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[1. Presentation of the City Manager’s proposed budget.]
WELL THEN LET ME GO AHEAD AND CONVENE THIS SPECIAL CALL MEETING THROUGH SEEING THE MANAGERS PROPOSED A BUDGET IN PRESENTATION TODAY IS MONDAY, JULY 30TH, 2020.UH, WE HAVE A, UH, FORUM, UH, PRESENT.
WE HAVE AT LEAST COUNCIL MEMBERS BASAR AND FLANIGAN TOVO WHO HAVE MADISON, UH, COUNCIL MEMBER ALICE, AND MY, UH, MY SELF COUNCIL MEMBER RENTER, ALSO PRESENCE AND WITNESS.
AND I'M SURE THE ABORIGINAL JOINT I'M HERE NOW, MAYOR AND COUNCIL MEMBER KITCHENS HERE AS WELL.
UM, YOU KNOW, I KNOW THAT THIS, UM, UH, ENDEMIC, UH, HAS CREATED A LOT OF INTEREST IN HOW WE'RE PLANNING FOR THE CITY'S FINANCIAL FUTURE.
WE'VE GONE THROUGH A SIGNIFICANT AMOUNT OF INTROSPECTION AND DISCUSSION COMMUNITY OVER THE LAST COUPLE OF MONTHS ON ISSUES OF EQUITY AND OPPORTUNITY AND INSTITUTIONAL RACISM.
UH, A LOT OF ISSUES ALL SWIRLING AROUND TODAY.
UH, CITY MANAGER, SPENCER CHRONIC IS GOING TO PROVIDE A RETHINK ON, UH, HIS PROPOSED FISCAL YEAR, UM, 20, 21, UM, BUDGET.
UH, I KNOW THESE THINGS TAKE AN AWFUL LOT OF WORK AND WHEN YOUR STAFF HAS BEEN INVOLVED, UM, MANAGER, UH, BUT WITH THAT, I WILL TURN IT OVER TO YOU TO MAKE YOUR PRESENTATION.
UH, WE'RE NOT GOING TO DISCUSS IT TODAY.
WE'RE JUST GOING TO RECEIVE IT.
UH, SO WHEN YOU'RE DONE, I'LL REMIND PEOPLE THAT BUDGET INPUT MEETINGS ARE GOING TO BE ON JULY 23RD OR JULY 30TH, BUT THE PUBLIC COUNCIL WORK SESSIONS ARE ON JULY 28TH AND ALSO ON THE FOURTH, UH, THAT ARE PUBLIC HEARINGS, UH, AND, UH, ADOPTION, UH, WILL BEGIN ON, UH, AUGUST 12TH.
I URGE EVERYBODY TO NOTE THOSE DATES ON THEIR CALENDAR, UH, AND I WILL REVIEW THEM AGAIN.
THE CONCLUSION, UM, MANAGER CROCK FLOOR IS THE FLOOR IS YOURS.
THANK YOU, MARIN GOING AFTER EVERYONE.
AND ACTUALLY, BEFORE WE GET STARTED, I WANT TO ASK TWO OF OUR AUSTIN TRAVIS COUNTY EMERGENCY MEDICAL PROFESSIONALS TO SHARE THEIR STORIES.
AND I'LL QUICKLY INTRODUCE THEM.
UH, OB JONES HAS BEEN A MEDIC WITH ABBOTT AUSTIN, TRAVIS COUNTY EMERGENCY MEDICAL SERVICES FOR THE LAST FOUR YEARS AND HAS BEEN WITH THE EMS COMMUNITY HEALTH PARAMEDIC PROGRAM FOR THE LAST ONE AND A HALF YEARS.
HIS PRIMARY FOCUS HAS BEEN IN NAVIGATING THE COVID-19 PATIENTS, BOTH IN THE ISOLATION FACILITY AND FOLLOW UPS ON THE PARAMEDIC INITIATED NON TRANSPORTS.
ADDITIONALLY, KEN DAVIS HAS BEEN A CLINICAL SPECIALIST WITH EMS FOR 13 YEARS AND HAS BEEN PART OF THE EMS COMMUNITY HEALTH PARAMEDIC PROGRAM FOR THE LAST FIVE MONTHS.
HIS PRIMARY FOCUS HAS BEEN IN NAVIGATING MENTAL ILLNESS BY RESPONDING TO PATIENTS IN CRISIS PSYCHIATRIC CALLS AND PATIENT CASE MANAGEMENT.
PLEASE JOIN ME IN WELCOMING OB AND KEN.
THANK YOU SO MUCH FOR THE INTRODUCTION CITY MANAGER.
I JUST WANT TO TAKE A MOMENT AND TALK ABOUT THE COVID-19 RESPONSE.
I'VE GOT TO BE ABLE TO BE A PART OF I'M OVER AT THE ISOLATION FACILITY.
UM, WE PLAYED A BIG ROLE IN TRYING TO GET PEOPLE INTAKE AND THEN ALSO MAKING SURE THEY HAD EVERYTHING THEY NEEDED SET UP FOR THEIR ONE TO 14 DAYS STAY.
UM, IF IT'S THEIR PHONE CHARGERS, THEIR PRESCRIPTIONS, WHATEVER IT WAS, WE WERE ABLE TO GET THEM WHAT THEY NEEDED, UM, THERE TO THE FACILITY, SINCE THEY AREN'T ABLE TO LEAVE.
I'VE ALSO GOT TO SEE A LOT IN THE FIELD THAT THE PARAMEDIC INITIATED NON TRANSPORTS OR THE PINTS, AND BE ABLE TO FOLLOW UP, MAKE SURE EVERYTHING'S STILL GOING WELL FOR THEM.
UM, IF THEY NEED TO HELP NAVIGATING THE SYSTEM WITH COMMUNITY CARE, TO BE ABLE TO GET THEM TO CALL THE NUMBERS THAT THEY NEED TO CALL OR, UM, DIRECT THEM INTO WHERE THEY NEED TO GO TO GET THE TESTING.
UM, SOME OF THE, ONE OF THE BIG THINGS THAT STOOD OUT WITH THE TIME THAT I GOT TO SPEND OVER THE HIGH SO FAR WAS BEING ABLE TO SEE HOW EVERYONE CAME TOGETHER.
AND WE WERE ABLE TO GET SOMEONE INTAKE FROM COMMUNITY CARE THAT HAD A POSITIVE COVID-19 TEST.
UM, THEY STAYED FOR ABOUT A WEEK OR SO AT THE ISOLATION FACILITY.
THIS PERSON WAS EXPERIENCING HOMELESSNESS, BUT WHEN WE WERE ABLE TO DISCHARGE THEM, WE WERE ABLE TO WORK WITH OUR PROVIDERS HERE IN THE CITY AND GET THEM HOUSED INTO ONE OF THE PRO LODGES.
INSTEAD OF DISCHARGING FROM ISOLATION FACILITY, BACK TO THE STREETS, THEY'RE ABLE TO GO FROM A PRO LAW ISOLATION FACILITY OVER TO THE PRO LODGE AND BE SET UP FOR SUCCESS BETWEEN THAT MOVEMENT.
