Item 4: Amended Age-Friendly Austin Action Plan — original pdf

Backup

Discussion and Action: Age-Friendly Austin Action Plan Amendment Purpose: To present, discuss, and request approval of the amended Age-Friendly Austin Action Plan. This amendment results from a comprehensive review and collaboration with City departments, AFA partners, and AFA workgroups, all aimed at strengthening the plan's effectiveness in serving Austin's older adults. Background: In 2016, the Austin City Council adopted the original Age-Friendly Action Plan. In 2022, an audit by the City Auditor identified several findings and recommendations, including suggestions for enhancing the plan. This amendment is designed to make the plan more robust and actionable, directly addressing the audit's recommendations by: Including quantifiable indicators to better measure progress toward goals. • • Clarifying roles and responsibilities for each strategy to ensure accountability and effective • implementation. Incorporating demographic data to ensure all efforts are equitable and serve diverse groups of older adults. Key Changes: The proposed changes include refining goals, improving strategies, and adding specific metrics across the eight domains to align with best practices and stakeholder feedback. Additionally, several strategies have been marked as complete or removed where efforts have been successfully implemented or are better addressed in other parts of the plan. Action Requested: The Commission on Aging is asked to discuss and vote to approve the Age-Friendly Austin Action Plan Amendment at their October 8th, 2025, meeting. This amended plan is intended to guide the City's efforts from 2025 until a new plan is developed in 2026. The Commission on Aging’s approval in their advisory capacity will ensure the plan remains a living document that is responsive to the community's needs and allows the City to effectively measure its progress in creating a more age-friendly Austin. See Appendix A for a draft recommendation to Council for Commission on Aging consideration. 1 of 26 Age-Friendly Austin Action Plan Amendment Last Updated: September 2025 History of Age Friendly Austin Action Plan In 2012 the Mayor's Task Force on Aging was formed by Mayor Lee Leffingwell. In their final report published in 2013 the task force recommended that Austin be designated as an Age Friendly Community under AARP. The task force recommended the formation of the Commission on Seniors (now the Commission on Aging) to serve as an advisory committee to make recommendations on programs and policies to City Council, the City Manager, to City Departments, and to be advocates for issues that impact older adults. In 2015 the Commission on Aging (CoA) formed a working group to bring the recommendations from the 2012 task force forward, including the development of the Age Friendly Action Plan (part of being designated as an Age Friendly City). Achieving this designation and developing an effective action plan requires commitment to several key components. Creating an Age-friendly City entails committing to the following items: 1. Establishing an advisory committee that includes older adults; (The role of the CoA) 2. Securing a City Council resolution to actively support, promote and work toward becoming age-friendly; 3. Establishing a robust and concrete plan of action that responds to the needs identified by older adults in the community; 4. Publicly posting the action plan; 5. Measuring activities, reviewing action plan outcomes, and reporting on them publicly. In 2016 Austin City Council voted to adopt the Age Friendly Action Plan as an addendum to the City of Austin's (COA) Comprehensive Plan (20161103-049, Resolution (austintexas.gov)). In 2018 the CoA recommended to the Austin City Council that the City provide adequate personnel resources for a Program Coordinator to coordinate the implementation of the Age-friendly Austin Action Plan. The City Council approved the request, and the first-ever position was filled in February 2019. Since then, the Age-Friendly Program Coordinator has worked to implement the Age-Friendly Action Plan, inform the CoA on planned activities, ensure collaboration with COA Departments in the implementation of the plan, and communicate with all City departments about how their programs can positively impact older community members. The COA, with assistance from many aging partners and community members, is committed to the improvement of livability for seniors across Austin. In 2022 the City allocated funding for a second position within Austin Public Health (APH) for the Age Friendly Austin (AFA) Program as part of the fiscal year 2023 budget. This second position was also recommended by the CoA and is to focus on community, partner, and City department engagement and also supporting the coordination and implementation of the Age Friendly Action Plan. This position was filled in late 2023. To monitor City services for older adults, the Office of the City Auditor conducted an audit in 2022 and issued a report. Their findings showed that the City has an effective AFA Program Coordinator who partners closely with the City's CoA and other community partners. The audit also found positive and notable achievements of AFA as a result of the Age-Friendly Program Coordinator and noted that staffing this position has allowed for more targeted outreach, effective budget discussions, and better coordination of the action plan. Reason for Amendment of the Age Friendly Austin Action Plan In response to the City Services for Older Adults' Audit, recommendations were made and approved by APH's Director Adrienne Sturrup to: • Ensure the City can effectively measure progress towards goals in the AFA Action Plan and assess if the City's efforts are equitable across all groups of older adults, and the Director of APH should work with the City Manager and City Departments to update the AFA Action Plan to: 2 of 26 → Include clear, quantifiable indicators to measure success according to the World Health Organization's best practices for measuring age-friendliness1. → Clarify and communicate the expectations, roles, and responsibilities for each strategy. → Incorporate demographic data to assess if the implementation of goals and strategies is equitable across older adults. What does amend mean? If a goal or strategy has been amended it has been done to ensure it has clear, feasible, and quantifiable measures, and to align with various COA Departments and Age Friendly Partners. Next Steps Following approval of the plan amendment, staff and AFA workgroups will continue implementation efforts throughout 2025 and conclude the 2021-2025 AFA Action Plan with the submission of the 5-year progress report detailing implementation from 2021-2025 which is due in early 2026. In early 2026, staff and partners will also begin developing the updated plan for 2026-2030, with submission and adoption by the City anticipated in July 2026. 