Item5-Final FY 25-29 Consolidated Plan 07.09.2024-2-Part-I — original pdf
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CITY OF AUSTIN 2024 – 2025 2025 – 2026 2026 – 2027 2027 – 2028 2028 – 2029 FY 25-29 CONSOLIDATED PLAN PREPARED BY Housing Department PO Box 1088 Austin, Texas 78767 City of Austin FY 2025-2029 Consolidated PLan1City of Austin, Texas Draft Fiscal Year 2025-2029 Consolidated Plan Prepared by: City of Austin Housing Department P.O. Box 1088 Austin, TX 78767 512-974-3100 www.austintexas.gov/housing City of Austin FY 2025-2029 Consolidated PLan2Austin City Council Kirk Watson Mayor Paige Ellis, District 8 Mayor, Pro Tempore Council Members Natasha Harper-Madison, District 1 Vanessa Fuentes, District 2 José Velásquez, District 3 José "Chito" Vela, District 4 Ryan Alter, District 5 Mackenzie Kelly, District 6 Leslie Pool, District 7 Zohaib "Zo" Qadri, District 9 Alison Alter, District 10 City of Austin FY 2025-2029 Consolidated PLan3Table of Contents ES-05 Executive Summary ............................................................................................................ 6 PR-05 Lead & Responsible Agencies ........................................................................................... 15 PR-10 Consultation .................................................................................................................... 17 PR-15 Citizen Participation ......................................................................................................... 73 NA-05 Overview ......................................................................................................................... 94 NA-10 Housing Needs Assessment ............................................................................................ 96 NA-15 Disproportionately Greater Need: Housing Problems ...................................................... 109 NA-20 Disproportionately Greater Need: Severe Housing Problems ........................................... 117 NA-20 Disproportionately Greater Need; Housing Cost Burdens ................................................ 123 NA-30 Disproportionately Greater Need: Discussion ................................................................. 126 NA-35 Public Housing .............................................................................................................. 129 NA-40 Homeless Nees Assessment .......................................................................................... 135 NA-45 Non-Homeless Special Need Assessment ...................................................................... 142 NA-50 Non-Housing Community Development Needs ............................................................... 149 MA-05 Overview ....................................................................................................................... 151 MA-10 Number of Housing Units ............................................................................................... 153 MA-15 Housing Market Analysis: Cost of Housing ...................................................................... 157 MA-20 Housing Market Analysis: Condition of Housing .............................................................. 163 MA-25 Public and Assisted Housing .......................................................................................... 167 MA-30 Homeless Facilities and Services ................................................................................... 171 MA-35 Special Needs Facilities and Services ............................................................................ 174 MA-40 Barriers to Affordable Housing ....................................................................................... 177 MA-45 Non-Housing Community Development Assets .............................................................. 179 MA-50 Needs and Market Analysis Discussion .......................................................................... 184 MA-60 Broadband Need of Housing Occupied by Low- and Moderate-Income Households ........ 196 MA-65 Hazard Mitigation .......................................................................................................... 198 SP-05 Overview ........................................................................................................................ 201 SP-10 Geographic Priorities ...................................................................................................... 202 SP-25 Priority Needs ................................................................................................................ 204 SP-30 Influence of Market Characteristics ................................................................................ 209 SP-35 Anticipated Resources ................................................................................................... 211 City of Austin FY 2025-2029 Consolidated PLan4SP-40 Institutional Delivery Structure ....................................................................................... 216 SP-45 Goals Summary ............................................................................................................. 225 SP-50 Public Housing Accessibility and Involvement ................................................................. 233 SP-55 Barriers to Affordable Housing ........................................................................................ 236 SP-60 Homelessness Strategy .................................................................................................. 242 SP-65 Lead-Based Paint Hazards .............................................................................................. 243 SP-70 Anti-Poverty Strategy ...................................................................................................... 244 SP-80 Monitoring ..................................................................................................................... 250 AP-15 Expected Resources....................................................................................................... 251 AP-20 Annual Goals and Objectives .......................................................................................... 257 AP-35 Projects ......................................................................................................................... 263 AP-50 Geographic Distribution ................................................................................................. 281 AP-55 Affordable Housing ........................................................................................................ 282 AP-60 Public Housing ............................................................................................................... 288 AP-65 Homeless and Other Special Needs Activities ................................................................. 291 AP-70 HOPWA Goals ................................................................................................................ 298 AP-75 Barriers to Affordable Housing ........................................................................................ 299 AP-85 Other Actions ................................................................................................................. 301 AP-90 Program Specific Requirements...................................................................................... 308 Attachment I: Citizen Participation A: Citizen Participation Plan B: Community Engagement Summary Attachment II: Grantee Unique Appendices A: Resale and Recapture Policy B: ESG Program Standards C: Monitoring Plan D: Relocation Policy E: HOME Maximum Sale Price F: Analysis of Impediments to Fair Housing Choice Progress Report G: Austin Climate Equity Plan Summary H: Funding and Production Summary Table City of Austin FY 2025-2029 Consolidated PLan5ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction The City of Austin submits this FY 2025‐29 Consolidated Plan and FY 2025 Action Plan as the first of five Action Plans within the Consolidated Plan. The following section provides a summary of the FY 2025‐29 Consolidated Plan and FY 2024‐25 Action Plan. It is anticipated that the Austin City Council (Council) will approve the plan on July 18, 2024. The final document is due to the U.S. Department of Housing and Urban Development (HUD) no later than August 16, 2024. In addition to federal funding from HUD, the City of Austin (City) appropriates local funds to the Housing Department for affordable housing and community development activities. HUD's guidance regarding the inclusion of non‐federal funding sources in a Consolidated Plan and Annual Action Plan is that non‐federal sources are to be included. For this reason, the Housing Department has included information about the City of Austin 2022 General Obligation Bond allocation of $350 million in this Plan. This Consolidated Plan and Action Plan are not intended to confer any legal rights or entitlements on any persons, groups, or entities, including those named as intended recipients of funds or as program beneficiaries. The terms of this Consolidated Plan and Annual Action Plan are subject to amendment and to the effect of applicable laws, regulations and ordinances. Statements of numerical goals or outcomes are for the purpose of measuring the success of programs and policies and do not impose a legal obligation on the City to achieve the intended results. Actual funding of particular programs and projects identified in this plan are subject to completion of various further actions, some of which involve discretionary determinations by the City or others. These include HUD approval of this plan; appropriations by the United States Congress and the Austin City Council; reviews and determinations under environmental and related laws; and results of bidding and contracting processes. 2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview The City’s FY 2025‐29 Consolidated Plan establishes funding priorities for the FY 2025 Action Plan in the following high priority need areas: Special Needs Assistance; Homeless Assistance; Renter Assistance; Homebuyer Assistance; Homeowner Assistance; Housing Development Assistance; Other Community Development Assistance. These funding priorities were established based on the housing and community development needs identified through public and stakeholder input, expert staff needs and market analysis, and City Council direction. All the proposed City of Austin FY 2025-2029 Consolidated PLan6funding priorities will serve very‐low, low‐ and moderate‐income households in the City of Austin. See Exhibit 1 for a listing of FY 2025‐29 Consolidated Plan programs and descriptions. In 2017, the Austin City Council adopted the Austin Strategic Housing Blueprint, a ten‐year plan to align resources, ensure a unified strategic direction, and facilitate community partnerships to help reach the City’s affordable housing goals. Through public engagement, the then Department of Neighborhood Housing & Community Development (NHCD), now Housing Department, heard from residents and community leaders who clearly voiced the desire to prevent families from being priced out of the Austin market, to invest in housing for those of greatest need, and to help residents reduce transportation costs and household expenses whenever possible. These recommendations ended up being organized into five categories, each focused on achieving the best outcomes, including: • • • • Prevent households from being priced out of Austin. Support legislation to allow flat dollar‐amount Homestead Exemptions, create a preservation property tax exemption for properties to minimize displacement of low‐income renters, expand the use of shared‐equity ownership and mechanisms to preserve and create ownership options for households at 80‐120% MFI, and invest in preservation strategies to combat gentrification. Foster equitable, integrated, and diverse communities. Promote strategic investments and create protections for low‐income renters by developing a strike fund to preserve multi‐family buildings to retain affordable housing units, implement Austin’s Fair Housing Action Plan, bolster enforcement of Fair Housing requirements, and undertake strategic land banking for affordable housing. Invest in housing for those most in need. Every effort should be made to protect our most vulnerable populations. The City should pursue General Obligation Bonds and General Fund appropriations for affordable housing, leverage low‐income housing tax credits, incentivize the private sector to fund affordable workforce housing, maximize the use public properties for public housing, and expand housing for citizens with disabilities. Create new and affordable housing choices for all Austinites in all parts of town. We can facilitate the streamlining of City codes and permit processes, revise the S.M.A.R.T. Housing Program, relax regulations on affordable housing products (including cooperatives and Accessory Dwelling Units), and create a Multifamily Property Tax Exemption Program. • Help Austinites reduce their household costs. More can be done to help Austinites through projects that connect housing with transportation choices, educate and increase efforts to help households to reduce utility costs through weatherization of current residences, and ensure that future housing developments are in proximity to healthy grocery stores, health care services, and social support agencies. In 2022, voters approved a $350 million affordable housing bond. This substantial increase in resources has enabled the Housing Department to reprioritize and maximize the use of federal funds and further the Department’s mission to provide economic opportunities that enable all Austinites to thrive in our community. The realignment of resources is also reflective of feedback received from the community during the community needs assessment period, which is discussed further in the plan. City of Austin FY 2025-2029 Consolidated PLan7FY 2025‐29 Consolidated Plan Priorities Program Program Description Special Needs Assistance Special Needs Assistance will assist low‐ to moderate‐income Austinites by providing mental health services for at‐risk youth, childcare services and services for seniors. Homeless Assistance Homeless Assistance provides services to the City's most vulnerable populations, including persons experiencing homelessness, persons living with HIV/AIDS, victims of domestic violence, persons experiencing mental illness, unaccompanied youth, persons with chronic substance abuse, and veterans. Renter Assistance Renter Assistance activities will provide assistance that can make rent more affordable, tenants’ rights services, and financial assistance for necessary rehabilitation to make rental units accessible. Homebuyer Assistance Homebuyer Assistance provides counseling to renters wishing to become homebuyers. This category includes the Down Payment Assistance Program, which offers loans to qualifying low‐ and moderate‐ income homebuyers to help them buy their first home. Homeowner Assistance Homeowner Assistance provides services to individuals that own their homes, but need assistance to make the home safe, functional and/or accessible. Housing Development Assistance Housing Development Assistance includes programs that offer assistance to nonprofit and for‐profit developers to build affordable housing for low‐ and moderate‐income households, and to acquire real property for affordable housing purposes. Other Community Development Assistance Other Community Development Assistance includes activities that such as operating grants for Community Housing Development Organizations (CHDOs), as well as providing support for infrastructure and small business development. Exhibit 1 Consolidated Plan Priorities Table City of Austin FY 2025-2029 Consolidated PLan83. Evaluation of past performance The City of Austin’s Consolidated Annual Performance and Evaluation Reports (CAPER) indicate a mixed track record of setting and meeting goals throughout the execution of the programming under the FY 19‐24 Consolidated Plan. Highlights of success in meeting goals in recent years include the CDBG and HOME-funded Rental Housing Development Assistance (RHDA) program and the HOME-funded Down Payment Assistance (DPA) program. Area of challenge in meeting goals in recent years include the CDBG-funded Architectural Barrier Removal - Renter program and ESG Homeless Person Overnight Shelter. The City will continue to review its goal-setting and program performance and will make adjustments and improvements to planning and programming accordingly. 4. Summary of Citizen Participation Process and Consultation Process Community Needs Assessment The Housing Department developed an extensive community engagement and outreach strategy to promote the Community Needs Assessment period and increase public participation. A dedicated Speak Up Austin web page hosted a survey as well as background information and the Consolidated Plan process as www.SpeakUpAustin.org/MyCommunityNeeds. During the official time frame of the community needs assessment period, from February 6, 2024 to March 15, 024, 341 survey responses were received. By the conclusion of the Consolidated Plan process, including both the community needs assessment and public comment period, the Speak Up Austin page had received over 5,900 views and 526 survey responses. In addition, participants had left 430 additional comments. The community needs assessment portion of the process included many consultations with community groups. as well as 2 official public hearings. During the community needs assessment period, 46 organizations particip2ed in consultations, including stakeholder groups across the public and private sectors, City Commissions, non‐profit organizations, and others. By the end of the Consolidated Plan process, the City had held over 50 consultations. The City of Austin‘s Citizen Participation Plan (CPP) requires that the City conduct two public hearings during the Community needs assessment period: one before the Community Development Commission (CDC) and one before the Austin City Council. The public hearings were conducted before the CDC on March 12, 2024 and before the Austin City Council on March 7, 2024. Seven community members made comments during the public hearings. Follow up letters were received from one commission, one non‐profit organization and one neighborhood organization, all of which participated in the consultations or hearings as well. The survey remained open and consultations continued through the finalization of the Consolidated Plan. Paper surveys were in the total count. Community members could also available in libraries, and these are included participate in the survey through text messaging, email and postal mail. A variety of outreach activities were conducted to let community members know how they could participate in the community needs assessment. Public notices were published in English and Spanish language local newspapers, both in print and online. A press release was distributed to local media. An email was sent to 5,000 community members and amplification kits were distributed to more than 150 organization to promote within their communications as well. In addition, all City departments received the promotional material to share with the communities they serve. Housing Department outreach efforts targeted the general public, as well as diverse racial/minority populations. Surveys, flyers and all promotional content was translated into 7 languages: Spanish, Arabic, French, Hindi, Korean, Vietnamese and Chinese. More details about Community Needs Assessment and provided in this document in the Executive Summary and Process chapters, as well as Attachment I B: Citizen Participation Process. The top priorities identified by the community in the survey were: availability of affordable housing, services to prevent homelessness, affordable childcare, mental health and counseling and job training City of Austin FY 2025-2029 Consolidated PLan9and/or job opportunities. The results of the survey influenced the selection of the programs and activities outlined in the FY 2025-29 Consolidated Plan and FY 2024-25 Action Plan and will inform future policy decisions impacting household affordability and community development initiatives. Draft Consolidated Play/Action Plan Public Comment Period A 30-day public comment period for the draft Consolidated Plan/Action Plan was promoted for May 7, 2024 - June 5, 2024. A bilingual public notice was published in both print and digital editions of the Austin American Statesman on April 18, 2024, notifying the public of the public comment period with advanced notice. In addition, a Spanish-language public notice was published in both print and digital editions of El Mundo on April 18, 2024. At the commencement of the public comment period, the City issued a bilingual press release that was sent out to media outlets, as well as posted on the Housing Department website, given further notice to the public and all interested parties about the public comment period. As promoted in the public notices and the press release, the draft Consolidated Plan/Action Plan was posted in digital format at a dedicated Speak Up Austin website, www.speakupaustin.org/mycommunityneeds or, for the Spanish-language version, www.speakupaustin.org/mycommunityneeds_esp. The dedicated Speak Up Austin website allowed the public to view both the draft Consolidated Plan/Action Plan as well as a draft Consolidated Plan/Action Plan summary document which was made available in both English and Spanish versions. The Speak Up Austin website gave members of the public an opportunity to comment on the draft Consolidated Plan/Action Plan, as well as to optionally share demographic information. In addition to the the digital format of the draft Consolidated Plan/Action Plan available to the public, the public notices and press release highlighted 10 locations across the City of Austin at which the draft Consolidated Plan/Action Plan would be available for review to the public. A draft Consolidated Plan/Action Plan summary document was also available at the 10 advertised locations across the City. At the 10 locations, flyers were posted in both English and Spanish, alterting the public to the public comment period and available draft Consolidated Plan/Action plan. The 10 locations referenced here are listed below. • Austin Central Public Library, 710 West Cesar Chavez Street (Central) • Austin Resource Center for the Homeless, 500 East 7th Street (Central) • East Austin Neighborhood Center, 211 Comal Street (East) • Housing Department, 1000 East 11th Street, Suite 200 (East) • Rosewood-Zaragosa Neighborhood Center, 2800 Webberville Road (East) • St. John's Library Branch, 7500 Blessing Avenue (North East) • Vivent Health, 7215 Cameron Road (North) • Housing Authority of the City of Austin, 1124 S IH 35 (South) • South Austin Neighborhood Center, 2508 Durwood Street (South) • Pleasant Hill Library Branch, 211 East William Cannon Road (South) In addition to the Speak Up Austin page, the City promoted alternative ways to provide comment on the draft Consolidated Plan/Action Plan public comment period, including by telephone, text message, email, mail, and two public hearings that could be attended either in-person or virtually. The firs public hearing was held by the Community Development Commission at the Commission's monthly meeting on May 14, 2024 in the evening. The second public hearing was held by the Austin City Council at the Council's meeting on May 30, 2024 which started in the morning. 6 online comments were received through the Speak Up Austin website during the 30-day public comment period. Finally, the Community Development Commission was also notifying of the opportunity to provide specific recommendations to the Austin City Council regarding the draft revised CPP. City of Austin FY 2025-2029 Consolidated PLan10On June 21, 2024, the City was made aware through its HUD field office that national holidays, as well as the first day of posting, are days that are not to be counted as public comment period days for purposes of a draft Consolidated Plan/Action Plan 30-day public comment period. The City communicated with its HUD field office and established a plan to give notice the public of officially holing an additional 7-day public comment period on the draft Consolidated Plan Action Plan, from July 9, 2024 - July 15, 2024. A bilingual public notice was published in both print and digital editions of the Austin American Statesman on Friday July 5, 2024 notifying the public of the 7-day public comment period. In addition, a Spanish- language public notice was published in both print and digital editions of El Mundo on July 4, 2024. For the 7-day public comment period, the draft Consolidated Plan/Action Plan was made in the same digital and physical formats as described above for the initial public comment period in May and June 2024. In addition, the public had the same variety of ways to participate in the public comment period as described above for the initial public comment period in May and June 2024. (cid:24)r(cid:258)(cid:296)(cid:410)(cid:3)(cid:90)(cid:286)(cid:448)(cid:349)(cid:400)(cid:286)(cid:282)(cid:3)(cid:18)(cid:349)(cid:410)(cid:349)(cid:460)(cid:286)(cid:374)(cid:3)(cid:87)(cid:258)(cid:396)(cid:410)(cid:349)(cid:272)(cid:349)(cid:393)(cid:258)(cid:410)(cid:349)(cid:381)(cid:374)(cid:3)(cid:87)(cid:367)(cid:258)(cid:374)(cid:3)(cid:894)(cid:18)(cid:87)(cid:87)(cid:895)(cid:3)(cid:1007)(cid:1004)(cid:882)(cid:24)(cid:258)(cid:455)(cid:3)(cid:87)(cid:437)(cid:271)(cid:367)(cid:349)(cid:272)(cid:3)(cid:18)(cid:381)(cid:373)(cid:373)(cid:286)(cid:374)(cid:410)(cid:3)(cid:87)(cid:286)(cid:396)(cid:349)(cid:381)(cid:282) The City's Citizen Participation Plan (CPP) is a document that describes efforts that are undertaken to encourage community members to participate in the development of the City's federal reports. The CPP is designed to particularly support and encourage the participation of residents who are predominantly low- and moderate-income. The City's CPP instructs that a City staff will conduct a review of the CPP along with the Consolidated Plan process. In the case that City staff seek to make update to the CPP, the CPP outlines requirements related to community engagement. The steps the City took in its amendment process for the CPP are descried below. While the City's CPP requires a 15-day public comment for amendments to the CPP, the City opted to advertise and open a 30-day public comment period for the CPP, to run in tandem with the Consolidated Plan 30-day public comment period, from May 7, 2024 - June 5, 2024. A bilingual public notice was published in both print and digital editions of the Austin American Statesman on April 18, 2024, notifying the public of the upcoming public comment period for the draft revised CPP. In addition, a Spanish- language public notice was published in both print and digital editions of El Mundo on April 18, 2024. At the commencement of the public comment period, the City issues a bilingual press release which was issued to media outlets and posted on the Housing Department's website, again notifying the public to the draft revised CPP public comment period and providing details about the various ways to participate. As promoted in the public notices and press release, the CPP was made available to the public on a dedicated Speak Up Austin page at www.speakupaustin.org/mycommunityneeds or, for the Spanish- language version, www.speakupaustin.org/mycommunityneeds_esp. The dedicated Speak Up Austin website allowed the public to view the draft revised CPP, in both English or Spanish. The Speak Up Austin website gave member of the public an opportunity to comment on the draft revised CPP, as well as to optionally share demographic information. In addition to the digital format of the draft revised CPP available to the public, the public notices and press release highlighted 10 locations across the City of Austin at which the draft revised CPP would be available for review to the public, in both English and Spanish. At the 10 locations, flyers were posted in both English and Spanish, alerting the public to the public comment period and available draft revised CPP. The 10 locations referenced here are the same as identified above for the draft Consolidated Plan/Action Plan public comment period. In addition to the Speak Up Austin page, the City promoted alternative ways to provide comment on the draft revised CPP, including by telephone, text message, email, mail, and two public hearings that could be attended either in-person or virtually. The first public hearing was help by the Austin City Council at the Council's meeting on May 30, 2024 which started in the morning. The second public hearing was help by the Community Development Commission on June 11, 2024 and was held in the evening. No comments were received on the draft revised CPP during the public comment period. Finally, the Community Development Commission was notified of the opportunity make specific recommendations to the Austin City Council regarding the draft revised CPP. City of Austin FY 2025-2029 Consolidated PLan115. Summary of Public Comments in the Community Needs Assessment Comments have been sorted into the following categories and subcategories, which center around the experiences that people shared: • I want to live in an Austin that is for everyone Preservation of history, culture & long‐term residents Resources to support the unique needs of vulnerable populations A variety of housing options for all income levels and all household types Policies and programs to protect remaining affordability Compassion‐led approaches Support for small businesses Fair Housing • I need immediate help Homelessness Prevention & Intervention Rental Assistance Emergency assistance for utilities, food, and other basic needs Emergency repairs Serving those with the greatest need • I need help maintaining stability Access to affordable housing Tenant support Home repair Homeless prevention and intervention Health and wellness issues Wages & workforce development Reducing housing‐related costs Child care • I want to build long‐term stability Homeownership Higher education Financial wellness & security Leveraging property for additional income • I need better access to programs knowledge of existing programs inaccessible processes support needed to access programs • My neighborhood needs more support infrastructure (sidewalks, sewers, electrical, etc.) Transportation access to resources (grocery stores, medical care, libraries, etc.) Greenspace Walkability neighborhood planning Safety quality of life City of Austin FY 2025-2029 Consolidated PLan12• I don’t trust the City authentic engagement program evaluation and effectiveness transparent spending Across all categories, there was a consistent plea for more collaboration across departments, agencies and organizations as well as a desire to see more creativity and innovative approaches. 6. Summary of comments or views not accepted and the reasons for not accepting them All comments or views received are accepted. 7. Summary The Consolidated Plan is designed to help participating jurisdictions assess their affordable housing and community development needs and market conditions to make data‐driven, place‐based investment decisions. The consolidated planning process serves as the framework for a community‐wide dialogue to identify both housing and community development priorities that align and focus funding from HUD. The Consolidated Plan is carried out through annual Action Plans, which provide a concise summary of the actions, activities, and the specific resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plan. Grantees report on accomplishments and progress toward Consolidated Plan goals in the Consolidated Annual Performance and Evaluation Report (CAPER). In FY 2024‐25, the City of Austin will continue to receive funding from HUD through four entitlement grants: Community Development Block Grant (CDBG); HOME Investment Partnerships Program (HOME); Emergency Solutions Grant Program (ESG); and Housing Opportunities for Persons with AIDS (HOPWA), in addition to reasonably anticipated local resources such as through the 2022 General Obligation (G.O.) Bonds. As a long‐range planning document, the Consolidated Plan establishes programmatic goals and provides a framework for methodologically identifying priority needs with the community. The FY 25‐29 Consolidated Plan is largely organized into the following chapters: Executive Summary, Process, Needs Assessment, Market Analysis, Strategic Plan & Action Plan. The Strategic Plan chapter exhibits planning for the coming five years, FY 25‐29, whereas the Action Plan chapter provides further detailed planning for FY 24‐25. The document is a product of collaboration between the City of Austin (COA) Housing Department, Austin Public Health (APH), COA Homeless Strategy Office (HSO), the COA Economic Development Department, the Housing Authority of the City of Austin (HACA), over 50 community and stakeholder groups, as well as individuals and families across the community of the City of Austin, who gave input in various ways and contributed to the plans outlined in this document. City of Austin FY 2025-2029 Consolidated PLan13HUD and City of Austin Budget Allocation Processes City of Austin FY 2025-2029 Consolidated PLan14PR‐05 Lead & Responsible Agencies Describe agency/entity responsible for preparing the Consolidated Plan and those 1. responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency Lead Agency CDBG Administrator ESG Administrator HOME Administrator HOPWA Administrator AUSTIN AUSTIN AUSTIN AUSTIN AUSTIN Housing Department Austin Public Health Housing Department Austin Public Health Table 1 – Responsible Agencies Narrative LEAD AGENCY AND PARTICIPATING ORGANIZATIONS Housing Department (HD) The Housing Department is designated by the Austin City Council as the single point of contact for HUD and is the lead agency for the administration of CDBG, HOME, HOPWA, and ESG grant programs. The HD currently administers the CDBG and HOME programs. The HD is directly responsible for developing the five‐ year Consolidated Plan, the Annual Action Plan, and the end‐of‐year Consolidated Annual Performance and Evaluation Report (CAPER). Austin Housing Finance Corporation (AHFC) ‐ AHFC was created in 1979 as a public, nonprofit corporation organized pursuant to Chapter 394 of the Texas Local Government Code. The Austin City Council serves as the AHFC’s Board of Directors. The mission of the AHFC is to generate and implement strategic housing solutions for the benefit of low‐ and moderate‐income households of the City of Austin. Housing Department employees manage the funding and operations of AHFC through an annual service agreement executed between the City and AHFC. Austin Public Health (APH) Council designates APH to administer the HOPWA and ESG programs. APH is a nationally‐certified Public Health agency and works in partnership with the community to prevent disease, promote health, and protect the well‐ being of the community with the vision of making Austin/Travis County the healthiest community in the nation. APH is comprised of seven divisions: The Office of the Director, Administrative Services, Community Services, Disease Prevention and Health Promotion, Environmental Health Services, Epidemiology and Public Health Preparedness, and Healthy Equity and Community Engagement. City of Austin FY 2025-2029 Consolidated PLan15Economic Development Department (EDD) Economic Development Department (EDD) administers the Family Business Loan Program (FBLP) funded with Section 108 funds. Section 108 is a loan guarantee provision of the CDBG Program. The Family Business Loan Program and related lending programs are designed to provide a low‐cost financing option to Austin‐based small businesses seeking to expand and hire that commit to provide employment opportunities to Austin’s low‐ and moderate‐income communities. Community Development Commission (CDC) The CDC advises Council in the development and implementation of programs designed to serve low‐ and moderate‐income households and the community at large, with an emphasis on federally funded programs. The CDC also oversees the Community Services Block Grant (CSBG) program managed by Austin Public Health. CSBG regulations require that the CDC consists of 15 members, including representatives from eight geographic target areas: Colony Park, Dove Springs, East Austin, Montopolis, Rosewood‐Zaragosa/Blackland, St. Johns, North Austin, and South Austin. The CDC’s eight neighborhood representatives are elected through a neighborhood‐based process, and all 15 are formally appointed by the Austin City Council. Urban Renewal Board (URB) The URB is comprised of seven members appointed by the Mayor, with consent from Council. The URB oversees the implementation of, and compliance with, Urban Renewal Plans that are adopted by the Austin City Council. An Urban Renewal Plan's primary purpose is to eliminate slum and blighting influence within a designated area of the City. Council adopted Resolution No. 971119‐34 on November 19, 1997, declaring the East 11th and 12th Streets Revitalization Area to be a slum and blighted area and designated this area appropriate for an urban renewal project. Subsequently, Council adopted an Urban Renewal Plan. The City of Austin and the Urban Renewal Agency, in the shared interest of completing the Urban Renewal Project, entered into an agreement that identifies each party’s roles and responsibilities for the completion of the revitalization for these two corridors. The URB has been working to implement a key component of that revitalization through the redevelopment of two blocks on East 11th Street (Blocks 16 and 18). In partnership with the Austin Economic Development Corporation (AEDC), the URB released a solicitation to identify a development partner for these blocks in 2023. The development opportunity is anticipated to be awarded in 2024. Consolidated Plan Public Contact Information Chris Duran Grants Program Manager City of Austin: Housing Department P.O. Box 1088 Austin, Texas 78767 christian.duran@austintexas.gov City of Austin FY 2025-2029 Consolidated PLan16PR‐10 Consultation ‐ 91.100, 91.200(b), 91.215(l) 1. Introduction As part of the Consolidated Plan process, the Housing Department consulted and collaborated with other City departments in its administration of programs and activities, including Austin Public Health (APH), Economic Development Department (EDD), Homeless Strategy Office (HSO), the Office of Civil Rights, the Office of Resilience, the Office of Telecommunications and Regulatory Affairs (TARA) and the Watershed Protection Department (WPD). Additionally, the Housing Department consults with City boards and commissions and external agencies with missions related to affordable housing and community development. The 47 entities consulted during the Community Needs assessment Period included (but not limited to): ADAPT of Texas, African American Resource Advisory Commission, Hispanic/Latino Quality of Life Resource Advisory Commission, Austin Area HIV Planning Council, Austin Housing Repair Coalition, Austin/Travis County Reentry Roundtable, Building and Strengthening Tenant Action (BASTA), Colony Park Neighborhood Center, College Student Commission, Commission on Aging, Community Development Commission, Early Childhood Council, Ending Community Homelessness Coalition (ECHO), Housing Authority of the City of Austin, Lesbian, Gay, Bisexual, Transgender, Queer (LGBTQ) Quality of Life Advisory Commission and the Mayor’s Committee for People with Disabilities. A full list of meetings that the City conducted as part of its Consolidated Plan Community Needs Assessment process is seen below. A comprehensive Consolidated Plan Community Engagement report on the Community Needs Assessment is found in this document in Attachment I B: Citizen Participation Process. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)). The City of Austin provides funding to, and works closely in partnership with, the Ending Community Homelessness Coalition (ECHO)--the entity that also acts as the coordinator of the region’s Continuum of Care (CoC). Leadership from the two local housing authorities, private hospitals, private housing providers, City and County health and human services departments, social service programs that serve the homeless, as well as criminal justice entities, all serve on the ECHO Membership Council. This group holds monthly meetings and provides strategic direction to the Austin/Travis County community regarding issues that impact persons experiencing homelessness. ECHO executive leadership participates in planning partnerships with psychiatric stakeholders, criminal justice executives and employment specialists led by Central Health, Austin-Travis County Integral Care, Travis County Public Safety and Justice, and Goodwill Industries. In 2018, the Membership Council and Austin City Council adopted Austin’s Action Plan to End Homelessness that outlines specific objectives and strategies needed to end homelessness in the community. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS Pending. City of Austin FY 2025-2029 Consolidated PLan17Additionally, ECHO and the Dell Medical School of the University of Texas at Austin have recently launched the PSH Healthcare Collaborative. Still in the planning phase, this collaborative has brought together public and private healthcare providers, affordable housing providers, social services providers, and other partners and stakeholders to discuss the healthcare needs of permanent supportive housing (PSH) programs and participants. This collaborative will work to reduce the barriers to PSH participants accessing healthcare through continuous quality improvement and active collaboration between providers, funders, and stakeholders. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness HSO, APH, and HD staff actively engage with the CoC providers, stakeholders, and persons with lived expertise. This includes participating in the CoC governance body – the Leadership Council – as well as several of the committees and workgroups that serve that body. Most of the agencies in the community serving homeless individuals are funded by the City, so these departments participate in key ECHO Continuum of Care planning groups to ensure alignment across the community with regards to program standards, HMIS utilization, and other elements central to a coordinated homelessness response system. During development of the Consolidated Plan and Annual Action Plan, and throughout the year, members of HSO and APH collaborate with ECHO to gather information that informs decisions on ESG allocations, performance standards, and evaluation outcomes. ECHO, HSO, HD, Travis County, and HACA staff also meet regularly to discuss ways to coordinate City and CoC funding that serves people experiencing homelessness. These discussions include topics such as the PSH development pipeline, coordination of housing choice voucher programs, technical assistance and planning needs, policy updates, funding opportunities, and other topics of importance. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS HSO, APH, and ECHO work together to evaluate outcomes and more closely align CoC and ESG programs. All ESG-funded programs enter data into the Homeless Management Information System (HMIS) and accept referrals for rapid rehousing through the Coordinated Entry method administered by ECHO. HMIS staff analyze data and report progress on ending homelessness to APH and other community entities. In addition, ESG-funded programs are required to submit to the City the outcome measure: percent of case- managed households that transition from homelessness into housing. HSO, APH, and ECHO partner to ensure that all rapid rehousing programs and shelter programs are entering data into HMIS in a manner that allows system-wide and City outcomes to be measured and evaluated. The City of Austin has taken an active role in supporting a more effective HMIS so that the data derived from the system can inform policy decisions and identify program effectiveness. The City also contributes local funding to support ECHO staff positions including to support the Coordinated Entry system. City staff have taken an active role with ECHO in developing the coordinated assessment and improving other components of the continuum. City of Austin FY 2025-2029 Consolidated PLan182. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities. In addition to the information below, please see Attachment I B: Community Engagement Summary for more about the consultation process. Agency/Group/Organization ADAPT of Texas Agency/Group/Organization Type Services ‐ Persons with Disabilities What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? ADAPT of Texas is a grassroots disability rights group that works for more accessible communities, including through transportation, housing, public accommodations and governmental buildings and programs. City staff sought guidance from ADAPT of Texas & Accessible Housing Austin! on the needs of people living with disabilities in Austin. The group of ADAPT and AHA! staff members and advocates addressed a multitude of issues facing the disability community. The conversation addressed the lack of funding for homelessness prevention that used to be available and is now more focused on intervention and chronic homelessness. They specifically addressed a missing priority of addressing the affordability needs of those with disabilities who are not homeless. “What we’ve been saying forever is consideration of people who are in living situations like nursing homes where the only reason they’re in there is because they can’t find affordable housing.” They spoke of a desperate need for integrated communities, where people with disabilities can live amongst the rest of the community. From their perspective, an important piece of this is to disconnect services from housing. “Do you want your doctor living in your garage?” they asked. “If things go awry, you lose your housing and your medical support.” They pleaded for a shift in approach, focused more on moving people out of the nursing homes and having supportive services in the integrated community. Some of the group members are working to become housing providers but there is a lack of funding to implement density for the communities they serve. They fear relying on large developers to provide deeply affordable housing and want to see funds for nonprofits to help with options such as added accessible ADUs to single-family homes. They urged for requirements of any properties that use City funding to accept Section 8 vouchers and to make more units accessible. “They will not be accessible unless we enforce it.” They spoke of the built-in discrimination with advocacy for more townhomes because those will never be accessible for many people with disabilities. The group went on to discuss the City’s role further, noting the unique position the City has, with funding that developers will go after. They want to see more stipulations and more monitoring of developers who want to borrow 20City of Austin FY 2025-2029 Consolidated PLan19money. They expressed a lack of trust in ensuring accessibility. “Accessibility is taking a back seat.” Looking at the last CAPER, they pointed out that no dollars were spent for Rental Housing Development Assistance, and shared the fear that no requirements are further promoting attached to development of rental units, discrimination. Education with developers we work with about what accessibility is crucial since we can't trust them to know and really understand what is needed. Where the developments are is also crucial, and can’t be in food deserts, public transit deserts, or medical deserts. They brought up the City’s architectural barrier removal programs for renters and it’s lack of performance. “There is something insisted, pushing for better extremely wrong with that,” they marketing and outreach for the program as well as an overhaul of the application process. “If programs are not meeting their goals, you need to take a look at this and ask why.” The group made it clear how important it is to understand the income level of people living with disabilities, many of whom are at 13 percent of the median family income. 