AND THEY'RE ABLE TO HAVE EVERYTHING THEY NEEDED TO GET WHERE THEY NEEDED TO GO AND WHAT THEY NEEDED TO GET THERE.
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THAT'S WHAT I HAVE FOR THE COVID SIDE.AND I'LL TURN IT OVER TO MY PARTNER, KEN DAVIS.
HI, LIKE MY TEAMMATE SAID, MY NAME IS KEN DAVIS.
I AM PART OF THE OSTIUM ASKING ME HELP TEAM.
UH, I'D LIKE TO THANK YOU FOR LETTING ME SPEAK TO WITH Y'ALL TODAY.
UM, A BIG PART OF MY ROLE WITH COMMUNITY HEALTH, IS HE RESPONSE SPECIFICALLY PSYCHIATRIC SCENE RESPONSE? UM, DEFINITELY OVER THE LAST FIVE MONTHS, WE'VE SEEN A HUGE INCREASE IN MENTAL HEALTH ILLNESS LIKE DEPRESSION AND SUICIDAL IDEATION.
UH, BUT AS WE HAVE EXPANDED OUR ROLE WITHIN COMMUNITY HEALTH AND, AND WITH PSYCHIATRIC RESPONSE, UH, WE'RE ABLE TO HELP PEOPLE NAVIGATE, UM, THROUGH LIKE PRIMARY CARE OR WITH MEDICATIONS, UM, AND DIFFERENT NEEDS THAT THEY MAY HAVE.
UM, 13 YEARS AGO WHEN I FIRST STARTED, UH, THE ONLY SOLUTION WE HAD WAS EITHER TAKE THEM TO THE EMERGENCY ROOM OR TAKE THEM TO JAIL.
UM, NEITHER OF WHICH PROVIDED A LONGTERM SOLUTION.
IT ONLY PROVIDED AN IMMEDIATE SOLUTION.
SO WE'RE VERY FORTUNATE NOW THAT WE HAVE PARTNERSHIPS WITH, UM, MAY CARE AND INTEGRAL CARE, UM, THE MOBILE CRISIS TEAM THAT WE'RE ABLE TO NOT ONLY PROVIDE SERVICES FOR PEOPLE, BUT WE'RE ABLE TO BRING SERVICES TO THEM AND ALSO DO FOLLOWUP FOR THEM, UH, JUST TO MAKE SURE THAT THEY'RE MANAGING APPROPRIATELY.
SOMETIMES IT'S JUST A MATTER OF HAVING SOMEBODY GET BACK ON THEIR MEDICATION FOR A FEW MONTHS AND THEN THEY'RE ABLE TO NAVIGATE ON THEIR OWN AFTER THAT.
UM, SO IN ORDER FOR US TO PROVIDE FOLLOWUP, IT'S VERY, VERY BENEFICIAL FOR THEM.
UM, TWO DAYS AGO I HAD, UH, RESPONDED TO A CALL.
INITIALLY I SAW THE CALL WAS GOING ON.
AND WHEN I SHOWED UP, I TALKED TO THE CREW AND THE GENTLEMAN WAS, UM, FEELING SUICIDAL.
HE WAS VERY DEPRESSED BECAUSE IT WAS, HE LOST TOUCH WITH HIS FAMILY DUE TO COVID.
UM, AND HE WAS KIND OF ISOLATED IN THE HOME THAT HE WAS LIVING IN.
SO HE HAD BEEN OUT OF HIS MEDICATIONS, UM, BASICALLY IT WAS IN CRISIS.
AND SO WHAT I WAS ABLE TO DO IS FREE UP THAT AMBULANCE, HAVE THEM BE ABLE TO RESPOND TO OTHER CALLS IF NEED SO OR MOVIE.
UM, AND THEN I WAS ABLE TO STAY THERE ON SCENE WITH THE GENTLEMAN AND I WAS ABLE TO CALL THE MOBILE CRISIS TEAM AND THEN BETWEEN THE MOBILE CRISIS TEAM OR METROGEL CARE.
AND I, WE WERE ABLE TO NAVIGATE THE PERSON OVER TO A PSYCHIATRIC FACILITY WHERE HE'LL GET BACK ON HIS MEDICATION AND HE'LL GET THE THERAPY AND REHAB THAT HE NEEDS IN ORDER TO GO BACK TO HIS HOME AND BE SUCCESSFUL.
UM, I LOOK AT SUCCESSFUL OUTCOME WITH THAT.
UH, I WOULD LIKE TO SAY THAT AS A, THE COMMUNITY HEALTH PROGRAM CONTINUES TO GROW, I FEEL VERY FORTUNATE TO BE A PART OF THIS TEAM.
UM, WE'VE DEFINITELY, IT DEFINITELY KEEPS GROWING AND EXPANDING, UH, YEAR BY YEAR.
AND SO ALL OF OUR CITY EMPLOYEES FOR YOUR DEDICATION AND HARD WORK.
SO MAYOR ADLER, MAYOR PRO TEM, GARLAND COUNCIL MEMBERS, AND AUSTIN RESIDENTS EACH YEAR, I STAND BEFORE YOU AND AWE OF HOW THIS COMMUNITY COMES TOGETHER AND RESPONSE FROM CRISIS AFTER CRISIS TOGETHER, WE'VE ENDURED BOMBINGS, UNPRECEDENTED FLOODS AND TOXIC GREEN LG.
WHILE WE ARE NOWHERE NEAR THE END OF THIS COVID-19 PUBLIC HEALTH CRISIS, WE CAN NOW ADD GLOBAL PANDEMIC TO THE LIST OF CRISES.
OUR CITY HAS HAD TO FACE THE STORIES.
YOU'VE JUST HEARD OFFER PROOF OF HOW, WHAT WE DO AS AN ORGANIZATION CAN POSITIVELY IMPACT OUR NEIGHBORS AND MEMBERS OF OUR COMMUNITY.
LAST SUMMER, WE FOCUSED ON MAKING ESSENTIAL EVENTS INVESTMENTS IN AFFORDABLE HOUSING, HOMELESSNESS RESPONSE, AND IMPROVING THE EQUITY AND EFFICIENCY OF SERVICE DELIVERY ACROSS THE CITY WHILE FACING NEW LIMITATIONS BY THE STATES ON OUR ABILITY TO GENERATE PROPERTY TAX REVENUE AT A 3.5% TAX CAP AT THE TIME, OUR TOUGHEST CHALLENGE APPEARED TO BE DEVELOPING A PLAN FOR MAINTAINING THESE INVESTMENTS AND ENSURING THE LONGTERM STRUCTURAL SUSTAINABILITY OF OUR CITY OPERATIONS WITHIN THESE NEW CONSTRAINTS TODAY, OUR COMMUNITY FACES NOT ONE BUT TWO MOMENTOUS CRISES, EACH MORE IMMEDIATE AND MORE PROFOUND THAN THE PATH OF OUR FUTURE REVENUE CONSTRAINTS.
AS WE KNOW ALL TOO WELL, AUSTIN REMAINS ENGULFED BY THE GLOBAL COVID-19 PANDEMIC, WHICH HAS CAUSED TRAGIC LOSS ACROSS OUR COMMUNITY.
