable government services. Austin’s diverse communities rely on multilingual communication to access public health information, emergency notifications, housing resources, transportation services, social services, and opportunities to participate in local government. The Commission recognizes the City’s continued investments in language access initiatives, including the Communications and Public Information Office (CPIO), the iSpeak Language Access Program, and departmental language access efforts that help ensure residents with limited English proficiency can receive information and services in a language they understand. These investments support: ● Translation and interpretation services across City departments. ● Multilingual public communications and emergency notifications. ● Greater access to City programs and services. ● Increased civic participation through language-accessible meetings, materials, and community engagement. ● More equitable delivery of public services for Austin’s diverse communities. By maintaining these investments, the City continues to reduce barriers to accessing essential services and strengthens trust between local government and the communities it serves. Rationale: During our Public Health Workgroup meeting with community members, participants consistently identified language access as an essential component of public health, community safety, and equitable access to City services. Participants emphasized that language access extends beyond translation documents, it also includes: ● Culturally responsive outreach ● Trusted community partnerships ● Ensures residents receive accurate information in ways that are accessible and meaningful Workgroup members also discussed the growing concerns among immigrant and mixed-status families about accessing services due to fears surrounding immigration enforcement. In this environment, clear multilingual communication and trusted access points are increasingly important to ensure residents understand available services and feel safe seeking assistance. The Commission appreciates that language access services were not proposed for funding reductions during this budget cycle and encourages the City to continue treating language access as essential infrastructure that supports equity, public health, …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number: [20260728-008]: Recommendation on SAFE Alliance & Eloise House Date of Approval: July 28, 2026 Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission recommends that the Austin City Council, in partnership with Travis County, ensure that Austin's response to domestic and sexual violence is grounded in a survivor-centered, trauma-informed continuum of care by maintaining investment in SAFE Alliance's survivor services and strengthening partnerships with SAFE Alliance to ensure survivors have seamless access to community-based advocacy, forensic services, shelter, counseling, legal services, and culturally responsive support. The Commission further recommends that the City prioritizes care models that minimize retraumatization and reduce barriers to accessing services, recognizing that trauma-informed care extends beyond the forensic exam and includes immediate advocacy, continuity of care, and coordinated wraparound services. The Commission also recommends that the City continues evaluating Austin's forensic exam system through meaningful engagement with survivors, advocates, and community-based organizations to ensure operational and funding decisions are guided by trauma-informed best practices and centered on the needs of survivors. Description of Recommendation to Council: SAFE Alliance has long operated Eloise House, Austin’s only community-based, non-hospital forensic exam center. The model integrates forensic nursing, crisis advocacy, legal services, shelter, counseling, and culturally responsive support into a coordinated continuum of care centered on survivor needs. Unlike a traditional hospital setting, Eloise House was intentionally designed to reduce trauma by providing: ● Trauma-informed forensic care ● A community-based setting outside the emergency room ● Services at no cost to survivors ● Advocates who remain with survivors throughout the forensic exam process ● Immediate connection to wraparound services, including shelter, counseling, legal advocacy, and safety planning SAFE Alliance currently provides approximately: ● 600 forensic exams annually ● Services to more than 700 survivors each day ● More than 27,000 SAFEline contacts each year ● Services in which approximately 50% of clients identify as Hispanic/Latinx ● Approximately 95% of regional forensic exams were through Eloise House (prior to ending the forensic exams) Although the transition of forensic exams has occurred, the Commission remains concerned that separating forensic exams from SAFE Alliance’s integrated advocacy model may increase barriers to care for survivors. The Commission believes Austin should continue strengthening partnerships with SAFE Alliance to ensure survivors have seamless access to advocacy, wraparound services, and culturally responsive support throughout the forensic exam process and beyond. It is equally critical …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number:[20260728-009]: Recommendation on Protecting Mental Health Services Date of Approval: July 28, 2026 Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission recommends that the Austin City Council prioritize funding for community-based mental health prevention, early intervention, and diversion services during the FY 2026-2027 budget process and avoid reductions to programs that prevent behavioral health crises, improve access to care, and promote long-term community well-being. The Commission further recommends that Council continue prioritizing investments that address mental health before individuals reach crisis, recognizing that prevention-focused services improve health outcomes, reduce reliance on emergency response systems, and strengthen economic stability for individuals and families. Description of Recommendation to Council: Mental health is a public health issue that affects every aspect of an individual’s quality of life, including housing stability, educational attainment, employment, family well-being, and community safety. During our Public Health Workgroup meeting with community members, participants consistently identified prevention, early intervention, and diversion as priorities that should remain protected during the City’s budget process. Participants emphasized the importance of expanding access to community-based mental health services before residents experience crises requiring emergency rooms, law enforcement involvement, or hospitalization. The workgroup discussed the value of innovative service delivery models, including rapid- access behavioral health services, telehealth, and diversion initiatives that connect residents to care quickly while reducing barriers related to transportation, cost, language, and stigma. Participants also emphasized the importance of culturally responsive and bilingual services that meet the needs of Austin’s increasingly diverse population. Rationale: Public investment in prevention is both fiscally responsible and essential to improving community health outcomes. Workgroup participants emphasized that the City’s behavioral health investments should prioritize prevention alongside crisis response, recognizing that early intervention reduces long-term costs while improving quality of life. Research discussed during the meeting noted that diversion programs can save approximately seven dollars for every dollar invested through reduced involvement with emergency response systems and the criminal legal system. Investing in prevention reduces demand on emergency rooms, law enforcement, jails, and other acute and high-cost systems while connecting residents to appropriate care earlier. The Commission recognizes that final funding recommendations are still under development for social services contracts. Regardless of which contracts are ultimately proposed for reduction, the Commission encourages the Austin City Council to prioritize investments that strengthen prevention, improve equitable access to behavioral health care, and support community well- …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number: [20260728-010]: Recommendation on Community-Based Organizations Date of Approval: July 28, 2029 Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission recommends that the Austin City Council prioritize continued investment in community-based organizations that provide wraparound services and avoid funding reductions that would diminish the capacity of trusted organizations serving Austin residents. The Commission further recommends that budget decisions recognize community-based organizations as essential public health infrastructure because they serve as community hubs that connect residents to multiple services, provide culturally responsive support, and address complex and interconnected needs. If reductions to community-based contracts are being considered, the Commission recommends that the City evaluate the potential long-term fiscal impacts of those reductions, including the potential increased demand on crisis response systems, healthcare services, housing interventions, and other publicly funded programs. Description of Recommendation to Council: Families rarely experience challenges in isolation. Individuals seeking assistance with housing instability may also require food assistance, behavioral health services, workforce development, childcare, legal assistance, transportation support, or assistance navigating public benefits. Community-based organizations serve as accessible entry points that help residents navigate these interconnected systems while providing services rooted in the communities they serve. During our Public Health Workgroup meeting with community members, participants emphasized the importance of protecting organizations that function as community hubs by providing multiple services under one roof or connecting residents to coordinated networks of care. Participants also highlighted the importance of ensuring these spaces remain welcoming, trusted, and accessible for immigrant and mixed-status families who may be hesitant to seek services through traditional government systems. Rationale: Community-based organizations represent critical public health infrastructure in our city. Their