30 percent and below is usually focused on PSH, but there are people that don’t need that. Living in this situation means that the person who controls your housing also controls your resources and there are plenty of people earning 30 percent of MFI and below who don’t need that or don’t want to get it from their houser. Other topics for people with addressed disabilities, notification for when housing vouchers are available, working with the City demographer to collect more statistics on people living with disabilities in Austin, wages for people who are working on this issue, including direct care workers, attendants, caregivers, and addressing the gaps in support for people with cognitive needs. They pointed out that nothing about disabilities was included in our presentation about community and feedback themes. Other engagement concerns were addressed about the voices of the disability and low-income community. They reminded City staff that we won’t hear from these people because they are busy surviving. “The people that work cleaning up our city, that work doing the really essential jobs, bus drivers, if they all move away we don’t have anyone to do the things that need happen.” There is a deep sense of fear and frustration that Austin is not a place for people without a lot money. The group shared frustration about having the same conversation with the City year after year and not seeing any change. City staff committed to meeting more regularly and coming back with updates, as well as developing a list for where to do outreach for accessible units. included emergency preparedness Agency/Group/Organization African American Resource Advisory Commission Agency/Group/Organization Type Board/Commission 21City of Austin FY 2025-2029 Consolidated PLan20What section of the Plan was addressed by Consultation? Housing Need Assessment Civic Leaders Housing Affordability; Board/Commission How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The African American Resource Advisory Commission (AARAC) advises the City Council on issues relating to the quality of life for the City’s African American community and recommends programs designed to alleviate any inequities that may confront African Americans in social, economic and vocational pursuits, including healthcare, housing, home ownership and homelessness; entertainment opportunities for professionals and students; employment and cultural venues, including museums, theaters, art galleries and music venues. City staff sought guidance from the African American Resource Advisory Commission on the needs and priorities of Austin’s African American community. The commissioners expressed interest in knowing more about the zip codes and other demographics of those served by federal funding, and staff agreed to bring more data back to the commission for future meetings. Staff asked for the commission’s help spreading the word about the needs assessment survey. Agency/Group/Organization Asian American Quality of Life Advisory Commission Agency/Group/Organization Type Civic Leaders Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Civic Leaders Housing Affordability; Board/Commission How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Asian American Quality of Life Advisory Commission advises the City Council on issues related to the Asian American Resource Center and will provide on-going guidance and support for the City's Asian American quality of life initiatives. City staff sought guidance from the Asian American Quality of Life Commission on the needs and priorities of Austin’s Asian American community. Commissioners expressed how important language access is in reaching the Asian American community, which includes many immigrants. They provided helpful examples, such as a phone number that community members can call to request language access. They clarified that this was not only needed for services provided directly by the City, but also with contracted services provided by outside organizations. Commissioners were curious about how the Housing Department works with the Housing Authority and other housing organizations. The commission shared their desire to see demographic information for all programs and wanted to know how the Housing 22City of Austin FY 2025-2029 Consolidated PLan21Department is reaching out to the Asian American community. They noted that last year they expressed the need for increased engagement for their community and wanted to know what changes have been made. With many seniors and youth in the Asian American community, the commissioners want to see more focused outreach. Commissioners inquired about specific uses for funding, sharing that many immigrants seek help from churches and other community organizations to get many of their basic needs met. Examples were given about how CDBG funds in other cities have been used for things like an Asian American Community Center and the commissioners wanted to see the Housing Department in conversation with the Asian American Cultural Center in Austin about their plans to build affordable housing with childcare facilities. Staff shared the department’s commitment to continued improvements in targeted outreach as well as enhanced data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. Agency/Group/Organization Austin Area Research Organization (AARO) Agency/Group/Organization Type Planning Organization Regional Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Housing Affordability How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Austin Area Research Organization (AARO) is a nonprofit, nonpartisan network of preeminent Central Texas leaders. Members from Bastrop, Burnet, Caldwell, Hays, Travis and Williamson counties work together to shape the future of the region through research and relationships. in systems level work they do with community City staff sought guidance from AARO on the needs and priorities they leaders. A see presentation was given to AARO’s transportation committee as part of a conversation about the intersection of transportation and affordability. Participants were curious to know specifically about local Project Connect funding investments, which the City agreed to address during another presentation. They were curious about triggers for federal dollars and if they get pulled back if we don’t use them. They were also interested in the impact of HOME 2 on housing affordability. Housing staff will look for more dialogue opportunities with more committees for AARO. Agency/Group/Organization Austin Area Urban League City of Austin FY 2025-2029 Consolidated PLan22Agency/Group/Organization Type Civic Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Housing Affordability How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Austin Area Urban League (AAUL) serves the residents of Austin/Central Texas by creating Equitable Quality of Life opportunity for all, across all aspects of life, and providing tools to African American and underserved populations to build a foundation for social and economic equity and equality. City staff sought guidance from the Austin Area Urban League on the needs of the African American and underserved populations they serve. Staff from AAUL said that the engagement feedback themes shared during the presentation resonated with what they are seeing. They emphasized the increased need for employment and job training. An increased need for communications equipment, such as cell phones, was also discussed, noting the barriers experienced when people don’t have internet or cell service. AAUL was interested in opportunities to expand a partnership with the City beyond home repair programs as they explore entering the space of affordable housing development. City staff added AAUL to a monthly developer newsletter sent by the Housing Department as a way to keep them informed on such opportunities. Agency/Group/Organization Austin Chamber of Commerce Agency/Group/Organization Type Business leaders What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Housing Need Assessment Housing Affordability Economic Development The Greater Austin Chamber of Commerce provides leadership that facilitates the creation of a prosperous regional economy. In partnership with chamber members, GACC provides leadership that strengthens the Austin economy, convenes the community, and promotes collaboration so people can live, work, and thrive in Austin. City staff met with leadership of the Austin Area Chamber of Commerce to share about the City’s housing programs and seek guidance from the perspective of the business community. The chamber was interested to learn more about the Family Business Loan loan program. They were surprised they hadn’t heard about it before and noted that it was a good example of a resource they would want to share with their members. There were also curious about tenants' rights assistance. They wanted to City of Austin FY 2025-2029 Consolidated PLan23understand more about the City’s dependence on federal funding, and what would be missing if that funding went away. Leverage and collaboration were of great interest to Chamber leadership and they asked if the funds were amplifying efforts or creating competition. They encouraged City staff to consider where there is an opportunity to leverage funds where they are already working best, especially in consideration of increasing funding from foundations. Childcare and affordability were discussed as major priorities for the chamber. Federal advocacy from the chamber for the year had already been completed so the teams discussed engaging the chamber earlier on in the process next time. The Chamber’s leadership also wanted to ensure other cross- organization communication was happening and gave the example of Housing Works as a needed voice in the conversation. They echoed the need for collaboration and want to see the City as the center of the dialogue. Agency/Group/Organization Austin Area HIV Planning Council Agency/Group/Organization Type Other‐ Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐Homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The mission of the Ausitn Area HIV Planning Council is to develop and coordinate effective and comprehensive community-wise response to HIV. The Council works as a partner with governing bodies of member counties and the State in making decisions about how funds are used to address the needs of people living with HIV/AIDS. City staff sought guidance from the HIV Planning Council on the needs of those living with HIV. The council shared frustration about the number of surveys from different City Departments and the lack of follow-up. They expressed how hard it is to find housing resources, especially for people who are already overworked and underpaid. “The greatest need is to give people the resources they need in the fastest way possible.” Council members shared their concern with income limits, explaining that some people with a higher income have struggled in the past and still need help. The council strongly advised staff to talk directly with people living with HIV and to meet them where they are. “Ask them: If you could create a process that works for you, what would that be?” They encouraged staff to look for places where trust has already been built and to become trusted sources within the City by listening to the trusted community leaders. Council members asked for a continuous needs assessment process that is always open and builds on the data from other surveys and initiatives. They wanted to see a “one-stop-shop" for someone about to become City of Austin FY 2025-2029 Consolidated PLan24homeless and discussed the need for preventative services. The council asked for a follow-up meeting, which staff agreed to. Staff shared the department’s commitment to enhancing data collection and reporting. Staff also asked for the council’s help spreading the word about the needs assessment survey. Agency/Group/Organization Austin Housing Coalition Agency/Group/Organization Type Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐Homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Founded in 2003, the Austin Housing Coalition represents the community of “housers” across Austin and Central Texas. AHC is comprised of nonprofits, affordable housing developers, housing and policy experts, and other interested organizations, businesses, and residents who support the development of safe, affordable housing for Austin residents. AHC members work to house people experiencing homelessness, repair the houses of low-income homeowners, provide quality affordable rental housing, and empower low-income households to become successful, first-time homebuyers. City staff sought guidance from the Austin Housing Coalition on the needs and priorities they see across the housing ecosystem. The decline in downpayment assistance funding through federal dollars was discussed, with some organizations making note to inform their teams and talk through implications. Members of the coalition were curious if home sales went back up over the next few years, would there be an opportunity to increase the downpayment assistance? Overall there was a surprise to hear about a decrease in funding and they wondered if other metros were losing funding as well. Some funding of services at Permanent members advocated for 26City of Austin FY 2025-2029 Consolidated PLan25Supportive Housing facilities. Housing staff committed to ongoing dialogue with the coalition about the community’s needs. Agency/Group/Organization Austin Housing Repair Coalition (AHRC) Agency/Group/Organization Type Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐Homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Austin Home Repair Coalition provides low-income families, the disabled, and the elderly with services that restore feelings of security, health, and well-being, and independent living. City staff sought guidance from the Austin Home Repair Coalition on the needs and priorities they see across the home repair ecosystem. Members of the coalition were curious about whether the goal for repairs in the coming years would remain the same, noting that the Strategic Housing Blueprint calls for 600 repairs per year. The County’s septic tank repair and replacement programs were brought up, noting that lots of property owners need that, and members were curious if that was part of the conversation this year. The coalition agreed that the needs presented during the presentation were a “good pulse” on what organizations are seeing, specifically the needs under the categories of immediate help, maintaining stability, and trust. They were curious about what changes City staff expected to see in the needs and to consider what deeper needs might exist that the survey doesn’t capture. They wondered what affordable might mean to different people and asked if it was possible to see the survey data broken down by income level. Staff shared appreciation for the input and committed to following up with the data later in the year. Agency/Group/Organization Austin Public Health (APH) Agency/Group/Organization Type Grantee Department 27City of Austin FY 2025-2029 Consolidated PLan26What section of the Plan was addressed by Consultation? Homelessness Strategy Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Needs ‐ Persons with HIV/AIDS HOPWA Strategy How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The City Council designates APH to administer the HOPWA and ESG programs. Housing Department and Austin Public Health staff and APH meet quarterly to discuss the administration of the ESG and HOPWA programs, and to collaborate on the development of the Consolidated Plan, Action Plan, and CAPER. APH staff participated in the majority of our consultations as partners on the community needs assessment. Throughout the process, our departments noted ways to enhance collaboration moving forward. Agency/Group/Organization Austin/Travis County Reentry Roundtable Agency/Group/Organization Type Regional Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐Homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Austin/Travis County Reentry Roundtable is a community coalition of individuals directly impacted by the criminal legal system, academics, service providers, practitioners, community leaders, policymakers, and advocates working to address the challenges to effective reentry and reintegration. The Austin/Travis County Reentry Roundtable works to promote a community that values and supports equity for formerly incarcerated persons and individuals with justice involvement. City staff sought guidance from the Reentry Roundtable on the needs of community members who have been incarcerated. The coalition expressed how important it is to understand the needs of this community and how forgotten these community members often feel. Partnership between all levels of government is needed to address these challenges. Income levels were discussed as a primary area of concern. They shared concerns that the state has made it clear they will not be meaningfully addressing the issue of pay for this population, so the City and the County need to partner to build 28City of Austin FY 2025-2029 Consolidated PLan27out that continuum of care for some of our most vulnerable community members. Other priorities included: increasing the availability and affordability of culturally competent and trauma- informed mental health services in the community; implementing alternatives to incarceration, such as diversion programs, that connect people with mental illness to treatment and support instead of jail or prison; providing adequate training and education for criminal justice professionals on how to recognize and respond to mental health issues among people of color; and reducing the stigma and discrimination that people of color with mental illness face in both the mental health and criminal justice systems. Agency/Group/Organization BASTA (Building and Strengthening Tenant Action) Agency/Group/Organization Type Services‐Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Tenants Rights How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? BASTA (Building and Strengthening Tenant Action) builds tenant power by bringing underrepresented Austin renters into a housing justice movement fueled by tenant-led organizing, community education, and outreach. BASTA’s work is centered on dismantling the systems that prevent tenants from living in dignified and healthy homes. BASTA envisions a future where the collective action of Austin renters has brought dignified, healthy and affordable housing to all. focusing City staff sought guidance from BASTA on the needs of the underrepresented renters they work with. BASTA staff addressed how we talk about long-term stability, and stressed the importance completely on homeownership. When of not homeownership remains the only goal instead of focusing on a variety of ways to create long-term stability, “this keeps renters out of the conversation…and makes everyone who we work with feel less than.” They discussed the need for better success measures for City programs, advocating for feedback from recipients and tenants about developers, property managers, and other services. BASTA staff wanted to see more City-owned senior properties with voucher programs. The intersection of housing and utility costs was discussed, especially in the context of climate change, and BASTA staff pointed out that there are no incentives for weatherization on multi-family properties. One of the largest concerns BASTA shared was the lack of good property management companies and City of Austin FY 2025-2029 Consolidated PLan28encouraged City staff to think about what that ecosystem could look like. This conversation also addressed being able to track data from rental properties, which could include a registration system with contact information for individual units. Another concern addressed was fines and fees. In some cases, rent is going down but fees are going up, creating a false narrative about rental affordability. This includes things like fire hydrant fees, mandatory cable and internet fees, and eviction fees. BASTA suggested that RHDA guidelines could address this. They wanted to understand more of the City’s commitment to fair housing and were curious about the status of the Office of Civil Rights hiring someone to focus on this. BASTA staff appreciated a shift from past years in intention from the City with this year’s needs assessment, and they agreed to help spread the word about the needs assessment survey. Agency/Group/Organization Capital Area Council of Governments (CAPCOG) - Area Agency on Aging and the Aging & Disability Resource Center Agency/Group/Organization Type Regional Organization Planning Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Economic Development How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? From emergency communications to economic development, some things just make sense for collaboration at the regional level, and the Capital Area Council of Governments (CAPCOG) helps make that happen every day. Formed in 1970 and one of 24 councils of governments in Texas, CAPCOG for more than 50 years has served as an advocate, planner and coordinator on important regional issues in the 10-county Austin metropolitan area. The Area Agency on Aging of the Capital Area (AAACAP) serves older adults, people with disabilities and their caregivers with a variety of services and supports throughout the region. It works to ensure people can maintain their best quality of life in the environment of their choosing. It also operates the Aging and Disability Resource Center of the Capital Area (ADRC-CAP), which connects people with the support programs that can assist them. City Staff met with CAPCOG staff as part of the community needs assessment to understand shared challenges in addressing community needs with a specific focus on their work with older adults. CAPCOG staff shared about their Housing Navigators program, which promotes accessible and inclusive housing. There are only 2 navigators and they get approximately 30 calls per day.They use an interactive map on their website of affordable housing. CAPCOG staff were curious if ESG funds City of Austin FY 2025-2029 Consolidated PLan29could be used for things such as fires. They shared that weatherization is needed for the homes of the people they work with, emphasizing the danger in this area if the air conditioning breaks. They talked about the data they collect and City staff agreed that this information would be very helpful to share. CAPCOG administers money from Austin Energy for utility service and they shared that the program’s accessibility makes it very successful. When people call, they get taken care of immediately, as long as there is still money. It’s an accessible and simple process. They shared that they are good about tracking what people call in about but have room for improvement on collecting unmet needs. They have seen requests for rental assistance go up. CAPCOG staff also noted that the percentage of money/income that goes to healthcare is high for older adults. A lot of people are moving their parents to this area, and the needs are increasing. They recommended putting needs assessment surveys in senior centers and agreed to help spread the word. Agency/Group/Organization Capital Area Metropolitan Planning Organization (CAMPO) Agency/Group/Organization Type Regional Organization Planning Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Intergovernmental Coordination How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Capital Area Metropolitan Planning Organization (CAMPO) is the Metropolitan Planning Organization (MPO) for Bastrop, Burnet, Caldwell, Hays, Travis, and Williamson Counties. MPOs are federally required throughout the country in areas with a population of 50,000 or more and are required to produce a 20+ year transportation plan, called a Regional Transportation Plan (RTP), and a four-year planning document called the Transportation Improvement Program (TIP). City Staff met with CAMPO staff as part of the community needs assessment to understand shared challenges in addressing community needs and create a broader understanding of regional needs and priorities. CAMPO staff shared about long-range transportation planning, developing and maintaining regional plans and specifically the 2050 Regional Transportation Plan. They discussed the component of the plan focused on housing coordination planning on a regional level. This process is leading staff to explore where CAMPO fits in the process for regional housing approaches. While specific goals remain undefined, it has become clear that there is a need to be coordinating with entities that are working in housing. One staff member shared about the research they were working on about the HOME acts with City of Austin. As an agency that is primarily federally funded, CAMPO City of Austin FY 2025-2029 Consolidated PLan30staff was interested in continuing dialogue with the City about the federally funded programs. They explained their use of the Surface Transportation Block Grant (STBG) which supports their work with things like walk and biking programs and the carbon reduction program. They also talked about the federal funding they administer to cities and counties through CAMPO’s long-range plan. Projects are prioritized through a series of goals and objectives established by members of the board. Equity is one of those primary goals. They look at demographics through census tracts for identifiers such as low income, people over 65, and households with no access to a car. In looking at households that receive services from the Housing Department, any information on the tract level about how the money is distributed can help CAMPO understand where there is need and could help evaluate equity measures for projects that get funded in those zones . CAMPO staff shared about a white paper they are working on looking at senior centers and other things that would provide services plus the transportation to get there. They’ve found that many people have to go far to reach critical services. Many folks who need federal programs need transportation, and the staff was curious if HUD funding could be used for things such as pick-up services. They talked about the work they’re doing with the transportation department on transportation-demand modeling, and a regional TDM program. One of the inputs for this model is how jobs and housing are dispersed. They wanted to know who they could talk to at affordable housing facilities so that they could explore the transportation access issues people living there are experiencing. They asserted that we cannot silo feedback. “Transportation issues can’t be separated from housing issues.” They expressed interest in seeing the components of the needs assessment survey related to transportation Staff agreed to stay in touch and look for opportunities to collaborate in the future. Agency/Group/Organization Caritas Agency/Group/Organization Type Services - Housing; Services - Homeless Services - Employment; Services - Education Other - Services - Veterans What section of the Plan was addressed by Consultation? Housing Need Assessment; Homeless Needs- Chronically homeless; Homeless Needs - Families with children; Homelessness Needs - Veterans; Homelessness Strategy; Other - Housing Affordability City of Austin FY 2025-2029 Consolidated PLan31How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The mission of Caritas is to prevent and end homelessness for people in Greater Austin. Caritas of Austin believes that when every person has a stable place to call home, they can realize their full potential and contribute to our community. Caritas builds wellbeing by making sure that people have a safe home, access to healthy groceries, jobs that provide a reliable living wage, and educational opportunities to learn life skills. City staff sought guidance from Cartias on the needs of the community members they serve. The staff talked about the lack of food security in our community and expected to see that as a higher need in the survey. The discussion focused on how the topic of homelessness has become so polarized and how we need to educate people in order to reduce fear and increase collaboration. Legislation and policy change is a need that Caritas is addressing by hiring a government affairs position. The desire to see more collaboration between providers was stressed. Needs for childcare, job training, support for domestic violence survivors, and support for young mothers were also discussed. City staff and Cartias staff agree to look for more opportunities to work together and spread knowledge about existing resources. Agency/Group/Organization Catholic Charities of Central Texas Agency/Group/Organization Type Services - Homeless; Services - Health What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Catholic Charities of Central Texas (CCCTX) is a faith-based social services organization serving individuals and families across 25 Central Texas counties. CCCTX provides a wide array of services to its clients, including counseling services, immigration legal services, financial stability services, and veterans services, among other services as well. City staff sought presented to CCCTX about its Consolidated Plan process and the City programs that are funded through HUD CPD formula grants included in the Consolidated Plan. City staff sought guidance from CCTX regarding top need of the community members that they serve, as well as about how the City my more effectively serve those populations. CCCTX leadership expressed their perspective of the importance of programs that offer direct, short-term assistance to low- and moderate income individuals and families, in addition to programs that assist individual and families in achieving long term stability. In addition, CCCTX highlighted the extreme, motivating "power of hope" that they see when among their clientele when clients are able to achieve hope in a path forward to stability and prosperity. The conversation led to City and CCCTX agreeing that there would be great benefit in partnering through events in which City staff could come and speak to CCCTX clientele about Housing Department programming, particularly regarding the Down Payment Assistance program. City staff and CCTX are working to execute this partnership and will continue to consider other potential partnerships of value. 33City of Austin FY 2025-2029 Consolidated PLan32Agency/Group/Organization Central Health Agency/Group/Organization Type Services - Health Health Agency Publicly Funded Institution/System of Care What section of the Plan was addressed by Consultation? Housing Need Assessment Public Institution Coordination How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Central Health is Travis County’s taxpayer-funded hospital district and works to close gaps in healthcare by offering more care to more people in more places. Central Health provides health and wellness services that make healthcare better for all of Travis County, including direct medical care in various specialties and lines of service that bridge the deepest gaps in Travis County’s safety-net system – from podiatry to pulmonology to palliative care. Central Health also administers the Medical Access Program (MAP), which covers healthcare costs for county residents with low income. City staff sought guidance from Central Health leaders on the needs of the community members they serve. Central Health staff wanted to understand more about how all parts of the housing ecosystem work together, including ECHO, HACA, AHFC, the Housing Department, and the Homeless Strategies Office. They observed the complicated system of how all the organizations work together. With significant housing needs for those they serve, especially medically complex individuals who are experiencing homelessness, Central Health staff were interested in exploring how to plug in. They were also very interested in learning about the City’s federally funded housing programs and saw obvious and immediate opportunities to help connect the people they serve with those resources. They asked for a resource guide for Central Health case managers and suggested hosting a quarterly update for partner organizations to learn about the programs and how they can help spread the word. They said their teams could help people apply for services. A follow-up meeting was scheduled to discuss more opportunities to partner at multiple levels. Agency/Group/Organization Child, Inc. City of Austin FY 2025-2029 Consolidated PLan33Agency/Group/Organization Type Services - Children Services - Education Services - Persons with Disabilities Services - Health What section of the Plan was addressed by Consultation? Housing Need Assessment Other - Housing Affordability How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Child Inc, founded in 1972, is a nonprofit organization providing low- income families with comprehensive early childhood education, mental health services, disabilities services, nutritional services, medical and dental services, social services and parent engagement activities. City staff sought guidance from Child Inc. on the needs of the low- income families they serve. Child Inc. staff talked about significant affordability challenges. “Affordable housing rates are still not affordable to our families,” the shared. Emergency childcare for essential works was discussed a high need. They voiced concerns about what will happen when funding sources run out. They were curious about the process for applying for services and were very interested in connecting their families with the opportunities, calling the “hidden jewels.” They were interested in support for their Teen Parent Program and how they might be able to partner with other agencies that receive federal funding from the City. Specifically, connecting Child Inc. with Integral Care was highlighted as a follow-up item. They talked about the mental heath needs of children who experienced trauma and the special needs of children with conditions such as Autism. The asked for someone from the Housing Department to come talk to their employees about Down Payment Assistance and shared that they have staff members taking out of their retirement in order to buy a home. They explained that they do needs assessments with their families and City of Austin FY 2025-2029 Consolidated PLan34can use that as an opportunity to learn more about their housing needs. They asked for materials that they could share with them. City staff committed to following up on all of the partnership opportunities. Agency/Group/Organization City of Austin Economic Development Department Other‐Grantee Department Economic Development Agency/Group/Organization Type What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Through traditional and equity‐based approaches, EDD leads the global business expansion, urban regeneration, small business development, cultural arts, and music efforts for Austin. They develop innovative programs that increase the prosperity of all Austinites, our businesses and our diverse communities. federal Housing Department staff met with staff from the Economic inform them about the needs Development Department to assessment and discuss specific areas of funding administered by their team. The teams discussed the Family Loan Program and the challenges the program is experiencing. To receive the loans, businesses must employ low- and moderate-income individuals. However, the target market, set by City Council, has a hard time qualifying for the loans. There is a 120 percent collateral required, and this creates a significant barrier. EDD staff was curious to see if it would be possible to use CDBG funds to create a collateral backup assistance fund. While the program was designed to make loan fund more accessible, FDA loans are much easier to obtain. The two departments will continue to collaborate in order to maximize the impact of these funds. Agency/Group/Organization City of Austin Equity Office City of Austin FY 2025-2029 Consolidated PLan35Agency/Group/Organization Type Agency - Equity What section of the Plan was addressed by Consultation? Housing Need Assessment; Intragovernmental Coordination; Interdepartmental Department Equity Analysis How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The City of Austin’s Equity Office provides leadership, guidance, and insight on equity to improve the quality of life for Austinites. The Office strives to achieve the vision of making Austin the most livable city in the nation for all while building and sustaining a culture of equity across the city. This requires tackling tough issues such as institutional racism and implicit bias. Creating a culture of equity will ensure we are meeting the needs of all residents. Housing Department staff met with staff from the Equity Office to inform them about the needs assessment and ask for their input from an equity perspective. The equity team addressed many areas of concern. These included questionable practices of landlords, protection of immigrant communities, program evaluation, language access, and the City’s role in continuing to cause harm to low-income communities of color. They were curious about how funds were dispersed. They emphasized how important it is to focus funds on those who need help the most and to truly distinguish affordable from deeply affordable. They asked how things like “affirmatively affirming fair housing” are playing a role? The wanted to know how programs are evaluated, what type of feedback is collected and how that feedback is used. They wanted to see accountability in data analysis, with a true understanding if funding is making a difference in racial equity. “What’s missing is a historical narrative for federal funding and how the department has engaged with the community over time. Outline when it began and how it has involved overtime.” They want to see the process address and not perpetuate historical harm, looking honestly at how these funds have been used to the detriment of certain communities. Telling the story a way that is understandable for the community is an important piece of engagement that they want to see incorporated. Thinking about harm and history is imperative. The Equity staff pointed out that it’s not a part of City narrative that housing units produced for people with low-income has been decreasing over the years. They shared the needs assessment with Living Cities and were curious why the data points are not being shared by the City of Austin? How is this connected to the legacy of displacement? The team talked about the importance of correlating who is saying what when collecting data. Paid engagement was discussed as a necessary 37City of Austin FY 2025-2029 Consolidated PLan36element, and the team wanted to know if community advisory boards have been considered. There was a desire to talk more about how we can we work together on a family stabilization program, which needs a dedicated funding source. The majority of people use this type of funding on housing. The team was happy to see a shift in engagement from past years, noting that it “can be demoralizing to hear things like ‘that’s not what this meeting is about’” when participating in the past. The Housing and Equity teams agreed to meet regularly to follow up on items discusses and create more equitable engagement for the Housing department moving forward. Agency/Group/Organization City of Austin Homeless Strategy Office Agency/Group/Organization Type Agency - Homelessness What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Housing Need Assesssment; Homeless Needs - Chronically Homeless; Homeless Needs - Families with Children; Homelessness Needs - Veternas; Homelessness Needs - Unaccompanied Youth; Homelessness Strategy; Intragovernmental Coordination; Interdepartmental Coordination The Homeless Strategy Office (HSO) serves as a focal point for strategically, and addressing homelessness compassionately. comprehensively, The Homeless Strategies Office will begin to administer some of the programs funded by federal dollars. Housing staff met with HSO during the needs assessment process as a way to begin structuring collaborative dialogue. The team discussed anticipated changes in funding and how gaps may be addressed. Staff agreed to continue open communication about community needs and how to address them together. Agency/Group/Organization City of Austin Office of Civil Rights 38City of Austin FY 2025-2029 Consolidated PLan37Agency/Group/Organization Type Agency - Civil Rights Services - Fair Housing What section of the Plan was addressed by Consultation? Housing Need Assessment Tenants Rights Intragovernmental Coordination Interdepartmental Coordination How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The mission of the Office of Civil Rights (OCR) is to advance civil rights through thoughtful community and business engagement, strategic enforcement, and innovative policy development, with a commitment to race and social justice. The Office of Civil Rights’ (OCR) primary goal is promoting the fair treatment of all individuals in the areas of Employment, Housing, Fair Chance, Title VI, Title II, Veteran Services and Public Accommodations. Housing Department staff met with staff from the Office of Civil Rights to inform them about the needs assessment and discuss areas of overlap when assessing community needs. The OCR team was curious about guidance from HUD on the new equity plan. They were interested to hear about lessons learned from the program where people were given $1000, knowing that most people spent the money on housing. They discussed the big gap where Austin Tenants Council used to be and the need for more advertising and outreach for TRLA. They shared that their department has been getting lots of calls about ADA violations and asked what requirements for accessibility existed for the homes the Housing Department builds. They asked if positions could be funded through CDBG and if there would be an increase in funding. Housing staff committed to sending more information about the Architectural Barrier Removal program and connecting the OCR staff with the housing development program team to further discuss accessibility requirements for development partners. 39City of Austin FY 2025-2029 Consolidated PLan38Agency/Group/Organization City of Austin Office of Homeland Security & Emergency Management Services Agency/Group/Organization Type Agency - Emergency Management What section of the Plan was addressed by Consultation? Housing Need Assessment Intersection of Housing & Emergency Management Intragovernmental Coordination How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The City of Austin Office of Homeland Security and Emergency Management (HSEM) plans and prepares for emergencies, educates the public about preparedness, develops volunteers, manages grant funding to improve homeland security and public safety capabilities, coordinates emergency response and recovery, supports planned events, and works with public and partner organizations to protect our whole community when it needs us the most. Housing Department staff met with staff from HSEM to inform them about the needs assessment and discuss areas of overlap when assessing community needs. The team talked about instances in which something can happen in the community that doesn’t rise to the level of a disaster, such as a hail event. Emergency management doesn’t have an active role in situations like this, so when it comes to recovery there is no federal funding. However, that doesn’t mean that people aren’t in need of help. People with means have insurance, but those who may be uninsured or underinsured might have damage they can’t afford to fix. Some households end up with multiple cars damaged and can’t get to work. This is a major gap and HSEM staff is not always able to connect folks with the right resources. ReadyCentralTexas.org is a one-stop shop for response and recovery. HSEM staff wants to see love collaboration more on a city-wide level so that we can point people to the right resources when they are experiencing emergencies. This would lead to a collective understanding of what all the resources are and HSEM can say “Here's where EOC can meet needs, Here’s who can help otherwise.” Challenges with HACA properties were discussed, noting a gap in communication with property owners during an emergency, ie water gets cut off. HACA doesn’t have the capacity to knock on doors and check on people or check on them in any way. Those facilities don’t often have what they need for people to stay in place and folks end up in shelters. How can we work in advance to help educate people on what they will need or where they can go for shelter? HSEM is often looked at as the problem solvers for the City, and they need to share the responsibility across departments and agencies. Housing and HSEM discussed a follow-up meeting to continue the conversation about the landscape of service providers 40City of Austin FY 2025-2029 Consolidated PLan39available during emergency situations. This conversation could also include the Sustainability Office who is working on resiliency hubs and has a vendor looking into community perceptions and needs. They are exploring what people need during disasters and what organizations they trust. Sharing survey results was also discussed as another follow- up item. Agency/Group/Organization City of Austin Watershed Protection Department Agency/Group/Organization Type Agency - Managing Flood Prone Areas Agency - Management of Public Land or Water Resources What section of the Plan was addressed by Consultation? Housing Need Assessment Interaction of Housing & Watershed Protection Intragovernmental Coordination; Interdepartmental Coordination How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Watershed Protection protects lives, property and the environment of our community by reducing the impact of flooding, erosion and water pollution. Housing Department staff met with staff from the Watershed Protection Department to inform them about the needs assessment and discuss areas of overlap when assessing community needs. The Watershed Protection team was curious about who the Housing Department serves and how Median Family Income numbers are calculated. In the work they do Watershed staff often see the needs of seniors, who may be above MFI levels but still unable to afford their home in a gentrifying neighborhood. When looking at income and wages as a major community need, they discussed staffing needed at the City, which makes a livable wage. The team shared findings from their department's engagement process for their strategic plan, Rain to River, noting that housing issues came up frequently. These challenges included the rising cost of homes, renting, and taxes due to our unstable economy, all leading to the displacement of many residents. People who are being pushed out of their community are not able to visit waterways and natural spaces in Austin because now it’s too far to travel. Most people they talked to said that they love Austin. However, they don’t see themselves in the future of Austin. They feel as if Austin isn’t built with them in mind or that it is changing in a way 41City of Austin FY 2025-2029 Consolidated PLan40that prioritizes other people and excludes people like them. They heard a lot from renters, including that they weren’t aware that they may be renting in a location that is flood-prone. In addition, immigrant tenants felt taken advantage of and had little to no resources available to them after major flooding events. Lots of interviewees also expressed concerns with flooding of buildings, driveways, and parking areas within apartment complexes. People were also concerned about dumpsters overflowing at apartment complexes, and when it rains, there is trash everywhere. This shows the intersection of tenants' rights with Watershed Protection and the need for training on what the law says. The team discussed putting the Watershed Protection team in touch with TRLA. The staff talked about the need to prioritize services for people in floodplains and updated guidance on home repair when in a floodplain to avoid immediately disqualifying people. “One thing that we run into often are residents that call 311 regarding a drainage issue, but then they have other home repair needs. It feels a little helpless to just send them to a website to apply. I've known of at least one occasion where WPD staff actually filled out the application for the resident.” Just the thought of applying for something that isn't a sure thing seems to be a major deterrent. But, even a handout with a consolidated list of resources that the Watershed Projection drainage investigators and engineers could keep on hand could be helpful. The Watershed Team shared about the Rain Catcher Program, which could provide resources for rainwater collection as part of home repair and can help address local water issues. They discussed the ease and metal release for people in knowing they have extra water sources during emergency situations. They are collaborating with Austin Water and the Development Services Department and would like to bring the Housing Department into that. The teams agreed to continue discussing cross-department partnerships to educate staff who are out in the field about services that are available to the community and look for other collaborative opportunities. Agency/Group/Organization City of Round Rock, TX Office of Community and Neighborhood Services CDBG Division Agency/Group/Organization Type Other government‐Local What section of the Plan was addressed by Consultation? Housing Needs Assessment 42City of Austin FY 2025-2029 Consolidated PLan41How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? City of Austin Housing Department staff met with staff of the adjacent jurisdiction of the City of Round Rock, specifically the Office Community and Neighborhood Services CDBG Division. City staff of the respective jurisdictions shared with each other about their Consolidated Plan processes and how they go about executing various housing and public services programming. City staff were glad to have connected and have continued to communicate on various topics when one jurisdiction may be of assistance to the other. Agency/Group/Organization College Student Commission (CSC) Agency/Group/Organization Type Other‐ Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The College Student Commission represents this constituency of the City by serving as an advisory board to the city council concerning issues affecting the quality of life for higher education students in the Austin area. The commission advises the council on topics that affect college students in the Austin area including, but not limited to, issues relating to transportation, housing, affordability, immigration, and public safety. The commission evaluates and recommends programs, policies, and practices that could improve the quality of life of college students in the Austin area, and provides opportunities for college students to contribute to the City's culture, economy, and character, and promote such contributions. City staff sought guidance from the College Student Commission on the needs and priorities of Austin’s College Student community. Commissioners wanted to ensure that people in school are being engaged in processes like this and had great questions about how the funding is used. They expressed