Travis County Administration Building TRAVIS COUNTY Commissioners Courtroom 700 Lavaca Street COMMISSIONERS COURT Austin, TX 78701 Jeffrey W. Travillion, Sr. Brigid Shea Ann Howard Margaret J. Gómez Andy Brown Commissioner Commissioner Commissioner Commissioner County Judge Precinct 1 Precinct 2 Precinct 3 Precinct 4 AGENDA VOTING SESSION • TUESDAY, MAY 13, 2025 • 9:00 AM This meeting may include one or more members of the Commissioners Court that will participate by videoconference. The presiding officer and a quorum of the Court will be physically present and it is their intent to preside over the meeting at the Travis County Administration Building, Commissioners Courtroom, 700 Lavaca Street, Austin, Texas 78701. The meeting shall be open to the public during the open portions of the meeting, and the member participating by videoconference shall be visible and audible to the public for as long as the member participates while speaking. Members of the public may give comment before the Commissioners Court on any item listed on this agenda during the time the item is taken up by appearing in person or by calling (844) 883-9182. During Public Communication, members of the public may communicate to the Court about County issues not on the agenda. Members of the public can appear in person or by calling (844) 883-9182 for Public Communication. Use of threatening, abusive, disruptive and profane language, or use of racial, ethnic or gender slurs will not be tolerated pursuant to our County Code and our call takers will not transfer calls of individuals who exhibit this behavior. During Public Communication, County Announcements, or any other subject not specifically noticed on this agenda, the Court cannot deliberate; Court members may interact only by providing factual information or recite existing policy in response to an inquiry. Discussion about the subject of the inquiry must be restricted to proposing the subject be placed on a future meeting’s agenda. The public may also view this meeting while in progress online at either of the following: https://traviscountytx.gov/tctv/watch https://traviscotx.civicclerk.com/web/home.aspx An electronic copy of the agenda and agenda packet can be found at: https://traviscotx.civicclerk.com/web/home.aspx For press inquiries, please email PIO@traviscountytx.gov or call (512) 854-8740. CALL TO ORDER PUBLIC COMMUNICATION COUNTY ANNOUNCEMENTS Page 1 of 7 Page 1 of 1087 TRAVIS COUNTY COMMISSIONERS COURT VOTING SESSION TUESDAY, MAY 13, 2025 RESOLUTIONS & PROCLAMATIONS 1. Consider and take appropriate action on a proclamation recognizing May 11th - 17th as National Police Week. (Commissioner Gómez) AUDITOR 2. Approve payment of claims by the County Treasurer. (Judge Brown) 3. Receive revenue and expenditure reports, and other statutorily required reports, for the month of March 2025 from the County Auditor’s Office. The reports are submitted electronically as allowed by local government code §114.023 (a) and prescribed by the County Auditor. (Judge Brown) EMERGENCY SERVICES 4. Consider and take appropriate action regarding the following: A. Outdoor burning in the unincorporated areas of Travis County B. County response to natural disaster or other emergency (Judge Brown) HEALTH & HUMAN SERVICES 5. Consider and take appropriate action to approve Interlocal Agreement No. 4600000980 with the City of Austin for the provision of Food Plan Implementation Collaborative Services. (Judge Brown & Commissioner Gómez). 6. Consider and take appropriate action to create and fund a healthcare data analyst position. (Judge Brown & Commissioner Gómez) INTERGOVERNMENTAL RELATIONS 7. Consider and take appropriate action on the following grant Letters of Intent, contracts and related special budgets, and permissions to continue: A. Letter of Intent to submit an application to the Texas Department of Family and Protective Services for the Title IV-E grant program in Community Legal Services (Judge Brown) Page 2 of 7 Page 2 of 1087 TRAVIS COUNTY COMMISSIONERS COURT VOTING SESSION TUESDAY, MAY 13, 2025 PLANNING & BUDGET 8. Authorize the County Treasurer to invest County funds. (Judge Brown) 9. Consider and take appropriate action on budget amendments, transfers, and discussion items. (Commissioner Gómez) 10. Consider and take appropriate action on an agreement for the Travis County Budget Office to participate in a Government Finance Rotational Fellowship Program with the University of Texas at Austin, Center on Municipal Capital Markets within the Lyndon B. Johnson School of Public Affairs. (Commissioner Gómez) PURCHASING 11. Receive bids from County Purchasing Agent. (Commissioners Travillion & Gómez) 12. Approve termination of Contract No. 4400005704 with The Refuge for DMST for Residential Treatment Services. (Juvenile Probation) (Commissioners Travillion & Gómez) 13. Approve termination of Contract No. 4400005350 with Erika J. Canales, Ph.D. for Medical Evaluations, Assessments, and Therapy Services. (Juvenile Probation) (Commissioners Travillion & Gómez) 14. Approve termination of Contract No. 4400000859 with Austin Child Guidance Center for Counseling and Psychological Services. (Juvenile Probation) (Commissioners Travillion & Gómez) 15. Approve termination of Contract No. 4400001463 with University of Texas Austin-Health Behavior Research and Training Institute for motivational interviewing training and coaching services. (Juvenile Probation) (Commissioners Travillion & Gómez) 16. Approve termination of Contract No. 4400002264 with Advanced Trauma Solutions, Inc. for TARGET Program training and coaching services. (Juvenile Probation) (Commissioners Travillion & Gómez) 17. Approve exemption and Contract No. 4400008071 with Austin Mental Health Community, in the amount of $220,000.00, for peer support specialist services.(Sheriff’s Office) (Commissioners Travillion & Gómez) Page 3 of 7 Page 3 of 1087 TRAVIS COUNTY COMMISSIONERS COURT VOTING SESSION TUESDAY, MAY 13, 2025 18. Approve contract award for professional architectural services, ADA Transition Plan for Retrofits Project, RFQ No. 2209-005-TL, in the amount of $210,000.00, to the most highly qualified respondent, Reliance Architecture, LLC. (Facilities Management Department) (Commissioners Travillion & Gómez) 19. Approve Modification No. 8 to Contract No. 4400005284 with PGAL, Inc., in the amount of $49,392.00, for the Travis County Correctional Complex Evidence Warehouse. (Facilities Management Department) (Commissioners Travillion & Gómez) 20. Approve Modification No. 7 to Contract No. 4400005700 with IMEG Consultants Corp., in the amount of $5,000.00, for the Nelda Wells Spears Building Renovation. (Facilities Management Department) (Commissioners Travillion & Gómez) 21. Approve contract award for professional engineering services for Collier East Command Fire Protection Design, RFQ 2209-005-TL, in the amount of $107,042.00, to the most highly qualified respondent, IMEG Consultants Corp. (Facilities Management) (Commissioners Travillion & Gómez) 22. Approve issuance of a Request for Information for the potential replacement of STAR Flight's Helicopter Fleet. (Emergency Services) (Commissioners Travillion & Gómez) 23. Approve Modification No. 1, an assignment of Contract No. 4400007940, for Transport of Cadavers, from Carol Costello, dba First Call Services to First Call ATX LLC.(Medical Examiner) (Commissioners Travillion & Gómez) 24. Approve Change Order No. 3 to Contract No. 4400007707 with Trimbuilt Construction, Inc., in the amount of $208,346.90, for the USB 1st Floor Public Defender Renovation project. (Facilities Management Department) (Commissioners Travillion & Gómez) 25. Approve Services Agreement No. 4400008185 with the Central Texas Food Bank, as needed, for Emergency Supplies Storage and Delivery. (Emergency Management) (Commissioners Travillion & Gómez) 26. Approve Modification No. 2 to Contract No. 4400007049 with The McMillion Group, LLC, in the amount of $16,917.05, for in-house training for a leadership development/culture shift program. (Transportation & Natural Resources) (Commissioners Travillion & Gómez) 27. Approve exemption and contract award of Contract No. 4400008012 with Texas Reach-Out, Inc., as needed, for Transitional Housing Services. (Justice Planning) (Commissioners Travillion & Gómez) Page 4 of 7 Page 4 of 1087 TRAVIS COUNTY COMMISSIONERS COURT VOTING SESSION TUESDAY, MAY 13, 2025 TECHNOLOGY & OPERATIONS 28. Consider and take appropriate action on the following Personnel Amendments: A. Routine Personnel Actions B. Non-Routine Personnel Actions (Commissioners Travillion & Gómez) 29. Consider and take appropriate action regarding a license agreement between Travis County and Sterling Events Hospitality, Ltd. to perform the concession operations at the Exposition Center. 30. Consider and take appropriate action to approve a formal compensation appeal process for market salary surveys. (Commissioners Travillion & Gómez) 31. Consider and take appropriate action on the Compensation Committee’s recommendations to fill current vacancies.(Commissioners Gómez and Travillion) TRANSPORTATION & NATURAL RESOURCES 32. Consider and take appropriate action on the Construction and Traffic Mitigation Agreement between Texas Children’s Hospital, a Texas non-profit corporation, and Travis County for traffic mitigation associated with the Texas Children’s Hospital, in Precinct Three. (Commissioner Howard) 33. Consider and take appropriate action on the Fiscal Year 2024 Travis County Sustainability Report. (Commissioner Shea) OTHER 34. Discuss and take action on Commissioners Court appointments to the Travis County Boards, Commissions, and Committees. (Judge Brown) 35. Receive 2025 Workplans from County Executives and Discuss Next Steps. (Commissioner Howard) Page 5 of 7 Page 5 of 1087 TRAVIS COUNTY COMMISSIONERS COURT VOTING SESSION TUESDAY, MAY 13, 2025 LATE ITEM 36. Consider and take appropriate action on the Tenant Representative appointment to the Strategic Housing Finance Corporation, including: (This item may be taken into Executive Session under Government Code section 551.074 Personnel Matters exception and Government Code section 551.071, Consultation with Attorney exception) A. Conduct interviews for the tenant representative position B. Make a final selection (Judge Brown) EXECUTIVE SESSION Note 1 Texas Government Code § 551.071, Consultation with Attorney Note 2 Texas Government Code § 551.072, Real Property Note 3 Texas Government Code § 551.074, Personnel Matters Note 4 Texas Government Code § 551.076, Security Note 5 Texas Government Code § 551.087, Economic Development Negotiations Note 6 Texas Government Code § 551.089, IT Security Note 7 Texas Government Code § 551.0745, Personnel Matters Affecting County Advisory Board The Commissioners Court will consider the following items in Executive Session. The Court may also consider any other matter posted on the agenda if there are issues that require consideration in Executive Session and the Court announces that the item will be considered during Executive Session. 37. Receive briefing and take appropriate action regarding Travis County security and information security issues.1,4 & 6 (Commissioner Travillion & Howard) 38. Receive legal briefing and take appropriate action concerning the development, compliance, and possible litigation issues related to the 290 landfill property.1&2 (Judge Brown) Page 6 of 7 Page 6 of 1087 TRAVIS COUNTY COMMISSIONERS COURT VOTING SESSION TUESDAY, MAY 13, 2025 39. Receive briefing from outside counsel and take appropriate action regarding groundwater, wastewater, surface water, land use, and water availability issues, including permit applications submitted by Clancy Utility Holdings LLC to the Southwestern Travis County Groundwater Conservation District, the Hays Trinity Groundwater Conservation District, and the Texas Commission on Environmental Quality and a service extension request granted to Mirasol Springs, LLC by the West Travis County Public Utility Agency to provide water service to the Mirasol Springs development.1&2 (Commissioners Shea & Howard) 40. Receive briefing on a possible acquisition of a property in central Austin, Texas.1&2 (Judge Brown) ADJOURN Page 7 of 7 Page 7 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on a proclamation recognizing May 11th - 17th as National Police Week. (Commissioner Gómez) Prepared By/Phone Number: Alex Luckhardt, Executive Assistant, 512-854-9788 Elected/Appointed Official or Department Head: Sally Hernandez Commissioners Court Sponsor(s): Commissioner Margaret Gomez Press Inquiries: Kristen Dark, TCSO PIO, 512-854-4986 Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: N/A Required Authorizations: Sheriff Hernandez Commissioner Gomez Attachments: 1. PoliceWeek2025 Page 8 of 1087Page 9 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve payment of claims by the County Treasurer. (Judge Brown) Prepared By/Phone Number: Holly Huff, Financial Analyst V, 512-854-8823 Elected/Appointed Official or Department Head: Patti Smith Commissioners Court Sponsor(s): Judge Andy Brown Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: As per LGC 115.021, claims that have been audited and approved by Travis County Auditor staff must also be approved by the Commissioners Court prior to their release. See attached summary information of claims needing Commissioners Court approval. Detailed claims information may be obtained from Travis County Auditor staff. Staff Recommendations: Approve payment of claims. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: See attached summary. Required Authorizations: Kelly Allen – Auditor First Asst, County Auditor Judge Andy Brown Attachments: 1. 051325, Item C2-Late Page 10 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: May 13, 2025 Agenda Language: Approve payment of claims by the County Treasurer. Prepared By/Phone Number: Holly Huff, 512-854-8823 Elected/Appointed Official or Department Head: Patti Smith Commissioners Court Sponsor(s): Judge Andy Brown Background/Summary of Request and Attachments: As per LGC 115.021, claims that have been audited and approved by Travis County Auditor staff must also be approved by the Commissioners Court prior to their release. See attached summary information of claims needing Commissioners Court approval. Detailed claims information may be obtained from Travis County Auditor staff. Staff Recommendations: Approve payment of claims. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: See attached summary. Required Authorizations: Kelly Allen – Auditor First Asst, County Auditor Judge Andy Brown AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be submitted in PDF format via email to agenda@traviscountytx.gov by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Form rev. 15-02-04 Page 11 of 1087 TRAVIS COUNTY TRAVIS COUNTY AUDITOR’S OFFICE ADMINISTRATION BUILDING 700 LAVACA, SUITE 1200 AUSTIN, TX 78701 PATTI SMITH, CPA (512) 854-9125 COUNTY AUDITOR FAX: (512) 854-9164 DATE: May 12, 2025 TO: Travis County Commissioners Court Agenda FROM: Travis County Auditor RE: Tabulated report on claims for 05/13/2025 C2 Agenda item Pursuant to LGC 114.024, the below tabulated summary of claims against the county requesting disbursement has been audited according to statutes, are funded by approved budgets and approved by authorized Travis County Auditor staff. The Travis County Auditor is seeking Commissioners Court approval to authorize the County Treasurer to pay these claims, as per LGC 115.021. FUND CHECK NUMBERS/EFT AMOUNT Operating Checks $1,905,140.94 General Fund EFT's/Wires $4,352,689.54 Other Funds Checks $478,613.69 (except Rd Dist) EFT's/Wires $2,557,257.72 GRAND TOTAL $9,293,701.89 Page 12 of 1087Vendor Name of the Payee Payment Amnt Paid 1000000352 JPMORGAN CHASE BANK - PCard Purchas 2001317197 6,611.99 1000000352 JPMORGAN CHASE BANK NA 2001317198 35,611.91 10001388 JEREMY R GIBBS 2001317199 54.60 10001777 JONATHAN E DANIEL 2001317200 400.48 10002263 SHIRLEY JEAN PEEPLES 2001317201 110.60 10002692 MIGUEL ANGEL VILLARREAL 2001317202 50.00 10002810 KODEY R CHRISTIANSEN 2001317203 1,042.44 10002838 SHAWN SWEET 2001317204 61.60 10002936 KELLY BREMER ALLEN 2001317205 430.94 10003083 KATHRYN ELIZABETH MADDEN 2001317206 989.80 10003484 MICHELLE M KIMBROUGH 2001317207 23.10 10003631 MARIA REBECCA COLLART 2001317208 282.12 10003909 SCOTT RICHARD LAMBERT 2001317209 1,559.62 10004087 JIMMY ANTHONY JAIME 2001317210 76.30 10004457 RHETT LAMAR PERRY 2001317211 397.28 10004489 GARRETT ALLEN COLLINS 2001317212 29.40 10004505 PATRICIA MCNEME SMITH 2001317213 371.84 10004637 ALLAN CAMERON VAN NOY 2001317214 1,013.60 10004855 JANICE LISA OLIVER 2001317215 7.00 10005061 KAROLYN VANESSA HORN 2001317216 73.50 10005485 JAIME MARTINEZ 2001317217 304.83 10005663 KENNETH R DAIZE 2001317218 135.00 10009069 JENNIFER BATISTA 2001317219 315.00 10009106 JACQUELYN MARIE WILSON 2001317220 917.51 10009254 RUSSELL STANTON PHILLIPS 2001317221 233.10 10009617 SONIA COYLE 2001317222 354.64 10009764 VALERIA FRANCES SIMMS 2001317223 125.30 10009900 ROSA MARIE SIMPSON 2001317224 537.68 10010142 ERIN MICHAELA ANDREWS 2001317225 90.30 10011006 ROBERT D MOORE 2001317226 228.20 10012120 STEPHANIE DIANE HOLDER 2001317227 449.84 10012197 LAURA L JIMENEZ 2001317228 535.26 10012216 VELVA LASHA PRICE 2001317229 260.96 10012344 JOSEPH MICHAEL NASSER 2001317230 18.20 10012407 CESIA MARISA FLORES 2001317231 74.90 10012468 MELANIE HANDLEY 2001317232 9.10 10012576 PAOLA MARGARITA FLORES 2001317233 75.00 10012664 ANDREW ALEXANDER THOMPSON 2001317234 1,122.79 10012923 KIMBERLY SUE ELIZONDO 2001317235 370.64 10013571 ROBERT A QUINLAN 2001317236 1,453.03 10014307 JASON TREVOR FREITAG 2001317237 100.00 10014529 DESTINY NICOLE OWENS 2001317238 4.20 10014548 ZOILA SOFIA PEREZ 2001317239 51.50 10014646 JAMES D MATLOCK 2001317240 350.37 10015820 NANCY LAUREN STAIT 2001317241 109.90 10016101 SHELLY SHUREE MILLER 2001317242 58.80 10016515 CARISSA CELESTE CROCKER 2001317243 204.76 10016577 LESLIE MICHELE GAINES 2001317244 28.00 10016637 JENNY AMOR DELEZA 2001317245 39.90 10016696 ELY PATRICK ALLEN 2001317246 27.30 10016897 GRACIELA CASTRO 2001317247 402.50 Page 13 of 108710018094 KELLY MARIE CASTRO 2001317248 14.00 10018275 SHANNON MERIDETH BASORE 2001317249 12.60 10018324 JENNIE LORRAINE MORENO 2001317250 80.50 10018475 CHARLES EUGENE SCHOENFELD 2001317251 1,721.94 10018994 JORDAN MICAH ATKINS 2001317252 135.80 10019006 ZEPHYR DAWN LUCKENBACH STONE 2001317253 180.49 10019100 BRANDON ROGERS 2001317254 444.66 10019206 ERICA SAMARIA GREENE 2001317255 135.10 10019208 GILBERTO CARLOS TREVINO 2001317256 653.10 10019291 ANNA CARINA BECERRA 2001317257 97.30 10019423 VICTOR VASQUEZ 2001317258 217.00 10019590 DAVIS GARCIA 2001317259 86.10 10023602 REGINALD BRADLEY GRAHAM 2001317260 369.24 10024033 MAGNOLIA DELOISE CAVANAUGH 2001317261 119.70 10024323 NADEGE JOSEPH 2001317262 302.20 10024324 MELISSA LEBET 2001317263 30.99 10025302 JAQUOIYIA BRICHANTA COLEMAN 2001317264 48.30 10025723 RICARDO JAIME-ROCHA 2001317265 27.30 10025751 MORGAN TYLER NEWTON 2001317266 208.60 10026138 ALEXANDRA MARIA GAUTHIER 2001317267 200.00 10026146 CHANNALEE KAY MAIRE 2001317268 8.40 10026185 AROOSA NIZAMI 2001317269 42.00 10026245 JAMES WESLEY JOHNSON 2001317270 18.00 10026446 DALE JACKSON BROWN 2001317271 32.20 10026479 KEVIN KIMBLE GARRETT 2001317272 92.40 10026617 ELIZABETH ASHLEY AKIN 2001317273 720.08 10026745 FELICIA JACINDA BARKER 2001317274 54.60 10026777 CHARLES LYNNDON SIMPSON 2001317275 280.70 10026778 MARCOS SALVADOR RODRIGUEZ 2001317276 226.80 10027190 GUILLERMO ANIBAL BURGOS MARQUEZ 2001317277 89.60 10027253 MANNAR RANGA TAMIRISA 2001317278 50.00 10027368 ANIYAH SHARNE COOKE 2001317279 97.30 10027370 SAMANTHA LYNN LANEY 2001317280 113.40 10027449 TYLER KAMELL AXAM 2001317281 70.70 10027676 KAYLI CRAUTHERS 2001317282 160.44 10027949 BRITTANY DENISE DE JULIAN 2001317283 190.40 10028026 FATIMA SMITH 2001317284 153.30 10028119 YATZEL ILEANA FITE SABAT 2001317285 255.98 10028531 MIKAELA MARIE MANION 2001317286 39.20 10028618 BENJAMIN ROBERT GOOGINS 2001317287 268.94 10028766 GEOFFREY THOMAS BURKHART 2001317288 1,101.59 10029046 BETHANY ANNE OTT 2001317289 28.70 10029047 ALLISON WHITNEY FRIDKIN 2001317290 83.30 10029049 ASHLEY D AVEY 2001317291 93.10 10029051 JADA NICOLE WEBB 2001317292 105.00 10029053 SOPHIA MARGARET QUAST 2001317293 42.00 10029055 REYLENE ANGEL JACQUEZ 2001317294 77.00 10029083 STEVEN EDWARD MOORE 2001317295 275.00 10029145 ALEXANDRA CLAIRE LEISSNER 2001317296 15.40 10029151 JOCELYN ANN URENA 2001317297 151.20 10029177 TREVOR ALLEN THURN 2001317298 239.17 10029720 ADRIAN ROBERTO MORENO 2001317299 73.50 Page 14 of 108710029890 KIMBERLY LOUISE VINCENT 2001317300 137.90 1000000000 DELL MARKETING LP 2001317301 396.94 1000000006 XEROX CORPORATION 2001317302 244.44 1000000006 XEROX CORPORATION 2001317303 42,948.15 1000000039 CAPITOL BEARING SERVICE INC 2001317304 2,161.88 1000000069 HOLT CAT 2001317305 1,265.69 1000000108 CITY OF JONESTOWN 2001317306 5,835.96 1000000134 ESPERSEN, RAYMOND M 2001317307 7,717.50 1000000139 MARTINEZ, FERNANDO 2001317308 850.50 1000000161 SPENCER, SUZANNE 2001317309 608.00 1000000174 GT DISTRIBUTORS INC 2001317310 304.50 1000000180 BOB BARKER CO INC 2001317311 16,818.42 1000000182 HASTINGS COMMUNICATION SERVICES INC2001317312 304.29 1000000196 COTHRONS SAFE AND LOCK INC 2001317313 49.90 1000000207 CENTRAL TEXAS FOOD BANK INC 2001317314 1,219.56 1000000212 KING TEARS MORTUARY INC 2001317315 15,000.00 1000000218 FAMILY ELDERCARE 2001317316 70,254.17 1000000248 WORKQUEST 2001317317 15,243.31 1000000261 GTS TECHNOLOGY SOLUTIONS INC 2001317318 202,669.36 1000000275 TEXAS DISPOSAL SYSTEMS 2001317319 34,309.70 1000000281 BARTOS, DON KEITH 2001317320 2,075.00 1000000311 CLINICAL PATHOLOGY LABORATORIES 2001317321 6,554.08 1000000368 SOUTHSIDE WRECKER INC 2001317322 314.11 1000000448 AUSTIN RED CEDAR 2001317323 275.57 1000000493 COMMERCIAL KITCHEN PARTS & SERVICE2001317324 299.50 1000000524 MARTINEZ, LEONARD 2001317325 1,302.50 1000000547 MCLEAN, MAURINE 2001317326 850.00 1000000665 LOWER COLORADO RIVER AUTHORITY 2001317327 459.00 1000000736 BUITRON, OSCAR 2001317328 2,607.00 1000000865 LABATT INSTITUTIONAL SUPPLY CO INC 2001317329 24,407.80 1000000902 MARTINEZ, GILBERT 2001317330 3,704.50 1000000926 RUSSELL, WADE 2001317331 1,642.50 1000000979 MEEKER, JADE 2001317332 843.96 1000001004 MACHADO, ALBERT 2001317333 2,817.00 1000001186 CENTRAL TEXAS COMM AC & HEATING INC2001317334 2,800.00 1000001299 SOCIETY FOR HUMAN RESOURCE MGMT 2001317335 299.00 1000001301 GARCIA, CARLOS 2001317336 4,352.00 1000001364 RELX INC 2001317337 14,310.00 1000001461 OVOL USA 2001317338 600.00 1000001558 NATL INSTITUTE GOV PURCHASING INC 2001317339 8,193.75 1000001561 CALHOUN, ALEXANDER L 2001317340 1,398.00 1000001633 ULINE INC 2001317341 309.49 1000001671 ERGON ASPHALT AND EMULSIONS INC 2001317342 5,275.50 1000001691 THOMSON REUTERS WEST 2001317343 19,118.86 1000001742 STOTT, LANCE 2001317344 3,700.00 1000001778 GIBSON, DAVID ARTHUR 2001317345 400.00 1000001810 Z NON ELECTRIC INC 2001317346 37,671.99 1000001875 BROWNING, WILLIAM 2001317347 1,600.00 1000001885 INTEGRAL CARE 2001317348 8,831.81 1000002085 THE SAFE ALLIANCE 2001317349 35,228.05 1000002258 FAGERBERG, RICHARD P 2001317350 2,725.00 1000002296 CALL ONE INC 2001317351 1,281.25 Page 15 of 10871000002371 TRIAD MARINE & INDUSTRIAL SUPPLY IN 2001317352 32,548.85 1000002471 FERRELLGAS 2001317353 3,269.28 1000002501 REGALADO, CHRISTINE 2001317354 816.83 1000002567 SHAVER FOODS LLC 2001317355 57,746.42 1000002572 HINDERA, CHERYL 2001317356 8,272.99 1000002630 SHI-GOVERNMENT SOLUTIONS 2001317357 17.30 1000002706 NATIONAL FOOD GROUP INC 2001317358 14,819.92 1000003033 MORGAN, MICHELE 2001317359 10,400.00 1000003077 LANGUAGE LINE SERVICES 2001317360 2,421.40 1000003382 GRANGER AND MUELLER PC 2001317361 787.50 1000003532 CDW GOVERNMENT LLC 2001317362 14,936.98 1000003601 CITY OF AUSTIN 2001317363 68,283.19 1000003656 TERRACON CONSULTANTS INC 2001317364 19,440.00 1000003697 UPS SUPPLY CHAIN SOLUTIONS INC 2001317365 567.38 1000003721 WORKSOURCE GREATER AUSTIN AREA 2001317366 41,186.30 1000003721 WORKFORCE SOLUTIONS CAPITAL AREA 2001317367 180,963.60 1000003748 HERNANDEZ, RAPHAEL 2001317368 4,016.00 1000003784 QA CONSTRUCTION SERVICES INC 2001317369 4,035.93 1000003797 WORKERS ASSISTANCE PROGRAM INC 2001317370 15,340.00 1000003867 KOETTER FIRE PROTECTION OF AUSTIN 2001317371 5,633.21 1000003906 MIMS, LISA 2001317372 8,237.50 1000003949 CENTER FOR CHILD PROTECTION 2001317373 49,999.98 1000003950 WILLIAMS, SIDNEY C 2001317374 112.50 1000004156 FLETCHER, ROBYNN L 2001317375 1,386.00 1000004268 DATA PROJECTIONS INC 2001317376 1,269.85 1000004292 SANDAD INC 2001317377 5,658.50 1000004328 UNIVERSITY OF TEXAS AT AUSTIN 2001317378 634.24 1000004416 INDIGENT HEALTHCARE SOLUTIONS LTD 2001317379 1,973.00 1000004529 CORRECTIONS SOFTWARE SOLUTIONS LP2001317380 18,812.00 1000004788 HINES AND HOLUB 2001317381 11,349.50 1000004833 STRUCTURESPE LLP 2001317382 5,600.00 1000004834 MCKESSON MEDICAL SURGICAL 2001317383 3,092.50 1000004856 PIATRA INC 2001317384 1,384.17 1000004884 PEDLEY AND