work extends beyond direct service delivery by strengthening neighborhood relationships, connecting residents to available resources, preventing crises before they occur, and improving long-term health and economic outcomes. Reducing funding for community-based organizations does not eliminate community need, it reduces the community’s capacity to respond. Funding reductions may result in fewer staff, reduced operating hours, longer wait times, and diminished access to essential services at a time when many organizations are already experiencing increased demand. The Commission also recommends that any proposed reductions to community-based service contracts include consideration of the long-term fiscal impacts associated with reduced access to prevention and early intervention services. When residents lose access to community supports, unmet needs may escalate and result in increased utilization of higher-cost …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number: [20260728-010]: Recommendation on Community-Based Organizations Date of Approval: Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission recommends that the Austin City Council prioritize continued investment in community-based organizations that provide wraparound services and avoid funding reductions that would diminish the capacity of trusted organizations serving Austin residents. The Commission further recommends that budget decisions recognize community-based organizations as essential public health infrastructure because they serve as community hubs that connect residents to multiple services, provide culturally responsive support, and address complex and interconnected needs. If reductions to community-based contracts are being considered, the Commission recommends that the City evaluate the potential long-term fiscal impacts of those reductions, including the potential increased demand on crisis response systems, healthcare services, housing interventions, and other publicly funded programs. Description of Recommendation to Council: Families rarely experience challenges in isolation. Individuals seeking assistance with housing instability may also require food assistance, behavioral health services, workforce development, childcare, legal assistance, transportation support, or assistance navigating public benefits. Community-based organizations serve as accessible entry points that help residents navigate these interconnected systems while providing services rooted in the communities they serve. During our Public Health Workgroup meeting with community members, participants emphasized the importance of protecting organizations that function as community hubs by providing multiple services under one roof or connecting residents to coordinated networks of care. Participants also highlighted the importance of ensuring these spaces remain welcoming, trusted, and accessible for immigrant and mixed-status families who may be hesitant to seek services through traditional government systems. Rationale: Community-based organizations represent critical public health infrastructure in our city. Their work extends beyond direct service delivery by strengthening neighborhood relationships, connecting residents to available resources, preventing crises before they occur, and improving long-term health and economic outcomes. Reducing funding for community-based organizations does not eliminate community need, it reduces the community’s capacity to respond. Funding reductions may result in fewer staff, reduced operating hours, longer wait times, and diminished access to essential services at a time when many organizations are already experiencing increased demand. The Commission also recommends that any proposed reductions to community-based service contracts include consideration of the long-term fiscal impacts associated with reduced access to prevention and early intervention services. When residents lose access to community supports, unmet needs may escalate and result in increased utilization of higher-cost crisis systems, including …
City of Austin Domestic Violence Shelter Austin Public Health | July 28, 2026 The Need ▪ 10-Year Family Violence Trends in Austin (2015–2024) ▪ 2015–2019: Family violence remained consistently high, with gradual increases driven by Austin's population growth. ▪ 2020–2021: The COVID-19 pandemic led to increased risk factors and higher demand for domestic violence services. ▪ 2022–2024: Incidents stabilized but remained above pre-pandemic levels, with continued high demand for shelter, legal advocacy, and support services. ▪ Current Trend: Family violence continues to be a significant public safety and public health issue, resulting in thousands of criminal cases and hundreds of protective order requests each year. 2 Background and History ▪ FY2020-21 budget process: $2M and $100,000 (one-time) in city general funds to invest in the management of a new family violence shelter. ▪ December 2020 - March 2021: Competitive solicitation to operate the City-owned shelter, expanding Austin's coordinated response to survivors of domestic violence, sexual assault, child abuse, and exploitation. SAFE Alliance selected to operate the City-owned shelter, expanding Austin's coordinated response to survivors of domestic violence, sexual assault, child abuse, and exploitation. ▪ Summer of 2021: Due to the source of the funding, the original location could not be used as the domestic violence shelter, and a new location needed to be identified and purchased. 