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Community Development Commission Quarterly Report Commission Mission Advise 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. Section 2-1-128 of the City Code. Current Alignment with the Commission Mission and Opportunities to Collaborate Throughout the reporting period, the Community Development Commission carried out its advisory role by reviewing housing and community development programs, evaluating federally funded initiatives, and providing policy recommendations to City Council. The Commission's work emphasized affordable housing, housing stability, rental assistance, permanent supportive housing, community development investments, and oversight of federally funded programs, consistent with its responsibilities under City Code. Given the Commission’s focus on community development, equity, housing stability, and federally funded programs, there are opportunities for continued collaboration with the Joint Inclusion Commission and other quality-of-life commissions whose work also intersects with the needs of historically impacted communities. Approved Recommendations: The Community Development Commission approved and forwarded the following recommendations to Austin City Council: • Recommendation Number: (20250909-7) Reopen the ADCAP Application to coincide with the beginning of the Fiscal Year 2026 • Recommendation No. 20260310-007 – FY 2026–2027 Budget Recommendations • Recommendation No. 20260414-005 – Acquisition of the Montopolis-Fairway Property • Recommendation No. 20260414-006 – Rental Assistance Program Recommendations • Recommendation No. 20260609-006 – Preservation of Local Housing Voucher Funding for Permanent Supportive Housing Residents Through these recommendations, the Commission provided input on budget priorities, housing affordability, rental assistance, and the preservation of critical housing resources for Austin residents. All recommendations were closely aligned with the Commission’s mission, as they addressed the needs of low-income residents and the community at large. Mission-Related Activities Beyond Formal Recommendations The Commission advanced its mission through ongoing policy discussions, oversight activities, and strategic alignment around shared priorities. These activities included discussions related to housing and community development, federal program oversight, CAPER review, Community Development Block Grant monitoring, performance measurement, demographic and geographic reporting, and accountability for federally funded programs. Commission Retreat and Priority Areas At the April 2026 Commission Retreat, commissioners discussed shared priorities and reached consensus on several focus areas to guide the Commission’s future work. Housing stability emerged as the Commission’s primary policy focus, including affordable housing development, displacement prevention, rental assistance, housing affordability, housing access, and increased support for households with the greatest housing needs. Commissioners also identified community health and human services, infrastructure and transportation, digital equity, and disaster preparedness as important community development priorities. These areas reflect the Commission’s broader responsibility to improve quality of life for low-income residents and the community at large. In addition to policy priorities, commissioners agreed on the need to strengthen the Commission’s effectiveness through improved collaboration with other boards and commissions, stronger oversight and accountability of affordable housing programs, better data collection and reporting, increased community education, and more strategic use of the Commission’s advisory role. Together, these priorities reflect the consensus developed during the retreat and provide a shared framework for the Commission’s work moving forward. Commission Discussions and Areas of Focus In addition to formal recommendations, the Community Development Commission engaged in ongoing discussions regarding governance, housing policy, and program accountability. Governance and Internal Operations • Outcomes and priorities identified during the April 2026 Commission Retreat. • Reestablishment of the Housing Committee to provide focused review of housing-related issues. • Continued work of the Community Development Commission Strategy Working Group. • Efforts to improve commissioner alignment around shared priorities and strategic goals. • Discussions regarding recommendation tracking, implementation follow-up, and Commission effectiveness. • Requests for parliamentary procedure training and governance best practices. • Efforts to increase action-oriented discussions and recommendations. Commissioner attendance remains strong, with the Commission consistently meeting quorum. If engagement is measured by attendance and quorum, commissioner engagement is a 10 out of 10. If engagement is measured by participation during meetings, commissioner engagement averages a 6 out of 10, as many commissioners actively engage guests, speakers, and discussion items during designated feedback periods. Community Engagement Community engagement continues to be reviewed and assessed through Commission discussions, public participation, and reports presented to the Commission. Based on available information, community engagement is still being evaluated; however, reports from Austin Public Health provide helpful snapshots of community needs, service delivery, direct service experiences, and program impact. These reports help inform the Commission’s understanding of the communities it represents and support future policy discussions and recommendations. Housing and Community Development • Review and discussion of the Density Bonus Program, including affordability levels, bonus ratios, micro-unit development, and program consistency. • Housing affordability and displacement prevention strategies. • Housing Choice Voucher and local housing voucher funding concerns. • Potential impacts of the Permanent Supportive Housing voucher funding gap on housing stability. • Housing Department presentations and updates on affordable housing programs. • Oversight of community development investments and housing-related funding programs. Data, Accountability, and Program Oversight • Review of the Consolidated Annual Performance and Evaluation Report (CAPER). • Requests for improved demographic and geographic reporting on program beneficiaries. • Discussions regarding outcome measurement and performance tracking for federally funded programs. • Requests for additional data regarding the number of individuals with lived experience of homelessness served through community development and housing programs. • Ongoing discussions regarding accountability, transparency, and data-informed decision- making. Policy Gaps and Emerging Priorities The Commission identified several areas where additional policy review, coordination, and recommendations may be needed. Commissioners reached consensus around continued focus on housing, community health, infrastructure and transportation, and digital equity. Within these areas, the Commission discussed several policy gaps and opportunities, including: • Policies that improve quality of life for current low-income residents. • Development of housing affordable to households at or below 40% Median Family Income. • Exploration of a low-income housing trust fund. • Stronger anti-displacement strategies. • Restarting, expanding, and sustaining rental assistance. • Improved resident education and information to help households maintain housing stability. • Greater access to health and human services. • Improved digital equity and connectivity. • Increased community education and awareness regarding housing and community development resources. These priorities reflect the Commission’s continued interest in advancing formal recommendations, memoranda, and policy guidance that respond to the needs of low-income residents and historically impacted communities. Goals and Objectives for the New Calendar Year The Commission’s goals and objectives for the new calendar year are centered on improving the lived experience of low-income residents and the community at large. These goals include: • Improving housing access and affordability. • Supporting policies that advance housing stability and displacement prevention. • Strengthening oversight of federally funded and community development programs. • Increasing access to health and human services. • Advancing digital equity and connectivity. • Improving community education and access to information. • Strengthening data collection, reporting, and accountability. • Increasing collaboration with other boards, commissions, and community partners. • Continuing to develop actionable recommendations that can meaningfully influence City policy and investment decisions. Bylaws No specific bylaw amendments have been identified at this time. However, the Commission may continue to review its bylaws and operating procedures as needed to ensure they support effective governance, clear roles, strong committee structures, and the Commission’s ability to fulfill its advisory responsibilities. Looking Ahead The Community Development Commission enters the second half of 2026 with renewed momentum, strong leadership, and a clear sense of purpose. Following the Commission Retreat and the reestablishment of key working groups and committees, commissioners have aligned around shared priorities focused on housing stability, affordability, accountability, and equitable community development. The Commission has filled nearly all commissioner roles, welcomed new leadership, and demonstrated strong commitment to engaging in deeper policy discussions that can lead to meaningful action. Commissioners are increasingly focused on moving beyond discussion toward actionable recommendations, stronger oversight, data-informed decision-making, and measurable policy impact. As the Commission continues its work, members remain focused on improving oversight of community development investments, advancing housing solutions for Austin residents, strengthening collaboration with other boards and commissions, and ensuring that community voices are reflected in the policies and programs that shape Austin’s future.