PEDLEY 2001317385 7,464.00 1000004920 ROSS STORES INC 2001317386 379.81 1000005426 LEIF JOHNSON FORD COLLISION CENTER2001317387 21,836.40 1000005426 LEIF JOHNSON FORD 2001317388 575.34 1000005502 FIRST CALL 2001317389 643.42 1000006628 RECOVERY MONITORING SOLUTIONS LLC2001317390 1,716.90 1000007001 MCDONALD, ERIC 2001317391 418.50 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NATIONAL ASSOCIATION FOR 2001317730 986.10 1000026780 QUILL LLC 2001317731 206.28 1000026860 WALKER, MELINDA M 2001317732 504.00 1000027133 TRT HOLDINGS INC 2001317733 442.89 1000027258 REDDI APPS 2001317734 25.00 1000027336 W-T GROUP LLC 2001317735 396.00 1000027468 BR 8700 BRODIE LN LLC 2001317736 1,134.00 1000027554 SPECKIN FORENSICS LLC 2001317737 400.00 1000027618 ELLIOTT ELECTRIC SUPPLY INC 2001317738 210.16 1000027931 AVILES & GABES WRECKER SERVICE INC 2001317739 522.00 1000028089 BASSCO SERVICES INC 2001317740 2,023.89 1000028376 US OCCMED TEXAS PLLC 2001317741 1,929.44 1000028379 USIO OUTPUT SOLUTIONS 2001317742 2,836.51 1000028559 COR PARTNERS INC 2001317743 16,100.00 1000028801 LPC INDUSTRIES LLC 2001317744 10,520.00 1000028814 FIRST RESPONDER OUTFITTERS INC 2001317745 4,847.50 1000029329 BANNER SOLUTIONS 2001317746 457.80 1000029432 TEXAS DIVISION OF EMERGENCY MGMT 2001317747 300.00 1000029453 NASTASE, DAN LOAN 2001317748 4,900.00 1000029457 AMTEX LIMESTONE FUND LP 2001317749 1,272.00 1000029601 SHAW, CARI 2001317750 392.00 1000029838 DEEP BLUE SLEEP ANESTHESIA PLLC 2001317751 104.87 1000029934 HASAN, RIAD 2001317752 765.00 1000029966 EVANS, JON THOMAS 2001317753 12,427.50 1000030069 LDG COMMONS AT MANOR VILLAGE LP 2001317754 2,442.00 1000030175 EPLUS TECHNOLOGY INC 2001317755 52,250.00 1000030254 ALTUS TRAFFIC MANAGEMENT LLC 2001317756 2,932.50 1000030296 SAS TOWING & RECOVERY INC 2001317757 357.65 1000030340 JACOBS STONE PRODUCTS 2001317758 1,529.30 1000030482 BEE CAVE TRAILS LLC 2001317759 920.00 1000030485 CMAC ENTERPRISES LLC 2001317760 654.41 1000040000 CGL FACILITY MANAGEMENT LLC 2001317761 104,305.16 1000040551 ENCLAVE ON ROSS LP 2001317762 1,494.00 1000040652 RUBICONMD INC 2001317763 1,000.00 1000040945 GANNETT MEDIA CORP 2001317764 1,302.25 1000040945 USA TODAY 2001317765 3,850.00 1000040987 LOCHRIDGE PRIEST INC 2001317766 82,021.00 1000041025 AUTO CLAIMS DIRECT INC 2001317767 140.00 Page 23 of 10871000041081 SCHAUMBURG & POLK INC 2001317768 6,354.00 1000041232 SEGOVIA PRODUCE LTD 2001317769 1,997.50 1000041234 INMAR RX SOLUTIONS INC 2001317770 2,300.00 1000041493 METRIC RM FUND I LLC 2001317771 1,750.00 1000041502 THE RESIDENCES AT HOWARD LANE LTD 2001317772 2,996.56 1000041602 FC BALCONES TERRACE HOUSING CORP 2001317773 650.00 1000041658 UNLIMITED PRINTING SOLUTIONS LLC 2001317774 154.22 1000041782 MICHAEL S NARSETE PC 2001317775 4,000.00 1000041808 BUSHFIRE MITIGATION SOLUTIONS LLC 2001317776 1,103.94 1000041826 COLLINS II, ROBERT E 2001317777 3,875.00 1000041840 LEO BOSE LLC 2001317778 1,675.00 1000041858 VIDALIS RUIZ, JAIME 2001317779 1,372.60 1000041878 HILTON CAPITOL CENTER BATON ROUGE 2001317780 384.45 7000000009 TXU ENERGY 2001317781 36,379.20 7000000016 CITY OF PFLUGERVILLE 2001317782 9,713.38 7000000067 CITY OF AUSTIN INDIGENT PAYMENTS 2001317783 182,615.48 7000000183 TEXAS STATE UNIVERSITY 2001317784 150.00 7000000779 SOUTHWEST TRAILS APARTMENTS 2001317785 1,337.04 7000002873 RELIANT ENERGY 2001317786 2,581.33 7000002986 VERIZON WIRELESS 2001317787 2,010.50 7000003087 TEXAS GAS SERVICE 2001317788 158.82 7000003089 SETON SOUTHWEST HOSPITAL 2001317789 79.38 7000003910 PARK AT SUMMERS GROVE 2001317790 2,229.05 7000004097 GREEN MOUNTAIN ENERGY 2001317791 4,579.09 7000004127 TEXAS COMMUNITY PROPANE LTD-HAMILTO2001317792 371.49 7000004366 BLUEBONNET ELECTRIC COOPERATIVE INC2001317793 12,626.15 7000004382 CITY OF AUSTIN 2001317794 6,965.98 7000004725 SAM HOUSTON STATE UNIVERSITY 2001317795 1,845.00 7000005465 CHAMPION ENERGY SERVICES LLC 2001317796 2,622.24 7000005849 PADDOCK AT NORWOOD 2001317797 3,622.00 7000005933 HERITAGE POINTE 2001317798 805.76 7000006047 JUST ENERGY 2001317799 1,149.22 7000006213 WILLIAM CANNON APARTMENTS 2001317800 1,508.00 7000006286 TRAVIS COUNTY ADULT PROBATION 2001317801 203.44 7000006387 KEYSTONE APARTMENTS 2001317802 1,358.00 7000006450 HARRIS BRANCH SENIORS 2001317803 940.00 7000006537 DELL SETON MEDICAL CENTER AT 2001317804 173,696.85 7000006960 CLERK SUPREME COURT OF TEXAS 2001317805 9,659.00 7000007159 MENLO AT MUELLER APARTMENTS 2001317806 1,376.72 7000007245 MUELLER CITY VIEW 2001317807 1,229.00 7000007473 THE SOCIAL 2001317808 809.00 7000007507 CENTURY TRAVESIA APTS 2001317809 58.34 7000007653 CITY OF AUSTIN PUBLIC HEALTH 2001317810 359.00 7000007766 LYONS GARDENS 2001317811 1,418.64 7000007981 LANTOWER TECHRIDGE 2001317812 1,367.00 7000008100 STONERIDGE APARTMENTS 2001317813 1,299.00 7000008159 TEXAS GAS SERVICE 2001317814 23,851.25 7000008232 THE BECKETT 2001317815 1,037.16 7000008355 SETON ORAL & MAXILLOFACIAL SURGERY2001317816 48.65 7000008412 TRIEAGLE ENERGY ASSISTANCE 2001317817 1,857.67 7000008415 AMBIT ENERGY ASSISTANCE 2001317818 2,891.40 7000008978 CANTEBREA CROSSING TEXAS LLC 2001317819 1,345.00 Page 24 of 10877000009430 HARRIS RIDGE APARTMENTS LTD 2001317820 1,300.00 7000010000 STATE COMPTROLLER 2001317821 982.41 7000010349 CITY OF AUSTIN - PDC 2001317822 143,113.00 7000010432 CHARTER COMMUNICATIONS 2001317823 2,698.07 7000010580 NORTHTOWN MUD 2001317824 220.94 7000010637 TRAVIS COUNTY MUD 12 2001317825 2,041.96 7000010748 HILTON FORT WORTH 2001317826 833.91 7000010846 TRAVIS COUNTY WCID #18 2001317827 235.00 7000011144 TAP PARK AT WELLS LLC 2001317828 1,014.00 9000000000 Jackie Cagley 2001317829 400.00 9000000000 Julia Yousif 2001317830 49.95 9000000000 Nicole Kitajewski 2001317831 49.95 9000000000 Patrick Michael Perez 2001317832 31.00 9,293,701.89 Page 25 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive revenue and expenditure reports, and other statutorily required reports, for the month of March 2025 from the County Auditor’s Office. The reports are submitted electronically as allowed by local government code §114.023 (a) and prescribed by the County Auditor. (Judge Brown) Prepared By/Phone Number: Rhett Perry, Analyst, 512-854-8821 Elected/Appointed Official or Department Head: Patti Smith Commissioners Court Sponsor(s): Judge Andy Brown Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Reports attached. Staff Recommendations: NA Issues and Opportunities: NA Fiscal Impact and Source of Funding: NA Required Authorizations: Patti Smith - County Auditor Judge Andy Brown Attachments: 1. March 2025 Travis County Financial Statements 2. March 2025 Travis County Budget to Actual - Revenues 3. March 2025 Travis County Budget to Actual - Expenditures Page 26 of 1087 Travis County, Texas Consolidated Financial Report Combined Balance Sheet March 31, 2025 (Unaudited) Governmental Fund Types Proprietary Fund Types Special Debt Capital Internal Assets: General Revenue Service Projects Enterprise Service Pooled Cash $ 1,304,784,102 $ 369,716,220 $ 1,534 $ 402,348,259 $ 9,522,188 $ 66,327,153 Investments - 248,897 49,949,943 - 15,855,819 - Other Receivables/Other Assets 48,779,696 3,183,534 - 4,708,662 7,699,615 5,152,259 Taxes Receivable 28,240,394 2,487,290 3,167,488 - - - Prepaid Items - - - - 4,533 2,558,025 Lease Receivable 73,986,953 - - - - - Capital Assets - - - - 153,399,205 245,272 Noncurrent Investments - - - - 750,101 - Total Assets 1,455,791,145 375,635,941 53,118,965 407,056,921 187,231,461 74,282,709 Deferred Outflows: Deferred outflows related to pensions - - - - - 608,331 Total Deferred Outflows - - - - - 608,331 Total Assets and Deferred Outflows $ 1,455,791,145 $ 375,635,941 $ 53,118,965 $ 407,056,921 $ 187,231,461 $ 74,891,040 Liabilities: Accounts Payable $ 10,663,899 $ 2,093,212 $ - $ 34,299,272 $ 79,136 $ 3,809,985 Other Liabilities 53,337,379 595,381 2,251,671 2,508,992 - 17,906,190 Unearned Revenue 5,956,569 128,730,804 - 187,559 1,204,631 - Total Liabilities 69,957,847 131,419,397 2,251,671 36,995,823 1,283,767 21,716,175 Deferred Inflows: Deferred revenue - property taxes 28,240,394 2,487,290 3,167,488 - - - Deferred inflows - related to pensions - - - - 148,711,417 5,715 Deferred inflows - long-term leases 76,562,647 - - - - - Deferred inflows - opioid settlements 5,736,705 - - - - - Deferred inflows - other 31,568,231 206,656 - - - - Total Deferred Inflows 142,107,977 2,693,946 3,167,488 - 148,711,417 5,715 Equity: Fund Balance / Net Position 1,243,725,321 241,522,598 47,699,806 370,061,098 37,236,277 53,169,150 Total Liabilities, Deferred Inflows, and Fund Equity $ 1,455,791,145 $ 375,635,941 $ 53,118,965 $ 407,056,921 $ 187,231,461 $ 74,891,040 1 of 3 4/23/2025 12:24 PM Page 27 of 1087 FY 2025 Budgeted Funds Budget to Actual March 31, 2025 (Unaudited) Full Yr YTD *Non-Budgeted Budget Actual¹ Balance YTD Actual General Fund Revenues $ 1,002,059,881 $ 965,909,096 $ 36,150,785 $ - Expenditures and encumbrances 1,280,752,140 723,494,653 557,257,487 - Special Revenue Revenues 131,104,820 122,223,680 8,881,140 43,445,207 Expenditures and encumbrances 65,982,155 35,532,809 30,449,346 164,129,395 Debt Service Revenues 122,475,850 123,832,999 (1,357,149) - Expenditures and encumbrances 125,163,062 103,783,187 21,379,875 - Capital Projects Revenues 2,319,850 12,234,042 (9,914,192) 1,411,267 Expenditures and encumbrances 377,333,149 102,967,397 274,365,752 2,416,901 Enterprise Revenues - - - 3,931,772 Expenses - - - 895,395 Internal Service Revenues 119,858,232 69,248,296 50,609,936 - Expenses 120,707,489 64,858,318 55,849,171 - ¹ Actuals are presented on budgetary basis and includes encumbrances. Cash Receipts and Disbursements Statement For the Month of March 2025 (Unaudited) Beginning Ending Balance Receipts Disbursements Balance General Fund $ 1,368,449,500 $ 105,128,867 $ 168,794,265 $ 1,304,784,102 Special Revenue Funds 371,214,161 18,516,363 20,014,304 369,716,220 Debt Service Funds 616 104,735,515 104,734,597 1,534 Capital Project Funds 403,004,325 14,931,830 15,587,896 402,348,259 Enterprise Fund 8,869,470 700,354 47,636 9,522,188 Internal Service Funds 68,372,320 11,498,231 13,543,398 66,327,153 $ 2,219,910,392 $ 255,511,160 $ 322,722,096 $ 2,152,699,456 2 of 3 4/23/2025 12:24 PM Page 28 of 1087 Statement of Interfund Transfers For The Six Months Ended March 31, 2025 (Unaudited) FROM TO General Fund Balcones Canyonlands Fund $ 19,880,147 General Fund Local Youth Diversion fund 277,000 General Fund TC Records Management & Preservation Fund 252,000 General Fund Road & Bridge Fund 6,557,361 General Fund Professional Prosecutors Fund 70,000 General Fund Law Library Fund 104,011 General Fund Self-Insurance Fund 8,000,000 General Fund Probate Judiciary Fee Fund 9,600 Courthouse Security Fund General Fund 669,216 Civil Courts Facilities Fund Debt Service Fund - Tax Exempt 463,724 Travis County Housing Corporation Enterprise Fund General Fund 593,282 Outstanding Bond Indebtedness $ 1,027,970,000 Interest Rate Range 0.20% to 5.000% Note: Financial Statements include blended component units. * Includes Grants and funds in which budgetary control is outside the scope of the Commissioners' Court. Patti Smith, CPA Travis County Auditor 3 of 3 4/23/2025 12:24 PM Page 29 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ Overall Result (1,374,031,220.00) (1,389,773,069.40) (8,127,539,994.17) 0001 General Fd Result (1,075,215,116.00) (999,700,218.50) (965,210,243.28) 101 County Judge Result 0.00 420400-Judiciary Fee 0.00 106 County Auditor Result (174,138.00) (174,138.00) (74,323.06) 410040-Grant Adm Cost Rev-I (166,931.00) (166,931.00) (70,815.94) 422060-Cmbd Char Cln Fee (1,870.00) (1,870.00) (851.38) 422190-Credit Union Fee (1,113.00) (1,113.00) (549.22) 422430-Union Dues Cln Rev (4,224.00) (4,224.00) (2,106.52) 107 County Treasurer Result (248,689.00) (248,689.00) (124,183.82) 421090-Cln Fee (179,234.00) (179,234.00) (89,678.45) 421300-Rtd Ck Fee (400.00) (400.00) (125.00) 422160-CntrclSvTreas Sv (20,055.00) (20,055.00) (10,027.44) 440010-DmdActIntInc (24,000.00) (24,000.00) (24,352.93) 490121-Trfr frm Unclmd Prop (25,000.00) (25,000.00) 108 Tax Assessor-Collector Result (968,734,172.00) (892,979,962.00) (899,820,724.48) 400010-CurPropTx (976,104,666.00) (900,350,456.00) (888,994,411.74) 400020-CurPropTxUndrpd$2 < 784.00 784.00 761.05 400030-CurPropTx RefdContra 13,370,110.00 13,370,110.00 1,547.17 400060-Prop Tx Rebates 20,287,986.00 20,287,986.00 400070-Veh Inventory Tx (294,303.00) (294,303.00) (96,182.72) 401010-Prior Years Del Tx (4,723,266.00) (4,723,266.00) 8,581.10 401020-Del Tx Refd-Contra 10,346,315.00 10,346,315.00 401040-DelPropTxContLiabAdj 4,867,165.00 4,867,165.00 402010-PersPropLateRendPen (122,252.00) (122,252.00) (105,752.30) 402011-RealProp25DPenalty (3,788.00) (3,788.00) (7,552.77) 402020-Real Prop Pen & Int (3,810,260.00) (3,810,260.00) (1,399,913.90) 403010-Uncl Forecl Proceeds (23,534.00) (23,534.00) (10,413.24) 403020-Uncl Prop Tx Refd (27,761.00) (27,761.00) 935.92 420040-Atty Fee (8,055.00) (8,055.00) (6,973.20) 420070-Ch Sft Fee (215,000.00) (215,000.00) (104,850.91) 420660-TimePmt10%Fee (17.00) (17.00) (13.61) 420665-Time Pmt Reimb. Fee (10,724.00) (10,724.00) (4,175.62) 421030-Auto Rg Fee (2,324,000.00) (2,324,000.00) (1,063,581.52) 421035-Title LicnsngProgFee (54,288.00) (54,288.00) (35,330.00) 421090-Cln Fee (7,545.00) (7,545.00) (2,784.00) 421220-Misc Fee (10,628.00) (10,628.00) (127.50) 421230-Tax Certificate Fees (46,025.00) (46,025.00) (22,415.00) 421300-Rtd Ck Fee (19,050.00) (19,050.00) (12,650.00) 421340-SchCG Adm Fee (147,000.00) (147,000.00) (70,603.75) 421420-Wine&Beer PrmtAdmFee (2,180.00) 422050-CertOfTitleClnSv Fee (1,430,000.00) (1,430,000.00) (766,460.00) 422085-Cntrced Fee Coll Svc (41,500.02) 422360-MV Sales Tx/Pen Cln (20,891,694.00) (20,891,694.00) 422410-Tx Cln Sv -Oth Ent (4,908,049.00) (4,908,049.00) (4,863,724.09) 429040-Occupation Lic (785.00) 441160-Oth STrInvst IntIncm (2,399,527.00) (2,399,527.00) (2,197,849.19) 481140-Misc Cln (4,182.00) (4,182.00) (363.60) 483080-Sale Of Recyclng Mat (958.00) (958.00) 484040-Eqp RentRev (19,960.00) (19,960.00) (21,956.04) 109 Planning & Budget Result (29,790,319.00) (29,790,319.00) (26,655,275.30) 422110-CntrclSvCsh Invst Sv (102,864.00) (102,864.00) (51,431.88) 440000-Investment Revenue (3,659,691.00) (3,659,691.00) (3,111,898.72) 441030-Muni Bnd IntIncm 0.00 441060-PldCshInvIntInc (25,434,474.00) (25,434,474.00) (15,818,648.39) 442020-Oth Int Incm (8.00) (8.00) (8.28) 443040-NCFV-Frm Pld Csh Fd (7,080,006.03) 490901-Trfr frm HlthFclDvCo (296,641.00) (296,641.00) (296,641.00) 498910-Trfr frm HousFinCoFd (296,641.00) (296,641.00) (296,641.00) 110 General Administration Result (22,528,201.00) (22,528,201.00) (8,896,370.72) 415100-Austin Afford Hsg (14,198.00) (14,198.00) (14,836.08) 415101-Fish & Wildlife Rev (28,293.00) (28,293.00) 417980-Bingo Gross Rcpt Tx (339,766.00) (339,766.00) (84,819.86) 417990-Mixed Beverage Tx (18,375,830.00) (18,375,830.00) (6,491,444.88) 442000-Int Rev-GASB 87 Lse (1,993,292.00) (1,993,292.00) (1,699,417.12) 481140-Misc Cln (58,654.00) (58,654.00) (61,490.02) 481145-Oth-Uncl Vend Cks (2,251.00) (2,251.00) 481149-Credit Card Rebate (1,764.26) 483080-Sale Of Recyclng Mat (2,223.00) (2,223.00) (1,512.04) 483090-Sale Of Surplus Eqp (42,251.00) (42,251.00) (116,400.55) 483100-SaleofSurplusROW Rev (35,332.00) 484025-308GuadLandRev 484200-Lse Rev-GASB 87-Land (778,708.00) (778,708.00) (389,353.91) 486010-IncmFrmLawSuitStlmt (366,226.00) (366,226.00) 499210-Sale of Major Assets (526,509.00) (526,509.00) Page 30 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 112 Information Technology Svcs Result (37,601.00) (37,601.00) (40,908.74) 481000-Other Revenue (3,307.74) 481320-Contracted Svcs (37,601.00) (37,601.00) (37,601.00) 114 Facilities Management Result (1,499,810.00) (1,499,810.00) (953,628.10) 426200-Conc Rev (45,000.00) (45,000.00) (24,150.00) 442000-Int Rev-GASB 87 Lse (337.00) (337.00) (674.32) 481000-Other Revenue (59,375.00) (59,375.00) (34,859.60) 481140-Misc Cln (2,001.00) 484010-700LavacaBldgRentRev (14,400.00) (14,400.00) (7,200.00) 484020-700LavacaPrkRentRev (274,884.00) (274,884.00) (233,880.48) 484070-OthBldgRentRev (544,021.00) (544,021.00) (257,499.33) 484100-Smart Fcl RentRev (334,636.00) (334,636.00) (166,206.84) 484203-Lse Rev-GASB 87-Bldg (227,157.00) (227,157.00) (227,156.53) 119 County Attorney Result (2,203,148.00) (2,203,148.00) (1,617,331.82) 414020-Co Prss Comp (70,000.00) (70,000.00) (70,000.00) 414090-Prs Longevity (116,660.00) (116,660.00) (61,340.00) 420100-Civ Filing Fee (1,600,000.00) (1,600,000.00) (1,416,443.21) 420200-Crim Fee-Oth (26,488.00) (26,488.00) (9,666.77) 422010-Atty Sv-Hosp Dist (384,323.00) (384,323.00) (56,178.48) 440010-DmdActIntInc (5,677.00) (5,677.00) (3,642.36) 481140-Misc Cln (61.00) 120 County Clerk Result (6,181,887.00) (6,181,887.00) (3,249,466.04) 420050-AttyAdLitemFeeMtlHlh (133,468.00) (133,468.00) (59,000.00) 420100-Civ Filing Fee (290,683.00) (290,683.00) (145,426.79) 420120-Court Clerk Fee (203,689.00) (203,689.00) (87,267.57) 420180-Crim Bnd Adm Fee (1,350.00) (1,350.00) (650.00) 420410-Jury Fee (27.00) (27.00) (0.89) 420580-Prb Sv Fee (106,053.00) (106,053.00) (55,806.51) 421140-FeeForCopy (335,734.00) (335,734.00) (159,176.52) 421190-Fee For Microfilm (24,064.00) (24,064.00) (12,939.62) 421270-Recording Fee (4,014,495.00) (4,014,495.00) (1,946,581.19) 421300-Rtd Ck Fee (72.00) (72.00) 0.00 421390-Trust Fd Fee (31,766.00) (31,766.00) (12,151.26) 422120-CntrclSvEln Sv (700,000.00) (700,000.00) (481,574.62) 422121-ElectEquipRental (150,000.00) (150,000.00) (84,250.63) 430020-Fines (90.00) (90.00) (15.00) 431010-Bnd Forfeitures (149,856.00) (149,856.00) (179,614.95) 440010-DmdActIntInc (32,838.00) (32,838.00) (17,308.49) 490004-Trfr frm CC ArchivFd (7,702.00) (7,702.00) (7,702.00) 121 District Clerk Result (3,204,663.00) (3,204,663.00) (1,878,964.98) 411060-GrtPartReimbRev (77,579.20) 420100-Civ Filing Fee (1,032,732.00) (1,032,732.00) (456,706.23) 420180-Crim Bnd Adm Fee (3,860.00) (3,860.00) (910.00) 420200-Crim Fee-Oth (39,469.00) (39,469.00) (22,349.24) 420265-SAPCRS Transfer Fee (1,133.00) (1,133.00) (795.00) 420410-Jury Fee (700,164.00) (700,164.00) (189,055.16) 421140-FeeForCopy (345,084.00) (345,084.00) (178,301.89) 421240-Passport Fee (917,290.00) (917,290.00) (585,564.00) 421280-Record Search Fee (8,398.00) (8,398.00) (3,694.77) 421300-Rtd Ck Fee (510.00) (510.00) (180.00) 421390-Trust Fd Fee (11,310.00) (11,310.00) (5,643.42) 422310-Jury Impaneling Sv (32,969.00) (32,969.00) (8,677.89) 431010-Bnd Forfeitures (70,167.00) (70,167.00) (322,877.25) 481060-Forfeited Jury Pay (41,577.00) (41,577.00) (26,630.93) 122 Civil Courts Result (170,700.00) (170,700.00) (85,200.00) 420400-Judiciary Fee (168,000.00) (168,000.00) (84,000.00) 420640-Tx Master Fee (2,700.00) (2,700.00) (1,200.00) 123 District Attorney Result (374,380.00) (374,380.00) (217,328.20) 411060-GrtPartReimbRev (145,000.00) (145,000.00) (100,697.80) 414090-Prs Longevity (172,000.00) (172,000.00) (74,680.00) 414120-Oth St Rev (35,000.00) (35,000.00) (31,349.25) 420200-Crim Fee-Oth (7,933.00) (7,933.00) (3,613.22) 440010-DmdActIntInc (4,242.00) (4,242.00) (2,739.50) 481140-Misc Cln (10,205.00) (10,205.00) (4,248.43) 124 Criminal Courts Result (594,711.00) (594,711.00) (296,692.68) 420390-Judiciary Cln Fee (329.00) (329.00) (597.34) 420400-Judiciary Fee (588,000.00) (588,000.00) (294,000.00) 481070-Juror Cons (6,141.00) (6,141.00) (1,902.79) 481130-Restitution (241.00) (241.00) (192.55) 125 Probate Courts Result (112,420.00) (112,420.00) (34,148.77) 415090-Oth Local Ingovt Rev (638.00) 415110-Prb Statutory Fee (46,620.00) (46,620.00) 2,280.00 420560-Prb Hearing Fee (1,300.00) (1,300.00) (850.00) 420570-Prb Invstigator Fee (11,500.00) (11,500.00) (8,223.14) 420580-Prb Sv Fee (53,000.00) (53,000.00) (26,036.97) Page 31 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 420590-Prb Training Fee (5.66) 430050-Probate Fines 481000-Other Revenue (675.00) 126 Justice of the Peace Pct1 Result (51,808.00) (51,808.00) (43,357.88) 420100-Civ Filing Fee (3,910.31) 420200-Crim Fee-Oth (43,556.00) (43,556.00) (33,728.43) 420520-OmniDenialLicRnwlFee (4,007.00) (4,007.00) (1,164.58) 420660-TimePmt10%Fee (88.62) 420665-Time Pmt Reimb. Fee (1,964.00) (1,964.00) (2,531.82) 420680-Traffic Fee (226.84) 421300-Rtd Ck Fee (21.00) (21.00) (30.00) 430020-Fines (2,260.00) (2,260.00) (1,652.78) 481140-Misc Cln (24.50) 127 Justice of the Peace Pct2 Result (158,855.00) (158,855.00) (121,571.63) 420100-Civ Filing Fee (7,110.86) 420200-Crim Fee-Oth (115,307.00) (115,307.00) (86,164.33) 420520-OmniDenialLicRnwlFee (23,303.00) (23,303.00) (13,934.31) 420660-TimePmt10%Fee (157.34) 420665-Time Pmt Reimb. Fee (13,459.00) (13,459.00) (9,293.81) 420680-Traffic Fee (170.81) 421300-Rtd Ck Fee (109.00) (109.00) 430020-Fines (6,596.00) (6,596.00) (4,626.17) 481140-Misc Cln (81.00) (81.00) (114.00) 128 Justice of the Peace Pct3 Result (165,165.00) (165,165.00) (69,444.66) 420100-Civ Filing Fee (2,439.06) 420200-Crim Fee-Oth (118,025.00) (118,025.00) (51,573.69) 420520-OmniDenialLicRnwlFee (20,779.00) (20,779.00) (8,270.39) 420660-TimePmt10%Fee (72.48) 420665-Time Pmt Reimb. Fee (16,046.00) (16,046.00) (4,092.39) 420680-Traffic Fee (277.89) 421300-Rtd Ck Fee (240.00) (240.00) 430020-Fines (10,075.00) (10,075.00) (2,718.76) 129 Justice of the Peace Pct4 Result (82,635.00) (82,635.00) (54,792.10) 420100-Civ Filing Fee (3,126.96) 420200-Crim Fee-Oth (63,159.00) (63,159.00) (41,690.10) 420520-OmniDenialLicRnwlFee (9,057.00) (9,057.00) (3,752.28) 420660-TimePmt10%Fee (138.30) 420665-Time Pmt Reimb. Fee (7,788.00) (7,788.00) (4,600.78) 420680-Traffic Fee (146.63) 421300-Rtd Ck Fee (108.00) (108.00) (150.00) 430020-Fines (2,517.00) (2,517.00) (1,187.05) 481140-Misc Cln (6.00) (6.00) 130 Justice of the Peace Pct5 Result (28,046.00) (28,046.00) (24,542.49) 420100-Civ Filing Fee (1,765.25) 420200-Crim Fee-Oth (20,145.00) (20,145.00) (18,194.41) 420520-OmniDenialLicRnwlFee (3,265.00) (3,265.00) (2,395.55) 420660-TimePmt10%Fee (72.36) 420665-Time Pmt Reimb. Fee (794.00) (794.00) (1,471.14) 420680-Traffic Fee (67.87) 421300-Rtd Ck Fee (13.00) (13.00) 430020-Fines (3,829.00) (3,829.00) (575.91) 131 Constable Pct1 Result (494,409.00) (494,409.00) (388,163.70) 420100-Civ Filing Fee (466,707.00) (466,707.00) (369,094.83) 420200-Crim Fee-Oth (14,435.00) (14,435.00) (5,818.87) 485180-Dontn-PbcSftUseOfVeh (13,267.00) (13,267.00) (13,250.00) 132 Constable Pct2 Result (1,115,306.00) (1,115,306.00) (511,457.94) 420100-Civ Filing Fee (726,586.00) (726,586.00) (374,536.60) 420200-Crim Fee-Oth (84,000.00) (84,000.00) (58,078.09) 421300-Rtd Ck Fee (30.00) (30.00) 422330-LE Sv-Oth Govt Ag (289,690.00) (289,690.00) (66,063.25) 485180-Dontn-PbcSftUseOfVeh (15,000.00) (15,000.00) (12,780.00) 133 Constable Pct3 Result (538,211.00) (538,211.00) (294,292.19) 420100-Civ Filing Fee (290,000.00) (290,000.00) (217,561.44) 420200-Crim Fee-Oth (100,000.00) (100,000.00) (42,609.82) 421300-Rtd Ck Fee (30.00) 422330-LE Sv-Oth Govt Ag (143,111.00) (143,111.00) (31,110.93) 485180-Dontn-PbcSftUseOfVeh (5,100.00) (5,100.00) (2,980.00) 134 Constable Pct4 Result (360,100.00) (360,100.00) (317,104.16) 420100-Civ Filing Fee (300,000.00) (300,000.00) (252,249.29) 420200-Crim Fee-Oth (55,100.00) (55,100.00) (48,554.87) 485180-Dontn-PbcSftUseOfVeh (5,000.00) (5,000.00) (16,300.00) 135 Constable Pct5 Result (1,677,963.00) (1,677,963.00) (817,011.82) 411060-GrtPartReimbRev (58,043.00) (58,043.00) (53,987.42) 420100-Civ Filing Fee (1,500,000.00) (1,500,000.00) (699,588.43) 420200-Crim Fee-Oth (25,000.00) (25,000.00) (18,717.97) Page 32 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 421300-Rtd Ck Fee (30.00) 422350-LE Sv-Oth Org (49,920.00) (49,920.00) (22,788.00) 485180-Dontn-PbcSftUseOfVeh (45,000.00) (45,000.00) (21,900.00) 137 Sheriff Result (15,046,720.00) (15,046,720.00) (6,929,074.95) 410010-GrantRevRRB 0.00 411060-GrtPartReimbRev (273,127.00) 413020-SSA Incentive Pmt (62,000.00) (62,000.00) (54,200.00) 420060-BreathAlcTestingFee (714.00) (714.00) (261.86) 420200-Crim Fee-Oth (116,144.00) (116,144.00) (56,648.80) 420284-Treatment Co-Pay (20,000.00) (20,000.00) (16,141.20) 420660-TimePmt10%Fee (112.00) (112.00) (6.03) 420665-Time Pmt Reimb. Fee (43.22) 421010-Alarm Rg Fee (298,200.00) (298,200.00) (263,655.00) 422330-LE Sv-Oth Govt Ag (3,151,044.00) (3,151,044.00) (1,578,384.07) 422340-LE Sv-Schl Dist (357,948.00) (357,948.00) (160,449.71) 423160-Training Acd Tuition (600.00) 424020-CntrclSvCB (9,908,902.00) (9,908,902.00) (3,499,258.00) 424060-CntrclSvPhone MonSv (75,829.00) (75,829.00) 429020-Bail Bndsman Rg (1,000.00) (1,000.00) (3,500.00) 429050-Sex Oriented Bus Lic (2,550.00) (2,550.00) 481000-Other Revenue (9,853.20) 481075-Expired Med Refunds (797.73) 481140-Misc Cln (42,582.00) (42,582.00) (30,935.46) 481290-Notary Fees (941.00) (941.00) (455.00) 485180-Dontn-PbcSftUseOfVeh (339,538.00) (339,538.00) (311,542.67) 490111-Trfr frm CrtHsSec Fd (669,216.00) (669,216.00) (669,216.00) 138 Medical Examiner Result (3,774,654.00) (3,774,654.00) (1,842,832.40) 420310-ExprtWtnsTestimnyFee (6,251.00) (6,251.00) (9,207.00) 