1 Measuring the age-friendliness of ci(cid:415)es: a guide to using core indicators (who.int) 3 of 26 Domain 1: Outdoor Spaces and Buildings Goal 1: Increase access to and utilization of parks, open spaces, and public buildings. Strategy 1.1.1: Original strategy: Ensure all residents have access to parks and open spaces within a half mile of every home. Amended Strategy: Ensure all residents have access to parks and open spaces within a one-quarter mile radius of the urban core and within a half-mile radius outside of the urban core. Reason for change: Strategy was amended to reflect how Austin Parks and Recreation (APR) measures access to parks and open spaces. The department's 2023 results show 70% of residents have access to parkland, 5% above the original 65% target. Metric 1.1.1: By 2025, aim to increase the percentage of Austin residents who have access to green space by 3%.2 Partners for this metric: APR Strategy 1.1.2: Original strategy: Ensure all residents have access to recreation facilities within a mile of every home. Amended strategy: Increase access to older adult activity programming in underserved areas of Austin Reason for change: This strategy is informed by APR feedback, which emphasized areas requiring increased programming and senior centers for older adults, as indicated in their Recreation and Senior Center Facility Assessment & Gap Analysis Report. Metric 1.1.2: By 2025, establish support and increase collaboration with partner organizations/groups for additional senior activity programming in North, Far East, and Southeast Austin. Metric 1.1.2.1: Number of additional senior activity programs in North, Far East, and Southeast Austin. Partners for these metrics: APR and CoA Strategy 1.1.3: Increase the number of parks and public spaces that are equipped with functional seating at frequent intervals, drinking fountains, shaded resting areas, walkways suitable for wheelchairs/walkers and accessible public restrooms, etc. 2 The es(cid:415)mated percentage increase was calculated using the average annual percentage change from 2017 to 2023. 4 of 26 Metric 1.1.3: By 2025, increase amenities at parks especially shade structures, benches, and park trails by 3%.3 Partners for this metric: APR Strategy 1.1.4: Original strategy: Convert pre-existing parking spaces into parking spaces reserved for people with handicapped parking permits in compliance with ADA. Amended strategy: Convert pre-existing parking spaces into parking spaces reserved for accessible parking in compliance with the Americans with Disabilities Act (ADA). Reason for change: Workgroup recommendation If strategies continued in the plan using the wording handicapped parking, the language is recommended to be revised to accessible parking. This strategy has been marked as complete. According to APR, every park meets parking requirements for accessible parking in compliance with the ADA. Strategy 1.1.5: Integrate age inclusive policies as criteria for City decision making Metric 1.1.5: Number of Age-Inclusive Policies adopted or revised. Partners for this metric: AFA Program, CoA, and all City Departments. Strategy 1.1.6: Original strategy: Provide multigenerational programs such as yoga, Tai Chi, art in the park, etc. in neighborhood parks. Amended strategy: Provide multigenerational programs such as yoga, Tai Chi, art in the park, etc. in neighborhood parks and recreation centers. Reason for change: Workgroup recommendation to focus on both parks and recreation centers. Metric 1.1.6: Number of Multigenerational Programs offered in parks and recreation centers. Metric 1.1.6.1: Number of participants per program, disaggregated by age group Partners for these metrics: APR, CoA, APH (Austin Moves), AGE of Central Texas (AGE), engAGE Travis County (engAGE TC), and Austin Public Library (APL). 3 APR tracks total number of ameni(cid:415)es and trails. They do not suggest adding a metric that includes ligh(cid:415)ng as light pollu(cid:415)on can impact nature, animals, and overall night sky light pollu(cid:415)on. They are currently working with 2 million in the budget for shade structures. They expect a 3-4% increase in shade structures by 2026. 5 of 26 Domain 2: Transportation Goal 2.1: Ensure all modes of transportation are safe, affordable, and accessible for residents of all ages and abilities, particularly older adults. Strategy 2.1.1: Original strategy: Expedite repair, maintenance and construction of sidewalks, curb cuts and street lighting. Amended strategy: Maintain, update, and add new sidewalks so that they are safe and accessible for seniors, particularly allowing access to places in our city frequented by older adults. Reason for change: The change represents a shift towards prioritizing accessibility and ensuring that older adults can safely and easily navigate their community. Metric 2.1.1: By 2025, increase the proportion of functionally deficient sidewalks and sidewalk gaps addressed within a quarter mile of destinations frequented by seniors to improve sidewalk accessibility.4 Partners for this metric: Transportation and Public Works (TPW) Strategy 2.1.2: Remove vegetation adjacent to sidewalks to increase pedestrian infrastructure and safety. This strategy has been marked for removal. Recommendation from the workgroup to remove strategy as the strategy is better reflected and measured in strategy 2.1.1. Strategy 2.1.3: Original strategy: Increase seating options, including covered seating and close-by parking at public transit stops Amended strategy: Enhance public transit access for older adults by improving seating, shelters, lighting, and other amenities at transit stops near their residences and frequently used destinations. Reason for change: The revised strategy broadens transit improvements for older adults to include safety enhancements (shelters, lighting) at accessible locations (near residences and frequently used destinations). Metric 2.1.3: Number of transit stop improvements identified as supportive of older adults, in areas where older adults reside and access transportation services, resulting from the annual review of CapMetro Service Standards and Guidelines. Partners for this metric: CapMetro, AFA Domain 1-2 Workgroup, AFA Program. 