UP ENDED OUR WAY OF LIFE AND TRIGGERED AN UNPRECEDENTED LEAST SWIFT ECONOMIC CONTRACTION.
AT THE SAME TIME, THE CITY IS TAKING NEW STEPS TO CONFRONT AND END THE LONG HISTORY OF SYSTEMIC INJUSTICES EXPERIENCED BY PEOPLE
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OF COLOR BY OUR PUBLIC SAFETY INSTITUTIONS.IN TIMES OF CRISIS, A BUDGET ACTS AS A PATH FORWARD, HELPING US USE OUR LIMITED RESOURCES WISELY AND PURPOSEFULLY THEIR PROPOSED FISCAL YEAR 2021 BUDGET MEETS THESE CRISES.
HEAD-ON BUILDING ON THE TIRELESS WORK OF OUR PUBLIC HEALTH TEAM AND COUNTLESS OTHER CITY STAFF AND COMBATING COVID-19 AND HELPING OUR COMMUNITY RECOVER FROM ITS EFFECTS.
THIS BUDGET ALSO ACCELERATES THE PROCESS OF RE-IMAGINING OUR PUBLIC SAFETY SYSTEM TO ENSURE JUSTICE AND EQUAL TREATMENT FOR ALL AUSTIN RESIDENTS.
I WANT TO COMMEND THE FORESIGHT AND LEADERSHIP OF OUR ELECTED OFFICIALS AND PUBLIC HEALTH TEAM.
I ALSO WANT TO THANK OUR FIRST RESPONDERS AND STAFF FROM ACROSS SO MANY CITY DEPARTMENTS FOR THEIR TIRELESS EFFORTS TO MITIGATE THE IMPACTS OF THE PANDEMIC.
ALTHOUGH WE REMAIN IN A PRECARIOUS AND UNCERTAIN POSITION WITH RESPECT TO THE SPREAD OF THE VIRUS WITHOUT THEIR SELFLESS WORK, THE IMPACT ON OUR CITY WOULD HAVE BEEN FAR, FAR WORSE WHILE YOU'VE RECEIVED NUMEROUS BRIEFINGS FROM OUR HEALTH PROFESSIONALS ABOUT THE IMPACTS OF COVID-19 ON OUR COMMUNITY.
I WOULD LIKE TO INVITE ASSISTANT CITY MANAGER, CHRIS, SHORTER TO SHARE HOW OUR ORGANIZATION IS GRAPPLING WITH THE EFFECTS OF THE PANDEMIC AND PLANNING FOR THE FUTURE WITH A KEEN EYE ON THE MOST VULNERABLE.
AS MANY OF YOU KNOW, THE COVID-19 PANDEMIC HAS TESTED OUR IN SO MANY WAYS AND LIKE SPENCER, I WOULD LIKE TO TAKE A MOMENT TO THANK THE COUNTLESS EMPLOYEES, COUNTY EMPLOYEES, COMMUNITY VOLUNTEER CITY EMPLOYEES WHO HAVE STEPPED UP TO LEND A HELPING HAND THROUGHOUT THIS CRISIS.
THIS PANDEMIC HAS SHINED A LIGHT ON THE DIFFERENCE.
OUR CITY COUNTY AND COMMUNITY PARTNERS CAN PLAY IN THE LIVES OF OUR MOST VULNERABLE POPULATIONS.
MANY COMMUNITY MEMBERS WERE JUST A FEW SHORT MONTHS AGO AND SAW HOMELESSNESS AS THE, AS A HUMAN TRAGEDY IN DESPERATE NEED OF A SOLUTION WHO ARE NOW STRUGGLING TO MAKE ENDS MEET THEMSELVES AND ARE AT RISK OF HOMELESSNESS BECOMING THEIR OWN PERSONAL REALITY.
AND THOSE ALREADY LIVING ON SHELTER, OUR NEIGHBORS WITH THE LEAST ARE UNIQUELY VULNERABLE TO CONTRACTING.
COVID-19 EXPERIENCING THE HARSHER EFFECTS OF THE VIRUS.
THANKS TO THE STRONG SUPPORT AND LEADERSHIP FROM OUR MAYOR AND COUNCIL, OUR CITY AND COMMUNITY PARTNERS ACTED SWIFTLY TO RESPOND TO THE TRAGIC INTERSECTIONALITY OF HOMELESSNESS, INDEPENDENT QUICKLY WORKING ACROSS SECTORS, A STAND UP PEOPLE, HOMELESSNESS, SAFE, AND ABLE TO MEET THEIR BASIC HUMAN NEEDS AND TO ACCESS CRITICAL SERVICES THROUGH THE STRONG LEADERSHIP OF AUSTIN, PUBLIC HEALTH, REAL ESTATE SERVICES, DOWNTOWN AUSTIN, COMMUNITY COURT, NEIGHBORHOOD HOUSING AND COMMUNITY DEVELOPMENT, AND THE COUNTLESS OTHER CITY STAFF AND SERVICE PROVIDERS.
WE QUICKLY LEASED AND SET UP OPERATIONS FOR AN ISOLATION FACILITY, PROTECTED LODGES TO KEEP OUR MOST VULNERABLE, SAFE, AND PREVENT THE GREATER SPREAD AMONG OUR NEIGHBORS EXPERIENCING HOMELESSNESS.
WHEN WE EXPERIENCED OUR FIRST CASE CASES AT THE SHELTERS, THOSE FACILITIES PROVIDED A SAFE LODGING WHILE SHELTER OPERATIONS CLEAN AND MADE THE NECESSARY CHANGES TO THEIR OPERATIONS TO MITIGATE RISK AND PREPARE FOR REMNANTS RETURN.
AND WHEN LEADERS FROM HOMELESS OUTREACH ORGANIZATION AND PROVIDERS REPORTED THAT THE PEOPLE THEY SERVE WERE LOSING ACCESS TO FOOD DURING THE SHELTER IN PLACE ORDER AGAIN, CITY STAFF FROM AUSTIN, PUBLIC HEALTH, THE OFFICE OF SUSTAINABILITY, OUR PARKS AND RECREATION DEPARTMENT IN COLLABORATION WITH COMMUNITY PARTNERS ORGANIZED, STOOD UP AN UNPRECEDENTED COLLABORATIVE DISTRIBUTION PROGRAM.
EATING APART TOGETHER OR EAT INITIATIVE, STARTED DISTRIBUTING THOUSANDS OF NODES EACH WEEK WITHIN A MONTH OF THE INITIAL STAY AT HOME OR TO DATE EAT AS SERVE MORE THAN 150,000 NEW PROVIDED FOOD TO COMMUNITY KITCHENS THAT ARE STRETCHED TO THEIR LIMITS AND QUICK OUTREACH ORGANIZATIONS WITH FOOD, WATER, MASS INFORMATION ABOUT COVID-19 AND COMMUNITY HYGIENE SUPPLIES.