421040-Autopsy-Exn Exam Fee (27,761.00) (27,761.00) (10,932.00) 421050-Autopsy Fee (3,602,891.00) (3,602,891.00) (1,750,163.00) 421060-Autopsy Rpt Fee (4,789.00) (4,789.00) (6,555.00) 421065-AuthToCrematePmtFee (128,475.00) (128,475.00) (64,925.00) 481140-Misc Cln (4,487.00) (4,487.00) (1,050.40) 139 CSCD-Adult Probation Result (11,564.00) (11,564.00) (5,519.51) 420660-TimePmt10%Fee (157.00) (157.00) (75.89) 420665-Time Pmt Reimb. Fee (11,407.00) (11,407.00) (5,443.62) 421065-AuthToCrematePmtFee 0.00 140 Counseling & Education Result (570,540.00) (570,540.00) (245,263.00) 420030-Alc Evaluation Fee (219,326.00) (219,326.00) (87,690.00) 420650-TCCES ReinStmt Fee (31,916.00) (31,916.00) (12,010.00) 423020-Bad Ck 8Hr Class (148.00) (148.00) (8.00) 423030-CAS 20Hr Class (15,698.00) (15,698.00) (6,818.00) 423040-Class Resched Fee (6,908.00) (6,908.00) (2,939.00) 423070-Counseling Pg (72,110.00) (72,110.00) (34,368.00) 423080-Drg Edu Class (10,016.00) (10,016.00) (8,307.00) 423090-DWI Edu Class (74,068.00) (74,068.00) (31,753.00) 423100-DWI Intervention Pg (40,026.00) (40,026.00) (15,925.00) 423110-Felony MO 20Hr Class (56,850.00) (56,850.00) (31,530.00) 423130-Minor In Poss Class (368.00) (368.00) 423140-Sbtnc Abuse Class (4,900.00) (4,900.00) (2,240.00) 423170-Yth Msdr I 8Hr Class (570.00) (570.00) (50.00) 423175-12H Cog.LifeSkills I (31,476.00) (31,476.00) (9,455.00) 423185-CognitivePg 40Hr (1,250.00) (1,250.00) 423190-Marijuana Class 8 Hr (4,410.00) (4,410.00) (2,170.00) 423195-ProSolDet Class 8 Hr (500.00) (500.00) 142 Pretrial Services Result (464,575.00) (464,575.00) (222,842.90) 420350-IgnitionInterlockFee (247,643.00) (247,643.00) (106,236.00) 420370-Intx&DrgConv10%ClFee (208.00) (208.00) (163.83) 420530-Pers Bnd Fee (216,724.00) (216,724.00) (115,837.00) 481070-Juror Cons (606.07) 145 Juvenile Probation Result (1,214,642.00) (1,214,642.00) (459,098.00) 411060-GrtPartReimbRev (179,593.00) (179,593.00) (73,673.23) 420020-Adoption Invtgn Fee (76,848.00) (76,848.00) (70,250.00) 420270-DRO Operations Fee (48,653.00) (48,653.00) (24,991.45) 420310-ExprtWtnsTestimnyFee (22.00) 422070-CommSvnOfChSp Pbners (295,849.00) (295,849.00) (118,128.57) 422075-ICSS (599,458.00) (599,458.00) (145,824.74) 481000-Other Revenue (19,188.31) 481300-Lic Fee Parenting Cr (14,241.00) (14,241.00) (7,019.70) 147 Emergency Services Result (637,041.00) (637,041.00) (2,004,888.09) 411060-GrtPartReimbRev (1,633,702.25) 422380-Radio Use Fee (637,041.00) (637,041.00) (370,131.92) 481140-Misc Cln (1,053.92) 149 Transportation & Natural Res Result (9,360,339.00) (9,599,651.50) (3,951,650.51) 421350-Septic Mnt Cntrc Fee (85,587.00) (85,587.00) (30,508.00) Page 33 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 421360-Septic ReIsp Fee (7,518.50) 421370-Septic Sbdvn Rvw Fee (24,746.00) (24,746.00) (20,043.00) 421380-Solid Waste Dspl Fee (10,820.00) (10,820.00) (5,088.93) 422300-Fuel & Veh Mnt Rmb (75,015.00) (75,015.00) (15,175.72) 425010-Eng Adj Prmt (25,066.00) (25,066.00) (4,250.00) 425020-Eng Cnstn Prmts (548,504.00) (548,504.00) (181,926.00) 425030-ExpSwgPrmtRe-AppFee (24,061.00) (24,061.00) (6,251.60) 425040-Private Swg Prmts (57,195.00) (57,195.00) (14,097.00) 425050-Swg Prmt Rnwl (312.00) (312.00) (266.00) 425060-SwPWQC AppFee (7,760.00) (7,760.00) (27,620.00) 425061-SwPWQC ReinspFee (388.00) 425062-SwPWQC ReinspFee NC (19,602.00) (19,602.00) (3,152.00) 425063-SwPWQC Investigation (25,396.00) (25,396.00) (34,306.16) 425064-SwPWQC SiteCmplxEng (533.00) (533.00) 426005-Development Fee (264,210.00) (264,210.00) (90,350.70) 426010-Driveway Prmts (330,240.00) (330,240.00) (132,619.00) 426015-FP Study/Mod (28,580.00) (28,580.00) (3,048.00) 426020-FPPF- NonRsdnt (1,625,785.00) (1,625,785.00) (453,318.98) 426030-FPPF-Rsdnt A (504,624.00) (504,624.00) (191,972.74) 426040-FPPF-Rsdnt B (92,964.00) (92,964.00) (30,945.00) 426050-LFP Cnstn Rvw (338,801.00) (338,801.00) (264,679.79) 426060-LFP-Com Lot Rvw (121,614.00) (121,614.00) (15,390.00) 426070-LFP-Cnstn Isp (96,721.00) (96,721.00) (166,515.48) 426080-LFP-Final Plat Rvw (122,713.00) (122,713.00) (40,057.94) 426090-LFP-Prelim Plan Rvw (126,500.00) (126,500.00) (211,593.03) 426100-LFP-Rsdnt Lot Rvw (414,793.00) (414,793.00) (41,336.00) 426110-Plat App Rnwls (739.00) (739.00) 426120-Plat Rvsn-Amendments (63,886.00) (63,886.00) (13,876.00) 426130-Plat Rvsn-Vac PUE (11,680.00) (11,680.00) (6,632.00) 426140-Plat Rvsn-Vac/Row&DE (29,105.00) (29,105.00) (9,431.00) 426150-Pbc Notice Fee (377.00) (377.00) (40.00) 426160-RdName Changes (1,266.00) (1,266.00) 426170-SFP-Final Plat Rvw (203,159.00) (203,159.00) (76,967.00) 426180-Utility(Row) Prmts (31,447.00) (31,447.00) (15,438.00) 426182-Inspections (133,100.00) (133,100.00) 426183-Envir Reviews (100,560.00) (100,560.00) (3,808.00) 426184-Trans Assess (341,092.00) (341,092.00) 426185-Dev Rev Expedtd Fee (128,920.00) (128,920.00) 426186-Var Review/App (12,993.00) (12,993.00) (59.00) 426187-Except Review/Waiv (110,180.00) (110,180.00) (1,136.00) 427041-HOA Pool Fees (56,448.00) (56,448.00) 428010-Pk Entrance Fee (2,031,407.00) (2,031,407.00) (582,088.09) 428011-Pk Boat Ramp-DockFee (143,195.00) (143,195.00) (124,800.00) 428030-Pk Rental Fee (824,730.00) (824,730.00) (575,759.00) 481000-Other Revenue (9,342.90) 481001-Other Rev-NMonContra 0.00 481011-Tree Mitigation Fee (239,312.50) (420,062.50) 481140-Misc Cln (11.50) 481260-Access LicFee (48,427.00) (48,427.00) (24,556.00) 481340-Water Sales (10,715.00) (10,715.00) (46,962.00) 481350-License Fee (86,250.00) (86,250.00) (43,125.00) 483050-Sale Of Printed Mat (106.00) (106.00) (122.18) 483080-Sale Of Recyclng Mat (18,035.00) (18,035.00) (5,016.77) 484110-Misc RentRev (380.00) (380.00) 158 Health & Human Services Result (167,962.00) (167,962.00) (888,394.01) 410040-Grant Adm Cost Rev-I (20,692.00) (20,692.00) (15,738.06) 411060-GrtPartReimbRev (47.33) 422200-DeafIntpSv (107,700.00) (107,700.00) (4,126.25) 427010-Animal Lic/Rg (1,260.00) (1,260.00) (250.00) 427040-Pl Isp Fee (18,280.00) (18,280.00) (9,180.00) 481000-Other Revenue (845,762.93) 481070-Juror Cons (16,350.00) (16,350.00) (7,961.61) 483040-Sale of Livestock (3,680.00) (3,680.00) (5,327.83) 159 Emergency Medical Services Result (2,732,623.00) (2,732,623.00) (1,331,702.67) 421211-Heli Pad Camera Fee (3,672.00) (3,672.00) 421250-Patient Fee-Air Trns (2,724,535.00) (2,724,535.00) (1,331,499.24) 421260-Patient Fee-GrndTrns (203.43) 481140-Misc Cln 0.00 481320-Contracted Svcs (4,416.00) (4,416.00) 193 Legally Mandated-Civil Cts Result (68,529.00) (68,529.00) (34,264.50) 415120-Court Appeal (68,529.00) (68,529.00) (34,264.50) 194 Legally Mandated-Criminal Cts Result (638,590.00) (638,590.00) 411060-GrtPartReimbRev (638,590.00) (638,590.00) 900 Government-Wide Result (708,427.46) 499112-Lse Obl-GASB 87-Equp (15,113.38) Page 34 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 499116-SBITA Obl-GASB 96 (693,314.08) 0003 Tx Exposition and Heritage Result (597,415.00) (597,415.00) (463,542.38) 109 Planning & Budget Result (48,090.00) (48,090.00) (31,811.25) 441060-PldCshInvIntInc (48,090.00) (48,090.00) (31,811.25) 114 Facilities Management Result (549,325.00) (549,325.00) (431,731.13) 426200-Conc Rev (7,433.99) 442000-Int Rev-GASB 87 Lse (22,214.00) (22,214.00) (15,962.91) 481140-Misc Cln (85,714.00) (85,714.00) (11,435.09) 484070-OthBldgRentRev (282,409.00) (282,409.00) (304,232.28) 484200-Lse Rev-GASB 87-Land (47,696.00) (47,696.00) (27,800.06) 484203-Lse Rev-GASB 87-Bldg (111,292.00) (111,292.00) (64,866.80) 0004 Cnty Clerk Archival Fd (GF) Result (1,762,247.00) (1,762,247.00) (943,737.08) 109 Planning & Budget Result (326,647.00) (326,647.00) (224,047.08) 441060-PldCshInvIntInc (326,647.00) (326,647.00) (224,047.08) 120 County Clerk Result (1,435,600.00) (1,435,600.00) (719,690.00) 421290-Rcd Arch Fee (1,435,600.00) (1,435,600.00) (719,690.00) 0100 Law Library Fd Result (867,797.00) (867,797.00) (504,581.42) 109 Planning & Budget Result (10,087.00) (10,087.00) (7,822.07) 441060-PldCshInvIntInc (10,087.00) (10,087.00) (7,822.07) 141 Community Legal Services Result (857,710.00) (857,710.00) (496,759.35) 420490-Law Library Fee (752,647.00) (752,647.00) (391,124.30) 420500-Legal Rsh Fee (1,052.00) (1,052.00) (1,624.05) 490001-Trfr frm Gen Fd (104,011.00) (104,011.00) (104,011.00) 0101 CAPSO Result (441.25) 119 County Attorney Result (441.25) 421220-Misc Fee (441.25) 0102 DAPSO Result (97.77) 123 District Attorney Result (97.77) 414120-Oth St Rev (0.19) 421220-Misc Fee (97.58) 0103 Law Enforcement Fund Result (19,128.06) 123 District Attorney Result (17,445.91) 440010-DmdActIntInc (7,930.41) 481000-Other Revenue (9,515.50) 137 Sheriff Result (1,682.15) 440010-DmdActIntInc (1,682.15) 0104 Dispute Resolution Center Fd Result (450,263.00) (450,263.00) (246,453.10) 109 Planning & Budget Result (4,732.00) (4,732.00) (3,342.84) 441060-PldCshInvIntInc (4,732.00) (4,732.00) (3,342.84) 136 Dispute Resolution Center Result (445,531.00) (445,531.00) (243,110.26) 420010-ADRS Fee (443,994.00) (443,994.00) (242,248.25) 481070-Juror Cons (1,537.00) (1,537.00) (862.01) 0105 Voter Registration Fd Result (247,328.00) (247,328.00) (68,869.99) 108 Tax Assessor-Collector Result (247,328.00) (247,328.00) (68,869.99) 414110-Voter Rg Reimb Chp19 (247,328.00) (247,328.00) (68,869.99) 0106 Juvenile Fee Fd Result (9,681.00) (9,681.00) (7,491.15) 109 Planning & Budget Result (9,681.00) (9,681.00) (7,491.15) 441060-PldCshInvIntInc (9,681.00) (9,681.00) (7,491.15) 0107 Juvenile Justice Alternative Edu Prog Fd Result (51,023.00) (51,023.00) (7,356.06) 109 Planning & Budget Result (6,601.00) (6,601.00) (5,034.06) 441060-PldCshInvIntInc (6,601.00) (6,601.00) (5,034.06) 145 Juvenile Probation Result (44,422.00) (44,422.00) (2,322.00) 415060-Schl Dists (44,422.00) (44,422.00) (2,322.00) 0108 County Clerk Records Mgmt & Preserv Fd Result (1,894,952.00) (1,894,952.00) (971,001.46) 109 Planning & Budget Result (181,237.00) (181,237.00) (118,386.30) 441060-PldCshInvIntInc (181,237.00) (181,237.00) (118,386.30) 120 County Clerk Result (1,713,715.00) (1,713,715.00) (852,615.16) 420610-Rcd Mgmt Fee (32,115.00) (32,115.00) (11,549.63) 420620-Rcd Mgmt & Pres Fee (1,681,600.00) (1,681,600.00) (841,065.53) 0109 LCRA Parks Cip Fd Result (242,600.00) (242,600.00) (85,401.86) 109 Planning & Budget Result (70,532.00) (70,532.00) (52,002.88) 441060-PldCshInvIntInc (70,532.00) (70,532.00) (52,002.88) 149 Transportation & Natural Res Result (172,068.00) (172,068.00) (33,398.98) 428010-Pk Entrance Fee (172,068.00) (172,068.00) (33,398.98) 0110 Records Mgmt and Pres Fd Result (522.00) (522.00) (4,974.81) 120 County Clerk Result (21.00) (21.00) (506.57) 420610-Rcd Mgmt Fee (21.00) (21.00) (506.57) 121 District Clerk Result (501.00) (501.00) (4,468.24) 420610-Rcd Mgmt Fee (501.00) (501.00) (4,468.24) 0111 Courthouse Security Fd Result (580,579.00) (580,579.00) (271,538.60) 120 County Clerk Result (220,308.00) (220,308.00) (86,258.83) 420630-Security Fee (220,308.00) (220,308.00) (86,258.83) 121 District Clerk Result (297,255.00) (297,255.00) (145,609.98) 420630-Security Fee (297,255.00) (297,255.00) (145,609.98) 126 Justice of the Peace Pct1 Result (8,374.00) (8,374.00) (6,686.29) Page 35 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 420630-Security Fee (8,374.00) (8,374.00) (6,686.29) 127 Justice of the Peace Pct2 Result (20,470.00) (20,470.00) (13,740.13) 420630-Security Fee (20,470.00) (20,470.00) (13,740.13) 128 Justice of the Peace Pct3 Result (16,719.00) (16,719.00) (7,378.16) 420630-Security Fee (16,719.00) (16,719.00) (7,378.16) 129 Justice of the Peace Pct4 Result (13,377.00) (13,377.00) (7,349.62) 420630-Security Fee (13,377.00) (13,377.00) (7,349.62) 130 Justice of the Peace Pct5 Result (4,076.00) (4,076.00) (4,515.59) 420630-Security Fee (4,076.00) (4,076.00) (4,515.59) 0112 Jail Commissary Fd Result (720,674.01) 137 Sheriff Result (720,674.01) 426190-Commissary Sales Rev (698,113.55) 440010-DmdActIntInc (22,560.46) 0113 Ct Reporter Service Fd Result (585,471.00) (585,471.00) (290,136.69) 109 Planning & Budget Result (10,672.00) (10,672.00) (9,197.98) 441060-PldCshInvIntInc (10,672.00) (10,672.00) (9,197.98) 120 County Clerk Result (123,105.00) (123,105.00) (62,542.47) 420160-Ct Rpter Fee (123,105.00) (123,105.00) (62,542.47) 121 District Clerk Result (361,694.00) (361,694.00) (176,829.27) 420160-Ct Rpter Fee (361,694.00) (361,694.00) (176,829.27) 125 Probate Courts Result (90,000.00) (90,000.00) (41,566.97) 420160-Ct Rpter Fee (90,000.00) (90,000.00) (41,566.97) 0114 Juvenile Deferred Prosecution Fd Result (2,428.00) (2,428.00) (2,074.16) 109 Planning & Budget Result (2,428.00) (2,428.00) (2,074.16) 441060-PldCshInvIntInc (2,428.00) (2,428.00) (2,074.16) 0115 Balcones Canyonlands Pres Fd Result (21,955,750.00) (22,117,375.00) (22,109,306.55) 109 Planning & Budget Result (1,681,488.00) (1,681,488.00) (1,339,552.95) 441060-PldCshInvIntInc (1,681,488.00) (1,681,488.00) (1,339,552.95) 149 Transportation & Natural Res Result (20,274,262.00) (20,435,887.00) (20,769,753.60) 428020-Pk Prmts (341,711.00) (341,711.00) (661,887.50) 481050-Con-Developers (21,688.00) (21,688.00) 481310-Rent Rev-BCP Cell Tw (30,716.00) (30,716.00) (16,094.10) 481320-Contracted Svcs (134,500.00) (184,500.00) 486005-IncmFrmStlmt (27,125.00) (27,125.00) 490001-Trfr frm Gen Fd (19,880,147.00) (19,880,147.00) (19,880,147.00) 0116 LEOSE - Elected Officials Fd Result (180,571.25) 119 County Attorney Result (2,597.04) 414070-LEOSE Annual Alloc (2,406.33) 440010-DmdActIntInc (190.71) 123 District Attorney Result (3,783.00) 414070-LEOSE Annual Alloc (3,742.01) 440010-DmdActIntInc (40.99) 131 Constable Pct1 Result (3,856.56) 414070-LEOSE Annual Alloc (3,663.57) 440010-DmdActIntInc (192.99) 132 Constable Pct2 Result (5,210.81) 414070-LEOSE Annual Alloc (5,135.44) 440010-DmdActIntInc (75.37) 133 Constable Pct3 Result (1,590.54) 414070-LEOSE Annual Alloc (1,554.07) 440010-DmdActIntInc (36.47) 134 Constable Pct4 Result (3,971.31) 414070-LEOSE Annual Alloc (3,872.72) 440010-DmdActIntInc (98.59) 135 Constable Pct5 Result (8,864.80) 414070-LEOSE Annual Alloc (8,701.65) 440010-DmdActIntInc (163.15) 137 Sheriff Result (150,697.19) 414070-LEOSE Annual Alloc (144,482.33) 440010-DmdActIntInc (1,664.85) 481000-Other Revenue (4,550.01) 0118 LEOSE - Cmns Ct Result (775.00) (775.00) (2,091.53) 147 Emergency Services Result (775.00) (775.00) (2,091.53) 414070-LEOSE Annual Alloc (775.00) (775.00) (2,091.53) 0119 Juvenile Delinquency Prevention Fd Result (28.53) 121 District Clerk Result (28.53) 420470-JV Del Fee (28.53) 0120 Abandoned Vehicle/Livestock Fd Result (124,894.50) 135 Constable Pct5 Result (72,743.76) 440010-DmdActIntInc (972.51) 483060-Sale Of Prop (71,771.25) 137 Sheriff Result (52,150.74) 440010-DmdActIntInc (1,216.55) 481140-Misc Cln (33,477.00) 483060-Sale Of Prop (17,457.19) Page 36 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 0121 Unclaimed Property Fd Result (25,000.00) (25,000.00) 107 County Treasurer Result (25,000.00) (25,000.00) 431020-Rest Forfeitures (25,000.00) (25,000.00) 0122 Professional Prosecutors Fd Result (70,000.00) (70,000.00) (70,000.00) 119 County Attorney Result (70,000.00) (70,000.00) (70,000.00) 490001-Trfr frm Gen Fd (70,000.00) (70,000.00) (70,000.00) 0123 Mary Quinlan Park Fd Result (12,178.00) (12,178.00) (10,034.06) 109 Planning & Budget Result (7,178.00) (7,178.00) (5,034.06) 441060-PldCshInvIntInc (7,178.00) (7,178.00) (5,034.06) 149 Transportation & Natural Res Result (5,000.00) (5,000.00) (5,000.00) 484060-LakeAustinSpaRentRev (5,000.00) (5,000.00) (5,000.00) 0124 Probate Judiciary Fee Fd Result (182,600.00) (182,600.00) (70,359.53) 125 Probate Courts Result (182,600.00) (182,600.00) (70,359.53) 420400-Judiciary Fee (173,000.00) (173,000.00) (60,759.53) 490001-Trfr frm Gen Fd (9,600.00) (9,600.00) (9,600.00) 0125 Cts Technology Fd Result (71,637.00) (71,637.00) (45,803.68) 109 Planning & Budget Result (2,428.00) (2,428.00) (2,074.16) 441060-PldCshInvIntInc (2,428.00) (2,428.00) (2,074.16) 126 Justice of the Peace Pct1 Result (9,082.00) (9,082.00) (7,359.65) 420450-Js Ct Tch Fee (9,082.00) (9,082.00) (7,359.65) 127 Justice of the Peace Pct2 Result (22,519.00) (22,519.00) (15,125.45) 420450-Js Ct Tch Fee (22,519.00) (22,519.00) (15,125.45) 128 Justice of the Peace Pct3 Result (18,481.00) (18,481.00) (8,128.94) 420450-Js Ct Tch Fee (18,481.00) (18,481.00) (8,128.94) 129 Justice of the Peace Pct4 Result (14,608.00) (14,608.00) (8,149.02) 420450-Js Ct Tch Fee (14,608.00) (14,608.00) (8,149.02) 130 Justice of the Peace Pct5 Result (4,519.00) (4,519.00) (4,966.46) 420450-Js Ct Tch Fee (4,519.00) (4,519.00) (4,966.46) 0127 Dist Clerk Records Mgmt and Pres Result (492,034.00) (492,034.00) (260,893.50) 109 Planning & Budget Result (10,444.00) (10,444.00) (11,970.40) 441060-PldCshInvIntInc (10,444.00) (10,444.00) (11,970.40) 121 District Clerk Result (481,590.00) (481,590.00) (248,923.10) 420610-Rcd Mgmt Fee (17,696.00) (17,696.00) (10,046.40) 420620-Rcd Mgmt & Pres Fee (463,894.00) (463,894.00) (238,876.70) 0128 Elections Contract Fd Result (1,873,176.00) (1,873,176.00) (477,952.12) 109 Planning & Budget Result (28,176.00) (28,176.00) (23,964.83) 441060-PldCshInvIntInc (28,176.00) (28,176.00) (23,964.83) 120 County Clerk Result (1,845,000.00) (1,845,000.00) (453,987.29) 421100-Eln Oversight Fee (245,000.00) (245,000.00) (84,267.08) 422120-CntrclSvEln Sv (1,600,000.00) (1,600,000.00) (369,720.21) 0131 Drug Ct Program Fd Result (24,514.00) (24,514.00) (14,198.07) 109 Planning & Budget Result (8,439.00) (8,439.00) (4,890.63) 441060-PldCshInvIntInc (8,439.00) (8,439.00) (4,890.63) 142 Pretrial Services Result (16,075.00) (16,075.00) (9,307.44) 420280-Participant Payments (2,000.00) (2,000.00) 420380-Intx&DrgConv50%Fee (378.78) 423085-DWI Program Fee (14,075.00) (14,075.00) (8,928.66) 0132 Probate Guardianship Fd Result (114,955.00) (114,955.00) (53,041.39) 109 Planning & Budget Result (3,455.00) (3,455.00) (1,930.73) 441060-PldCshInvIntInc (3,455.00) (3,455.00) (1,930.73) 125 Probate Courts Result (111,500.00) (111,500.00) (51,110.66) 420550-Prb Guardianship Fee (74,500.00) (74,500.00) (34,080.66) 420555-Probate Admin Fee (37,000.00) (37,000.00) (17,030.00) 0133 Vital Statistic Pres Fd Result (172.00) (172.00) (110.00) 127 Justice of the Peace Pct2 Result (123.00) (123.00) (73.00) 421410-Vital Stts Pres Fee (123.00) (123.00) (73.00) 128 Justice of the Peace Pct3 Result (46.00) (46.00) (37.00) 421410-Vital Stts Pres Fee (46.00) (46.00) (37.00) 129 Justice of the Peace Pct4 Result (3.00) (3.00) 421410-Vital Stts Pres Fee (3.00) (3.00) 0134 Fire Code Fd Result (2,756,799.00) (2,756,799.00) (1,501,905.07) 109 Planning & Budget Result (153,577.00) (153,577.00) (130,602.29) 441060-PldCshInvIntInc (153,577.00) (153,577.00) (130,602.29) 147 Emergency Services Result (2,603,222.00) (2,603,222.00) (1,371,302.78) 421200-Fire Sft Isp Fee (2,603,222.00) (2,603,222.00) (1,371,302.78) 0135 Child Abuse Prevention Fd Result (5,609.00) (5,609.00) (8,856.74) 109 Planning & Budget Result (94.00) (94.00) (187.49) 441060-PldCshInvIntInc (94.00) (94.00) (187.49) 137 Sheriff Result (5,515.00) (5,515.00) (8,669.25) 420080-Ch Sex Assault Fee (5,515.00) (5,515.00) (8,669.25) 0136 Justice Ct Building Security Fd Result (35,095.00) (35,095.00) (22,428.68) 109 Planning & Budget Result (14,393.00) (14,393.00) (9,357.80) 441060-PldCshInvIntInc (14,393.00) (14,393.00) (9,357.80) 126 Justice of the Peace Pct1 Result (2,719.00) (2,719.00) (2,194.77) 420630-Security Fee (2,719.00) (2,719.00) (2,194.77) Page 37 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 127 Justice of the Peace Pct2 Result (6,708.00) (6,708.00) (4,518.24) 420630-Security Fee (6,708.00) (6,708.00) (4,518.24) 128 Justice of the Peace Pct3 Result (5,515.00) (5,515.00) (2,430.77) 420630-Security Fee (5,515.00) (5,515.00) (2,430.77) 129 Justice of the Peace Pct4 Result (4,419.00) (4,419.00) (2,429.61) 420630-Security Fee (4,419.00) (4,419.00) (2,429.61) 130 Justice of the Peace Pct5 Result (1,341.00) (1,341.00) (1,497.49) 420630-Security Fee (1,341.00) (1,341.00) (1,497.49) 0138 Health Food Permits Fd Result (254,834.00) (254,834.00) (136,079.82) 109 Planning & Budget Result (26,469.00) (26,469.00) (21,196.82) 441060-PldCshInvIntInc (26,469.00) (26,469.00) (21,196.82) 158 Health & Human Services Result (228,365.00) (228,365.00) (114,883.00) 427020-Food Estab Fee (114,125.00) (114,125.00) (50,025.00) 427025-Food Estab Plan Rev (210.00) (210.00) (130.00) 427030-Mobile Food Prmts (99,627.00) (99,627.00) (52,957.00) 427050-Temp Food Prmts (14,403.00) (14,403.00) (11,771.00) 0139 Dist Ct Records Technology Fd Result (2,755.00) (2,755.00) (3,196.59) 109 Planning & Budget Result (2,755.00) (2,755.00) (2,816.47) 441060-PldCshInvIntInc (2,755.00) (2,755.00) (2,816.47) 121 District Clerk Result (380.12) 420260-DistCrt Rcd Arch Fee (380.12) 421280-Record Search Fee 0.00 0140 Cnty/Dist Ct Technology Fd Result (14,495.00) (14,495.00) (7,803.64) 109 Planning & Budget Result (5,793.00) (5,793.00) (4,335.82) 441060-PldCshInvIntInc (5,793.00) (5,793.00) (4,335.82) 120 County Clerk Result (5,261.00) (5,261.00) (1,907.31) 420170-Ct Tch Fee (5,261.00) (5,261.00) (1,907.31) 121 District Clerk Result (3,441.00) (3,441.00) (1,560.51) 420170-Ct Tch Fee (3,441.00) (3,441.00) (1,560.51) 0141 Ct Record Pres Result (47.00) (47.00) (450.86) 120 County Clerk Result (5.00) (5.00) (115.40) 420150-Ct Record Pres Fee (5.00) (5.00) (115.40) 121 District Clerk Result (42.00) (42.00) (335.46) 420150-Ct Record Pres Fee (42.00) (42.00) (335.46) 0143 CSCD Local Fd Result (99,180.10) 109 Planning & Budget Result (12,014.46) 441060-PldCshInvIntInc (12,014.46) 139 CSCD-Adult Probation Result (87,165.64) 430020-Fines (87,165.64) 0144 Unclaimed Juvenile Restitution Result (3,255.00) (3,255.00) (4,612.93) 109 Planning & Budget Result (2,428.00) (2,428.00) (2,074.16) 441060-PldCshInvIntInc (2,428.00) (2,428.00) (2,074.16) 145 Juvenile Probation Result (827.00) (827.00) (2,538.77) 431020-Rest Forfeitures (827.00) (827.00) (2,538.77) 0145 Rd and Bridge Fd Result (20,020,225.00) (20,020,225.00) (13,426,104.22) 109 Planning & Budget Result (414,412.00) (414,412.00) (304,921.64) 441060-PldCshInvIntInc (414,412.00) (414,412.00) (304,921.64) 121 District Clerk Result (54,522.00) (54,522.00) (28,440.11) 430020-Fines (54,522.00) (54,522.00) (28,440.11) 126 Justice of the Peace Pct1 Result (256,385.00) (256,385.00) (209,851.77) 430020-Fines (256,385.00) (256,385.00) (209,851.77) 127 Justice of the Peace Pct2 Result (682,826.00) (682,826.00) (411,513.19) 430020-Fines (682,826.00) (682,826.00) (411,513.19) 128 Justice of the Peace Pct3 Result (584,363.00) (584,363.00) (257,523.09) 430020-Fines (584,363.00) (584,363.00) (257,523.09) 129 Justice of the Peace Pct4 Result (458,320.00) (458,320.00) (226,527.07) 430020-Fines (458,320.00) (458,320.00) (226,527.07) 130 Justice of the Peace Pct5 Result (139,990.00) (139,990.00) (148,691.43) 430020-Fines (139,990.00) (139,990.00) (148,691.43) 137 Sheriff Result (51,572.00) (51,572.00) (24,394.27) 430020-Fines (51,572.00) (51,572.00) (24,394.27) 149 Transportation & Natural Res Result (17,377,835.00) (17,377,835.00) (11,814,241.65) 414035-Excess Weight Fee (161,620.00) (161,620.00) 0.00 414060-Lateral RdFd Distb (74,911.00) (74,911.00) (73,356.42) 421030-Auto Rg Fee (10,583,943.00) (10,583,943.00) (5,097,341.50) 481000-Other Revenue (923.73) 483100-SaleofSurplusROW Rev (85,259.00) 490001-Trfr frm Gen Fd (6,557,361.00) (6,557,361.00) (6,557,361.00) 0149 Afterschool Youth Enrichment Services Result (45,000.00) (45,000.00) (22,110.00) 158 Health & Human Services Result (45,000.00) (45,000.00) (22,110.00) 422065-AftSch Yth Enr SvFee (45,000.00) (45,000.00) (22,110.00) 0150 Motor Vehicle Interest Result (184,867.14) 108 Tax Assessor-Collector Result (184,867.14) 430020-Fines (46,668.54) 440010-DmdActIntInc (138,198.60) Page 38 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 0151 Civil Courts Facilities Fund Result (463,724.00) (463,724.00) (252,642.98) 109 Planning & Budget Result (46,261.00) (46,261.00) (29,992.97) 441060-PldCshInvIntInc (46,261.00) (46,261.00) (29,992.97) 120 County Clerk Result (168,243.00) (168,243.00) (81,622.61) 420100-Civ Filing Fee (168,243.00) (168,243.00) (81,622.61) 121 District Clerk Result (249,220.00) (249,220.00) (141,027.40) 420100-Civ Filing Fee (249,220.00) (249,220.00) (141,027.40) 0152 Juvenile Case Manager Program Fund Result (381,582.00) (381,582.00) (336,992.04) 109 Planning & Budget Result (5,170.00) (5,170.00) (4,953.60) 441060-PldCshInvIntInc (5,170.00) (5,170.00) (4,953.60) 126 Justice of the Peace Pct1 Result (193,759.00) (193,759.00) (189,214.48) 420460-JV Case Mgmt Fee (1,332.00) (1,332.00) (782.20) 420465-TruancyPrv&DivFee (12,427.00) (12,427.00) (8,432.28) 490001-Trfr frm Gen Fd (180,000.00) (180,000.00) (180,000.00) 127 Justice of the Peace Pct2 Result (130,007.00) (130,007.00) (116,013.17) 420460-JV Case Mgmt Fee (3,154.00) (3,154.00) (1,465.09) 420465-TruancyPrv&DivFee (29,853.00) (29,853.00) (17,548.08) 490001-Trfr frm Gen Fd (97,000.00) (97,000.00) (97,000.00) 128 Justice of the Peace Pct3 Result (23,216.00) (23,216.00) (10,257.65) 420460-JV Case Mgmt Fee (1,956.00) (1,956.00) (709.31) 