4 This metric was iden(cid:415)fied by City of Aus(cid:415)n Transporta(cid:415)on and Public Works staff who work on the 2023 Sidewalks, Shared Streets, and Crossings Plan. 6 of 26 Strategy 2.1.4: Original strategy: Evaluate and install pedestrian friendly crossing signals. Amended strategy: Improve street infrastructure for older adults by adding pedestrian-friendly crossing signals, improving visibility of crosswalks, and including easily readable and well-lit signage. Reason for change: The amended strategy enhances street safety for older adults by expanding beyond pedestrian signals to include improved crosswalk visibility and clear signage. Metric 2.1.4: Implement a program to address repaired, rehabilitated, or improved pedestrian crossings to enhance safety and accessibility by supporting and aligning with Strategy 7, Action Items 7a and 7b of the Sidewalks, Crossings, and Shared Streets Plan to develop an ADA Transition Plan for Crossings.5 Metric 2.1.4.1: Number of crossings addressed Partners for these metrics: TPW Strategy 2.1.5: Provide sidewalk infrastructure in places frequented by older adults. This strategy has been marked for removal. Recommendation from the workgroup to remove strategy as the strategy is better reflected and measured in strategy 2.1.1. Strategy 2.1.6: Improve lighting and visibility of crosswalks for older adults whether walking or driving This strategy has been marked for removal. Recommendation from the workgroup to remove strategy as the strategy is better reflected and measured in strategy 2.1.4. Strategy 2.1.7: Replace missing street/traffic signs with easily readable, well-lit signage that addresses access/functional needs. This strategy has been marked for removal. Recommendation from the workgroup to remove strategy as the strategy is better reflected and measured in strategy 2.1.4. Goal 2.2: Provide residents with the information and tools they need to make informed travel choices. Strategy 2.2.1: Original strategy: Create an integrated system for scheduling transportation options 5 City of Aus(cid:415)n Sidewalks, Crossings, and Shared Streets Plan, 2023 7 of 26 Amended strategy: Develop and enhance tools to disseminate, increase and coordinate comprehensive information for our older adults on transportation options and scheduling. Reason for change: The original transportation strategy aimed to create a system for scheduling transportation. The amended strategy takes a wider approach, focusing on developing and improving ways to share, increase, and coordinate thorough information about transportation options and scheduling specifically for older adults. This emphasizes providing better access to information. Metric 2.2.1: Number of touchpoints ( ex. COA Senior Services Hub, COA 3-1-1, and United Way 2-1-1) with information from the Office of Mobility Management's (OMM) Senior Ride Guide. Partners for this metric: AFA Program and OMM. Strategy 2.2.2: Create a centralized clearinghouse for seamless information for the public. This strategy has been marked for removal. Recommendation from workgroup to remove strategy as the strategy is better reflected and measured in strategy 2.2.1. Goal 2.3: Original goal: Create an ongoing dialogue and innovative transportation options and expand models for the future. Amended goal: Create an ongoing dialogue regarding innovative transportation options and expand models for the future. Identify gaps in existing transportation services. Reason for change: The amended goal maintains the focus on dialogue and future transportation models but adds a crucial element: identifying gaps in current transportation services. This makes the goal more actionable and ensures that future innovations and models are informed by a clear understanding of existing needs and shortcomings. Strategy 2.3.1: New strategy: Improve and increase coordinated efforts, communication, and capacity across agencies and nonprofits to support senior ride programs. Metric 2.3.1: By 2025, through partnership with the Transit Empowerment Fund (TEF) develop a documented inter-agency coordination plan, including defined roles, responsibilities, communication protocols, and resource sharing agreement to implement a comprehensive transit program. Metric 2.3.1.1: Number and type of stakeholder groups participating in the TEF Senior Mobility Summits, disaggregated by sector (e.g., government agencies, nonprofit organizations, community groups, private sector, older adult representatives). Partners for this metric: TEF. 8 of 26 Previous Strategy 2.3.1: Identify gaps in existing transportation services This strategy has been marked for removal. Recommendation from the workgroup to remove the strategy, as the strategy is better reflected and measured in the new strategy 2.3.1. Strategy 2.3.2: Obtain additional funding to support innovative opportunities and models for transportation and expand existing options. This strategy has been marked for removal. Recommendation from the workgroup to remove strategy as the strategy is better reflected and measured in the new strategy 2.3.1. Strategy 2.3.3: Provide public transportation discounts to older adults. This strategy has been marked as complete. Due to efforts by CapMetro, including the Reduced Fare ID Program, the workgroup determined that this strategy is complete. Strategy 2.3.4: Ensure options for older adults using different types of transportation, like city vans, neighborhood vehicles, and nonprofit transportation providers This strategy has been marked for removal. Recommendation from the workgroup to remove the strategy, as the strategy is better reflected and measured in the new strategy 2.3.1. Strategy 2.3.5: Evaluate transportation needs and options in new home developments and neighborhood planning. This strategy has been marked as complete. CapMetro’s Plan 2035 includes a comprehensive evaluation of the transit system, including strategies to update transit services, upgrade infrastructure, and better meet the needs of the community for the next 5 to 10 years. The transit plan will be adopted in the Summer/Fall of 2025. Domain 3: Housing Goal 3.1: Expand and promote the development of diverse housing options that are affordable for seniors of different income levels. Strategy 3.1.1: Encourage the development of new and innovative models of affordable housing. Metric 3.1.1: By 2025, incorporate into the Austin City Code the Home Options for Mobility and Equity (HOME) Initiative to allow for more housing types and an increased housing supply. Update: The Home Initiative was adopted in late 2023. 