3 Background and History ▪ April 28, 2022: City officially purchased a new location for the domestic violence shelter. ▪ May 2024: Council approved $8.58 million for renovation and construction. ▪ August 2024: City began construction on the site. ▪ Converted a former Super 8 Motel into a trauma-informed shelter for women and children experiencing domestic violence. ▪ The motel’s 62 guest rooms were converted into 40 rooms for residents. ▪ The pool was replaced with an outdoor children’s play area. 4 Opening of the Shelter ▪ September 10, 2025 - Ribbon Cutting 5 Shelter Services The SAFE Alliance is the operator of the shelter and provides: ▪ Emergency transportation and rapid placement into a safe shelter. ▪ Counseling and support groups. ▪ Safety planning and case management focused on housing stability. ▪ Connection to healthcare benefits. ▪ Educational advocacy for K-12 students. ▪ Children's Services program to build skills and resiliency. ▪ Legal advocacy. ▪ Peer support, life skills programming, and career/education access. 6 Investments - $3,294,291 Program Domestic Violence Shelter Victim Services FY 2026 Budget $2,000,000 $967,975 Bridge to Safety $117,000 ER …
Forensic Exam Services Transition Plan Austin Police & SARRT | July 28, 2026 Presentation Overview ▪ Objective ▪ Focus Areas To provide information on forensic exam services from SAFE Alliance to Brave Alliance ▪ Context & Background ▪ Austin/Travis County SARRT Recommendation ▪ Brave Alliance Overview ▪ Brave Data (June) ▪ Advocacy Services Overview ▪ Challenges & Risks ▪ Monitoring System Integrity 2 Context & Background ▪ For over a decade SAFE’s Eloise House provided co-located forensic exam and advocacy services in Austin/Travis County ▪ Timeline of Service Cessation ▪ January 5, 2026: Letter to City officials urging them to reverse funding cuts ▪ February 23, 2026: Letter to City & State officials informing of possible service cessation on May 31, 2026 ▪ March 12, 2026: SAFE CEO presented at SARRT regarding next steps ▪ May 7, 2026: Notice sent terminating SAFE’s Sexual Assault Forensic Exam Services Agreement with the City of Austin and cease providing forensic examinations at Eloise House effective June 8, 2026 ▪ June 8, 2026: Last day of service 3 A/TC SARRT Recommendation ▪ April 3, 2026: Call to Action Letter ▪ Ensure equitable law enforcement ▪ Recognize all providers as essential. Any path forward must sustain both and any other providers who meet the Forensic Exam Requirements established by the A/TC SARRT. ▪ Establish equitable contracts with hospital networks who are legislatively mandated to provide forensic exam services, and ensure they bear an appropriate share of responsibility. contracts with all qualified providers, recognizing that forensic examinations are integral to the criminal justice process and must be resourced accordingly. ▪ Pursue a City or County owned facility, that is survivor oriented, strategically located to provide sustainable, geographically accessible coverage as a long-term infrastructure investment. 4 Brave Alliance Overview ▪ Establishment ▪ Founded 2018 ▪ A/TC SARRT Member since 2019 ▪ Staff ▪ 17 Nurses ▪ 1 Bilingual (Spanish) ▪ Contracts ▪ APD ▪ TCSO-PREA only ▪ 3 local hospital systems ▪ St. David’s ▪ Ascencion ▪ Baylor Scott & White 5 Brave Alliance Data June 1-30, 2026 July 1-15, 2026 Exams at Brave Exams at Hospital Total: 18 16 34 10 8 19* (1 Exam in jail) 6 Advocacy Services Overview ▪ Texas Government Code 420 ▪ Requires that survivors be offered the opportunity to have a confidential community advocate present during both the forensic exam and law enforcement interviews ▪ Current Providers ▪ SAFE Alliance …
Funding Programs Update Arts, Culture, Music, and Entertainment | July 27, 2026 ACME Grant History ▪ February 2025: ACME Formed ▪ Summer 2025: Creative Reset Phase I → ACME Grant Guidelines ▪ FY26 ACME Grant Application Cycle ▪ Applications Open (October – December 2025) ▪ Evaluation/Scoring (January – February 2026) ▪ Awards announced in March 2026 ▪ Feedback of FY26 Application Cycle to inform FY27 enhancements (January – April 2026) ▪ FY27 ACME Grant Application Cycle ▪ Applications Open (July 7 – August 18, 2026) ▪ Evaluation/Scoring (September- October 2026) ▪ Awards announced in November 2026 ▪ Feedback of FY27 Application Cycle to inform FY28 enhancements (Sept – Dec 2026) 2 2026 ACME Funding Programs Application window: October 21 - December 19, 2025 Contract window: Jan – Dec 2026 (or Dec 2027, if a two year award) Note: BEFORE enhancements were made FY26 Application Assistance ▪ 10 Workshops (6 In Person; 4 Virtual) ▪ 168 Attendees (18 total hours) ▪ Opportunities in English, Spanish, ASL; Recordings on website ▪ 14 Open Office Hours sessions (virtual and in-person) • 362 Attendees (364 total hours) ▪ 142+ 1:1 Meetings via Bookings ▪ 158 Attendees (71 hours) ▪ 20+ Community Events ▪ 2,050 attendees (40 total hours) 493 hours of assistance 2,738 people assisted ▪ The Long Center: Email ApplicationHelp@thelongcenter.org; (512) 