420465-TruancyPrv&DivFee (21,260.00) (21,260.00) (9,548.34) 129 Justice of the Peace Pct4 Result (22,466.00) (22,466.00) (10,290.84) 420460-JV Case Mgmt Fee (1,806.00) (1,806.00) (1,043.84) 420465-TruancyPrv&DivFee (20,660.00) (20,660.00) (9,247.00) 130 Justice of the Peace Pct5 Result (6,964.00) (6,964.00) (6,262.30) 420460-JV Case Mgmt Fee (1,360.00) (1,360.00) (327.53) 420465-TruancyPrv&DivFee (5,604.00) (5,604.00) (5,934.77) 0153 Truancy Civil Court Result (850.00) (850.00) (300.00) 126 Justice of the Peace Pct1 Result (250.00) (250.00) (100.00) 420475-Truancy Civil Fee (250.00) (250.00) (100.00) 128 Justice of the Peace Pct3 Result (350.00) (350.00) (200.00) 420475-Truancy Civil Fee (350.00) (350.00) (200.00) 129 Justice of the Peace Pct4 Result (250.00) (250.00) 420475-Truancy Civil Fee (250.00) (250.00) 0154 CA DWI Pre-Diversion Program Result (2,074.16) 109 Planning & Budget Result (2,074.16) 441060-PldCshInvIntInc (2,074.16) 119 County Attorney Result 0.00 423090-DWI Edu Class 0.00 423095-DWI Pre-Diver.Prog. 0155 Child Welfare Juror Donations Result (35,770.00) (35,770.00) (26,430.02) 109 Planning & Budget Result (131.37) 441060-PldCshInvIntInc (131.37) 158 Health & Human Services Result (35,770.00) (35,770.00) (26,298.65) 481070-Juror Cons (35,770.00) (35,770.00) (26,298.65) 0156 County Jury Fund Result (235,269.00) (235,269.00) (125,943.46) 109 Planning & Budget Result (11,657.00) (11,657.00) (10,797.65) 441060-PldCshInvIntInc (11,657.00) (11,657.00) (10,797.65) 120 County Clerk Result (85,181.00) (85,181.00) (41,223.83) 420410-Jury Fee (85,181.00) (85,181.00) (41,223.83) 121 District Clerk Result (136,891.00) (136,891.00) (72,924.33) 420410-Jury Fee (136,891.00) (136,891.00) (72,924.33) 126 Justice of the Peace Pct1 Result (196.00) (196.00) (167.39) 420410-Jury Fee (196.00) (196.00) (167.39) 127 Justice of the Peace Pct2 Result (485.00) (485.00) (345.67) 420410-Jury Fee (485.00) (485.00) (345.67) 128 Justice of the Peace Pct3 Result (419.00) (419.00) (186.29) 420410-Jury Fee (419.00) (419.00) (186.29) 129 Justice of the Peace Pct4 Result (327.00) (327.00) (182.06) 420410-Jury Fee (327.00) (327.00) (182.06) 130 Justice of the Peace Pct5 Result (113.00) (113.00) (116.24) 420410-Jury Fee (113.00) (113.00) (116.24) 0157 County Specialty Court Fund Result (44,745.00) (44,745.00) (20,293.78) 109 Planning & Budget Result (2,730.00) (2,730.00) (2,261.65) 441060-PldCshInvIntInc (2,730.00) (2,730.00) (2,261.65) 120 County Clerk Result (25,622.00) (25,622.00) (9,203.20) 420740-Cty Splty Ct Prg Fee (25,622.00) (25,622.00) (9,203.20) 121 District Clerk Result (1,054.00) (1,054.00) (468.37) 420740-Cty Splty Ct Prg Fee (1,054.00) (1,054.00) (468.37) 139 CSCD-Adult Probation Result (15,339.00) (15,339.00) (8,360.56) 420740-Cty Splty Ct Prg Fee (15,339.00) (15,339.00) (8,360.56) 0158 Language Access Fund Result (151,997.00) (151,997.00) (86,309.60) 109 Planning & Budget Result (3,241.00) (3,241.00) (6,740.88) 441060-PldCshInvIntInc (3,241.00) (3,241.00) (6,740.88) 120 County Clerk Result (25,170.00) (25,170.00) (12,229.05) Page 39 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 420505-Language Access Fee (25,170.00) (25,170.00) (12,229.05) 121 District Clerk Result (42,645.00) (42,645.00) (21,806.92) 420505-Language Access Fee (42,645.00) (42,645.00) (21,806.92) 126 Justice of the Peace Pct1 Result (18,527.00) (18,527.00) (12,319.06) 420505-Language Access Fee (18,527.00) (18,527.00) (12,319.06) 127 Justice of the Peace Pct2 Result (23,806.00) (23,806.00) (12,336.00) 420505-Language Access Fee (23,806.00) (23,806.00) (12,336.00) 128 Justice of the Peace Pct3 Result (12,459.00) (12,459.00) (7,068.00) 420505-Language Access Fee (12,459.00) (12,459.00) (7,068.00) 129 Justice of the Peace Pct4 Result (14,371.00) (14,371.00) (7,650.69) 420505-Language Access Fee (14,371.00) (14,371.00) (7,650.69) 130 Justice of the Peace Pct5 Result (11,778.00) (11,778.00) (6,159.00) 420505-Language Access Fee (11,778.00) (11,778.00) (6,159.00) 0159 Judicial Educ & Support Fund Result (18,000.00) (18,000.00) (8,497.49) 109 Planning & Budget Result (187.49) 441060-PldCshInvIntInc (187.49) 125 Probate Courts Result (18,000.00) (18,000.00) (8,310.00) 420590-Prb Training Fee (18,000.00) (18,000.00) (8,310.00) 0160 TC Records Mgmt & Pres Fund Result (252,000.00) (252,000.00) (257,811.80) 109 Planning & Budget Result (5,811.80) 441060-PldCshInvIntInc (5,811.80) 112 Information Technology Svcs Result (252,000.00) (252,000.00) (252,000.00) 490001-Trfr frm Gen Fd (252,000.00) (252,000.00) (252,000.00) 0161 Justice Court Support Fund Result (700,499.00) (700,499.00) (401,880.77) 109 Planning & Budget Result (25,992.00) (25,992.00) (22,441.21) 441060-PldCshInvIntInc (25,992.00) (25,992.00) (22,441.21) 126 Justice of the Peace Pct1 Result (154,388.00) (154,388.00) (102,658.84) 420100-Civ Filing Fee (154,388.00) (154,388.00) (102,658.84) 127 Justice of the Peace Pct2 Result (198,383.00) (198,383.00) (102,800.00) 420100-Civ Filing Fee (198,383.00) (198,383.00) (102,800.00) 128 Justice of the Peace Pct3 Result (103,829.00) (103,829.00) (58,900.00) 420100-Civ Filing Fee (103,829.00) (103,829.00) (58,900.00) 129 Justice of the Peace Pct4 Result (119,757.00) (119,757.00) (63,755.72) 420100-Civ Filing Fee (119,757.00) (119,757.00) (63,755.72) 130 Justice of the Peace Pct5 Result (98,150.00) (98,150.00) (51,325.00) 420100-Civ Filing Fee (98,150.00) (98,150.00) (51,325.00) 0162 Veterans Serv Juror Contrib Fund Result (11,000.00) (11,000.00) (5,443.24) 116 Veterans Services Result (11,000.00) (11,000.00) (5,443.24) 481070-Juror Cons (11,000.00) (11,000.00) (5,443.24) 0163 Child Care and Out of School Time (CCOST Result (75,754,210.00) (79,991,813.78) 108 Tax Assessor-Collector Result (75,754,210.00) (79,153,187.81) 400010-CurPropTx (75,754,210.00) (79,037,199.03) 400020-CurPropTxUndrpd$2 < 66.64 400030-CurPropTx RefdContra 137.55 402010-PersPropLateRendPen (7,951.95) 402011-RealProp25DPenalty (591.08) 402020-Real Prop Pen & Int (107,649.94) 109 Planning & Budget Result (838,625.97) 441060-PldCshInvIntInc (838,625.97) 2006 City of Austin Result (209,033.00) (24,003.94) 137 Sheriff Result (209,033.00) (24,003.94) 410010-GrantRevRRB (209,033.00) (24,003.94) 2009 Corp For National and Community Service Result (26,103.35) 158 Health & Human Services Result (26,103.35) 410010-GrantRevRRB (26,103.35) 2011 Estate of Susan C Milburn Result (6.42) 158 Health & Human Services Result (6.42) 410010-GrantRevRRB (6.42) 2015 Texas Indigent Defense Commission Result 9,296.44 144 Public Defender Result 9,296.44 410010-GrantRevRRB 9,296.44 2016 OOG Criminal Justice Division Result (98,525.40) (52,183.28) 123 District Attorney Result (98,525.40) (52,183.28) 410010-GrantRevRRB (98,525.40) (52,183.28) 2017 OOG Div of Emergency Management Result 3,700.00 (82,898.20) 101 County Judge Result 3,500.00 410010-GrantRevRRB 3,500.00 120 County Clerk Result (36,286.77) 410010-GrantRevRRB (36,286.77) 147 Emergency Services Result 200.00 (46,611.43) 410010-GrantRevRRB 200.00 (46,611.43) 2020 OneStar Foundation Result (180,883.43) 158 Health & Human Services Result (180,883.43) 410010-GrantRevRRB (180,883.43) 2026 Motor Vehicle Crime Prevention Authority Result (335,855.72) Page 40 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 137 Sheriff Result (335,855.72) 410010-GrantRevRRB (335,855.72) 2028 Texas Division of Emergency Management Result (64.20) 147 Emergency Services Result (64.20) 411060-GrtPartReimbRev (64.20) 2031 Texas Department of Transportation Result (150,182.64) (63,660.14) 119 County Attorney Result (150,182.64) (63,660.14) 410010-GrantRevRRB (150,182.64) (63,660.14) 2034 Texas Gas Result (194,449.54) (162,153.49) 158 Health & Human Services Result (194,449.54) (162,153.49) 485190-Dontn (194,449.54) (162,153.49) 2035 Texas Historical Commission Result (40,000.00) (10,611.00) 117 Historical Commission Result (40,000.00) (10,611.00) 410010-GrantRevRRB (40,000.00) (10,611.00) 2036 Texas Juvenile Probation Comn-USHHS Result (42,760.19) (18,758.44) 145 Juvenile Probation Result (42,760.19) (18,758.44) 410010-GrantRevRRB (18,758.44) 441060-PldCshInvIntInc (42,760.19) 2039 Texas Veterans Commission Result (11,756.95) 124 Criminal Courts Result (11,756.95) 410010-GrantRevRRB (11,756.95) 2045 Tx Dpt of Crm Js Cmty Justice Asst Div Result 0.00 (7,836,710.26) 139 CSCD-Adult Probation Result 0.00 (7,836,710.26) 410010-GrantRevRRB 0.00 (2,134,454.38) 411010-StAid (4,133,863.91) 411030-St Aid-SAFPF Pmt (5,225.50) 414120-Oth St Rev (1,708.91) 420280-Participant Payments (35,279.56) 420600-Pbn Svn Fee (1,409,330.69) 421090-Cln Fee (25,770.96) 440010-DmdActIntInc (9,452.70) 441060-PldCshInvIntInc (81,623.65) 2047 Tx Dpt of Housing and Cmty Afrs - DOE Result (328,631.00) (37,025.65) 158 Health & Human Services Result (328,631.00) (37,025.65) 410010-GrantRevRRB (328,631.00) (37,025.65) 2049 TXU Electric and Gas Company Result (20,000.00) (11,301.39) 158 Health & Human Services Result (20,000.00) (11,301.39) 485190-Dontn (20,000.00) (11,301.39) 2051 US Department of Justice Result (3,510,425.00) (562,927.09) 123 District Attorney Result (850,000.00) (423,115.38) 410010-GrantRevRRB (850,000.00) (423,115.38) 137 Sheriff Result (499,117.00) 410010-GrantRevRRB (499,117.00) 141 Community Legal Services Result (39,889.15) (19,151.95) 410010-GrantRevRRB (39,889.15) (19,151.95) 145 Juvenile Probation Result (92,743.91) 410010-GrantRevRRB (92,743.91) 155 Justice Planning Result 39,889.15 (1,199.96) 410010-GrantRevRRB 39,889.15 (1,199.96) 158 Health & Human Services Result (2,161,308.00) (26,715.89) 410010-GrantRevRRB (2,161,308.00) (26,715.89) 2054 US Dept of Housing and Urban Development Result (1,324,943.00) (68,955.76) 149 Transportation & Natural Res Result (1.00) 410010-GrantRevRRB (1.00) 158 Health & Human Services Result (1,324,943.00) (68,954.76) 410010-GrantRevRRB (1,324,943.00) (68,954.76) 2058 OOG Criminal Justice Division-State Fund Result (153,000.00) (23,173.66) 158 Health & Human Services Result (153,000.00) (23,173.66) 410010-GrantRevRRB (153,000.00) (23,173.66) 2059 Office of The Atty General - State Fund Result (35,639.72) (32,618.70) 119 County Attorney Result (14,798.84) 410010-GrantRevRRB (14,798.84) 137 Sheriff Result (35,639.72) (17,819.86) 410010-GrantRevRRB (35,639.72) (17,819.86) 2060 Texas Juvenile Justice Department Result (451,205.04) (4,751,790.60) 145 Juvenile Probation Result (451,205.04) (4,751,790.60) 410010-GrantRevRRB (352,688.00) (4,751,790.60) 441060-PldCshInvIntInc (98,517.04) 2061 Tx Dpt of Housing and Cmty Afrs - USHHS Result (4,534,772.00) (1,752,047.16) 158 Health & Human Services Result (4,534,772.00) (1,752,047.16) 410010-GrantRevRRB (4,534,772.00) (1,752,047.16) 2078 Austin TC Integral Care-SG Result (47,622.40) 145 Juvenile Probation Result (47,622.40) 410010-GrantRevRRB (47,622.40) 2091 US Dept of Energy Result (293,610.00) Page 41 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 114 Facilities Management Result (293,610.00) 410010-GrantRevRRB (293,610.00) 2092 Texas Water Development Board Result (134,461.13) 149 Transportation & Natural Res Result (134,461.13) 410010-GrantRevRRB (134,461.13) 2098 Texas Council on Family Violence (OAG) Result (55,000.00) (27,592.03) 123 District Attorney Result (55,000.00) (27,592.03) 410010-GrantRevRRB (55,000.00) (27,592.03) 2100 United Way (USHHS to DFPS) Result (495,091.52) (925.00) 158 Health & Human Services Result (495,091.52) (925.00) 410010-GrantRevRRB (495,091.52) (925.00) 2112 Bluebonnet Electric Result (729.56) 158 Health & Human Services Result (729.56) 485190-Dontn (729.56) 2115 US Department of Treasury-CARES/ARPAonly Result 0.00 (24,677,482.89) 106 County Auditor Result 1,101,850.59 (72,140.36) 410010-GrantRevRRB 1,101,850.59 (72,140.36) 109 Planning & Budget Result 4,014,552.38 (757,550.28) 410010-GrantRevRRB 4,014,552.38 (757,550.28) 110 General Administration Result 11,407,670.64 (14,882.15) 410010-GrantRevRRB 11,407,670.64 (14,882.15) 112 Information Technology Svcs Result 570,062.80 (30,767.48) 410010-GrantRevRRB 570,062.80 (30,767.48) 114 Facilities Management Result 392,193.89 (360,955.79) 410010-GrantRevRRB 392,193.89 (360,955.79) 115 Purchasing Result 350,127.92 (62,137.43) 410010-GrantRevRRB 350,127.92 (62,137.43) 119 County Attorney Result 213,484.37 (46,563.96) 410010-GrantRevRRB 213,484.37 (46,563.96) 134 Constable Pct4 Result 7,355.16 410010-GrantRevRRB 7,355.16 137 Sheriff Result (32,869,693.01) (20,441,892.39) 410010-GrantRevRRB (32,869,693.01) (20,441,892.39) 141 Community Legal Services Result 74,725.17 (47,676.30) 410010-GrantRevRRB 74,725.17 (47,676.30) 145 Juvenile Probation Result 780.39 (92,758.61) 410010-GrantRevRRB 780.39 (92,758.61) 147 Emergency Services Result 1,047,121.87 (2,826,548.34) 410010-GrantRevRRB 1,047,121.87 (2,826,548.34) 155 Justice Planning Result 33,464.25 (25,897.60) 410010-GrantRevRRB 33,464.25 (25,897.60) 158 Health & Human Services Result 12,365,154.18 477,414.72 410010-GrantRevRRB 12,365,154.18 477,414.72 195 Centralized Emergency Respons Result 1,291,149.40 (375,126.92) 410010-GrantRevRRB 1,291,149.40 (375,126.92) 2117 Reliant CARE program Result (12,500.00) (3,359.47) 158 Health & Human Services Result (12,500.00) (3,359.47) 485190-Dontn (12,500.00) (3,359.47) 2122 Texas Bar Foundation Result (3,000.00) (3,000.00) 145 Juvenile Probation Result (3,000.00) (3,000.00) 410010-GrantRevRRB (3,000.00) (3,000.00) 2127 U.S. Fish and Wildlife Service Result (14,182.71) 149 Transportation & Natural Res Result (14,182.71) 410010-GrantRevRRB (14,182.71) 2129 St Davids Foundation Result (50,000.00) 155 Justice Planning Result (50,000.00) 410010-GrantRevRRB (50,000.00) 2131 Texas Health & Human Services State Result (2,179.60) 158 Health & Human Services Result (2,179.60) 410010-GrantRevRRB (2,179.60) 2133 Dept of Curriculum and Instr UT Austin Result (48,701.51) 145 Juvenile Probation Result (48,701.51) 410010-GrantRevRRB (48,701.51) 2135 US Department of Justice - Fed Forf Prop Result (5,304.97) 137 Sheriff Result (5,304.97) 410010-GrantRevRRB (5,304.97) 2136 US Department of Transportation-FHA Result (120,700.46) 149 Transportation & Natural Res Result (120,700.46) 410010-GrantRevRRB (120,700.46) 2137 United Way- Local Funds Result (12,675.79) 158 Health & Human Services Result (12,675.79) 410010-GrantRevRRB (12,675.79) 2809 Texas Dpt of Transportation - Fed Cap Fd Result (1,414,866.76) 149 Transportation & Natural Res Result (1,414,866.76) 410010-GrantRevRRB (1,414,866.76) Page 42 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 2813 Texas General Land Office – Fed Cap Fd Result 3,599.46 149 Transportation & Natural Res Result 3,599.46 410010-GrantRevRRB 3,599.46 3001 Consolidated Debt Service Result (121,409,225.00) (121,409,225.00) (122,842,175.33) 100 Travis County Debt Result (119,434,999.00) (119,434,999.00) (121,374,622.11) 400010-CurPropTx (121,903,105.00) (121,903,105.00) (120,909,071.23) 400030-CurPropTx RefdContra 1,669,757.00 1,669,757.00 210.40 400040-CurPropTxOthAdCntra 148.00 148.00 103.42 401010-Prior Years Del Tx (589,876.00) (589,876.00) (2,120.58) 401020-Del Tx Refd-Contra 1,237,010.00 1,237,010.00 401040-DelPropTxContLiabAdj 614,837.00 614,837.00 440010-DmdActIntInc (46.00) (46.00) (20.12) 490151-Trfr frm Civ Ct Fac (463,724.00) (463,724.00) (463,724.00) 109 Planning & Budget Result (1,974,226.00) (1,974,226.00) (1,467,553.22) 441040-Txpl IntIncm (147,044.00) (147,044.00) (145,701.52) 441050-PldBndFd InvIntInc 4,612.58 441120-TXDlyInvstPlIntIncm (234,888.00) (234,888.00) (67,694.89) 441125-TXClsInvstPlIntIncm (876,860.00) (876,860.00) (558,177.33) 441130-TexstarInvstPlIntInc (99,202.00) (99,202.00) (177,083.22) 441135-TXDlySelInvstIntIncm (616,232.00) (616,232.00) (523,508.84) 3004 Travis Cnty Bee Cave Rd Dist 1 Fd Result (1,066,625.00) (990,823.44) 100 Travis County Debt Result (1,066,625.00) (990,823.44) 400010-CurPropTx (1,056,625.00) (977,736.81) 401010-Prior Years Del Tx (28.39) 402010-PersPropLateRendPen (205.69) 402020-Real Prop Pen & Int (107.96) 440010-DmdActIntInc (101.26) 441040-Txpl IntIncm (1,669.99) 441050-PldBndFd InvIntInc (10,000.00) 441120-TXDlyInvstPlIntIncm (483.65) 441125-TXClsInvstPlIntIncm (9,617.95) 441130-TexstarInvstPlIntInc (40.70) 441135-TXDlySelInvstIntIncm (831.04) 4036 UnLtd Tax Rd Bds Series 2002 Result (8,050.01) 109 Planning & Budget Result (8,050.01) 441050-PldBndFd InvIntInc (8,050.01) 4043 UnLtd Tax Rd Bds Series 2004 Result (2,783.02) 109 Planning & Budget Result (2,783.02) 441050-PldBndFd InvIntInc (2,783.02) 4046 UnLtd Tax Rd Bds Series 2005 Result (635.07) 109 Planning & Budget Result (635.07) 441050-PldBndFd InvIntInc (635.07) 4048 UnLtd Tax Rd Bds Series 2006 Result (2,390.72) 109 Planning & Budget Result (2,390.72) 441050-PldBndFd InvIntInc (2,390.72) 4054 UnLtd Tax Rd Bds Series 2007 Result (17,757.23) 109 Planning & Budget Result (17,757.23) 441050-PldBndFd InvIntInc (17,757.23) 4055 Ltd Tax Cert of Obligation Series 2007-A Result (10,123.52) 109 Planning & Budget Result (10,123.52) 441050-PldBndFd InvIntInc (10,123.52) 4056 Ltd Tax Cert of Obligation Series 2008 Result (7,022.64) 109 Planning & Budget Result (7,022.64) 441050-PldBndFd InvIntInc (7,022.64) 4058 UnLtd Tax Rd Bds Series 2008 Result (33,008.88) 109 Planning & Budget Result (33,008.88) 441050-PldBndFd InvIntInc (33,008.88) 4059 Ltd Tax Cert of Obligation Series 2009 Result (7,022.64) 109 Planning & Budget Result (7,022.64) 441050-PldBndFd InvIntInc (7,022.64) 4060 Ltd Tax Perm Imp Bds Series 2009 Result (877.83) 109 Planning & Budget Result (877.83) 441050-PldBndFd InvIntInc (877.83) 4061 UnLtd Tax Rd Bds Series 2009 Result (4,963.55) 109 Planning & Budget Result (4,963.55) 441050-PldBndFd InvIntInc (4,963.55) 4064 Perm Imp Bds Series 2010 Result (25,046.65) 109 Planning & Budget Result (25,046.65) 441050-PldBndFd InvIntInc (25,046.65) 4069 Perm Imp Bds Series 2011 Result (40,502.97) 109 Planning & Budget Result (40,502.97) 441050-PldBndFd InvIntInc (40,502.97) 4072 Cert of Obligation Series 2012 Result (32,155.06) 109 Planning & Budget Result (32,155.06) 441050-PldBndFd InvIntInc (32,155.06) Page 43 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 4073 Perm Imp Bds Series 2012 Result (15,247.81) 109 Planning & Budget Result (15,247.81) 441050-PldBndFd InvIntInc (15,247.81) 4074 UnLtd Tax Rd Bds Series 2012 Result (14,675.00) 109 Planning & Budget Result (14,675.00) 441050-PldBndFd InvIntInc (14,675.00) 4075 State Hwy Bonds 2012 Result (1,755.67) 109 Planning & Budget Result (1,755.67) 441050-PldBndFd InvIntInc (1,755.67) 4081 Cert of Obligation Series 2013 Result (18,973.75) 109 Planning & Budget Result (18,973.75) 441050-PldBndFd InvIntInc (18,973.75) 4082 Perm Imp Bds Series 2013 Result (9,898.89) 109 Planning & Budget Result (9,898.89) 441050-PldBndFd InvIntInc (9,898.89) 4083 Road Bonds Series 2013 Result (290,832.36) 109 Planning & Budget Result (290,832.36) 441050-PldBndFd InvIntInc (290,832.36) 4084 Cert of Obligation Series 2014 Result (6,963.29) 109 Planning & Budget Result (6,963.29) 441050-PldBndFd InvIntInc (6,963.29) 4085 Perm Imp Bds Series 2014 Result (107,664.23) 109 Planning & Budget Result (107,664.23) 441050-PldBndFd InvIntInc (107,664.23) 4086 UnLtd Tax Rd Bds Series 2014 Result (122,818.48) 109 Planning & Budget Result (122,818.48) 441050-PldBndFd InvIntInc (122,818.48) 4090 Perm Imp Bds Series 2015 Result (119,147.13) 109 Planning & Budget Result (119,147.13) 441050-PldBndFd InvIntInc (119,147.13) 4091 UnLtd Tax Rd Bds Series 2015 Result (383,645.30) 109 Planning & Budget Result (383,645.30) 441050-PldBndFd InvIntInc (383,645.30) 4092 State Hwy Bonds 2015 Result (368,818.99) 109 Planning & Budget Result (32,482.92) 441050-PldBndFd InvIntInc (32,482.92) 149 Transportation & Natural Res Result (336,336.07) 481009-Traffic Count Rev. (336,336.07) 4093 Cert of Obligation Series 2016 Result (7,900.48) 109 Planning & Budget Result (7,900.48) 441050-PldBndFd InvIntInc (7,900.48) 4094 Perm Imp Bds Series 2016 Result (84,728.33) 109 Planning & Budget Result (84,728.33) 441050-PldBndFd InvIntInc (84,728.33) 4095 UnLtd Rd Bds Series 2016 Result (122,036.78) 109 Planning & Budget Result (122,036.78) 441050-PldBndFd InvIntInc (122,036.78) 4096 State Hwy Bonds 2016 Result (88,482.42) 109 Planning & Budget Result (88,482.42) 441050-PldBndFd InvIntInc (88,482.42) 4097 Cert of Obligation Series 2017 Result (185,451.85) 109 Planning & Budget Result (185,451.85) 441050-PldBndFd InvIntInc (185,451.85) 4098 Perm Imp Bds Series 2017 Result (4,389.16) 109 Planning & Budget Result (4,389.16) 441050-PldBndFd InvIntInc (4,389.16) 4099 UnLtd Tax Rd Bds Series 2017 Result (2,390.72) 109 Planning & Budget Result (2,390.72) 441050-PldBndFd InvIntInc (2,390.72) 4100 Certificate of Obligation Series 2018 Result (86,045.48) 109 Planning & Budget Result (86,045.48) 441050-PldBndFd InvIntInc (86,045.48) 4102 Certificates of Obligation Series 2019B Result (403,740.89) 109 Planning & Budget Result (403,740.89) 441050-PldBndFd InvIntInc (403,740.89) 4103 Certificate of Obligation Series 2020 Result (234,607.94) 109 Planning & Budget Result (234,607.94) 441050-PldBndFd InvIntInc (234,607.94) 4104 Certificate of Obligation Series 2021 Result (609,441.14) 109 Planning & Budget Result (609,441.14) 441050-PldBndFd InvIntInc (609,441.14) 4105 Certificate of Obligation Series 2024 Result (451,586.94) 109 Planning & Budget Result (451,586.94) 441050-PldBndFd InvIntInc (451,586.94) 4300 Perm Imp Bds Series 2018 Result (56,120.50) Page 44 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 109 Planning & Budget Result (56,120.50) 441050-PldBndFd InvIntInc (56,120.50) 4301 Perm Imp Bds Series 2019 Result (28,090.57) 109 Planning & Budget Result (28,090.57) 441050-PldBndFd InvIntInc (28,090.57) 4302 Perm Imp Bds Series 2020 Result (148,613.56) 109 Planning & Budget Result (148,613.56) 441050-PldBndFd InvIntInc (148,613.56) 4303 Perm Imp Bds Series 2022 Result (169,747.44) 109 Planning & Budget Result (169,747.44) 441050-PldBndFd InvIntInc (169,747.44) 4304 Perm Imp Bds Series 2024 Result (2,173,624.12) 109 Planning & Budget Result (2,173,624.12) 441050-PldBndFd InvIntInc (2,173,624.12) 4500 UnLtd Tax Rd Bds Series 2018 Result (190,622.48) 109 Planning & Budget Result (190,622.48) 441050-PldBndFd InvIntInc (190,622.48) 4501 UnLtd Tax Rd Bds Series 2019 Result (192,560.25) 109 Planning & Budget Result (192,560.25) 441050-PldBndFd InvIntInc (192,560.25) 4502 UnLtd Tax Rd Bds Series 2020 Result (488,395.46) 109 Planning & Budget Result (488,395.46) 441050-PldBndFd InvIntInc (488,395.46) 4503 UnLtd Tax Rd Bds Series 2021 Result (442,508.15) 109 Planning & Budget Result (442,508.15) 441050-PldBndFd InvIntInc (442,508.15) 4504 UnLtd Tax Rd Bds Series 2022 Result (123,966.69) 109 Planning & Budget Result (123,966.69) 441050-PldBndFd InvIntInc (123,966.69) 4505 UnLtd Tax Rd Bds Series 2024 Result (1,171,423.71) 109 Planning & Budget Result (1,171,423.71) 441050-PldBndFd InvIntInc (1,171,423.71) 4997 Cert of Obligation – GASB 31 Impact Result (21,087.20) 109 Planning & Budget Result (21,087.20) 443030-NCFV-Frm Pld Bnd Fd (21,087.20) 4998 Perm Imp Bds – GASB 31 Impact Result (33,706.63) 109 Planning & Budget Result (33,706.63) 443030-NCFV-Frm Pld Bnd Fd (33,706.63) 4999 RB & St Hwy – GASB 31 Impact Result (40,277.82) 109 Planning & Budget Result (40,277.82) 443030-NCFV-Frm Pld Bnd Fd (40,277.82) 5000 Subdivision Parkland Fd Result (269,404.97) 109 Planning & Budget Result (71,420.97) 441060-PldCshInvIntInc (71,420.97) 149 Transportation & Natural Res Result (197,984.00) 422080-Cntrced Cnstn Sv (197,984.00) 5001 Joint Infrastructure Improvements Fd Result (2,319,849.68) (2,736,048.68) 149 Transportation & Natural Res Result (2,319,849.68) (2,736,048.68) 420679-Traffic Mitig Fees (1,846,619.68) (2,736,048.68) 422391-Serv-Contr Oblig Rev (473,230.00) 5003 TNR Sidewalks-Sbdvn Sdwlk Fd Result (14,260.49) 109 Planning & Budget Result (14,260.49) 441060-PldCshInvIntInc (14,260.49) 7002 Surety Bail Bd Deposits Fd Result (52,800.10) 700 700 Result (52,800.10) 450010-Demand Accnt Int Inc (2,800.10) 452000-Surety Bnd Deposits (50,000.00) 7003 Victims of Crme Fd Result (4,307.91) 700 700 Result (4,307.91) 451150-Court State Fees (4,307.91) 7004 Crm Justice Planning Result (278.25) 700 700 Result (278.25) 451150-Court State Fees (278.25) 7005 Deprt of Public Safety Arrest Fees Fd Result (5,130.27) 700 700 Result (5,130.27) 451150-Court State Fees (5,130.27) 7006 Jud Training Fd Result (226.02) 700 700 Result (226.02) 451150-Court State Fees (226.02) 7007 Operator/Chauffeur License Result (14.33) 700 700 Result (14.33) 451150-Court State Fees (14.33) 7008 Crme Stoppers Fd Result (7.32) 700 700 Result (7.32) 451150-Court State Fees (7.32) Page 45 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 7009 Law Enf Mgmt Insurance Result (0.50) 700 700 Result (0.50) 451150-Court State Fees (0.50) 7010 State General Revenue Fd Result (1,621.01) 700 700 Result (1,621.01) 451150-Court State Fees (22.98) 451385-Electr. Filing Fees (1,379.89) 451386-CrimElectrFlngFees (218.14) 7011 State Comprehensive Rehabilitation Result (50.00) 700 700 Result (50.00) 451150-Court State Fees (50.00) 7013 Judge's Salary Fee Result (996.36) 