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WHEN THE PANDEMICS SUBSIDES, WE WILL CONTINUE TO LEVERAGE ALL THAT WE'VE LEARNED ABOUT SERVING PEOPLE DURING A CRISIS, HOW PARTNERSHIPS COLLABORATION, COORDINATION CAN AND MUST BE PART OF OUR EFFORTS TO ENSURE HOMELESSNESS IS RARE, BRIEF, AND NON-RECURRING IN AUSTIN BECAUSE OUR ABILITY TO QUICKLY ADAPT TO THE CHANGING OF THE MID 1910S IN THE CITY HAS CONTINUED MAKING STRIDES IN ENDING HOMELESSNESS.THE ACCOMPLISHMENTS, SINCE THAT ENDEMIC BEGAN INCLUDE OPENING THE SALVATION ARMY.
RALPH GAVE US WITH FINANCIAL SUPPORT AND ASSISTANCE FROM THE CITY OF AUSTIN.
OTHER COMMUNITY PARTNERS AND LOCAL PHILANTHROPY WAS DICK RALPH GABRIEL, A NEARLY $1 MILLION CONTRACT WITH ECHO OUR PARTNER AGENCY IN ENDING HOMELESSNESS AND AUSTIN, WHERE HE LOW BARRIER PERMANENT SUPPORTIVE HOUSING VOUCHER PROGRAM, ADOPTING MOTEL CONVERSION STRATEGY GUIDED BY HOUSING FIRST APPROACH TO CONVERT MOTELS INTO SAFE LIVING SPACES, TO HELP PEOPLE EXPERIENCING HOMELESSNESS, ACCESS THE STABILITY AND CARE THEY NEED IN APRIL.
THE CITY CLOSED ON THE PURCHASE OF THE ROADWAY INN AND BEGAN RENOVATIONS IMPROVEMENTS AND COLLABORATIONS WITH MOTEL CONVERGENCE STRATEGY PARTNER, PARTICIPANT EXPANDING ACCESS TO PERMANENT SUPPORTIVE HOUSING WITH THE DOWNTOWN AUSTIN COMMUNITY COURT IN PARTNERSHIP WITH FRONT STEPS AND BRINGING ON ADDITIONAL OPPORTUNITIES FOR PERMANENT SUPPORTIVE HOUSING FOUNDATION COMMUNITIES.
THE CITY COUNCIL IN MAY PARTNERING WITH FRONT STEPS TO PROVIDE 27 UNITS OF PERMANENT SUPPORTIVE HOUSING, ANNUAL WRAPAROUND SERVICES AND CASE MANAGEMENT, MAINTAINING HAND WASHING STATIONS, PORTABLE TOILETS, SHOWERS, ELECTRONIC CHARGING STATIONS, FOOD ACCESS SITES, ALL OF WHICH BECAME SCARCE DURING THE PANDEMIC.
AND FINALLY, THANKS TO AUSTIN RESOURCE RECOVERY OPENING, A STORAGE FACILITY FOR AUSTINITES EXPERIENCING AUSTIN PUBLIC HEALTH, OUR LEAD DEPARTMENT IN RESPONSE TO BOTH HOMELESSNESS AND COVID-19 HAS BEEN WORKING FAST AND FURIOUS TO ADDRESS A PANDEMIC AND ITS IMPACT ON OUR MOST VULNERABLE RESIDENTS.
I WANT TO AGAIN, TAKE A MOMENT TO EXPRESS HOW IMPRESSED GREAT WE ALL ARE FOR THE STAFF AND AUSTIN PUBLIC HEALTH AND THE MINI PUBLIC SERVANTS ACROSS OUR CITY DEPARTMENTS WHO STEPPED UP TO STAFF AND SUPPORT THE EMERGENCY OPERATIONS CENTER AND THE JOINT INFORMATION SYSTEM WE'VE BEEN IN EMERGENCY MODE FOR THE LAST FOUR MONTHS.
AND EVENTUALLY WE WILL NEED TO SHIFT IT TO A SUSTAINED RESPONSE UNTIL THEN WE ARE FORTUNATE TO HAVE A STRONG TEAM OF IMPORTANT, WILLING TO WORK SO HARD TO PROTECT AND IMPROVE OUR COMMUNITY.
IT'S NEARLY IMPOSSIBLE TO OVERSTATE THE MAGNITUDE OF THE CHALLENGE THAT COVID-19 HAS PRESENTED NOT JUST FOR OUR ORGANIZATION, BUT ALSO FOR OUR COMMUNITY.
THE LAST FELT IN OUR COMMUNITY, THE STRAIN THAT HAS PLACED ON EVERYONE'S RESOURCES, INCLUDING ITS ADVERSE FINANCIAL STRAIN ACROSS ALL CITY FUNDS.
WE ANTICIPATE ENDING THE CURRENT YEAR FISCAL YEAR, OVER $200 MILLION OR NEARLY 5% BELOW BUDGETED PROJECTIONS AS A RESULT OF TRAVEL AND TOURISM RELATED MANDATES TO MITIGATE THE SPREAD OF THE DISEASE.
OUR AIRPORT AND CONVENTION CENTER HAVE BEEN PARTICULARLY HARD HIT WITH THESE DEPARTMENTS, ANTICIPATING REVENUE SHORTFALLS OF APPROXIMATELY 30%.
AT THE SAME TIME, WE FEEL UNPRECEDENTED DEMAND FOR ADDITIONAL RESOURCES TO RESPOND TO AN EMERGE FROM THE CRISIS TO HELP MEET THIS DEMAND IN ACCORDANCE WITH YOUR GUIDANCE.
WE ARE LEVERAGING FEDERAL FUNDING PROVIDED THROUGH THE CARES ACT TO SUPPORT THE $272 MILLION FRAMEWORK FOR THE CITY'S COVID-19 RESPONSE THAT YOU APPROVED IN JUNE, WHICH INCLUDES PLANNED EXPENDITURES OF A HUNDRED, $6 MILLION FOR EMERGENCY RESPONSE, $63 MILLION FOR MEDICAL AND PUBLIC HEALTH NEEDS AND $103 MILLION FOR PROGRAMS PROVIDING ECONOMIC SUPPORT.
DESPITE THESE CHALLENGES, I AM PROUD TO PRESENT TO YOU TODAY, THE BUDGET OF A REMARKABLY RESILIENT CITY, A FEAT POSSIBLE BECAUSE OF A LONG COMMITMENT TO PRUDENT FINANCE, FISCAL MANAGEMENT,
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OUR ROBUST RESERVE POSITION ACCUMULATED THROUGH YEARS OF CONSERVATIVE REVENUE, PROJECTION, RESPONSIBLE BUDGETING, AND PROACTIVE FINANCIAL MANAGEMENT HAS PREVENTED THE LAYOFFS AND FURLOUGHS REQUIRED IN OTHER CITIES.INSTEAD WE REPRIORITIZED OUR STAFF TO MAXIMIZE THE BREADTH AND EFFECTIVENESS OF OUR COVID RESPONSE ARE STRONG.
FINANCIAL POSITION HAS ALLOWED US TO PUT THE COMMUNITY FIRST AND BECAUSE WE CANNOT KNOW HOW LONG THIS CRISIS WILL LAST OR WHEN THE NEXT ONE WILL STRIKE THIS BUDGET DOUBLES DOWN ON THESE PRINCIPLES TO ENSURE OUR CONTINUED RESILIENCY, EVEN IN THE FACE OF COVID THIS BUDGET PROJECTS RESTORING STORING GENERAL FUND RESERVES, A HEALTHY 12% LEVEL.
