DRAFT DACC Advisory Board Budget Recommendation for Fiscal Year 2025-26 — original pdf

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RECOMMENDATION TO COUNCIL Downtown Austin Community Court Advisory Board Recommendation Number: 20251114-001: Fiscal Year 2025-26 Budget Recommendation Date of Approval: November 14, 2025 Recommendation: 1. Retain the $650,000 included in the approved Fiscal Year 2025-26 Budget, and in the Fiscal Year 2025-26 Amended Budget Recommendations, for the six grant- funded clinical case managers who comprise the Rapid Rehousing Program and are vital to sustaining the overall Homeless Services capacity for Austin Community Court. 2. Maintain Austin Community Court’s social service funding at current levels or at least limit reductions to 4% consistent with those recommended for Austin Homeless Strategies and Operations (HSO). Description of Recommendation to Council: The DACC Advisory Board passed Recommendation 20250328-004A, available as an attachment to this recommendation, which justifies the critical nature of this investment. We’re grateful to the City Council for including these staff in the budget passed in August 2025, and we write to support their inclusion in the City Manager’s amended budget recommendations. All of the rationale in our original recommendation still rings true, with additional urgency around the needs for these staff and social service resources as follows:  Social Services Contracts are an Integral Part of Community Court’s Service Model - Case management at Austin Community Court includes a portfolio of contracted social service supports to ensure clients receive the wraparound services they need. These services include an array of long- and short-term housing solutions; substance use treatment; mental health services; peer support; and SSI/ SSDI Outreach, Access, and Recovery (SOAR) application assistance and representative payee services. Given that these social service resources are dedicated to individuals served directly by Community Court case managers, significant reductions will risk dilution of the quality and intensity of services needed by the individuals Austin Community Court serves. o The Fiscal Year 2025-26 Amended Budget Recommendations suggest a 10% cut to contracts managed by Austin Public Health, Austin Municipal Court (including Community Court), and Economic Development while recommending only a 4% reduction for contracts managed by HSO. This recognition of the critical and essential nature of homeless services for the Austin community should extend to Community Court given the integral nature social services play in its service model. We therefore urge Council to maintain the current social service funding level or at least to reduce by only 4% consistent with HSO.  Protect Institutional Knowledge of Dedicated Public Servants – The six staff included in the City Manager’s amended recommendation are dedicated and experienced master’s- level clinicians. As the need for homelessness services continues to rise and workforce capacity across the sector is stretched thin, it is essential to protect the knowledge and relationships they have built. o Each case manager currently carries an active caseload of clients who rely on them for housing stabilization, case management, and ongoing support. If these positions are not maintained, services for those clients would be abruptly disrupted, undermining progress toward permanent housing and recovery. o The City has already made a substantial investment in training, integrating, and supporting these staff, who have chosen public service and demonstrated extraordinary commitment to supporting Austinites experiencing homelessness. Retaining them is not simply about preserving positions; it is about safeguarding the trust, expertise, and continuity that sustain effective homelessness response. o Two staff are fully vested with the City, and most of the others bring multiple years of experience at Community Court. Losing these positions would mean losing that expertise and momentum just as the demand for services continues to grow.  Continued Increase in Demand for Services – Austin Community Court’s walk-in case  management services continue to rise, averaging nearly 75 people per day in FY 2024–25. More than 400 individuals remain on the waiting list for ongoing case management to help end their homelessness. Although keeping pace with demand would actually require increased staff and social service resources, we understand this year’s budget constraints and are only seeking to avoid a reduction. Impacts of Staff Reduction – Retaining these staff as recommended would prevent a 24% decrease in Homeless Services staff at Community Court, which would nearly eliminate their Rapid Rehousing Program, be catastrophic to their capacity for walk-in services, and diminish their ability to respond during times of crisis. This context is particularly relevant as Community Court will again serve as the sole embarkation hub for Cold Weather Shelter operations this winter.  Avoid Creating Service Bottleneck – Various factors, from the City’s welcome investment in outreach this budget cycle to the State’s harmful displacement through encampment sweeps, will only increase demand for accessible services in the near future. To meet this need, Community Court’s staffing and social service resources must at least be maintained, ensuring continuity through walk-in services and the Rapid Rehousing Program. Reducing this capacity amid growing demand would create a detrimental service bottleneck, stranding our unhoused neighbors without the support they need.  Safeguard Local Stability Amid Federal Uncertainty – With federal and state homelessness funding uncertain as COVID-era grants expire and budgets tighten, and with the direction of the federal government and the future of critical safety-net programs unclear, maintaining stable local services is more important than ever. Austin has a responsibility to protect and serve the people who need our help the most. Sustaining these positions and social service resources ensures that commitment is upheld.  