700 700 Result (996.36) 451120-Civil Flng Fee-CClk (671.60) 451150-Court State Fees (279.50) 451340-Probate Filing Fee (45.26) 7014 Texas Comm. on Law Enforcement - Admin Result (4.50) 700 700 Result (4.50) 451150-Court State Fees (4.50) 7015 Texas Comm. on Law Enforcement - ContEd Result (46.58) 700 700 Result (46.58) 451150-Court State Fees (46.58) 7016 Jury Contributions Fd Result (12,421.63) 700 700 Result (12,421.63) 451010-Jury Contributions (12,421.63) 481070-Juror Cons 0.00 7017 Legal Services-Indigents Result (769.18) 700 700 Result (769.18) 451150-Court State Fees (769.18) 7018 Special Services Ct Cost Result (5,383.80) 700 700 Result (5,383.80) 451130-Correctional Mgt Fee (35.90) 451140-CSPJCD 25 Cent Fee (17.51) 451150-Court State Fees (5,330.39) 7020 Fugitive Apprehension Result (562.13) 700 700 Result (562.13) 451150-Court State Fees (562.13) 7021 CSCD Fd Result (500,420.45) 700 700 Result (500,420.45) 451390-Fines,Fees,CC-Other (31,347.75) 453005-Restitution (469,072.70) 7022 Cnst Precinct 2 Fd Result (51,678.47) 700 700 Result (51,678.47) 451420-Writs & Executions (51,678.47) 7023 Cnst Precinct 3 Fd Result (40,666.85) 700 700 Result (40,666.85) 420100-Civ Filing Fee 0.00 451420-Writs & Executions (40,666.85) 7024 Cnty Atty Fd Result (108,250.78) 700 700 Result (108,250.78) 453005-Restitution (108,250.78) 7025 Cnty Clerk Fd Result (111,669,568.59) 700 700 Result (111,669,568.59) 452001-Civil Cash Bond Dep (12,516,614.82) 452003-Prob Cash Bnd Dep (98,379,068.33) 452004-Misd Cash Bnd Dep (500,964.00) 452011-Attorney AdLitem Dep (204,525.00) 453030-DistOtherFidFund (68,396.44) 7026 Dist Atty Fd Result (439,217.78) 700 700 Result (439,217.78) 453005-Restitution (439,217.78) 7027 Dist Clerk Fd Result (10,105,587.39) 700 700 Result (10,105,587.39) 450010-Demand Accnt Int Inc (176.46) 451390-Fines,Fees,CC-Other (9,926.41) 452001-Civil Cash Bond Dep (5,518,609.09) 452002-Crim Cash Bnd Dep (1,022,055.00) 452013-Registry Deposits (3,554,820.43) 7028 Domestic Relations Fd Result (33,841.00) 700 700 Result (33,841.00) 450010-Demand Accnt Int Inc (216.92) 453005-Restitution (10,484.08) 453006-Child Support (23,140.00) 7029 Sheriff's Ofc Fd Result (102,738.00) 700 700 Result (102,738.00) Page 46 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 451421-OOC-Warrants&Bonds (102,738.00) 7030 Tax Ofc Fd Result (6,654,008,644.62) 700 700 Result (6,654,008,644.62) 451390-Fines,Fees,CC-Other (230,549.17) 451391-State Surcharge (3,556,916.55) 451392-TABC Beer/Wine Prmt (785.00) 451393-TXDOT Auto Reg Prmts (46,574,136.88) 451394-TXDOT Auto Title Fee (1,389,331.50) 451430-Schl Crssng Grd Fees (754,223.25) 451500-Property Tax (6,377,871,715.44) 451550-State Sales Tax (223,630,986.83) 7031 Justice of The Peace Precinct 1 Fd Result (40,069.58) 700 700 Result (40,069.58) 451390-Fines,Fees,CC-Other (22,535.58) 452001-Civil Cash Bond Dep (17,534.00) 7032 Justice of The Peace Precinct 2 Fd Result (106,647.21) 700 700 Result (106,647.21) 451390-Fines,Fees,CC-Other (25,046.21) 452001-Civil Cash Bond Dep (80,379.00) 452002-Crim Cash Bnd Dep (1,222.00) 7033 Justice of The Peace Precinct 3 Fd Result (73,020.23) 700 700 Result (73,020.23) 451390-Fines,Fees,CC-Other (19,473.99) 452001-Civil Cash Bond Dep (51,546.24) 452002-Crim Cash Bnd Dep (2,000.00) 7034 Justice of The Peace Precinct 4 Fd Result (49,286.73) 700 700 Result (49,286.73) 451390-Fines,Fees,CC-Other (11,903.73) 452001-Civil Cash Bond Dep (37,383.00) 7035 Justice of The Peace Precinct 5 Fd Result (27,747.24) 700 700 Result (27,747.24) 451390-Fines,Fees,CC-Other (10,105.24) 452001-Civil Cash Bond Dep (16,642.00) 452002-Crim Cash Bnd Dep (1,000.00) 7036 Cnty Clerk Invested Fund Result (7,135,196.68) 700 700 Result (7,135,196.68) 450010-Demand Accnt Int Inc (160,085.38) 452013-Registry Deposits (6,975,111.30) 7037 Dist Clerk Invested Fund Result (1,027,172.47) 700 700 Result (1,027,172.47) 450010-Demand Accnt Int Inc (433,984.13) 452001-Civil Cash Bond Dep 452002-Crim Cash Bnd Dep 452013-Registry Deposits (593,188.34) 7040 Dist and Cnty Atty Forfeited Prop Fd Result (61,464.62) 700 700 Result (61,464.62) 450010-Demand Accnt Int Inc (599.62) 453003-Forfeiture Receipts (60,865.00) 7041 Cnst Precinct 4 Fd Result (4,742.86) 700 700 Result (4,742.86) 451420-Writs & Executions (4,742.86) 7042 Cnst Precinct 5 Fd Result (68,626.05) 700 700 Result (68,626.05) 451420-Writs & Executions (55,396.49) 451421-OOC-Warrants&Bonds (13,229.56) 7043 Cnst Precinct 1 Fd Result (64,088.46) 700 700 Result (64,088.46) 451420-Writs & Executions (64,088.46) 7044 Available School Fd Result (19,219.31) 700 700 Result (19,219.31) 450060-Pld Csh Inv Int Inc (18,596.31) 453001-Ranch./Grazing fees (623.00) 7046 Time Payment Fee Result (2,762.54) 700 700 Result (2,762.54) 451150-Court State Fees (2,762.54) 7047 Denial For License Renewal Result (15,657.46) 700 700 Result (15,657.46) 451150-Court State Fees (15,657.46) 7048 Dna Testing Fd Result (1,858.04) 700 700 Result (1,858.04) 451180-DNATest-CSCD (52.87) 451190-DNATest-CCk (32.42) 451200-DNATest-DCk (1,772.75) 7050 State Court Costs Result (1,535,809.93) 700 700 Result (1,535,809.93) Page 47 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 451020-CSF-ConCivilFee-EFS (279,881.09) 451070-A/B Misd. Conv. Fee (97,146.40) 451080-Appellate Jud Syst (55,814.67) 451090-Birth Record Fee (41.40) 451100-ChildrensTrst Fd Fee (89,877.50) 451160-Dist. Civ Family Law (1,827.51) 451170-Dist Civ Non-Family (1,143.69) 451230-Family Trust Fee (42,870.00) 451240-Felony Convict Fee (50,481.53) 451250-Indigent Def Fee (109.13) 451260-Intox&Drug Conv ST40 (627.55) 451270-Jud. Civ Filing Fee (1,823.47) 451280-Jud. Cnvct Fee (5,244.55) 451290-Jury Srvc St. Costs (4,063.39) 451330-Non-Jail Conv. Fee (625,760.99) 451350-St.CivJusticeDataFee (22.39) 451360-St Tfc Fine (8,892.86) 451361-St Traff Fine $50/4% (181,216.03) 451362-State DWI/DUI Fine (23,963.00) 451363-CSF-MisdDrugOff$100 (59.01) 451370-Surety Posting Fee (38,850.00) 451380-AMS Trauma Care (26,093.77) 7054 Inmate Custodial Fund Result (2,900,136.68) 700 700 Result (2,900,136.68) 453002-Inmate Acct Receipts (2,900,136.68) 7058 Truancy Prevention and Diversion Fund Result (559.68) 700 700 Result (559.68) 451305-TruancyPrevDivFee (559.68) 7063 Judicial & Court Training Fee Fund Result (113.34) 700 700 Result (113.34) 451335-Jud. & Crt Trng Fee (113.34) 8000 Pooled Cash Fd Result 0.00 109 Planning & Budget Result 0.00 440010-DmdActIntInc 0.00 441010-Ag DiscNotes IntIncm 0.00 441030-Muni Bnd IntIncm 0.00 441040-Txpl IntIncm 0.00 441070-CommPaperIntInc 0.00 441120-TXDlyInvstPlIntIncm 0.00 441125-TXClsInvstPlIntIncm 0.00 441130-TexstarInvstPlIntInc 0.00 441135-TXDlySelInvstIntIncm 0.00 441150-Accrued Int Rec Incm 0.00 443010-NCFV-Agencies 0.00 443050-NCFV-Muni Bnds 0.00 8002 Pooled Cash-Capital Proj Result 0.00 109 Planning & Budget Result 0.00 440010-DmdActIntInc 0.00 441010-Ag DiscNotes IntIncm 0.00 441030-Muni Bnd IntIncm 0.00 441040-Txpl IntIncm 0.00 441070-CommPaperIntInc 0.00 441120-TXDlyInvstPlIntIncm 0.00 441125-TXClsInvstPlIntIncm 0.00 441130-TexstarInvstPlIntInc 0.00 441135-TXDlySelInvstIntIncm 0.00 441150-Accrued Int Rec Incm 0.00 443010-NCFV-Agencies 0.00 443050-NCFV-Muni Bnds 0.00 443060-NCFV-US Treas Instr 0.00 8905 Perm School Fd Result (46,532.01) 100 Travis County Debt Result (46,532.01) 484120-Oil Lease/Royalties (46,532.01) 8955 Self Insurance Fd Result (17,869,199.00) (17,869,199.00) (13,456,910.34) 109 Planning & Budget Result (444,027.00) (444,027.00) (684,887.32) 441060-PldCshInvIntInc (444,027.00) (444,027.00) (492,565.84) 443040-NCFV-Frm Pld Csh Fd (192,321.48) 111 Human Resources Management Result (17,425,172.00) (17,425,172.00) (12,772,023.02) 480410-Wker's Comp-Co (3,316,826.00) (3,316,826.00) (1,700,474.65) 480420-Unemployment Comp (345,000.00) (345,000.00) (172,500.00) 480430-General Insurance (2,454,692.00) (2,454,692.00) (1,227,346.02) 480440-Prem/General Liab (496,298.00) (496,298.00) (248,149.02) 480450-Prem/Auto Liab (496,298.00) (496,298.00) (245,824.02) 480460-Prem/Prop (2,316,058.00) (2,316,058.00) (1,158,028.98) 481140-Misc Cln (19,700.33) Page 48 of 1087 Budget to Actual Report Revenue as of 3/31/2025 ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 490001-Trfr frm Gen Fd (8,000,000.00) (8,000,000.00) (8,000,000.00) 8956 Employee Health Benefit Fd Result (101,989,033.00) (101,989,033.00) (55,791,385.42) 109 Planning & Budget Result (659,171.00) (659,171.00) (638,737.84) 441060-PldCshInvIntInc (659,171.00) (659,171.00) (472,392.98) 443040-NCFV-Frm Pld Csh Fd (166,344.86) 111 Human Resources Management Result (101,329,862.00) (101,329,862.00) (55,152,647.58) 442020-Oth Int Incm (81.00) (81.00) (11,728.22) 480001-EPOPrem-CC (1,284,084.00) (1,284,084.00) (542,716.00) 480003-PPOPrem-CC (50,206,584.00) (50,206,584.00) (25,851,271.50) 480004-ConChcPrem-CC (11,451,252.00) (11,451,252.00) (5,709,197.00) 480006-HDHPPrem-CC (3,014,208.00) (3,014,208.00) (1,685,317.00) 480011-EPOPrem-CC-Ret<65 (600,948.00) (600,948.00) (100,013.76) 480013-PPOPrem-CC-Ret<65 (10,642,536.00) (10,642,536.00) (3,909,552.22) 480014-ConChcPrem-CC-Ret<65 (3,610,056.00) (3,610,056.00) (1,611,934.85) 480015-HDHPPrem-CC-Ret<65 (178,284.00) (178,284.00) (61,836.66) 480021-EPOPrem-CC-Ret>65 (153,288.00) (153,288.00) (128,202.98) 480023-PPOPrem-CC-Ret>65 (1,535,676.00) (1,535,676.00) (2,045,958.10) 480024-PPOPremDrgPgCCRet>65 (13,824.00) (13,824.00) (30,055.48) 480025-ConChcPrem-CC-Ret>65 (364,572.00) (364,572.00) (365,862.39) 480026-MAPD-CC-Retiree>65 (4,359,551.00) (4,359,551.00) (2,370,808.80) 480031-MAPDCChDep-CCRet>65 (83,450.00) (83,450.00) 480032-MAPDPPODep-CCRet>65 (224,342.00) (224,342.00) 480033-MAPDEPODep-CCRet>65 (13,893.00) (13,893.00) 480101-Emp Con-EPOPrem (384,468.00) (384,468.00) (166,771.00) 480103-PPOPrem-Emp Con (7,562,580.00) (7,562,580.00) (3,888,170.44) 480104-ConChcPrem-Emp Con (1,032,120.00) (1,032,120.00) (511,032.72) 480105-HDHPPrem-Emp Con (272,652.00) (272,652.00) (138,101.00) 480111-EPOPrem-Ret<65Con (212,748.00) (212,748.00) (96,115.00) 480113-PPOPrem-Ret<65Con (2,433,420.00) (2,433,420.00) (1,183,873.00) 480114-ConChcPrem-Ret<65Con (538,212.00) (538,212.00) (259,624.00) 480115-HDHPPrem-Ret<65Con (34,896.00) (34,896.00) (17,597.00) 480121-EPOPrem-Ret>65Con (70,728.00) (70,728.00) (44,210.00) 480123-PPOPrem-Ret>65Con (363,276.00) (363,276.00) (215,508.00) 480124-PPOPremDrgPgRet>65Cn (2,880.00) (2,880.00) (1,440.00) 480125-ConChcPrem-Ret>65Con (53,832.00) (53,832.00) (36,673.00) 480131-EPOPrem-COBRA Con (1,928.00) 480133-PPOPrem-Cobra Con (75,996.00) (75,996.00) (19,518.00) 480134-ConChcPrem-Cobra Con (2,892.00) (2,892.00) (4,923.99) 481080-Mdcr Ret Drg Subsdy (550,000.00) (550,000.00) (210,907.00) 481095-Rebates-Phm Purchase (3,568,065.31) 481105-HDHP Clinic Fee (2,533.00) (2,533.00) (677.46) 481140-Misc Cln (363,057.70) 9999 Consolidation Fd Result 863,351.63 900 Government-Wide Result 814,620.62 418005-Operating Contribs 106,193.16 499122-FFRO-GASB 87-Equip 15,113.38 499126-FFRO-GASB 96 SBITA 693,314.08 912 912 Result 0.00 485170-DonAsst-MachEqpOth 760,000.00 489987-GGWR-Buildings (760,000.00) 914 914 Result 337.00 442000-Int Rev-GASB 87 Lse 337.00 945 945 Result (3,371.93) 418031-Operating Grants-Cmd (3,371.93) 949 949 Result 0.00 485170-DonAsst-MachEqpOth 41,575,058.68 489981-GGWR-Land Use Rights (1,959,600.00) 489988-GGWR-Infra (39,615,458.68) 958 958 Result (114,440.90) 418033-Oper Grnts-NC Awards (114,440.90) 999 Consolidation Result 166,206.84 489950-FFRO-IC Lease Income 166,206.84 Page 49 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ Overall Result 1,977,027,388.29 2,089,592,963.32 7,797,489,765.33 0001 General Fd Result 1,199,776,938.93 1,273,008,345.60 720,396,279.75 101 County Judge Result 1,073,864.04 1,117,199.54 406,935.73 500010-Sal-Elctd/Apptd Ofcl 176,173.00 184,982.00 84,783.38 500050-Sal-Reg Emp 554,102.00 572,865.00 167,590.51 500060-Sal-Term Pay Reg Emp 5,235.02 500070-Sal-Temp Emp 13,913.00 20,031.00 17,835.92 503010-Longvty Pay-All Emps 3,285.00 3,285.00 1,211.59 503050-Bilingual Pay 1,500.00 687.50 506010-FICA Tax-OASDI 45,764.00 47,399.00 16,040.18 506020-FICA Tax-Mdcr 10,840.00 11,352.00 3,752.67 506030-Med Ins Benefit 94,352.00 94,352.00 46,902.00 506040-Life Ins Benefit 693.00 693.00 224.00 506050-Retmt Contribution 0.00 506055-Ret Contribut-GASB68 131,931.00 138,141.00 45,741.76 506060-Workers Comp 1,197.00 1,253.00 443.78 510070-CmpEqp & Peripherals 82.95 39.99 146.62 510080-Custodial Sup&Eqp 15.50 510110-Food & Groceries 12.99 12.75 32.47 510150-Institutional Eqp 162.81 160.83 160.83 510170-Laboratory Sup&Eqp 1.99 510200-Ofc Eqp 5,484.00 5,484.00 510220-Ofc Sup 5,791.33 5,696.92 2,294.73 510240-Oth Sup&Eqp 10.99 510270-Recreational Sup&Eqp 9.99 510900-Prompt Pay Interest 43.82 510990-Procurement Shipping 6.99 511270-Notary Sv 300.00 300.00 511670-Rent-Oth Mach & Eqp 380.00 228.00 511710-Cell Allowance 1,140.00 717.65 511890-Oth Cslt Sv 2,750.00 2,750.00 2,750.00 512010-Travel Enc 5,131.91 5,131.91 0.00 512020-Inhse Trng/Onlin Crs 595.00 512040-Pf Membership 800.00 512050-Rg Confs/Sems 12,254.00 12,254.00 3,189.00 512060-Subs & Pbcations 2,826.00 2,740.44 100.00 512090-Travel-Lodging Meals 7,966.00 7,966.00 8,669.44 512100-Routine Mileage 280.00 280.00 512120-Travel YE Accrual (2,567.95) (2,567.95) (2,567.95) 102 County Commisioners Pct1 Result 744,496.00 774,822.00 287,942.88 500010-Sal-Elctd/Apptd Ofcl 152,589.00 160,218.00 73,433.69 500050-Sal-Reg Emp 352,898.00 369,441.00 132,331.32 500070-Sal-Temp Emp 13,913.00 13,913.00 503010-Longvty Pay-All Emps 3,441.00 3,441.00 2,280.93 506010-FICA Tax-OASDI 32,416.00 33,915.00 12,747.53 506020-FICA Tax-Mdcr 7,582.00 7,933.00 2,981.26 506030-Med Ins Benefit 67,394.00 67,394.00 26,970.00 506040-Life Ins Benefit 495.00 495.00 192.00 506055-Ret Contribut-GASB68 92,282.00 96,548.00 36,673.27 506060-Workers Comp 836.00 874.00 332.88 510060-Comm Sup&Eqp 1,409.00 1,409.00 510200-Ofc Eqp 1,575.00 1,575.00 510220-Ofc Sup 3,750.00 3,750.00 512050-Rg Confs/Sems 5,000.00 5,000.00 512060-Subs & Pbcations 1,391.00 1,391.00 512090-Travel-Lodging Meals 7,525.00 7,525.00 103 County Commisioners Pct2 Result 743,586.00 777,018.44 346,153.57 500010-Sal-Elctd/Apptd Ofcl 152,589.00 160,218.00 73,433.69 500050-Sal-Reg Emp 352,596.00 370,182.00 169,660.03 500070-Sal-Temp Emp 13,913.00 13,913.00 503010-Longvty Pay-All Emps 3,018.00 3,018.00 794.21 503050-Bilingual Pay 1,500.00 687.50 506010-FICA Tax-OASDI 32,371.00 34,027.00 14,769.36 506020-FICA Tax-Mdcr 7,571.00 7,959.00 3,454.14 506030-Med Ins Benefit 67,394.00 67,394.00 33,062.00 506040-Life Ins Benefit 495.00 495.00 231.60 506055-Ret Contribut-GASB68 92,153.00 96,870.00 43,228.44 506060-Workers Comp 836.00 878.00 392.20 510060-Comm Sup&Eqp 2,000.00 2,000.00 390.00 510200-Ofc Eqp 300.00 300.00 510210-Ofc Furn 300.00 300.00 510220-Ofc Sup 500.00 500.00 511710-Cell Allowance 1,440.00 1,440.00 660.00 512010-Travel Enc 2,652.30 512050-Rg Confs/Sems 5,723.00 5,723.00 1,155.00 Page 50 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512060-Subs & Pbcations 150.00 64.44 512090-Travel-Lodging Meals 9,687.00 9,687.00 1,583.10 512100-Routine Mileage 550.00 550.00 104 County Commisioners Pct3 Result 743,244.33 774,652.33 343,713.95 500010-Sal-Elctd/Apptd Ofcl 152,589.00 160,218.00 73,433.69 500050-Sal-Reg Emp 352,822.00 370,227.00 167,519.00 500070-Sal-Temp Emp 13,913.00 13,913.00 503010-Longvty Pay-All Emps 1,616.00 1,616.00 841.09 506010-FICA Tax-OASDI 32,299.00 33,851.00 14,443.97 506020-FICA Tax-Mdcr 7,554.00 7,918.00 3,378.02 506030-Med Ins Benefit 67,394.00 67,394.00 26,884.00 506040-Life Ins Benefit 495.00 495.00 240.00 506055-Ret Contribut-GASB68 91,947.00 96,366.00 42,738.18 506060-Workers Comp 833.00 872.00 387.99 510060-Comm Sup&Eqp 1,270.00 1,270.00 260.00 510200-Ofc Eqp 1,355.00 1,355.00 510220-Ofc Sup 3,750.00 3,446.00 510900-Prompt Pay Interest 63.65 511010-Counseling Sv 304.00 511485-Cable TV Service 500.00 500.00 511670-Rent-Oth Mach & Eqp 304.00 511710-Cell Allowance 100.00 100.00 660.00 512010-Travel Enc 600.00 600.00 3,299.00 512050-Rg Confs/Sems 7,700.00 7,700.00 8,148.00 512060-Subs & Pbcations 1,200.00 1,200.00 512090-Travel-Lodging Meals 5,307.33 5,307.33 1,019.56 512110-Travel Mileage 93.80 105 County Commisioners Pct4 Result 743,366.54 774,913.54 341,635.20 500010-Sal-Elctd/Apptd Ofcl 152,589.00 160,218.00 73,433.69 500050-Sal-Reg Emp 352,651.00 370,167.00 168,588.64 500070-Sal-Temp Emp 13,913.00 13,913.00 503010-Longvty Pay-All Emps 2,761.00 2,761.00 2,272.52 506010-FICA Tax-OASDI 32,360.00 33,920.00 14,841.52 506020-FICA Tax-Mdcr 7,568.00 7,933.00 3,471.00 506030-Med Ins Benefit 67,394.00 67,394.00 35,337.00 506040-Life Ins Benefit 495.00 495.00 204.00 506055-Ret Contribut-GASB68 92,118.00 96,556.00 43,062.45 506060-Workers Comp 834.00 873.00 390.84 510060-Comm Sup&Eqp 1,490.00 1,490.00 510200-Ofc Eqp 1,805.00 1,805.00 510220-Ofc Sup 3,772.00 3,772.00 22.00 510990-Procurement Shipping 11.54 11.54 11.54 512050-Rg Confs/Sems 4,500.00 4,500.00 512060-Subs & Pbcations 4,880.00 4,880.00 512090-Travel-Lodging Meals 4,225.00 4,225.00 106 County Auditor Result 18,387,004.09 19,661,786.27 11,002,288.58 500010-Sal-Elctd/Apptd Ofcl 252,587.00 265,216.00 121,557.04 500050-Sal-Reg Emp 9,742,745.00 10,610,809.50 4,756,964.74 500055-RegShtDf-NonExNonPOP 0.00 500056-Emergsick/Reg-COVID 0.00 500060-Sal-Term Pay Reg Emp 62,976.00 62,976.00 23,531.19 500065-ParentLve-Non-POPS 15,828.00 15,827.94 500070-Sal-Temp Emp 5,202.00 9,484.00 9,483.02 502014-Overtime non-POPS 19,713.00 20,699.00 3,485.66 502017-ExtraHoursPaidNonPOP 310.00 309.66 503010-Longvty Pay-All Emps 89,710.00 89,710.00 35,184.68 503105-Temp Salary Pay 0.00 504010-Sal Savings-Reg Emp (75,000.00) (75,000.00) 504030-Vacant Slots-Med Ins (16,359.00) (16,359.00) 504040-FICA Tax Savings (10,657.00) (10,657.00) 504050-Retmt Savings (24,304.00) (24,304.00) 506010-FICA Tax-OASDI 605,169.00 656,674.00 283,278.25 506020-FICA Tax-Mdcr 146,594.00 159,677.31 69,429.49 506030-Med Ins Benefit 1,253,535.00 1,332,067.30 673,072.05 506040-Life Ins Benefit 9,207.00 9,784.50 4,607.99 506050-Retmt Contribution (1.86) 506055-Ret Contribut-GASB68 1,784,412.00 1,943,631.65 873,643.06 506060-Workers Comp 16,176.00 17,669.39 7,943.02 506997-FL SalOffset SBITAs 313,962.96 313,962.96 313,962.96 510020-Books 4,789.00 3,789.00 407.55 510030-Bldg Mnt Sup&Eqp 450.00 0.00 510050-Clothing & Uniforms 90.00 91.00 90.98 510060-Comm Sup&Eqp 500.00 142.00 141.56 510070-CmpEqp & Peripherals 76,799.91 76,709.97 61,544.40 510080-Custodial Sup&Eqp 540.00 123.00 122.39 Page 51 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510100-Electrical Sup&Eqp 495.00 0.00 0.00 510140-Hdw Sup&Eqp 450.00 150.00 18.99 510170-Laboratory Sup&Eqp 27.00 26.18 510200-Ofc Eqp 5,359.00 134.00 133.53 510210-Ofc Furn 10,547.95 6,347.95 6,338.12 510220-Ofc Sup 33,921.00 30,202.00 7,125.77 510240-Oth Sup&Eqp 900.00 984.00 983.20 510260-Safety Sup&Eqp 4,714.21 3,814.21 3,814.21 510310-Software 4,427.00 0.16 510320-Textile & Linen Sup 81.00 80.59 510360-Industrial Sup&Eqp 450.00 0.00 510900-Prompt Pay Interest 2,000.00 2,000.00 925.72 510990-Procurement Shipping 450.00 450.00 368.11 511270-Notary Sv 165.00 165.00 511280-Oth Legal Sv 10,000.00 5,000.00 1,960.00 511430-Workforce Dev 5,054.20 296.23 0.00 511530-Bldg Reprs&Mnt 2,100.00 2,100.00 511540-Furn&OfcEqpReprs&Mnt 200.00 0.00 511550-Hdw/Sfw Mnt 522,270.94 496,735.47 460,492.99 511620-Oth Eqp Reprs&Mnt 2,980.00 0.00 511640-Rent-EDP Eqp/Sfw 108,100.00 51,300.00 37,599.80 511670-Rent-Oth Mach & Eqp 1,575.00 990.00 987.00 511671-Cloud based subs svc 305,674.74 360,230.34 251,711.14 511700-Cell(Air) Time Usage 590.00 324.21 318.99 511810-Hdw/Sfw Install Sv 32,000.00 32,000.00 32,000.00 511870-IT Cslt 119,493.00 250,368.00 218,367.91 511875-Info Retrieval Svs 4,209.00 3,709.00 3,708.00 511890-Oth Cslt Sv 40,566.50 40,566.50 40,566.50 511900-Oth Sv 1,515.00 1,716.00 124.91 511940-Security Sv 1,005.00 1,005.00 1,005.00 511950-TmpPrsSv-ClrMgrlExec 500.00 0.00 512010-Travel Enc 20,958.74 20,958.74 62,874.95 512020-Inhse Trng/Onlin Crs 213,024.00 213,024.00 195,374.17 512030-Pf Licenses 2,000.00 2,000.00 336.00 512040-Pf Membership 8,576.00 8,576.00 4,305.00 512050-Rg Confs/Sems 101,266.00 91,416.00 58,084.50 512060-Subs & Pbcations 6,000.00 5,914.44 377.88 512070-Trng Mat/Books 300.00 300.00 512080-Trng Fcl-RentExp 1,400.00 1,400.00 512090-Travel-Lodging Meals 44,600.00 44,100.00 20,700.25 512100-Routine Mileage 900.00 10,900.00 9,747.66 512110-Travel Mileage 1,250.00 1,600.00 1,800.91 515420-Srty Bnds-All Ofcls 200.00 200.00 520070-CapOut-Edu/Comm Eqp 21,608.94 21,196.44 21,196.44 522116-CpOt-RTU SBITA 1,651,793.00 1,651,793.00 1,651,793.00 530025-SBITA Principal Exp 834,677.00 834,677.00 650,355.39 107 County Treasurer Result 1,267,580.00 1,407,283.92 536,389.98 500010-Sal-Elctd/Apptd Ofcl 142,132.00 149,239.00 68,401.19 500050-Sal-Reg Emp 499,648.00 524,412.00 238,351.96 500070-Sal-Temp Emp 4,057.00 4,057.00 503010-Longvty Pay-All Emps 2,039.00 2,039.00 1,122.48 506010-FICA Tax-OASDI 40,168.00 42,144.00 18,707.65 506020-FICA Tax-Mdcr 9,395.00 9,856.00 4,375.18 506030-Med Ins Benefit 107,831.00 107,831.00 41,904.00 506040-Life Ins Benefit 792.00 792.00 367.20 506055-Ret Contribut-GASB68 114,348.00 119,974.00 54,269.93 506060-Workers Comp 1,034.00 1,128.00 492.47 510060-Comm Sup&Eqp 6,251.00 6,251.00 510200-Ofc Eqp 4,346.00 4,346.00 510220-Ofc Sup 450.00 450.00 106.92 510900-Prompt Pay Interest 1,443.49 511510-Armored Motor Sv 328,369.00 328,369.00 101,947.89 511550-Hdw/Sfw Mnt 500.00 500.00 500.00 511700-Cell(Air) Time Usage 240.00 240.00 1,516.00 511875-Info Retrieval Svs 788.67 512010-Travel Enc 200.00 512020-Inhse Trng/Onlin Crs 240.00 512040-Pf Membership 872.00 872.00 575.00 512050-Rg Confs/Sems 2,819.00 2,819.00 185.00 512060-Subs & Pbcations 296.00 296.00 512090-Travel-Lodging Meals 1,955.00 1,955.00 688.59 512110-Travel Mileage 38.00 38.00 206.36 519035-Fine/Penalty Exp 99,675.92 108 Tax Assessor-Collector Result 19,605,595.49 20,653,884.35 9,282,959.43 500010-Sal-Elctd/Apptd Ofcl 159,137.00 167,094.00 76,584.75 Page 52 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 500050-Sal-Reg Emp 12,245,266.00 13,002,116.00 5,437,243.34 500060-Sal-Term Pay Reg Emp 43,552.87 500065-ParentLve-Non-POPS 71,641.12 500070-Sal-Temp Emp 84,148.00 84,148.00 32,878.06 502014-Overtime non-POPS 31,210.00 32,771.00 72,102.64 502017-ExtraHoursPaidNonPOP 22,121.22 503010-Longvty Pay-All Emps 86,480.00 86,480.00 34,305.36 503050-Bilingual Pay 73,500.00 34,875.00 503105-Temp Salary Pay 4,567.90 504010-Sal Savings-Reg Emp (123,776.00) (123,776.00) 504030-Vacant Slots-Med Ins (95,636.00) (95,636.00) 504040-FICA Tax Savings (9,469.00) (9,469.00) 504050-Retmt Savings (18,455.00) (18,455.00) 506010-FICA Tax-OASDI 766,062.00 817,595.00 345,159.48 506020-FICA Tax-Mdcr 182,791.00 194,964.00 81,214.81 506030-Med Ins Benefit 2,641,858.00 2,682,295.00 1,137,810.45 506040-Life Ins Benefit 19,404.00 19,998.00 8,931.21 506050-Retmt Contribution (9,226.84) 506055-Ret Contribut-GASB68 2,224,979.00 2,373,233.00 1,031,051.98 506060-Workers Comp 20,211.00 21,808.00 9,304.23 510030-Bldg Mnt Sup&Eqp 69.00 510050-Clothing & Uniforms 71.70 510060-Comm Sup&Eqp 28,607.00 29,627.00 9,479.00 510070-CmpEqp & Peripherals 35,128.90 41,051.91 34,721.34 510080-Custodial Sup&Eqp 550.27 510100-Electrical Sup&Eqp 1,313.43 510140-Hdw Sup&Eqp 44.96 0.00 124.47 510170-Laboratory Sup&Eqp 0.82 510190-Med/Dental Sup&Eqp 640.27 510200-Ofc Eqp 137,757.15 134,761.39 22,773.93 510210-Ofc Furn 48,368.42 48,368.42 51,957.62 510220-Ofc Sup 54,555.89 78,535.75 11,810.17 510240-Oth Sup&Eqp 3,556.42 510260-Safety Sup&Eqp 250.03 510310-Software (26,035.41) 28,867.14 (24,276.56) 510320-Textile & Linen Sup 32,900.00 32,900.00 45,500.00 510360-Industrial Sup&Eqp 0.00 510900-Prompt Pay Interest 167.03 510990-Procurement Shipping 1,768.42 1,768.42 3,466.03 511250-Legal Advisory Sv 13,482.00 13,482.00 511270-Notary Sv 71.00 511530-Bldg Reprs&Mnt 27,820.84 27,820.84 26,091.28 511540-Furn&OfcEqpReprs&Mnt (540.87) 1,598.08 511550-Hdw/Sfw Mnt 255,284.50 263,201.50 235,956.38 511620-Oth Eqp Reprs&Mnt 4,000.00 4,000.00 511640-Rent-EDP Eqp/Sfw 4,400.00 511670-Rent-Oth Mach & Eqp 44,985.00 43,985.00 32,271.04 511671-Cloud based subs svc (840.00) 313.56 511680-Adv/Pbc Notifictn Sv 48,830.21 48,830.21 48,830.21 511681-LglReq Adv/Pbc Notif 32,500.00 32,500.00 511700-Cell(Air) Time Usage 5,596.00 5,596.00 (101.85) 511710-Cell Allowance 3,240.00 511730-Postal/Frt out Sv 53,501.00 53,001.00 62,897.76 511740-Trunk Lines 1,750.00 1,750.00 511810-Hdw/Sfw Install Sv 1,950.00 1,950.00 1,950.00 511870-IT Cslt 300.00 300.00 300.00 511875-Info Retrieval Svs 122,000.00 121,828.88 82,119.34 511890-Oth Cslt Sv 475.00 475.00 475.00 511900-Oth Sv 126,293.00 58,464.78 42,938.78 511950-TmpPrsSv-ClrMgrlExec 18,433.00 0.00 1,872.00 511973-Cnstn Sv 22,578.00 22,578.00 24,118.54 512010-Travel Enc 6,983.65 6,983.65 0.00 512020-Inhse Trng/Onlin Crs 6,926.12 1,305.65 32,134.94 512030-Pf Licenses 75.00 75.00 71.00 512040-Pf Membership 17,467.00 18,588.00 7,465.00 512050-Rg Confs/Sems 41,003.00 26,760.00 10,015.00 512060-Subs & Pbcations 2,996.00 (3,625.00) 685.00 512070-Trng Mat/Books (100.00) 512090-Travel-Lodging Meals 69,185.00 81,542.84 2,984.47 512100-Routine Mileage 494.14 2,744.14 1,829.73 512110-Travel Mileage 2,083.00 283.00 2,314.02 513010-BackgrndCkSV 21,000.00 6,942.59 513030-Emp Recognition 200.00 200.00 100.00 513050-Emp Relocation Exps 9.99 519040-Licenses & Permits 104,450.00 48,450.00 21,802.32 Page 53 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 519080-Oth Misc Expenditure 15,577.00 15,577.00 520090-CapOut-ElectricalEqp 19,778.67 19,778.67 19,778.67 522020-CpOtMt-Bldgs 11,293.03 11,293.03 11,293.03 109 Planning & Budget Result 6,666,106.31 10,730,562.00 4,953,400.55 500030-Sal-Co Exec/Oth Mgr 240,558.00 252,586.00 115,768.62 500050-Sal-Reg Emp 3,288,061.00 3,546,863.95 1,142,124.99 500056-Emergsick/Reg-COVID 0.00 500060-Sal-Term Pay Reg Emp 3,513.95 500070-Sal-Temp Emp 4,839.65 503010-Longvty Pay-All Emps 20,859.00 20,859.00 12,774.00 506010-FICA Tax-OASDI 211,530.00 226,375.20 68,470.74 506020-FICA Tax-Mdcr 51,469.00 55,398.45 17,424.17 506030-Med Ins Benefit 483,116.00 505,553.80 159,743.50 506040-Life Ins Benefit 3,564.00 3,729.00 1,188.00 506055-Ret Contribut-GASB68 626,482.00 674,286.64 224,916.60 506060-Workers Comp 5,680.00 6,249.57 2,046.38 510060-Comm Sup&Eqp 1,129.87 1,129.87 477.87 510070-CmpEqp & Peripherals 3,337.30 3,337.30 6,650.39 510140-Hdw Sup&Eqp 18.99 510200-Ofc Eqp 5,316.00 5,316.00 510210-Ofc Furn 1,500.00 1,500.00 510220-Ofc Sup 8,180.00 8,180.00 546.85 510240-Oth Sup&Eqp 55.35 510310-Software 20,274.00 20,274.00 510900-Prompt Pay Interest 0.00 511230-Oth Fin Sv 1,968.00 1,968.00 511231-COVID Resp Distrib 995,000.00 511550-Hdw/Sfw Mnt 11,473.00 11,473.00 8,220.00 511670-Rent-Oth Mach & Eqp 228.00 511671-Cloud based subs svc 5,000.00 5,000.00 511700-Cell(Air) Time Usage 12,455.00 12,835.00 781.68 511710-Cell Allowance 1,080.00 1,055.00 3,555.00 511720-Long distance 6,000.00 6,000.00 511850-IntrprtnTrnsltnSvOth 2,670.00 50.00 511875-Info Retrieval Svs 145.00 145.00 26,580.00 511890-Oth Cslt Sv 1,100,808.87 1,310,047.86 310,808.87 511900-Oth Sv 424,392.00 424,392.00 323,932.00 512010-Travel Enc 2,147.27 2,147.27 1,425.74 512020-Inhse Trng/Onlin Crs 1,500.00 1,500.00 670.00 512030-Pf Licenses 1,010.00 1,010.00 112.00 512040-Pf Membership 15,067.00 15,067.00 1,930.00 512050-Rg Confs/Sems 44,368.00 43,743.00 6,980.00 512060-Subs & Pbcations 6,771.00 6,218.76 135.00 512090-Travel-Lodging Meals 48,559.00 54,059.00 7,209.32 512100-Routine Mileage 4,295.00 4,085.00 123.20 512110-Travel Mileage 8,500.00 1,000.00 717.80 512120-Travel YE Accrual (589.00) (589.00) (589.00) 513010-BackgrndCkSV 100.00 96.33 (29.11) 518120-Subrecipient 2,500,000.00 2,500,000.00 110 General Administration Result 12,899,369.70 13,650,519.23 5,964,529.95 500050-Sal-Reg Emp 1,444,024.00 1,545,803.53 674,395.76 500056-Emergsick/Reg-COVID 0.00 500060-Sal-Term Pay Reg Emp 489.36 503010-Longvty Pay-All Emps 10,666.00 10,666.00 5,458.08 506010-FICA Tax-OASDI 90,192.00 97,803.61 40,829.03 506020-FICA Tax-Mdcr 21,093.00 22,874.30 9,548.74 506030-Med Ins Benefit 242,620.00 253,838.90 107,561.50 506040-Life Ins Benefit 1,782.00 1,864.50 836.00 506055-Ret Contribut-GASB68 256,751.00 278,421.76 120,043.49 506060-Workers Comp 2,328.00 2,703.84 1,089.73 510060-Comm Sup&Eqp 20,228.00 19,127.25 510070-CmpEqp & Peripherals 7,925.50 7,925.50 7,152.36 510080-Custodial Sup&Eqp 64.47 510100-Electrical Sup&Eqp 5,098.74 5,071.34 6,701.93 510140-Hdw Sup&Eqp 759.00 759.00 1,148.86 510200-Ofc Eqp 53,512.93 53,253.56 52,529.62 510210-Ofc Furn 1,638.07 1,638.07 1,949.85 510220-Ofc Sup 2,200.15 2,200.15 1,205.35 510240-Oth Sup&Eqp 12,491.46 12,083.40 14,077.44 510310-Software 7,482.00 7,482.00 2,988.00 510360-Industrial Sup&Eqp 1,100.75 1,356.62 510900-Prompt Pay Interest 255.23 98.66 510990-Procurement Shipping 832.16 832.16 1,153.19 511150-Prop Apprsl Sv 4,962,754.00 5,503,965.00 4,082,872.54 511190-Arbitrage Calc Sv 40,000.00 39,282.00 295.00 Page 54 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511200-Auditing Sv 238,010.00 238,010.00 143,045.79 511230-Oth Fin Sv 99,675.92 511260-Legislative Sv 108,000.00 108,000.00 102,000.00 511280-Oth Legal Sv 5,000.00 5,000.00 511485-Cable TV Service 20,257.00 7,219.00 2,850.78 511540-Furn&OfcEqpReprs&Mnt 10,000.00 10,000.00 307.14 511550-Hdw/Sfw Mnt 46,579.00 40,867.00 25,591.00 511570-RadiosTVCommReprsMnt 21,000.00 7,096.75 511620-Oth Eqp Reprs&Mnt 5,000.00 5,000.00 511671-Cloud based subs svc 21,128.00 63,988.00 63,598.00 511710-Cell Allowance 1,800.00 1,800.00 660.00 511760-AgDues & Memberships 63,031.00 63,031.00 66,748.05 511870-IT Cslt 24,000.00 46,890.00 20,704.60 511875-Info Retrieval Svs 3,670.82 511900-Oth Sv 50,097.50 43,315.60 30,247.50 511950-TmpPrsSv-ClrMgrlExec 2,284.56 512010-Travel Enc 2,148.00 2,148.00 3,325.00 512020-Inhse Trng/Onlin Crs 7,743.00 512040-Pf Membership 88,961.00 89,423.77 87,373.00 512050-Rg Confs/Sems 10,575.00 10,575.00 425.00 512060-Subs & Pbcations 14,371.00 13,664.00 360.00 512090-Travel-Lodging Meals 32,448.59 32,448.59 96.59 512100-Routine Mileage 1,503.00 1,503.00 517010-Aptns Public Entitie 25,000.00 25,000.00 25,000.00 519030-Interest Exp 21,000.00 21,000.00 520070-CapOut-Edu/Comm Eqp 201,000.00 0.00 520160-CapOut-Ofc Eqp 107,360.60 310,291.60 141,551.69 522040-CpOtMt-Infra/Imp 4,617,722.00 4,617,722.00 0.00 111 Human Resources Management Result 35,494,518.80 35,745,455.28 24,430,153.18 500050-Sal-Reg Emp 1,542,021.00 1,612,038.00 673,579.36 503010-Longvty Pay-All Emps 7,480.00 7,480.00 1,231.20 503050-Bilingual Pay 312.50 503105-Temp Salary Pay 0.00 504010-Sal Savings-Reg Emp (44,295.00) (44,295.00) 504030-Vacant Slots-Med Ins (15,377.00) (15,377.00) 504040-FICA Tax Savings (3,389.00) (3,389.00) 504050-Retmt Savings (6,604.00) (6,604.00) 506010-FICA Tax-OASDI 95,494.00 99,519.00 39,874.29 506020-FICA Tax-Mdcr 22,466.00 23,482.00 9,400.88 506030-Med Ins Benefit 228,610.00 228,610.00 105,615.42 506040-Life Ins Benefit 1,681.00 1,681.00 740.00 506055-Ret Contribut-GASB68 273,486.00 285,844.00 119,009.64 506060-Workers Comp 2,477.00 2,589.00 1,071.51 506070-Unempt Ins 345,000.00 345,000.00 172,500.00 510020-Books 15,915.94 15,886.68 3,459.94 510050-Clothing & Uniforms 58.20 510070-CmpEqp & Peripherals 2,234.98 2,234.98 672.00 510080-Custodial Sup&Eqp 90.00 90.00 159.67 510100-Electrical Sup&Eqp 360.00 360.00 510110-Food & Groceries 0.00 0.00 0.00 510140-Hdw Sup&Eqp 45.00 45.00 510150-Institutional Eqp 75.00 75.00 510190-Med/Dental Sup&Eqp 34,370.00 34,370.00 49,270.00 510200-Ofc Eqp 1,980.00 1,980.00 510210-Ofc Furn 9,242.00 8,274.80 3,819.95 510220-Ofc Sup 1,693.57 1,693.57 1,232.44 510240-Oth Sup&Eqp 10,700.00 10,700.00 13.39 510260-Safety Sup&Eqp 450.00 450.00 380.77 510310-Software 25,285.00 22,229.11 18,000.00 510900-Prompt Pay Interest 550.00 1,097.38 510990-Procurement Shipping 750.00 1,075.00 397.68 511090-Sub Abuse Screening 16,000.00 16,000.00 3,652.00 511120-Oth Med Sv 1,000.00 1,000.00 511270-Notary Sv 150.00 511430-Workforce Dev 88.20 2,288.20 748.97 511485-Cable TV Service 800.00 800.00 540.00 511540-Furn&OfcEqpReprs&Mnt 200.00 200.00 511640-Rent-EDP Eqp/Sfw 5,500.00 5,500.00 511670-Rent-Oth Mach & Eqp 900.00 1,150.00 912.00 511671-Cloud based subs svc 109,483.00 109,483.00 74,121.30 511680-Adv/Pbc Notifictn Sv 26,104.58 41,104.58 40,594.31 511700-Cell(Air) Time Usage 766.20 766.20 766.20 511840-Lab Services 3,000.00 3,000.00 700.00 511850-IntrprtnTrnsltnSvOth 20,072.00 11,200.00 5,037.42 511870-IT Cslt 2,000.00 2,000.00 Page 55 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511875-Info Retrieval Svs 1,400.00 771.12 511890-Oth Cslt Sv 1,388,008.33 1,260,429.09 1,144,106.76 511900-Oth Sv 140,000.00 170,000.00 511950-TmpPrsSv-ClrMgrlExec 47,424.00 47,424.00 512010-Travel Enc 24,885.07 15,385.07 4,425.32 512020-Inhse Trng/Onlin Crs 1,000.00 119,750.50 41,457.50 512030-Pf Licenses 5,569.00 5,569.00 512040-Pf Membership 10,144.00 12,644.00 4,012.00 512050-Rg Confs/Sems 45,980.00 45,830.00 13,389.00 512080-Trng Fcl-RentExp 4,500.00 1,500.00 299.00 512090-Travel-Lodging Meals 45,780.00 48,780.00 24,427.92 512100-Routine Mileage 2,000.00 2,000.00 19.60 512110-Travel Mileage 100.00 1,449.50 316.91 512120-Travel YE Accrual (634.07) (634.07) (634.07) 513010-BackgrndCkSV 16,000.00 26,616.95 9,735.10 513020-Emp Asstc Programs 93,000.00 93,000.00 50,562.22 513030-Emp Recognition 10,950.00 10,950.00 4,950.00 513040-Emp Recruitment Exps 45,000.00 20,000.00 5,964.83 513070-Tuition Rmbment 142,000.00 142,000.00 8,869.40 515310-WC Premium 47,433.00 47,433.00 515320-Gen Ins Prem 3,177,602.00 3,177,602.00 1,227,346.02 515510-Ins Prem Risk Mgmt 2,538,261.00 2,538,261.00 1,654,327.02 515512-CtyContRetHealthcare 16,947,460.00 16,947,460.00 10,624,225.24 516620-Benefits Adm 210,000.00 210,000.00 65,885.99 598955-Trfr to SelfInsuraFd 8,000,000.00 8,000,000.00 8,000,000.00 112 Information Technology Svcs Result 81,486,047.70 93,906,973.83 65,770,299.54 500030-Sal-Co Exec/Oth Mgr 221,032.00 232,084.00 106,371.43 500050-Sal-Reg Emp 17,888,549.00 19,001,098.00 7,866,893.57 500055-RegShtDf-NonExNonPOP 7,725.00 9,270.00 500060-Sal-Term Pay Reg Emp 58,157.29 500065-ParentLve-Non-POPS 24,921.28 500070-Sal-Temp Emp 12,000.00 12,000.00 500076-Emergsick/Temp-COVID 0.00 502014-Overtime non-POPS 4,000.00 4,200.00 (5,274.95) 502017-ExtraHoursPaidNonPOP 2,242.44 503010-Longvty Pay-All Emps 131,009.00 131,009.00 65,457.39 503105-Temp Salary Pay 0.00 3,007.74 504010-Sal Savings-Reg Emp (266,963.00) (266,963.00) 504030-Vacant Slots-Med Ins (100,735.00) (100,735.00) 504040-FICA Tax Savings (20,423.00) (20,423.00) 504050-Retmt Savings (39,855.00) (39,855.00) 506010-FICA Tax-OASDI 1,124,306.00 1,193,356.92 483,669.52 506020-FICA Tax-Mdcr 264,836.00 281,746.57 114,447.75 506030-Med Ins Benefit 2,506,072.00 2,544,248.90 1,088,411.66 506040-Life Ins Benefit 18,414.00 18,678.50 8,026.40 506055-Ret Contribut-GASB68 3,223,653.00 3,429,516.49 1,429,816.52 506060-Workers Comp 33,078.00 35,561.72 15,017.90 510020-Books 2,200.00 2,200.00 510030-Bldg Mnt Sup&Eqp 795.98 510060-Comm Sup&Eqp 629,052.85 233,281.55 156,372.49 510070-CmpEqp & Peripherals 727,599.08 873,701.29 641,345.65 510080-Custodial Sup&Eqp 270.00 270.00 82.09 510100-Electrical Sup&Eqp 144,523.50 144,523.50 142,623.43 510110-Food & Groceries 5,062.88 4,219.99 2,313.79 510140-Hdw Sup&Eqp 5,900.00 5,900.00 398.90 510160-Kitchen Sup&Eqp 5,735.00 0.00 57.17 510180-Law Enf Sup&Eqp 5,000.00 2,911.66 510190-Med/Dental Sup&Eqp 121.00 121.00 510200-Ofc Eqp 1,296,996.40 (5,789.25) 3,491.53 510210-Ofc Furn 3,509.64 510220-Ofc Sup 294,635.39 293,628.03 153,422.73 510240-Oth Sup&Eqp 80.35 510260-Safety Sup&Eqp 207.40 510310-Software 135,635.20 130,182.69 9,616.04 510320-Textile & Linen Sup 284.68 0.00 0.00 510340-Vehicle Sup&Eqp 12,685.00 510360-Industrial Sup&Eqp 10,242.52 11,151.70 510900-Prompt Pay Interest 360.16 510990-Procurement Shipping 139.53 0.00 1,852.90 511485-Cable TV Service 2,650.00 2,650.00 1,368.48 511530-Bldg Reprs&Mnt 8,895.96 12,793.35 10,937.18 511540-Furn&OfcEqpReprs&Mnt 10,935.25 10,843.00 5,448.12 511550-Hdw/Sfw Mnt 7,516,578.15 8,902,153.50 6,101,675.55 511570-RadiosTVCommReprsMnt (6.50) 71.50 511620-Oth Eqp Reprs&Mnt 36,596.00 36,596.00 Page 56 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511630-Rent-Bldg & Land 725,240.70 724,240.70 540,068.90 511640-Rent-EDP Eqp/Sfw 1,975,044.48 1,981,939.85 630,159.06 511650-Rent-Ofc Eqp 576,254.28 504,649.76 494,273.87 511670-Rent-Oth Mach & Eqp 567.00 567.00 1,005.99 511671-Cloud based subs svc 12,492,466.78 13,960,766.51 11,734,851.11 511700-Cell(Air) Time Usage 89,593.44 78,816.85 81,903.66 511710-Cell Allowance 10,300.00 10,300.00 3,705.00 511720-Long distance 17,000.00 17,000.00 1,787.01 511730-Postal/Frt out Sv 69,987.85 1,286,698.99 907,284.77 511740-Trunk Lines 957,095.48 927,009.26 307,370.78 511810-Hdw/Sfw Install Sv 102,469.85 47,495.45 29,094.00 511850-IntrprtnTrnsltnSvOth 5,307.85 5,307.85 6,012.03 511870-IT Cslt 5,529,977.42 12,500,853.59 10,332,814.47 511875-Info Retrieval Svs 277,656.75 277,656.75 139,381.48 511890-Oth Cslt Sv 640,007.31 702,763.26 634,916.00 511900-Oth Sv 725,538.99 604,118.11 462,882.04 511910-Printing Sv 77,048.09 76,846.00 65,145.88 511920-Disposal Sv 0.00 511950-TmpPrsSv-ClrMgrlExec 2,246,823.66 3,975,466.66 4,703,362.89 511960-Uniform Rental Sv 1,821.16 1,330.00 3,341.86 511973-Cnstn Sv 51,064.00 512010-Travel Enc 29,533.13 22,283.13 37,283.71 512020-Inhse Trng/Onlin Crs 32,419.84 84,281.84 112,849.01 512030-Pf Licenses 1,500.00 1,500.00 512040-Pf Membership 19,525.00 27,275.00 7,992.00 512050-Rg Confs/Sems 175,292.00 181,292.00 20,308.61 512060-Subs & Pbcations 4,616.00 4,273.76 45.52 512080-Trng Fcl-RentExp 3,000.00 3,000.00 512090-Travel-Lodging Meals 80,169.00 78,169.00 20,103.71 512100-Routine Mileage 6,272.00 7,272.00 725.91 512110-Travel Mileage 1,000.00 2,535.33 512120-Travel YE Accrual (3,131.38) (3,131.38) (3,131.38) 513010-BackgrndCkSV 728.00 728.00 10.21 520050-CapOut-Cmp Eqp 5,132,261.80 4,369,677.72 1,858,816.70 520070-CapOut-Edu/Comm Eqp 2,700,000.00 2,598,398.18 2,598,387.69 520160-CapOut-Ofc Eqp 367,168.00 373,532.90 287,200.58 520210-CapOut-Sfw 100.00 100.00 522020-CpOtMt-Bldgs 3,857,906.73 4,229,590.75 4,141,815.04 522030-CpOtMt-Imp Oth 142,786.41 136,247.57 136,247.57 522040-CpOtMt-Infra/Imp 108,753.78 108,753.78 108,753.78 522116-CpOt-RTU SBITA 23,685.00 23,685.00 23,685.00 530023-Lease Principal Exp 583,162.28 650,396.41 615,702.77 530025-SBITA Principal Exp 5,612,590.15 5,947,605.15 5,897,509.26 590160-Trfr to RecMgmt&PrsF 252,000.00 252,000.00 252,000.00 114 Facilities Management Result 118,471,155.21 124,395,330.43 83,356,218.14 500050-Sal-Reg Emp 14,236,042.00 14,923,517.00 5,755,013.95 500055-RegShtDf-NonExNonPOP 218,149.00 261,779.00 95,791.17 500060-Sal-Term Pay Reg Emp 36,038.13 500065-ParentLve-Non-POPS 13,811.28 500070-Sal-Temp Emp 66,225.73 502011-OTShtDfNonExNonPOPS 24,079.00 30,099.00 2,783.52 502014-Overtime non-POPS 4,626.00 4,857.00 114,059.67 502017-ExtraHoursPaidNonPOP 23,304.67 503010-Longvty Pay-All Emps 65,402.00 65,402.00 26,853.84 503050-Bilingual Pay 6,000.00 3,187.50 504010-Sal Savings-Reg Emp (243,679.00) (243,679.00) 504030-Vacant Slots-Med Ins (132,165.00) (132,165.00) 504040-FICA Tax Savings (18,642.00) (18,642.00) 504050-Retmt Savings (36,333.00) (36,333.00) 506010-FICA Tax-OASDI 901,691.00 953,552.00 369,887.53 506020-FICA Tax-Mdcr 210,971.00 223,193.00 86,530.44 506030-Med Ins Benefit 3,612,337.00 3,625,816.00 1,249,386.00 506040-Life Ins Benefit 26,532.00 26,532.00 10,764.60 506050-Retmt Contribution (826.05) 506055-Ret Contribut-GASB68 2,567,766.00 2,716,963.00 1,083,099.27 506060-Workers Comp 204,459.00 213,463.00 85,328.31 506070-Unempt Ins 99.00 510020-Books 250,000.00 251,692.76 161,748.10 510030-Bldg Mnt Sup&Eqp 9,246,416.27 11,042,861.58 9,578,754.42 510040-Chemical Sup&Eqp 2,700.00 2,700.00 662.76 510050-Clothing & Uniforms 53,391.65 61,389.93 50,708.17 510060-Comm Sup&Eqp 183,912.00 47,605.92 10,871.50 510070-CmpEqp & Peripherals 41,045.90 40,678.50 32,648.07 510080-Custodial Sup&Eqp 287,167.45 285,944.01 189,577.80 510100-Electrical Sup&Eqp 100,250.49 148,281.23 172,308.89 Page 57 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510120-Fuel 3,331.48 8,831.48 6,879.49 510125-Oils & Lubricants 194.16 694.16 1,194.68 510130-Grndkpg Sup&Eqp 138,341.97 115,171.97 1,079.97 510140-Hdw Sup&Eqp 261,413.65 159,281.96 196,967.31 510150-Institutional Eqp 8,066.46 8,066.46 7,947.78 510160-Kitchen Sup&Eqp 1,902.00 1,902.00 2,077.04 510170-Laboratory Sup&Eqp 728.98 728.98 3,870.22 510180-Law Enf Sup&Eqp 97,095.00 97,095.00 80,000.00 510190-Med/Dental Sup&Eqp 5,652.00 5,652.00 415.67 510200-Ofc Eqp 47,275.62 46,505.62 34,856.90 510210-Ofc Furn 740,478.89 1,039,356.47 1,085,766.39 510220-Ofc Sup 65,700.33 254,819.62 154,132.27 510240-Oth Sup&Eqp 663,136.77 613,197.75 197,580.08 510250-Paint Sup&Eqp 11,707.12 11,707.12 9,969.00 510260-Safety Sup&Eqp 330,003.43 961,823.82 739,812.64 510280-Rd & Hwy Sup&Eqp 9,720.00 (21,719.25) 2,699.50 510310-Software 11,729.00 56,729.00 9,320.00 510320-Textile & Linen Sup 1,430.96 17,930.96 42,377.02 510340-Vehicle Sup&Eqp 9,445.42 1,501.91 9,953.33 510360-Industrial Sup&Eqp 8,446.22 13,446.22 15,186.97 510900-Prompt Pay Interest 12,076.55 510990-Procurement Shipping 12,455.27 10,171.89 16,684.24 511270-Notary Sv 108.00 511485-Cable TV Service 126.75 2,895.85 1,807.98 511520-Auto Reprs&Mnt 7.00 7.00 7.00 511530-Bldg Reprs&Mnt 16,105,959.80 32,150,710.14 27,008,073.81 511540-Furn&OfcEqpReprs&Mnt 3,531.00 3,531.00 7,763.84 511550-Hdw/Sfw Mnt 189,905.67 104,001.67 15,915.71 511580-Rd Mach&EqpReprs&Mnt 4,912.21 511590-Rd Reprs&Mnt 53,150.00 53,150.00 12,562.00 511600-Septic TankReprs&Mnt 5,000.00 5,000.00 511610-Grounds Mnt Svc 158,461.17 207,649.53 180,766.18 511620-Oth Eqp Reprs&Mnt 545,638.98 586,789.23 477,875.29 511640-Rent-EDP Eqp/Sfw 155,192.40 257,015.31 106,515.31 511650-Rent-Ofc Eqp 11,146.86 11,146.86 11,146.86 511670-Rent-Oth Mach & Eqp 82,580.78 62,242.99 194,129.19 511671-Cloud based subs svc 95.20 86.50 511700-Cell(Air) Time Usage 56,742.98 52,234.00 25,292.60 511710-Cell Allowance 2,800.00 2,800.00 15.00 511730-Postal/Frt out Sv 5,076.76 5,076.76 5,626.72 511751-Adm Cost-Manual 300,000.00 300,000.00 511760-AgDues & Memberships 1,905.00 511770-Custodial Sv 1,309,279.59 1,301,442.96 1,183,828.90 511790-Exterminating Sv 41,958.00 41,958.00 109,213.00 511810-Hdw/Sfw Install Sv 88,000.00 88,000.00 511820-NonHz Removal 72,006.35 71,631.35 151,766.77 511830-Hz Mat Removal 335.00 335.00 3,362.30 511840-Lab Services 5,205.00 5,205.00 2,740.00 511870-IT Cslt 69,781.49 61,721.38 168,851.28 511890-Oth Cslt Sv 266,876.22 169,551.96 131,389.89 511900-Oth Sv 1,049,520.65 1,058,972.94 1,031,681.05 511910-Printing Sv 918.45 918.45 918.45 511920-Disposal Sv 81.06 81.06 81.06 511940-Security Sv 1,716,615.53 1,759,169.96 1,613,913.75 511960-Uniform Rental Sv 6,755.00 6,755.00 511973-Cnstn Sv 943,967.72 1,605,195.37 924,546.98 511980-Wt Rsc Dev Sv 28,870.00 28,870.00 28,870.00 512010-Travel Enc 32.00 32.00 2,008.20 512020-Inhse Trng/Onlin Crs 16,679.00 11,586.00 512040-Pf Membership 2,325.00 2,325.00 1,291.00 512050-Rg Confs/Sems 38,344.00 38,344.00 512060-Subs & Pbcations 964.00 (1,047.15) 512090-Travel-Lodging Meals 19,650.00 19,650.00 512100-Routine Mileage 150.00 150.00 512110-Travel Mileage 25.46 25.46 25.46 513030-Emp Recognition 325.00 464.98 513040-Emp Recruitment Exps 599.00 350.00 513050-Emp Relocation Exps 0.90 0.90 0.90 515430-Prop Ins Prem 35,000.00 35,000.00 516670-InsClm Legal Exps 480.00 2,122.50 2,122.50 519040-Licenses & Permits 20,005.88 20,320.88 19,050.09 519080-Oth Misc Expenditure 2,925,000.00 1,103,522.37 520020-CapOut-Autos 14,915.50 14,915.50 14,915.50 520040-CapOut-Bldg Mnt Eqp 12,575,500.00 5,208,154.00 425,500.00 520060-CapOut-Custodial Eqp 4,084.50 4,084.50 4,084.50 Page 58 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 520070-CapOut-Edu/Comm Eqp 126,788.00 270,781.00 126,788.00 520140-CapOut-Law Enf Eqp 37,751.04 37,751.04 37,751.04 520150-CapOut-MedDntlSftyEq 90.00 90.00 90.00 520160-CapOut-Ofc Eqp 290,000.00 290,000.00 284,265.28 520170-CapOut-Ofc Furn 580,302.77 565,302.77 565,302.77 520180-CapOut-Oth Eqp 102,231.00 455,393.91 37,751.04 520210-CapOut-Sfw 200,000.00 200,000.00 521090-CpOtSv-Install Sfw 272,800.00 272,800.00 220,509.39 522010-CpOtMt-Bldg Imp 4,114,500.00 3,930,839.96 247,042.00 522020-CpOtMt-Bldgs 27,840,296.34 27,316,951.05 22,844,381.63 522030-CpOtMt-Imp Oth 2,710,019.86 2,642,898.06 2,657,457.65 522040-CpOtMt-Infra/Imp 9,025,804.50 4,014,432.88 574,210.50 522050-CpOtMt-Land 122.00 122.00 122.00 522070-CpOtMt-LHI 24,108.76 24,108.76 24,108.76 115 Purchasing Result 8,514,935.77 9,222,939.09 4,420,511.28 500010-Sal-Elctd/Apptd Ofcl 214,699.00 224,360.00 92,991.14 500050-Sal-Reg Emp 4,769,241.00 5,277,989.73 2,266,974.68 500060-Sal-Term Pay Reg Emp 0.00 5,493.15 500065-ParentLve-Non-POPS 8,876.00 500070-Sal-Temp Emp 171.00 171.00 502017-ExtraHoursPaidNonPOP 296.60 503010-Longvty Pay-All Emps 46,553.00 46,553.00 19,730.88 503050-Bilingual Pay 7,500.00 3,437.50 504010-Sal Savings-Reg Emp (41,229.00) (41,229.00) 504030-Vacant Slots-Med Ins (21,890.00) (21,890.00) 504040-FICA Tax Savings (3,154.00) (3,154.00) 504050-Retmt Savings (6,147.00) (6,147.00) 506010-FICA Tax-OASDI 308,718.00 340,723.89 140,748.27 506020-FICA Tax-Mdcr 72,945.00 80,571.05 33,511.50 506030-Med Ins Benefit 781,774.00 837,868.50 387,210.66 506040-Life Ins Benefit 5,742.00 6,154.50 2,762.20 506055-Ret Contribut-GASB68 887,915.00 980,738.52 422,800.97 506060-Workers Comp 8,051.00 8,987.85 3,837.88 510020-Books 2,500.00 2,500.00 510050-Clothing & Uniforms 345.00 510070-CmpEqp & Peripherals 7,500.00 7,500.00 62.18 510080-Custodial Sup&Eqp 180.00 180.00 510110-Food & Groceries (300.00) 0.00 510140-Hdw Sup&Eqp 1,000.00 1,000.00 129.25 510160-Kitchen Sup&Eqp 205.80 510190-Med/Dental Sup&Eqp 393.00 510200-Ofc Eqp 2,000.00 2,000.00 510210-Ofc Furn 5,000.00 5,000.00 388.94 510220-Ofc Sup 4,150.00 4,150.00 629.00 510240-Oth Sup&Eqp 500.00 500.00 759.80 510260-Safety Sup&Eqp 2,250.00 2,250.00 510310-Software 190,000.00 0.00 9,557.10 510900-Prompt Pay Interest 260.92 510990-Procurement Shipping 176.30 511430-Workforce Dev 500.00 200.00 (45.00) 511530-Bldg Reprs&Mnt 7,000.00 7,000.00 511550-Hdw/Sfw Mnt 10,000.00 10,000.00 1,210.00 511620-Oth Eqp Reprs&Mnt 1,326.22 511640-Rent-EDP Eqp/Sfw 10,000.00 10,000.00 468.00 511670-Rent-Oth Mach & Eqp (36.00) 267.00 511671-Cloud based subs svc 123,141.09 117,997.00 6,253.20 511680-Adv/Pbc Notifictn Sv 38,440.00 37,617.00 18,108.80 511681-LglReq Adv/Pbc Notif 81,250.00 81,250.00 24,422.14 511700-Cell(Air) Time Usage 5,000.00 5,000.00 3,600.00 511760-AgDues & Memberships 7,270.00 511820-NonHz Removal 9,287.00 9,287.00 20,379.00 511870-IT Cslt 202,990.00 202,990.00 202,990.00 511890-Oth Cslt Sv 565,760.19 564,257.56 503,292.56 511900-Oth Sv 110,500.00 110,500.00 9,248.53 511910-Printing Sv 291.00 291.00 905.87 512010-Travel Enc 19,196.86 19,196.86 2,099.00 512020-Inhse Trng/Onlin Crs 25,354.00 25,354.00 3,995.00 512030-Pf Licenses 9,500.00 9,500.00 0.00 512040-Pf Membership 15,750.00 15,750.00 1,065.00 512050-Rg Confs/Sems 14,000.00 14,000.00 3,390.00 512060-Subs & Pbcations 625.00 625.00 512090-Travel-Lodging Meals 7,356.63 7,356.63 17,126.00 512100-Routine Mileage 16,150.00 16,150.00 1,149.68 512110-Travel Mileage 4,375.00 4,375.00 112.56 513069-Dept Meals / Food 300.00 299.00 Page 59 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 530025-SBITA Principal Exp 190,000.00 190,000.00 116 Veterans Services Result 913,481.08 1,119,126.97 484,992.43 500050-Sal-Reg Emp 583,006.00 721,937.00 314,153.62 500065-ParentLve-Non-POPS 1,340.80 500070-Sal-Temp Emp 1,091.00 1,091.00 0.00 502010-Overtime DO NOT USE 7,399.00 0.00 502014-Overtime non-POPS 7,399.00 5,221.82 502017-ExtraHoursPaidNonPOP 1,052.47 503010-Longvty Pay-All Emps 4,535.00 4,535.00 3,534.72 506010-FICA Tax-OASDI 36,953.00 45,566.00 19,527.46 506020-FICA Tax-Mdcr 8,644.00 10,659.00 4,566.92 506030-Med Ins Benefit 121,310.00 148,268.00 59,062.00 506040-Life Ins Benefit 891.00 1,089.00 447.20 506055-Ret Contribut-GASB68 105,200.00 129,723.00 57,347.87 506060-Workers Comp 956.00 1,261.00 518.08 510050-Clothing & Uniforms 681.74 681.74 31.74 510070-CmpEqp & Peripherals 1,050.06 510080-Custodial Sup&Eqp 90.47 510100-Electrical Sup&Eqp 50.79 510110-Food & Groceries 45.49 45.49 45.49 510140-Hdw Sup&Eqp 0.00 510200-Ofc Eqp 10.19 510220-Ofc Sup 3,355.41 3,355.41 629.48 510240-Oth Sup&Eqp 117.19 117.19 117.19 510260-Safety Sup&Eqp 88.36 510900-Prompt Pay Interest 6.02 511130-Case Mgmt Sv 5,710.25 1,410.25 5,135.25 511640-Rent-EDP Eqp/Sfw 4,300.00 4,296.15 511700-Cell(Air) Time Usage 5,457.00 5,457.00 3,154.22 511875-Info Retrieval Svs 4,900.00 4,900.00 512010-Travel Enc 302.00 302.00 0.00 512020-Inhse Trng/Onlin Crs 1,201.00 512040-Pf Membership 2,258.00 2,258.00 2,100.00 512050-Rg Confs/Sems 2,121.00 2,592.00 512060-Subs & Pbcations 1,660.00 1,660.00 512090-Travel-Lodging Meals 16,475.00 19,606.89 512100-Routine Mileage 38.00 538.00 213.06 512110-Travel Mileage 375.00 375.00 513010-BackgrndCkSV 0.00 117 Historical Commission Result 50,868.67 50,868.67 42,043.68 510060-Comm Sup&Eqp 345.00 345.00 510240-Oth Sup&Eqp 9,600.00 7,750.00 511890-Oth Cslt Sv 37,500.00 37,500.00 511900-Oth Sv 3,123.67 3,973.67 3,973.67 512050-Rg Confs/Sems 200.00 1,200.00 570.01 512090-Travel-Lodging Meals 100.00 100.00 519880-County Contr to Grts 37,500.00 0.00 0.00 119 County Attorney Result 30,561,641.96 32,815,064.29 14,429,031.42 500010-Sal-Elctd/Apptd Ofcl 214,581.00 225,311.00 103,266.68 500050-Sal-Reg Emp 20,207,571.00 21,786,626.33 9,054,279.14 500055-RegShtDf-NonExNonPOP 8,736.00 720.00 500060-Sal-Term Pay Reg Emp 73,056.21 500065-ParentLve-Non-POPS 97,588.00 500070-Sal-Temp Emp 73,496.00 85,113.90 7,873.80 501010-Sal-POPS 873,509.00 920,388.00 443,705.48 502013-Overtime POPS 0.00 502014-Overtime non-POPS (440.40) 503010-Longvty Pay-All Emps 142,351.00 142,351.00 67,349.52 503020-Longvty Pay-Prs 133,028.00 133,028.00 61,040.00 503030-TCLEOSE Pay 17,400.00 17,400.00 7,150.00 503050-Bilingual Pay 7,500.00 79,500.00 35,812.50 504010-Sal Savings-Reg Emp (540,233.00) (540,233.00) 504030-Vacant