457-5161 (M-F, 9-11am) ▪ 17,000+ Direct Messages sent to help shepherd potential applicants through pipeline 4 Award Announcements! ▪ 731 Awards announced on March 16th (1,606 applications submitted) ▪ $24+ million in grant awards ($67+ million in requests) Austin Live Music Fund Creative Space Assistance Program • 399 awards • $7.14 million • 22 awards • $1.32 million Elevate • 288 awards • $12.8 million Heritage Preservation Grant • 22 awards • $3 million 5 Total Applicant Demographics Race ▪ 952 White (41%) ▪ 433 Hispanic (19%) ▪ 361 Black (16%) ▪ 120 Asian (5%) Gender ▪ 892 Women (39%) ▪ 1126 Men (49%) ▪ 138 Nonbinary (6%) ▪ 158 Prefer not to say (7%) ▪ 19 Middle Eastern, North African, Arab (1%) ▪ 19 Native American (1%) LGBTQ: 604 (26%) ▪ Native Hawaiian, Pacific Islander (0.2%) Disability Community: 289 (12%) ▪ 172 Multiracial (7%) Veteran: 45 (2%) ▪ 234 Prefer not to say/ not listed (10%) 6 Total Awardee Demographics Race ▪ 322 White (46.3%) ▪ 129 Hispanic (18.5%) ▪ 86 Black (12.4%) ▪ 43 Asian (6.2%) Gender ▪ 296 Women …
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 BYLAWS OF THE Hispanic Latino Quality of Life Resource Advisory Commission ARTICLE 1. NAME. The name of the board is the Hispanic Latino Quality of Life Resource Advisory Commission. ARTICLE 2. PURPOSE AND DUTIES. The purpose and duties of the board are as follows: The commission shall advise the City Council on issues relating to the quality of life for the City’s Hispanic/Latino community and shall recommend programs and policies designed to alleviate any inequities that may confront Hispanics and Latinos in social, economic, and vocational pursuits including education, youth services, housing and community development, cultural arts, economic development, health, civic engagement and transportation. ARTICLE 3. MEMBERSHIP. (A) The board is composed of eleven members appointed by the city council. (B) A member serves at the pleasure of the city council. (C) Board members serve for a term of four years beginning March 1st on the year of appointment. (D) An individual board member may not act in an official capacity or speak on behalf of the board except through the action of a majority of the board in which the board identifies who is authorized to speak and identifies the actions the individual board member is authorized to take or topics on which the individual board member is entitled to speak. (E) A board member who is absent for three consecutive regular meetings or one-third of all regular meetings in a “rolling” twelve month timeframe automatically vacates the member’s position subject to the holdover provisions in Section 2-1-27 of the City Code. This does not apply to an absence due to illness or injury of the board member, an illness or injury of a board member’s immediate family member, active military service, or the birth or adoption of the board member’s child for 90 days after the event. The board member must notify the staff liaison of the reason for the absence not later than the date of the next regular meeting of the board. Failure to notify the liaison before the next regular meeting of the board will result in an unexcused absence. (F) At each meeting, each board member …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number: [20260728-007]: Recommendation on the Language Access Programs Date of Approval: Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission commends the Austin City Council for maintaining funding for language access services across City departments during the FY 2026-2027 budget process. The Commission recommends that Council continue prioritizing language access as an essential City service and ensure future investments sustain multilingual communication, interpretation, translation, and culturally responsive outreach so that all Austin residents can meaningfully access City programs, services, and civic engagement opportunities. Description of Recommendation to Council: Language access is a cornerstone of equitable government services. Austin’s diverse communities rely on multilingual communication to access public health information, emergency notifications, housing resources, transportation services, social services, and opportunities to participate in local government. The Commission recognizes the City’s continued investments in language access initiatives, including the Communications and Public Information Office (CPIO), the iSpeak Language Access Program, and departmental language access efforts that help ensure residents with limited English proficiency can receive information and services in a language they understand. These investments support: ● Translation and interpretation services across City departments. ● Multilingual public communications and emergency notifications. ● Greater access to City programs and services. ● Increased civic participation through language-accessible meetings, materials, and community engagement. ● More equitable delivery of public services for Austin’s diverse communities. By maintaining these investments, the City continues to reduce barriers to accessing essential services and strengthens trust between local government and the communities it serves. Rationale: During our Public Health Workgroup meeting