9 of 26 Metric 3.1.1.1: Number of approved new units. Partners for metric: Development Services Department (DSD) and Housing Department. Strategy 3.1.2: Increase and prioritize funding for affordable housing for seniors (housing bonds, housing trust fund). Metric 3.1.2: Number of affordable senior housing units funded annually by the City. Metric 3.1.2.1: Amount of funding allocated annually by the City for affordable senior housing units. Partners for metric: Housing Department and Family Eldercare Strategy 3.1.3: Expedite the City’s permitting process and promote flexible zoning. This strategy has been marked for removal. Recommendation from workgroup to remove strategy as the strategy is better reflected and measured in strategy 3.1.1. Strategy 3.1.4: Increase outreach and community awareness about diverse housing options. Metric 3.1.4: Number of individuals reached with information related to gentrification and displacement resources provided by the 'Austin Is My Home' initiative. Partners for metric: Housing Department Strategy 3.1.5: Increase access to rent and utility assistance programs to keep seniors in their homes. Metric 3.1.5: Number of senior households that have submitted applications for rent and utility assistance programs. Metric 3.1.5.1: Number of senior households that received rent and utility assistance. Partners for this metric: I Belong in Austin, Customer Assistance Program (CAP), APH (Neighborhood Services) Goal 3.2: Support and expand affordable housing options for seniors. Strategy 3.2.1: Provide funding for affordable housing that accommodates our aging population. 10 of 26 Metric 3.2.1: By 2025, increase the number of low-income rental units available for those over 55 and/or people living with a disability, with funding assistance from the Austin Housing Finance Corporation (AHFC). Partners for metric: Housing Department Strategy 3.2.2: Replicate successful models of mixed-income senior housing communities and encourage redevelopment. This strategy has been marked for removal. Recommendation from workgroup to remove strategy as the strategy is better reflected and measured in strategy 3.1.4. Strategy 3.2.3: Original strategy: Address the impact of property taxes. Amended strategy: Promote awareness of existing tax break opportunities available to help older Austinites stay in their homes. Reason for change: Leveraging existing tax breaks for older Austinites is seen as a more immediate and focused solution than broad property tax reform. Metric 3.2.3: Number of outreach events where existing tax break opportunities information is provided to older adults. Partners for metric: Corporate Public Information Office (CPIO), AFA Program, Travis Couty (TC) Central Appraisal District. Goal 3.3: Original goal: Expand assistance for affordable home repair, maintenance, and modification for seniors of all income levels. Amended goal: Expand assistance for affordable home repair, maintenance, and modification for seniors. Reason for change: The amended goal removes the income-level specification. Strategy 3.3.1: Original strategy: Expand support for the Austin Housing Repair Coalition. Amended strategy: Increase funding for and awareness of the Housing Department Programs that provide home repairs and modifications. Reason for change: Refocused to emphasize direct funding and awareness of Housing Department home repair and modification programs. 11 of 26 Metric 3.3.1: Number of senior households receiving home repair services Metric 3.3.1.1: Number of senior households that request home repair services Metric 3.3.1.2: Percentage increase in funding for Housing Department home repair and modification programs year-over- year. Partners for metric: Housing Department Strategy 3.3.2: Increase home access for seniors through design modification that improves safety and visibility. This strategy has been marked for removal. Recommendation from workgroup to remove strategy as the strategy is better reflected and measured in strategy 3.3.1. Strategy 3.3.3: Improve access to energy efficiency and weatherization programs Metric 3.3.3: Number of senior households receiving funded energy efficiency and weatherization projects. Metric 3.3.3.1: Number of senior households applying to receive energy efficiency and weatherization services. Partners for this metric: Austin Energy Strategy 3.3.4: Expand the Village concept to engage volunteers and neighbors to help with simple, preventative maintenance This strategy has been marked for removal. Recommendation from the workgroup to remove strategy as it is considered unmeasurable at the time being and out of scope of the COA. New Goal 3.4: Address the need for programs to assist unhoused older adults. Strategy 3.4.1: Provide more interim housing for unhoused seniors. Metric 3.4.1: Increase the number of dedicated interim housing beds for unhoused seniors. Metric 3.4.1.1: Increase the number of dedicated support staff for unhoused seniors. 12 of 26 Metric 3.4.1.2: Implement sustainable age-related data collection by ensuring data collection includes age groupings of 50-65 and 65+ Partners for this metric: ECHO and the Homeless Strategy Office (HSO) Domain 4: Social Participation Goal 4.1: Strengthen and develop recreation, leisure, and educational activities involving and prioritizing older adults. Strategy 4.1.1: Original strategy: Fund neighborhood programs to assist older adults Amended strategy: Strengthen partnerships with the City of Austin Parks and Recreation (APR), APL, and community organizations to expand access to recreational, leisure, and educational activities for older adults. Implement data collection strategies to gather demographic information on program attendees. Reason for change: Shifted to emphasize partnerships with City departments and community organizations to expand access to activities and include data collection. Metric 4.1.1: Number of recreation, leisure, and educational activities for older adults hosted by APR and APL. Metric 4.1.1.1: Number of older adults participating in recreation, leisure, and educational activities. Partners for metrics: APL and APR. Goal 4.2: Original goal: Create a City interagency committee to optimize facilities for senior engagement. Amended Goal: Utilize city-wide interagency collaborations to identify and optimize opportunities for senior engagement, along with opportunities to collaborate. Reason for change: This revision is based on suggestions to focus on existing committees like the Aging Services Council. Strategy 4.2.1: Original strategy: Develop an asset map to identify existing and new opportunities for senior social engagement Amended strategy: Collaborate with a city-wide interagency committees (e.g., Aging Services Council) to optimize and expand senior engagement opportunities by sharing information about existing programs and co- creating new initiatives. 