Slots-Med Ins (257,515.00) (257,515.00) 504040-FICA Tax Savings (41,328.00) (41,328.00) 504050-Retmt Savings (60,571.00) (60,571.00) 506010-FICA Tax-OASDI 1,326,485.00 1,426,262.71 585,981.40 506020-FICA Tax-Mdcr 314,217.00 339,301.46 140,135.62 506030-Med Ins Benefit 3,194,493.00 3,300,054.88 1,421,904.50 506040-Life Ins Benefit 23,565.00 24,340.72 10,686.00 506050-Retmt Contribution (5,040.58) 506055-Ret Contribut-GASB68 3,824,648.00 4,129,834.30 1,758,728.97 506060-Workers Comp 50,449.00 54,329.88 22,703.34 510020-Books 58,683.55 58,683.55 23,769.95 510030-Bldg Mnt Sup&Eqp 119.00 119.00 510050-Clothing & Uniforms 824.34 824.34 787.04 Page 60 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510060-Comm Sup&Eqp 7,744.00 7,744.00 428.37 510070-CmpEqp & Peripherals 6,158.30 6,158.30 16,434.43 510080-Custodial Sup&Eqp 109.44 109.44 311.01 510100-Electrical Sup&Eqp 89.78 89.78 586.87 510110-Food & Groceries 255.08 510140-Hdw Sup&Eqp 1,258.00 1,258.00 209.71 510150-Institutional Eqp 234.26 510170-Laboratory Sup&Eqp 2.39 510180-Law Enf Sup&Eqp 1,165.00 1,165.00 (388.07) 510200-Ofc Eqp 145,017.84 91,012.14 1,278.64 510210-Ofc Furn 46,729.12 46,574.32 34,417.05 510220-Ofc Sup 21,537.52 24,975.52 13,557.73 510240-Oth Sup&Eqp 1,155.00 1,155.00 1,496.11 510260-Safety Sup&Eqp 95.37 510280-Rd & Hwy Sup&Eqp 76.00 76.00 510310-Software 53,269.00 42,035.00 510320-Textile & Linen Sup 410.89 510900-Prompt Pay Interest 72.11 510990-Procurement Shipping 12.50 12.50 115.38 511270-Notary Sv 3,002.00 3,002.00 639.00 511280-Oth Legal Sv 12,447.96 12,447.96 12,447.96 511485-Cable TV Service 1,600.00 765.40 511550-Hdw/Sfw Mnt 27,292.00 29,292.00 1,798.30 511640-Rent-EDP Eqp/Sfw 1,500.00 7,845.40 511670-Rent-Oth Mach & Eqp 568.00 568.00 511671-Cloud based subs svc 2,530.00 511700-Cell(Air) Time Usage 1,789.00 1,789.00 3,044.63 511710-Cell Allowance 15.00 511810-Hdw/Sfw Install Sv 43,675.00 43,675.00 43,675.00 511840-Lab Services 950.00 250.00 570.00 511850-IntrprtnTrnsltnSvOth 32,400.00 42,400.00 7,965.56 511860-Invstgtv Sv 3,960.00 3,960.00 511875-Info Retrieval Svs 48,387.24 64,148.44 129,204.97 511890-Oth Cslt Sv 60,000.00 60,000.00 511900-Oth Sv 52,172.00 50,572.00 18.00 511910-Printing Sv 107.31 512010-Travel Enc 51,911.04 51,911.04 23,133.38 512020-Inhse Trng/Onlin Crs 1,456.32 512030-Pf Licenses 19,757.00 21,270.00 320.00 512040-Pf Membership 13,311.00 15,161.00 18,058.59 512050-Rg Confs/Sems 98,508.00 111,133.00 31,818.80 512070-Trng Mat/Books 4,385.00 7,541.00 512090-Travel-Lodging Meals 134,720.00 120,701.00 22,509.97 512100-Routine Mileage 11,588.00 12,181.45 2,009.82 512110-Travel Mileage 289.44 289.44 8,121.20 512120-Travel YE Accrual (9,936.11) (9,936.11) (9,936.11) 514030-Ct Costs 5,320.00 5,320.00 2,439.58 514130-Ct Transcripts 12,685.00 12,685.00 2,073.84 514170-Intrprtn/TrnsltnSvCt 18,000.00 18,000.00 8,055.00 514260-Witness Exps 5,915.00 5,915.00 300.00 519880-County Contr to Grts 50,951.00 235.00 590122-Trfr to Pf Prs Fd 70,000.00 70,000.00 70,000.00 120 County Clerk Result 19,391,669.38 19,929,648.44 8,787,522.34 500010-Sal-Elctd/Apptd Ofcl 159,344.00 167,311.00 76,684.63 500050-Sal-Reg Emp 9,831,394.00 10,215,262.00 3,796,161.97 500060-Sal-Term Pay Reg Emp 38,196.24 500065-ParentLve-Non-POPS 32,407.52 500070-Sal-Temp Emp 2,131,497.00 2,188,210.00 1,531,285.61 500071-Non-Tax Earn-TempEmp 5,200.00 501010-Sal-POPS 967.90 502013-Overtime POPS 75,000.00 84,600.00 51,018.16 502014-Overtime non-POPS 148,313.00 155,729.00 86,148.32 502016-ExtraHoursPaid-POPS 3,105.30 502017-ExtraHoursPaidNonPOP 4,401.81 503010-Longvty Pay-All Emps 59,871.00 59,871.00 23,581.68 503050-Bilingual Pay 24,000.00 11,375.00 504010-Sal Savings-Reg Emp (126,950.00) (126,950.00) 504030-Vacant Slots-Med Ins (52,888.00) (52,888.00) 504040-FICA Tax Savings (9,712.00) (9,712.00) 504050-Retmt Savings (18,928.00) (18,928.00) 506010-FICA Tax-OASDI 747,556.00 765,895.00 315,328.73 506020-FICA Tax-Mdcr 177,874.00 179,136.00 73,744.83 506030-Med Ins Benefit 2,162,282.00 2,162,282.00 815,142.88 506040-Life Ins Benefit 15,881.00 15,881.00 6,410.56 506050-Retmt Contribution (12,474.18) Page 61 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506055-Ret Contribut-GASB68 1,800,106.00 1,883,038.00 730,213.26 506060-Workers Comp 28,414.00 25,943.00 9,573.76 510050-Clothing & Uniforms 213.45 510060-Comm Sup&Eqp 135.00 135.00 1,576.43 510070-CmpEqp & Peripherals 47,166.34 46,851.34 65,488.42 510080-Custodial Sup&Eqp 180.00 180.00 255.18 510100-Electrical Sup&Eqp 3,700.00 0.00 875.30 510110-Food & Groceries (10,000.00) 8,882.42 510120-Fuel 5,725.00 10,725.00 3,994.31 510140-Hdw Sup&Eqp 2,234.40 3,700.00 819.05 510150-Institutional Eqp 59.16 0.00 2,394.00 510180-Law Enf Sup&Eqp 405.00 405.00 510190-Med/Dental Sup&Eqp 90.00 90.00 54.34 510200-Ofc Eqp 394,568.63 357,790.37 9,228.83 510210-Ofc Furn 15,252.38 14,711.88 28,456.98 510220-Ofc Sup 233,362.45 341,226.20 285,283.21 510240-Oth Sup&Eqp 1,265.26 510260-Safety Sup&Eqp 369.31 510310-Software 17,174.00 17,174.00 17,080.00 510320-Textile & Linen Sup 536.71 510330-Tfc Ctrl/Sg Sup&Eqp 177.90 510360-Industrial Sup&Eqp 780.36 510900-Prompt Pay Interest 215.82 510990-Procurement Shipping 8,421.56 14,654.75 1,212.40 511270-Notary Sv 99.50 511430-Workforce Dev 13,180.00 511460-Electric Util 372.00 371.54 511485-Cable TV Service 3,400.00 1,471.79 511540-Furn&OfcEqpReprs&Mnt 1,595.40 511550-Hdw/Sfw Mnt 675,319.00 310,619.00 380.00 511620-Oth Eqp Reprs&Mnt 63,239.00 60,321.20 297.50 511630-Rent-Bldg & Land 25,000.00 25,000.00 511640-Rent-EDP Eqp/Sfw 1,343.00 26,343.00 110,862.59 511650-Rent-Ofc Eqp 200.00 198.00 511660-Rent-Polling Places 104,660.00 174,660.00 44,772.93 511670-Rent-Oth Mach & Eqp 98,248.86 122,820.99 46,169.26 511671-Cloud based subs svc 2,279.00 2,279.00 198,823.54 511680-Adv/Pbc Notifictn Sv 68,321.37 88,321.37 43,195.36 511700-Cell(Air) Time Usage 121,440.00 151,440.00 41,501.34 511710-Cell Allowance 1,662.75 511730-Postal/Frt out Sv 4,500.00 24,500.00 511810-Hdw/Sfw Install Sv 8,500.00 511850-IntrprtnTrnsltnSvOth 393.22 511870-IT Cslt 54,100.00 54,100.00 54,100.00 511875-Info Retrieval Svs 148.00 148.00 2,199.08 511890-Oth Cslt Sv 38,021.00 38,021.00 0.00 511900-Oth Sv 40,890.00 40,890.00 916.65 511910-Printing Sv 18,175.92 10,590.00 4,533.96 511940-Security Sv 7,500.00 27,500.00 511973-Cnstn Sv 2,718.00 (293.97) (293.97) 512010-Travel Enc 1,395.00 1,395.00 7,830.08 512020-Inhse Trng/Onlin Crs 32,000.00 16,261.50 512040-Pf Membership 4,598.00 4,548.00 1,197.00 512050-Rg Confs/Sems 17,111.00 17,111.00 4,105.00 512060-Subs & Pbcations 542.00 542.00 512090-Travel-Lodging Meals 31,242.00 31,197.00 2,172.99 512100-Routine Mileage 5,225.00 5,825.00 793.23 512110-Travel Mileage 688.00 688.00 385.13 513010-BackgrndCkSV 1,350.00 407.00 513030-Emp Recognition 200.00 200.00 170.20 513069-Dept Meals / Food 10,000.00 4,398.80 520020-CapOut-Autos 30,515.00 30,515.00 30,515.00 520160-CapOut-Ofc Eqp 116,722.31 116,722.31 116,722.31 121 District Clerk Result 12,678,892.29 14,244,543.27 5,963,304.46 500010-Sal-Elctd/Apptd Ofcl 159,344.00 167,312.00 76,684.63 500050-Sal-Reg Emp 7,779,482.00 8,737,911.00 3,621,800.87 500055-RegShtDf-NonExNonPOP 13,104.00 621.00 500060-Sal-Term Pay Reg Emp 13,023.24 500065-ParentLve-Non-POPS 11,628.16 500070-Sal-Temp Emp 16,885.00 90,534.00 16,903.04 502011-OTShtDfNonExNonPOPS 13.50 502014-Overtime non-POPS 26,475.00 57,483.00 30,237.35 502017-ExtraHoursPaidNonPOP 3,828.48 503010-Longvty Pay-All Emps 63,759.00 63,759.00 20,596.40 503050-Bilingual Pay 31,500.00 14,500.00 Page 62 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 504010-Sal Savings-Reg Emp (114,753.00) (114,753.00) 504030-Vacant Slots-Med Ins (52,499.00) (52,499.00) 504040-FICA Tax Savings (8,779.00) (8,779.00) 504050-Retmt Savings (17,109.00) (17,109.00) 506010-FICA Tax-OASDI 496,375.00 565,549.00 228,229.73 506020-FICA Tax-Mdcr 116,095.00 132,277.00 53,376.32 506030-Med Ins Benefit 1,671,380.00 1,811,224.00 770,909.00 506040-Life Ins Benefit 12,278.00 13,306.00 5,896.00 506055-Ret Contribut-GASB68 1,413,058.00 1,609,978.00 671,865.73 506060-Workers Comp 12,807.00 14,799.00 6,080.10 510050-Clothing & Uniforms 9.49 510060-Comm Sup&Eqp 7,250.00 4,590.00 49.84 510070-CmpEqp & Peripherals 6,141.11 50,765.54 56,981.74 510080-Custodial Sup&Eqp 300.38 510100-Electrical Sup&Eqp 15.29 510140-Hdw Sup&Eqp 157.00 157.00 263.10 510170-Laboratory Sup&Eqp 0.49 510190-Med/Dental Sup&Eqp 180.00 180.00 95.97 510200-Ofc Eqp 97,067.88 81,439.70 5,557.56 510210-Ofc Furn 392.49 392.49 9,115.29 510220-Ofc Sup 3,262.00 5,356.00 38,871.99 510240-Oth Sup&Eqp 415.57 510260-Safety Sup&Eqp 181.47 510310-Software 21,933.00 24,970.60 2,200.00 510360-Industrial Sup&Eqp 630.00 510900-Prompt Pay Interest 12.51 510990-Procurement Shipping 243.31 145.00 509.59 511540-Furn&OfcEqpReprs&Mnt 0.00 511550-Hdw/Sfw Mnt 3,000.00 3,000.00 456.00 511620-Oth Eqp Reprs&Mnt 195.00 195.00 511640-Rent-EDP Eqp/Sfw 1,966.96 1,966.96 3,365.91 511670-Rent-Oth Mach & Eqp 345.00 2,961.00 1,368.00 511671-Cloud based subs svc 173.00 511700-Cell(Air) Time Usage 331.08 3,463.48 3,265.80 511710-Cell Allowance 2,737.50 1,650.00 511810-Hdw/Sfw Install Sv 520.00 511860-Invstgtv Sv 20.00 10.00 511870-IT Cslt 16,668.40 17,417.20 511875-Info Retrieval Svs 5,623.80 2,343.25 511900-Oth Sv 10,000.00 8,917.33 1.05 511910-Printing Sv 15.00 512010-Travel Enc 7,036.46 7,036.46 12,516.42 512020-Inhse Trng/Onlin Crs 290.00 512040-Pf Membership 398.00 398.00 755.50 512050-Rg Confs/Sems 17,794.00 17,794.00 2,540.00 512060-Subs & Pbcations 225.00 225.00 70.50 512070-Trng Mat/Books 8,375.00 512090-Travel-Lodging Meals 10,220.00 10,220.00 10,629.10 512100-Routine Mileage 375.00 375.00 322.00 512110-Travel Mileage 2,429.90 512120-Travel YE Accrual (362.00) (362.00) (362.00) 513010-BackgrndCkSV 38.01 513030-Emp Recognition 200.00 200.00 120.00 514160-Grand Jury Fees 106,749.00 224,028.00 14,446.00 514210-Petit Jury Fees 763,994.00 646,715.00 227,416.00 515420-Srty Bnds-All Ofcls 355.00 142.00 520050-CapOut-Cmp Eqp 45,000.00 0.00 122 Civil Courts Result 13,339,972.29 13,829,319.65 6,020,157.84 500010-Sal-Elctd/Apptd Ofcl 594,400.00 594,400.00 268,683.26 500050-Sal-Reg Emp 7,261,188.00 7,476,765.92 3,202,896.73 500060-Sal-Term Pay Reg Emp 0.00 40,720.73 500070-Sal-Temp Emp 73,379.00 73,379.00 500090-Sal-Associate Judges 600,400.00 750,500.00 306,454.33 503010-Longvty Pay-All Emps 59,713.00 59,713.00 30,322.11 503050-Bilingual Pay 10,500.00 5,562.50 504010-Sal Savings-Reg Emp (107,123.00) (107,123.00) 504030-Vacant Slots-Med Ins (67,976.00) (67,976.00) 504040-FICA Tax Savings (8,195.00) (8,195.00) 504050-Retmt Savings (15,972.00) (15,972.00) 506010-FICA Tax-OASDI 528,982.00 552,035.60 228,489.35 506020-FICA Tax-Mdcr 124,336.00 129,798.62 54,021.31 506030-Med Ins Benefit 1,273,750.00 1,296,187.80 632,702.00 506040-Life Ins Benefit 9,654.00 9,819.00 4,319.20 506055-Ret Contribut-GASB68 1,513,499.00 1,579,894.61 679,659.58 506060-Workers Comp 13,718.00 14,373.10 6,171.96 Page 63 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510030-Bldg Mnt Sup&Eqp 28.34 28.34 28.34 510050-Clothing & Uniforms 1,778.95 1,759.45 2,426.88 510060-Comm Sup&Eqp 3,600.00 3,600.00 38.39 510070-CmpEqp & Peripherals 125,534.00 125,534.00 110,019.87 510080-Custodial Sup&Eqp 89.74 89.74 187.49 510100-Electrical Sup&Eqp 29.00 29.00 29.00 510110-Food & Groceries 97.02 97.02 894.41 510140-Hdw Sup&Eqp 358,034.99 358,034.99 116.50 510150-Institutional Eqp 1,073.49 510160-Kitchen Sup&Eqp 360.00 360.00 510190-Med/Dental Sup&Eqp 58.69 58.69 58.69 510200-Ofc Eqp 52,890.18 52,877.79 3,647.49 510210-Ofc Furn 7,067.73 6,897.38 7,949.01 510220-Ofc Sup 11,549.01 9,356.01 16,273.55 510240-Oth Sup&Eqp 1,710.58 1,710.58 402.98 510260-Safety Sup&Eqp 149.98 510310-Software 17,462.00 13,140.34 510320-Textile & Linen Sup 88.10 88.10 129.10 510900-Prompt Pay Interest 14.26 510990-Procurement Shipping 211.68 511270-Notary Sv 499.00 499.00 284.00 511550-Hdw/Sfw Mnt 284,287.00 264,356.16 58,380.00 511630-Rent-Bldg & Land 6,633.22 6,633.22 0.00 511640-Rent-EDP Eqp/Sfw 3,474.00 44,301.80 511670-Rent-Oth Mach & Eqp 336.00 336.00 5,396.00 511671-Cloud based subs svc 778.50 63,847.66 511700-Cell(Air) Time Usage 2,280.89 720.00 19,500.00 511710-Cell Allowance 362.00 362.00 511730-Postal/Frt out Sv 500.00 500.00 511870-IT Cslt 471,732.84 491,732.84 195,119.84 511875-Info Retrieval Svs 3,490.00 3,490.00 511880-Laundry Sv 150.00 150.00 511900-Oth Sv 15,000.00 15,000.00 511910-Printing Sv 44.00 512010-Travel Enc 303.30 303.30 4,862.04 512020-Inhse Trng/Onlin Crs 425.00 512030-Pf Licenses 8,794.00 8,794.00 9,152.28 512040-Pf Membership 6,877.00 6,877.00 5,640.00 512050-Rg Confs/Sems 29,150.00 29,150.00 2,847.30 512060-Subs & Pbcations 10,837.00 9,780.45 512090-Travel-Lodging Meals 62,473.23 62,473.23 6,083.08 512100-Routine Mileage 1,838.00 1,838.00 512110-Travel Mileage 297.48 297.48 608.28 513030-Emp Recognition 12.39 12.39 123 District Attorney Result 33,163,444.38 35,433,157.21 15,779,413.45 500010-Sal-Elctd/Apptd Ofcl 75,579.00 86,358.00 39,558.31 500050-Sal-Reg Emp 20,515,801.00 22,166,075.00 9,385,112.69 500055-RegShtDf-NonExNonPOP 8,736.00 500060-Sal-Term Pay Reg Emp 173,465.24 500065-ParentLve-Non-POPS 137,061.52 500070-Sal-Temp Emp 229,521.00 229,521.00 32,201.60 501010-Sal-POPS 1,958,068.00 2,047,537.00 896,558.19 501020-Sal-TermPay POPS 1,267.52 502013-Overtime POPS 102,669.00 107,802.00 1,119.79 502014-Overtime non-POPS 505.38 502016-ExtraHoursPaid-POPS 898.67 502017-ExtraHoursPaidNonPOP 1,196.62 503010-Longvty Pay-All Emps 150,789.00 150,789.00 76,714.20 503020-Longvty Pay-Prs 275,000.00 275,000.00 75,520.00 503030-TCLEOSE Pay 33,600.00 33,600.00 14,350.00 503050-Bilingual Pay 6,000.00 6,000.00 4,312.50 503070-Suppl Sal-CAPSODAPSO 958.24 504010-Sal Savings-Reg Emp (452,742.00) (452,742.00) 504030-Vacant Slots-Med Ins (119,943.00) (119,943.00) 504040-FICA Tax Savings (34,636.00) (34,636.00) 504050-Retmt Savings (67,504.00) (67,504.00) 506010-FICA Tax-OASDI 1,426,169.00 1,530,645.00 637,824.71 506020-FICA Tax-Mdcr 338,533.00 364,363.00 152,900.83 506030-Med Ins Benefit 3,261,886.00 3,371,403.00 1,453,269.18 506040-Life Ins Benefit 24,455.00 25,260.00 11,346.60 506050-Retmt Contribution (2,599.99) 506055-Ret Contribut-GASB68 4,120,757.00 4,434,871.00 1,908,939.31 506060-Workers Comp 70,787.00 75,535.00 32,111.90 510020-Books 200.00 1,663.00 89.04 510030-Bldg Mnt Sup&Eqp 8.82 Page 64 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510050-Clothing & Uniforms 52.81 52.81 52.81 510060-Comm Sup&Eqp 2,655.00 2,655.00 510070-CmpEqp & Peripherals 6,756.21 510080-Custodial Sup&Eqp 337.00 337.00 510100-Electrical Sup&Eqp 270.00 270.00 510110-Food & Groceries 261.24 510140-Hdw Sup&Eqp 1,145.86 1,143.73 50.31 510150-Institutional Eqp 59.00 510180-Law Enf Sup&Eqp 1,755.00 1,755.00 180.48 510200-Ofc Eqp 27,246.00 27,246.00 13.78 510210-Ofc Furn 12,651.00 9,851.00 3,051.51 510220-Ofc Sup 31,159.49 31,854.24 13,891.81 510240-Oth Sup&Eqp 31.17 31.17 256.49 510260-Safety Sup&Eqp 4,985.00 4,985.00 5,056.94 510270-Recreational Sup&Eqp 5,973.00 5,973.00 510310-Software 462.00 462.00 483.49 510320-Textile & Linen Sup 72.99 0.00 0.00 510900-Prompt Pay Interest 1,320.02 510990-Procurement Shipping 0.00 511070-Psych Sv 2,000.00 2,000.00 511270-Notary Sv 1,695.00 1,695.00 511485-Cable TV Service 2,800.00 1,151.87 511520-Auto Reprs&Mnt 994.50 511530-Bldg Reprs&Mnt 300.00 511550-Hdw/Sfw Mnt 56,638.80 56,638.80 246.40 511630-Rent-Bldg & Land 2,000.00 2,000.00 1,500.00 511671-Cloud based subs svc 0.00 0.00 33,764.25 511680-Adv/Pbc Notifictn Sv 1,000.00 1,000.00 511730-Postal/Frt out Sv 0.00 0.00 113.55 511810-Hdw/Sfw Install Sv 320.00 511840-Lab Services 85,850.00 85,850.00 12,727.50 511850-IntrprtnTrnsltnSvOth 70,929.00 70,929.00 115,530.48 511860-Invstgtv Sv 3,000.00 3,000.00 511870-IT Cslt 250,000.00 250,000.00 250,000.00 511875-Info Retrieval Svs 20,396.10 20,396.10 27,353.15 511890-Oth Cslt Sv 6,112.50 6,112.50 10,432.50 511900-Oth Sv 43,499.35 43,499.35 52,868.36 511910-Printing Sv 24,303.00 24,303.00 511940-Security Sv 0.00 511950-TmpPrsSv-ClrMgrlExec 2,000.00 2,000.00 0.00 511973-Cnstn Sv 0.00 512010-Travel Enc 3,390.05 3,390.05 25,687.13 512020-Inhse Trng/Onlin Crs 2,478.20 512030-Pf Licenses 20,434.00 22,154.00 (160.00) 512040-Pf Membership 9,761.00 9,761.00 150.00 512050-Rg Confs/Sems 50,235.00 54,224.00 5,485.00 512060-Subs & Pbcations 76,996.32 16,361.48 1,478.32 512090-Travel-Lodging Meals 35,159.00 38,773.00 12,277.79 512100-Routine Mileage 1,814.00 1,814.00 203.64 512110-Travel Mileage 4,750.00 4,750.00 893.92 512120-Travel YE Accrual (2,777.06) (2,777.06) (2,777.06) 513060-Pre-Empt Testing 0.00 514030-Ct Costs 2,901.00 2,901.00 417.02 514130-Ct Transcripts 47,925.00 47,925.00 18,427.24 514140-Expert Wtns Testimny 135,875.00 135,875.00 61,804.99 514150-Extraditn Rel Travel 92,000.00 71,754.04 31,465.90 514170-Intrprtn/TrnsltnSvCt 250.00 514190-Med Exams-Victims 1,500.00 1,500.00 514230-Sub Ct Reporter Chrg 2,000.00 17,307.00 1,188.00 514240-Transcript Exps 5,500.00 5,500.00 514260-Witness Exps 80,875.00 80,875.00 46,715.84 530023-Lease Principal Exp 21,897.00 21,897.00 124 Criminal Courts Result 11,503,814.41 13,408,502.41 5,862,901.25 500010-Sal-Elctd/Apptd Ofcl 1,389,200.00 1,389,200.00 632,866.63 500050-Sal-Reg Emp 6,115,433.00 7,008,302.00 2,925,056.12 500060-Sal-Term Pay Reg Emp 20,629.18 500065-ParentLve-Non-POPS 40,433.60 500070-Sal-Temp Emp 9,526.00 9,526.00 500090-Sal-Associate Judges 147,888.00 637,926.00 156,354.25 502014-Overtime non-POPS 0.00 502017-ExtraHoursPaidNonPOP 139.52 503010-Longvty Pay-All Emps 67,193.00 67,193.00 35,574.48 503050-Bilingual Pay 13,500.00 5,937.50 504010-Sal Savings-Reg Emp (44,990.00) (44,990.00) 504030-Vacant Slots-Med Ins (80,802.00) (80,802.00) Page 65 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 504040-FICA Tax Savings (3,442.00) (3,442.00) 504050-Retmt Savings (4,396.00) (4,396.00) 506010-FICA Tax-OASDI 475,695.00 561,836.00 228,108.82 506020-FICA Tax-Mdcr 112,078.00 132,327.00 53,933.83 506030-Med Ins Benefit 1,152,444.00 1,283,862.00 575,689.50 506040-Life Ins Benefit 8,465.00 9,431.00 4,106.40 506055-Ret Contribut-GASB68 1,364,217.00 1,610,684.00 673,602.26 506060-Workers Comp 12,363.00 14,928.00 6,113.51 510020-Books 500.00 500.00 1,020.00 510030-Bldg Mnt Sup&Eqp 180.00 180.00 510050-Clothing & Uniforms 1,057.00 1,057.00 2,310.78 510060-Comm Sup&Eqp 3,063.88 3,063.88 359.88 510070-CmpEqp & Peripherals 148,400.00 145,125.00 81,613.76 510080-Custodial Sup&Eqp 9.12 510100-Electrical Sup&Eqp 90.00 90.00 21.95 510110-Food & Groceries 1,890.00 1,890.00 879.56 510140-Hdw Sup&Eqp 225.00 225.00 51.86 510150-Institutional Eqp 54.57 510160-Kitchen Sup&Eqp 90.00 90.00 43.52 510170-Laboratory Sup&Eqp 1,147.00 1,147.00 472.50 510190-Med/Dental Sup&Eqp 675.00 675.00 37.42 510200-Ofc Eqp 167,774.15 152,434.15 108,645.34 510210-Ofc Furn 3,313.36 3,313.36 4,443.65 510220-Ofc Sup 11,863.92 9,488.92 14,489.94 510240-Oth Sup&Eqp 540.00 540.00 430.51 510260-Safety Sup&Eqp 25.66 510270-Recreational Sup&Eqp 1,283.06 510310-Software 6,322.00 6,322.00 500.00 510320-Textile & Linen Sup 129.78 510360-Industrial Sup&Eqp 41.39 510900-Prompt Pay Interest 1,437.55 510990-Procurement Shipping 9,458.31 9,458.31 3,491.81 511270-Notary Sv 621.00 621.00 142.00 511350-Gifts 548.00 511370-Non Emp Edu Sv 184.00 184.00 184.00 511485-Cable TV Service 16,000.00 7,890.90 511540-Furn&OfcEqpReprs&Mnt 598.33 598.33 598.33 511550-Hdw/Sfw Mnt 101,768.65 101,768.65 73,636.25 511640-Rent-EDP Eqp/Sfw 10,923.64 511670-Rent-Oth Mach & Eqp 700.00 700.00 456.00 511671-Cloud based subs svc 111,356.00 111,356.00 63,363.30 511700-Cell(Air) Time Usage 2,652.65 5,752.65 5,752.65 511710-Cell Allowance 1,800.00 1,800.00 915.00 511810-Hdw/Sfw Install Sv 69,675.00 71,875.00 67,075.00 511870-IT Cslt 8,600.00 9,225.00 10,820.00 511880-Laundry Sv 1,252.00 1,252.00 625.00 511890-Oth Cslt Sv 11,125.00 11,575.00 7,550.00 511900-Oth Sv 151.00 151.00 511910-Printing Sv 155.00 511960-Uniform Rental Sv 55.00 55.00 512010-Travel Enc 2,778.95 2,778.95 4,509.42 512020-Inhse Trng/Onlin Crs 761.76 512030-Pf Licenses 6,287.00 6,287.00 409.52 512040-Pf Membership 9,625.00 12,875.00 6,999.00 512050-Rg Confs/Sems 32,457.00 38,957.00 2,064.00 512060-Subs & Pbcations 1,313.00 3,913.00 512070-Trng Mat/Books 3,250.00 512090-Travel-Lodging Meals 49,802.00 53,052.00 2,363.06 512110-Travel Mileage 1,241.84 512120-Travel YE Accrual (149.00) (149.00) (149.00) 513030-Emp Recognition 240.00 27.16 520070-CapOut-Edu/Comm Eqp 11,420.58 11,420.58 11,420.58 522020-CpOtMt-Bldgs 2,279.63 2,279.63 2,279.63 125 Probate Courts Result 4,983,691.08 4,202,692.90 2,219,528.97 500010-Sal-Elctd/Apptd Ofcl 393,400.00 393,400.00 180,308.26 500050-Sal-Reg Emp 1,435,109.00 1,504,993.00 670,758.13 500060-Sal-Term Pay Reg Emp 6,670.71 500070-Sal-Temp Emp 80,794.00 80,794.00 12,017.91 500090-Sal-Associate Judges 300,200.00 300,200.00 137,591.74 503010-Longvty Pay-All Emps 15,542.00 15,542.00 6,070.32 503050-Bilingual Pay 3,000.00 1,375.00 506010-FICA Tax-OASDI 135,615.00 140,131.00 58,022.06 506020-FICA Tax-Mdcr 32,725.00 33,784.00 14,278.30 506030-Med Ins Benefit 269,577.00 269,577.00 131,319.50 506040-Life Ins Benefit 2,083.00 2,083.00 886.40 Page 66 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506055-Ret Contribut-GASB68 398,330.00 411,193.00 179,076.68 506060-Workers Comp 3,613.00 3,907.00 1,625.60 510070-CmpEqp & Peripherals 14.09 0.00 262.21 510080-Custodial Sup&Eqp 43.73 510140-Hdw Sup&Eqp 40.97 510150-Institutional Eqp 134.99 510190-Med/Dental Sup&Eqp 55.19 510200-Ofc Eqp 40,000.00 39,020.90 138.42 510210-Ofc Furn 600.00 600.00 510220-Ofc Sup 8.99 0.00 4,576.72 510240-Oth Sup&Eqp 275.53 510360-Industrial Sup&Eqp 69.99 510900-Prompt Pay Interest 20.32 510990-Procurement Shipping 73.96 511130-Case Mgmt Sv 1,599,345.00 727,824.00 727,824.00 511270-Notary Sv 95.56 511550-Hdw/Sfw Mnt 4,900.00 4,900.00 400.00 511640-Rent-EDP Eqp/Sfw 1,000.00 1,000.00 435.00 511670-Rent-Oth Mach & Eqp 1,330.00 511700-Cell(Air) Time Usage 456.72 511875-Info Retrieval Svs 3,091.00 3,000.00 1,099.54 512010-Travel Enc 4,505.10 512020-Inhse Trng/Onlin Crs 360.00 512030-Pf Licenses 3,125.00 3,125.00 4,208.46 512040-Pf Membership 2,382.00 2,382.00 945.00 512050-Rg Confs/Sems 5,863.00 5,863.00 650.00 512090-Travel-Lodging Meals 6,575.00 6,575.00 453.15 512100-Routine Mileage 19,738.00 19,738.00 4,956.48 512110-Travel Mileage 158.20 514010-Ad Litems 19,178.65 514030-Ct Costs 167,539.00 167,539.00 2,401.00 514170-Intrprtn/TrnsltnSvCt 1,388.47 514200-Mtl Hlh Attys 12,250.00 514220-Special Masters 21,525.00 514230-Sub Ct Reporter Chrg 34,040.00 34,040.00 2,016.00 514249-VisitingJdgesCtctFee 16,862.00 16,862.00 514250-VisitingJdgesExpReim 120.00 120.00 517010-Aptns Public Entitie 1,900.00 1,900.00 (2,400.00) 590124-Trfr to ProbJudFeeFd 9,600.00 9,600.00 9,600.00 126 Justice of the Peace Pct1 Result 1,859,574.59 1,951,585.59 870,951.29 500010-Sal-Elctd/Apptd Ofcl 145,624.00 152,590.00 69,938.00 500050-Sal-Reg Emp 924,021.00 970,224.00 357,592.53 500060-Sal-Term Pay Reg Emp 17,701.88 502014-Overtime non-POPS 4,826.00 5,067.00 1,130.58 502017-ExtraHoursPaidNonPOP 750.55 503010-Longvty Pay-All Emps 8,300.00 8,300.00 2,520.00 503105-Temp Salary Pay 4,129.18 506010-FICA Tax-OASDI 67,130.00 70,443.00 27,270.18 506020-FICA Tax-Mdcr 15,703.00 16,476.00 6,377.68 506030-Med Ins Benefit 229,141.00 229,141.00 87,533.00 506040-Life Ins Benefit 1,685.00 1,685.00 630.40 506055-Ret Contribut-GASB68 191,110.00 200,538.00 79,982.04 506060-Workers Comp 1,733.00 1,820.00 725.10 510050-Clothing & Uniforms 41.37 510070-CmpEqp & Peripherals 7,902.47 7,902.47 80.76 510080-Custodial Sup&Eqp 135.00 135.00 41.90 510140-Hdw Sup&Eqp 52.17 52.17 67.16 510190-Med/Dental Sup&Eqp 90.00 90.00 510200-Ofc Eqp 6,096.54 6,096.54 455.20 510210-Ofc Furn 750.00 750.00 510220-Ofc Sup 4,410.71 4,410.71 2,085.79 510240-Oth Sup&Eqp 23.60 510900-Prompt Pay Interest 23.51 510990-Procurement Shipping 9.95 511270-Notary Sv 355.00 355.00 71.00 511485-Cable TV Service 2,880.00 2,880.00 69.48 511570-RadiosTVCommReprsMnt 564.34 511670-Rent-Oth Mach & Eqp 2,151.00 2,151.00 389.00 511700-Cell(Air) Time Usage 640.00 640.00 346.06 511730-Postal/Frt out Sv 38.14 38.14 38.14 511760-AgDues & Memberships 575.00 575.00 70.00 511850-IntrprtnTrnsltnSvOth 4,826.00 4,826.00 1,129.95 511855-Omni Services 2,522.00 2,522.00 385.58 512010-Travel Enc 4,162.97 4,162.97 0.00 512050-Rg Confs/Sems 11,074.00 11,074.00 1,752.50 Page 67 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512060-Subs & Pbcations 173.00 173.00 512090-Travel-Lodging Meals 6,280.00 6,280.00 4,346.14 512110-Travel Mileage 3,000.00 3,000.00 298.67 513030-Emp Recognition 1,016.59 1,016.59 316.59 514249-VisitingJdgesCtctFee 31,171.00 56,171.00 22,063.48 590152-Trfr to JuvCaseMgr 180,000.00 180,000.00 180,000.00 127 Justice of the Peace Pct2 Result 3,040,804.78 3,209,133.78 1,474,910.87 500010-Sal-Elctd/Apptd Ofcl 139,324.00 146,290.00 67,050.50 500050-Sal-Reg Emp 1,754,328.00 1,842,046.00 829,065.32 500060-Sal-Term Pay Reg Emp 1,465.49 500065-ParentLve-Non-POPS 1,034.00 503010-Longvty Pay-All Emps 17,181.00 17,181.00 6,810.00 503050-Bilingual Pay 19,500.00 8,875.00 506010-FICA Tax-OASDI 