IMPORTANTLY, IT ACHIEVES THIS WITHOUT RESORTING TO SIGNIFICANT INCREASES IN TAXES AND FEES AT A TIME WHEN SO MANY OF OUR RESIDENTS ARE EXPERIENCING FINANCIAL STRAIN.
WHEN LOOKING AT CITY TAXES AND FEES PAID BY A HOMEOWNER IN OUR COMMUNITY, THIS BUDGET PROPOSES ONLY A 3.5% EFFECTIVE PROPERTY TAX INCREASE FOR GENERAL FUND MAINTENANCE AND OPERATIONS.
THE LOWEST SUCH INCREASE SINCE FISCAL YEAR 2004, 2005.
I'LL REPEAT THAT THE LOWEST SUCH INCREASE SINCE FISCAL YEAR 2004, 2005 RATES CHARGED BY CITY ENTERPRISE DEPARTMENTS ARE LIKEWISE BEING HELD AT A MINIMUM WITH PROPOSED INCREASES IN AUSTIN RESOURCE RECOVERY AND THE TRANSPORTATION USER FEE BEING OFFSET BY A DECREASE IN THE AVERAGE AUSTIN ENERGY BILL, COLLECTIVELY A TYPICAL AUSTIN, I CAN EXPECT TO SEE A COMBINED TAX AND FEE BILL INCREASE OF ONLY $1 PER MONTH.
THIS MODEST TAX RATE PROPOSAL RECOGNIZES THE POSSIBLE NOVEMBER TAX RATE ELECTION TO FUND PROJECT CONNECT THE TRANSFORMATIVE NEW MULTIMODAL TRANSIT SYSTEM THAT THE CITY HAS BEEN DEVELOPING IN PARTNERSHIP WITH CAP METRO, ALTHOUGH COVID-19 FINANCIAL IMPACTS OF THE CITY'S BUDGET ARE DIRE.
WE ALSO MUST RECOGNIZE THAT THEY ARE TEMPORARY WEATHERING.
THIS PRICES SHOULD NOT JEOPARDIZE OUR ONCE IN A GENERATION OPPORTUNITY TO REVOLUTIONIZE OUR TRANSPORTATION INFRASTRUCTURE, HOPE ITS IMPACTS HAVE CREATED HISTORIC LEVELS OF VOLATILITY IN THE ECONOMY AND CITY REVENUE SOURCES THAT ARE LIKELY TO PERSIST FOR SOME TIME.
THIS BUDGET INCLUDES MEASURES TO IMPROVE THE CITY'S LONGTERM RESILIENCY TO THESE CONDITIONS AND TO PRICE THESE IN THE FUTURE, WE CONTINUE TO STREAMLINE OPERATIONS TO IMPROVE EFFICIENCY OF SERVICE DELIVERY BY REORGANIZING AND CONSOLIDATING THE FUNCTIONS OF SEVERAL DEPARTMENTS AND OFFICES.
THIS WILL SYNERGIZE MISSIONS STREAMLINE OUR MANAGEMENT STRUCTURE AND PROVIDE GREATER CLARITY TO RESIDENTS AND STAKEHOLDERS AS THEY NAVIGATE CITY ADMINISTRATION.
MOST NOTABLY THIS BUDGET CREATES A NEW HOUSING AND PLANNING DEPARTMENTS REPLACING AND IMPROVING UPON THE SERVICES PREVIOUSLY PROVIDED BY OUR NEIGHBORHOOD OF HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT AND PLANNING AND ZONING DEPARTMENTS BEYOND EFFICIENCY.
THIS CHANGE REFLECTS OUR RECOGNITION OF THE CONNECTION BETWEEN AFFORDABLE HOUSING AND LAND USE ACROSS THE CITY.
NEXT, I AM ADDING A RESILIENCY POSITION TO THE EQUITY OFFICE TO INFORM THE CITY'S EFFORTS TO SUPPORT COMMUNITY MEMBERS IN OVERCOMING ACUTE CRISIS.
LIKE THE COVID-19 PANDEMIC AND MORE LONGTERM CHRONIC STRESSORS LIKE POVERTY AND A SHORTAGE OF AFFORDABLE HOUSING TO IMPROVE THE CITY'S DEFENSES AGAINST IT'S DATA BREACHES OR OTHER COMPROMISES OF OUR NETWORK OR APPLICATIONS.
I'M CONVERTING THE COMMUNICATIONS AND TECHNOLOGY MANAGEMENTS OFFICE OF OFFICE OF CYBERSECURITY INTO AN INDEPENDENCE INFORMATION SECURITY OFFICE WITH AN INFUSION OF TWO POINT 5,000,004 ADDITIONAL PHYSICIANS.
THE PANDEMIC HAS HIGHLIGHTED HOW GREATLY THE CITY'S OPERATIONS DEPEND ON TECHNOLOGY.
AS WE HAVE MIGRATED TO VIRTUAL MEETINGS AND REMOTE ACCESS TO CRITICAL CITY SYSTEMS, THIS OFFICE WILL ENSURE THESE SYSTEMS REMAIN SAFE AND SECURE AS WE BECOME EVER MORE RELIANT UPON THEM.
ULTIMATELY, ALL OF OUR PROPOSALS TO INCREASE RESILIENCY REQUIRE THE HARD WORK AND DEDICATION OF THE THOUSANDS OF PUBLIC SERVANTS WHO TURN THESE IDEAS INTO REALITY.
THIS BUDGET INCLUDES THE 2% WAGE ADJUSTMENT FOR ALL CITY EMPLOYEES.
AND I'M PROUD TO SAY A THIRD STRAIGHT YEAR WITH NO INCREASE IN THE HEALTH INSURANCE PREMIUM CONTRIBUTION BY EITHER THE CITY OR BY PLAN MEMBERS.
FINALLY, IN THIS TIME OF SUCH GREAT UNCERTAINTY, OUR EMPLOYEES DESERVE TO KNOW THAT THE CITY IS TAKING EVERY NECESSARY STEP TO SHORE UP THE LONGTERM SUSTAINABILITY OF THEIR
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RETIREMENT SYSTEMS. ALTHOUGH OUR DISCUSSIONS ABOUT THIS ISSUE IN THE COMING FISCAL YEAR WILL BE DIFFICULT AND NECESSITATES SOME HARD CHOICES.I AM RESERVING 11.3 MILLION TO HELP FUND THE SOLUTION.
WE WILL ARRIVE AT TOGETHER, REEVALUATE IT, HOW WE PROVIDE SERVICES IN OUR COMMUNITY AND ENSURE OUR COMMUNITY IS RESILIENCY REQUIRES US TO CONFRONT THE SYSTEMIC AND INEQUITABLE TREATMENT OF COMMUNITY COLORS HAVE EXPERIENCED FOR GENERATION MOST VISIBLY AND TRAGICALLY IN THE NAME OF PUBLIC SAFETY, THE RECENT DEATHS OF MR. GEORGE FLOYD IN MINNEAPOLIS AT THE HANDS OF A POLICE OFFICER AND OUR OWN OFFICER INVOLVED SHOOTING DEATH OF MR. MICHAEL RAMOS HAVE AMPLIFIED THE CALL FOR JUSTICE IN OUR COMMUNITY IN WAYS WE CANNOT IGNORE THE CITY HAS STARTED DOWN THE PATH TOWARDS ENDING THIS INJUSTICE.