concern for students who don’t qualify for programs based on their family’s income even though they do not receive any support from their family. Commissioners shared about how important mental health services are for college students, especially long-term care. They were curious how students could receive assistance paying rent and if funding is available for students who aren’t full-time residents of Austin. Staff shared appreciation for the input and asked for the commission’s help in spreading the word about the needs assessment survey. Agency/Group/Organization Commission for Aging 43City of Austin FY 2025-2029 Consolidated PLan42Agency/Group/Organization Type Other‐ Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐ Homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Commission on Aging serves as an advisory board to the council concerning the quality of life for older adults in the Austin area and to help ensure they are productive, independent, and healthy. The commission advises the council on issues related to the older adult population in the Austin area; evaluates and recommends programs, policies, and practices that create a positive impact and reduce the burden on older adults; determines the needs of older adults in the Austin community, and advises council regarding these needs; and promotes the contributions of older adults to the cultural, economic, and historical value of Austin. City staff sought guidance from the Commission on Aging about the needs and priorities of Austin’s aging community. The commissioners expressed interest in knowing more about the number of seniors being served by all HUD and housing programs and the percentage of funding going toward seniors. Staff shared the department’s commitment to enhancing data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. Agency/Group/Organization Commission on Veteran Affairs Agency/Group/Organization Type Services - Veterans Civic Leaders Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Needs - Veterans 44City of Austin FY 2025-2029 Consolidated PLan43How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Commission on Veteran Affairs serves as an advisory body to the council concerning the wellbeing of military veterans in the Austin area. The commission shall evaluate and recommend programs, policies, and practices designed to alleviate veteran's difficulties in meeting basic needs, obtaining housing, employment, and comprehensive mental health assistance; and act as a central clearinghouse for information relating to the status of veterans in the Austin community. City staff sought guidance from the Commission on Veterans Affairs about the needs and priorities of Austin’s veteran community. The commissioners wanted to know which veterans organizations the Housing Department has relationships with. They were curious about the number of veterans served as well as the barriers veterans face in accessing services. The commissioners discussed the potential benefits of housing specifically for homeless veterans. The commission followed up after the meeting with the following recommendations: Establish a comprehensive data collection system; research and collaborate with federal, state and nonprofit organizations; leverage dedicated programs and services for veterans; increase outreach and awareness efforts; and implement regular evaluation and continuous improvements. Staff shared appreciation for the input and asked for the commission’s help spreading the word about the needs assessment survey. Agency/Group/Organization Community Development Commission (CDC) Agency/Group/Organization Type Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Chronically Homeless Homeless Needs - Families with Children Non-Homless Special Needs Economic Development Household Affordability City of Austin FY 2025-2029 Consolidated PLan44How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Community Development Commission advises the council in the development and implementation of programs designed to serve the poor and the community at large with emphasis on federally funded programs. City staff sought guidance from the Community Development Commission on the needs and priorities of Austin’s low-income communities. Commissioners asked for more detailed information about who has been served and emphasized wanting to see these details for homebuyer programs in particular. They wanted to know more about the needs assessment process, including who City staff would be meeting with and how the information would be reported back. They stressed the importance of the commissioners seeing all the comments and input. Commissioners questioned how their specific neighborhoods had been contacted about the needs assessment, with concern that not enough was being done to reach the voices of those most impacted. The commission was disappointed in the amount of surveys that had been completed so far. They suggested that the goal should be quantity and not limited to a certain amount of time. They asked about the ability to track how many surveys were submitted from specific areas of town. The topic of survey fatigue was also addressed, and a recommendation was made to spend time rethinking what the survey process should look like. Paper surveys in rec centers and health facilities were recommended as one way to increase outreach city-wide. Commissioners also expressed the desire to see funding sources for block walkers and canvassers in areas that haven’t been targeted. They also wanted to see feedback between different needs assessments, specifically the CSBG assessment, shared between departments. Commissioners asked about the anticipated amount for CDBG funding and if there was a chance to see an increase in dollars. The commission shared the importance of Austin Public Health being well-funded and well-staffed with people who speak Spanish. Commissioners echoed community input about the funding needs for infrastructure. Monitoring and evaluation of current agencies was also discussed. Staff shared appreciation for the input and asked for the commissioners’ help spreading the word about the needs assessment survey. Agency/Group/Organization Community Technology & Telecommunications Commission (CTTC) Agency/Group/Organization Type Services - Narrowing the Digital Divide Board/Commission City of Austin FY 2025-2029 Consolidated PLan45What section of the Plan was addressed by Consultation? Digital Needs of the Community How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? on the city council community The Community Technology and Telecommunication Commission advises technology, telecommunications services, new sources of funding for access television projects, new sources of funding for community technology projects, allocation of annual financial support and evaluation of the performance of franchise holders, access television contractors, and other community technology contractors, including development of criteria to be used for evaluations. The commission promotes access to telecommunications services and community technologies. on the technology Commission City staff sought guidance from the Community Technology and and Telecommunications communications needs and priorities in Austin. Commissions shared that they had recently submitted budget recommendations and were curious if the Community Development Commission or any other commission was able to make recommendations to the Housing Department. When presented with the needs that the Housing Department has been hearing, commissioners asked why digital issues were not included and suggested those be added to the same category as support with utilities. A discussion about barriers to accessing programs led to a commissioner asking the question, “Is digital connectivity a means to an end? Wouldn’t that help people have more access to resources?” The conversation concluded with a commitment from Housing staff to be more vigilant about where digital connectivity and housing intersect. Agency/Group/Organization Dove Springs Proud Agency/Group/Organization Type Neighborhood Organization What section of the Plan was addressed by Consultation? Housing Need Assessment City Partnership with Neighborhood Organizations City of Austin FY 2025-2029 Consolidated PLan46How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Dove Springs Proud (DSP) founded Oct 9, 2013 is a private member- only volunteer civic group of those who have lived, grew up, work, advocate or currently live in 78744. The Dove Springs Proud mission is to support all youth and residents in 78744, by raising money, and hosting annual events in. City staff sought guidance from Dove Springs Proud on the needs and priorities they see in their community. They shared that the most pressing issues in Dove Springs is affordable housing for households at 50 percent of median family income and below. They stressed the need to focus on deeper affordability than HUD requires, with 80 percent of MFI being way too high for this neighborhood. There is a desire for more ownership opportunities. Current residents would like to have a community land trust with people from the neighborhood to have the first pick and be the first told about the new units coming online. They shared a need for a mix of housing types – rental and ownership, different sizes, etc. Without affordable housing options, many people who grew up in the neighborhood cannot afford to live here anymore. They were hopeful about a new Housing Authority development that is bringing new housing to the neighborhood. They discussed the fact that Dove Springs is a food dessert. They’re proud of the work they’ve done to improve the areas and have seen drops in crime as well as improved green spaces and parks. They’re also looking forward to a new health facility coming to Dove Springs this year that will hopefully address a lot the issues the community is seeing. There are a lot of in-home childcare facilities in the area and childcare will also be provided at the new health facility. City staff and Dove Springs Proud leadership agreed upon a few follow-up items and continued dialogue. The City will share data collection and Dove Springs Proud will help spread the word about housing programs. The teams also discussed a customized survey they could both use. Agency/Group/Organization Early Childhood Council Agency/Group/Organization Type Other‐ Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Economic Development City of Austin FY 2025-2029 Consolidated PLan47How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Early Childhood Council makes recommendations to Council for the creation, development, and implementation of programs that promote optimal development for young children; and programs and activities that contribute to the continued development of a system of high‐quality early care and education and after‐school programs for Austin's children. City staff sought guidance from the Early Childhood Council on the needs and priorities of young children in Austin. The council members expressed concern about decreased funding and the impact on households. They stressed the need for a singular point of access and wanted to know what was being done to address this need. Council members asked if funds could be used to repair and enhance homes that serve as childcare facilities and encouraged policy change to make that possible. Staff shared appreciation for the input from the council and asked for their help in spreading the word about the needs assessment survey. Agency/Group/Organization Family Eldercare Services - Elderly Persons Services - Health Services - Transportation Housing Need Assessment Agency/Group/Organization Type What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Family Eldercare provides services that promote dignity and stability for older adults and people with disabilities City staff sought guidance from Family Eldercare on the needs of the older adults and people with disabilities they serve. Family Eldercare staff talking about the work they’ve been doing with the City’s federal funds since 2009. They have been able to reshape services over the years to better meet the community needs for older adults and specifically mentioned the geriatric case management and billpayer programs. They shared anecdotal date on the needs that their case managers witness. Affordable housing is the biggest need. The talked about the need for homelessness prevention, and that while there is so much out there for true crisis (i.e. a notice to vacate or eviction) they have lost a lot of funding for people are just low-income and struggling. “If don’t have a voucher or are in subsidized housing, you’re one incident short of losing housing.” Transportation is another significant need their staff sees, especially transportation to medical appointments. People don’t know about PARD’s Senior Transportation Program. Other medical needs they see are challenges navigating insurance and other City of Austin FY 2025-2029 Consolidated PLan48medical opportunities or benefits, switching meds to find discounts and finding in-home care. For many of the people that Family Eldercare serves, it is hard to move around and things like yard work do not get done. While this need seems small, they shared that it is common for folks to get code violations. To further complicate the situation, their clients hear that seniors are getting scammed, so they won’t even ask their neighbors for help. Family Eldercare staff also shared their intake referral data. They received 2379 calls for assistance last year, roughly 200 per month. 31 percent called for housing and 65 percent were referred out for affordable housing. Unfortunately, they often have to tell people they need to wait until they get a notice to vacate before they can receive support. The zip code with the largest number of calls was 78753. They talked about the need for funding that is not time limited. They shared that a nice thing about CDBG funds is the light touch support they are able to provide for older adults, with some clients receiving funding for more than 20 years. Their goal is to be able to keep people housed and/or transition into more affordable housing. They talked about the needs of developmentally disabled adults who don’t have anyone outside of Family Eldercare to support them. These individuals struggle with paying their rent and making it to appointments and would be at risk of being institutionalized. They discussed the different needs of rapid rehousing and permanent supportive housing and the balance of funding for prevention versus intervention. “It is so much cheaper to prevent rather than to rehouse or intervene in other ways later!” Family Eldercare found the Rental assistance through El Buen to be helpful for their clients but expressed difficulties in accessing the funds. The need is so great that people are anxiously waiting on the lottery system, which missed the mark on trauma informed care, creating another layer of anxiety and trauma. They also shared concerns about funding sources running out, and the limited amount of permanent supportive housing for older adults in the region. The mentioned the a survey by UT focused on the Aging services in Austin as a good resource. City staff and Family Eldercare both look forward to continued partnership through both federal funding and other opportunities. Agency/Group/Organization Google Fiber Agency/Group/Organization Type What section of the Plan was addressed by Consultation? Services - Broadband Internet Service Provider Digital Needs of the Community City of Austin FY 2025-2029 Consolidated PLan49How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? As a broadband service provider, Google Fiber believes everyone deserves access to fast, reliable internet, because access to fast, reliable internet means access to new opportunities, windows to curiosity, and resources beyond measure. Google Fiber works hand- in-hand with partners in the community to help close the digital divide. City staff sought guidance from staff at Google Fiber to learn about community needs from the perspective of a broadband service provider working on digital divide issues. They talked about their partnerships with the Housing Authority to provide free internet, sharing that it is easier to build this into new construction than to retrofit older properties. They discussed the efforts to work with more Permanent Supportive Housing properties as well. They prefer to work with properties that are owned by the City. The federal Affordable Connections Program was discussed as a helpful tool, with the hope that funding could continue. Primary needs raised during the conversation focused on handholding and trust building in the community, which requires trusted ambassadors to walk people through the process. People also need devices, and Google Fiber works with some properties to provide grants for laptops. Funding for training on digital skills is needed to help bridge the divide for those who have not previously had access. Google Fiber staff recommended having people come to a free training and receive a free device. The need for a new mindset was discussed so that digital access is not an add on but core to what you do to help people thrive. “You cannot participate in the world fully without digital access and skills. Everyone needs to be in the digital inclusion business.” To solve for funding gaps the possibility for bulk deals was discussed for both city and non-city owned properties. If discounts could be offered, how could the lower price be covered by other funding? Google Fiber would like to see the expansion of robust digital libraries. Other organizations working on this issue were discussed including Goodwill, Austin Freenet, Community Tech Net, El Buen Samaritano, Latinitas, Avance, Central Health, Integral Care and TARA . City staff committed to exploring conversations with these community partners. inclusion programs through Agency/Group/Organization Homeless Response System (HRS) Leadership Council Agency/Group/Organization Type Continuum of Care Board Services - Homeless City of Austin FY 2025-2029 Consolidated PLan50What section of the Plan was addressed by Consultation? Housing Need Assessment; Homelessness Needs - Chronically Homeless; Homeless Needs - Families with Children; Homelessness Veterans; Homelessness - Unaccompanied Youth; Homelessness Strategy How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Communities across the U.S. that receive funding from the U.S. Department of Housing and Urban Development (HUD) through the Continuum of Care (CoC) program are required to create and facilitate a governing CoC Board to ensure the community works together toward solutions to end homelessness. ECHO is the backbone organization for Austin/Travis County’s Homelessness Response System. The Leadership Council is Austin’s CoC Board and centers firsthand experience of homelessness and racial equity in both the composition and the guiding charge of the group. Leadership Council is responsible for developing, approving, and enforcing policies, procedures, and written standards for projects that are funded through our local Continuum of Care (CoC). The Council shared uncertainty about their involvement with the needs assessment in previous years and were not sure what impact their feedback had. They shared their desire to see more collaboration and find meaningful ways to involve the diverse representation on the Leadership council. They wanted to understand more about how the plan is written and who is responsible for making decisions. They also wanted to know how other City departments were involved in the conversation, noting the need to think about transportation and other infrastructure needs. The council wanted to know more about how households served are tracked and how that data is used, especially in assessing who is coming back for funding more than once. They also wanted to know how the data informs the way programs are described. They talked about programs like Affordability Unlocked and the limitations in serving people with non-time-limited income sources. There were questions about how funding is distributed and if funds went directly to the people. The council helped expand the inventory of needs by noting that helping clients deal with building management was missing from the stability category. They shared that while TRLA has special programs for that, it’s hard for people experiencing homelessness to access those services. City staff committed to more collaborative dialogue and asked for the council’s help in spreading the word about the needs assessment survey. Agency/Group/Organization Hispanic/Latino Quality of Life Resource Advisory Commission City of Austin FY 2025-2029 Consolidated PLan51Agency/Group/Organization Type What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Other‐ Board/Commission Housing Need Assessment The Hispanic/Latino Quality of Life Resource Advisory Commission advises the City Council on issues relating to the quality of life for the City's Hispanic/Latino community and recommends 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. City staff sought guidance from the Hispanic/Latino Quality of Life Resource Advisory Commission on the needs and priorities of Austin’s Hispanic and Latino community. The commissioners expressed a desire to understand more about the full budget for the Housing Department and all of its funding sources. They wanted to know how great the need is, what resources were available to address the needs, and what gaps exist for people applying for services and not being served. They expressed the importance of talking directly with recipients of services and not just the staff of service providers. Language access was discussed as an important element in connecting with community members. Staff shared the department’s commitment to incorporate more opportunities for community members to weigh in during the needs assessment period. Staff also asked for the commission’s help spreading the word about the needs assessment survey. Agency/Group/Organization Housing Authority of the City of Austin (HACA) Agency/Group/Organization Type PHA‐ Public Housing Authority What section of the Plan was addressed by Consultation? Public Housing Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Housing Authority of the City of Austin (HACA) envisions neighborhoods where poverty is alleviated, residents are healthy and safe, and all people have the opportunity to achieve their full potential. HACA’s mission is to cultivate sustainable affordable housing communities and partnerships that inspire self-reliance, growth, and optimism. City staff met with staff from the Housing Authority to discuss the City of Austin FY 2025-2029 Consolidated PLan52their about needs of the community members that are housed at their properties. HACA staff shared that their biggest hurdle is the redevelopment of the housing that dates back to 1937. Financing is a challenge and they expressed a need for the tax credit program needs to be reevaluated so that the most pressing issues can be targeted. To avoid homelessness, they emphasized the importance of serving people with the most need, while also prioritizing the maintenance and rehabilitation of their current facilities. They talked current undertaking of developing homeownership units at Rosewood, which includes 12 units in partnership with Habitat for Humanity. Needs for this project include Ownership Housing Development Assistance funds to fill gaps. They shared about their partnership with service providers to address a variety of needs including healthcare, job training, digital inclusion, and youth mentorship. They consider these needs to be well supported by other funding sources, and they stressed the importance of federal funding going to the very poorest of the poor. This includes more funding for things like TBRA. They talked about the rapid response system and the lack of funding for immediate intervention needs. They shared concern that people get more points if they are homeless for more than a year, but we don’t want people to be homeless for more than a year. They shared the desire to have support from partners like Google Fiber with private activity bonds, wanting to see corporate entities become investors in the creation of affordable housing rather than covering the cost of services like internet services. Corporate investors could work with major foundations and encourage them to come to the table with deeper investments in workforce solutions and other programs targeted at those most in need. Local tax credits were also discussed as a solution that could help create more affordability. They shared about other programs they are part of, including Mayfest (Women’s Conference) and the Family Self-Sufficiency (FSS) Program: https://vimeo.com/730140183 A HACA Citywide advisory group with residents who represent each property was discussed as another opportunity for engagement, and a follow-up meeting was scheduled to meet with them. Staff agreed to stay in touch and look for opportunities to collaborate in the future. Agency/Group/Organization Housing Authority of Travis County (HATC) Agency/Group/Organization Type PHA‐ Public Housing Authority What section of the Plan was addressed by Consultation? Public Housing Needs City of Austin FY 2025-2029 Consolidated PLan53How was the Agency/Group/ Organization consulted and what are the anticipate outcomes of the consultation or areas for improved coordination? The primary goal of the Housing Authority of Travis County (HATC) is to provide safe, decent, and affordable housing for low-income families. HATC's key initiatives include the management and maintenance of HUD Project-Based Rental Assistance (PBRA) units, as well as affordable family and senior developments (non-PBRA). City staff presented to HATC leadership about the Consolidated Plan process and Housing Department programming. HATC leadership expressed the view that the City should use local dollars to replace federal dollars that were lost year-over-year, such as was particularly strongly experienced with the City's HOME allocation for FY 24-25. Agency/Group/Organization Housing Works Austin Agency/Group/ Organization Type Housing What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? HousingWorks Austin is an affordable housing advocacy organization that aims to increase the supply of affordable housing in Austin by providing research, education, advocacy and thoughtful, workable affordable housing policy recommendations. Housing staff sought guidance from the Housing Works housing advocacy committee on the needs of the communities they advocate for. The committee shared the desire from the community for programs that would assist existing, long-tenured, low to moderate-income homeowners. This would include technical assistance to take advantage of opportunities for property owners, such as subdividing lots and building ADUs. This would help generate additional income or bring in multiple generations to family properties. Low-income homeowners would need both technical support and access to capital. This would also need to consider the need to address Predatory Real Estate practices. The committee expressed an increased need for rental assistance and tenant stabilization. They wanted to understand more about the full set of funding sources for City housing program. They also wanted to know how communities were being engaged in the process and how language access was being addressed. The committee agreed to help spread the word about the needs assessment survey Agency/Group/Organization Integral Care City of Austin FY 2025-2029 Consolidated PLan54Agency/Group/Organization Type Services - Health Services - Persons with HIV/AIDS Publicly Funded Institution of/System of Care What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? As the Local Mental Health and Intellectual and Developmental Disability Authority, Integral Care strengthens our community by supporting our most important asset, our people, to achieve well- being. Integral Care provides individuals with high-quality mental health care, collaborates with community partners to strengthen programs and systems, and works to raise awareness of mental health issues in our community. City staff sought guidance from Integral Care on the needs and priorities they see in the communities they serve. Integral care staff expressed how great the need is for emergency help with utilities food and rent, and their fear in meeting these needs with funding sources going away in 2025. “The community has not stabilized enough and the impact of not having those dollars will be a big gap with needs amplified and increased inflow into the homelessness system.” The staff talked about a housing wellness assessment that showed income as the number one reason for accessing funds, indicating that steady income is a huge need. They shared that Integral Care provides some employment services, but not enough, and that people living on $900 of social security per month with $1200 fair market rent will never be sustainable. They discussed barriers for people with criminal backgrounds. They talked about the use of prevention funding for intervention and a long list of referrals waiting in the queue. They are working on gathering more data on people being turned away to find out what needs aren’t being met. Integral Care staff talked about the need for rehabilitation of homes so that people can live in a safe environment. They were interested to know if repair funds could be used for PSH facilities as well. They discussed the need for more salary money in HOPWA funds. Equity, fair housing, and tenants’ rights are big issues for the people Integral Care serves, and they shared about the poor treatment their clients receive from property managers. They also see people with vouchers denied housing because of disabilities. City of Austin FY 2025-2029 Consolidated PLan55“It is difficult to get people off the streets and into units because of lack of response from property managers.” Ongoing services for individuals with large high acuity needs were addressed, which includes things like pest control services. The varying challenges of building more housing included a lack of funding and difficulty finding sub-contractors to help with construction because of all the requirements to receive the funding. The lack of service providers to help people remain stable and the affordability for staff was addressed as a major concern. City staff and Integral Care staff agreed to remain in conversation about opportunities to collaborate, and City staff asked for help in spreading the word about the community needs assessment. Agency/Group/Organization Lesbian, Gay, Bisexual, Transgender, Queer (LGBTQ) Quality of Life Advisory Commission Agency/Group/Organization Type Other‐ Board/Commission Housing Need Assessment What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Lesbian, Gay, Bisexual, Transgender, and Queer Quality of Life Advisory Commission serves as an advisory board to the City Council concerning the needs of the LGBTQ population. The commission is responsible for recommending policies and programs designed to enhance the health, safety, economic opportunity, affordability, mobility, cultural and learning opportunities, and government access and accountability for the LGBTQ community. City staff sought guidance from the LGBTQ Quality of Life Commission on the needs and priorities of Austin’s LGBTQ community. The commissioners were curious about the Housing Department’s full budget and specific uses of different funding sources. They expressed the need for a designated source for rental assistance. Commissioners discussed demographic data that is crucial in understanding the housing needs of the LGBTQ community and asked about the ability to implement data collection if it became a requirement by City Council. Staff shared the department’s commitment to better data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan56Agency/Group/Organization LifeWorks Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? LifeWorks provides services for youth and their families seeking housing, counseling, education and workforce programs. LifeWorks strives to break cycles of instability by providing support and services to youth experiencing homelessness. City staff sought guidance from Lifeworks on the needs and priorities they see in the communities they serve. The LifeWorks team and the Housing Department Team had an open and fruitful conversation, and LifeWorks shared gratitude for a shift in the approach to the community consultations. They followed up with formal recommendations in writing: - - - - - - - - - - - Funding for services so we can better leverage vouchers. CDBG grant should be procured competitively so that community providers can apply (current funds depts and services administered by the county through interagency agreements). This would fund RRH. Funding for youth shelter. Youth-dedicated shelter is essential for the safety of young adults experiencing homelessness. Less administrative burden for documenting client eligibility. Less reporting requirements/more appropriate metrics. Behavioral health workforce shortage is leaving a gap in providing mental health care; clinicians with lower-level licenses are not Medicaid billable and the higher license is impossible to hire since changes during Covid have made it easier for the advanced licensed folks to go into private practice. The city should invest in multi-year contracts to allow for agencies to properly set up and ramp down services to ensure continuity in services and sustainability planning. 1-year RRH contracts do not work. There needs to be an emphasis on diversion and prevention services if we ever want to stop the inflow of homelessness. Street outreach is the first step into services for many folks experiencing homelessness and is an essential service for basic needs and rapport building. There should be a set aside annual cold weather shelter fund. Rapid Rehousing and PSH – again, emphasis on long-term City of Austin FY 2025-2029 Consolidated PLan57- - - - - contracts + wraparound services here The city needs to be planning for supportive services for the affordable/supportive housing projects opening in 2026. Nonprofits have taken on a high risk building affordable housing complexes, the city needs to support these projects. Childcare/babysitting will always be a high need, but if the city is exclusively funding licensed daycares, then they should divest in this, as it is virtually impossible to spend. Also regarding unlicensed childcare- ideally this would cover not just unlicensed facilities, but also family members who provide childcare services or other forms of in-home care (e.g. “nanny shares”). The guidelines for eligibility verification should be revisited and self-certifications should be more broadly allowed (not just for those experiencing homelessness). E.g. it’s difficult to secure residency verification for those who are doubled up with someone else (the client’s name won’t be on a bill). Building in more flexibility for what constitutes “mental health” or “behavioral health” services, especially in light of the shortage of licensed clinicians willing to work in social service settings. Agency/Group/Organization Mayor’s Committee on People with Disabilities Agency/Group/Organization Type Services - Persons with Disabilities Other‐ Board/Commission What section of the Plan was addressed by Consultation? Housing Need Assessment Non‐Homeless Special Needs How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The Mayor’s Committee for People with Disabilities (MCPD) is an advisory body to the City Council and City Manager regarding problems affecting persons with disabilities in the Austin area. Established to encourage, assist and enable persons with disabilities to participate in the social and economic life of the City, achieve maximum personal independence, become gainfully employed, and fully enjoy and use all public and private facilities available within the community. City staff sought guidance from the Mayor’s Committee for People with Disabilities on the needs and priorities of people in Austin living with a disability. The committee members wanted to see more data on people with disabilities and expressed frustration in not being able to find the information anywhere. They encouraged staff to work more directly with the City demographer to understand the City of Austin FY 2025-2029 Consolidated PLan58Agency/Group/Organization One Voice of Central Texas Agency/Group/Organization Type Regional Organization What section of the Plan was addressed by Consultation? Housing Need Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? needs of this specific demographic and to track how many people applying for programs identified as having a disability. Committee members had questions about home repair programs and fees associated with the repairs if the homeowner passes away. They were curious about how the budget fluctuates depending on needs and what dollars are protected when budgetary priorities change. Committee members asked about the requirements of development partners, including how long the affordability of properties will remain and what terms developers agree to for accessibility. Staff shared the department’s commitment to better data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. One Voice Central Texas is a coalition of the leadership of over one hundred nonprofit health and human service organizations working to make sure that everyone can contribute to our community and thrive. One Voice represents the integrated network of human services that connects everyone of all ages and circumstances to social resources, opportunities, and support so that each person can reach their highest potential. One Voice is the voice for those in the community who may have difficulty weathering the life storms that affect all of us. City staff sought guidance from the members of One Voice Central Texas on the needs their organizations are working to address together. Mental health for clients was addressed as a primary need. The group also discussed affordability issues for nonprofit staff. “Those taking the biggest burden to serve our community are often the ones that need services.” They talked about how these staff members are the key to diversity in our community and expanded this to include caregivers and childcare staff. In addition, Teachers and government employees also often fail to make a livable wage. “The fact that we are building affordable housing campuses for teachers to live on is ridiculous. We should be paying them more money to live where they want to live.” They suggested a cost-of- living analysis for Austin as a complement to the next salary survey would be helpful. The responsibility of nonprofit boards was also addressed as a component of the conversation. Furthering the housing conversation, the cost to both own land and build on it was City of Austin FY 2025-2029 Consolidated PLan59discussed as a barrier. The members shared about barriers for those re-entering society from prison as well as the caregivers/families of the incarcerated. “Folks who have served their time deserve a chance to be housed.” They talked about the availability of transitional housing as well help identifying affordable housing for clients who need it. Some of the organizations shared about the needs of their clients relating to technology access and transportation access. Language access was discussed as a barrier for people applying for programs. Siloed work was brought up and the need to take a more holistic approach to solving the issues. This requires addressing the root problems and not just the symptoms They expressed gratitude for City-funded programs and the ability to layer multiple funding sources on one project, but the biggest challenge is the bureaucracy of getting money out the door. There is so much paperwork and organizations end up having to front the money and get reimbursed later. City staff shared gratitude for the input and encouraged further dialogue. Agency/Group/Organization SAFE Alliance Agency/Group/Organization Type Housing Need Assessment What section of the Plan was addressed by Consultation? Services - Victims of Domestic Violence Services - Housing How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? The mission of SAFE is to stop abuse for everyone. The SAFE Alliance is a merger of Austin Children’s Shelter and SafePlace, both long- standing and respected human service agencies in Austin serving the survivors of child abuse, sexual assault and exploitation, and domestic violence. City staff sought guidance from SAFE on the needs and priorities they see in the work they do to support survivors of domestic violence. SAFE staff shared about the increase they’ve seen in calls to their hotline. The top three needs people call for are shelter/housing, counseling and legal services. The need for housing/shelter is much more than is available, with more people waiting on shelter than are in shelter. They also see a high need for childcare and access to income, including income not related to jobs. Other needs include safe communication methods (e.g. cell phones) and help paying debt. SAFE staff discussed the difficulty of finding funding for City of Austin FY 2025-2029 Consolidated PLan60Agency/Group/Organization Shalom Austin Services - Children Services - Education Civic Leaders Housing Need Assessment Agency/Group/Organization Type What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? positions to support resource advocacy. They explained that criminal justice and mental health are intertwined with housing and violence prevention. “Housing is violence prevention.” They stressed that nobody knows the needs better than a survivor, and that prevention to homelessness is anti-poverty work. “The minute housing is jeopardy, people go back to unsafe environments,” and there are cyclical/generational implications. A staff member shared that they hate that the person experiencing harm is the one who has to leave. SAFE staff expressed concern about how the coordinated entry system leaves lots of our folks vulnerable. “The question about violence doesn’t tell us who is in the most danger, and often folks who are really in danger don’t score high enough on the coordinated entry to get immediate help.” The way the question is asked about violence does not capture what we need to know, and someone might not even answer yes because it is phrased more toward experiencing violence while on the streets/homeless. Shalom Austin provides services and resources to connect, empower and impact the community locally, nationally and around the world. Shalom Austin requested a meeting to understand more about federal funding and City staff asked for Shalom Austin’s input for the needs assessment as part of the meeting. Shalom Austin staff shared about the clients they serve, many of whom have chronic issues with no solutions. They require their clients to be working with a case manager, but many don’t want to do that. They discussed using Best Single Source Plus and appreciated its intent to help clients from being bounced around. They expressed concern with some funding sources moving toward support of shelters and leaving rental assistance challenging to find. They wish to see a balance of prevention and intervention. Shalom Austin shared that they are one of the few organizations that take insurance for mental health services, but they need more therapists. Their transportation program filled up right away, they struggle to keep up with the growing need for rental assistance and the needs just keep growing. They also talked about the great need to identify the ecosystem with all the providers and convene in a way so that staff members know each other. Everyone shared appreciation for the insight and agreed to remain in touch. City of Austin FY 2025-2029 Consolidated PLan61Agency/Group/Organization Texas RioGrande Legal Aid (TRLA) Agency/Group/Organization Type Services - Tenants Rights What section of the Plan was addressed by Consultation? Housing Need Assessment Tenants Rights How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? is TRLA’s mission legal advice and to provide exceptional representation to impoverished people. Founded in 1970 to represent Texas farmworkers, TRLA has grown into the nation’s second largest legal aid provider and the largest in Texas. TRLA provides free civil legal services to residents in 68 Southwest Texas counties, and represents migrant and seasonal farm workers throughout the state and in six other southern states. City staff sought guidance from TRLA on the needs and priorities they see in the work they do to support tenants. TRLA staff shared that affordability is the biggest problem they see. Many of the people who come to them don’t need legal advice, so TRLA refers them to organizations like El Buen Samaritano, but it is hard to fill all the gaps. They expressed a desire to see a source for rental assistance that comes with protections and doesn’t require a lawyer to go back and forth. This would offer protection for tenants without dissuading landlords from taking the money. They expressed concern with the lottery system for rental assistance, noting that it is not a trauma- informed practice and causes a lot of anxiety for people as they wait for a response. They discussed the need for a simple, easy-to- administer assessment that could help prioritize folks who can make the best use of the money – those who are most likely to stabilize and not need to keep coming back for more financial support. In addition, TRLA staff talked about the need for evidence-based documentation that would show how much money should be distributed to avoid eviction. The need for an eviction diversion program was addressed to keep people from the courts. This discussion included the importance of helping policymakers understand the difference between eviction diversion, representation, and tenant education. TRLA staff wanted more information on Austin Public Health programs for their clients, City of Austin FY 2025-2029 Consolidated PLan62specifically childcare, senior services, and hotel services. They explained the great need for childcare for unemployed people. City and TLRA staff committed to continued communication to enhance collaboration. Agency/Group/Organization Texas State Affordable Housing Corporation (TSAHC) Agency/Group/Organization Type What section of the Plan was addressed by Consultation? Services - Housing Housing Need Assessment The Texas State Affordable Housing Corporation (TSAHC) is a 501(c)(3) nonprofit organization that was in 1994. TSAHC was created at the direction of the Texas Legislature to serve as a self- sustaining, statewide affordable housing provider. TSAHC believes that every Texan deserves the opportunity to live in safe, decent and affordable housing. incorporated Housing Department staff met with staff from TSAHC as part of the needs assessment to discuss shared challenges and explore community needs from a collaborative perspective. TSACH’s multi-family bond program, the Texas Family Impact fund, and land banking were discussed. TSACH staff shared some criticism of the City’s approach to accessing land and wanted to see the City take a look at how to support developers with targeting acquisition of land and properties. They recommended looking at areas where growth is driving change in density and considering land sitting vacant, such as small older strip centers and storage facilities. “The opportunities are there and the City could be a bigger driver of capturing those opportunities.” The topic of density was addressed as one of the tools for affordability while recognizing that we cannot densify our way out of affordable housing needs. The tradeoffs for smaller buildings with fewer units, which require less subsidy and less borrowing need, were discussed as a way to moderately includes consideration of ADU opportunities to preserve older neighborhoods, specifically BIPOC neighborhoods. A recommendation was made for the City to look at public land trusts that could help with ADUs. Energy assistance through federal programs was also mentioned as a way that could help people reduce their costs. While new construction is where we mostly see these energy programs, low-income households could really benefit from bringing down that cost. TSHAC suggested that the city revisit the neighborhood planning process again. From a strategy standpoint, this increase density. This City of Austin FY 2025-2029 Consolidated PLan63approach allowed the city to push more density and broad-based goals at the neighborhood level. Neighborhoods felt like their voices were heard could and bring more approach reincorporating TSAHC and the Housing in the process. neighborhoods along collaborative touch in Department will opportunities. continued for remain help this Agency/Group/Organization Travis County Agency/Group/Organization Type Other government‐ County Housing Needs Assessment How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Agency/Group/Organization Agency/Group/Organization Type What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? City staff met with staff from Travis County who also oversee federal funding to discuss common challenges and opportunities to learn from one another. Travis County staff shared about their engagement process that started in October. They expressed disappointment in the lack of willingness on the City’s part to partner on the Con Plan. They reached 42,000 households through a mailing and have had 2300 survey responses. Their focus is to touch people not often heard from in unincorporated areas. They were able to use HUD funding to help cover the cost. One need in particular they hear from these areas is the need for septic system repair. The City of Austin and Travis County staff agreed to stay in