Honor the City’s Mission, Vision, and PRIDE Values – The City of Austin states its mission is “to make Austin the best-managed city in the country,” and its vision is “making Austin the most livable city in the country.” Under its P.R.I.D.E. core values, the City commits to high-quality, inclusive services. o Eliminating these positions and greatly reducing social service capacity undermines the City’s stated commitment to being “best-managed” and ensuring Austin remains “most livable.” These reductions diminish the City’s ability to provide a compassionate and effective response to homelessness in a way that reflects public service, accountability, and innovation. Preserving these positions and resources are not only consistent with the City’s vision, but a tangible expression of its values, ensuring the City remains a model of inclusive, responsive, and well-managed government.  Align Investments with Council Priorities – On November 6, 2025, Council passed Resolution 20251106-024, to develop a plan to “prioritize, expand, and align the operations of street and community outreach for individuals experiencing homelessness and should emphasize the importance of vital and mental healthcare services connections and housing.” This Resolution recognizes the “need for compassionate, comprehensive, and multi-departmental homelessness response resources, programs, and street outreach services,” specifically recognizing Austin Community Court as one of these resources. As the City looks to expand efforts to address homelessness, a starting place must be maintaining current service levels at Community Court.  Protect the Progress We’ve Made Together – Over the past several years, the Austin City Council has shown steadfast leadership by investing in Community Court staff and social service resources, helping to build the strong, housing-focused service foundation they have today. Those investments have translated into measurable progress connecting people to housing, thoughtfully coordinated services, and a stronger system of care. Now is the time to preserve and build on this momentum, not reverse the meaningful progress established under Council’s leadership. We want to close our description with what matters most, the concrete human impact of services provided by these staff:  Each Case Manager Drives Real Outcomes: One particular case manager successfully housed 45 clients across 17 households in just under three years. Twelve clients, including five families with young children, qualified for HACA vouchers, and many continue to remain stably housed. Their success is supported by ongoing case management, advocacy with landlords for clients facing barriers, and connections to supportive services. In addition to supporting housing outcomes, this same case manager is instrumental in the operations of Community Court’s walk-in services.  Client Success Amid Chronic Illness: A longtime walk-in client with complex medical, mental health, and substance use challenges was successfully housed through Community Court’s RRH Program in 2024. Once housed, he accessed medical care, underwent major surgery, and even beat his cancer, while stabilizing his income and reconnecting with family. He thrived in his home, pursuing music, bikes, and personal projects, until his cancer returned and he passed in February 2025. His family has expressed deep gratitude for the support he received, and his story reflects the profound impact stable housing can have on someone’s life.  Leveraging Public Benefits and Community Resources: Community Court works to connect people with public benefits to support their long-term stability. After securing housing for one client, her case manager facilitated the reinstatement of her SSDI benefits and her father’s survivor benefits, enrolled her in SNAP, and connected her with an array of supportive services. She received $5,000 in back pay and now receives $1,891 monthly. When her lease ends in December, she plans to move to Community First! Village, where she can maintain stable housing and continue working toward her savings goals.  Achieving Independence and Long-Term Stability: o Since 2022, one client has remained stably housed and maintained sobriety while living independently. After relocating further south due to rising rents, he has balanced a stable job with online college, where he holds a 3.5 GPA and hopes to become a lawyer. In addition, he has launched a local business that’s gaining traction. His direct feedback to Community Court: “You have changed my life!” o Successfully housed since 2023, one client navigated challenges with sobriety following multiple family deaths. After completing treatment, he has maintained sobriety and reconnected with his daughter, a major positive influence. He is employed with Capital Metro, purchased a vehicle, and is working to restart his small business that was paused during COVID. He has personally told Community Court staff, “I couldn’t have done it without you.” In light of this astounding track record, we respectfully urge you to prioritize $650,000 in funding to hold staffing capacity level at Austin Community Court, and maintain current social service funding levels. Understanding that social service reductions may be necessary, we respectfully request no more than a 4% reduction, consistent with the priority placed on HSO contracts. Rationale: With the results of Proposition Q, Austin is entering a tighter budget era that will likely continue for years. Every budget decision now sends a clear message about our community’s values and priorities. Retaining these critical positions and maintaining Community Court’s homeless services capacity shows that even with limited resources, we choose to protect the programs that give our neighbors a pathway to stability and safety. Preserving these services affirms that Austin is a city that cares, invests wisely, and remains committed to compassionate, best-practice driven efforts to address homelessness. Seconded By: Motioned By: Vote: For: Against: Abstain: Off the dais: Absent: Attest: __________________________________