with community members, participants consistently identified language access as an essential component of public health, community safety, and equitable access to City services. Participants emphasized that language access extends beyond translation documents, it also includes: ● Culturally responsive outreach ● Trusted community partnerships ● Ensures residents receive accurate information in ways that are accessible and meaningful Workgroup members also discussed the growing concerns among immigrant and mixed-status families about accessing services due to fears surrounding immigration enforcement. In this environment, clear multilingual communication and trusted access points are increasingly important to ensure residents understand available services and feel safe seeking assistance. The Commission appreciates that language access services were not proposed for funding reductions during this budget cycle and encourages the City to continue treating language access as essential infrastructure that supports equity, public health, civic participation, and …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number: [20260728-008]: Recommendation on SAFE Alliance & Eloise House Date of Approval: Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission recommends that the Austin City Council, in partnership with Travis County, ensure that Austin's response to domestic and sexual violence is grounded in a survivor-centered, trauma-informed continuum of care by maintaining investment in SAFE Alliance's survivor services and strengthening partnerships with SAFE Alliance to ensure survivors have seamless access to community-based advocacy, forensic services, shelter, counseling, legal services, and culturally responsive support. The Commission further recommends that the City prioritizes care models that minimize retraumatization and reduce barriers to accessing services, recognizing that trauma-informed care extends beyond the forensic exam and includes immediate advocacy, continuity of care, and coordinated wraparound services. The Commission also recommends that the City continues evaluating Austin's forensic exam system through meaningful engagement with survivors, advocates, and community-based organizations to ensure operational and funding decisions are guided by trauma-informed best practices and centered on the needs of survivors. Description of Recommendation to Council: SAFE Alliance has long operated Eloise House, Austin’s only community-based, non-hospital forensic exam center. The model integrates forensic nursing, crisis advocacy, legal services, shelter, counseling, and culturally responsive support into a coordinated continuum of care centered on survivor needs. Unlike a traditional hospital setting, Eloise House was intentionally designed to reduce trauma by providing: ● Trauma-informed forensic care ● A community-based setting outside the emergency room ● Services at no cost to survivors ● Advocates who remain with survivors throughout the forensic exam process ● Immediate connection to wraparound services, including shelter, counseling, legal advocacy, and safety planning SAFE Alliance currently provides approximately: ● 600 forensic exams annually ● Services to more than 700 survivors each day ● More than 27,000 SAFEline contacts each year ● Services in which approximately 50% of clients identify as Hispanic/Latinx ● Approximately 95% of regional forensic exams were through Eloise House (prior to ending the forensic exams) Although the transition of forensic exams has occurred, the Commission remains concerned that separating forensic exams from SAFE Alliance’s integrated advocacy model may increase barriers to care for survivors. The Commission believes Austin should continue strengthening partnerships with SAFE Alliance to ensure survivors have seamless access to advocacy, wraparound services, and culturally responsive support throughout the forensic exam process and beyond. It is equally critical that the City …
RECOMMENDATION TO COUNCIL Hispanic/Latino Quality of Life Resources Advisory Commission Recommendation Number:[20260728-009]: Recommendation on Protecting Mental Health Services Date of Approval: Recommendation: The Hispanic/Latino Quality of Life Resource Advisory Commission recommends that the Austin City Council prioritize funding for community-based mental health prevention, early intervention, and diversion services during the FY 2026-2027 budget process and avoid reductions to programs that prevent behavioral health crises, improve access to care, and promote long-term community well-being. The Commission further recommends that Council continue prioritizing investments that address mental health before individuals reach crisis, recognizing that prevention-focused services improve health outcomes, reduce reliance on emergency response systems, and strengthen economic stability for individuals and families. Description of Recommendation to Council: Mental health is a public health issue that affects every aspect of an individual’s quality of life, including housing stability, educational attainment, employment, family well-being, and community safety. During our Public Health Workgroup meeting with community members, participants consistently identified