touch and look for opportunities to collaborate in the future. Urban Renewal Board Other‐Board/Commission Housing Need Assessment Economic Development The Urban Renewal Board oversees the implementation and compliance with Urban Renewal Plans that are adopted by the Austin City Council. An Urban Renewal Plan's primary purpose is to eliminate slum and blighting influence within a designated area of the City. City staff sought guidance from the Urban Renewal Board on the needs and priorities that arise during urban renewal projects. Board members asked for more information about the total pool of funding City of Austin FY 2025-2029 Consolidated PLan64the Housing Department has on a yearly basis and what percentage comes from federal sources. They were curious to hear about funding sources that have been used for urban renewal projects, knowing that they will need to solve for funding gaps and make affordable housing a priority with the current project for Block 16 and 18. Board members shared that there is tension heard in the community about the spectrum of needs. On one end, there is support needed for those experiencing homelessness or at serious risk of becoming unsheltered, while others are just trying to find something affordable so they can live in Austin near their jobs. They expressed the desire to see a depiction of the funding sources and which part of the continuum each pool of funding offers support. They were curious about changes in the balance between funding toward renters vs. homeowners, noting that there is a community priority to provide pathways to homeownership and wealth building. Board members were interested in the national conversion focused on using commercial space for housing and the feasibility of using that model locally. Furthering that line of discussion, the board sought answers to questions such as “How often do we explore creative options out of the norm? How often is funding allocated to trying new things? Is there a way to incentivize developers to create housing that can transition people from renting to owning?” These questions led to other comments about the use of city-owned land and the levels eligible for housing assistance. The conversation concluded with the idea to recommend a feasibility study. Staff offered gratitude for the input and dialogue, with a commitment to update funding information for all funding sources. Staff also asked for the commission’s help spreading the word about the needs assessment survey. income Agency/Group/Organization Vivent Health (formerly AIDS Services of Austin) Agency/Group/Organization Type Services - Persons with HIV/AIDS Services - Health Health Agency What section of the Plan was addressed by Consultation? Housing Need Assessment HOPWA Strategy City of Austin FY 2025-2029 Consolidated PLan65How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Vivent Health envisions a world without AIDS and strives to ensure everyone with HIV lives a long and healthy life. Vivent Health’s mission is to be a relentless champion for people affected HIV. City staff sought guidance from Vivent Health on the needs and priorities they see in serving people living with HIV. Vivent Health staff shared about the challenges of rental support. The increasing cost of rent requires more support through the Tenant-Based Rental Assistance (TBRA) program. They discussed both an inability to expand the program as well as a lack of resources to transition people out of TBRA. People receiving short-term assistance max out on assistance for one year and then come back when they can get more the next year. “We end up spending short-term assistance, meant to prevent homelessness, on people with long-term challenges.” They asked about available funding sources for people transitioning out of homelessness. Vivent staff expressed concern about funding at the City being used for specialized staffing positions that are not front-facing, with more people analyzing and coordinating and not as much support for clients. While they are glad to see expansion, they worry about a dramatic shortage in staff with clients. Appreciation for the input was shared and City staff asked for Vivent’s help spreading the word about the needs assessment. Agency/Group/Organization Williamson County Other Government ‐ County Agency/Group/Organization Type What section of the Plan was addressed by Consultation? How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Housing Need Assessment; Adjacent Jurisdiction Consultation; Intergovernmental Coordination Williamson County staff shared that they don’t have the capacity for ESG and HOME funds and only work with CDBG funding. This funding goes primarily to infrastructure projects. Some cities in Williamson County have their own CDBG funding and the County supports smaller jurisdictions that don’t have these resources, primarily rural small towns. A couple of large cities, Georgetown and Cedar Park, could have their own entitlement programs but they opt out. The 10 participating cities apply for funds, and Williamson County staff work directly with the recipients to understand their ongoing needs. The goal is to make them feel comfortable to reach out and ask for help. A consultant helps with the needs assessment and hosts stakeholder meetings. Organizations like Habitat for Humanity use the funding, but they have had a hard time finding affordable land. Williamson County has begun encouraging rehabilitation programs instead of land purchases. Primary needs include water, wastewater, and drainage. Some cities have crumbling pipes. William Count is also City of Austin FY 2025-2029 Consolidated PLan66seeing an increase in their homeless population. Addressing this will require programs and social services beyond the infrastructure dollars. The lack of affordable housing is a priority for the commissioners’ court. The City of Austin and Williamson County staff agreed to stay in touch and look for opportunities to collaborate in the future. Agency/Group/Organization Workforce Solutions Capital Area Agency/Group/Organization Type Regional Organization Services - Children Services - Employment What section of the Plan was addressed by Consultation? Housing Need Assessment Economic Development How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? Workforce Solutions is a private, publicly-funded 501(c)(3) nonprofit responsible for the data-driven planning, oversight, and evaluation of workforce development activities in Austin-Travis County. Workforce Solutions connects local people to the most in-demand industries with quality jobs. City staff sought guidance from Workforce Solutions on the needs and priorities they see in the communities they serve. Workforce Solutions staff expressed difficulties with CDBG funding, explaining that it is often restrictive and hard to use with lots of required documentation. They shared about the increased need for childcare and expected that we would see that in survey results as well. WFS staff noted that the people they serve at least have a place to sleep and can attend trainings and other workforce development activities. The challenges from the perspective of WFS focus on the skills gaps for available jobs. “What keeps me up at night is the amount of jobs available and not enough training to get people into those jobs.” They spoke of healthcare and manufacturing jobs in particular. They also addressed transportation as a huge barrier, especially for those with trade skills. “The people needed for the types of jobs available now live too far away and can’t get to jobs in Austin.” Both City of Austin and Workforce Solutions staff shared appreciation for the conversation and WFS staff agreed to help spread the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan67Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization Austin’s Action Plan to End Homelessness Ending Community Homelessness Coalition (ECHO) Age Friendly Action Plan City of Austin Commission on Aging How do the goals of your Strategic Plan overlap with the goals of each plan? Austin’s Action Plan to End Homelessness calls for a systems approach to ending homelessness. The plan specifically outlines implementation of five system elements, that combined together, will work effectively in ending homelessness for individuals and families, while making the community stronger for all. Those system components are 1) outreach services and shelters, 2) addressing disparities, 3) providing housing and support services, 4) strengthening our response system, and 5) building wide community commitment from both the public and private sector. This Action Plan itself seeks to mobilize public and private resources in the right order of magnitude to continue implementing strategies that work, while continuing to think outside the box, testing new and improved practices, policies and programs. The action plan is meant to be a living document updated along the way to reflect learnings. The City's of Austin's Age Friendly Action Plan was originally published in 2017 and ultimately adopted as an amendment to Imagine Austin. The Age Friendly Action (AFA) Plan is made up of eight domains of livability including Outdoor Space and Buildings, Transportation, Housing, Social Participation, Respect and Social Inclusion, Civic Participation and Employment, Communication and Information, and Community Support and Health. The AFA Plan contains goals and strategies in each domain focused on promoting support, respect, protection, and recognition of the needs of older adults in the Austin community. The plan encourages other City departments to consider the needs of Austin's aging community when developing plans in their respective departments to ensure that Age- Friendly is a natural part of Austin culture. The Plan was recently updated in response to the 2022 City of Austin Audit Report: City Services for Older Adults. the updated plan is linked to in Section NA-45 Non-Homeless Special Needs Assessment of this Consolidated Plan. City of Austin FY 2025-2029 Consolidated PLan68Imagine Austin City of Austin Planning and Zoning Housing Department Austin Strategic Housing Blueprint Continuum of Care Ending Community Homelessness Coalition (ECHO) On June 15, 2012, City Council voted unanimously to adopt Imagine Austin, the City's comprehensive plan for Austin's future. The plan implementation guidelines and the following priority includes programs: 1) a compact, connected Austin with improved transportation options; 2) sustainably managed water resources; 3) invest in Austin's workforce, education systems and entrepreneurs; 4) protect environmentally sensitive areas and integrate nature into the City; 5) invest in Austin's creative economy; 6) develop and maintain household affordability throughout Austin (NHCD is lead in implementing the Household Affordability priority program and will continue to partner with other City departments and community entities to guide implementation of Imagine Austin through its strategic plan); 7) create a 'Healthy Austin' program; and 8) revise Austin's land development regulations and processes. In August 2023, Council approved the funding for an update to the Comprehensive Plan, which initiated in the fall of 2023, and is expected to conclude in early 2026. In the Spring of 2017, the Austin City Council adopted the first ever Austin Strategic Housing Blueprint. The document helps align resources, ensures a unified strategic direction, and facilitates community partnerships to achieve this shared vision. The plan identifies funding mechanisms, potential regulations, and other creative approaches the City of Austin should utilize to achieve housing goals‐‐including the creation of 60,000 affordable units over the coming decade for households earning approximately $60,000 or less per year‐‐in line with Imagine Austin The Blueprint identified five community values to guide the process, including: ● Prevent households from being priced out of Austin; ● Foster equitable, integrated, and diverse communities; ● Invest in housing for those most in need; ● Create new and affordable housing choices for all Austinites in all parts of Austin; and, ● Help Austinites reduce their household costs. The Continuum of Care (CoC) is the collective networks, institutions, and organizations that provide housing and services to people who are at risk of or are experiencing homelessness. The CoC is overseen by a governing body, known as the Homelessness Response System (HRS) Leadership Council. The primary goal of the Continuum of Care (CoC) Program is to promote community wide commitment to the goal of ending homelessness; provide for efforts by local governments to nonprofit providers, families while quickly and to homeless minimizing the trauma and dislocation caused individuals, families, and communities by rehouse homeless and State and individuals funding City of Austin FY 2025-2029 Consolidated PLan69among individuals homelessness; promote access to and effect utilization of mainstream programs by homeless individuals and families; and optimize self‐ sufficiency experiencing homelessness. These goals align with the City of Austin Consolidated Plan which includes two prevention objectives: 1) assist persons experiencing homelessness or who are at risk of becoming homeless; and 2) assist persons living with HIV/AIDS to achieve stable housing and increase access to medical care and supportive services. families and The City of Austin Planning and Zoning Department coordinates updates of the Long‐Range Capital Improvement Program Strategic Plan. The Plan is updated on a two‐year cycle in cooperation with the Public Works Department, the City of Austin Budget Office, and capital departments. The plan has a 10‐year planning horizon and provides the basis for identifying both ongoing capital needs and strategic opportunities for CIP investment over the long term, including investments in affordable housing. The plan was created to further align the City's CIP investments with the Imagine Austin 30‐ Year Comprehensive Plan. Project Connect is the vision for Central Texas high‐capacity transit system. Linking activity centers within the fastest growing region in the country, Project Connect aims to connect people, places and opportunities in an easy, efficient way. The vision unites efforts to develop the best solutions for getting around Central Texas and addressing growth challenges. Austin Public Health conducts a Community Needs Assessment every three years in accordance with the requirements of the Community Services Block Grant (CSBG). The 2024 CSBG Community Needs Assessment is in progress and will be completed by June 2024. The 5‐Year and Annual Public Housing Agency (PHA) Plans provide a ready source for interested parties to locate basic PHA policies, rules, and requirements concerning the PHA’s operations, programs, and services. Each PHA plan inform HUD, families served by the PHA, and members of the public, of the PHA’s mission, goals and objectives for serving the needs of low‐income, very low‐income, and extremely low‐income families. Long Range Capital Improvement Strategic Plan City of Austin Planning Department City of Austin, Capital Metro, Austin Transit Partnership Austin Public Health Housing Authority City of Austin Project Connect 2024 Community Services Block 2019 Public Housing Authority (PHA) Annual Plan City of Austin FY 2025-2029 Consolidated PLan70Watershed Protection Strategic Plan City of Austin Watershed Protection Department Digital Inclusion Strategy City of Austin Telecommunicati ons and Regulatory Affairs Office The Watershed Protection Strategic Plan is the guiding blueprint for the Watershed Protection Department (WPD). The Strategic Plan helps WPD understand and address existing flooding, erosion, and water quality problems. The current plan was originally adopted over 20 years ago and is due for a comprehensive update. This update is called Rain to River: A Strategic Plan to Protect Austin's Creeks and Communities. The community will be at the heart of this update, shaping the vision, goals, and priorities of the new plan. WPD will use this new plan to set goals, prioritize work, and guide decision making to tackle urgent challenges such as climate change and racial inequities. The City of Austin vision includes every Austinite having an opportunity to be fully engaged in digital society, accessing and using digital and communications technology. The purpose of the plan is to address access and adoption of digital technology, and to serve as a guiding document for providing digital inclusion opportunities in affecting the City’s goals to ensure all Austinites are served. This plan is in accordance with HUD’s 2017 Broadband and Resiliency Rule. As more guidance regarding this rule is issued by HUD, the Housing Department will continue to incorporate updates through subsequent Action Plans. Table 3 – Other local / regional / federal planning efforts City of Austin FY 2025-2029 Consolidated PLan71Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) In preparation for the Consolidated Plan, the City of Austin consulted with nonprofit and for‐profit housing developers, community members, advocacy groups, government and industry representatives to discuss barriers to affordable and accessible housing. In addition, the City consulted with representatives of organizations focused on the needs regarding the elderly, fair housing, childcare and youth services, public housing, transportation, health services, broadband and resiliency. These agencies were specifically invited and encouraged to participate in the public input process and to share with their constituency notices of meetings and hearings; they were also invited to provide written comments from their constituents. Entities that participated in the public input process are listed in section PR‐10 Consultation. Narrative (optional): The City of Austin works to enhance coordination through interdepartmental, interorganizational, and intergovernmental planning. The City of Austin continues to promote awareness that household affordability and community development challenges are regional, and do not respect geopolitical boundaries. Household affordability and unaddressed community development needs can directly or indirectly affect access to public services, education, health and human services, transportation, environmental sustainability, economic development, community vitality, arts and culture. City of Austin FY 2025-2029 Consolidated PLan72PR‐15 Citizen Participation 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal‐setting The City of Austin's Citizen Participation Plan requires two public hearings during the community needs assessment period, one before the Austin City Council and one before the Community Development Commission. Public hearings were conducted before the Community Development Commission on March 12, 2024 and before the Austin City Council on March 7, 2024. Transcripts of the comments made in the public hearings will attached to the final version of the FY 25‐29 Consolidated Plan. Additionally, the City of Austin’s Citizen Participation Plan requires two public hearings during the draft public comment period for the Consolidated Plan, one before the Austin City Council and one before the Community Development Commission. During the draft FY 25‐29 Consolidated Plan public comment period of May 7, 2024 to June 5, 2024, public hearings were conducted before the Community Development Commission on May 14, 2024 and before the Austin City Council on May 30, 2024. By the conclusion of the Consolidated Plan process, the Consolidated Plan Speak Up AUstin page had received over 5900 views and 526 survey responses. In addition, 430 participants left additional comments. More information on the Community Needs Assessment period is found in this document in Executive Summary and in Attachment I B: Citizen Participation Process. All comments were accepted and considered in the development of strategic goals to address needs. The comprehensive community member engagement plan, including a comprehensive listing of all stakeholder groups that participated in the community needs process, is featured PR‐10 Consultation. City of Austin FY 2025-2029 Consolidated PLan73 Citizen Participation Outreach Mode of Outreach Target of Outreach Summary of comments received URL (If applicable) Summary of response/attendance Summary of comments not accepted and reasons All comments or views received are accepted. www.SpeakUpAustin.org/ mycommunityneeds Internet Outreach Non-targeted/broad community 526 survey responses received through the Consolidated Plan Speak Up Austin website. Survey respondents ranked the following as the top 3 needs in their community, in this order: 1.) “Availability of housing that is affordable to you,” 2.) “Services to prevent homelessness,” 3.) “Affordable childcare.” Internet Outreach Non-targeted/broad community Comments received have been sorted into the following categories, which center around the experiences that people shared: All comments or view received are accepted. www.SpeakUpAustin.org/ mycommunityneeds 430 comments (in addition to survey responses) received through the Consolidated Plan Speak Up Austin website. See Executive Summary and Attachment I B: Community Engagement Summary for more in-depth information related to the Consolidated Plan community needs assessment survey responses. • I want to live in an Austin that is for everyone. I need immediate help. I need help maintaining stability. I want to build long-term stability. I need better access to programs. • • • • • My neighborhood needs more support. I don’t trust the City. • City of Austin FY 2025-2029 Consolidated PLan74Internet Outreach Non-targeted/broad community See field immediately above. Over 5,900 views of the Consolidated Plan Speak Up Ausitn website. Public Hearing Non-targeted/broad community All comments or views received are accepted. www.SpeakUpAustin.org/ mycommunityneeds All comments or views received are accepted. www.austintexas.gov/con tent/community- development-commission See Executive Summary and Attachment I B: Community Engagement Summary for more in-depth information related to the Consolidated Plan comments received. 7 community members provided testimony on the draft Consolidated Plan at the public hearing opportunity at the March 12, 2024 Community Development Commission meeting. Multiple comments pertained to the particular need for public assistance and/or improvement of public services in various location in East Austin or the “Eastern Crescent.” Desire for increases and/or changes to City community engagement efforts were expressed. Support for City assistance in the Colony Park area was expressed. For a full transcript of comments received, see Attachment I B: Community Engagement Summary. No public comments were received Public Hearing Non-targeted/broad community No community members provided testimony on the draft Consolidated Plan at All comments or views received are accepted. www.austintexas.gov/ austin-city-council City of Austin FY 2025-2029 Consolidated PLan75Public Hearing Non-targeted/broad community All comments or views received are accepted. www.austintexas.gov/c ontent/community- development- commission The commenter expressed an array of various points of dissatisfaction with City plans and efforts, pertaining to transportation connectivity and issues with public access to documents. For a full transcript of the comment received, see Attachment I B: Community Engagement Summary No public comments were received Public Hearing Non-targeted/broad community All comments or views received are accepted. www.austintexas.gov/ austin-city-council the public hearing opportunity at the March 7, 2024 Austin City Councill meeting. One community member provided testimony on the draft Consolidated Plan at the public hearing opportunity at the May 14, 2024 Community Development Commission meeting No community members provided testimony on the draft Consolidated Plan at the public hearing opportunity at the May 30, 2024 Austin City Council meeting. City of Austin FY 2025-2029 Consolidated PLan76Public Hearing Non-targeted/broad community No public comments were received. All comments or views received are accepted. www.austintexas.gov/ austin-city-council Public Hearing Non-targeted/broad community For a full transcript of the comment received, see Attachment I B: Community Engagement Summary All comments or views received are accepted. www.austintexas.gov/c ontent/community- development- commission No community members provided testimony on the draft revised Citizen Participation Plan at the public hearing opportunity at the May 30, 2024 Austin City Council meeting. Community members provided testimony on the draft Consolidated Plan at the public hearing opportunity at the June 11, 2024 Community Development Commission meeting. City of Austin FY 2025-2029 Consolidated PLan77Public Hearing Non-targeted/broad community For a full transcript of the comment received, see Attachment I B: Community Engagement Summary All comments or views received are accepted. www.austintexas.gov/c ontent/community- development- commission Public Meeting Non-targeted/broad community All comments or views received are accepted. www.austintexas.gov/c ontent/african- american-resource- advisory-commission City staff sought guidance from the African American Resource Advisory Commission on the needs and priorities of Austin’s African American community. The commissioners expressed interest in knowing more about the zip codes and other demographics of those served by federal funding, and staff agreed to bring more data back to the commission for future meetings. Staff asked for the commission’s help spreading the word about the needs assessment survey. Community members provided testimony on the draft revised Citizen Participation Plan at the public hearing opportunity at the June 14, 2024 Community Development Commission meeting. The meeting was attended by members of the African American Resource Advisory Commission and Housing Department staff and was open to the public. City of Austin FY 2025-2029 Consolidated PLan78Public Meeting Non-targeted/broad community The meeting was attended by members of the Asian American Quality of Life Advisory Commission and Housing Department staff and was open to the public. All comments or views received are accepted. www.austintexas.gov/c ontent/asian- american-quality-life- advisory-commission City staff sought guidance from the Asian American Quality of Life Commission on the needs and priorities of Austin’s Asian American community. Commissioners expressed how important language access is in reaching the Asian American community, which includes many immigrants. They provided helpful examples, such as a phone number that community members can call to request language access. They clarified that this was not only needed for services provided directly by the City, but also with contracted services provided by outside organizations. Commissioners were curious about how the Housing Department works with the Housing Authority and other housing organizations. The commission shared their desire to see demographic information for all programs and wanted to know how the Housing Department is reaching out to the Asian American community. They noted that last year they expressed the need for increased engagement for their community and wanted to know what changes have been made. With many seniors and youth in the Asian American community, the commissioners want to see more focused outreach. Commissioners inquired about specific uses for funding, sharing that many immigrants seek help from churches and other community organizations to get many City of Austin FY 2025-2029 Consolidated PLan79Public Meeting Non-targeted/broad community The meeting was attended by members of the Austin Area HIV Planning Council and Housing Department staff and was open to the public. All comments or views received are accepted. www.austintexas.gov/c ontent/hiv-planning- council of their basic needs met. Examples were given about how CDBG funds in other cities have been used for things like an Asian American Community Center and the commissioners wanted to see the Housing Department in conversation with the Asian American Cultural Center in Austin about their plans to build affordable housing with childcare facilities. Staff shared the department’s commitment to continued improvements in targeted outreach as well as enhanced data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. City staff sought guidance from the HIV Planning Council on the needs of those living with HIV. The council shared frustration about the number of surveys from different City Departments and the lack of follow-up. They expressed how hard it is to find housing resources, especially for people who are already overworked and underpaid. “The greatest need is to give people the resources they need in the fastest way possible.” Council members shared their concern with income limits, explaining that some people with a higher income have struggled in the past and still need help. The council strongly advised staff to talk directly with people living with HIV and to meet them where they City of Austin FY 2025-2029 Consolidated PLan80are. “Ask them: If you could create a process that works for you, what would that be?” They encouraged staff to look for places where trust has already been built and to become trusted sources within the City by listening to the trusted community leaders. Council members asked for a continuous needs assessment process that is always open and builds on the data from other surveys and initiatives. They wanted to see a “one-stop-shop" for someone about to become homeless and discussed the need for preventative services. The council asked for a follow-up meeting, which staff agreed to. Staff shared the department’s commitment to enhancing data collection and reporting. Staff also asked for the council’s help spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan81Public Meeting Non-targeted/broad community All comments or views received are accepted. www.reentryroundtabl e.org The meeting was attended by members of the Austin/Travis County Reentry Roundtable and Housing Department staff and was open to the public. City staff sought guidance from the Reentry Roundtable on the needs of community members who have been incarcerated. The coalition expressed how important it is to understand the needs of this community and how forgotten these community members often feel. Partnership between all levels of government is needed to address these challenges. Income levels were discussed as a primary area of concern. They shared concerns that the state has made it clear they will not be meaningfully addressing the issue of pay for this population, so the City and the County need to partner to build out that continuum of care for some of our most vulnerable community members. Other priorities included: increasing the availability and affordability of culturally competent and trauma-informed mental health services in the community; implementing alternatives to incarceration, such as diversion programs, that connect people with mental illness to treatment and support instead of jail or prison; providing adequate training and education for criminal justice professionals on how to recognize and respond to mental health issues among people of color; and reducing the stigma and discrimination that people of color with mental illness face in both the mental health and criminal justice systems. City of Austin FY 2025-2029 Consolidated PLan82Public Meeting Non-targeted/broad community The meeting was attended by members of the College Student Commission and Housing Department staff and was open to the public. All comments or views received are accepted. www.austintexas.gov/c ontent/college- student-commission Public Meeting Non-target/broad community The meeting was attended by members of the Commission for Aging and Housing Department staff and was open to the public. All comments or views received are accepted. www.austintexas.gov/c ontent/commission- aging City staff sought guidance from the College Student Commission on the needs and priorities of Austin’s College Student community. Commissioners wanted to ensure that people in school are being engaged in processes like this and had great questions about how the funding is used. They expressed concern for students who don’t qualify for programs based on their family’s income even though they do not receive any support from their family. Commissioners shared about how important mental health services are for college students, especially long-term care. They were curious how students could receive assistance paying rent and if funding is available for students who aren’t full-time residents of Austin. Staff shared appreciation for the input and asked for the commission’s help in spreading the word about the needs assessment survey. City staff sought guidance from the Commission on Aging about the needs and priorities of Austin’s aging community. The commissioners expressed interest in knowing more about the number of seniors being served by all HUD and housing programs and the percentage of funding going toward seniors. Staff shared the department’s commitment to enhancing data collection and reporting. Staff also City of Austin FY 2025-2029 Consolidated PLan83Public Meeting Non-targeted/broad community The meeting was attended by members of the Commission on Veterans Affairs and Housing Department staff and was open to the public. All comments or views received are accepted www.austintexas.gov/c ontent/commission- veterans-affairs asked for the commission’s help spreading the word about the needs assessment survey. City staff sought guidance from the Commission on Veterans Affairs about the needs and priorities of Austin’s veteran community. The commissioners wanted to know which veterans organizations the Housing Department has relationships with. They were curious about the number of veterans served as well as the barriers veterans face in accessing services. The commissioners discussed the potential benefits of housing specifically for homeless veterans. The commission followed up after the meeting with the following recommendations: Establish a comprehensive data collection system; research and collaborate with federal, state and nonprofit organizations; leverage dedicated programs and services for veterans; increase outreach and awareness efforts; and implement regular evaluation and continuous improvements. Staff shared appreciation for the input and asked for the commission’s help spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan84Public Meeting Non-targeted/broad community The meeting was attended by members of the Community Development Commission and Housing Department staff and was open to the public. All comments or views received are accepted. www.austintexas.gov/c ontent/community- development- commission City staff sought guidance from the Community Development Commission on the needs and priorities of Austin’s low- income communities. Commissioners asked for more detailed information about who has been served and emphasized wanting to see these details for homebuyer programs in particular. They wanted to know more about the needs assessment process, including who City staff would be meeting with and how the information would be reported back. They stressed the importance of the commissioners seeing all the comments and input. Commissioners questioned how their specific neighborhoods had been contacted about the needs assessment, with concern that not enough was being done to reach the voices of those most impacted. The commission was disappointed in the amount of surveys that had been completed so far. They suggested that the goal should be quantity and not limited to a certain amount of time. They asked about the ability to track how many surveys were submitted from specific areas of town. The topic of survey fatigue was also addressed, and a recommendation was made to spend time rethinking what the survey process should look like. Paper surveys in rec centers and health facilities were recommended as one way to increase outreach city-wide. Commissioners also expressed the desire to City of Austin FY 2025-2029 Consolidated PLan85see funding sources for block walkers and canvassers in areas that haven’t been targeted. They also wanted to see feedback between different needs assessments, specifically the CSBG assessment, shared between departments. Commissioners asked about the anticipated amount for CDBG funding and if there was a chance to see an increase in dollars. The commission shared the importance of Austin Public Health being well-funded and well-staffed with people who speak Spanish. Commissioners echoed community input about the funding needs for infrastructure. Monitoring and evaluation of current agencies was also discussed. Staff shared appreciation for the input and asked for the commissioners’ help spreading the word about the needs assessment survey. City staff sought guidance from the Community Technology and Telecommunications Commission on the technology and communications needs and priorities in Austin. Commissions shared that they had recently submitted budget recommendations and were curious if the Community Development Commission or any other commission was able to make recommendations to the Housing Department. When presented with the needs that the Housing Department has Public Meeting Non-targeted/broad community The meeting was attended by members of the Community Technology & Telecommunications Commission (CTTC) and Housing Department Staff and was open to the public. All comments and views received are accepted. www.austintexas.gov/c ontent/community- technology-and- telecommunications- commission City of Austin FY 2025-2029 Consolidated PLan86Public Meeting Non-targeted/broad community The meeting was attended by members of the Earld Childhood Council and Housing Department Staff and was open to the public. All comments and views received are accepted. www.austintexas.gov/c ontent/early- childhood-council been hearing, commissioners asked why digital issues were not included and suggested those be added to the same category as support with utilities. A discussion about barriers to accessing programs led to a commissioner asking the question, “Is digital connectivity a means to an end? Wouldn’t that help people have more access to resources?” The conversation concluded with a commitment from Housing staff to be more vigilant about where digital connectivity and housing intersect. City staff sought guidance from the Early Childhood Council on the needs and priorities of young children in Austin. The council members expressed concern about decreased funding and the impact on households. They stressed the need for a singular point of access and wanted to know what was being done to address this need. Council members asked if funds could be used to repair and enhance homes that serve as childcare facilities and encouraged policy change to make that possible. Staff shared appreciation for the input from the council and asked for their help in spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan87Public Meeting Non-targeted/broad community All comments and views received are accepted. www.austinecho.org/le adership/council The meeting was attended by members of the Homeless Response System (HRS) Leadership Council (which is the jurisdiction’s Continuum of Care board) and Housing Department staff and was open to the public. ECHO is the backbone organization for Austin/Travis County’s Homelessness Response System. The Leadership Council is Austin’s CoC Board and centers firsthand experience of homelessness and racial equity in both the composition and the guiding charge of the group. Leadership Council is responsible for developing, approving, and enforcing policies, procedures, and written standards for projects that are funded through our local Continuum of Care (CoC). The Council shared uncertainty about their involvement with the needs assessment in previous years and were not sure what impact their feedback had. They shared their desire to see more collaboration and find meaningful ways to involve the diverse representation on the Leadership council. They wanted to understand more about how the plan is written and who is responsible for making decisions. They also wanted to know how other City departments were involved in the conversation, noting the need to think about transportation and other infrastructure needs. The council wanted to know more about how households served are tracked and how that data is used, especially in assessing who is coming back for funding more than once. They also wanted to know how the data informs the way programs are described. City of Austin FY 2025-2029 Consolidated PLan88They talked about programs like Affordability Unlocked and the limitations in serving people with non-time-limited income sources. There were questions about how funding is distributed and if funds went directly to the people. The council helped expand the inventory of needs by noting that helping clients deal with building management was missing from the stability category. They shared that while TRLA has special programs for that, it’s hard for people experiencing homelessness to access those services. City staff committed to more collaborative dialogue and asked for the council’s help in spreading the word about the needs assessment survey. City staff sought guidance from the Hispanic/Latino Quality of Life Resource Advisory Commission on the needs and priorities of Austin’s Hispanic and Latino community. The commissioners expressed a desire to understand more about the full budget for the Housing Department and all of its funding sources. They wanted to know how great the need is, what resources were available to address the needs, and what gaps exist for people applying for services and not being served. They expressed the importance of talking directly with recipients Public Meeting Non-targeted/broad community The meeting was attended by members of the Hispanic/Latino Quality of Life Resource Advisory Commission and Housing Department staff and was open to members of the public. All comments and views received are accepted. www.austintexas.gov/ hispaniclatino-quality- life-resource-advisory- commission City of Austin FY 2025-2029 Consolidated PLan89Public meeting Non-targeted/broad community The meeting was attended by members of the Lesbian, Gay, Bisexual, Transgender, Queer (LGBTQ) Quality of Life Advisory Commission and Housing Department staff and was open to the public. All comments and views received are accepted. www.austintexas.gov/c ontent/lesbian-gay- bisexual-transgender- and-queer-quality-life- advisory-commission of services and not just the staff of service providers. Language access was discussed as an important element in connecting with community members. Staff shared the department’s commitment to incorporate more opportunities for community members to weigh in during the needs assessment period. Staff also asked for the commission’s help spreading the word about the needs assessment survey. City staff sought guidance from the LGBTQ Quality of Life Commission on the needs and priorities of Austin’s LGBTQ community. The commissioners were curious about the Housing Department’s full budget and specific uses of different funding sources. They expressed the need for a designated source for rental assistance. Commissioners discussed demographic data that is crucial in understanding the housing needs of the LGBTQ community and asked about the ability to implement data collection if it became a requirement by City Council. Staff shared the department’s commitment to better data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan90Public meeting Non-targeted/broad community The meeting was attended by members of the Mayor’s Committee on People with Disabilities and Housing Department staff and was open to the public. All comments and views received are accepted. www.austintexas.gov/c ontent/mayors- committee-people- disabilities City staff sought guidance from the Mayor’s Committee for People with Disabilities on the needs and priorities of people in Austin living with a disability. The committee members wanted to see more data on people with disabilities and expressed frustration in not being able to find the information anywhere. They encouraged staff to work more directly with the City demographer to understand the needs of this specific demographic and to track how many people applying for programs identified as having a disability. Committee members had questions about home repair programs and fees associated with the repairs if the homeowner passes away. They were curious about how the budget fluctuates depending on needs and what dollars are protected when budgetary priorities change. Committee members asked about the requirements of development partners, including how long the affordability of properties will remain and what terms developers agree to for accessibility. Staff shared the department’s commitment to better data collection and reporting. Staff also asked for the commission’s help spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan91Public meeting Non-targeted/broad community The meeting was attended by members of the Urban Renewal Board and Housing Department staff and was open to the public. All comments and views received are accepted. www.ausitntexas.gov/c ontent/urban-renewal- board City staff sought guidance from the Urban Renewal Board on the needs and priorities that arise during urban renewal projects. Board members asked for more information about the total pool of funding the Housing Department has on a yearly basis and what percentage comes from federal sources. They were curious to hear about funding sources that have been used for urban renewal projects, knowing that they will need to solve for funding gaps and make affordable housing a priority with the current project for Block 16 and 18. Board members shared that there is tension heard in the community about the spectrum of needs. On one end, there is support needed for those experiencing homelessness or at serious risk of becoming unsheltered, while others are just trying to find something affordable so they can live in Austin near their jobs. They expressed the desire to see a depiction of the funding sources and which part of the continuum each pool of funding offers support. They were curious about changes in the balance between funding toward renters vs. homeowners, noting that there is a community priority to provide pathways to homeownership and wealth building. Board members were interested in the national conversion focused on using commercial space for housing and the feasibility of using that model locally. Furthering that line of City of Austin FY 2025-2029 Consolidated PLan92discussion, the board sought answers to questions such as “How often do we explore creative options out of the norm? How often is funding allocated to trying new things? Is there a way to incentivize developers to create housing that can transition people from renting to owning?” These questions led to other comments about the use of city- owned land and the income levels eligible for housing assistance. The conversation concluded with the idea to recommend a feasibility study. Staff offered gratitude for the input and dialogue, with a commitment to update funding information for all funding sources. Staff also asked for the commission’s help spreading the word about the needs assessment survey. City of Austin FY 2025-2029 Consolidated PLan93Needs Assessment NA‐05 Overview Needs Assessment Overview The Needs Assessment chapter focuses on key housing problems for households experiencing the greatest need in Austin, and this analysis focuses on extremely low- (<=30% MFI), very low- (<=50% MFI), and low- income households (<=80% MFI). This chapter is also meant to identify groups of people who suffer from housing problems at higher rates than the rest of the population. This chapter relies heavily on the Comprehensive Housing Affordability Strategy (CHAS) dataset, which the U.S. Census Bureau prepares for HUD.1 This dataset categorizes households in Austin by variables such as income, family type, overcrowding, housing cost burden, and plumbing/kitchen problems, among others. This chapter also relies on local studies and research to capture information that CHAS data does not include. This chapter contains sections on overall housing needs (NA-10), disproportionate housing needs according to race/ethnicity (NA-15, NA-20, NA-30), public housing needs (NA-35), homeless assessment (NA-40), non- homeless special needs (NA-45), and non-housing community development needs (NA-50). This chapter finds that cost burden is the most prevalent housing problem for Austin households. Small family, non-family, and renter households appear to experience the greatest cost burdens. Households with disabilities also experience higher rates of housing problems than others. Renter households face higher rates of housing problems in general than owners. This chapter also highlights that disproportionately greater housing needs exist for Black/African American, American Indian/Alaska Native, Pacific Islander, and Hispanic/Latino households in Austin. The public housing needs section finds that the Housing Authority of the City of Austin (HACA) has 13,943 families on one or more waitlists across its sixteen properties (averaging 2.2 people per household). Additionally, the Housing Choice Voucher (HCV) waiting list has 575 families (averaging 2.4 people per household). HACA has a shortage of units overall, particularly 3- and 4-bedroom units that could serve the high numbers of families with children. HACA also serves many households with disabilities and needs facility upgrades for improved accessibility. The homeless needs section finds that homelessness spiked significantly between 2020 and 2022 after the COVID-19 pandemic and when eviction protections were removed. There are many contributing factors to homelessness in Austin. This section discusses the effects of high housing costs and low wages; the lack of 1 This is a specialized dataset created from custom tabulations that are not widely available through standard Census products. CHAS data from the 5-year American Community Survey (ACS), and the most recent CHAS update comes from 2016-2020 ACS. There is more current 5-year ACS data available, but the CHAS dataset takes extra resources to prepare, and this necessitates more time for its release. City of Austin FY 2025-2029 Consolidated PLan94access to resources for mental health, substance abuse, and healthcare; and the relationship between domestic violence and homelessness, among other factors. This section also highlights that Black residents experience a greatly disproportionate rate of homelessness in Austin. The non-homeless special needs section finds that the greatest housing and supportive services to prioritize for the special needs population are: affordable housing for low-income residents, residents of color, older adults, and persons with disabilities; tenant‐based rental assistance and emergency assistance; access to healthy food and food security; affordable and accessible health care; removal of systemic barriers associated with the intake process and licensing; improved coordination among service providers; affordable childcare; increased employment opportunities paying a living wage; removal of barriers to public transportation and senior transit options. Mental health and substance abuse resources are also clear needs. Care providers are observing the displacement of Austin residents with some of the greatest needs as well. Lastly, the non-housing community development needs section highlights $5 billion in public improvement needs according to the most recent long-range needs assessment from 2017. Certain identified capital improvement needs include sidewalks, stormwater infrastructure, water and sanitary sewer, park improvements, and mobility improvements. Transit infrastructure is also a significant need as housing affordability remains a pervasive issue and pushes residents further from Austin’s core. For reference, these are definitions for some of the terms in the following sections: • HAMFI: “HUD Area Median Family Income,” which is used interchangeably with the terms “area median income” (AMI) and “median family income” (MFI) in CHAS documentation. Small Family: 2 persons (neither being 62 years or older), 3, or 4 persons. Large Family: 5 or more persons. • • • Not Cost Burdened: Household pays less than or equal to 30% of their income on housing. • Cost Burdened: Household pays greater than 30%, and less than or equal to 50% of their income on housing. Severely Cost Burdened: Household pays greater than 50% of their income on housing. • • Overcrowded: Household has between 1.01 and 1.5 persons per room. • Severely Overcrowded: Household has over 1.5 persons per room. • Housing Problems: Household experience at least one of the following problems: 1) Lacks • complete kitchen facilities, 2) lacks complete plumbing facilities, 3) overcrowded (>1 and <1.5 persons per room), and 4) cost burdened (>30% and <50% of income spent on housing). Severe Housing Problems: Household experience at least one of the following problems: 1) Lacks complete kitchen facilities, 2) lacks complete plumbing facilities, 3) severely overcrowded (>1.5 persons per room), and 4) severely cost burdened (>50% of income spent on housing). City of Austin FY 2025-2029 Consolidated PLan95NA‐10 Housing Needs Assessment ‐ 24 CFR 91.205 (a,b,c) Summary of Housing Needs This section identifies the most prevalent housing problems faced by Austin households and begins to identify populations with greater needs. Tables 5 and 6 below begin by providing a high-level summary of housing needs in Austin. HAMFI, defined in section NA-05 above, is an important means of categorizing households by income in this chapter. Table 5 compares the total population, number of households, and median household income (MHI) between 2012 and 2022 for the City of Austin. The rate of increase in households (+39%) and MHI (+33%) is far greater than the rate increase for the population (+16%). The gap between the population and household growth rates appears to be widening. Between 2009 and 2019 (the year of the previous Consolidate Plan) the City of Austin population increased by 24%, and the number of households increased by 35% (ACS 1-Year estimates). This widening gap means that the average number of people per household is declining. In 2012 there were 2.54 people per household, and in 2022 there were 2.127. The City of Austin Planning Department also observes that housing unit growth rate between 2010 and 2020 was outpaced by the growth rate in number of households, which puts further pressure on the housing supply (Building the Future 2023). The MHI appears to be increasing at a high rate as well, having increased 26% between 2009 and 2019, and 33% between 2012 and 2022 (ACS 1-Year estimates, adjusted for 2019 and 2022 dollars respectively). In sum, Austin’s population is increasing, household size (people per household) is decreasing, and the median income is increasing. Table 6 below shows Austin’s total households categorized by income levels. Households are further categorized by size and the presence of elderly members and/or children. This data shows that 210,500 (53%) Austin households earned less than the HAMFI in 2020, and 98,955 (26%) earned less than half of the HAMFI (also see Figure 1 below for clearer illustration). The most recent CHAS data comes from 2020, when the HAMFI for the Austin-Round Rock Metropolitan Statistical Area (MSA) in 2020 was $97,600. The total number of households in 2020 was 395,280, with 215,383 (54%) being renter and 179,897 (46%) being owner (ACS 2016-2020). This section finds that cost burden is the most prevalent housing problem for Austin households. Small family, non-family, and renter households appear to experience the greatest cost burdens. Family households that rent experience the highest rates of overcrowding as well. Households with disabilities experience higher rates of housing problems than others. Renter households face higher rates of housing problems in general than owners. Racial and ethnic disparities are not addressed in this section, but they are in the following (NA-15, NA-20, and NA-25). City of Austin FY 2025-2029 Consolidated PLan96Demographics Base Year: 2012 Most Recent Year: 2022 % Change Population Households Median Household Income (in 2022 dollars) 842,595 330,838 $67,062 975,335 458,505 $89,415 16% 39% 33% Table 5 ‐ Housing Needs Assessment Demographics Default Data Source: ACS 2012 1-Year; ACS 2022 1-Year. All income is in 2022 inflation adjusted dollars. 