WE'VE ESTABLISHED THE CITY'S EQUITY OFFICE TO RECOGNIZE AND GUIDE US THROUGH ADDRESSING DISPROPORTIONATE TREATMENT OF PEOPLE OF COLOR.
WE'VE RESTRUCTURED THE OFFICE OF POLICE OVERSIGHT TO PROVIDE IMPARTIAL OVERSIGHT TO THE AUSTIN POLICE DEPARTMENTS, CONDUCT PRACTICES AND POLICIES IN DOING SO.
WE HAVE IMPROVED ACCOUNTABILITY, INCREASED TRANSPARENCY, AND CREATED MORE SUSTAINABLE PARTNERSHIPS THROUGHOUT THE COMMUNITY.
WE MUST STAY THE COURSE TO REDEFINE PUBLIC SAFETY IN AUSTIN, OUR COMMUNITY.
AND THOSE OF US IN THIS VIRTUAL SPACE HAVE ENGAGED IN THESE CONVERSATIONS ABOUT MOVING TO A MORE HOLISTIC MODEL OF PUBLIC SAFETY.
IN OUR CITY, WE SHARE A VISION FOR AN AUSTIN, LESS INVESTED IN TRADITIONAL ENFORCEMENT, PRIORITIZING ACTIONS TO ADDRESS INTERCONNECTED OF CRIME, SUCH AS POVERTY, HOMELESSNESS, MENTAL ILLNESS, AND LIMITED ECONOMIC OPPORTUNITY.
OVER THE PAST SIX YEARS, THE CITY HAS MEANINGFULLY REDUCED THE PORTION OF THE GENERAL FUND BUDGET DEDICATED TO THE THREE TRADITIONAL PUBLIC SAFETY DEPARTMENTS.
AND WE HAVE REDIRECTED THOSE DOLLARS TO INVESTMENTS IN PROGRAMS AIMED AT ADDRESSING HEALTH DISPARITIES, ELIMINATING HOMELESSNESS, CREATING MORE AFFORDABLE HOUSING AND INCREASING AVENUES FOR ECONOMIC OPPORTUNITY.
THIS BUDGET CONTINUES TO LOOK AT PUBLIC SAFETY HOLISTICALLY BY REDUCING THE PLAN NUMBER OF POLICE OFFICERS BY 100 AND REALLOCATING JUST OVER $11 MILLION IN POLICE DEPARTMENT FUNDING TO OTHER COMMUNITIES, SAFETY MEDIA NEEDS, INCLUDING ADDITIONAL STAFFING AND RESOURCES FOR THE OFFICE OF POLICE OVERSIGHT AND THE EQUITY OFFICE FULL IMPLEMENTATION OF THE RECOMMENDATIONS FOR A CLINICIAN BASED APPROACH TO MENTAL HEALTH EMERGENCY RESPONSE, INCLUDING AN EXPANDED MOBILE CRISIS OUTREACH TEAM CONTRACT AND SEVEN NEW COMMUNITY HEALTH PARAMEDICS.
WE'RE ALSO INCLUDING EXPANDING FUNDING FOR MENTAL HEALTH, FAMILY VIOLENCE PREVENTION AND IMMIGRANT LEGAL SERVICES AND THE AUSTIN PUBLIC HEALTH DEPARTMENTS.
WE'RE PROVIDING MORE FUNDING THAN THE HOUSING TRUST FUND.
WE'RE PUTTING AN ADDITIONAL POLICE OFFICER TRAINING ON TRAUMA INFORMED RESPONSE, UNCONSCIOUS BIAS, RACIAL AND CULTURAL SENSITIVITY, AND ON THE USE OF NALOXONE FOR PEOPLE EXPERIENCING A DRUG OVERDOSE.
AND LASTLY, WE'RE CREATING A NEW CIVIL RIGHTS OFFICE HOUSES WITHIN OUR LAW DEPARTMENT.
THIS BUDGET OPENS THE DOOR TO A BROADER DISCUSSION ABOUT HOW WE RESOURCE OURSELVES WITH PUBLIC SAFETY.
IN MIND, RE-IMAGINING PUBLIC SAFETY IS AN IMPORTANT ENDEAVOR FOR BOTH OUR COMMUNITY AND OUR OFFICERS.
THERE ARE MANY RESPONSIBILITIES CURRENTLY SHOULDERED BY OUR POLICE OFFICERS THAT COULD BE TAKEN ON BY OTHERS, ALLOWING OUR OFFICERS TO FOCUS ON THEIR CORE MISSION, TO PROTECT AND SERVE EVERYONE THERE'S URGENCY AND THE TASK AHEAD.
AND WE WILL NEED COMMUNITY INVOLVEMENT TO REDEFINE HOW PUBLIC SAFETY WORKS IN AUSTIN.
I'VE ASKED DEPUTY CITY MANAGER NURIA RIVERA VANDERMAN TO SHARE OUR PLANS, TO LIFT UP VOICES FROM ALL CORNERS OF OUR COMMUNITY.
WITH THE GOAL OF CO-CREATING A MORE EQUITABLE, MORE, JUST AN ULTIMATELY SAFER FUTURE FOR ALL AUSTINITES MARIA, THANK YOU, SPENCER.
I'M HONORED TO BE HERE TODAY, ESPECIALLY TO DISCUSS THE OPPORTUNITY WE HAVE BEFORE US.
WE ARE AT A PIVOTAL MOMENT IN OUR HISTORY, A MOMENT WHERE WE CAN CHOOSE TO TAKE STEPS TOWARDS INCREMENTAL REFORM OR A MOMENT THAT ALLOWS US TO TRULY LAND IN, TO CREATE SUSTAINABLE AND TRANSFORMATIVE CHANGE AFFORDING US AN OPPORTUNITY TO RIGHT, THE WRONGS OF OUR PAST THAT TIME IS NOW.
AND FOR MANY, IT IS LONG OVERDUE.
WE TO DO THE LATTER, LISTENING TO THE VOICES OF SO MANY IN OUR COMMUNITY THAT ASK US TO RE ENVISION A PUBLIC SAFETY SYSTEM DESIGNED FOR ALL A PUBLIC SAFETY SYSTEM THAT DARES TO RETHINK TRADITIONAL POLICE RESPONSE.