prevention, early intervention, and diversion as priorities that should remain protected during the City’s budget process. Participants emphasized the importance of expanding access to community-based mental health services before residents experience crises requiring emergency rooms, law enforcement involvement, or hospitalization. The workgroup discussed the value of innovative service delivery models, including rapid- access behavioral health services, telehealth, and diversion initiatives that connect residents to care quickly while reducing barriers related to transportation, cost, language, and stigma. Participants also emphasized the importance of culturally responsive and bilingual services that meet the needs of Austin’s increasingly diverse population. Rationale: Public investment in prevention is both fiscally responsible and essential to improving community health outcomes. Workgroup participants emphasized that the City’s behavioral health investments should prioritize prevention alongside crisis response, recognizing that early intervention reduces long-term costs while improving quality of life. Research discussed during the meeting noted that diversion programs can save approximately seven dollars for every dollar invested through reduced involvement with emergency response systems and the criminal legal system. Investing in prevention reduces demand on emergency rooms, law enforcement, jails, and other acute and high-cost systems while connecting residents to appropriate care earlier. The Commission recognizes that final funding recommendations are still under development for social services contracts. Regardless of which contracts are ultimately proposed for reduction, the Commission encourages the Austin City Council to prioritize investments that strengthen prevention, improve equitable access to behavioral health care, and support community well- being when making …
REGULAR MEETING OF THE PARKS AND RECREATION BOARD JULY 27, 2026 – 6:00 PM CITY HALL COUNCIL CHAMBERS, ROOM 1001 301 W. 2ND STREET AUSTIN, TEXAS 78701 Some members of the Parks and Recreation Board may be participating by videoconference. The meeting may be viewed online at: http://www.austintexas.gov/page/watch-atxn-live 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, click here: https://forms.cloud.microsoft/g/n2FwCzXeS8 or call or email Tim Dombeck, (512) 974-6716, Tim.Dombeck@austintexas.gov. CURRENT BOARD MEMBERS: Stephanie Bazan (D-5), Chair Lane Becker (Mayor), Vice Chair Shelby Orme (D-1) Pedro Villalobos (D-2) Nicole Merritt (D-3) Maritza Kelley (D-4) Luai Abou-Emara (D-6) Diane Kearns-Osterweil (D-7) AGENDA Kim Taylor (D-8) Jennifer Franklin (D-9) Ted Eubanks (D-10) CALL TO ORDER PUBLIC COMMUNICATION: GENERAL The first 10 speakers signed up prior to the meeting being called to order will each be allowed a three-minute allotment to address their concerns regarding items not posted on the agenda. APPROVAL OF MINUTES 1. Approve the minutes of the Parks and Recreation Board regular meeting of June 22, 2026. DISCUSSION AND ACTION ITEMS 2. 3. Presentation, discussion and approve letters of support for Golf staff who completed the restoration of ponds at Roy Kizer and Jimmy Clay golf courses, which both added challenge to course play and created habitat for waterfowl. (Sponsors: Bazan, Becker) Presenter(s): Steve Hammond, Golf Division Manager, Austin Parks and Recreation. Approve the Parks and Recreation Board Annual Internal Review and Report. (Sponsors: Bazan, Becker) Page 1 of 2 STAFF BRIEFINGS 4. Staff briefing on Parks and Recreation Department community engagement events, planning updates, development updates, maintenance updates, program updates and administrative updates. (Sponsors: Bazan, Becker) Presenter(s): Jesús Aguirre, Austin Parks and Recreation Director. FUTURE AGENDA ITEMS ADJOURNMENT The City of Austin is committed to compliance with the American with Disabilities Act. Reasonable modifications and equal access to communications will be provided upon request. Meeting locations are planned with wheelchair access. If requiring Sign Language Interpreters or alternative formats, please give notice at least 2 days (48 hours) before the meeting date. Please call Tim Dombeck at Parks and Recreation Department, at (512) 974-6716 Tim.Dombeck@austintexas.gov, for additional information; TTY users route through …
PARKS AND RECREATION BOARD MEETING MINUTES JUNE 22, 2026 PARKS AND RECREATION BOARD REGULAR MEETING MINUTES JUNE 22, 2026 The PARKS AND RECREATION BOARD convened in a REGULAR meeting on JUNE 22, 2026 at 301 W 2nd Street in Austin, Texas. Vice Chair Becker called the PARKS AND RECREATION BOARD Meeting to order at 6:03 p.m. Board Members in Attendance: Lane Becker, Luai Abou-Emara, Ted Eubanks, Maritza Kelley. Board Members in Attendance Remotely: Nicole Merritt, Shelby Orme. Board Members Absent: Stephanie Bazan, Jennifer Franklin, Diane Kearns-Osterweil, Kim Taylor, Pedro Villalobos. PUBLIC COMMUNICATION: GENERAL Nicole Netherton - Pease Park Conservancy Steven Brown - Givens Park Advisory Board Julie Fisher - The Trail Conservancy Aubrea Rudder - Austin Rowing Club Alyssa Vargas - Austin Parks Foundation Sophie Kent - Additional Funding for Givens Pool APPROVAL OF MINUTES 1. Approve the