13 of 26 Reason for change: Shifts from internally developing an asset map to a collaborative approach, leveraging existing networks and shared knowledge within the city to enhance senior social engagement. This suggests a move towards greater efficiency and broader impact through partnership. Metric 4.2.1: Number of new interagency initiatives co-created or identified to expand senior engagement opportunities. Metric 4.2.1.1: Annual number of agencies actively participating in city-wide interagency committees (e.g., Aging Services Council). Partners for these metrics: AFA Program, Aging Service Council (ASC), Aging Advisory Council (AAC), and the CoA. Strategy 4.2.2: Original strategy: Identify opportunities for co-located services. Amended strategy: Develop a comprehensive inventory of collocated services for adults aged 50+. Reason for change: Refines the original strategy from simply identifying opportunities to actively creating a detailed inventory of existing co-located services specifically for adults aged 50 and over. This indicates a move towards a more concrete and informative outcome. Metric 4.2.2: Number of co-located services identified and included in the inventory Partners for metric: AFA Program, ASC, CoA, AFA Domain Workgroup 4-6, and AAC. Strategy 4.2.3: Original strategy: Develop multigenerational programming at public facilities Amended strategy: Develop multigenerational programs that engage older adults and are accessible to diverse communities across the city. Reason for change: Emphasizes inclusivity and reach by specifying that the multigenerational programs should actively engage older adults and be accessible to diverse communities throughout Austin. This adds a layer of intentionality regarding participation and equity. Metric 4.2.3: Number of multigenerational programs for adults aged 50+ offered annually at public spaces throughout the city. Partners for this metric: AFA Program, APR, APL, Austin Community College (ACC), University of Texas at Austin (UT), and Austin Independent School District (AISD). 14 of 26 Domain 5: Respect and Social Inclusion Goal 5.1: Expand programs and services that engage and empower older adults Strategy 5.1.1: Original strategy: Expand activities, services and programs likely to attract residents age 50+ (develop survey to determine priorities) Amended strategy: Expand activities, services, and programs likely to attract residents age 50+ Metric 5.1.1: Number of Multi-Group Days of Service events hosted, collaborated on, supported, or promoted. Metric 5.1.1.1: Total number of participants in the Multi-Group Days of Service events. Metric 5.1.1.2: Percentage of visitors to APL and APR events that are ages 50 and over. Partners for metrics: AFA Domains 4-6 Workgroup, AFA Program, APR, and APL. Strategy 5.1.2: Promote age-friendly customer service practices in City Departments Metric 5.1.2: Number of City departments adopting age-friendly customer service best practices. Metric 5.1.2.1: Percentage of City Departments that received Age Friendly Listen and Learn sessions that include information on best practices for working with and interacting with older adults. Partners for these metrics: AFA Program. Strategy 5.1.3: Support AustinUP6 in development of age-friendly business best practices. This strategy has been marked for removal. Recommendation to prioritize this strategy in future years. This strategy will need to be updated to reflect the closure of AustinUp. Goal 5.2: Create intergenerational opportunities for seniors. 6 AustinUp closed in April 2024. 15 of 26 Strategy 5.2.1: Original strategy: Invest in intergenerational education partnerships with colleges, schools, universities, libraries, and senior programs. Complete inventory of existing programs. Amended strategy: Develop, promote, and support intergenerational programs and activities through partnerships. Reason for change: To broaden the scope to diverse intergenerational programs and activities and apply more comprehensive, flexible, and ongoing actions. Metric 5.2.1: Number of intergenerational events and social activities promoted, hosted, or co-hosted. Partners for this metric: Rainbow Connections (Family Eldercare), engAGE TC, APL, and APR. Strategy 5.2.2: Ensure all City recreation centers provide programs and activities for seniors that are intergenerational and provide dynamic volunteer and co-learning opportunities. This strategy has been marked as complete. Parks and Recreation has several programs and services for older adults at multiple facilities and has tried to enhance intergenerational programming for all. Age Friendly Austin Program will follow up with them to see what continual efforts have been made since 2021. Goal 5.3: Expand access to services and participation by older adults in diverse communities. Strategy 5.3.1: Recommend that the Commission on Aging work with other commissions and boards representing diverse communities. This strategy has been marked as complete. The CoA is represented on the Joint Inclusion Committee which includes participants from the African American Resource Advisory Commission, the Asian American Quality of Life Advisory Commission, the Hispanic/Latino Quality of Life Resource Advisory Commission, the Commission on Immigrant Affairs, the Mayor's Committee for People with Disabilities, the Commission on Seniors, the Commission for Women, the Lesbian, Gay, Bisexual, Transgender, and Queer (LGBTQ) Quality of Life Advisory Commission, the Human Rights Commission and the Early Childhood Council. As well as efforts to hold an annual joint meeting with the Mayor’s Committee on People with Disabilities. Strategy 5.3.2: Ensure the Commission on Aging selects a commissioner to serve on the Joint Inclusion Committee. This strategy has been marked as complete. The CoA has representation on the Joint Inclusion Committee including an alternate. Strategy 5.3.3: Ensure services and programs targeted to seniors respect racial, ethnic, and cultural diversity and are welcoming and inclusive 16 of 26 Metric 5.3.3: Number of staff trained annually on cultural competency and diversity. Metric 5.3.3.1: Percentage of City senior programs offering materials and communication in multiple languages Partners for these metrics: AFA Program, Office of Equity and Inclusion: Equity Division, CPIO, City Department Equity Officers. Strategy 5.3.4: Advocate that all City Programs, Services, and Strategic Plans address the needs of seniors. Metric 5.3.4: Number of Listen and Learn sessions that include information on how City Departments can include the needs of seniors. Metric 5.3.4.1: Percentage of Commission on Aging recommendations adopted by City departments, impacting programs, services, and plans for older adults. Metric 5.3.4.2: Percentage of City departments with specific goals and objectives in their strategic plans that address the needs of seniors. Partners for this metric: AFA Program, All City Departments, CoA Domain 6: Civil Participation and Employment Goal 6.1: Increase employment and entrepreneurial opportunities for older people. Strategy 6.1.1: Original strategy: Improve awareness and coordination of employment services. Amended strategy: Enhance accessibility and visibility of existing employment resources for older adults. Reason for change: To more directly address older adults' needs by improving the visibility and accessibility of existing employment resources. Metric 6.1.1: Number of older adults (50+) utilizing employment services through collaborative efforts with Texas Workforce Solutions and the City of Austin. Partners for this metric: Texas Workforce Solutions and the Human Resources Department (HRD). 17 of 26 Strategy 6.1.2: Original strategy: Promote home-based, part-time, and job-sharing employment opportunities. Hold biannual AustinUp job fairs that include home-based, part-time, and job-sharing employment opportunities.7 Amended strategy: Promote events that provide education, resume building, job training, or job opportunities targeted at older adults through platforms used by Aging Service Partners. Reason for change: The closure of AustinUp in 2024, a key partner for the original strategy's job fairs, necessitated this revision. Metric 6.1.2: Number of targeted employment-related events for older adults promoted Partners for metric: HRD, AARP, and Texas Workforce Solutions. Strategy 6.1.3: Distribute information on key topics such as age discrimination in the workplace and working while receiving Social Security Benefits. Metric 6.1.3: Total number of brochures, flyers distributed on age discrimination and Social Security benefits. Metric 6.1.3.1: Reach of information materials (e.g., website views, brochure distribution, social media engagement) Partners for these metrics: Civil Rights Office. Strategy 6.1.4: Original strategy: Encourage local businesses to hire older persons. Amended strategy: Encourage local businesses to hire older adults Metric 6.1.4: Number of job fairs hosted by Texas Workforce Solutions, the City of Austin, and other community partners specifically presenting opportunities for older adults. Partners for this metric: Texas Workforce Solutions, AARP, engAGE TC, HRD, and Civil Rights Office. Goal 6.2: Increase volunteerism and civic participation among persons age 55+ Strategy 6.2.1: Original strategy: Develop a City of Austin Internship or Fellowship Program for people 55+. 7 Aus(cid:415)nUp closed in 2024. 18 of 26 Amended strategy: Identify or establish a program to increase volunteerism and civic participation among older adults (55+) within the City of Austin, focusing on flexible engagement opportunities and leveraging existing city resources and community partnerships. Reason for change: The amendment broadens the focus from developing a specific "Internship or Fellowship Program" to the more inclusive goal of increasing overall "volunteerism and civic participation." This approach aims to offer a wider range of diverse and flexible engagement opportunities for older adults (55+). It also emphasizes a more resource-efficient strategy by prioritizing the identification and leveraging of existing city resources and community partnerships, rather than the City solely developing a new, singular program type from scratch. Metric 6.2.1: Number of Older Adults (55+) Participating in City-Facilitated or Partnered Volunteer/Civic Programs. Metric 6.2.1.1: Percentage of Boards and Commissions members that are 55+. Partners for this metric: HRD, Office of Civil Rights, Office of the City Clerk (OCC), and Office of Equity and Inclusion. Strategy 6.2.2: Publicize volunteer opportunities as well as opportunities for civic engagement. Metric 6.2.2: Number of volunteer and civic engagement opportunities publicized across multiple channels (Age Friendly Newsletter, Commission on Aging, Aging Services Council Newsletter, etc.) Partners for metric: AFA Program, CoA, ASC Domain 7: Communication and Information Goal 7.1: Create a clearinghouse for information about matters related to older adults Strategy 7.1.1: Include information about city and state services, community organizations, and other resources on all appropriate City communication channels. This strategy has been marked as complete. AFA staff published the Senior Services Hub in 2024. This hub is updated on a quarterly basis. Goal 7.2: Increase awareness about senior issues and perspectives Strategy 7.2.1: Original strategy: Broadcast Austin's Commission on Seniors meetings at convenient times for older viewers. Amended strategy: Make the City of Austin's Commission on Aging meetings accessible for older adults. 