AND INSTEAD CENTER'S LIVED EXPERIENCE AT THE CORE OF ITS DESIGN, A PUBLIC SAFETY SYSTEM
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THAT IS ACCOUNTABLE TO THE HISTORIC AND DISPROPORTIONATE IMPACT POLICING HAS HAD ON OUR BLACK AND BROWN COMMUNITIES THAT HAS RESULTED IN THE DRAMATIC OVER REPRESENTATION OF AFRICAN AMERICAN AND HISPANIC, LATIN X INDIVIDUALS IN OUR CRIMINAL JUSTICE SYSTEM AND A PUBLIC SAFETY SYSTEM THAT AIMS TO SHIFT THE RESPONSIBILITY OF RESPONDING TO THIS NATION.SOCIAL CHALLENGES, SUCH AS MASS HOMELESSNESS AND THE INCREASED PREVALENCE OF MENTAL AND BEHAVIORAL HEALTH ISSUES IN OUR SOCIETY TO PROFESSIONALS IN OUR COMMUNITY WHO CAN BEST LEVERAGE EXISTING AND FUTURE RESPONSE RESOURCES TO ACHIEVE BETTER OUTCOMES THROUGH MORE HOLISTIC CRISIS INTERVENTION AND OUTREACH AS IF THE NEEDY TO ADDRESS THE HISTORIC ISSUES OF RACISM AND INJUSTICE PERVASIVE IN OUR INSTITUTIONAL SYSTEMS, INCLUDING POLICING.
WE'RE NOT ENOUGH REIMAGINING OUR PUBLIC SAFETY SYSTEM WILL ALSO BENEFIT THE MANY SWORN AND CIVILIAN STAFF THAT MAKE UP OUR CURRENT POLICE DEPARTMENT.
AS A CITY MANAGER MENTIONED POLICE OFFICERS ACROSS THE NATION.
I'VE TAKEN ON MORE AND MORE RESPONSIBILITIES THAT COULD BEST BE SERVED BY OTHER PROFESSIONALS AND NATIONAL STATISTICS ON THE HIGH PREVALENCE OF DEPRESSION, ALCOHOL ABUSE, AND OTHER MEDICAL CONDITIONS SUCH AS DIABETES AND HEART DISEASE WITHIN POLICE FORCES GENERALLY WOULD SEEM TO ALSO CALL FOR MUCH NEEDED CHANGE, TO BETTER ADDRESS THE PHYSICAL AND MENTAL HEALTH OF OUR POLICE FORCE WHO HAVE SUCH CRITICAL INTERACTIONS WITH THE PUBLIC.
AS A STARTING POINT, WE'VE IDENTIFIED NUMEROUS PROGRAMS AND FUNCTIONS CURRENTLY HOUSED IN THE POLICE DEPARTMENT THAT ARE WORTHY OF BROADER COMMUNITY DISCUSSIONS.
THESE PROGRAMS INCLUDE CRISIS INTERVENTION AND MENTAL HEALTH.
FIRST RESPONSE EMERGENCY CALL CENTER AND POLICE DISPATCH, FORENSICS, LAB OPERATIONS, VEHICLE LICENSING, NUISANCE ABATEMENT PROTECTION AND SECURITY OF GOVERNMENTAL ASSETS.
FOR EXAMPLE, PART CONTROL LAKE PATROL AND SECURITY AT OUR AIRPORT ADMINISTRATIVE AND MANAGEMENT FUNCTIONS, MR. WELLNESS, INTERNAL AFFAIRS, PROTECTIVE SERVICES, VICTIM SERVICES, OFFICER TRAINING AND GOVERNANCE IMPORTANT.
HOWEVER, THIS IS NEITHER A FINAL NOR AN EXHAUSTIVE LIST, AS WE HOPE TO WORK WITH AND HEAR FROM COMMUNITY AND INTERNAL STAKEHOLDERS ON THESE AND OTHER AREAS THAT WE MAY NEED BROADER DISCUSSION ON TO TRULY REIMAGINE OUR PUBLIC SAFETY SYSTEM TO TACKLE THIS CHALLENGE.
THE CITY MANAGER HAS ASSEMBLED A MULTIDISCIPLINARY LEADERSHIP TEAM, WHICH INCLUDES ASSISTANT CITY MANAGERS, RAY R
THE TEAM WILL EVOLVE AS WE TAP INTO ADDITIONAL EXPERTISE THROUGHOUT THE ORGANIZATION, INCLUDING FROM WITHIN AUSTIN PUBLIC HEALTH EMERGENCY MEDICAL SERVICES AND AUSTIN CODE DEPARTMENT.
ADDITIONALLY, AS THE CITY MANAGER SHARED, WE ARE CLEAR THAT OUR WORK MUST BE DEVELOPED AND CO-CREATED WITH THE COMMUNITY.
TO THAT END, WE HAVE PRELIMINARILY OUTLINED A FRAMEWORK THAT INCLUDES A CITY COMMUNITY RE-IMAGINING TASKFORCE, COMPOSED OF MEMBERS FROM THE LEADERSHIP TEAM, AS WELL AS KEY COMMUNITY ORGANIZATIONS.
WE KNOW THERE ARE MANY WHO WOULD LIKE TO CONTRIBUTE TO THIS TASK FORCE, AND THERE WILL BE MANY OPPORTUNITIES TO ENGAGE IN THIS PROCESS, BUT IT IS OUR EXPRESS INTENTION TO CENTER THE VOICES OF THOSE WHO HAVE BEEN MOST IMPACTED BY POLICE VIOLENCE AND INSTITUTIONAL RACISM WITHIN OUR SYSTEMS ON THIS TASK FORCE, WE HAVE ALREADY BEGUN TO TAKE THE FIRST STEPS TO REACH OUT TO KEY COMMUNITY STAKEHOLDERS, TO GAIN A BETTER UNDERSTANDING OF CONCERNS, EXPECTATIONS, AND INTERESTS, AND HOW THEY WISH TO PARTICIPATE AND HELP FRAME THIS WORK.
AS WE FINALIZE THOSE INITIAL DISCUSSIONS AND ARE ABLE TO THEN FORMALLY MEET AND COLLECTIVELY IDENTIFY THE MOST IMMEDIATE AREAS FOR ACTION, THE CITY COMMUNITY RE-IMAGINING TASKFORCE WILL THEN CONVENE THE APPROPRIATE ADVISORY WORKING GROUPS, COMPOSED OF REPRESENTATIVES FROM ADVOCACY, FAITH, PUBLIC SAFETY, AND BUSINESS COMMUNITY ORGANIZATIONS, AS WELL AS CITY STAFF FROM A VARIETY OF DISCIPLINES TO DIG DEEPER INTO SPECIFIC TOPICS, SUCH AS USE OF FORCE DEESCALATION ALTERNATIVES TO POLICING, INCLUDING MENTAL AND OR BEHAVIORAL HEALTH RESPONSE, TRAINING AND HOPELESSNESS RESPONSE AND OUTREACH.
THROUGHOUT THIS ENTIRE PROCESS, WE WILL ALSO RELY ON LISTENING SESSIONS WITH THE COMMUNITY WITHIN THE POLICE DEPARTMENT, WITH POLICYMAKERS AND WITH OUR BOARDS AND COMMISSIONS TO GATHER FEEDBACK REGARDING THEIR VISION AND PRIORITIES FOR RE-IMAGINING PUBLIC SAFETY.
LATER THIS MONTH, WE WILL PILOT OUR FIRST LISTENING SESSION WITH THE PUBLIC SAFETY COMMISSION, JOINT INCLUSION COMMISSION AND OUR QUALITY OF LIFE ADVISORY COMMISSIONS.
WE WILL ALSO BE WORKING ON WAYS TO SHARE OUR PROGRESS PUBLICLY, TO PROVIDE INCREASED TRANSPARENCY THROUGHOUT THE PROCESS, A CRITICAL ELEMENT IN, IN CONTINUING TO BUILD TRUST WITH THE COMMUNITY.