0‐30% HAMFI 30‐50% HAMFI 50‐80% HAMFI 80‐100% HAMFI >100% HAMFI Total Households 53,410 45,545 70,595 40,945 184,780 Small Family Households 13,940 13,700 21,055 13,330 86,785 Large Family Households Household contains at least one person 62‐74 years of age Household contains at least one person aged 75 or older Households with one or more children 6 years old or younger 3,560 8,795 3,680 7,460 4,315 9,915 2,830 10,000 6,970 27,620 4,360 4,180 4,655 1,870 7,945 8,365 8,075 7,665 4,815 26,580 Table 6 ‐ Total Households Table Default Data Source: 2016‐2020 CHAS (Tables 5, 7, and 13). Figure 1 - Total Households by Income Data Source: 2016-2020 CHAS City of Austin FY 2025-2029 Consolidated PLan97Housing Needs Summary Tables 1. Housing Problems (Households with one of the listed issues) – Deeper red gradient indicates greater prevalence of issue. Note that renters and owners who earn over 100% HAMFI are excluded here and in following tables. Renter >50‐ 80% HAMFI NUMBER OF HOUSEHOLDS Owner >50‐ 80% HAMFI >30‐ 50% HAMFI 0‐ 30% HAMFI >30‐ 50% HAMFI >80‐ 100% HAMFI >80‐ 100% HAMFI 0‐30% HAMFI Total Total 825 670 580 230 2,305 110 35 35 30 210 Substandard Housing -- Lacking complete plumbing or kitchen facilities Severely Overcrowded -‐ With >1.51 people per room (and complete kitchen and plumbing) Overcrowded -- With 1.01‐1.5 people per room (and none of the above problems) Housing cost burden greater than 50% of income (and none of the above problems) Housing cost burden greater than 30% of income, but less than 50% (and none of the above problems) Households with zero income (and none of the above problems) 1,675 1,030 925 500 4,130 75 140 100 180 495 2,575 1,625 1,625 715 6,540 160 365 615 455 1,595 26,580 10,310 2,225 210 39,325 7,255 4,145 2,560 415 14,375 2,795 15,140 20,005 4,465 42,405 1,720 4,235 6,470 3,470 15,895 4,145 - - - 4,145 1,290 - - - 1,290 Table 7 – Housing Problems Table Default Data Source: 2016‐2020 CHAS Table 3 City of Austin FY 2025-2029 Consolidated PLan98Figure 2 - Chart of Housing Problems Data Data Source: 2016-2020 CHAS Table 3 2. Severe Housing Problems (Households with at least one of four Severe Housing Problems: Lacks kitchen, lacks complete plumbing, severe overcrowding, severe cost burden) Owner Renter 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI >80‐100% HAMFI Total 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI >80-100% HAMFI Total NUMBER OF HOUSEHOLDS Having 1 or more of 4 severe housing problems Having none of four housing problems Households with zero income (and none of the above problems) 31,655 13,635 5,355 1,655 52,300 7,595 4,685 3,310 1,075 16,665 10,100 18,810 42,270 23,120 94,300 4,055 8,415 19,665 15,095 47,230 4,145 - - - 4,145 1,290 - - - 1,290 Table 8 – Severe Housing Problems Table Default Data Source: 2016‐2020 CHAS Table 3 80City of Austin FY 2025-2029 Consolidated PLan993. Cost Burden Between 30%-50% of Income Renter Owner Household Type 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI Total 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI Total Small Family Large Family Elderly (both family and non- family) Other Households (non-family and non-elderly) Total need by income NUMBER OF HOUSEHOLDS 1,370 5,395 5,260 12,025 350 1,340 2,355 4,045 575 1,540 605 2,720 110 465 320 895 525 1,815 1,505 3,845 1,115 2,030 1,855 5,000 1,025 8,405 13,055 22,485 185 660 2,070 2,915 3,495 17,155 20,425 41,075 1,760 4,495 6,600 12,855 Table 9 ‐- Cost Burden Between 30-50% Default Data Source: 2016‐2020 CHAS Table 7 City of Austin FY 2025-2029 Consolidated PLan1004. Cost Burden > 50% Renter Owner Household Type 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI Total 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI Total Small Family Large Family Elderly (both family and non- family) Other Households (non- family and non- elderly) Total need by income NUMBER OF HOUSEHOLDS 8,265 2,915 420 11,600 1,460 1,255 745 3,460 2,355 420 10 2,785 315 185 4,000 1,995 765 6,760 3,430 1,695 105 850 605 5,975 15,830 5,590 1,165 22,585 2,255 1,070 870 4,195 30,450 10,920 2,360 43,730 7,460 4,205 2,570 14,235 Table 10 – Cost Burden Over 50% Default Data Source: 2016‐2020 CHAS Table 7 Figure 3 - Chart of Cost Burden Over 50% by Household Type Data Source: Table 10 City of Austin FY 2025-2029 Consolidated PLan1015. Crowding (More than one person per room) Renter Owner Family Type 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI >80-100% HAMFI Total 0‐30% HAMFI >30‐50% HAMFI >50-80% HAMFI >80-100% HAMFI Total NUMBER OF HOUSEHOLDS 3,465 2,195 1,800 1,000 8,460 170 355 430 345 1300 340 425 505 100 1,370 60 150 265 250 725 465 130 360 135 1,090 4 10 30 45 89 4,270 2,750 2,665 1,235 10,920 234 515 725 640 2,114 Table 11 – Crowding Information 1/2 Default Data Source: 2016‐2020 CHAS Table 10 Renter Owner 0‐30% HAMFI >30-50% HAMFI >50‐80% HAMFI Total 0‐30% HAMFI >30‐50% HAMFI >50‐80% HAMFI Total N/A N/A N/A N/A N/A N/A N/A N/A Table 12 – Crowding Information 2/2 Data Source: No Data Sources Household is one family, no subfamilies Household is one family, with at least one other family or subfamily Non-Family Household Total need by income Households with Children Age 6 or Under 83City of Austin FY 2025-2029 Consolidated PLan102Describe the number and type of single person households in need of housing assistance. In 2022 there were 458,505 total occupied housing units in Austin, Texas. 172,936 (37.7%) of these are single person households2 (ACS 2022 1-Year). 119,071 (68.9%) of these single person households are renter and 53,865 (31.1%) are owner.3 The survey conducted for Austin’s 2019 Analysis of Impediments to Fair Housing Choice (2019 AI) showed that single person households are a mix of young adults, middle aged adults, and elderly persons. The median age is in the 45 to 54 range and 20% of householders are over age 65. Roughly 20% of single person household incomes were less than $25,000. Needs identified in this survey include: ● 78% of single person renter households worry about their rent increasing more than they can afford. ● 57% of single person renter households want to buy a home but cannot afford the down payment. ● Among homeowners: • ~25% “can’t pay their property taxes.” • The share experiencing this housing challenge is lower among those over age 65 (15%) than those under age 65 (26%). This may reflect the ability of low‐income seniors to reduce their property tax burden through the homestead exemption. ● Among elderly single person households: ● Among single person householders under age 65: • • • • • • • • • 8% experienced displacement (having to move when they did not want to move) within the previous five years. ~20% have trouble with “inadequate sidewalks, streetlights, drainage, or other infrastructure in my neighborhood.” 14% can’t get to public transit easily or safely. 11% “need help taking care of myself/my home and can’t find or afford to hire someone.” 20% experienced displacement (having to move when they did not want to move) within the previous five years. ~25% experience challenges with “inadequate sidewalks, streetlights, drainage, or other infrastructure in my neighborhood.” 16% identify high crime in their neighborhood. 13% live in a home they consider to be in poor condition. 18% of single person renters under age 65 worry that if they request a repair, they will face a rent increase or eviction. 2 Referred to as “nonfamily, householder living alone” by the Census Bureau. 3 The City of Austin appears to have shifted sometime during 2020 or 2021 to the majority of households being nonfamily (including all single person and multiple person households); 53.5% of households were nonfamily in 2022 (ACS 2022 1-Year). City of Austin FY 2025-2029 Consolidated PLan103Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault and stalking. In 2020 there were an estimated 62,920 households in Austin with at least one member with a disability, which is 16% of total households in the city (2016-2020 CHAS, Table 6). The CHAS dataset categorizes household member disabilities into four types: • Hearing or vision impairment: o 27,295 households in Austin. Ambulatory limitation: o 29,420 households in Austin. Cognitive limitation: o 28,320 households in Austin. Self-care or independent living limitation: o 24,730 households in Austin. • • • Note that households can have multiple members with disabilities, and any individual may also have multiple disabilities. 27,215 households in Austin have both a disability and at least one housing problem, which is 43.2% of the total households with a disability. The table below details these households by the type of disability. Hearing/Vision Ambulatory Cognitive Self-Care 0-30% HAMFI >30-50% HAMFI >50-80% HAMFI >80% HAMFI Total 4,015 2,895 2,155 1,640 6,695 3,450 2,275 1,235 5,750 3,900 2,580 1,265 5,230 3,250 1,895 995 10,705 13,655 13,495 11,370 Table 13 – Households with a Disability and at Least 1 Housing Problem Source: 2016-2020 CHAS Table 6 This table shows that the most housing problems for households with a disability occur in lower income categories. Among total households with a disability: City of Austin FY 2025-2029 Consolidated PLan104• • • • 17% have a hearing or vision disability and at least one housing problem. 21.7% have an ambulatory disability and at least one housing problem. 21.4% have a cognitive disability and at least one housing problem. 18.1% have a self-care disability and at least one housing problem. There are fewer local data for the housing needs of victims of domestic violence, dating violence sexual assault, and stalking. According to the National Intimate Partner and Sexual Violence Survey (NISVS) 2016/2017 Report on Intimate Partner Violence, victims of domestic violence sometimes need to access housing services. Roughly 5.5% of US women experience intimate partner violence (IPV) in their lifetime and require housing services as a result. The same is true for 1.4% of men nationally. Applying these percentages directly to the City of Austin population (2022 ACS estimates) would mean that roughly 26,000 women and 7,000 men in the city could require housing services as a result of domestic violence in their lifetime. These numbers are a very rough estimate, though Texans do experience similar rates of domestic violence to the national average according to the NISVS 2016/2017 State Report. What are the most common housing problems? The most prominent housing issue is housing cost burden (see Table 7 above). 54% of the households earning less than the median income in Austin were cost burdened in 2020 (paying over 30% of their earnings on housing); 26% of the households earning less than the median income in Austin were severely cost burdened (paying over 50% of their earnings on housing). Renters experienced higher rates of cost burden than owners. Overall, 31% of total households in Austin were paying over 30% of their income on housing in 2020; 14% overall were severely cost burdened, paying over 50% of their income. Housing cost burden has continued to increase in recent years. Harvard University’s Joint Center for Housing Studies estimates that 47.7% of renter households paid over 30% of their income on housing in the Austin-Round Rock-Georgetown Metropolitan Statistical Area (MSA) in 2022; 23.1% paid over 50% of their income on housing (severe cost burden). Are any populations/household types more affected than others by these problems? Renters face higher rates of cost burden than owners, though it is a significant issue for both. The data in Tables 7 shows that roughly 81,730 (56%) of the renter households earning less than the median income paid over 30% of their income on housing in 2020, versus 30,270 (47%) of the owner households earning less than the median income. Renters experience higher rates of housing problems in general, including overcrowding and kitchen/plumbing issues, though these other problems are not nearly as prevalent as cost burden. Table 8 above reinforces the difference between renters and owners, showing that 52,300 (36%) of Austin’s renter households earning less than the median income faced severe housing problems in 2020, versus 16,665 (26%) of owner households earning less than the median income. Table 9 shows how cost burden (paying 30-50% of income on housing) compares between different types of City of Austin FY 2025-2029 Consolidated PLan105households. Renter households again appear to suffer greater cost burden than owner households. Small families and non-family, non-elderly households seem to have the greatest burden overall. Among homeowners there also appears to be a disproportionate cost burden for elderly households. Table 10 shows how severe cost burden (paying over 50% of income on housing) compares between types of households. There are similar trends to Table 9, but it is also clear that the lowest income households (0-30% HAMFI) are a much greater share of those severely cost burdened. The data from Table 11 above shows that 3% of households had more than one person per room in 2020, which is considered overcrowded. However, 5% of renter households were overcrowded, compared with just 1% of owner households. Family households that rent appear to represent the most overcrowding cases. Among renter households, the 0-30% AMI category had by far the most overcrowding. Among owner households, the most overcrowding was in the 50-80% AMI category. 19% of Austinites living with a disability earn an income below the poverty level, while the rate is 11% for the whole city (ACS 2022, 1-Year). Households with disabilities in Austin experience housing problems in general at higher rates than households without disabilities – 43% compared to 35% (2016-2020 CHAS, Table 6). There are also significant racial and ethnic disparities in housing problems, which will be analyzed in the following sections (NA-15, NA-20, and NA-25). Describe the characteristics and needs of Low‐income individuals and families with children (especially extremely low‐income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re‐housing assistance and are nearing the termination of that assistance According to an Austin Community Foundation report on housing affordability published in 2022, over 50,000 households in Travis County earned less than the Federal Poverty Level of $26,200 per year in 2020. Many of these households are likely precariously housed — couch‐surfing or otherwise not included on a lease, staying in emergency shelters or living in transitional housing programs. Housing challenges among the precariously housed include: bad credit/history of eviction/foreclosure and can’t find a place to rent, an inability to pay utilities, inadequate job opportunities, and criminal backgrounds that disqualify them from many residences. According to Austin’s Homelessness Response System Dashboard, over 9,000 individuals enrolled in homelessness assistance programs/shelters for the first time in the twelve months from February 1, 2023, through February 1, 2024; over 2,000 of these individuals were a part of “families with children.” The same Dashboard also shows that nearly 550 individuals who entered “permanent housing” between February 1, 2021, and February 1, 2022, returned to homelessness again within two years. City of Austin FY 2025-2029 Consolidated PLan106Formerly homeless families and individuals receiving rapid rehousing assistance or nearing the termination of temporary assistance may have difficulty transitioning to self‐sufficiency and providing for their families. It is important to maintain processes that help the family or individual identify their needs and prepare a short‐ and long‐term plan of action. Rapid rehousing service providers (funded by ARPA, CoC, and the City) meet regularly to discuss strategies to address the needs of families and individuals they serve. The problem of families struggling after financial assistance is no longer available is addressed by working with clients to develop a plan for the time period that they are receiving assistance until after the assistance is no longer available. All programs utilize progressive engagement to continually assess and work with clients to determine the continuing needs for financial assistance and case management. Most agencies are able to continue providing case management post‐housing placement with financial assistance available, if it is determined that they need it. Rapid rehousing providers and funders continue to develop standardized procedures across the community to create best practices. To that end, the City worked with a private consulting firm, Social Finance, to develop and pilot a rapid rehousing scorecard, which recently completed its first year of implementation. The scorecard program and process allowed for regular conversations to be had around issues such as data quality, programming difficulties, and creation and implementation of best practices. The scorecard was also refined during the earlier stages of the pilot, allowing for providers to see how their input could shape the way that RRH is implemented in the community. Now that the pilot is completed, the CoC will be adopting the scorecard for community-wide use. In addition to Rapid Rehousing, the City has contracted with two social service providers to offer targeted homelessness prevention to households at risk of experiencing homelessness. These programs, run by Endeavors and Foundation Communities, offer short-term financial assistance, wraparound case management support, and linkages to community resources such as employment readiness or childcare resources. These programs are funded with federal ARPA funds at this time and, due to the one-time nature of the funding source, will only operate until the funding is exhausted. If a jurisdiction provides estimates of the at‐risk population(s), it should also include a description of the operational definition of the at‐risk group and the methodology used to generate the estimates: “At‐risk of homelessness” is defined using the federal definition found in 24 CFR § 91.5. Prior work in the community has defined “precariously housed” based on a number of factors, including those with a prior history of eviction or foreclosure, difficulty paying utilities or property taxes, poor credit history, criminal history, mental illness, prior episodes of homelessness, domestic assault, LGBTQ youth, and extremely low‐ income households. Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness City of Austin FY 2025-2029 Consolidated PLan107The most fundamental characteristic shared by persons who experience homelessness and populations viewed as at-risk is their extreme poverty and prior histories of homelessness and/or use of the homeless response system. Discussion The data presented in this section indicate that cost burden is the most important housing problem in Austin for both renters and homeowners. Lower-income renter households (especially small family and non-family) experience greater cost burden and other housing problems overall. Housing cost is the primary driver of displacement in Austin (Uprooted 2018). The increasing population, decreasing average household size (people per household), and increasing median household income between 2012 and 2022 may indicate that more affluent individuals are migrating to Austin. Housing cost burden on low-income Austinites is inevitably related to the housing market conditions. The City of Austin adopted the Austin Strategic Housing Blueprint (ASHB) in 2017, a 10-year plan for addressing the city’s housing needs. The ASHB set an ambitious goal of creating 135,000 units of housing by 2027; 60,000 of these units are supposed to be affordable to households earning less than 80% MFI, and 75,000 can be priced for households above 80% MFI. The AHSB also sets a goal of 1,000 permanent supportive housing units over 10 years to reduce homelessness. The 5-year progress update (2022) showed that Austin is well behind pace for its goal for the 60,000 units of affordable housing. The underperformance is particularly evident for deeply affordable units, as only 363 units affordable at 30% MFI and under were created between 2017 and 2022. Only 47 units of permanent supportive housing were created over the same period. In addition, the City of Austin’s western council districts (traditionally the wealthiest and having the highest concentrations of white residents) continue to lag the furthest in affordable housing production. The following chapter, Market Analysis, will explore Austin’s housing market in more detail. City of Austin FY 2025-2029 Consolidated PLan108NA‐15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction This section focuses housing problem disparities between racial and ethnic groups. There are four possible “housing problems” in this analysis: 1) lacks complete kitchen facilities, 2) lacks complete plumbing facilities, 3) has more than 1 person per room, and 4) cost burden is greater than 30% of household income. According to HUD and federal code for Consolidated Plan reporting, “disproportionately greater need exists when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least 10 percentage points higher than the percent of persons in the category as a whole” (24 CFR 91.305). Following these parameters, the data in this section reveal that the following groups experience disproportionately greater housing needs: • • • American Indian/Alaska Native households in the 0-30% HAMFI category. Pacific Islander households in the 0-30% HAMFI category. Pacific Islander households in the 30-50% HAMFI category. Beyond the HUD definition above, income disparities between racial and ethnic groups are an additional key indication of whether there are disproportionately greater needs. There are large income and wealth gaps along racial/ethnic lines in Austin. Black/African American (non-Hispanic) and Hispanic/Latino households comprise disproportionately large shares of lower-income households, and these are the income categories experiencing significantly greater rates of housing problems. City of Austin FY 2025-2029 Consolidated PLan1090%‐30% of HAMFI Housing Problems Has one or more of four housing problems Has none of the four housing problems, OR no/negative income All Households4 White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 43,765 17,035 5,590 3,445 50 20 16,535 9,640 3,295 1,275 1,130 0 0 3,400 Table 14 ‐ Housing Problems by Race/Ethnicity, 0‐30% HAMFI Default Data Source: 2016‐2020 CHAS Figure 4 – Percent of Households with 1-4 Housing Problems by Race/Ethnicity, 0‐30% HAMFI Data Source: Table 14 4 Note that the totals for the jurisdiction in the following tables are not equal to the sum of the totals for each individual race/ethnicity. This is because HUD uses rounding in the CHAS dataset (0 remains 0; 1-7 rounds to 4; and 8 or above rounds to the nearest multiple of 5). The totals for the jurisdiction as a whole are closest to the actual amount. City of Austin FY 2025-2029 Consolidated PLan11030%‐50% of HAMFI Housing Problems Has one or more of four housing problems Has none of the four housing problems All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 37,695 17,395 3,450 2,005 30 50 13,470 7,850 3,010 880 360 10 0 3,390 Table 15 ‐ Housing Problems by Race/Ethnicity, 30‐50% HAMFI Default Data Source: 2016‐2020 CHAS Figure 5 – Percent of Households with 1-4 Housing Problems by Race/Ethnicity, 30‐50% HAMFI Data Source: Table 15 City of Austin FY 2025-2029 Consolidated PLan11150%‐80% of HAMFI Housing Problems Has one or more of four housing problems Has none of the four housing problems All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 35,140 19,305 3,395 1,255 64 0 35,460 16,935 3,565 1,465 94 0 Table 16 ‐ Housing Problems by Race/Ethnicity, 50‐80% HAMFI Default Data Source: 2016‐2020 CHAS 10,015 12,630 Figure 6 - Percent of Households with 1-4 Housing Problems by Race/Ethnicity, 50‐80% HAMFI Data Source: Table 16 City of Austin FY 2025-2029 Consolidated PLan11280%‐100% of HAMFI Housing Problems Has one or more of four housing problems Has none of the four housing problems All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 10,670 6,450 550 595 0 0 2,745 30,280 16,140 2,215 1,795 105 0 9,085 Table 17 ‐ Housing Problems by Race/Ethnicity, 80‐100% HAMFI Default Data Source: 2011‐2015 CHAS 0% 20% 40% 60% 80% 100% All Households White, non-Hispanic 26% 29% Black/African American, non-Hispanic 20% Asian, non-Hispanic 25% American Indian/Alaska Native, non- Hispanic 0% Pacific Islander, non-Hispanic N/A Hispanic, any race 23% Figure 7 - Percent of Households with 1-4 Housing Problems by Race/Ethnicity, 80‐100% HAMFI Data Source: Table 17 City of Austin FY 2025-2029 Consolidated PLan113Discussion This section shows that there are very high levels of housing problems for Austin households earning below the median family income. Housing problems are particularly acute in the lowest income households (those earning below 50% HAMFI). In sum, ~80% of households that earn under 50% HAMFI, ~50% of households earning between 50-80% HAMFI, and ~25% of households earning between 80-100% HAMFI have housing problems. The following racial/ethnic groups suffer disproportionately greater need according to the HUD parameters (albeit with small sample sizes): • • • American Indian/Alaska Native households in the 0-30% HAMFI category. Pacific Islander households in the 0-30% HAMFI category. Pacific Islander households in the 30-50% HAMFI category. Beyond the HUD parameters, it is critical to highlight the impact of the core income disparities between racial and ethnic groups. Black/African American (non-Hispanic) and Hispanic/Latino households comprise significantly larger shares of lower income households. This indicates that these households bear a disproportionate burden of household problems overall. Figure 88 and Figure 99 illustrate these disparities. For example, White (non-Hispanic) households comprise 56% of the total in Austin, but only 38% of those earning less than 30% HAMFI; Black/African American (non-Hispanic) households comprise 7% of the total households, but 13% of those under 30% HAMFI; and Hispanic/Latino households comprise 26% of total households, but 37% of those under 30% HAMFI. The racial/ethnic disparities steadily narrow as incomes rise until relative parity (relative to households overall) in the 80-100% HAMFI range. Above 100% HAMFI, however, disparities appear again. Households earning above 100% HAMFI are much more likely to be White (non-Hispanic) and much less likely to be Black (non-Hispanic) or Hispanic. Lastly, Figure 1010 illustrates the level of disproportionately greater needs between race and income groups by comparing the 0-30% HAMFI households alongside those earning over 100% HAMFI (that is, more than the median income). Higher income households, which are much more likely to be White (non- Hispanic), have very low rates of housing issues. Low-income households, which are much more likely to be Black (non-Hispanic) and Hispanic/Latino, suffer much higher rates of housing issues. Figure 8 - Race/Ethnicity of All Austin Households Data Source: CHAS 2016-2020 City of Austin FY 2025-2029 Consolidated PLan114Figure 9 - Race/Ethnicity of Households by Income Category Data Source: 2016-2020 CHAS City of Austin FY 2025-2029 Consolidated PLan115Figure 10 - Comparing Rates of Housing Problems Between Highest and Lowest Incomes by Race/Ethnicity Data Source: 2016-2020 CHAS Table 1 Further categorization of households earning over 100% HAMFI may reveal further racial/ethnic disparity between households. Therefore, it would be useful to categorize the top 20%, 10%, and 1% of income earning households by race/ethnicity. The trends observed in this section indicate that the share of White (non-Hispanic) households would continue to increase for the top income households. City of Austin FY 2025-2029 Consolidated PLan116NA‐20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction This section focuses on severe housing problem disparities between racial and ethnic groups. The four “severe housing problems” in this analysis include: 1) lacks complete kitchen facilities, 2) lacks complete plumbing facilities, 3) has more than 1.5 people per room, and 4) cost burden is greater than 50% of household income. According to HUD and federal code for Consolidated Plan reporting, “disproportionately greater need exists when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least 10 percentage points higher than the percent of persons in the category as a whole” (24 CFR 91.305). Following these parameters, the data in this section reveal that the following groups experience disproportionately greater housing needs (albeit with small sample sizes): • • Pacific Islander households in the 0-30% HAMFI category. American Indian/Alaska Native households in the 30-50% HAMFI category. Beyond the HUD definition above, and as emphasized in the previous section (NA-15), income disparities between racial and ethnic groups are a key indication of whether there are disproportionately greater needs. There are large income and wealth gaps along racial/ethnic lines in Austin. Black/African American (non-Hispanic) and Hispanic/Latino households comprise disproportionately large shares of lower-income households, and these are the income categories experiencing significantly greater rates of housing problems. As in the previous section examining housing problems, racial/ethnic disparities become evident for severe housing problems when accounting for the composition of each income category. City of Austin FY 2025-2029 Consolidated PLan1170%‐30% of HAMFI Severe Housing Problems Has one or more of four housing problems Has none of the four housing problems, OR no/negative income All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 39,250 15,440 4,925 3,310 40 20 14,155 4,890 1,945 1,260 15 0 Table 18 – Severe Housing Problems by Race/Ethnicity, 0‐30% HAMFI Default Data Source: 2016‐2020 CHAS Table 2 14,540 5,395 Figure 11 - Percent of Households with 1-4 Severe Housing Problems by Race/Ethnicity, 0‐30% HAMFI Data Source: Table 18 City of Austin FY 2025-2029 Consolidated PLan11830%‐50% of HAMFI Severe Housing Problems Has one or more of four housing problems Has none of the four housing problems All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 18,320 8,690 1,595 975 30 0 6,560 27,225 11,720 2,735 1,390 10 50 10,295 Table 19 – Severe Housing Problems by Race/Ethnicity, 30‐50% HAMFI Default Data Source: 2016‐2020 CHAS Table 2 Figure 12 - Percent of Households with 1-4 Severe Housing Problems by Race/Ethnicity, 30‐50% HAMFI Data Source: Table 19 City of Austin FY 2025-2029 Consolidated PLan11950%‐80% of HAMFI Severe Housing Problems Has one or more of four housing problems Has none of the four housing problems All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 8,665 4,235 640 385 4 0 3,180 61,935 32,010 6,315 2,335 149 0 19,465 Table 20 – Severe Housing Problems by Race/Ethnicity, 50‐80% HAMFI Default Data Source: 2016‐2020 CHAS Table 2 Figure 13 - Percent of Households with 1-4 Severe Housing Problems by Race/Ethnicity, 50‐80% HAMFI Data Source: Table 20 City of Austin FY 2025-2029 Consolidated PLan12080%‐100% of HAMFI Severe Housing Problems Has one or more of four housing problems Has none of the four housing problems All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic 2,730 990 155 255 0 0 1,325 38,215 21,590 2,615 2,135 105 0 10,505 Table 21 – Severe Housing Problems by Race/Ethnicity, 80‐100% HAMFI Default Data Source: 2016‐2020 CHAS Table 2 Figure 14 - Percent of Households with 1-4 Severe Housing Problems by Race/Ethnicity, 80‐100% HAMFI Data Source: Table 21 City of Austin FY 2025-2029 Consolidated PLan121Discussion Severe housing problems show similar disparities to the previously discussed housing problems in section NA-15. Lower income households experience much higher rates of severe housing problems than higher income households. The following groups experience disproportionately greater need according to the HUD parameters (albeit with small sample sizes): • • Pacific Islander households in the 0-30% HAMFI category. American Indian/Alaska Native households in the 30-50% HAMFI category. Additional analysis reveals that there is also disproportionately greater need for American Indian/Alaska Native households in the >100% HAMFI category (Figure 15 below). Beyond the HUD parameters, racial/ethnic disparities are pronounced for Black or Hispanic households because they comprise disproportionately larger shares of lower-income households and lower shares of upper-income households (refer to Figure 88 and Figure 99 in the previous section, NA-15, for reference). These income disparities apply to severe housing issues in the same way that they apply to housing issues discussed in section NA-15. 0% 20% 40% 60% 80% 100% All Households 3% White, non-Hispanic 2% Black/African American, non-Hispanic Asian, non-Hispanic 5% 5% American Indian/Alaska Native, non- Hispanic 16% Pacific Islander, non-Hispanic <1% Hispanic, any race 4% Figure 15 – Percent of Households with 1-4 Severe Housing Problems by Race/Ethnicity, Income >100% HAMFI Data Source: 2016-2020 CHAS Table 2 City of Austin FY 2025-2029 Consolidated PLan122NA‐25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to the needs of that category of need as a whole. Introduction: According to HUD and federal code for Consolidated Plan reporting, “disproportionately greater need exists when the percentage of persons in a category of need who are members of a particular racial or ethnic group is at least 10 percentage points higher than the percent of persons in the category as a whole” (24 CFR 91.305). Following these parameters, the data in this section reveal that the following groups experience disproportionately greater housing needs (albeit with small sample sizes): • • Black/African American (non-Hispanic) households Pacific Islander (non-Hispanic) households Table 22 and Figure 16 illustrate the levels of cost burden between race and ethnic categories. Housing Cost Burden All Households White Asian Black / African American American Indian, Alaska Native Pacific Islander Hispanic Other (multiple races) <30% 30‐50% >50% No / Negative Income (not computed) 258,849 154,420 14,550 19,625 735 59 61,900 7,560 71,135 38,055 6,265 3,085 85 50 21,310 2,285 59,540 28,395 6,455 4,390 75 20 18,630 1,575 Table 22 – Greater Need: Housing Cost Burdens Default Data Source: 2016‐2020 CHAS 5,740 2,095 570 800 0 0 2,035 240 City of Austin FY 2025-2029 Consolidated PLan123Figure 16 - Housing Cost Burden by HAMFI and Racial/Ethnic Group Default Data Source: 2016‐2020 CHAS Discussion Using the HUD definition, Black/African American (non-Hispanic) and Pacific Islander (non-Hispanic) households experience a disproportionate need from housing cost burden. Roughly 35% of households in the City of Austin spend over 30% of their income on housing, but the estimate is 48% for Black households and 55% for Pacific Islander households5 (calculated by adding the 30-50% and the >50% columns in Figure 1616 above). Beyond the HUD definition of disproportionate need, additional indications of disparities are evident. Figure 1717 below shows the racial and ethnic makeup for households that are cost burdened, severely cost burdened, and not cost burdened. People of color, particularly Black and Hispanic households, are more likely to be cost burdened and severely cost-burdened than White (non-Hispanic) households. Black (non-Hispanic) households are nearly twice as prevalent among those severely cost burdened as opposed to those not cost burdened (11% vs. 6%). Meanwhile, 60% of households that are not cost burdened are White (non-Hispanic), but they constitute only 48% of severely cost burdened households (a 12% difference). Refer to Figure 1717 below for more detail. 5 Once again, sample size is small for Pacific Islander and American Indian/Alaska Native households. City of Austin FY 2025-2029 Consolidated PLan124Figure 17 - Cost Burden Comparison by Race/Ethnicity Data Source: 2016-2020 CHAS City of Austin FY 2025-2029 Consolidated PLan125NA‐30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? To review, a disproportionate need according to HUD exists when a resident group has a rate of housing problems that is 10 percentage points higher than the jurisdiction overall. The following groups demonstrate disproportionately greater need according to the HUD parameters: • Housing Problems: o American Indian/Alaska Native households in the 0-30% HAMFI category. o Pacific Islander households in the 0-30% HAMFI category. o Pacific Islander households in the 30-50% HAMFI category. Severe Housing Problems: • • Cost Burden: o Pacific Islander households in the 0-30% HAMFI category. o American Indian/Alaska Native households in the 30-50% HAMFI category. o Black/African American (non-Hispanic) households o Pacific Islander (non-Hispanic) households However, as discussed in the above sections, it is important to also account for the disproportionately higher share of lower-income households that are Black and Hispanic. Households with lower incomes experience high rates of housing problems and severe housing problems (summarized in Table 23 below). Black and Hispanic households are more prevalent in lower income categories, and therefore are more likely to experience housing problems. % of Households with at Least 1 of 4 Housing Problems % of households with at Least 1 of 4 Severe Housing Problems Income 0-30% HAMFI 30-50% HAMFI 50-80% HAMFI 80-100% HAMFI >100% HAMFI 82% 83% 50% 26% 8% 73% 40% 12% 7% 3% Table 23 – Rates of Housing Problems and Severe Housing Problems by Income Data Source: 2016-2020 CHAS If they have needs not identified above, what are those needs? City of Austin FY 2025-2029 Consolidated PLan126Section NA-10 highlights that renter households experience higher rates of cost burden and housing problems overall. There is a significant gap in homeownership rates between Non-Hispanic White versus Non-Hispanic Black and Hispanic/Latino households. Non-Hispanic White Non-Hispanic Black Hispanic/Latino % of owner households % of renter households 57% 49% 4% 9% 21% 31% Table 24 – Owner and Renter Households by Race/Ethnicity Data Source: 2016-2020 CHAS Table 1 The following Market Analysis chapter highlights that there is a lack of housing supply in Austin that is affordable to lower-income households, a problem which disproportionately burdens people of color in the City of Austin. Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? The City of Austin exhibits patterns of racial and economic segregation that are rooted in the city’s first comprehensive plan, which was adopted in 1928 (Koch and Fowler 1928). This plan institutionalized segregation in the city by drawing Black and Hispanic Austinites to the east of the city, an area that would also see industrialization. Racist zoning policies and disinvestment institutionalized through practices such as redlining depressed property values in these eastern neighborhoods for decades. Gentrification in more recent decades has displaced low-income communities of color from the central east side, while large areas of west Austin have exclusionary land use patterns, contributing to what is known as the Eastern Crescent today (Figure 1818). City of Austin FY 2025-2029 Consolidated PLan127Figure 18 - Map of Concentrated Racial or Ethnic Groups by Census Tract Data Source: ACS 2016-2020 City of Austin FY 2025-2029 Consolidated PLan128NA‐35 Public Housing – 91.205(b) Introduction The Housing Authority of the City of Austin (HACA) serves the community by providing Austinites with an affordable home and avenues to self‐sufficiency. Today, HACA either owns, manages, and/or maintains 18 low‐income subsidized housing developments, formerly public housing, with 2,149 affordable units. Sixteen of those properties are directly managed by HACA. Starting in 2013, HACA began converting its public housing units through the RAD Program (Rental Assistance Demonstration Program), in order to improve, modernize and/or redevelop aging housing stock. Although no longer called “public housing”, these assets, funded under the Project‐Based Rental Assistance program (PBRA), still serve the same population as under public housing. The agency also administers the Housing Choice Voucher (HCV) Program which provides housing for more than 5,900 low‐income individuals and families. The tables below feature total units and vouchers, by type, and are populated with the most recent data from HACA. Clients of HACA are more likely to represent African American households, families with children, and persons with disabilities than households in the region overall. Specifically: ● Of households occupying P B R A units, 22% are Non‐Hispanic White, 34% African American, 43% Hispanic, 42% families with children, and 54% of households have persons with disabilities. ● Of voucher holders, 10% are Non‐Hispanic White, 56% African American, 32% Hispanic, 47% families with children, 28% persons with disabilities. ● Clients living in racially and ethnically concentrated areas of poverty (R/ECAPS) are more likely to be families with children than clients not living in R/ECAPs. City of Austin FY 2025-2029 Consolidated PLan129Totals in Use # of units vouchers in use Program Type Certificate Mod‐ Rehab Public Housing Total Project ‐ based Tenant ‐ based Special Purpose Voucher Disabled* Vouchers Veterans Affairs Supportive Housing Family Unification Program 0 0 2,149 5,907 156 5,751 442 75 387 *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition Alternate Data Source: Data provided by HACA Table 22 ‐ Public Housing by Program Type Characteristics of Residents Program Type Certificate Mod‐ Rehab Public Housing Total Project ‐based Tenant ‐based Vouchers Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program 0 15,080 18,082 11,582 18,317 17,617 16,869 0 0 0 0 0 0 0 0 0 0 785 0 6.1 years 6.3 years 3.3 years 6.5 years 5.8 years 6.4 years 2.2 2 1 2 3 1 108 305 N/A N/A N/A N/A 1,507 527 1,252 39 215 3,633 97 3,200 310 1 31 Average Annual Income Average length of stay Average Household size # Homeless at admission # of Elderly Program Participants (>62) # of Disabled Families City of Austin FY 2025-2029 Consolidated PLan130# of Families requesting accessibility features # of HIV/AIDS program participants # of DV victims Race White Black/ African American Asian American Indian/ Alaska Native Pacific Islander Other 0 0 0 0 0 0 0 0 0 0 1,146 N/A N/A N/A N/A N/A 0 0 N/A N/A 0 0 N/A N/A N/A N/A N/A N/A N/A N/A Table 24 – Characteristics of Public Housing Residents by Program Type Alternate Data Source: Data provided by HACA Race of Residents Program Type Certificate Mod‐ Public Housing Rehab Total Project ‐based Tenant ‐based Vouchers Special Purpose Voucher Family Unification Program Veterans Affairs Supportive Housing Disabled* 307 197 129 124 266 263 6 5 0 3 1 0 0 0 3 0 0 3 5,441 153 4,586 7,314 100 673 492 6,630 76 32 89 4 65 2 54 30 2 22 169 0 2 0 17 0 0 0 0 0 0 0 *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition Alternate Data Source: Data provided by HACA Table 25 – Race of Public Housing Residents by Program Type City of Austin FY 2025-2029 Consolidated PLan131Ethnicity of Residents Ethnicity Certificate Mod‐ Rehab Public Housing Program Type Total Project ‐based Tenant ‐based Vouchers Special Purpose Voucher Veterans Affairs Supportive Housing Family Unification Program Disabled* Hispanic Not Hispanic 84 3,765 80 108 395 0 0 0 0 627 4,185 177 713 8,746 7,589 428 148 148 Table 26 – Ethnicity of Public Housing Residents by Program Type *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition Alternate Data Source: Data provided by HACA Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units: The majority of the families drawn off the waiting are families with either an elderly or disabled head of household, co-head or spouse. Of those, about 40% express a need for some type of special accommodation. Current low‐income Subsidized Housing tenants and applicants have a wide range of accessibility needs. The following are the most common requested needs: 1. Apartments without stairs. This need includes both internal and external stairs. Many families have a family member for whom it is very difficult or impossible to navigate stairs on a regular basis. 