minutes of the Parks and Recreation Board regular meeting of May 19, 2026. The motion to approve the minutes of the Parks and Recreation Board regular meeting of May 19, 2026 was approved on Board Member Abou-Emara’s motion, Board Member Eubanks’ second on a 6-0 vote. Chair Bazan, Board Member Franklin, Kearns-Osterweil, Taylor and Villalobos absent. DISCUSSION AND ACTION ITEMS 2. Presentation, discussion and approve letters of support for Malin’s Fountain, more commonly known as the Pease Park Troll, who reminded us that we should share water and resources with the animals that live with us. Nicole Netherton, Chief Executive Officer, Pease Park Conservancy, gave a presentation. Board Members discussed how Malin was a neighbor to those who live near Pease Park, the terrible loss that community members are feeling, the risks that a historic park like Pease Park faces, safety, replacing Malin, and memories from the unveiling of the project. Page 1 of 2 PARKS AND RECREATION BOARD MEETING MINUTES JUNE 22, 2026 The motion to letters of support for Malin’s Fountain, more commonly known as the Pease Park Troll, who reminded us that we should share water and resources with the animals that live with us was approved on Board Member Eubanks’ motion, Board Member Kelley’s second on a 6-0 vote. Chair Bazan, Board Member Franklin, Kearns- Osterweil, Taylor and Villalobos absent. 3. Presentation, discussion and approve a recommendation to Austin City Council to approve the permanent use of 9,852 sq. ft. of parkland at Palm Park and temporary work area use of 2,585 sq. ft. of parkland at Palm …
AUSTIN PARKS AND RECREATION— GOLF ATX DIRECTOR-JESÚS AGUIRRE ASST DIRECTOR-LUCAS MASSIE OPERATION MANAGER-STEVE HAMMOND PARKS AND RECREATION BOARD JULY 27, 2026 1 ROY KIZER POND REESTABLISHMENT PROJECT • Built in 1994 • Decommissioned Austin Water Treatment Plant • Home to 120 species of migratory and non- migratory waterfowl • Austin’s First Links Style • Currently services over Course • Water Features covering 60 acres 65,000 rounds of golf/year 2 POND HISTORY • Noticeable leaking in 2016 • Unreasonable expense to continue adding water • CBC was down to 45 species in 2022 • Plan for restoration formed in 2024 • Funding established for 2026 3 METHODOLOGY • Investigated solution with Austin Water • Poly-Lining solution was cost prohibitive • Paradigm Construction LLC was introduced in 2025 • Bentonite was determined to be an acceptable solution 4 REESTABLISHMENT SCHEDULE • Work began in March of 2026 • Removal of vegetation • Repair compromised weirs • Application of bentonite • Replace circulation pump and install aerators • To date, project is 70% complete 5 6 WEIR REPAIR 7 VEGETATION REMOVAL 8 MATERIAL APPLICATIONS 9 REFILLING 10 11 12 13 14 15
1 Annual Internal Review This report covers the time period of 7/1/2025 to 6/30/2026 Parks and Recreation Board The Board/Commission mission statement (per the City Code) is: (A) The Parks and Recreation Board membership should include citizens of the city who are interested in public parks and public recreation and persons who are knowledgeable in recreation matters. The director of the Parks and Recreation Department, the city manager or designee, the director of the Financial and Administrative Services Department, and the city attorney are ex officio members of the board. (B) The board shall advise the city council and the city manager regarding: (1)the acquisition, development, improvement, equipment, programming, and maintenance of all land and facilities managed by the Parks and Recreation Department of the City of Austin; (2)the purchase of additional land to be managed by the Parks and Recreation Department of the City of Austin. (C) The board shall outline a general plan of development for land, facilities, and programs. The board may submit the plan to the Planning Commission and the city manager for detailed development, and the city manager may then submit the plan to the city council for approval as may be required by the City Code. (D) The board shall promote close cooperation between the City and all private citizens, institutions, and agencies interested in or conducting recreational activities, so that all recreational resources within the City may be coordinated to secure the greatest public Parks and Recreation Board Annual Review & Work Plan 2026 Page 2 Welfare. (E) The board shall perform other duties as prescribed by the City Code or as directed by the city council. Source: The Code of the City of Austin, Texas § 2-1-165 – Parks and Recreation Board 1. Describe the board’s actions supporting their mission during the previous calendar year. Address all elements of the board’s mission statement as provided in the relevant sections of the City Code. The City of Austin Parks and Recreation Board has three areas of responsibility in its advisory function to the City Council. The activities this board took for fiscal year 2025-2026 are listed by area below. Unless otherwise noted, all recommendations were adopted at a meeting of the entire Parks and Recreation Board. A. The board shall advise the city council and the city manager regarding: (1) the acquisition, development, improvement, equipment, programming, and maintenance of all land and facilities …