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OVER THE COURSE OF THE FISCAL YEAR.THESE CONVERSATIONS WITH THE COMMUNITY WILL INFORM THE DELIBERATIONS AND RECOMMENDATIONS.
THE CITY COMMUNITY RE-IMAGINING TASKFORCE WILL BRING FORWARD TO MAKE OUR COLLECTIVE VISION OF PUBLIC SAFETY FOR THE CITY OF LAUCESTON A REALITY.
THIS IS COMPLEX AND MULTIFACETED CHALLENGE, AND WE ARE FORTUNATE TO HAVE SO MANY CREATIVE, PASSIONATE, AND INNOVATIVE PEOPLE, BOTH ON STAFF AND IN THE COMMUNITY READY TO WORK TOGETHER TO BRING ABOUT THE TRULY TRANSFORMATIVE CHANGE WE ALL KNOW IS SO BADLY NEEDED.
THANK YOU, MARIA, THE MAGNITUDE OF DEMONSTRATIONS AND SUPPORT A POLICE REFORM SHOW THAT WE HAVE THE MOMENTUM AND COMMUNITY SUPPORT TO MAKE SIGNIFICANT CHANGES THAT WILL IMPROVE OUR CITY AND ENSURE THAT PUBLIC SAFETY IN AUSTIN REFLECTS OUR COMMUNITY VALUES.
AT THE SAME TIME, WE MUST REMEMBER THAT THIS IS NOT JUST A LAW ENFORCEMENT ISSUE.
THIS IS A PUBLIC HEALTH ISSUE.
THIS IS A SOCIAL SERVICES ISSUE.
THIS IS A SOCIAL JUSTICE ISSUE, AND THIS IS VERY MUCH AN ISSUE OF TRUST AND ACCOUNTABILITY.
THIS EFFORT TAKES US FURTHER ON THE PATH TO CREATE AN AUSTIN THAT IS SAFE FOR ALL.
AND AS RUTH AS JUSTICE, RUTH BADER GINSBURG SAYS REAL CHANGE.
ENDURING CHANGE HAPPENS ONE STEP AT A TIME, THE FOUR POINT $2 BILLION BUDGET BEFORE YOU RECOGNIZE IS THAT OUR RESPONSIBILITY TO ENSURE EQUITY DOES NOT END WITH PUBLIC SAFETY.
IT REQUIRES A COMPREHENSIVE VISION THAT ENCOMPASSES THE FULL BREADTH OF CITY SERVICES AND FUNCTIONS INSPIRED BY YOUR LEADERSHIP.
THIS IS A RESPONSIBILITY WE HAVE TAKEN SERIOUSLY IN YEARS PAST, AND WE WILL EMERGE FROM THESE CRISES WITH AN EVEN SHARPER RESOLVE AND DEEPER COMMITMENT TO PROMOTING JUSTICE AND EQUITY ACROSS OUR COMMUNITY.
I LOOK FORWARD TO ARE DISCUSSIONS ABOUT THIS BUDGET AS WE CONTINUE TO REALIZE A BETTER FUTURE FOR OUR ENTIRE THE CITY.
AND WITH THAT, I WILL TURN IT BACK TO YOU MAYOR.
UM, NOW THIS IS A PUBLIC BUDGET FOR PUBLIC TO TAKE A LOOK AT FOR OUR COLLEAGUES TO TAKE A LOOK AT, UM, A LOT OF WORK THAN EFFORT.
THANK YOU FOR DELIVERING THIS BUDGET TO US.
UH, THE NEXT STEP TO APPROVE OUR BUDGET, UH, IS GOING TO BE THE BUDGET INPUT MEETINGS FOR A COMMUNITY TO PARTICIPATE, UH, RELEVANCE AND PROVIDE THEIR INPUT.
UH, THERE'S GOING TO BE A MEETING SCHEDULED FOR JULY 23RD AND THEN ANOTHER ONE FOR JULY 30TH.
UH, WE'RE GOING TO HAVE COUNCIL WORK SESSIONS ON JULY 28TH AND ON AUGUST 4TH AND THEN THE PUBLIC HEARINGS AND THE ADOPTION FOR THE BUDGET WILL BEGIN ON AUGUST 12TH.
SO MARK YOUR CALENDARS FOR THESE DATES.
I LOOK FORWARD TO WORKING WITH MY COLLEAGUES AND THE BEHALF OF MY COLLEAGUES.
UH, WE LOOK FORWARD TO THE COMMUNITY, UH, PARTICIPATING, AND THAT CONCLUDES TODAY'S PRESENTATION OF THE YEAR 2021 BUDGET YEAR ON JULY.
THIRD IS TWO 40 MAYOR BEFORE WE CONCLUDE CANCER KITCHEN, JUST AS A PROCESS BETTER.
UM, IF A CITY MANAGER, IF YOU WOULD JUST, OR SOMEONE WOULD JUST LET PEOPLE KNOW, UH, WHERE DO THEY SEE WHERE THEY COULD SEE THE MATERIALS, IF THEY'RE POSTED AND BACKUP, YOU HAVE SOME REALLY GOOD, SOLID MATERIALS THAT WILL HELP PEOPLE UNDERSTAND.
AND IF YOU COULD JUST SPEAK TO THAT FOR A MINUTE, TO HELP THEM UNDERSTAND WHERE TO LOOK, THANK YOU, COUNCIL MEMBER, AND FOR THE COUNCIL AND FOR THE COMMUNITY, ALL THIS INFORMATION IS GOING TO BE ON THE CITY'S WEBSITE, AUSTIN, TEXAS.GOV.
UM, AND THEN WE WILL BE, THERE WAS A PRESS RELEASE THAT JUST WENT OUT, BUT WE WILL HAVE THE FULL BUDGET DOCUMENTS AS WELL AS A SUMMARY SHEET.
SOME ONE PAGERS LIKE WE HAD IN PREVIOUS YEARS, INCLUDING A TAXPAYER IMPACT STATEMENT.
IF THE CAR WOULD ALSO PUBLISH THOSE ASSOCIATED WITH THE AGENDA FOR THIS MEETING, JUST FOR HISTORICAL PURPOSES.
IF SOMEONE GOES TO THIS MEETING, THEY CAN FIND THE SAME PITCHES.
SO WITH THAT THEN AT TWO 41 OF THIS MEETING, SORRY.
I JUST WANTED TO TAKE THE OPPORTUNITY TO REMIND EVERYBODY TO DO SO.
HOWEVER YOU SEE FIT, BUT TODAY'S THE DAY THAT SANDRA GLENN LOST HER LIFE FIVE YEARS AGO WHILE IN POLICE CUSTODY.
AND SO, UH, IF, UH, IF IT SUITS YOU, I WOULD ENCOURAGE EVERYBODY TO TAKE A MOMENT TO REFLECT ON HER LIFE AND WHAT SHE CONTRIBUTED AND, UM, CELEBRATE HER LIFE.
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THANK YOU, COUNCIL MEMBER.ANYTHING ELSE ALEX AT TWO 42? THIS MEETING? ISN'T CORRECT.