2. Wheelchair accessible. This accessibility goes beyond simply no stairs in the apartment. This includes the need for ramps to the front door and lowered curbs to allow them to cross the street or access the management office. Doors need to be wide enough to allow for a wheelchair. Light switches, sinks and appliances need to be located at a height that would allow a wheelchair occupant to reach them. Roll‐in showers or transfer showers with grab bars may also be necessary. Specific bathtub / shower types and bathroom grab bars. The specifics of each case will vary. Some will need a walk‐in or roll‐in shower. Others will need a tub shower. Many need grab bars at the toilet or the bathtub /shower or both. 3. City of Austin FY 2025-2029 Consolidated PLan1324. 5. Flashing doorbell and flashing smoke detector. Family members may be hearing impaired and require these items as safety measures. Live‐in aide or caregiver. A family member may require the continual assistance of a caregiver to live independently. What are the number and type of families on the waiting lists for public housing and section 8 tenant‐based rental assistance? Based on the information above, and any other information available to the jurisdiction, what are the most immediate needs of residents of Public Housing and Housing Choice voucher holders HACA manages 16 properties that provide subsidized housing through the Project Based Rental Assistance (PBRA) program. There are currently 13,943 families on one or more waiting lists across the 16 properties, with an average of 2.2 members per household. Fifty-eight percent of the heads of household are female, and 41% of the household members are children. Four out of the 16 properties HACA manages provide a preference for elderly and disabled residents. At these properties, apartment units do not have any stairs; there is elevator access to each floor and wheelchair accessibility throughout the building. However, these four sites only have 1‐ and 2‐bedroom apartments. For larger families that require 3‐ 4‐ or 5‐bedroom units, HACA has very limited availability. The Housing Choice Voucher waiting list has a total of 575 families, with an average of 2.4 members per household. Fifty-nine percent of the heads of household are female, and 49% of the household members are children. Households in the Housing Choice Voucher program have the advantage of more options throughout the City. However, with an historically high occupancy rate in Austin, first floor apartments, apartments without stairs and wheelchair accessible apartments are limited. Among accessible apartments, many are 1‐ or 2‐bedrooms. How do these needs compare to the housing needs of the population at large As discussed above, HACA clients are more likely to be families with children, African Americans, and persons with disabilities than individuals in the City overall. These household types have greater needs for larger unit sizes, housing in close proximity to schools, housing in close proximity to services, and good access to public transit. These housing qualities‐‐particularly the locational qualities‐‐are also in demand by other, higher‐income persons, making affordable units for lower income households increasingly challenging to find. The data analysis conducted for the 2019 AI found very few areas of the region that are affordable to voucher holders except for southeast Austin and southeast Travis County. An analysis of the needs of voucher holders conducted for the 2019 AI found that, compared to all households, voucher holders are much more likely to worry about being displaced from their current unit because their landlords may refuse to accept Section 8. City of Austin FY 2025-2029 Consolidated PLan133Discussion Reporting from HACA staff and clients, Housing Department survey respondents, community stakeholders and City leaders underscores the urgent need for affordable and safe, multi‐bedroom housing designed to accommodate low‐income families with children. City of Austin FY 2025-2029 Consolidated PLan134NA‐40 Homeless Needs Assessment – 91.205(c) Introduction: The U.S. Department of Housing and Urban Development’s defines homelessness as: An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning they: ● Have a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground; ● Are living in a supervised publicly or privately‐operated shelter designated to provide temporary living arrangements (including hotels and motels paid for by Federal, State or local government programs for low‐income individuals or by charitable organizations, congregate shelters, and transitional housing); ● Exiting an institution (where they resided for 90 days or less AND were residing in emergency shelter or place not meant for human habitation immediately before entering institution); ● Will imminently lose their housing [as evidenced by a court order resulting from an eviction action that notifies the individual or family that they must leave within 14 days, having a primary nighttime residence that is a room in a hotel or motel and where they lack the resources necessary to reside there for more than 14 days, or credible evidence indicating that the owner or renter of the housing will not allow the individual or family to stay for more than 14 days, and any oral statement from an individual or family seeking homeless assistance that is found to be credible shall be considered credible evidence for purposes of this clause]; has no subsequent residence identified; and lacks the resources or support networks needed to obtain other permanent housing; ● Unaccompanied youth and homeless families with children and youth defined as homeless under other Federal statutes and have not had lease, ownership interest, or occupancy agreement in permanent housing at any time during last 60 days; have experienced two or more moves during last 60 days; can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse, the presence of a child or youth with a disability, or multiple barriers to employment; and ● Individuals/families fleeing or attempting to flee domestic violence, dating violence, violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or family member and have no identified residence, resources or support networks; lack the resources and support networks needed to obtain other permanent housing. There are a variety of contributing factors that can lead to homelessness. Often it is the breakdown of multiple systems and supports. Below is a list of the potential factors: City of Austin FY 2025-2029 Consolidated PLan135● Nationally, between 2020 and 2022, there was a dramatic 30 percent increase in the number of people entering homelessness for the first time. An expiring federal eviction moratorium (in 2021) and the phasing out of federal COVID relief likely contributed to rising hardships. While more people exited homelessness into permanent housing (8% increase between 2021-2022), there was a 26 percent increase in the number of people newly becoming homeless.6 ● Lack of affordable housing: The cost of living is rising and rent in Austin has only continued to increase. Average rent in Austin has grown from approximately $1,300 in 2020 to $1,600 in 2023.7 ● Employment factors: Unemployment, low wages, and limited job skills can all contribute to an individual experiencing homelessness. ● Poverty: 59% of single adults experiencing homelessness reported they do not have any income.8 ● Lack of access to services for mental health, substance abuse, and/or healthcare: 52% of heads of households who accessed a homeless response program in 2022 suffer from mental illness and 71% of those individuals reported having a disabling condition. Lacking access to basic healthcare can lead to individuals or families only seeking help in emergencies, resulting in even larger medical bills.9 ● Domestic violence: Approximately 40% of heads of households who accessed homeless response programs in 2022 were fleeing domestic or inter-partner violence.10 ● Racial inequality: African Americans are incarcerated and experience poverty at significantly higher rates compared to the general population. This disproportionate rate is also found in the homeless population. While African Americans comprise 9% of the overall Travis County population as per the 2022 Census estimates, they comprise 32% of the population enrolled in homeless services.11 Data Source: Homeless Management Information System (HMIS). Categories are not mutually exclusive. 6 Source: “HUD Releases 2023 AHAR data: 12 key data points to understand the current state of homelessness in America”, National Alliance to End Homelessness, https://endhomelessness.org/blog/hud-releases-2023-ahar-data-12-key-data-points-to-understand-the- current-state-of-homelessness-in-america/ 7 Source: “Construction boomed in Austin and rents went down. Now some builders are dismantling the cranes.” KUT. https://www.kut.org/austin/2024-02-29/construction-boomed-in-austin-and-rents-went-down-now-some-builders-are-dismantling- the-cranes 8 Source: “TX-503 Needs and Gaps 2023”, page 20, Ending Community Homelessness Coalition, TX-503 CoC Needs and Gaps Report (austinecho.org) 9 Source: “TX-503 Needs and Gaps Report” Ending Community Homelessness Coalition (ECHO). https://www.austinecho.org/wp- content/uploads/2021/12/TX-503_Needs-and-Gaps_2023.pdf 10 Source: “TX-503 Needs and Gaps Report” Ending Community Homelessness Coalition (ECHO). https://www.austinecho.org/wp- content/uploads/2021/12/TX-503_Needs-and-Gaps_2023.pdf 11 Source: “Austin/Travis County Continuum of Care Racial Disparities”, page 6, August 21, 2023, Ending Community Homelessness Coalition, Published_RD_Report_08.21.23.pdf (austinecho.org) City of Austin FY 2025-2029 Consolidated PLan136Homeless Needs Assessment Population Estimate the # of persons experiencing homelessness on a given night Estimate the # experiencing homelessness each year Estimate the # becoming homeless each year Estimate the # exiting homelessness each year Estimate the # of days persons experience homelessness Sheltered Unsheltered 2526 397 284 174 22 16 20 43 Persons in Households with Adult(s) and Child(ren) Persons in Households with Only Children Persons in Households with Only Adults Chronically Homeless Individuals Chronically Homeless Families Veterans Unaccompanied Child Persons with HIV 598 1 1 157 50 155 6 1 18 68 35 12 509 1259 4097 1749 1233 198 667 238 1596 78 281 187 87 1087 280 126 3 185 172 6 9 145 141 25 98 282 113 289 Alternate Data Source: Homeless Management Information System (HMIS); HUD Stella tool; 2023 Point-in-Time Count Table 27 ‐ Homeless Needs Assessment City of Austin FY 2025-2029 Consolidated PLan137Indicate if the homeless population is rural: Has no rural homeless population If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth): N/A Nature and Extent of Homelessness: (Optional) Race: Sheltered: Unsheltered (optional) White Black or African American Asian American Indian or Alaska Native Pacific Islander Ethnicity: Hispanic Not Hispanic 623 410 23 5 6 491 617 794 368 9 43 3 317 949 Alternate Data Source: 2023 Housing Inventory Chart and Point-in-Time Count Estimate the number and type of families in need of housing assistance for families with children and the families of veterans. More than 2,500 people in family households experience homelessness each year in our region, and recent local data indicate there is a growing need for solutions to family homelessness. Chronic homelessness among this population is very low compared to single adult households, but it doesn’t reduce the need to build solutions to family homelessness. Veterans have been a priority population for Austin ever since the community was certified as having ended veteran homelessness in 2016. There are 23 individuals in 5 families of veterans who experienced homelessness on a given night, with one of those families experiencing chronic homelessness. The local HUD-Veterans Affairs Supportive Housing (HUD-VASH) and SSVF programs have been important resources for ending the homelessness of these families. Describe the Nature and Extent of Homelessness by Racial and Ethnic Group The following graphs summarize local data compiled by ECHO for the 2023 Racial Disparities Report, which reflects City of Austin FY 2025-2029 Consolidated PLan138data from the entirety of 202212. The bars in each category on the graphs below represent the percentage of the specific population each group represents. Black/African American individuals accounted for 8.5% of Travis County’s total population in 2022, but 31.5% of the population experiencing homelessness are Black/African American. This is a dramatic overrepresentation and a key challenge facing our homelessness response system and the Austin/Travis County community generally. The following chart displays program entry information for permanent housing programs in 2022. Rapid rehousing entry rates by race and ethnicity are roughly aligned with HMIS enrollment rates, however permanent supportive housing rates differ, particularly for Hispanic/Latino and White populations. Information is provided for head of household (HoH) members only. This data is from Austin/Travis County’s Homeless Management Information System (HMIS). 12 Source: “TX-503 Racial Disparities Report 2023” Ending Community Homelessness Coalition, TX-503 CoC Racial Disparities Report (austinecho.org) City of Austin FY 2025-2029 Consolidated PLan139City of Austin FY 2025-2029 Consolidated PLan140Describe the Nature and Extent of Unsheltered and Sheltered Homelessness. The 2023 Annual Point In Time (PIT) Count provided a snapshot of the Austin area homeless population, at a total of 2,374 homeless individuals. 47% (1,108) of these individuals were sheltered at the time of the count and 53% (1,266) were unsheltered. While there was a 18% overall increase in the unsheltered count this year, Austin saw an impressive 15% overall reduction in Veteran homelessness. Additionally, there was a 56% reduction in unsheltered homelessness among youth adults (18‐24). Austin also saw a significant rise in those who were unsheltered in unincorporated Travis County. It should be noted that there are individuals without permanent housing who do not fall within traditional definitions of homelessness and who may not be included in the PIT count (for example, families who have lost their homes but are residing with friends or relatives). Therefore, the PIT number only provides an indication of the size of the homeless population and may not demonstrate the extent of a community’s homelessness needs. While the PIT Count is helpful in estimating trends and identifying new concentrations of unsheltered individuals, the community has been testing a more nuanced approach to estimating the number of persons experiencing homelessness through a robust analysis of HMIS enrollments. With local and statewide camping bans in place, and a lack of shelter and affordable housing options, individuals in housing crises are forced to the margins of the community, and safety from authorities may mean seeking hidden or hard-to-reach living arrangements. This estimation effort has been augmented by street outreach teams working specifically to conduct Coordinated Assessments as well as a telephone hotline that offers mobile assessments to be conducted. This work helps capture communitywide need in a broader sense, allowing providers to connect with precariously housed individuals or other groups who are hard to reach through an overnight canvassing effort or traditional service provider setting. These estimates are often higher than the annual PIT count, as much as two-and-a-half times higher, and dramatically raise the number of individuals and families estimated to be experiencing unsheltered homelessness. Discussion: The City of Austin, in partnership with local, state, and federal governmental and nongovernmental partners, committed significant resources towards using best practices that aid in ending chronic homelessness for individuals and families. Austin City Council advanced a strategy to increase access to supportive services funding that has been tied to the local public housing authority’s rental assistance voucher programs. Additionally, the City and its partners convened the Summit to End Unsheltered Homelessness in early 2021, which resulted in bold goals to develop 1,000 units of site-based permanent supportive housing as well as increasing local service provider capacity, securing more than 2,000 units in the private market for persons exiting homelessness, and compassionately decommissioning encampments across the city. More than $100,000,000 of the American Rescue Plan Act funds granted to the City of Austin were prioritized for initiatives focused on homelessness and have resulted in investments in local rapid rehousing, emergency shelter, street outreach, permanent supportive housing, and other areas of need. The current pipeline of site-based PSH estimates more than 1,300 units opening to persons experiencing chronic homelessness within the next 3 years. Additionally, more than 2,000 people have been served by our ARPA-funded RRH programs and the experience of this program implementation has allowed for CoC-led discussions around the community’s approach to RRH both in terms of its program model and its role in the Coordinated Entry system. City of Austin FY 2025-2029 Consolidated PLan141Meanwhile, the extent of unsheltered homelessness, the low number of emergency shelter available, and the housing affordability crisis in Austin contribute to a challenging environment for ensuring homelessness is rare, brief, and non- recurring. The City’s departments continue to partner with one another, community partners and stakeholders, persons with lived expertise, and institutional partners to support and grow our homelessness response system. NA‐45 Non‐Homeless Special Needs Assessment ‐ 91.205 (b,d) Introduction: Due to lower incomes and the need for supportive services, special needs groups are more likely than the general population to encounter difficulties finding and paying for adequate housing, and often require enhanced community services. The groups discussed in this section include: ● The Elderly and Frail Elderly ● Persons with Physical Disabilities ● Persons with Developmental Disabilities ● Persons with Severe and Persistent Mental Illness (SMI) ● Persons with Substance Abuse Disorders ● Persons living with HIV/AIDS ● At‐Risk Children and Youth ● Victims of Domestic Violence ● Persons Experiencing Homelessness and at Risk of Homelessness ● Housing Authority Residents HOPWA 2022 AIDS Surveillance data for the Austin TGA: Number of Cumulative People Living with AIDS (PLWA) Prevalence Rate of Cumulative People Living with AIDS per 100,000 Number of New HIV cases in the Austin TGA for 2020 - 2022 2022 HIV Surveillance data for the Austin TGA: Number of Persons living with HIV/AIDS (PLWHA) PLWHA Prevalence Rate per 100,000 Number of New HIV cases Reported Incidence Rate of New HIV Cases per 100,000 3,277 135.4 850 7,568 312.3 337 13.9 HIV/AIDS Surveillance Data Source: Texas Department of State Health Services Population Data Source: United States Census Bureau: County Population Totals and Components of Change: 2020-2023. Population Estimate for 2022 for Travis, Williamson, Hays, Bastrop, and Caldwell Counties. Table 29 – HOPWA Data City of Austin FY 2025-2029 Consolidated PLan142HIV Housing Need (HOPWA Grantees Only) Type of HOPWA Assistance Estimates of Unmet Need Tenant based rental assistance Short‐term Rent, Mortgage, and Utility Permanent Housing Placement Default Data Source: FY 2022‐23 HOPWA CAPER Table 30 – HIV Housing Need 52 75 87 Describe the characteristics of special needs populations in your community: Senior Citizens Nearly 9 out of 10 Travis County seniors live independently, but still require some assistance with daily activities or home modifications (source: 2017 Age‐friendly Action Plan). The elderly often have needs relating to: Substandard Housing, Physical Disabilities, Income Constraints, Transportation and Obtaining Resources. The migration toward digital services is particularly challenging for elderly who may not have access to wireless services and/or do not understand how the processes work. Equally important is the housing need. An estimated 29,155 seniors have housing needs in the City (2016‐2020 ACS, HUD CHAS Tables 4‐6), which up from 22,725 (2011‐15 CHAS data Table 5) or an increase of 28.3% in 5 years. Persons with physical disabilities experience difficulties locating accessible and affordable rental housing. Transportation is also a challenge, and connections to high‐quality public transportation that provides access to basic needs, food services and services are critical. Persons with developmental disabilities experience a wide range of difficulties. A combination of special, interdisciplinary, or generic services, individualized supports, or other forms of assistance that are of lifelong or extended duration should be individually planned and coordinated. Transportation is also a challenge here as well to connect them to basic needs and food services. Opportunities for employment can also be a challenge for persons with disabilities. In general, individuals with disabilities between the ages of 18 and 64 are twice as likely to live in poverty as their 18 to 64‐year‐ old neighbors without disabilities. (source: Central Texas AI) City of Austin FY 2025-2029 Consolidated PLan143An estimated 58,255 individuals in the City have a disability, with 40% having some type of housing need. By disability type, housing needs include: No. of Residents With Housing Needs % with Housing Needs 5 Year Needs Estimate Residents with hearing or vision impairment 25,610 11,085 43% 12,282 Ambulatory limitation 29,215 13,505 46% 14,964 Cognitive limitation 23,980 12,070 50% 13,374 Self‐care or independent living limitation 21,995 10,075 46% 11,163 Alternate Data Source: Root Policy Research Housing Model Analysis According to the housing survey conducted for the 2019 AI, one in five households that include a member with a disability occupies a home that does not meet the needs of the person with a disability. Mental health continues to be raised as a very pressing challenge within the community. According to the Community Health Improvement Plan, there is an overwhelming lack of resources for people with mental illnesses, including a shortage of psychiatrists and facilities to serve the community needs. Between 2018 and 2022, a total of 152,510 Travis County residents were hospitalized with signs of a mental health challenge, including persons hospitalized for dementia and other mental disorders due to known physiological conditions; mental disorders associated with substance use; psychotic disorders, including Schizophrenia; nonpsychotic mental disorders, including anxiety; intellectual disabilities; mood disorders; personality disorders; developmental disorders; behavioral and emotional disorders; and other mental disorders. In 2022 alone, 36,343 residents were hospitalized with signs of a mental health challenge. Substance abuse disorders and mental health issues can often be intricately intertwined. Resources and treatment facilities are available; however, they need to be improved to meet demand. Preventative efforts such as successful tobacco cessation campaigns in the area indicate that more work needs to be done to reach youth. According to the Substance Abuse and Mental Health Administration, an estimated 46,500 Austinites have substance abuse challenges. Austin/Travis County EMS reported 1,088 overdose alerts in 2022. According to the Travis County Medical Examiner, 417 fatal overdoses were reported among Travis County residents in 2022. This is a 24% increase from fatal overdoses in 2021 and a 60% increase from fatal overdoses in 2020. City of Austin FY 2025-2029 Consolidated PLan144Persons living with HIV/AIDS are living longer with HIV. Stable housing is closely linked to successful HIV outcomes. With safe, decent, and affordable housing, people with HIV are better able to access medical care and supportive services, get on HIV treatment, take their HIV medication consistently, and see their health care provider regularly. (Data Source: Housing and Health|HIV.gov) At least half of Americans living with HIV experience homelessness or housing instability following their HIV diagnosis. People with HIV risk losing their housing due to such factors as stigma and discrimination, increased medical costs and limited incomes, or reduced ability to keep working due to HIV related illnesses. (Data Source: Housing and Health|HIV.gov) Locally, the Austin Transitional Grant Area (TGA) is experiencing a housing crisis. There is a shortage of housing, cost of living is high, and there is a growing number of people experiencing homelessness. The wage gap between Austin’s highest paid works and the lowest paid, exacerbate the affordability crisis. Local leaders have reformed local land use with the aim to reduce housing costs and increase supply. Long term housing programs have increased capacity, but it is not enough to meet demand. (Data Source: https://communityimpact.com/austin/south-central-austin/real-estate/2024/05/24/local-leaders-discuss- housing-affordability-supply-in-austin/, and https://news.yahoo.com/news/austins-homelessness-crisis- grows-amid-120844464.html) HIV subrecipients in the Austin TGA have recently begun reporting that their clients are moving out of the city core to more affordable areas and some have reported that an increasing number of clients are moving outside of the TGA. This is increasing the demands for medical transportation from increasingly more rural areas to Austin where most of the HIV care is located. It will be interesting to see how this impacts the future of the number of People Living with HIV/AIS in the Austin TGA. Persons under age 18 have high rates of poverty according to the 2021 Community Services Block Grant Community Needs Assessment Report. In 2015-2019, persons under 18 years of age experienced high rates of poverty with more than 36% living under 200% of the poverty threshold. There is increasing awareness that efforts need to be City of Austin FY 2025-2029 Consolidated PLan145coordinated to intervene in reducing childhood poverty. To reduce the likelihood of childhood obesity, poor nutrition and early onset diabetes, as well as limited educational and employment opportunities. Victims of domestic violence require specialized housing, counseling and legal services. Given the hidden nature of domestic violence and the problems associated with self‐reporting of such sensitive information, reliable statistics on the number of persons in violent domestic situations are not available. Data from the Centers for Disease Control is used to estimate the number of people who have been affected by Intimate Partner Violence, or IPV. This number totals 40,500, with about 6,900 having lifetime housing needs. In 2023, Texas Department of Public Safety's (DPS) Uniform Crime Reporting System recorded 7,519 family violence offenses and 7,520 family violence victims across the State of Texas. Incidents may have multiple offenses and victims. In 2023, DPS reports Austin PD responded to 112 counts of rape, 52 accounts of sexual assault with an object, 1,298 counts of aggravated assault, 1,057 counts of intimidation. The majority of incidents (78%) occurred in a residence/home. Homelessness services. As housing costs continue to rise, resources will need to be directed to ensure households that are precariously housed (e.g., doubled up, car sleeping, etc.) are able to avoid homelessness through sustainable means. Housing Authority Residents have access to several programs that promote pathways to achieve greater self‐sufficiency. Service coordination and community partnerships help coordinate life skills training; adult basic education; workforce development/job training; job placement; financial literacy; housing counseling; parenting classes; health and wellness; childcare; and transportation. What are the housing and supportive service needs of these populations and how are these needs determined? Housing and supportive service needs of these vulnerable populations are evaluated through the short‐ and long‐term planning process by analyzing program data over time and collecting community and service provider input. Trends are identified to anticipate future community needs that may evolve or arise. By developing a structure for effective coordination between staff and service providers, the capacity to address housing and supportive service needs has been enhanced, thereby increasing positive outcomes. Information from the 2022 Austin/Travis County Community Health Assessment (CHA) was used in support of identifying the community needs for this plan. According to these findings of the CHA, the greatest housing and supportive service needs of special populations include: ● Affordable housing for low-income residents, residents of color, older adults, and person with disabilities; ● Tenant‐based rental assistance and emergency assistance; ● Access to healthy food and food security; ● Affordable and accessible health care; City of Austin FY 2025-2029 Consolidated PLan146● Removal of systemic barriers associated with the intake process and licensing; ● Improved coordination among service providers; ● Affordable child care; ● Increased employment opportunities paying a living wage; ● Removal of barriers to public transportation and senior transit options. Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area (MSA): For calendar year 2022, there were 7,568 persons diagnosed with HIV living in the five‐county Metropolitan Statistical Area (Austin‐Round Rock), including 337 new HIV diagnoses. Most (86%) people living with HIV (PLWH) are males. Hispanics comprised 37.5% of PLWH, followed by Whites (35.4%). In 2021 Travis County, half (53.1%) of PLWH were 45 years of age or older. Incidence rates and annual numbers of new diagnoses deceased during COVID-19 outbreak but have since begun to increase to pre COVID rates. However, there has been a steady increase in the total number of PLWH in the MSA Source: Travis County (aidsvu.org) Discussion Opioid Epidemic Austin Public Health (APH) is part of a steering committee assessing the type of substance use disorder (SUD) treatment and services available in the community. APH has analyzed mortality and hospital discharge data to determine the impact of SUD within our community. APH has also led the effort to address Council Resolution. 20180524‐038 on the opioid issue, with the purpose of assessing the variety of data collected on opioid and other substances and evaluating a variety of initiatives from several city departments and stakeholders. APH will continue to monitor the opioid epidemic and evaluate how best to allocate resources to this community need. City of Austin FY 2025-2029 Consolidated PLan147NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities: The City of Austin provides a wide range of services to its community members, including emergency response, recreational activities, and health services, all of which are housed in public facilities throughout the City. Additionally, the administrative and governing functions of the City are also housed in public buildings of varying age across the City. Many City departments have identified the need for budget and capital projects to address building reliability and safety issues resulting from aging facilities and deferred maintenance. In addition to the need for the City’s existing public facilities, there continues to exist a demand for many new and/or expanded City facilities, driven in large part by the rapid population and economic growth the City has experienced over the past few decades, and applied equitably to communities that have historically not received such benefits from the community. How were these needs determined? The primary driver to identifying public facility needs (including rehabilitation and new facilities) are the various City departments that occupy these facilities. As with all infrastructure categories within the City, need is determined and guided generally by technical assessments of condition, acceptable levels of service, public input received through departments’ planning efforts, cost effective and coordinated capital project planning and project delivery, a balance of community priorities, the support of investments that reflect the Imagine Austin Comprehensive Plan. Different from other infrastructure categories that make up the Capital Improvement Program (CIP), the City of Austin has Information Technology Governance and Facilities Governance teams that provide an additional assessment beyond the departmental-level assessment of need for information technology and facilities. For facility needs outside of a general rehabilitation, such as the expansion of a recreational center or the building of a new health facility, there is a substantial community engagement process as well in order to determine what best fits in the area of the investment. Finally, the City’s comprehensive plan, the City’s guide for long-term growth, development, and land use decisions, is currently undergoing an update initiated in the fall of 2023. Imagine Austin is a 30-year outlook on Austin’s future initially adopted in 2012. In part, Imagine Austin is being reviewed through a few different lenses that the City has stated commitment to: equity, sustainability, resilience, and access to opportunity. Through the Comprehensive Plan update process, community, city departments, and other partners will re-examine long-term growth priorities in the City through those lenses among other considerations, and as a result may identify additional needs to meet public facility needs. Describe the jurisdiction’s need for Public Improvements: A well-functioning public infrastructure system is essential to the City of Austin’s quality of life and economy. Approximately $4 billion in public improvement needs, including sidewalks, stormwater infrastructure, energy, water and sanity sewer, parks improvements, and mobility improvements were City of Austin FY 2025-2029 Consolidated PLan148identified as part of the most recent CIP 5-year Spend Plan. As is regularly true, much of the need within the CIP is for capital renewal of existing City facilities and infrastructure, and many departments’ ongoing capital programs will need significant funding installments to maintain acceptable levels of service for the City’s basic infrastructure responsibilities and to meet growth demands of the City. How were these needs determined? Capital improvement projects can include any major improvement or expansion of City facilities or infrastructure. CIP projects vary in scope. While some require years of planning and construction, while others may be completed in a shorter timeframe. Annually with the City’s budget, the City of Austin establishes a Five-Year CIP Spend Plan. The Spend Plan is based on an assessment of need as shown in the diagram below. Each department’s project identification and prioritization process is different based on its specific service responsibilities. Generally speaking, all capital projects address one or more of the following priorities: - - - - - Asset management Planning priori�es Council policy direc�ves Departmental business priori�es Sustainability and cost The City’s CIP includes many recurring capital programs aimed at existing infrastructure networks, City facilities, and services. Capital planning and prioritization therefore occurs on an ongoing basis throughout the year. As with the public facility needs, through the current Comprehensive Plan update process, community, city departments, and other partners will re-examine long-term growth priorities in the City through those lenses among other considerations, and as a result may identify additional needs to meet public improvement needs. City of Austin FY 2025-2029 Consolidated PLan149MA‐05 Overview Housing Market Analysis Overview: The City of Austin’s new five The City of Austin’s 2024‐2029 Consolidated Plan was informed by the 2022 ACS 1‐Year Estimates, the previous 2019‐2024 Consolidated plan, a Housing Market Analysis conducted in 2019, an update to the City’s 2014 housing study, and a regional Analysis of Impediments to Fair Housing Choice (AI) conducted in 2018‐19. This section discusses the primary findings from those needs assessments and research. The City of Austin has made progress in addressing many unmet housing needs in the past five years. According to the City of Austin’s Affordable Housing Inventory database, more than 4,900 affordable units have been created or preserved since 2019. Many of the new units created or preserved are targeted at individuals with special needs, who face some of the greatest obstacles in finding housing. The greatest challenge to addressing needs is filling the gap between what households can afford and the current housing market prices. From 2012 to 2022, home values in Austin increased by 108% and rental costs have increased by 33%. By comparison, in that same period the median family income for all Austinites increased 32%; after disaggregating the data for race it results in 22% increase for Non‐Hispanic White Austinites, 45% for Black/African Americans, 17% for Asians, and 40% for Hispanic/Latino Austinites. Despite the significant increases, especially for African American and Hispanic/Latino Austin households, there are still underlying disparities by race and ethnicity. Figure 1 below illustrates a persistent gap between White and Asian residents and Black and Hispanic residents in Austin over the past decade. Over the last 10 years, rental costs and incomes have risen proportionately, while homeownership has seen a significant surge. And even with the overall increases in median family income, Austin households continue to devote a greater portion of their income to housing costs. City of Austin FY 2025-2029 Consolidated PLan150Figure 19 Median Family Income (MFI) by Race and Ethnicity, 2012‐2022 Data Source: 2012‐2022 ACS 1‐Year Estimates (Due to data quality issues, 2020 is excluded) Ten years ago, an estimated 37,600 renters earned less than $20,000 per year and could not find affordable rentals. As of the FY 2019‐2024 Consolidated Plan, that shortage was estimated at 36,000 rental units, including households earning up to $29,280 per year. Using the latest data from HUD’s 2016‐2020 Comprehensive Housing Affordability Strategy (CHAS) Dataset, currently this gap is estimated at 39,865 rental units for households earning less than $29,280 per year. City of Austin FY 2025-2029 Consolidated PLan151MA‐10 Number of Housing Units – 91.210(a)&(b)(2) Introduction The largest share of housing units in the City of Austin is single‐family detached homes (45%). This statistic has not changed significantly since the last Consolidated Plan (2017), when the single family detached share was 46% of all housing units. Approximately 43% of housing units are mid‐ to large‐sized multifamily complexes—a 4% increase from 2017, when the share was 39%. Overall, there has been an increase in multifamily structures, however the housing stock remains predominantly single family detached homes. Property Type Number 1‐unit detached structure 215,759 1‐unit, attached structure 2‐4 units 5‐19 units 24,065 31,507 83,999 20 or more units 123,704 Mobile Home, boat, RV, van, etc. 3,377 % 45% 5% 7% 17% 26% 1% Total 482,411 100% Table 31 – Residential Properties by Unit Number Data Source: ACS 2022 1‐Year Estimates: Table DP04, Total Housing Units, Units in Structure City of Austin FY 2025-2029 Consolidated PLan152Unit Size by Tenure No bedroom 1 bedroom 2 bedrooms 3 bedrooms 4 bedrooms 5 bedrooms or more Total Owners Renters Number % Number % 1619 7544 26025 98533 57120 11855 1% 4% 13% 49% 28% 6% 26935 97758 86777 32153 11336 850 11% 38% 34% 13% 4% 0% 202696 100% 255809 100% Table 32 – Unit Size by Tenure Alternate Data Source: ACS 2022 1‐Year Estimates: Table B25042, Tenure by Bedroom Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs. The City of Austin is working together with the Housing Authority of Austin, Housing Authority Travis County, and the Texas Department of Housing and Community Affairs to realize community goals set forth in the Austin Strategic Housing Blueprint. This includes the creation or preservation of 60,000 income‐ restricted affordable housing units that are affordable to households at or below 80% median family income, over the next 10 years. In the Strategic Housing Blueprint's ten‐year timeframe, Austin has made progress towards achieving its goals set in 2017. As Figure 20 illustrates, Austin is on track to meet or exceed its targets for housing affordable to households earning above 80% Median Family Income (MFI). Austin is also on track to meet goals related to affordable housing preservation, and new housing in areas designated for growth in the Imagine Austin Plan. However, the production of housing units affordable to households with incomes at or below 80% of the MFI is lagging, including units dedicated to permanent supportive housing for the unhoused. Currently, only Council District 4 is meeting its specific goals for affordable housing development citywide. To achieve the ten‐year goals for affordable housing units, especially for those with incomes at or below 80% MFI, Austin needs a significant increase in the development rate of affordable homes. City of Austin FY 2025-2029 Consolidated PLan153Figure 20 Strategic Housing Blueprint Scorecard 2022: Progress to‐date Data Source: Housing Works Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts. According to the City of Austin’s Affordable Housing Inventory, around 2,400 income‐restricted units, supported or incentivized by the City of Austin, are slated to lose their affordability status between 2024 and 2029. This is primarily due to the expiring affordability periods of low‐income tax credit projects and development incentive programs. The University Neighborhood Overlay (UNO) development incentive program is set to have 255 units with expiring affordability periods, as the program had a 15‐year affordability period from 2004 to 2014. The City of Austin also maintains a Comprehensive Affordable Housing Directory (CAHD) which includes all affordable housing in the City, including units subsidized by the County and the Housing Authority, in addition to the affordable units subsidized by the City of Austin. According to the CAHD, 7,950 units will expire between 2024 and 2029. Does the availability of housing units meet the needs of the population? The availability of housing units in Austin does not meet the needs of very low‐income households earning less than 30% of the median family income. According to the CHAS dataset, there is a shortage of 39,865 housing units for this group, which represents 14% of households in the city. City of Austin FY 2025-2029 Consolidated PLan154Describe the need for specific types of housing: The primary housing types needed in Austin are 1) permanently affordable, quality rentals for households earning less than $30,000 per year, 2) affordable homeownership options for households earning between 80% and 120% median family income, 3) preservation and improvement of existing affordable rentals and homes in gentrifying neighborhoods, and 4) housing to serve the variety of housing needs and preferences of special needs populations, including a wide range of housing that accommodates the needs of persons with disabilities (e.g., homes accessible to hearing‐impaired and homes that are wheelchair accessible). 5.) Housing in High Opportunity Areas with access to public amenities or community attributes that can increase economic mobility for their residents. City of Austin FY 2025-2029 Consolidated PLan155MA‐15 Housing Market Analysis: Cost of Housing ‐ 91.210(a) This section provides information on the cost of housing in Austin, including changes in housing costs since 2012. Base Year: 2012 Most Recent Year: 2022 % Change Median Home Value Median Contract Rent $285,355 $1,077 Table 33 – Cost of Housing $593,000 $1,437 107.8% 33.4% Default Data Source: 2005‐2009 ACS (Base Year); Alternate Data Source: ACS 2012 and 2022 1‐Year Estimates: DP04: Median Home Value, B25058 Median Contract Rent, Inflation Adjusted Rent Paid Number % 5,999 16,284 91,489 75,408 62,912 252,092 2% 6% 36% 30% 25% 100% Table 34 ‐ Gross Rent Paid Data Source: 2022 ACS 1‐Year Estimates: DP04: Gross Rent: Occupied Unit Rent Paid Introduction Cost of Housing Less than $500 $500‐999 $1,000‐1,499 $1,500‐1,999 $2,000 or more Total City of Austin FY 2025-2029 Consolidated PLan156Renter‐Occupied Units Owner‐Occupied Units Housing Affordability Number of Units affordable to Households earning 0%‐30% HAMFI 30‐50% HAMFI 50‐80% HAMFI 80‐100% HAMFI 13,545 34,500 133,940 Greater than 100% HAMFI 43,840 (>80% HAMFI) Total 225,825 Table 35 – Housing Affordability Data Source: 2016‐2020 CHAS, Tables 14A, 15A, 14B, 15C 19,935 (<50% HAMFI) 44,200 31,970 83,320 179,425 City of Austin FY 2025-2029 Consolidated PLan157Monthly Rent Monthly Rent ($) 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom Efficiency (no bedroom) Fair Market Rent High HOME Rent Low HOME Rent $1,253 $1,253 $1,022 $1,386 $1,386 $1,095 $1,626 $1,626 $1,315 $2,088 $1,940 $1,518 $2,416 $2,114 $1,693 Table 36 – Monthly Rent Alternate Data Source: 2023 HUD FMR and HOME Rents Is there sufficient housing for households at all income levels? Table 7 below compares the total households and cumulative housing units that are affordable at different income levels, based on data from the Comprehensive Housing Affordability Strategy (CHAS) dataset for the years 2016‐2020. According to the CHAS data, there are a total of 395,275 households and 405,425 housing units. The dataset categorizes units based on renter and owner affordability for income brackets (0‐30%, 30‐50%, 50‐80%, 80‐100%, and above 100% HAMFI). By deducting the number of households from the cumulative number of units in each category, we can identify the potential shortfall. From this analysis, a significant deficit is observed in units catering to the 0‐30% HAMFI range, indicating a shortage of 39,865 units for this group, which represents 14% of households. Households (Deficit) /Surplus 0%‐30% HAMFI 30‐50% HAMFI 50‐80% HAMFI 80‐100% HAMFI Greater than 100% HAMFI Total (39,865) 22,435 175,525 280,985 220,470 9,975 Table 7 ‐ Comparison of Household Incomes with Units Affordable at Each Income Level Data Source: 2016‐2020 CHAS, Tables 5, 14A, 15A, 14B, 15C 53,410 45,545 70,595 40,945 184,780 395,275 Housing Units Available at Income Level (Cumulative) 13,545 67,980 246,120 321,930 405,250 405,250 City of Austin FY 2025-2029 Consolidated PLan158Rental Housing: Affordable & Available Units The analysis of affordability and availability compares the number of renters below a specific income threshold with the number of housing units that are both affordable and accessible to them. This analysis establishes a baseline disparity in rental housing units. An "affordable" unit refers to any market rate, subsidized, or public housing unit for which a household at a given income limit, expressed as a percentage of the Area Median Income (AMI), would pay no more than 30 percent of their income for rent. However, some affordable units may be unavailable to households within that income range because they are occupied by households with higher incomes. Hence, an "available" unit is one that is either unoccupied or occupied by a household below the top income limit. This assessment is based on HUD’s 2016‐2020 CHAS dataset, the most recent data available. The CHAS dataset utilizes HUD’s AMI levels to categorize households by income as a percentage of AMI. As HUD income limits are based on Fair Market Rents in high‐cost areas, these income limits as a percentage of AMI are higher than those calculated solely from Census‐derived median incomes. These adjustments also affect the rent limits for units deemed "affordable" at different income levels. Figure 21 illustrates the disparity between renters and affordable/available units at various percentages of AMI: 0‐30, 0‐50, 0‐80, and 0‐100. The red squares indicate the number of renters with incomes up to the AMI limit. The full bars represent the number of affordable units at or below the income limit. The dark blue segments of the bars depict the number of affordable units available to renters below the income limit, while the light blue segments represent units occupied by households with incomes above the specified AMI limit. As depicted in Figure 21, the number of renters significantly exceeds the number of affordable units at the 0‐30 percent and 0‐50 percent of AMI levels. At the 0‐80 percent of AMI level, there is a gap of 11,730 units, and at 100 percent AMI, the number of affordable units roughly matches the number of renters at 0‐100 percent of AMI. However, 68,265 of these units are occupied by households with incomes above 100 percent of AMI. The number of affordable/available units (dark blue portion of the bar) falls far short of the demand. City of Austin FY 2025-2029 Consolidated PLan159Figure 21 Rental Units by Affordable/Available Status and Income Level Data Source: 2016‐2020 CHAS, Table 15A, 14B, 15C How is affordability of housing likely to change considering changes to home values and/or rents? Austin continues to experience substantial growth year after year due to a strong employment base, recreational opportunities, and cultural and social amenities that continue to draw people from within the state, across the country and throughout the world. Table 33 indicates a 33% increase in contract rent from 2012 to 2022. This increase has stayed constant from the 2019‐2024 Consolidated Plan, which noted a 33% increase from 2009 to 2017. While rent has continued to increase, the rate of increase may have stayed constant, because the City has also continued to add housing supply. According to the City of Austin Demographer, Austin added over 90,000 owner and rental units between 2010 and 2020. The Demographer also noted that as Austin adds new units, the housing stock increasingly consists of more rental units rather than ownership units. The lack of new ownership units could contribute to the 108% surge in median home values from 2012 to 2022. The lack of supply of ownership units may also contribute to the deficit of housing options for households earning greater than 100% HAMFI, and the growth of suburbs surrounding Austin. Increasing prices for ownership units will further narrow the areas in the City where renters can afford to buy a starter home or where current owners can find homes to which they can downsize. As affordable alternatives in Austin decline, surrounding communities will continue to see increased demand for affordable homeownership. City of Austin FY 2025-2029 Consolidated PLan160How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? Fair Market Rents (FMR) and HOME rents are intended to reflect the average cost of renting a standard‐ quality housing unit in a specific area. HUD calculates and publishes these values annually for different regions, influencing payment standards and rent limits in U.S. housing programs. The FMR and HOME rents listed in Table 6 are consistent with rents reported in the American Community Survey (ACS) and lower than market rents, which is typical as HUD rent surveys lag market increases. The discrepancy between FMR and market rents does not change the City’s existing strategies to address the needs for affordable rentals. The current strategy and investments have made preservation of existing affordable rentals a priority. Research conducted for the 2019 Housing Market Analysis provided information about the geographic areas in the City that are at risk of losing market affordable units, which informed preservation activities. According to the 2022 Austin Strategic Housing Blueprint Scorecard, the City of Austin is on‐track to meet its goal to preserve 10,000 affordable housing units over ten years. Since 2018, 5,725 units of affordable housing have been preserved, ensuring that they would remain affordable for residents over the coming decades. City of Austin FY 2025-2029 Consolidated PLan161MA‐20 Housing Market Analysis: Condition of Housing – 91.210(a) This section provides information about the condition of housing units in Austin. It is important to note that secondary data on housing condition is limited; much of the data in the MA‐20 tables are based on Census data that only report units in the most severe condition (e.g., lacking complete plumbing). Describe the Jurisdictions definition for “substandard condition” and “substandard condition but suitable for rehabilitation”. Introduction Definitions Definition of Substandard and Standard Housing Chapter 25-12 of the Austin City Code establishes the following regulations for "standard" and "substandard" housing: 1. All new multi-family and commercial buildings must meet the requirements of Article 1, Division 1 (International Building Code and local amendments); Article 4 (Electrical Code); Article 5 (Mechanical Code); Article 6 (Plumbing Code); Article 7 (Fire Code); and Article 12 (Energy Code). 