19 of 26 Reason for change: The amendment broadens the focus from a single aspect of access to the more comprehensive and inclusive goal of making Commission on Aging meetings fully accessible for older adults. The Commission's name is also updated for accuracy. Metric 7.2.1: Percentage of Commission on Aging meetings that are recorded and made available on an accessible platform and have all requested accessibility services provided. Partners for this metric: AFA Program and the OCC Strategy 7.2.2: Original strategy: Urge City communications staff to include an "age-friendly" perspective in all communications materials and age-inclusive language, messaging, and visuals in materials intended for older adult audiences Amended strategy: Educate City of Austin staff to include an age-friendly perspective and age-inclusive language in all communications materials, messaging, and visuals intended for older adults. Reason for change: The amendment shifts to educating all staff, indicating a more sustainable approach to ensure age-friendly communication practices are understood and implemented. Metric 7.2.2: Percentage of City of Austin Departments that have acknowledged receiving and implemented age-friendly communication guidelines. Partners for metric: AFA Program and CPIO. Strategy 7.2.3: Provide multicultural information and resources, recognizing the diversity of Austin's senior population. Metric 7.2.3: Number of City of Austin departments that regularly issue materials translated into the top five languages other than English spoken by limited English proficiency older adults in the Austin area. Partners for this metric: AFA Program, the Language Access Plan (managed by COA CPIO), and the COA Demographer Goal 7.3: Promote technologies that help older adults connect to their community, friends, and family. Strategy 7.3.1: Expand technology training at City of Austin facilities. Metric 7.3.1: Number of technology training sessions at City of Austin facilities for older adults through collaboration with Austin Public Library (APL), Austin Parks and Recreation Department, and/or local nonprofits. 20 of 26 Partner for this metric: AFA Program, APL, APR, Austin Free Net, and AGE. Strategy 7.3.2: Encourage education through public-private partnerships. Metric 7.3.2: Number of partnerships with local organizations to provide educational programs in collaboration with the City of Austin. Partners for this metric: AFA Program, APR, APL, Austin Free Net, AGE. Strategy 7.3.3: Offer learning opportunities for those seniors without access to technology This strategy has been marked as complete. APR offers classes at its Senior Activity Centers, and this strategy is better reflected and measured in other strategies. Strategy 7.3.4: Use all appropriate City communication channels to promote training opportunities. Metric 7.3.4: Number of Technology Training Sessions Delivered to Older Adults promoted annually via the Senior Services Hub and the Age-Friendly Austin Newsletter. Partners for this metric: AFA Program Domain 8: Community and Health Services Goal 8.1: Sustain and enhance investment in affordable, accessible, and holistic care that will build a vibrant and productive senior community Strategy 8.1.1: Build awareness of public, private, and nonprofit low- or no-cost senior health services availability in city-wide promotional materials. Metric 8.1.1: Annual number of culturally appropriate educational materials developed and distributed through the specified channels (Aging Services Council newsletter, City of Austin Senior Services Hub, and Age Friendly Austin Newsletter). Metric 8.1.1.1: Analysis of service utilization data provided by Aging Services Council providers Partners for metrics: AFA Program, ASC, and APH. 21 of 26 Strategy 8.1.2: Original strategy: Create community focus groups with the charge of developing a strategic plan to integrate aging, mental health, and wellness programs. Amended strategy: Conduct focus groups with seniors, community stakeholders, and partners to pinpoint collaborative opportunities for enhancing mental health and wellness program planning. Reason for change: The amendment refines the role of the focus groups to be more practical and actionable. Instead of tasking them with the development of an entire strategic plan, the focus groups will now concentrate on identifying specific collaborative opportunities to enhance mental health and wellness program planning. Metric 8.1.2: By 2025, analyze existing focus group data from the Older Adults Quality of Life Study and the Austin/Travis County Community Health Assessment (CHA) to: 1) Identify and quantify the number of common priorities and collaborative opportunities for older adult mental health and wellness; and 2) Identify partners for collaborative implementation of recommendations from both reports to enhance mental health and wellness programs. Partners for this metric: CoA, Equity Office, AFA Program, and Austin/Travis County Community Health Plan. Strategy 8.1.3: Original strategy: Develop health outreach programs and community care clinics, including mobile clinics and mobile food vans, in neighborhoods with dense and growing populations of older adults. Amended strategy: Develop health outreach programs and mobile services, and increase reach to older adults Reason for change: The amendment shifts to a more strategic and outcome-oriented goal, allowing services to be more adaptably deployed to meet diverse needs across the community. Metric 8.1.3: Number of community members served ages 50 and over by health outreach programs and mobile services. Partners for this metric: APH, CommUnityCare, Central Texas Food Bank, Fresh for Less Strategy 8.1.4: Expand opportunities for affordable and accessible health care services not covered by Medicare, e.g., dental, hearing, and vision Metric 8.1.4: Number of new or continued programs or initiatives established to expand access to affordable dental, hearing, and vision services for seniors. Metric 8.1.4.1: Number of older adults receiving affordable dental, hearing, and vision services. Partners for this metric: APH, Foundation Communities, and CommUnityCare. 22 of 26 Goal 8.2: Ensure access to proper support services, community resources, and information for a successful aging environment. Strategy 8.2.1: Expand community outreach and public awareness around caregiver support and in-home support programs, including respite care, palliative care, and other home-based supportive services. Metric 8.2.1: Number of Aging Services Council Caregiver Guides distributed. Metric 8.2.1.1: Number of downloads or views of the Aging Services Council Caregiver Guide. Partners for metric: ASC and AFA Program. Strategy 8.2.2: Support a robust awareness and education campaign focused on SNAP outreach and the benefit of investing in better food choices for better health outcomes. Metric 8.2.2: Increase in SNAP enrollment among eligible seniors Partners for metric: Travis County Health and Human Services and Central Texas Food Bank Strategy 8.2.3: Provide broad access to healthy, culturally appropriate foods, local farmers' markets, co-ops, grocery stores, community gardens, and corner stores in neighborhoods. Metric 8.2.3: Number of seniors participating in programs that improve access