Item 2- CDC CSBG Report June 2026 — original pdf

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Austin Public Health Report on PY26 Community Action Plan MISSION: To prevent disease, promote health, and protect the well-being of our community. TOP 5 NEEDS: Housing; Basic Needs; Employment; Health; Income Community Services Block Grant 2026 Contract Programmatic/Financial Report June 9, 2026 The Community Services Block Grant funds the delivery of services to low-income Texas residents in all 254 counties. These funds support a variety of direct services in addition to helping maintain the core administrative elements of community action agencies. For the City of Austin, the grant provides funding for the delivery of basic needs, case management, preventive health and employment support services through the City’s seven (7) Neighborhood Centers. Mission: The Neighborhood Services Unit aims to improve the lives and health of people experiencing poverty by providing public health and social services and connecting residents of Austin and Travis County to community resources.  Basic Needs (food, clothing, information and referral, notary services, transportation, car safety education and car seats, tax preparation, fans, Thanksgiving food baskets and other seasonal activities);  Preventive Health (screenings for blood pressure, blood sugar including a1C, and cholesterol; pregnancy testing; health promotion presentations, coordination and participation in health fairs, immunizations, coordination of wellness activities, linkages to medical home providers and diabetes case management);  Case Management (individual/family support counseling, advocacy, self-sufficiency case management, crisis intervention, linkages with employers, educational opportunities and training, and working with individuals on quality-of-life issues);  Employment Support (intake, assessment and goal setting, job readiness training, job placement assistance, and job retention services) Expenditures Categories Personnel Fringe Benefits Other Total 2026 Contract Budget $ $ $ $855,640 Cumulative Expenditures as of 4/30/26 $242,212.16 $138,815.80 $ $381,027.96 Percent of Total 45% 1 Neighborhood Services Unit Success Stories Alma*, a long-time South Austin resident, represents the kind of resilient community member who thrives when strong social services are in place. In her 60s, Alma primarily speaks Spanish and had long relied on the South Austin Neighborhood Center (SANC) for its senior programming, food distributions, and community support. In late 2023, Alma began working with the SANC nurse for medical case management. Together they identified goals related to managing chronic conditions, including diabetes and the need for repairs to her motorized wheelchair. Because Alma speaks only Spanish, bilingual SANC community workers provided in-person interpretation, ensuring that language was never a barrier to receiving care. Through this collaboration, Alma was connected to a medical home, gained a better understanding of her prescriptions, received nutrition support, and ultimately obtained essential repairs and a donated battery for her wheelchair, restoring her mobility and independence. During this time, Alma shared difficult details about her unstable housing situation. She was living with her adult children, and the entire household depended solely on Alma’s Social Security income. Staff helped Alma apply for subsidized housing and provided resources, but by 2025 the family had to enter a family shelter. They were eventually transitioned into an apartment but the placement process overlooked Alma’s needs (e.g. paperwork was completed without Spanish interpretation and the unit assigned was on the second floor with no elevator and no accessible bathroom). Soon after, Alma’s health deteriorated because she could not safely navigate her environment. She was hospitalized. Alma and her daughter decided to separate households, but Alma had no remaining savings. From the hospital she was discharged to the Marshalling Yard shelter, which also lacked accessible facilities. When she attempted to leave due to these barriers, she was considered voluntarily discharged. Staff advocated for Alma to return and ensured staff understood that Alma’s physical limitations, not personal choice, was the reason she struggled in the space. Although Alma was not technically a current SANC client while in shelter placement, SANC staff continued to stay in touch to ensure her safety. Staff then worked closely with multiple agencies, attending meetings as both interpreter and advocate. The nurse ensured Alma’s medications were safely stored and accessible. With this consistent support, Alma transitioned first to an emergency shelter and later to a Women’s Shelter. In early 2026, Alma received long-awaited news: she had been offered a unit through HACA, a waitlist SANC staff had helped her join back in 2024. Shelter staff assisted with move-in and furniture, and staff attended Alma’s lease-signing appointment to support her through the process. For the first time in years, Alma had stable, accessible housing of her own. Alma shared deep gratitude for SANC staff, whose persistence and compassion helped her understand her options and safely navigate complex systems. When SANC reopens, she plans to resume attending the Senior Center using MetroAccess, reconnecting with her community, and continuing her relationship with the staff who stood by her. * Names and certain identifying details have been altered. 2