2. All existing multi-family and commercial buildings must be maintained in accordance with the requirements of Article 1, Division 1 (International Building Code and local amendments); Article 4 (Electrical Code); Article 5 (Mechanical Code); Article 6 (Plumbing Code); Article 7 (Fire Code); Article 9 (Housing Code); Article 10 (Dangerous Buildings Code); and Article 12 (Energy Code). 3. All new one- and two-family dwellings must meet the requirements of Article 11 (Residential Code); Article 4 (Electrical Code); Article 6 (Plumbing Code); and Article 12 (Energy Code). 4. All existing one- and two-family dwellings must be maintained in accordance with the requirements of Article 11 (Residential Codes); Article 4 (Electrical Code); Article 6 (Plumbing Code); Article 9 (Housing Code); Article 10 (Dangerous Buildings Code); and Article 12 (Energy Code). 5. Any single-family, two-family or multi-family dwelling not maintained in accordance with Article 9 (Housing Code) and Article 10 (Dangerous Buildings Code) is a "substandard building" as defined in Chapter 10 of the 1994 Uniform Housing Code published by the International Conference of Building Officials and adopted by the Austin City Council. City of Austin FY 2025-2029 Consolidated PLan1626. Any single-family, two-family, multi-family or commercial building not maintained in accordance with Article 10 (Dangerous Buildings Code) is a "dangerous building" as defined in Chapter 3 of the 1994 Uniform Code for the Abatement of Dangerous Buildings published by the International Conference of Building Officials and adopted by the Austin City Council. In addition, for properties receiving U.S. Department of Housing and Urban Development funds provided through the City of Austin, the following clarification for definitions is provided: Substandard Housing: Housing which does not meet the minimum standards contained in the City of Austin’s Housing Code (i.e. does not provide shelter, endangers the health, safety or well‐ being of occupants). Jurisdictions may adopt more stringent local definitions of substandard housing. Substandard Suitable for Rehabilitation: Substandard units which are structurally sound and for which the cost of rehabilitation is considered economically warranted. Substandard Needs Replacement: Substandard units which are structurally unsound and for which the cost of rehabilitation is considered infeasible, such as instances where the majority of a unit has been damaged by fire. City of Austin FY 2025-2029 Consolidated PLan163Condition of Units Condition of Units Owner‐Occupied Renter‐Occupied Number % Number % With one selected Condition 46,173 23% 111,644 With two selected Conditions With three selected Conditions With four selected Conditions No selected Conditions Total 408 101 0 156,014 202,696 0% 0% 0% 77% 100% 7,940 163 300 135,762 255,809 Table 37 ‐ Condition of Units Alternate Data Source: 2022 ACS 1‐Year Estimates 44% 3% 0% 0% 53% 100% Year Unit Built 2020 or later 2010 to 2019 2000 to 2009 1980 to 1999 1960 to 1979 Before 1960 Total Year Unit Built Owner‐Occupied Renter‐Occupied Number % Number % 6,453 35,119 35,400 53,711 46,698 25,315 3% 17% 18% 27% 23% 12% 8,475 70,322 45,477 74,639 44,425 12,471 3% 28% 18% 29% 17% 5% 202,696 100% 255,809 100% Table 38 – Year Unit Built Alternate Data Source: 2022 ACS 1‐Year Estimates City of Austin FY 2025-2029 Consolidated PLan164Risk of Lead‐Based Paint Hazard Risk of Lead‐Based Paint Hazard Total Number of Units Built Before 1980 Housing Units built before 1980 with children present Table 39 – Risk of Lead‐Based Paint Default Data Source: CHAS 2016‐2020 Owner‐Occupied Number % Renter‐Occupied Number % 67,355 8,970 37% 13% 63,800 7,765 30% 12% Vacant Units Vacant Units Total Units Vacancy Rate 23,906 482,411 5% Table 40 ‐ Vacant Units Data Source: 2022 ACS 1‐Year Estimates Describe the need for owner and rental rehabilitation based on the condition of the jurisdiction's housing. The City does not currently maintain an inventory of units suitable for rehabilitation. Most of Austin’s owners‐occupied and renter‐occupied housing units were built after 1980 and the vacancy rate in Austin is consistently low. According to the ACS 2022 estimates the current vacancy rate for ownership and rental units in Austin is 5%. To the extent that there is need for owner and rental rehabilitation, the City of Austin Housing Department offers an number of home repair programs. Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards According to the HUD table above, as many as 8,950 units that are owner‐occupied with children under six and 17,050 units that are renter‐occupied with children under six that were built before 1980 and are believed to be at‐risk of lead‐based paint hazards. These comprise 21% of owner‐occupied housing and 8% of renter‐occupied housing stock in the City. City of Austin FY 2025-2029 Consolidated PLan165MA‐25 Public and Assisted Housing – 91.210(b) Introduction Created in 1937, the Housing Authority of the City of Austin (HACA) is a major provider of affordable housing for low‐income families, persons with disabilities and seniors in the Austin area. HACA owns, operates and/or maintains more than 2,149 affordable or low‐income subsidized housing units at 18 properties throughout Austin and administers more than 5,900 Housing Choice Vouchers for rental subsidies in the private rental market, providing housing to over 17,000 individuals each day. The characteristics of residents assisted include: Public Housing Authority (PHA) Units: 22% Non‐Hispanic White; 34% African American; 43% Hispanic; 42% Families with Children; 56% of households include a person with disabilities N/A Vouchers: 10% Non‐Hispanic White; 56% African American; 32% Hispanic; 47% Families with Children; 28% persons with disabilities Total Number of Units Program Type Certificate Mod‐ Rehab Public Housing Total Vouchers Project ‐based Tenant ‐based Special Purpose Voucher Disabled* Veterans Affairs Supportive Housing Family Unification Program 5,907 5,751 387 0 2,149 156 442 75 # of units vouchers available # of accessible units N/A N/A Table 41 – Total Number of Units by Program Type N/A N/A 75 N/A N/A N/A *includes Non‐Elderly Disabled, Mainstream One‐Year, Mainstream Five‐year, and Nursing Home Transition Alternate Data Source: Data from The Housing Authority of the City of Austin (HACA) Describe the supply of low‐income subsidized housing developments: HACA was one of the first three public housing authorities created in the United States as a result of the Housing Act of 1937. HACA’s Low‐Income Subsidized Housing portfolio is comprised of 18 housing developments with 2,149 units serving more than 4,000 low‐income Austinites. These units were previously public housing developments prior to HACA’s Rental Assistance Demonstration (RAD) Program, which converted the public housing to Project Based Rental Assistance housing. This will ensure that the housing stock will have future funding to continue to serve low‐income families. City of Austin FY 2025-2029 Consolidated PLan166Describe the number and physical condition of low‐income subsidized housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan: Low‐Income Subsidized Housing Condition (Project‐Based Rental Assistance) Public Housing Development Average Inspection Score Pathways at Booker T. Washington Pathways at Bouldin Oaks Pathways at Chalmers Courts Pathways at Coronado Hills Pathways at Gaston Place Pathways at Georgian Manor Pathways at Goodrich Place Pathways at Lakeside Pathways at Manchaca II Pathways at Manchaca Village Pathways at Meadowbrook Pathways at North Loop Pathways at Northgate Pathways at Rosewood Pathways at Salina Pathways at Santa Rita Pathways at Shadowbend Pathways at Thurmond Heights 91b 98c N/A 94b 95c 97b N/A 80c 97c 98c 97c 99a 98a N/A ‐ under redevelopment 90b 82c 90b 97c Table 42 ‐ Public Housing Condition Describe the restoration and revitalization needs of public housing units in the jurisdiction: The U.S. Department of Housing and Urban Development (HUD) conducted physical inspections for each of HACA’s public housing properties. Inspection scores are calculated utilizing Uniform Physical Condition Standards (UPCS) with a 100‐point scale. HACA received high scores above 90%, indicating “high performer” status, thus reducing the frequency of the HUD required property inspections to every three years. HUD recently implemented a new inspection protocol, NSPIRE (National Standard for the Physical Inspection of Real Estate) that transitions away from the REAC inspection protocol. This new standard shifts the focus away from curb appeal, exterior appearance and building systems to resident health and safety. The scoring focuses on areas residents are in most – their units and common areas (community buildings). Describe the public housing agency's strategy for improving the living environment of low‐ and moderate‐income families residing in public housing: Through the Rental Assistance Demonstration (RAD) Program, HACA completed a full conversion of all 18 City of Austin FY 2025-2029 Consolidated PLan167properties in the Public Housing program and Project Based Rental Assistance (PBRA) Program which is administered through HUD’s Office of Multifamily Housing. This program continues to offer HUD subsidized housing to low‐income families below 80% of the area median family income. This funding platform provides a more stable and predictable source of subsidy, having locked in the level of operating funds, capital funds and energy improvement funds, and thus making them no longer subject to the fluctuations in the federal budgeting process. In addition, it allows HACA to find additional sources of financing to fund the improvements needed at each property. Housing assistance payments are locked in through 20- year contracts and mandatory 20-year renewal periods with HUD. HACA began this conversion of properties through RAD in December 2016, wrapping up all conversions in 2020. HACA has leveraged this opportunity to make significant improvements at numerous properties, including the complete redevelopment of Goodrich Place and Chalmers Courts, and major rehabilitation work at Shadowbend, Manchaca Village, North Loop, Georgian Manor, Northgate and Gaston Place. The redevelopments and substantial rehabilitations were made feasible by layering the HUD subsidy with investment through the Low-Income Housing Tax Credit (LIHTC) program. Depending upon the needs identified at each property, improvements included new flooring, new appliances, the addition of washers/dryers, dishwashers and microwaves, new lighting, increased property security, playground covers and more. HACA has continued to make improvements since the RAD conversion, including the complete redevelopment of Rosewood Courts. Each of these items had a significant impact on improving the quality of life for residents. Through RAD conversion, HACA established a 20-year plan for replacement and improvements to ensure the property is kept in good condition for years to come. Additionally, during conversion, HACA placed funds into a replacement reserve account to fund the 20-year plans. Each year, the property continues to add to that account while also using those funds to make repairs, improvements, and replacements as necessary. This process allows HACA to strategically plan and implement capital projects that will provide modern necessities for low-and moderate-income families. City of Austin FY 2025-2029 Consolidated PLan168Discussion: In order to protect HUD and PHA investments and respond to the affordable rental housing demand, PHAs must address standard inventory improvements, modernize or replace obsolete units, and curtail the loss of stock from private sector partners choosing to opt‐out of affordable housing programs. RAD is designed to preserve public and assisted housing by increasing access to private debt, equity capital and management techniques. Funding is used for the incremental cost of converting public and other assisted housing programs to an improved form of long‐term, project‐based Section 8 contracts called Project Based Rental Assistance (PBRA). The process helps to assure the physical and financial sustainability of properties, and enable owners to leverage private financing, address immediate and long‐term capital needs, improve operations, and implement energy efficiency improvements. To further meet the need for affordable housing, HACA’s subsidiary, Austin Affordable Housing Corporation (AAHC), currently operates 19,589 affordable multifamily units at 76 properties in Austin, which are not federally subsidized. Of the 19,589 units, 3,473 are in various stages of construction. AAHC is working on new partnerships that could potentially increase units by more than 2,085 in the next year. City of Austin FY 2025-2029 Consolidated PLan169MA‐30 Homeless Facilities and Services – 91.210(c) Introduction The following chart is based on the 2023 Housing Inventory Chart (HIC) count of the number of beds as of the date of the Point in Time Count (PIT) on January 26, 2023, with a few exceptions. Additionally, the final column is based on current local estimates for PSH development. Facilities and Housing Targeted to Homeless Households Emergency Shelter Beds Year Round Beds (Current & New) Voucher / Seasonal / Overflow Beds Transitional Housing Beds Current & New Permanent Supportive Housing Beds Current & New Under Development Households with Adult(s) and Child(ren) Households with Only Adults Chronically Homeless Households Veterans Unaccompanied Youth 403 607 0 10 10 300 0 0 292 253 54 0 32 1304 1476 852 16 1062 1062 225 50 10 Table 43 ‐ Facilities and Housing Targeted to Homeless Households 43 17 0 Alternate Data Source: Homeless Management Information System (HMIS) Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons Several service providers across Austin provide SOAR services to households experiencing homelessness. Some of these are supported with City funds, but several of these programs have been created with the use of ARPA funding. Integral Care, the local mental health authority (LMHA), provides SOAR services as well as low- or no-cost behavioral health services to the unhoused community. Central Health, the local hospital district, provides a medical access plan (MAP) to households ineligible for Medicaid. MAP is accepted by a variety of local healthcare providers and pharmacies, including CommUnityCare, Central City of Austin FY 2025-2029 Consolidated PLan170Health’s federally qualified health center (CuC). Homeless service providers work closely with local agencies such as Integral Care and CommUnityCare to ensure persons experiencing homelessness receive the services needed most. Integral Care staff are placed at several emergency shelters to ensure mental health services are accessible. Integral Care also manages the interdisciplinary Homeless Outreach Street Team (HOST) which works with unhoused households to address healthcare and behavioral health needs through compassionate outreach efforts. Additionally, Goodwill employment specialists are located across the City and have co‐located staff with a variety of HRS programs. Providers also work closely with CommUnityCare health centers to provide services at 23 locations across the City and Travis County. CommUnityCare provides outpatient primary healthcare, dental care, limited specialty care, behavioral health services, and care for income‐qualified individuals throughout the community. City of Austin FY 2025-2029 Consolidated PLan171List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP‐40 Institutional Delivery Structure or screen MA‐35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations. Emergency Shelter can be defined as "any facility with overnight sleeping accommodations, the primary purpose of which is to provide temporary shelter for the homeless in general or for specific populations of homeless persons. The length of stay can range from one night up to three months.” According to the 2023 HIC, there were 1,100 emergency shelter beds in Austin/Travis County. HUD defines transitional housing as "a project that is designed to provide housing and appropriate support services to homeless persons to facilitate movement to independent living within 24 months.” The Austin community has a wide variety of Permanent Supportive Housing (PSH) units serving the needs of the homeless and chronically homeless communities. According to the Ending Community Homelessness Coalition (ECHO), the total PSH inventory in the city is 1,718 units. More than 1,000 more PSH units are in construction or development and are expected to open within the next three years. There are also hundreds of additional PSH units that use tenant‐based vouchers in market‐rate units or were developed by other partners. Many of these PSH programs also include additional services that help to meet basic and critical needs, such as food and housing, as well as other services to assist the homeless population in becoming self‐sufficient. Supportive services include assistance with health and substance abuse issues, employment, education, childcare, transportation, case management, and counseling in areas such as life skills and mental health. Outreach services including mortgage, rental and utilities assistance, counseling and advocacy, and legal assistance are also available. Many of these services are available to participants on the same site as their housing. City of Austin FY 2025-2029 Consolidated PLan172MA‐35 Special Needs Facilities and Services – 91.210(d) Introduction The City of Austin continues to work with the Continuum of Care (CoC), Austin Public Health, Housing Authority of the City of Austin (HACA), Community Advancement Network (CAN), United Way and other community partners to identify gaps and needs for both special needs facilities and services. HOPWA Assistance Baseline Table Type of HOPWA Assistance Number of Units Designated or Available for People with HIV/AIDS and their families TBRA PH in facilities STRMU ST or TH facilities PH placement 32 0 109 20 18 Table 44a– HOPWA Assistance Baseline Default Data Source: FY 2022‐23 HOPWA CAPER Describe the supportive housing needs for special needs populations, including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify. The table below provides the estimates of total Austin households in certain special needs categories, as well as the portion of these households that face housing problems. The future estimates for 2025 are based on population forecasts from the City of Austin Demographer (from 2023) and several assumptions. The projected total population for the City of Austin in 2025 is 1,049,333. This total population is then divided by an average household size to estimate the total number of households, 499,682. This assumes an average household size of 2.1 people, which is the most recent figure for Austin according to 2018-2022 ACS data. Lastly, the table below assumes that the proportion of households in each category and the proportion of households in need in each category remain the same between 2020 and 2025. City of Austin FY 2025-2029 Consolidated PLan173Current and Five‐Year Needs Projections Current Future Total With Housing % Need Households (2020) Needs Housing Need in 5 years (2025) 53,410 43,765 82% 55,364 45,545 37,695 83% 47,787 70,595 35,140 50% 44,621 40,945 10,670 26% 13,458 215,385 100,100 179,895 83,770 42,025 29,155 46% 23% 35% 125,247 52,305 37,064 22,350 Unknown Unknown Unknown 27,295 10,705 39% 13,457 29,420 28,320 24,730 13,655 13,495 11,370 46% 48% 46% 17,108 17,184 14,381 Unknown Unknown Unknown Unknown Extremely Low‐Income Households (≤30% HAMFI) Very Low‐Income Households (>30% and ≤50% HAMFI) Low-Income Households (>50% and ≤80% HAMFI) Moderate-Income Households (>80% and ≤100% HAMFI) Renter Households Owner Households Elderly Households (HH contains at least one person 62+) Limited English Proficiency (LEP) households Residents with hearing or vision impairment Residents with ambulatory limitation Residents with cognitive limitation Residents with self‐care or independent living limitation Victims of domestic violence (includes rape, physical violence and/or stalking by an intimate partner) Single person households 134,069 Unknown Unknown Unknown Large families 26,755 13,685 51% 17,249 Table 44b – Current and Five-Year Needs Projections Alternate Data source: 2016‐2020 ACS Table C16002; HUD CHAS Tables 4‐6; City of Austin Demographer Population Forecasts. City of Austin FY 2025-2029 Consolidated PLan174Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing Austin Public Health and the Homeless Strategy Office work with the Ending Community Homelessness Coalition (ECHO) and Continuum of Care (CoC) leadership to develop strategies that align customized support services with PSH to optimize services for the chronically homeless and persons with mental and physical disabilities. The Ending Community Homelessness Coalition (ECHO) coordinates the projects funded with Continuum of Care (CoC) dollars and prepares the annual CoC application required by HUD. ECHO works with the Austin/Travis County Reentry Roundtable, Travis County Criminal Justice Center, Central Health's Psychiatric Stakeholders, Integral Care leadership, the PSH Healthcare Collaborative, and other community planning organizations. ECHO also convenes ongoing conversations that address discharge planning from hospitals, treatment facilities, and jails in order to connect persons leaving mental/physical health facilities with support services and housing, and persons with mental/physical health challenges leaving other institutions to do the same. Central Health, the local healthcare taxing agency, has identified Permanent Supportive Housing as a top 10 strategy for improving mental health in Travis County. Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one year goals. 91.315(e) Please see SP‐25 for information on projects the City of Austin plans to undertake to address the service needs of persons who are not homeless but have other special needs. For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one year goals. (91.220(2)) Please see SP‐25 for information on activities the City of Austin plans to undertake during the next year to address the housing and supportive needs of community members. City of Austin FY 2025-2029 Consolidated PLan175MA‐40 Barriers to Affordable Housing‐91.210(e) Negative Effects of Public Policies on Affordable Housing and Residential Investment An analysis of barriers to the development of affordable housing and residential investment was conducted for the regional Analysis of Impediments to Fair Housing Choice (AI). This review was based on guidance from HUD’s Fair Housing Planning Guide, Chapter 5, and focused on the types of regulations and policies in land development codes that are indicators of impediments. Building codes were reviewed to determine nationally recognized building codes that have been adopted, and the relationship of those codes to HUD-accepted codes (called “safe harbor” codes). This review found the following potential barriers to affordable development in Austin: 1. 2. 3. 4. 5. In multifamily districts, the required site area is based on the number of bedrooms in each dwelling unit. This may limit the production of family-friendly dwelling units with two or more bedrooms. Condominium residential is allowed in SF-5 and SF-6, but multifamily is not, prohibiting 3- and 4- unit buildings from these two zones. Compatibility regulations that establish the distance between single-family homes and tall buildings impact the amount and location of apartments in Austin. The code has no definition of manufactured, modular, or industrial housing. Clarification is needed in the code to establish where manufactured and modular homes are allowed. The code could be more flexible in accommodating emerging uses that facilitate affordable living environments, such as tiny home communities. Nonetheless, the code is very progressive in its definitions of family: dwelling unit occupancy limits range from three to six unrelated adults based on housing type, zone district, and date that use is established or building permit is issued. Ten (10) unrelated adults are allowed if the majority of them are 60 years of age or older, self- sufficient, and live as a single, nonprofit housekeeping unit. In December 2023, the City Council passed the HOME amendments which addressed several previously identified barriers to affordable housing: removing restrictions on occupancy limits, increasing the number of units allowed in single-family districts, and allowing the construction of tiny homes on single- family zoned parcels. While this policy only went into effect in February 2023, it does address several previously identified barriers to affordable development in Austin. AP-75 also contains a detailed discussion of additional actions the city is taking to ameliorate the negative effects of public policies like land use controls that serve as barriers to affordable housing. Community members report that one of the most significant barriers is the requirement by landlords for renters to demonstrate they earn three times the rent in monthly income. Many landlords reportedly do not count unearned income, such as child support or federal disability payments, toward this threshold, creating barriers for renters who rely on such income (often single mothers and persons with disabilities) to assist with their rent. City of Austin FY 2025-2029 Consolidated PLan176The most critical barriers noted in the AI were related to state regulations that prohibit local solutions that have been shown to be effective in other high-cost communities, such as inclusionary zoning and source of income protections. The following are some funding factors that impact affordable housing development in Austin: ● ● ● ● The State of Texas Low Income Housing Tax Credit (LIHTC) Program is one of the community’s largest affordable housing funding tools for non-profit and for-profit developers, creating reliance on a program with strong competition. Compared to its peer cities, Austin lacks sophisticated private lenders and philanthropic foundations that fund affordable housing. The City plans to continue to work with the lending community to educate and encourage funding of affordable housing. As the Housing Market Study highlights, land values in the City of Austin have rapidly appreciated particularly in the inner city, making geographic dispersion of affordable housing a challenge. Due to rising land and construction costs, more gap financing is required to make a project financially viable. In response to these barriers, the City has provided an update to the Analysis of Impediments to Fair Housing Choice as an attachment to this Consolidated Plan Attachment II F: Analysis of Impediments to Fair Housing Choice Progress Report. Some of the progress includes: ● The City of Austin recently provided $5 million to help fund Austin Community Foundation's Housing Accelerator Fund. ● 2018 affordable housing bonds provided the Housing Department with $100 million for land acquisition , which has resulted in more than 60 acres of vacant land (located in both High Opportunity and gentrifying areas) for future affordable housing. ● The Housing Department administers both $300 million in Project Connect Anti-Displacement funding and $350 million in 2022 affordable housing bonds. Both of these funding sources provide gap financing for affordable housing and funding for preservation and land acquisition. City of Austin FY 2025-2029 Consolidated PLan177MA-45 Non-Housing Community Development Assets – 91.215 (f) Economic Development Market Analysis Introduction Business Activity Business by Sector Number of Workers Number of Jobs Share of Workers % Share of Jobs % Jobs less workers % Accommodation and Food Services Administration & Support, Waste Management and Remediation Agriculture, Forestry, Fishing and Hunting Arts, Entertainment, and Recreation Construction Educational Services Finance and Insurance Health Care and Social Assistance Information Management of Companies and Enterprises Manufacturing Mining, Quarrying, and Oil and Gas Extraction Other Services (excluding Public Administration) Professional, Scientific, and Technical Services Public Administration Real Estate and Rental and Leasing Retail Trade Transportation and Warehousing Utilities Wholesale Trade Total 36,809 31,866 713 5,822 21,479 41,927 21,592 50,206 20,108 6,800 22,713 1,194 13,875 63,861 22,992 10,076 39,131 9,858 2,380 19,728 443,130 55,466 55,250 340 9,300 35,570 56,885 35,671 86,689 37,958 13,729 38,459 1,091 22,112 117,612 62,073 15,709 62,706 13,618 4,643 26,874 751,755 8% 7% 0% 1% 5% 9% 5% 11% 5% 2% 5% 0% 3% 14% 5% 2% 9% 2% 1% 4% 7% 7% 0% 1% 5% 8% 5% 12% 5% 2% 5% 0% 3% 16% 8% 2% 8% 2% 1% 4% -1% 0% 0% 0% 0% -2% 0% 0% 1% 0% 0% 0% 0% 1% 3% 0% 0% 0% 0% -1% Table 1 - Business Activity Alternate Data Source: 2021 Longitudinal Employer-Household Dynamics City of Austin FY 2025-2029 Consolidated PLan178Labor Force Total Population in the Civilian Labor Force Civilian Employed Population 16 years and over Unemployment Rate 621,332 621,332 3% Table 2 - Labor Force Data Source: U.S. Census Bureau. "Selected Economic Characteristics." American Community Survey, ACS 1-Year Estimates Data Profiles, Table DP03, 2022, https://data.census.gov/table/ACSDP1Y2022.DP03?t=Employment and Labor Force Status&g=160XX00US4805000. Accessed on March 28, 2024. Occupations by Sector Number of People Management, business and financial Service Sales and office Natural resources, construction, and maintenance occupations Production, transportation and material moving 349,949 73,563 113,356 29,589 35,952 Table 3 - Occupations by Sector Data Source: U.S. Census Bureau. "Selected Economic Characteristics." American Community Survey, ACS 1-Year Estimates Data Profiles, Table DP03, 2022, https://data.census.gov/table/ACSDP1Y2022.DP03?t=Employment and Labor Force Status&g=160XX00US4805000. Accessed on March 28, 2024. Travel Time Travel Time < 30 Minutes 30-59 Minutes 60 or More Minutes Total Education: Number 289,777 104,926 15,985 409,868 Table 4 - Travel Time Percentage 71% 25% 4% 100% Data Source: U.S. Census Bureau. "Commuting Characteristics by Sex." American Community Survey, ACS 1-Year Estimates Subject Tables, Table S0801, 2022, https://data.census.gov/table/ACSST1Y2022.S0801?t=Commuting&g=160XX00US4805000. Accessed on March 28, 2024. Educational Attainment by Employment Status (Population 25 to 64) Educational Attainment In Labor Force Employed Unemployed Less than high school graduate High school graduate (includes equivalency) Some college or Associate's degree 20,531 42,097 76,835 1,363 2,546 3,253 Not in Labor Force 11,125 15,773 19,321 City of Ausin FY 2025-2029 Consolidated PLan179Educational Attainment In Labor Force Employed Unemployed Bachelor's degree or higher 295,481 Table 5 - Educational Attainment by Employment Status Data Source: U.S. Census Bureau. "Employment Status." American Community Survey, ACS 1-Year Estimates Subject Tables, Table S2301, 2022, https://data.census.gov/table/ACSST1Y2022.S2301?t=Employment and Labor Force Status&g=160XX00US4805000. Accessed on March 28, 2024. 4,980 Not in Labor Force 35,257 Educational Attainment by Age Less than high school graduate High school graduate, GED, or alternative Some college or associate's degree Bachelor's degree or higher 18-24 yrs 9,564 26,169 45,378 24,656 Age 25+ 51,454 89,806 139,865 419,713 High school graduate or higher Bachelor's degree or higher 18–24 yrs 96,203 24,656 25-34 213,212 150,926 Age 35–44 yrs 159,817 105,433 45–64 yrs 181,590 110,899 65+ yrs 94,765 52,455 Table 6 - Educational Attainment by Age Data Source: U.S. Census Bureau. "Educational Attainment." American Community Survey, ACS 1-Year Estimates Subject Tables, Table S1501, 2022, https://data.census.gov/table/ACSST1Y2022.S1501?q=educational attainment&g=160XX00US4805000. Accessed on March 28, 2024. Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Less than high school graduate High school graduate (includes equivalency) Some college or Associate's degree Bachelor's degree Graduate or professional degree Median Earnings in the Past 12 Months 30,251 34,647 48,092 76,140 89,714 Table 7 – Median Earnings in the Past 12 Months Data Source: U.S. Census Bureau. "Educational Attainment." American Community Survey, ACS 1-Year Estimates Subject Tables, Table S1501, 2022, https://data.census.gov/table/ACSST1Y2022.S1501?q=educational attainment&g=160XX00US4805000. Accessed on March 28, 2024 Based on the Business Activity table above, what are the major employment sectors within your jurisdiction? City of Austin FY 2025-2029 Consolidated PLan180The five largest employment sectors, in descending order of total employment (and reflected in total jobs), are as follows: 1. Professional, Scien�fic, and Technical Services 2. Health Care and Social Assistance 3. Educa�onal Services 4. Retail Trade 5. Accommoda�on and Food Services These are somewhat misleading from an economic development perspective as they are heavily skewed by the location of public services tied to the State of Texas and the University of Texas in Austin. State employment consumes a large portion of the top three employment categories. Industries related to computer hardware, software, and semiconductor design, development, and sales are also major employers, and likely contribute heavily to the largest employment category of professional, scientific, and technical services. Describe the workforce and infrastructure needs of the business community: Primary workforce needs are related to core private sector industries in computer, semiconductor, and software development, as well as core skilled trades like skilled construction and nursing/medical professions. Major infrastructure needs include planned transportation projects around the reconstruction of I-35, construction of a new light rail system, expansion of the municipal airport, and reconstruction and expansion of the City Convention Center. Long-term infrastructure needs include improved electric and water utility resilience and sustainability in the face of growing demands and increasing climate-related disruptions. How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction? Basic indicators suggest a highly educated workforce well-suited to Austin’s economic strengths in advanced technologies and education services. However, local needs for skilled construction and medical services retain significant gaps that suggest a need for proactive apprenticeship and skills development. Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan. The City of Austin is supporting a major initiative with regional workforce development agencies to investment additional funding for skilled trades related to infrastructure, to help meet the skills and jobs gaps for ongoing infrastructure projects. Additional programs have been developed to support workforce training for key local large employers in semiconductor and electric vehicle manufacturing. City of Austin FY 2025-2029 Consolidated PLan181Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? Yes. If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth. Major economic development initiatives include the following: • • • Infrastructure Academy: Effort to reserve substan�al funding from CIP ini�a�ves to support skilled trades training and appren�ceships Chapter 380 Revision: Revising and upda�ng our primary economic tax incen�ve program to support more effec�ve u�liza�on by target industries and implement programs around affordable commercial real estate Target Industry Iden�fica�on: Review and upda�ng of City of Aus�n target industries, to priori�ze for programming and engagement • Major investments in Music and Cultural Arts Sectors: Con�nued support for local crea�ve sector businesses, nonprofits, and workers, including use of Hotel Occupancy Tax funds, and regulatory and financial incen�ves. Comprehensive District Framework: Development of a framework and process for suppor�ng economic and cultural districts to self-organize and provide more holis�c “main street” type services • 164City of Austin FY 2025-2029 Consolidated PLan182MA‐50 Needs and Market Analysis Discussion Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration") Multiple housing problems are often concentrated where protected classes reside. below shows the percentage households in each census tract that experience more than one housing problem including: • • • Overcrowding (more than one person per room) • Cost burden greater than 30% Lack of complete plumbing facilities Lack‐of complete kitchen facilities Map 1: Households with Housing Problems Data Source: 2016‐2020 CHAS, Table 1 City of Austin FY 2025-2029 Consolidated PLan183The darkest purple areas indicate census tracts where 60 to 100 percent of households experience more than one housing problem. According to the CHAS dataset, the census tracts with the most households facing one or more housing issues are: • • • • • Census Tract 22.20 in Northeast Austin (Daffan Park) Census Tract 24.12, Census Tract 24.19 in Southeast Austin (Dove Springs) Census Tract 23.24 just southeast of Ladybird Lake (Riverside) Census Tract 433, in Central Northeast Austin (St. Johns) Census Tract 407, in North Austin (Rundberg) Census Tracts 6.01, 6.05, 6.06, 6.07, 6.08, just west of the University of Texas (West Campus) Census Tract 323, just west of MoPac (Far West) • • The highest concentration of housing problems are in areas with majority Hispanic/Latino populations, and an over representation of Black residents. Census Tract 22.20 has a Black population greater than 20%, Census Tract 24.12 and 24.19 have Hispanic/Latino populations between of 60‐85%, Census Tract 23.24 has a Hispanic/Latino population of 58% and Census Tract 433 has a Hispanic population of 67%. Census Tracts 6.01, 6.05, 6.06, 6.07, 6.08, and 323 are largely populated by students. It's important to acknowledge that data for these tracts might show some distortion because a considerable number of college and graduate students are officially classified as living in poverty or encountering financial challenges, despite potentially having access to other resources and opportunities. City of Austin FY 2025-2029 Consolidated PLan184Are there any areas in the jurisdiction where racial or ethnic minorities or low‐income families are concentrated? (include a definition of "concentration") The City of Austin contains census tracts where specific racial or ethnic groups dominate or are concentrated. In Austin, the predominant groups are Hispanic/Latino and Non‐Hispanic White. Map 2 delineates areas where either Hispanic/Latino or Non‐Hispanic White populations constitute over 50% of the residents. Asian and Black populations each represent roughly 7% of Austin's total population. Areas where these groups exceed 20% are highlighted in Map 2 because they contain more than double the citywide percentage. This delineation aids in identifying concentrations of these populations and provides insights into potential impacts on protected classes. Map 2: Concentrated Racial or Ethnic Group Data Source: 2022 ACS 5‐year Estimates City of Austin FY 2025-2029 Consolidated PLan185Racially or Ethnically Concentrated Area of Poverty (R/ECAP) HUD defines a Racially or Ethnically Concentrated Area of Poverty (R/ECAP) as a census tract where the Non‐Hispanic White population is below 50% and the poverty rate exceeds either 40% or three times the metropolitan average, whichever is lower. Using 2022 5‐year census data there are 9 R/ECAPs that fall within the City of Austin boundary. There were 7 census tracts that met the definition above but were removed due to unique circumstances such as the University of Texas and surrounding student housing, the state prison and a state supported living center. The R/ECAPs are primarily situated east of I‐35 and north of Highway 183. Map 3: Racially or Ethnically Concentrated Areas of Poverty (R/ECAP) 2022 Data Source: 2022 ACS 5‐year Estimates City of Austin FY 2025-2029 Consolidated PLan186One observation regarding the R/ECAPs is their distribution over time. Map 4 illustrates the 2022 R/ECAPs compared to those identified in 2012. In 2012, there were 12 R/ECAPs identified using the same definition above. Though this only amounts to three additional census tracts, the geography of the census tracts were much larger and made up a good portion of far East Austin. When comparing the 2012 and 2022 data, it is evident that the percentage of non‐Hispanic White populations has increased, and poverty rates have decreased in several tracts previously identified as R/ECAPs in 2012. The exact cause of this shift is not determinable, but various indicators suggest rising housing costs may lead to the displacement of vulnerable residents. Map 4: R/ECAP 2012 and 2022 Data Source: 2012 and 2022 ACS 5‐year Estimates City of Austin FY 2025-2029 Consolidated PLan187The following map 5 overlays the 2022 RECAPS and the 2012 RECAP on the Displacement Risk Maps maintained by the City of Austin. To determine displacement risk, researchers at the University of Texas conducted a three‐part analysis: the presence of vulnerable populations, residential market appreciation, and demographic change. To determine vulnerable populations, the authors used indicators to identify residents who, according to academic research, are least able to absorb housing costs, which includes communities of color, low‐income households, heads of households without a bachelor's degree or higher, families with children in poverty, and renters. The City of Austin’s Displacement Risk Index defines four categories of displacement risk: Active, Vulnerable, Chronic, and Historic. Active and Vulnerable areas have the highest displacement risk, with Chronic and Historic represent areas that have already undergone significant displacement and neighborhood change. Map 5: RECAPs and Displacement Risk Data Source: 2012 and 2022 ACS 5‐year Estimates City of Austin FY 2025-2029 Consolidated PLan188Racially or Ethnically Concentrated Area of Affluence (RECAA) HUD officially recognizes RECAPs as a key focus in policy, as outlined in the 2015 rule addressing local governments' responsibilities to Affirmatively Further Fair Housing. Academics Goetz, Damiano, and Williams advocate for equal attention to affluent White neighborhoods, termed Racially (or Ethnically) Concentrated Areas of Affluence (RECAAs). They argue that policy focus should extend to RECAAs, citing the historical and current public policies that have fostered these pockets of privilege and the ways in which they have been subsidized. For this analysis, RECAAs are defined as tracts with over 70% non‐Hispanic White population and median household incomes (MHI) exceeding $129,988, or twice the national MHI average. Using 2022 5‐year census tract data, Austin has 16 such RECAAs, all located west of I‐35, and many spilling over into the suburbs west of Austin. Map 6: Racially Concentrated Areas of Affluence (RCAA) Data Source: 2022 ACS 5‐year Estimates City of Austin FY 2025-2029 Consolidated PLan189What are the characteristics of the market in these areas/neighborhoods? There are 9 RECAPs and 16 RECAAs within the full purpose jurisdiction of the City of Austin. 12 Tables 8 and 9 indicate the 2022 market characteristics for RECAP and RECAAs in Austin. Below are key points comparing these market characteristics: • • The poverty rate in RECAAs is 8 times lower than the median poverty rate in RECAPs. • Median household income in RECAAs is nearly 4 times higher than in RECAPs. • Despite the significantly higher income in RECAAs, the median contract rent is only 1.88 times higher, indicating a substantial cost burden on residents in RECAPs. Residents in RECAPs are 5.75 times more likely to be renters compared to those in RECAAs. • Homeownership rates are 7 times higher in RECAAs than in RECAPs, with median home values in RECAPs being approximately 4 times lower than those in RECAAs. This comparison illustrates the considerable disparities in socioeconomic indicators and housing market characteristics between the census tracts represented in RECAPs and RECAAs, with RECAAs generally indicating higher values across various metrics. 