to healthy, culturally appropriate foods. Partners for this metric: APH, Neighborhood Services Unit, Central Texas Food Bank, Go Austin/Vamos Austin (GAVA), Sustainable Food Center, and Meals on Wheels of Central Texas (MOWCTX). Strategy 8.2.4: Expand culturally responsive family caregiving programs and resources, including dementia care, community respite care, and home-based supportive services Metric 8.2.4: Number of caregiver education opportunities in diverse communities. Metric 8.2.4.1: Number of respite vouchers distributed. Partners for this metric: ASC and AAA. 23 of 26 Goal 8.3: Provide information, education, and training to ensure the safety, wellness, and readiness of seniors in emergency situations. Strategy 8.3.1: Provide formalized emergency preparedness training that includes promotion of existing registries to seniors and caregivers at senior community centers, congregate sites, and other venues Metric 8.3.1: Number of emergency preparedness training events hosted or co-hosted. Metric 8.3.1.1: Number of senior participants attending emergency preparedness training events hosted or co-hosted. Metric 8.3.1.2: Number of seniors that are registered on STEAR. Partners for these metrics: AFA Program, APH Emergency Preparedness, Office of Homeland Security and Emergency Management, and engAGE TC. Strategy 8.3.2: Ensure emergency responders are trained in age-friendly best practices to be prepared to respond to the needs of older adults during emergency events. Metric 8.3.2: Number of educational trainings for emergency responders on how to be prepared to address the needs of older adults. Partners for metric: Austin Fire Department (AFD), Austin Police Department (APD), and the Austin/Travis County EMS (ATCEMS). Strategy 8.3.3: Provide emergency response and preparedness strategies on the City of Austin Website specific to the needs of the senior population. Metric 8.3.3: Reach and engagement with emergency preparedness information on the Austin Senior Services Hub (e.g., page views, downloads). Partners for metric: AFA Program and the CPIO Strategy 8.3.4: Add emergency preparedness script with guidance for 311 operators. This strategy has been marked for removal. The workgroup recommends against this strategy. A 3-1-1 script is unsuitable for its implementation, given the need for a multifaceted approach. This strategy will be revisited in future iterations if it is identified as a need. 24 of 26 Goal 8.4: Prevent financial exploitation, neglect, and the physical, sexual, and emotional abuse of seniors. Strategy 8.4.1: Strengthen elder abuse detection by providing education to law enforcement and other first responders. This strategy has been marked as complete. Training is provided to law enforcement and other first responders on elder abuse detection. Strategy 8.4.2: Provide detection, prevention and reporting strategies on the COA website specific to the needs of the senior population. This strategy has been marked as complete. Existing resources are available at the state and local levels. Strategy 8.4.3: Create partnerships to provide educational materials related to identifying and reporting senior financial exploitation targeting banking and financial institutions. Metric 8.4.3: Number of partnerships established. Partners for metric: AFA Program, APH, CPIO. Strategy 8.4.4: Add elder abuse, neglect, and fraud script with guidance for 311 operators. This strategy has been marked as complete. The script is in place and is reviewed for effectiveness. Plan Summary and Future Direction This amendment to the Age-Friendly Austin Action Plan, updated as of September 2025, represents a dedicated effort to refine and enhance the City's commitment to its older adult population. Stemming from the 2022 City Auditor's report, these revisions focus on incorporating clear, quantifiable indicators, clarifying roles and responsibilities, and ensuring equitable service delivery across all demographic groups. Through detailed strategy adjustments and new metrics within each of the eight domains, Outdoor Spaces and Buildings, Transportation, Housing, Social Participation, Respect and Social Inclusion, Civic Participation and Employment, Communication and Information, and Community and Health Services—this amended plan provides a more robust framework for measuring progress and impact. 25 of 26 Appendix A RECOMMENDATION TO COUNCIL TO ADOPT THE AGE-FRIENDLY AUSTIN ACTION PLAN AMENDMENT Draft for commission consideration WHEREAS, the Austin City Council adopted the original Age-Friendly Austin Action Plan in 2016, demonstrating a commitment to enhancing the quality of life for older adults in Austin; and WHEREAS, a 2022 audit by the City Auditor identified several findings and recommendations for the Age- Friendly Austin Action Plan, highlighting opportunities for enhancement; and WHEREAS, the Age-Friendly Austin Action Plan Amendment (the Amendment) has been developed through a comprehensive review and collaborative process involving City departments, Age-Friendly Austin partners, and Age-Friendly Austin workgroups; and WHEREAS, this Amendment directly addresses the City Auditor’s recommendations by: Including quantifiable indicators to better measure progress toward goals; • • Clarifying roles and responsibilities for each strategy to ensure accountability and effective • implementation; and Incorporating demographic data to ensure all efforts are equitable and serve diverse groups of older adults; and WHEREAS, key changes within the Amendment include refining goals, improving strategies, and adding specific metrics across the eight Age-Friendly domains to align with best practices and stakeholder feedback; and WHEREAS, several strategies have been marked as complete or removed where efforts have been successfully implemented or are better addressed in other parts of the plan; and WHEREAS, this Amendment is intended to guide the City's efforts from 2025 until a new Age-Friendly Austin Action Plan is developed in 2026, serving as a critical interim framework; and WHEREAS, approval of this Amendment will ensure the Age-Friendly Austin Action Plan remains a living document that is responsive to the community's evolving needs and allows the City to effectively measure its progress in creating a more age-friendly Austin; NOW, THEREFORE, BE IT RESOLVED BY THE CITY OF AUSTIN COMMISSION ON AGING: The Commission on Aging recommends that City Council adopt the Amended Age Friendly Action Plan and support its implementation. 26 of 26