2022 RECAP Census Tracts Census Tract 8.02 Census Tract 8.04 Census Tract 23.25 Census Tract 23.27 Census Tract 24.13 Census Tract 401 Census Tract 403 Census Tract 407 Census Tract 449 Median Percent Poverty Median Househol d Income Median Value (Dollars) Median Contract Rent Total House holds Percent Owner Occupied Percent Renter Occupied Percent Occupied Percent Vacant 36% $69,904 $639,800 $324 1586 33% $64,554 $530,500 $1,053 1181 31% $65,179 $278,300 $1,057 1571 50% $25,900 $135,800 $1,012 2317 33% $45,733 $225,000 $1,281 1157 34% $43,438 $317,200 $1,052 1954 32% $44,853 $261,000 $1,014 2491 51% $29,253 $298,700 $1,005 3374 31% 33% $65,290 $258,800 $1,248 3755 $ 45,733 $278,300 $ 1,052 1954 37% 44% 52% 9% 25% 31% 28% 19% 75% 31% 63% 56% 48% 91% 75% 69% 72% 81% 25% 69% 92% 91% 91% 91% 96% 94% 96% 88% 99% 92% 8% 9% 9% 9% 4% 6% 4% 12% 1% 8% Table 1 ‐ RECAP Market Characteristics Data Source: 2022 ACS 5‐Year Estimates 12 This tally excludes census tracts where there is City of Austin land, but no housing units appear to exist within the full purpose jurisdiction. City of Austin FY 2025-2029 Consolidated PLan1902022 RECAA Census Tracts Census Tract 1.02 Census Tract 11.02 Census Tract 16.03 Census Tract 16.04 Census Tract 19.10 Census Tract 19.12 Census Tract 19.13 Census Tract 19.17 Census Tract 19.19 Census Tract 19.21 Census Tract 109.12 Census Tract 300 Census Tract 307 Census Tract 322 Census Tract 339 Census Tract 368 Median 5% 5% 4% 2% 3% 6% 4% 6% 5% 4% 4% 1% 7% 2% 1% 3% 4% Percent Poverty Median Household Income Median Value (Dollars) Median Contract Rent Total Households Percent Owner Occupied Percent Renter Occupied Percent Occupied Percent Vacant $211,042 $967,400 $2754 1559 100% $224,688 $1,158,800 $1286 1122 $167,866 - $2921 2695 $194,500 $1,279,400 $1690 1946 $233,875 $1,390,000 $1804 1867 $150,363 $1,088,100 $1829 2038 $192,569 $1,472,700 $1931 1738 $250,000 $1,382,100 $3380 1834 $240,368 $1,420,900 $2924 1306 $231,500 $1,425,700 $1984 1812 $154,560 $632,100 - 2701 $155,608 $887,700 $1664 2200 $157,500 $803,300 $3501 1849 $187,500 $802,300 $1622 934 $165,434 $736,800 $2125 2278 $175,577 $568,600 $2750 1414 $ 190,035 $1,088,100 $1,984 1,842 96% 48% 84% 88% 54% 66% 94% 89% 89% 82% 94% 70% 92% 88% 89% 97% 88% 4% 52% 16% 12% 46% 34% 6% 11% 11% 18% 6% 30% 8% 12% 11% 3% 12% Table 9 – RECAA Market Characteristics Data Source: 2022 ACS 5‐Year Estimates 87% 88% 87% 90% 90% 92% 95% 97% 91% 97% 87% 96% 96% 89% 99% 92% 13% 12% 13% 10% 10% 8% 5% 0% 3% 9% 3% 13% 4% 4% 11% 1% 8% City of Austin FY 2025-2029 Consolidated PLan191Are there any community assets in these areas/neighborhoods? There are generally far fewer individual community assets in the RECAAs than in the RECAPs. The average community asset count in a RECAA is 2. There are two RECAAs with zero community assets, three with 1 asset, and three with 2 assets. The average community asset count in a RECAP is 5. RECAAs in Austin have significantly fewer supermarkets, schools, community gardens, park recreation centers, current affordable housing developments, and future affordable housing developments. This analysis primarily focused on public amenities, but it could be that areas of affluence have more private amenities such as private schools and recreation facilities. While adding affordable housing to areas of concentrated affluence is critical to affirmatively further fair housing, it is equally important to ensure that there are accessible community amenities nearby. 2022 RECAP Census Tracts Census Tract 8.04 Census Tract 8.02 Census Tract 23.25 Census Tract 23.27 Census Tract 24.13 Census Tract 401 Census Tract 403 Census Tract 407 Census Tract 449 Total Average 2 2 3 2 4 2 Daycare Super market Public School Public Recreatio n Center Library Affordable Housing Development s (Existing) Affordable Housing Development s (Planned) Parks Parkland (Acres) 2 1 1 2 1 2 1 3 2 4 2 1 2 1 1 1 1 15 11 7 1 1 2 4 1 1 3 1 1 1 5 6 2 4 1 3 2 1 1 266 18 87 10 50 5 5 9 3 15 1.5 12 1.2 9 0.9 5 0.5 2 0.2 37 3.7 12 1.2 25 2.5 454 45.4 Table 10 – RECAP Community Assets Data Source: 2022 ACS 5‐Year Estimates City of Austin FY 2025-2029 Consolidated PLan192Daycare Super market Public School Public Recreation Center Library Affordable Housing Development s (Existing) Affordable Housing Developments (Planned) Parks Parkland (Acres) 1 1 1 3 1 2 1 2022 RECAA Census Tracts Census Tract 1.02 Census Tract 11.02 Census Tract 16.03 Census Tract 16.04 Census Tract 19.10 Census Tract 19.12 Census Tract 19.13 Census Tract 19.17 Census Tract 19.19 Census Tract 19.21 Census Tract 109.12 Census Tract 300 Census Tract 307 Census Tract 322 Census Tract 339 Census Tract 368 Total Average 3 5 2 2 3 1 4 1 4 1 1 2 1 1 1 1 2 2 1 7 0.4 2 5 5 3 4 1 3 1 5 1 1 1 7 12 29 33 111 210 645 0 200 3 90 271 1611 126.6 25 1.6 6 0.4 1 0.1 1 0.1 1 0.1 7 0.4 32 5.3 Table 11 – RECAA Community Assets Data Source: 2022 ACS 5‐Year Estimates City of Austin FY 2025-2029 Consolidated PLan193Are there other strategic opportunities in any of these areas? Increasing income‐restricted housing that is deeply affordable in RECAA tracts while increasing other publicly accessible community assets in these areas could significantly further fair housing in Austin. Analysis of Austin’s RECAAs and RECAPs affirms that there is stark racial and economic segregation between the city’s west and east. Affordability is key to alleviating Austin’s segregated housing options. Segregation aside, the top housing problem is Austin is cost burden for very and extremely low‐income renter households. Providing more housing options for households earning 0‐30% HAMFI is critical, and it is also important to increase housing options for households earning above 100% HAMFI to reduce downward pressure on the market from upper income households competing for units that are more affordable. City of Austin FY 2025-2029 Consolidated PLan194MA-60 Broadband Needs of Housing Occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2) Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods. Since the 1990’s, the Austin/Travis County area in Texas has been commonly nicknamed “Silicon Hills,” a fast-growing tech hub at the top of lists for business and employment growth. Compared to national and state percentages, Travis County has higher internet subscription and computer ownership rates (REF ACS S2801 5YR 2022). However, even in our well-connected area, not everyone is able to fully participate in the digital world to access the essential services and resources they need. When looking at different demographics and geographies across Travis County, there are large gaps between those that do and do not have internet access. The map of Travis County to the right1 shows the percent of households without an internet subscription with darker blues representing higher percentages of the population that do not have a subscription. The portions of the community that do not have an internet connection tend to be on the east side of I-35 and the outlying, more rural areas. There are an estimated 39,820 Travis County households without internet subscriptions. According to the American Community Survey (data shown below), lower-income households are less likely to have internet subscriptions in Travis County. Among households earning less than $10,000 annually, 20.6% do not have an internet subscription. Among households earning more than $75,000 annually, 3.3% do not have an internet subscription. 1 Source: U.S. Census Bureau's American Community Survey (ACS) 2018-2022 5-year estimates, Table(s) B28004. City of Austin 25-2029 Consolidated Plan a195Percent of Travis County households without internet subscriptions, by income2 Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction. Competition is a key driver of affordability and affordability is one of the primary barriers to internet connectivity in Travis County. Travis County and the City of Austin recently hosted focus groups to learn about challenges the community is having in connecting to the internet (results shown to the right), and Affordability was the primary cause given. Enhancing competition among internet service providers could help in providing more affordable internet plan options. 2 Source: U.S. Census Bureau's American Community Survey (ACS) 2022 5-year estimates, Table(s) B28004 City of Austin FY 2025-2029 Consolidated PLan196MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) Describe the jurisdiction’s increased natural hazard risks associated with climate change. Summary of climate projections: in Austin should continue to expect hotter summers with more frequent heatwaves and fewer but longer cold spells. Austin is also projected to experience fewer calm days, and more wet days as well as windy days are to be expected. HEAT: Average, minimum, and maximum daily temperatures, and heat waves are projected to rise. Summers are expected to be hotter. Historically, temperatures above 110°F were rare, but such temperatures are expected to become more frequent in the future. Also, fewer nights with temperatures below 32°F are projected. The number of frost days per year is also expected to decrease. COLD: Fewer cold spells are expected, but they are projected to last longer when they do occur. Austin’s cold spells are expected to decrease – however, when they do occur, it is projected to last longer. That is, increase from one day in the past to three days. Overall, the number of cold spells per year are expected to decrease from 0–2 at present to even rarer by the end of the century. Additionally, the number of consecutive cold, dry days and cold, wet days considered “extreme” are projected to decrease from 0–2 per year at present to 0 by the end of the century. The exception being, when the cold spell does occur, a longer duration is projected. PRECIPITATION: Because of the uncertainty and nature of rainfall across Austin, it is recommended that precipitation projections for Austin be interpreted based off the projections for the larger region and the state, which indicate a general increase in the rainfall and the extremes. The statewide historical climate trend indicates increasing rainfall for eastern Texas and no trend or some reduction for the western part of the state. Historically extreme precipitation has increased by 7% from 1960- 2020 and is expected to increase by 6-10% in the future relative to 1950-1999 and 2%-3% relative to 2001-2020. Key climate hazards emerge as the most critical for both short- and long-term planning efforts: (1) Extreme Heat, (2) Drought, (3) Flooding, (4) Wildfire, (5) winter storms, (6) wind/tornados. Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods. A changing climate can negatively impact where and how we live, work, play, and learn. Climate hazards do not impact everyone equally, but disproportionally affect Austin’s most vulnerable communities. Typically residing in the northeast, east and southeast portions of Austin, these Consolidated Plan City of Austin FY 2025-2029 Consolidated PLan197communities are already stressed by limited resources, growth pressures, and higher rates of chronic disease. Acute weather events will exacerbate existing stressors, making communities more sensitive to future climate impacts. Low-income communities and communities of color are disproportionately burdened. Here are just a few examples of climate change impacts: Floodplain Maps: The City of Austin, Travis County and other Central Texas communities have updated floodplain maps in the region based on the Atlas 14 study. Current floodplain maps show where flooding is likely to occur with 10.2 inches of rainfall in 24 hours. The updated maps reflect flooding from almost 13 inches of rain in some areas. This will impact housing in low-income communities in several ways. First, property values are lower inside floodplains than outside floodplains; second, many floodplain areas have been developed for multi-family housings, mobile homes, and single family housings in very low-income neighborhoods between 1990 and 2000; third, low-income people are more likely to live in floodplains, compared to higher-income people and the number has grown in floodplains; fourth, people with the lower income are more likely to live in the areas including more floodplain. The more serious exposure and the increase of low-income people in the floodplains could give a rationale for policy intervention in floodplain management and regulation. Heat Mapping: Factors like systemic racism and legacies of disinvestment in communities of color have exacerbated inequities and resulted in disparate health, economic, environmental, and social outcomes for our city. When combined with persistently rising housing costs, increasing cost burden, and the impacts of climate change, many Austin families have limited access to resources to help them prepare for, respond to, and “bounce back” from climate extremes, like heat. Both Satellite data and ground-level sensors show us that areas of the city with the highest social vulnerability also experience the highest heat impacts, feel hotter, and have the poorest air quality. Yet, these are also areas of the city where people have less access to or cannot afford air conditioning, are dependent on public transportation, and have outdoor jobs. City departments and partnering agencies collaborated to create Austin’s first Heat Resilience Playbook to emphasizes strategic actions the City and partners are taking to support community preparedness, prioritize cooling investments in high-heat neighborhoods, and ensure our infrastructure is resilient. Housing Stress: Since the late 1990s, Austin has seen a dramatic rise in housing costs, shifting the city from among the most affordable in the country to one where a growing share of residents can no longer afford to live. As in many cities around the county, there has been an inversion of previous demographic trends, as affluent residents increasingly move into central neighborhoods and low-income residents are pushed to the outskirts or out of the city altogether. The impacts of Austin’s rising housing costs have been particularly dramatic in the city’s “Eastern Crescent,” where historically low housing costs, produced in part through the City of Austin FY 2025-2029 Consolidated PLan198city’s history of publicly-supported racial and ethnic segregation, now combine with broader social and economic trends to make these neighborhoods more desirable to higher-income households. Over the past two decades, numerous city and citizen task forces have formed to study and address the impacts of these changes on Austin’s communities of color and vulnerable households. The City of Austin has produced the Austin Climate Equity Plan which is provided as an attachment to this Consolidated Plan at Attachment II G: Austin Climate Equity Plan Summary. City of Austin FY 2025-2029 Consolidated PLan199Strategic Plan SP‐05 Overview Strategic Plan Overview Austin's strategic plan is based on the City’s assessment of community needs as identified in this Consolidated Plan, and in related plans and policy documents. Successful implementation depends upon the ability to leverage funds identified in the Consolidated Plan, or to combine funding sources to meet the identified needs. To the greatest extent possible, targeted funds will be utilized for their intended purpose, while discretionary resources will be used to address other needs. For instance, while the development of affordable housing is a critical issue for Austin, not all Consolidated Plan funds will be used for the creation or preservation of affordable housing. The Housing Department has dedicated significant local resources, such as General Obligation bonds, to the creation and preservation of affordable housing. City of Austin FY 2025-2029 Consolidated PLan200Throughout the City of Austin Other Citywide SP‐10 Geographic Priorities – 91.215 (a)(1) Geographic Area Area Name: 1 Area Type: Other Target Area Description: Revital Type: Other Revital Description: Identify the neighborhood boundaries for this target area. Include specific housing and commercial characteristics of this target area. How did your consultation and community member participation process help you to identify this neighborhood as a target area? Identify the needs in this target area. What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area? Table 52 ‐ Geographic Priority Areas N/A N/A N/A N/A N/A N/A General Allocation Priorities Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA) The City of Austin encourages production and preservation of affordable housing throughout the City to maximize choice for low‐income households. The Housing Department promotes the development of project locations that afford low‐income households the greatest access to opportunities such as jobs, quality education, parks and open space, and services. The Housing Department encourages housing developments that support community development designed to improve the quality of life in low‐income communities, and developments in locations where revitalization trends are leading to the displacement of low‐income households. The goal is to enable Austinites to stay in their neighborhoods. Access to transit is also an urgent priority, as transportation costs are second only to housing costs for a majority of low‐income households, and many low‐income households do not own a car. The City of Austin offers a range of development incentives, including density bonus programs which provide modifications and waivers to site development regulations in exchange for providing affordable housing. The majority of these policies apply to specific geographic areas throughout the City, including high opportunity areas which refer to neighborhoods with access to amenities or community attributes City of Austin FY 2025-2029 Consolidated PLan201that can increase economic mobility for their residents. City of Austin FY 2025-2029 Consolidated PLan202SP‐25 Priority Needs ‐ 91.215(a)(2) Priority Needs 1 Priority Need Name Homeless Assistance Priority Level High Population Extremely Low‐Income Low‐Income Chronic Homelessness Individuals Chronic Substance Abuse Families with Children Veterans Victims of Domestic Violence Unaccompanied Youth Persons with HIV/AIDS Citywide Geographic Areas Affected Associated Goals Homeless Assistance Description Basis for Relative Priority Homeless Assistance provides services to the City's most vulnerable populations, including persons experiencing homelessness, persons living with HIV/AIDS, victims of domestic violence, persons experiencing mental illness, unaccompanied youth, persons with chronic substance abuse, and veterans. Persons experiencing homelessness are Austin’s most vulnerable populations and therefore are a high priority for the Consolidated Plan. This decision was made based on feedback from the public engagement process, including stakeholder meetings comprised of homeless needs providers, public hearings, and the Consolidated Plan survey. Priority Need Name Special Needs Assistance 2 Priority Level High Population Extremely Low‐Income Low‐Income Moderate‐Income Elderly Individuals with HIV/AIDS Families with Children At‐Risk Youth Citywide Geographic Areas Affected City of Austin FY 2025-2029 Consolidated PLan203Associated Goals Special Needs Assistance Description Basis for Relative Priority Special Needs activities will assist low‐ to moderate‐income Austinites by providing housing and support services for individuals with HIV/AIDS, mental health services for at‐risk youth, childcare services, and services for seniors. Persons with special needs are among Austin’s most vulnerable populations and therefore are a high priority for the Consolidated Plan. This decision was made based on feedback from the public process, including stakeholder meetings comprised of special needs providers, public hearings, and a Consolidated Plan survey. 3 Priority Need Name Renter Assistance Priority Level High Population Extremely Low‐Income Low‐Income Families with Children Victims of Domestic Violence Unaccompanied Youth Persons with Mental Disabilities Persons with Physical Disabilities Citywide Geographic Areas Affected Associated Goals Renter Assistance Description Renter Assistance activities will provide assistance that can make rent more affordable, tenants’ rights services, and financial assistance for necessary rehabilitation to make homes accessible. Basis for Relative Priority Market rate rents have only recently started to decline, according to the latest inflation figures. Austin is experiencing some downward trend in rents, however, many lower-income families report that their rents remain unchanged or are even rising. The Market Analysis found that the most cost burdened residents are low-income renters who earn below 50% Median Family Income. The goal of this priority is to prevent displacement and homelessness. These programs are mainly funded locally, but in the event of a national emergency, we may rely on federal funds. 4 Priority Need Name Homebuyer Assistance Priority Level High Population Low‐income Moderate‐income Geographic Areas Affected Citywide Associated Goals Homebuyer Assistance City of Austin FY 2025-2029 Consolidated PLan204Description Basis for Relative Priority Homebuyer Assistance provides counseling to renters aspiring to become homebuyers and existing homebuyers to help them stay in their homes. This category includes the Down Payment Assistance Program, which offers loans to qualifying low‐ and moderate‐income homebuyers to help them buy their first home. Betwen 2012 and 2022, home values in Austin increased by 108%, putting homeownership out of reach for many Austinites. Homeownership is a proven solution to preventing displacement, building wealth, and promoting stability. Without supportive services, homeownership would be unattainable for many Austin residents. Homeowner Assistance 5 Priority Need Name Priority Level High Population Extremely Low‐income Low‐income Moderate‐income Families with Children Elderly Geographic Areas Affected Citywide Associated Goals Homeowner Assistance Description Basis for Relative Priority Homeowner Assistance provides services for low‐ and moderate‐ income individuals who own their homes, but need assistance to make them safe, functional, and/or accessible. Preserving the safety and livability of the housing of low‐income homeowners, allowing owners to stay in their homes, improving the City’s aging housing stock, and repairing the lives of existing homeowners were highlighted by stakeholders and community members as high priority needs. Homeowner assistance is a high priority in the Consolidated Plan. 6 Priority Need Name Housing Development Assistance Priority Level High Population Extremely Low‐income Low‐income Moderate‐income Chronic Homelessness Citywide Geographic Areas Affected Associated Goals Housing Development Assistance Description Housing Development Assistance includes Housing Department programs that offer assistance to nonprofit and for‐profit City of Austin FY 2025-2029 Consolidated PLan205Basis for Relative Priority developers to build affordable housing for low‐ and moderate‐income households. Rising construction and labor costs have made housing development difficult, especially in high-cost areas like Austin. The Housing Development Assistance (HDA) program leverages private funds to create deeply affordable housing. Public input and the Housing Market Analysis emphasize the need for affordable housing for low- to moderate-income renters and special needs populations. Table 53 – Priority Needs Summary 7 Priority Need Name Other Community Development Assistance Priority Level High Population Geographic Areas Affected Citywide Extremely Low‐Income Low‐Income Moderate Income Non‐Housing Community Development Associated Goals Description Infrastructure Development Small Business Assistance CHDO Operating Expense Grants Investing in low- and moderate-income communities and community based organizations to provide better services and stronger infrastructure. Basis for Relative Priority The 2024 Consolidated Plan Community Needs survey indicated investing in infrastructure, particularly in low- and moderate-income (LMI) neighborhoods, is a top priority for many Austinites. Infrastructure provides opportunity for growth, development, and community activation to prevent displacement. City of Austin FY 2025-2029 Consolidated PLan206Narrative (Optional) The federal programs that comprise the City of Austin’s FY 2019‐24 community development and housing portfolio offers an array of affordable housing and public services through seven priority categories which serve very low‐, low‐, and moderate‐income households‐ all of which meet the definition of addressing obstacles to meet underserved needs. These programs are: ● Homeless Assistance ● Special Needs Assistance ● Renter Assistance ● Homebuyer Assistance ● Homeowner Assistance ● Housing Development Assistance ● Infrastructure Development ● Other Community Development Assistance City of Austin FY 2025-2029 Consolidated PLan207SP‐30 Influence of Market Conditions – 91.215 (b) Influence of Market Conditions Affordable Housing Type Tenant Based Rental Assistance (TBRA) Market Characteristics that will influence the use of funds available for housing type The Market Analysis demonstrated that the number of renters significantly exceeds the number of affordable units at the 0-30 percent and 0-50 percent of AMI levels. Historically low rental vacancy rates, and household incomes which are not keeping up with rising rents, high demand for Section 8 vouchers and little increase in federal funding to address demand, a gap of approximately 36,000 affordable rental units to meet need for renters earning less than $25,000/year. TBRA for Non‐ Homeless Special Needs The Market Analysis demonstrated that the number of renters significantly exceeds the number of affordable units at the 0-30 percent and 0-50 percent of AMI levels. Historically low rental vacancy rates, and household incomes which are not keeping up with rising rents, high demand for Section 8 vouchers and no increase in federal funding to address demand, a gap of approximately 36,000 affordable rental units to meet need for renters earning less than $25,000/year. New Unit Production Rehabilitation The Market Analysis demonstrated that the number of renters significantly exceeds the number of affordable units at the 0-30 percent and 0-50 percent of AMI levels. A significant decline in the proportion of affordable rental units for households earning less than $25,000 per year (5% of all rentals now versus 10% in 2012), continued rapid population growth and demand for housing in Austin, continued rapid housing absorption rates. In the City’s historically low‐income areas, increasing property taxes and other costs associated with homeownership have negatively affected vulnerable owners, those with stagnant incomes who are low‐income, the elderly and those with special needs. The tight lending market makes home improvement financing particularly difficult for these households and drives the need for owner occupied home rehabilitation programs. Disparities continue to exist for households of color in accessing mortgage‐backed home improvement loans. City of Austin FY 2025-2029 Consolidated PLan208Acquisition, including preservation The Market Analysis indicated rapidly rising land values, rents and homeownership costs. Coordination around capital improvement projects may put additional pressure on the retention of affordable housing opportunities. Table 54 – Influence of Market Conditions City of Austin FY 2025-2029 Consolidated PLan209SP‐35 Anticipated Resources ‐ 91.215(a)(4), 91.220(c)(1,2) Introduction In addition to HUD funding, the City of Austin allocates revenue to the Housing Department for affordable housing and community development activities. HUD's guidance regarding the inclusion of non‐federal funding sources in the Consolidated Plan is that non‐federal sources are to be included if they are reasonably expected to be made available to address the needs outlined in the plan. The FY 2024‐25 City of Austin budget is expected to be approved by City Council in August 2024. See Exhibit 1 in ES‐05, Executive Summary for a visual depiction of the federal and local allocation process. This plan is not intended to confer any legal rights or entitlements on any persons, groups, or entities, including those named as intended recipients of funds or as program beneficiaries. The terms of this plan are subject to amendment, and to the effects of applicable laws, regulations, and ordinances. Statements of numerical goals or outcomes are for the purpose of measuring the success of programs and policies, and do not impose a legal obligation on the City to achieve the intended results. Actual funding of particular programs and projects identified in this plan are subject to completion of various further actions, some of which involve discretionary determinations by the City or others. These include HUD approval of this plan; appropriations by the United States Congress and Austin City Council; reviews and determinations under environmental and related laws; and results of bidding and contracting processes. Program Uses of Funds Expected Amount Available Year 1 Narrative Description Annual Allocation $ Program Income $ Prior Year Resources $ Total $ Expected Amount Available Remainder of ConPlan $ HOME Federal Acquisition $3,073,266 $800,000 $0 $3,873,266 $13,543,064 Anticipated Resources Source of Funds Homebuyer Assistance The three objectives of the HOME Program are: Expand the supply of decent, safe, sanitary, and affordable housing to very low and low‐ City of Austin FY 2025-2029 Consolidated PLan210Homeowner Rehabilitation Multifamily Rental New Construction Multifamily Rental Rehabilitaiton New Construction for Ownership Tenant Based Rental Assistance (TBRA) Administration and Planning Housing Economic Development Housing Public Improvement Public Services Permanent Housing Placement Hotel/Motel CDBG Federal Acquisition $7,223,591 $95,000 $0 $7,318,591 $29,274,364 HOPWA Federal $2,762,259 0 0 $11,049,036 income individuals; Mobilize and strengthen the ability of state and local governments to provide decent, safe, sanitary, and affordable housing to very low‐ and low‐income individuals; Leverage private sector participation and expand the capacity of nonprofit housing providers. The primary objective of CDBG is the development of viable communities by: providing decent housing; providing a suitable living environment; expanding economic opportunities. Any activity funded with CDBG must meet one of three national objectives: benefit low‐ and moderate‐income persons; aid in the prevention of slums or blight; meet a particular urgent need. The Housing Opportunity for Persons with AIDS (HOPWA) Program was established by the U.S. Department of Housing and Urban City of Austin FY 2025-2029 Consolidated PLan211ESG $647,073 0 0 $647,073 $2,588,292 Short Term or Transitional Housing Facilities Federal Overnight Shelter Short Term Rent, Mortgage, Utility Assistance (STRMU) Supportive Services Tenant Based Rental Assistance (TBRA) Permanent Housing in Facilities Rapid Rehousing (with Rental Assistance) Financial Assistance Rental Assistance Essential Services, including Street Outreach Table 55- Anticipated Resources Development (HUD) to address the specific needs of low‐ income persons living with HIV/AIDS and their families. HOPWA makes grants to local communities, states, and nonprofit organizations. HOPWA funds provide housing assistance and related supportive services in partnership with communities and neighborhood. Emergency Solutions Grants (ESG) program is designed to be the first step in a continuum of assistance to help clients quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. City of Austin FY 2025-2029 Consolidated PLan212Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City of Austin will satisfy its matching requirements for HOME funding through General Obligation (G.O.) Bond Funding and Capital Improvement Program (CIP) Funds. Austin Public Health matches the ESG funding dollar for dollar with general fund dollars that are allocated to homeless provided to subrecipients. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan. There are several publicly owned parcels that may be utilized to address the needs identified in this plan: • 208.16 acres on Loyola Lane (Colony Park) - Site of the HUD Community Challenge Planning Grant. The site has been master planned and zoned as a Planned Unit Development. The City is in negotiations with the selected developer to enter into a formal Master Development Agreement for the development of the site. The site will include long-term affordability on a minimum of 20% of the total residential units constructed. • 1.3 acres at Doris Drive and Hathaway Drive - this property was purchasedrom Austin Independent School District and is currently in the design phase. The property will include 25 townhomes, with 13 units available to households at or below 80% median family income and 7 units available to households at or below 60% median family income as part of AHFC’s Community Land Trust. The remaining 5 units may be sold to households up to 100% median family income also within the Community Land Trust. • 6909 Ryan Drive was purchased from Austin Energy, this 5.5-acre property will be developed through a request for Proposals and will include approximately 300 units of rental housing. Approximately 60 units will serve households at or below 50% median family income, 90 units at or below 80% median family income, 12- units at or below 100% median family income, and 30 units at or below 120% median family income. • 1.73 acres at 1215 Red River and 606 E. 12th Street in the northeast quadrant of Downtown has several Council directives (summarized here: https://www.austintexas.gov/department/1215-red-river-606-east-12th) to be utilize for on-site income restricted housing and/or leveraging off- site income restricted housing. City of Austin FY 2025-2029 Consolidated PLan213• 6.14 acres at 4800-4906 Bolm Road for which Council has directed staff to prioritize deeply affordable housing over all other future uses. • 19 acres at 800 E St. Johns for which the City and developer Greystar have entered into an agreement to deliver 263 units of apartment units at less than 80% of MFI, including over 236 units affordable at less than 60% of MFI. • 5.19 acres at 411 Chicon Street currently used and occupied for City services are being analyzed to be repositioned to include a mix of uses including affordable housing within walking distance of the Plaza Saltillo Red Line Station of Capital Metro. • 6200 Menchaca is a 4.7-acre parcel in South Austin currently owned by AHFC that will be developed through a Request for Qualifications process. • Several parcels at the Northwest corner of W Slaughter Lane and Cullen Lane in South Austin have been assembled by AHFC and will be developed through a Request for Qualifications process. • An assembly of parcels along Convict Hill Road in Southwest Austin have been assembled by AHFC and will be developed through a Request for Qualifications process. • 11225 Pecan Park Blvd is a 3.9-acre site in North Austin that will be developed through a Request for Qualifications process. • 84.5 acres at 2201 Grove Blvd and 5601 Riverside Drive will be master planned and developed through a Request for Proposal process to include mixed use and affordable housing within walking distance to a school and planned rail stop. City of Austin FY 2025-2029 Consolidated PLan214SP‐40 Institutional Delivery Structure – 91.215(k) Explain the institutional structure through which the jurisdiction will carry out its C onsolidated P lan including private industry, nonprofit organizations, and public institutions. Responsible Entity Responsible Entity Type Role Accessible Housing Austin! (AHA!) CHDO Geographic Area Served Jurisdiction AIDS Services Austin Subrecipient Jurisdiction Any Baby Can Austin Public Health Nonprofit organizations Government Austin Home Repair Coalition Nonprofit organizations Jurisdiction Jurisdiction Jurisdiction Austin Housing Coalition Affordable Housing: Jurisdiction Nonprofit organizations Austin Independent School District (AISD) Subrecipient Jurisdiction Austin Area Urban League Subrecipient Jurisdiction Affordable Housing: Rental Homelessness Non‐ homeless Special needs: Public services Non‐homeless Special needs: Public services Non‐homeless Special needs: Public services, Planning Affordable Housing: Ownership Rental Non‐homeless Special needs: Neighborhood improvements Planning Ownership Rental Non‐homeless Special needs: Public services Planning Affordable Housing: Ownership Rental Non‐homeless Special needs: Neighborhood improvements Public services City of Austin FY 2025-2029 Consolidated PLan215Texas Rio Grande Legal Aid Subrecipient Austin Travis County Integral Care (ATCIC) Subrecipient Blackland Community Development Corporation Blackshear Neighborhood Development Corporation CHDO CHDO Capital Metro Public Institution Caritas of Austin Casa Marianella Nonprofit organizations Nonprofit organizations Catholic Charities of Central Texas Community/ based organization Faith‐ Central Texas Veterans Healthcare System Departments and agencies Child, Inc. Subrecipient Downtown Austin Community Court Government Ending Community Homelessness Coalition (ECHO) Continuum of care Economic Development Department (City of Austin) Government Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Non‐homeless Special needs: Public services Non‐homeless Special needs: Public services Affordable Housing: Rental Affordable Housing: Rental Ownership Planning Non‐homeless Special needs: Public services Homelessness Affordable Housing: Rental Homelessness Non‐ homeless Special needs: Public services Non‐homeless Special needs: Public services Non‐homeless Special needs: Public services Non‐homeless Special needs: Public services Homelessness Non‐ homeless Special needs: Public services Homelessness Planning Non‐homeless special needs: Economic Development Planning Affordable Housing: Rental Ownership Homelessness Housing Department (City of Austin) Government Jurisdiction City of Austin FY 2025-2029 Consolidated PLan216Family Eldercare Subrecipient Foundation Communities, Inc. Nonprofit Non‐homeless Special needs: Public services Non‐homeless Special Jurisdiction Jurisdiction Community Development Foundation for the Homeless Goodwill of Central Texas Greendoors organizations Nonprofit organizations Nonprofit organizations Nonprofit organizations Guadalupe Neighborhood Development Corporation (GNDC) Housing Authority of the City of Austin (HACA) CHDO PHA HousingWorks Austin PeopleFund Meals on Wheels and More, Inc. Nonprofit organizations Subrecipient Subrecipient Project Transitions Subrecipient SafePlace Nonprofit organizations needs: Public services Affordable Housing: Ownership Rental Non‐homeless Special needs: Public services Homelessness Non‐homeless Special needs: Public services Non‐homeless Special needs: Public services Affordable Housing: Ownership Affordable Housing: Ownership Non‐homeless Special needs: Public services Planning Public Housing Affordable Housing: Ownership Rental Planning Community Development: Economic Development Non‐homeless Special needs: Public services Affordable Housing: Rental Non‐homeless Special needs: Public services Non‐homeless Special needs: Public services Homelessness Affordable Housing: Rental Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction City of Austin FY 2025-2029 Consolidated PLan217Salvation Army Subrecipient St. Louise House Nonprofit organizations The Arc of the Capital Area Nonprofit Homelessness Non‐ homeless Special needs: Public services Non‐homeless Special needs: Public services Homelessness Affordable Housing: Rental Non‐homeless Special Jurisdiction Jurisdiction Jurisdiction organizations Nonprofit organizations Nonprofit organizations The Other Ones Foundation Trinity Center Travis County Housing Authority PHA ASHwell Subrecipient Urban Alchemy Nonprofit organizations Youth and Family Alliance DBA LifeWorks Nonprofit organizations needs: Public services Homeless services Non‐homeless Special needs: Public services Homelessness Non‐homeless Special needs: Public services Planning Public Housing Non‐homeless Special needs: Public services Homeless services Non‐homeless Special needs: Public services Homelessness Affordable Housing: Rental Community Development: Public facilities Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Jurisdiction Hungry Hill Foundation Nonprofit organizations Homeless services Jurisdiction Mission Accomplished Nonprofit organization Homeless services Jurisdiction Sunrise Navigation Center Nonprofit organization Homeless services Jurisdiction Table 56 ‐ Institutional Delivery Structure Assessment of Strengths and Gaps in the Institutional Delivery System City of Austin FY 2025-2029 Consolidated PLan218The Austin institutional delivery system is running at capacity and employs formal partnerships to ensure continued collaboration. Medicaid reform connects healthcare and social services; transition planning from jail and prison connects law enforcement to social services; and coordinated assessments provide a bridge between all housing‐related nonprofits. Duplication of effort is prevented through a coordinated assessment approach to housing stability administered by ECHO. The SAFE Alliance provides services for persons affected by domestic violence and abuse, with shelters for domestic violence and a children’s shelter. LifeWorks provides shelter and services to at‐risk youth, homeless youth, youth in care and those aging out of foster care. Some new providers have recently received City and ARPA funds, including the Hungry Hill Foundation, which provides street outreach and workforce development support, Sunrise Navigation Center, offering a drop-in center, a housing needs hotline, and rapid rehousing and permanent supportive housing case management, and Mission Accomplished, which offers mobile laundry services to Austin’s unhoused population. The faith‐based community supports both basic needs and provides shelter and has been developing more extensive housing opportunities. There are many efforts to coordinate medical, mental health, behavioral health and housing services through outreach teams and housing navigators for the homeless, and to provide services for formerly homeless individuals in Permanent Supportive Housing. Meanwhile, there are gaps and needs in the institutional delivery system across Austin. Several organizations are at capacity and are unable to grow or expand at the necessary rate, while smaller organizations are still maturing in their ability to encumber public funds. The Homeless Strategy Office (HSO) has worked with the Innovation Office to create a capacity building program for these smaller organizations working with the unhoused population. Twenty-one small organizations joined the first cohort of this program. HSO and Innovation, in partnership with ECHO, continue to consider opportunities for building capacity in the homelessness response system. This capacity may come in the form of structured training programs, partnerships with local workforce training partners, technical assistance efforts, or other opportunities and mechanisms for growth. City of Austin FY 2025-2029 Consolidated PLan219Availability of services targeted to homeless persons and persons with HIV and mainstream services Homelessness Prevention Services Available in the Community Targeted to Homeless Targeted to Persons with HIV Counseling/Advocacy Legal Assistance Mortgage Assistance Rental Assistance Utilities Assistance ✓ Law Enforcement ✓ Mobile Clinics Other Street Outreach Services ✓ Alcohol & Drug Abuse Child Care Education Employment and Employment Training Healthcare HIV/AIDS Life Skills Mental Health Counseling Transportation ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Homelessness Prevention Services ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Street Outreach Services Supportive Services ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Table 57 ‐ Homeless Prevention Services Summary Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The Emergency Solutions Grant program funds the Salvation Army’s Women and Children’s Shelter that serves women and children experiencing homelessness. Rapid rehousing programs funded by ESG receive clients from referrals through Coordinated Assessment. Austin Public Health Communicable Disease Unit provides medical case management and uses Emergency Solutions Grant funds to provide rapid rehousing to individuals who are HIV positive. Other City funding supports the City’s downtown homeless shelters and various other shelter facilities, homelessness diversion, rapid rehousing, permanent supportive housing, counseling and other supportive services for people who are homeless or at risk of homelessness. The City also provides health services at clinics targeted for the homeless, mental health and substance abuse services, and other supportive services listed above. City of Austin FY 2025-2029 Consolidated PLan220Additionally, the HOPWA program focuses efforts on persons living with HIV/AIDS who are homeless or are at‐risk of becoming homeless by providing transitional housing support through a variety of providers. Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above As with most urban areas, the demand for services outweighs the supply of supportive services for people who are homeless and at risk of becoming homeless. City‐funded programs have been successful, but there are more people needing services than can be accommodated. The Ending Community Homelessness Coalition (ECHO) administers the coordinated entry system which triages those in greatest need and maximizes outcomes for households in need and the services available to them. The system allows staff at different agencies to review the eligibility requirements of the different programs and make targeted referrals. Prioritization of those in greatest need focuses services on those who are the most vulnerable and facing the most housing barriers. Many of these individuals are chronically homeless and have disabilities. The other key gap in our system is the lack of affordable housing for all incomes. The City is working on strategies discussed elsewhere in the plan to address this gap. In addition to these efforts, the CIty and its partners at Integral Care and Central Health continue to meet to discuss opportunities to collaborate on ways to address the needs of our vulnerable community members. Integral Care has been working closely with the Downtown Austin Community Court (DACC) and Travis County to open a mental health diversion center which will double as both a mental health triage center for individuals experiencing homelessness as well as a criminal justice diversion program. Additionally, Central Health is considering ways to create medical respite programs that may help triage immediate medical needs that can be addressed outside of inpatient settings. And, last, the community has convened a PSH Healthcare Collaborative, spearheaded by ECHO and local healthcare partners such as the Dell Medical School, to streamline and collectively address the medical needs of PSH tenants across Austin/Travis County. With more than 1,000 units of PSH opening in the coming years, Austin’s HRS will grow immensely and will need to meet the needs of those units and their tenants. HSO will continue to work with its partners within the City and across the community to ensure homelessness is rare, brief, and nonrecurring. Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs Pursuant to HUD guidelines outlined in the HEARTH Act, ECHO administers the Coordinated Entry System which triages the most in need and reduces the number of clients going to inappropriate referrals. Currently the HRS is fragmented and can be difficult to navigate. For persons in housing crisis who are seeking services, finding the program that best meets their needs, whether prevention services, emergency shelter, transitional housing, rapid re‐housing, permanent supportive housing, affordable housing, or other services for which they are eligible, is a challenging task. Many programs have unique and complicated City of Austin FY 2025-2029 Consolidated PLan222eligibility requirements to program entry as well. The Coordinated Entry process works to remedy many of the challenges that consumers face when seeking access to the homeless services system by providing consumers with front door information regarding the most appropriate housing intervention and services that best meet their needs, the program(s) for which they are eligible, as well as timely referrals and placements. An effective Coordinated Entry System allows the community to improve strategies for systems changes based on quality data collection, evidence‐based best practices, and a thorough analysis of consumer need. Client services are evaluated using a universal assessment that prioritizes the most vulnerable, chronically homeless first, instead of the traditional “first come, first served” method. This triage approach allows the community to use data to identify the number of individuals in need of the different types of housing interventions. The system also helps providers determine which clients may be ready to exit PSH, thereby increasing capacity. Additionally, a local housing crisis hotline launched by Sunrise Navigation Center has become a central hub for information and referrals to services across the community. This program has allowed for Coordinated Assessments (CAs) to be conducted telephonically, reducing barriers to accessing services and strengthening estimates of the number and types of households experiencing housing crises. This information, along with system modeling efforts, will inform further investment and development of the HRS with the intent to identify needs before they become increasingly large gaps and to avoid or resolve homelessness as soon as possible for households in crisis. City of Austin FY 2025-2029 Consolidated PLan223SP‐45 Goals Summary – 91.215(a)(4) Goals Summary Information # Goal Name 1 Homeless Assistance Start Year 2025 Category End Year 2029 Homeless Geographic Area Throughout the City of Austin Needs Addressed Homeless Assistance Funding Goal Outcome Indicator HOME: $6,400,560 Homeless Person Overnight Shelter: 1,875 Persons Assisted ESG: $3,235,365 TBRA/Rapid Rehousing: 750 (500 TBRA; 250 Rapid Rehousing) 2 Special Needs Assistance 2025 2029 Non‐ Throughout the City of Austin Special Needs Assistance Homeless Special Needs CDBG: $5,417,695 Child Care Services: 952 HOPWA: $13,811,295 Senior Services: 575 Mental Health Services: 795 Homelessness Prevention (STRMU): 765 Households Assisted Tenant Based Rental Assistance/Rapid Rehousing: 175 Households Assisted Assisted City of Austin FY 2025-2029 Consolidated PLan224Public service activities other than Low/Moderate Income Housing Benefit (including HOPWA Supportive Services, Permanent Housing Placement, Housing City of Austin FY 2025-2029 Consolidated PLan225