118,471.00 125,554.00 54,594.85 506020-FICA Tax-Mdcr 27,711.00 29,368.00 12,768.16 506030-Med Ins Benefit 404,366.00 404,366.00 176,314.00 506040-Life Ins Benefit 2,972.00 2,972.00 1,424.00 506055-Ret Contribut-GASB68 337,258.00 357,411.00 161,162.95 506060-Workers Comp 3,064.00 3,316.00 1,462.24 510050-Clothing & Uniforms 240.00 510070-CmpEqp & Peripherals 169.99 169.99 693.79 510200-Ofc Eqp 9,312.00 6,291.00 171.00 510210-Ofc Furn 1,960.00 1,960.00 1,851.10 510220-Ofc Sup 64.84 5,285.84 230.75 510240-Oth Sup&Eqp 74.97 74.97 74.97 510900-Prompt Pay Interest 12.76 510990-Procurement Shipping 53.00 511270-Notary Sv 100.00 100.00 511485-Cable TV Service 800.00 349.72 511540-Furn&OfcEqpReprs&Mnt 40.00 40.00 40.00 511670-Rent-Oth Mach & Eqp 200.00 200.00 278.34 511700-Cell(Air) Time Usage 2,680.00 2,680.00 481.96 511850-IntrprtnTrnsltnSvOth 20,681.98 20,681.98 360.16 511855-Omni Services 15,057.00 15,057.00 3,856.59 511875-Info Retrieval Svs 679.73 512010-Travel Enc 2,536.22 512020-Inhse Trng/Onlin Crs 370.00 370.00 512030-Pf Licenses 41.00 41.00 70.00 512050-Rg Confs/Sems 6,402.00 4,402.00 512090-Travel-Lodging Meals 12,149.00 10,779.00 514249-VisitingJdgesCtctFee 70,197.00 95,197.00 43,534.27 590152-Trfr to JuvCaseMgr 97,000.00 97,000.00 97,000.00 128 Justice of the Peace Pct3 Result 2,212,896.96 2,325,626.34 889,259.14 500010-Sal-Elctd/Apptd Ofcl 139,324.00 146,290.00 67,050.50 500050-Sal-Reg Emp 1,294,911.00 1,357,890.00 510,909.40 500060-Sal-Term Pay Reg Emp 1,928.98 502014-Overtime non-POPS 1,967.11 502017-ExtraHoursPaidNonPOP 40.73 503010-Longvty Pay-All Emps 6,266.00 6,266.00 3,576.48 503050-Bilingual Pay 9,000.00 4,125.00 506010-FICA Tax-OASDI 89,312.00 94,205.00 35,546.26 506020-FICA Tax-Mdcr 20,888.00 22,037.00 8,313.24 506030-Med Ins Benefit 310,014.00 310,014.00 101,339.00 506040-Life Ins Benefit 2,377.00 2,377.00 920.00 506055-Ret Contribut-GASB68 254,249.00 268,186.00 103,891.94 506060-Workers Comp 2,305.00 2,488.00 942.32 510050-Clothing & Uniforms 900.00 900.00 510060-Comm Sup&Eqp 1,000.00 1,000.00 510070-CmpEqp & Peripherals 1,000.00 1,000.00 2,761.01 510080-Custodial Sup&Eqp 56.14 510110-Food & Groceries 2,871.00 1,850.00 1,476.00 510190-Med/Dental Sup&Eqp 44.49 510200-Ofc Eqp 6,815.00 6,815.00 37.99 510210-Ofc Furn 3,665.00 3,665.00 510220-Ofc Sup 280.28 510240-Oth Sup&Eqp 19.99 19.99 0.00 510310-Software 359.85 359.85 359.85 510900-Prompt Pay Interest 2.72 510990-Procurement Shipping 498.10 424.00 79.84 511550-Hdw/Sfw Mnt 1,070.50 1,070.50 70.50 511650-Rent-Ofc Eqp 262.00 200.00 128.00 511700-Cell(Air) Time Usage 2,670.52 2,450.00 2,100.00 511730-Postal/Frt out Sv 160.00 160.00 511850-IntrprtnTrnsltnSvOth 14,700.00 14,700.00 2,339.80 511855-Omni Services 8,662.00 8,662.00 2,616.50 Page 68 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511870-IT Cslt 2,500.00 2,500.00 2,500.00 512010-Travel Enc 6,605.82 512020-Inhse Trng/Onlin Crs 185.00 185.00 1,035.00 512030-Pf Licenses 1,088.00 1,088.00 512040-Pf Membership 1,200.00 1,200.00 300.00 512050-Rg Confs/Sems 9,245.00 9,245.00 449.00 512060-Subs & Pbcations 450.00 450.00 512090-Travel-Lodging Meals 5,159.00 5,159.00 2,118.40 512100-Routine Mileage 999.00 999.00 512110-Travel Mileage 278.60 513010-BackgrndCkSV 200.00 200.00 514249-VisitingJdgesCtctFee 27,571.00 42,571.00 23,068.24 129 Justice of the Peace Pct4 Result 1,802,153.00 1,909,798.00 888,590.20 500010-Sal-Elctd/Apptd Ofcl 145,624.00 152,590.00 69,938.00 500050-Sal-Reg Emp 1,012,284.00 1,060,536.00 471,084.82 500060-Sal-Term Pay Reg Emp 25,422.77 502014-Overtime non-POPS 759.28 502017-ExtraHoursPaidNonPOP 303.86 503010-Longvty Pay-All Emps 9,880.00 9,880.00 2,725.92 503050-Bilingual Pay 10,500.00 5,125.00 506010-FICA Tax-OASDI 72,404.00 76,527.00 34,508.06 506020-FICA Tax-Mdcr 16,936.00 17,902.00 8,070.41 506030-Med Ins Benefit 256,099.00 256,099.00 116,890.50 506040-Life Ins Benefit 1,885.00 1,885.00 876.00 506055-Ret Contribut-GASB68 206,112.00 217,843.00 101,716.57 506060-Workers Comp 1,872.00 1,979.00 922.72 510050-Clothing & Uniforms 540.00 540.00 510070-CmpEqp & Peripherals 4,726.00 4,726.00 950.00 510080-Custodial Sup&Eqp 40.28 510100-Electrical Sup&Eqp 71.69 510110-Food & Groceries 0.00 510140-Hdw Sup&Eqp 18.00 18.00 510200-Ofc Eqp 14,540.00 14,540.00 11,447.61 510220-Ofc Sup 100.00 100.00 256.49 510900-Prompt Pay Interest 0.91 510990-Procurement Shipping 381.91 511270-Notary Sv 180.00 180.00 511485-Cable TV Service 880.00 880.00 439.90 511670-Rent-Oth Mach & Eqp 432.00 432.00 456.00 511730-Postal/Frt out Sv 582.00 582.00 511810-Hdw/Sfw Install Sv 7,200.00 7,200.00 7,500.00 511850-IntrprtnTrnsltnSvOth 10,600.00 10,500.00 871.90 511855-Omni Services 4,297.00 4,297.00 812.85 511880-Laundry Sv 75.00 75.00 75.00 512010-Travel Enc 6,222.88 512020-Inhse Trng/Onlin Crs 25.00 512030-Pf Licenses 260.00 260.00 512040-Pf Membership 164.00 164.00 70.00 512050-Rg Confs/Sems 5,079.00 5,079.00 512090-Travel-Lodging Meals 1,376.00 1,376.00 512100-Routine Mileage 438.00 446.00 307.57 512110-Travel Mileage 1,179.00 1,171.00 513010-BackgrndCkSV 100.00 61.26 514249-VisitingJdgesCtctFee 26,391.00 51,391.00 20,255.04 130 Justice of the Peace Pct5 Result 1,774,310.09 1,892,915.09 809,908.13 500010-Sal-Elctd/Apptd Ofcl 139,324.00 146,290.00 73,146.00 500050-Sal-Reg Emp 990,327.00 1,059,892.00 433,447.31 500060-Sal-Term Pay Reg Emp 3,995.02 500065-ParentLve-Non-POPS 7,688.80 502014-Overtime non-POPS 2,939.00 3,086.00 0.00 503010-Longvty Pay-All Emps 8,110.00 8,110.00 5,556.96 503050-Bilingual Pay 9,000.00 4,125.00 506010-FICA Tax-OASDI 70,724.00 76,085.00 31,208.17 506020-FICA Tax-Mdcr 16,540.00 17,796.00 7,298.70 506030-Med Ins Benefit 242,620.00 242,620.00 112,621.00 506040-Life Ins Benefit 1,785.00 1,785.00 784.00 506055-Ret Contribut-GASB68 201,335.00 212,619.00 93,062.76 506060-Workers Comp 1,828.00 1,967.00 844.28 510060-Comm Sup&Eqp 81.00 81.00 510070-CmpEqp & Peripherals 207.15 510080-Custodial Sup&Eqp 56.14 510100-Electrical Sup&Eqp 70.38 70.38 70.38 510140-Hdw Sup&Eqp 5.89 510200-Ofc Eqp 11,260.00 11,260.00 372.38 510220-Ofc Sup 36.71 36.71 1,728.36 Page 69 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510900-Prompt Pay Interest 7.37 510990-Procurement Shipping 5.00 0.00 0.00 511270-Notary Sv 71.00 71.00 511670-Rent-Oth Mach & Eqp 90.00 (18.00) 210.00 511850-IntrprtnTrnsltnSvOth 15,850.00 15,800.00 2,101.48 511855-Omni Services 3,060.00 3,060.00 434.72 512010-Travel Enc 1,295.50 512020-Inhse Trng/Onlin Crs 150.00 512040-Pf Membership 424.00 424.00 80.21 512050-Rg Confs/Sems 3,570.00 3,570.00 150.00 512060-Subs & Pbcations 147.00 147.00 512090-Travel-Lodging Meals 2,017.00 2,017.00 240.36 512110-Travel Mileage 291.20 513010-BackgrndCkSV 25.00 10.21 513030-Emp Recognition 25.00 24.14 514249-VisitingJdgesCtctFee 62,096.00 77,096.00 28,694.64 131 Constable Pct1 Result 3,518,579.23 3,647,248.84 1,350,282.47 500010-Sal-Elctd/Apptd Ofcl 127,266.00 133,630.00 61,247.12 500050-Sal-Reg Emp 402,790.00 421,267.00 149,404.99 500060-Sal-Term Pay Reg Emp 1,113.06 501010-Sal-POPS 1,708,904.00 1,782,279.00 632,459.00 501020-Sal-TermPay POPS 3,533.42 501035-ParentLeave-POPS 16,594.64 502013-Overtime POPS 86,382.00 90,701.00 13,310.51 502014-Overtime non-POPS 1,155.80 502016-ExtraHoursPaid-POPS 2,715.46 502017-ExtraHoursPaidNonPOP 189.33 503010-Longvty Pay-All Emps 15,761.00 15,761.00 8,112.06 503030-TCLEOSE Pay 21,000.00 21,000.00 9,700.00 503040-Field Trng Pay 4,800.00 4,800.00 2,200.00 503050-Bilingual Pay 1,500.00 1,500.00 1,375.00 503060-Civ Process Cert Pay 10,500.00 10,500.00 4,125.00 506010-FICA Tax-OASDI 144,996.00 151,356.00 54,397.47 506020-FICA Tax-Mdcr 33,914.00 35,402.00 12,722.05 506030-Med Ins Benefit 377,408.00 377,408.00 143,373.00 506040-Life Ins Benefit 2,773.00 2,773.00 1,032.00 506050-Retmt Contribution 0.00 506055-Ret Contribut-GASB68 412,764.00 430,862.00 159,907.53 506060-Workers Comp 30,613.00 32,058.00 11,800.55 510050-Clothing & Uniforms 12,350.09 11,909.81 5,430.38 510060-Comm Sup&Eqp 1,151.00 1,151.00 71.00 510080-Custodial Sup&Eqp 57.99 510100-Electrical Sup&Eqp 376.18 376.18 376.18 510140-Hdw Sup&Eqp 180.00 180.00 510180-Law Enf Sup&Eqp 43,804.98 42,819.98 6,384.63 510190-Med/Dental Sup&Eqp 270.00 270.00 510200-Ofc Eqp 10,238.00 9,758.00 510220-Ofc Sup 1,602.98 1,594.03 715.86 510240-Oth Sup&Eqp 12.69 12.69 12.69 510280-Rd & Hwy Sup&Eqp 326.00 326.00 510900-Prompt Pay Interest 43.65 510990-Procurement Shipping 18.95 18.95 377.96 511270-Notary Sv 342.00 342.00 511485-Cable TV Service 1,245.00 1,036.67 511570-RadiosTVCommReprsMnt 471.95 471.95 471.95 511670-Rent-Oth Mach & Eqp 525.00 525.00 190.00 511700-Cell(Air) Time Usage 24,667.22 24,667.22 11,925.06 511875-Info Retrieval Svs 13,022.19 13,022.19 16,784.49 511890-Oth Cslt Sv 13.19 511900-Oth Sv 8,204.00 6,826.84 522.00 511910-Printing Sv 152.12 512010-Travel Enc 2,982.50 512020-Inhse Trng/Onlin Crs 150.00 512040-Pf Membership 206.00 206.00 390.00 512050-Rg Confs/Sems 3,908.00 3,908.00 300.00 512060-Subs & Pbcations 377.00 377.00 512090-Travel-Lodging Meals 3,949.00 3,949.00 512100-Routine Mileage 26.00 26.00 513030-Emp Recognition 51.98 513060-Pre-Empt Testing 200.00 200.00 519040-Licenses & Permits 10.00 10.00 520160-CapOut-Ofc Eqp 10,969.00 11,759.00 11,374.18 132 Constable Pct2 Result 5,958,461.38 6,105,189.74 2,693,500.24 500010-Sal-Elctd/Apptd Ofcl 127,266.00 133,630.00 61,247.12 500050-Sal-Reg Emp 997,396.00 1,047,074.00 462,980.65 Page 70 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 500060-Sal-Term Pay Reg Emp 14,198.40 500070-Sal-Temp Emp 9,268.00 501010-Sal-POPS 2,452,065.00 2,519,020.00 1,028,695.34 501020-Sal-TermPay POPS 10,077.43 502013-Overtime POPS 5,918.00 6,214.00 3,619.04 502014-Overtime non-POPS 3,425.80 502016-ExtraHoursPaid-POPS 1,078.46 502017-ExtraHoursPaidNonPOP 262.96 503010-Longvty Pay-All Emps 21,448.00 21,448.00 7,883.04 503030-TCLEOSE Pay 29,300.00 29,300.00 12,725.00 503040-Field Trng Pay 9,600.00 9,600.00 3,300.00 503050-Bilingual Pay 6,000.00 9,000.00 4,312.50 503060-Civ Process Cert Pay 29,400.00 29,400.00 7,187.50 506010-FICA Tax-OASDI 228,030.00 235,863.00 97,942.67 506020-FICA Tax-Mdcr 53,338.00 55,169.00 22,905.85 506030-Med Ins Benefit 646,986.00 640,246.00 283,494.50 506040-Life Ins Benefit 4,754.00 4,704.00 2,076.00 506055-Ret Contribut-GASB68 649,237.00 671,526.00 287,374.44 506060-Workers Comp 42,835.00 44,525.00 18,279.34 510030-Bldg Mnt Sup&Eqp 0.00 (3,000.00) 0.00 510050-Clothing & Uniforms 36,796.69 36,796.69 26,548.70 510060-Comm Sup&Eqp 43,119.80 40,263.42 3,376.19 510070-CmpEqp & Peripherals 2,859.33 510080-Custodial Sup&Eqp 2,218.00 2,218.00 2,218.00 510100-Electrical Sup&Eqp 726.14 510140-Hdw Sup&Eqp 841.00 841.00 73.46 510180-Law Enf Sup&Eqp 95,913.91 67,585.36 51,596.12 510190-Med/Dental Sup&Eqp 840.56 599.48 667.48 510200-Ofc Eqp 25,462.00 24,939.00 877.54 510210-Ofc Furn 1,529.16 1,529.16 13,104.90 510220-Ofc Sup 800.99 800.99 2,193.71 510240-Oth Sup&Eqp 625.25 510260-Safety Sup&Eqp 5,242.50 5,242.50 5,261.79 510270-Recreational Sup&Eqp 465.00 465.00 465.00 510900-Prompt Pay Interest 8.76 510990-Procurement Shipping 637.63 637.63 1,314.08 511120-Oth Med Sv 404.00 511270-Notary Sv 428.00 428.00 511485-Cable TV Service 2,240.00 847.51 511630-Rent-Bldg & Land 188,871.00 188,871.00 511640-Rent-EDP Eqp/Sfw 1,496.25 511670-Rent-Oth Mach & Eqp 2,690.00 2,690.00 511671-Cloud based subs svc 2,794.05 1,219.05 511700-Cell(Air) Time Usage 31,109.28 30,799.00 12,482.79 511875-Info Retrieval Svs 11,313.26 511890-Oth Cslt Sv 250.00 511900-Oth Sv 15,417.00 15,417.00 510.00 512010-Travel Enc 554.00 554.00 2,210.00 512020-Inhse Trng/Onlin Crs 129.00 129.00 2,190.76 512030-Pf Licenses 70.00 512040-Pf Membership 574.00 574.00 433.00 512050-Rg Confs/Sems 22,483.00 22,483.00 5,107.44 512060-Subs & Pbcations 1,211.00 1,211.00 120.00 512090-Travel-Lodging Meals 3,866.00 3,866.00 2,788.61 512100-Routine Mileage 300.00 435.00 430.14 512110-Travel Mileage 565.48 513030-Emp Recognition 23.00 800.00 513040-Emp Recruitment Exps 25,196.00 25,196.00 25,196.00 513060-Pre-Empt Testing 777.00 777.00 515320-Gen Ins Prem 250.00 250.00 520070-CapOut-Edu/Comm Eqp 119,286.00 119,286.00 119,286.00 520090-CapOut-ElectricalEqp 18,644.00 18,644.00 18,644.00 520140-CapOut-Law Enf Eqp 9,235.86 9,235.86 9,235.86 530024-Fin Purch Prin Exp 23,649.60 23,649.60 133 Constable Pct3 Result 3,873,524.37 4,018,482.04 1,799,182.97 500010-Sal-Elctd/Apptd Ofcl 127,266.00 133,629.00 61,247.12 500050-Sal-Reg Emp 735,455.00 771,976.00 342,024.18 500060-Sal-Term Pay Reg Emp 6,533.28 501010-Sal-POPS 1,622,822.00 1,687,993.00 664,395.37 501020-Sal-TermPay POPS 1,037.17 502013-Overtime POPS 5,000.00 5,250.00 25,955.34 502014-Overtime non-POPS 1,180.73 502016-ExtraHoursPaid-POPS 8,289.63 502017-ExtraHoursPaidNonPOP 101.55 503010-Longvty Pay-All Emps 14,290.00 14,290.00 5,865.68 Page 71 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 503030-TCLEOSE Pay 30,600.00 30,600.00 11,100.00 503040-Field Trng Pay 7,200.00 7,200.00 2,200.00 503050-Bilingual Pay 4,500.00 12,000.00 4,812.50 503060-Civ Process Cert Pay 6,000.00 6,000.00 2,062.50 506010-FICA Tax-OASDI 158,296.00 165,481.00 67,404.99 506020-FICA Tax-Mdcr 37,022.00 38,703.00 15,764.11 506030-Med Ins Benefit 417,845.00 417,845.00 179,065.00 506040-Life Ins Benefit 3,069.00 3,069.00 1,339.20 506050-Retmt Contribution (450.11) 506055-Ret Contribut-GASB68 450,629.00 471,067.00 200,858.25 506060-Workers Comp 29,258.00 30,693.00 12,490.61 510050-Clothing & Uniforms 3,385.62 3,045.85 1,325.70 510060-Comm Sup&Eqp 3,930.00 3,680.00 510070-CmpEqp & Peripherals 7.19 510100-Electrical Sup&Eqp 17.19 510110-Food & Groceries 160.16 2,617.62 1,717.62 510140-Hdw Sup&Eqp 37.98 510180-Law Enf Sup&Eqp 49,184.00 28,822.49 16,233.99 510200-Ofc Eqp 2,700.00 2,700.00 38.92 510220-Ofc Sup 2,386.00 2,386.00 944.48 510240-Oth Sup&Eqp 128.92 510900-Prompt Pay Interest 86.09 510990-Procurement Shipping 16.75 511270-Notary Sv 426.00 366.00 511640-Rent-EDP Eqp/Sfw 2,457.65 2,457.65 511670-Rent-Oth Mach & Eqp 2,500.00 0.00 511671-Cloud based subs svc 0.00 0.00 511700-Cell(Air) Time Usage 24,862.64 23,185.78 23,055.78 511710-Cell Allowance 165.00 511730-Postal/Frt out Sv 5.50 5.50 5.50 511875-Info Retrieval Svs 16,480.25 20,140.50 20,140.42 511890-Oth Cslt Sv 86,666.63 86,666.63 86,666.63 511900-Oth Sv 1,265.00 1,265.00 1,500.00 511910-Printing Sv 10.75 512010-Travel Enc 7,289.17 7,289.17 0.00 512020-Inhse Trng/Onlin Crs 150.00 512040-Pf Membership 150.00 150.00 115.00 512050-Rg Confs/Sems 12,670.00 11,412.35 6,610.00 512090-Travel-Lodging Meals 9,914.59 8,714.59 5,595.47 512110-Travel Mileage 296.81 296.81 1,403.65 513030-Emp Recognition 60.00 51.09 530024-Fin Purch Prin Exp 17,424.10 17,424.10 134 Constable Pct4 Result 4,065,077.51 4,288,183.93 1,935,312.05 500010-Sal-Elctd/Apptd Ofcl 127,266.00 133,630.00 61,247.12 500050-Sal-Reg Emp 601,313.00 631,530.00 290,825.92 501010-Sal-POPS 1,919,251.00 2,046,491.00 876,018.52 501035-ParentLeave-POPS 24,594.10 502013-Overtime POPS 11,239.00 11,801.00 4,321.36 502014-Overtime non-POPS 0.00 502016-ExtraHoursPaid-POPS 3,094.46 503010-Longvty Pay-All Emps 20,505.00 20,505.00 7,773.12 503030-TCLEOSE Pay 19,800.00 19,800.00 9,350.00 503040-Field Trng Pay 7,200.00 7,200.00 3,300.00 503050-Bilingual Pay 15,000.00 21,000.00 9,625.00 503060-Civ Process Cert Pay 10,500.00 10,500.00 4,312.50 506010-FICA Tax-OASDI 169,387.00 179,996.00 77,204.26 506020-FICA Tax-Mdcr 39,618.00 42,101.00 18,055.85 506030-Med Ins Benefit 444,803.00 451,543.00 234,011.50 506040-Life Ins Benefit 3,269.00 3,319.00 1,560.00 506050-Retmt Contribution (469.47) 506055-Ret Contribut-GASB68 482,212.00 512,414.00 228,650.65 506060-Workers Comp 33,927.00 36,377.00 15,884.65 510010-Arcrft&Boat Sup&Eqp (17,543.18) 510030-Bldg Mnt Sup&Eqp 109.00 510050-Clothing & Uniforms 27,252.98 27,252.98 4,880.93 510060-Comm Sup&Eqp 915.00 915.00 510070-CmpEqp & Peripherals 768.90 510080-Custodial Sup&Eqp 450.00 450.00 238.15 510100-Electrical Sup&Eqp 200.35 510110-Food & Groceries 828.00 828.00 510140-Hdw Sup&Eqp 180.00 180.00 47.97 510180-Law Enf Sup&Eqp 52,539.00 34,358.92 7,661.07 510190-Med/Dental Sup&Eqp 949.00 949.00 510200-Ofc Eqp 3,175.00 3,175.00 52.97 510210-Ofc Furn 720.00 720.00 5,411.68 Page 72 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510220-Ofc Sup 6,398.00 6,398.00 2,817.69 510240-Oth Sup&Eqp 113.02 510260-Safety Sup&Eqp 169.94 510270-Recreational Sup&Eqp 85.52 510900-Prompt Pay Interest 121.57 510990-Procurement Shipping 0.00 0.00 364.57 511485-Cable TV Service 1,560.00 789.42 511700-Cell(Air) Time Usage 27,756.53 28,003.11 10,537.41 511860-Invstgtv Sv 1,500.00 1,500.00 511870-IT Cslt 6,409.00 6,409.00 511875-Info Retrieval Svs 2,066.00 2,066.00 8,312.93 511900-Oth Sv 7,600.00 7,600.00 512010-Travel Enc 14,259.00 14,259.00 4,734.54 512020-Inhse Trng/Onlin Crs 488.00 488.00 15.00 512040-Pf Membership 1,046.00 1,046.00 115.00 512050-Rg Confs/Sems 3,793.00 3,793.00 2,344.00 512060-Subs & Pbcations 728.00 728.00 512090-Travel-Lodging Meals 750.00 750.00 899.88 512120-Travel YE Accrual (15.00) (15.00) (15.00) 515420-Srty Bnds-All Ofcls 71.00 71.00 530024-Fin Purch Prin Exp 34,035.10 15,105.00 135 Constable Pct5 Result 7,480,637.64 7,770,622.92 3,390,027.63 500010-Sal-Elctd/Apptd Ofcl 127,266.00 133,629.00 61,247.12 500050-Sal-Reg Emp 1,603,383.00 1,680,873.00 726,128.76 500070-Sal-Temp Emp 18,868.00 18,868.00 501010-Sal-POPS 3,083,824.00 3,220,085.00 1,311,740.49 502013-Overtime POPS 106,339.00 111,656.00 46,181.70 502014-Overtime non-POPS 22,880.00 24,024.00 326.82 502016-ExtraHoursPaid-POPS 21,487.05 502017-ExtraHoursPaidNonPOP 568.22 503010-Longvty Pay-All Emps 46,900.00 46,900.00 22,877.04 503030-TCLEOSE Pay 48,000.00 48,000.00 17,775.00 503040-Field Trng Pay 12,000.00 12,000.00 4,400.00 503050-Bilingual Pay 16,500.00 16,500.00 5,500.00 503060-Civ Process Cert Pay 33,000.00 33,000.00 10,312.50 504010-Sal Savings-Reg Emp (84,737.00) (84,737.00) 504030-Vacant Slots-Med Ins (10,053.00) (10,053.00) 504040-FICA Tax Savings (6,482.00) (6,482.00) 504050-Retmt Savings (12,634.00) (12,634.00) 506010-FICA Tax-OASDI 317,374.00 331,424.00 131,472.36 506020-FICA Tax-Mdcr 74,228.00 77,517.00 30,747.54 506030-Med Ins Benefit 835,690.00 835,690.00 412,650.00 506040-Life Ins Benefit 6,138.00 6,138.00 2,784.00 506050-Retmt Contribution (111.33) 506055-Ret Contribut-GASB68 903,497.00 943,485.00 394,143.89 506060-Workers Comp 56,183.00 58,845.00 23,884.82 510030-Bldg Mnt Sup&Eqp 72.00 72.00 510050-Clothing & Uniforms 20,475.57 20,475.57 17,924.84 510060-Comm Sup&Eqp 1,290.00 1,290.00 90.78 510070-CmpEqp & Peripherals 7,730.00 7,730.00 1,214.36 510080-Custodial Sup&Eqp 450.00 450.00 171.22 510140-Hdw Sup&Eqp 1,040.00 1,040.00 104.65 510150-Institutional Eqp 292.00 292.00 510180-Law Enf Sup&Eqp 79,396.40 47,571.86 14,271.00 510190-Med/Dental Sup&Eqp 553.00 553.00 29.99 510200-Ofc Eqp 6,793.00 6,793.00 92.48 510210-Ofc Furn 3,196.03 3,196.03 3,196.03 510220-Ofc Sup 22,105.88 22,105.88 9,025.30 510240-Oth Sup&Eqp 1,350.00 1,350.00 183.40 510330-Tfc Ctrl/Sg Sup&Eqp 1,401.60 1,401.60 1,401.60 510900-Prompt Pay Interest 3.32 510990-Procurement Shipping 19.33 19.33 32.33 511485-Cable TV Service 1,761.00 1,761.00 917.72 511620-Oth Eqp Reprs&Mnt 1,070.00 1,070.00 511640-Rent-EDP Eqp/Sfw 498.00 511670-Rent-Oth Mach & Eqp 3,306.00 3,306.00 511671-Cloud based subs svc 6,375.00 6,375.00 511700-Cell(Air) Time Usage 38,633.51 38,633.51 37,633.51 511710-Cell Allowance 2,520.00 2,520.00 1,155.00 511730-Postal/Frt out Sv 500.00 500.00 78.19 511875-Info Retrieval Svs 18,242.15 18,242.15 12,965.37 511900-Oth Sv 1,190.00 1,190.00 511973-Cnstn Sv 11,411.02 11,411.02 11,411.02 512010-Travel Enc 6,784.15 6,784.15 755.00 512020-Inhse Trng/Onlin Crs 0.00 2,106.26 3,596.08 Page 73 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512040-Pf Membership 2,672.00 2,672.00 4,015.00 512050-Rg Confs/Sems 13,380.00 13,380.00 1,922.00 512060-Subs & Pbcations 2,750.00 2,750.00 1,375.00 512090-Travel-Lodging Meals 24,200.00 24,200.00 9,834.83 512100-Routine Mileage 591.00 591.00 512110-Travel Mileage 255.94 513030-Emp Recognition 163.08 513040-Emp Recruitment Exps 1,200.00 513060-Pre-Empt Testing 530.00 4,005.27 730.32 515420-Srty Bnds-All Ofcls 393.00 393.00 530024-Fin Purch Prin Exp 29,664.29 29,664.29 137 Sheriff Result 269,165,551.13 259,331,941.05 123,674,132.98 500010-Sal-Elctd/Apptd Ofcl 185,532.00 194,809.00 89,287.44 500050-Sal-Reg Emp 41,388,354.00 41,186,475.02 16,039,599.11 500055-RegShtDf-NonExNonPOP 899,452.00 1,077,778.73 238,903.83 500058-RetentionPay-NonPOPS 212,000.00 500060-Sal-Term Pay Reg Emp 143,831.49 500065-ParentLve-Non-POPS 28,874.98 500070-Sal-Temp Emp 45,900.00 45,900.00 69,039.28 501010-Sal-POPS 102,341,722.00 96,049,385.68 28,723,047.85 501015-RegShtDf-NonExPOPs 1,449,007.00 1,604,445.67 349,937.43 501018-Retention Pay-POPS 1,060,000.00 501020-Sal-TermPay POPS 323,179.96 501035-ParentLeave-POPS 268,835.32 502011-OTShtDfNonExNonPOPS 74,491.00 93,113.00 34,993.37 502012-OTShtDfNonExPOPS 90,828.01 502013-Overtime POPS 5,068,340.00 3,190,453.43 6,456,275.10 502014-Overtime non-POPS 1,241,858.37 502016-ExtraHoursPaid-POPS 790,111.87 502017-ExtraHoursPaidNonPOP 172,620.77 503010-Longvty Pay-All Emps 1,201,527.00 1,202,284.32 499,708.66 503030-TCLEOSE Pay 939,600.00 940,700.22 410,575.00 503031-Telecomm 911 Pay 38,400.00 38,400.00 17,225.00 503040-Field Trng Pay 264,000.00 264,000.00 106,500.00 503045-Peace Off LicensePay 55,125.00 503050-Bilingual Pay 255,000.00 313,500.00 145,489.62 503100-Referral Pay 17,250.00 503105-Temp Salary Pay 2,042.72 504010-Sal Savings-Reg Emp (2,337,425.00) (2,337,425.00) 504030-Vacant Slots-Med Ins (1,021,718.00) (1,021,718.00) 504040-FICA Tax Savings (161,040.00) (161,040.00) 504050-Retmt Savings (185,569.00) (185,569.00) 506010-FICA Tax-OASDI 9,534,793.00 9,155,716.20 3,480,893.83 506020-FICA Tax-Mdcr 2,235,207.00 2,143,820.46 823,071.08 506030-Med Ins Benefit 24,889,780.00 22,714,833.69 8,245,596.28 506040-Life Ins Benefit 182,817.00 167,069.66 58,189.04 506050-Retmt Contribution (46,196.13) (2,474,988.27) 506055-Ret Contribut-GASB68 27,207,722.00 26,091,946.86 12,786,999.86 506060-Workers Comp 1,916,545.00 1,826,683.26 680,814.08 510010-Arcrft&Boat Sup&Eqp 6,144.00 6,144.00 1,377.49 510020-Books 26,345.00 26,581.62 510030-Bldg Mnt Sup&Eqp 1,371,770.35 1,736,229.00 1,566,077.79 510040-Chemical Sup&Eqp 10,800.00 10,800.00 213.84 510050-Clothing & Uniforms 453,777.67 459,013.72 410,764.32 510060-Comm Sup&Eqp 165,619.00 181,083.25 39,459.40 510070-CmpEqp & Peripherals 105,718.34 105,718.34 129,918.77 510080-Custodial Sup&Eqp 149,516.39 189,496.00 33,481.25 510090-Drug & Pharm Sup 2,009,529.84 1,970,386.71 790,266.77 510100-Electrical Sup&Eqp 76,866.64 76,866.64 24,824.93 510110-Food & Groceries 3,561,256.34 3,695,115.94 3,695,062.43 510120-Fuel 2,701.90 43,201.90 40,564.65 510130-Grndkpg Sup&Eqp 11,997.00 11,997.00 219.00 510140-Hdw Sup&Eqp 64,732.66 64,690.85 50,611.76 510150-Institutional Eqp 31,681.45 31,681.45 13,766.74 510160-Kitchen Sup&Eqp 22,500.00 22,500.00 61,630.41 510170-Laboratory Sup&Eqp 9,900.00 9,900.00 288.06 510180-Law Enf Sup&Eqp 2,065,227.89 3,518,112.64 3,477,290.38 510190-Med/Dental Sup&Eqp 475,879.41 473,262.38 422,524.92 510200-Ofc Eqp 139,452.67 139,092.68 9,701.19 510210-Ofc Furn 153,938.39 153,778.49 153,158.44 510220-Ofc Sup 4,309.51 9,032.82 76,774.59 510240-Oth Sup&Eqp 208,437.87 (31,601.23) 88,235.03 510250-Paint Sup&Eqp 28,866.69 22,230.00 1,209.37 510260-Safety Sup&Eqp 55,812.90 69,521.46 117,567.63 510270-Recreational Sup&Eqp 65,002.65 64,765.35 67,980.81 Page 74 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510280-Rd & Hwy Sup&Eqp 900.00 900.00 510300-Rd Mat-NonAsphaltc 900.00 900.00 510310-Software 79,703.00 45,122.00 139,319.50 510320-Textile & Linen Sup 155,416.00 150,385.46 6,378.40 510330-Tfc Ctrl/Sg Sup&Eqp 1,068.00 510340-Vehicle Sup&Eqp 1,239.00 1,239.00 3,974.14 510350-Vet/Livestck Sup&Eqp 24,650.00 24,650.00 11,430.22 510360-Industrial Sup&Eqp 1,140.16 1,137.98 11,426.76 510400-Material Purchased 10,462.20 10,462.20 61,370.11 510401-Material Used 556,463.24 510402-Material Scrap/Diff (4,215.29) 510497-Material Reimburse (33,810.58) 510900-Prompt Pay Interest 5,348.33 510990-Procurement Shipping 3,564.13 3,668.84 16,498.47 511010-Counseling Sv 185,000.00 309,472.20 157,972.90 511020-Dental Sv 125,617.04 125,617.04 113,295.70 511040-Nursing Sv 119,598.00 780,710.24 605,404.52 511050-Pharmacist Sv 47,328.00 47,328.00 25,156.95 511060-Physician Sv 110,000.00 110,000.00 60,000.00 511070-Psych Sv 2,555,345.00 2,055,345.00 1,869,373.02 511080-Psychological Sv 92,340.00 511110-Veterinary Sv 12,000.00 12,000.00 9,553.23 511120-Oth Med Sv 3,236,455.44 3,231,381.52 606,746.02 511270-Notary Sv 4,184.00 0.00 511420-Vltr Sv Mgmt 2,000.00 2,000.00 0.00 511430-Workforce Dev 91.29 511440-Oth Social Sv 120,040.00 116,340.00 77,112.81 511460-Electric Util 2,439,682.00 2,539,682.00 629,914.05 511461-Electric Util-YEAccr (117,095.00) 511470-Oil/Gas Util 225,632.52 511471-Oil/Gas Util-YEAccr (11,970.00) 511480-Water/Sewer Util 584,592.05 511481-Water/SewerUtl-YEAcr (56,038.00) 511485-Cable TV Service 15,500.00 14,992.64 511520-Auto Reprs&Mnt 2,008.00 2,008.00 280.00 511530-Bldg Reprs&Mnt 8,321,151.46 14,939,512.04 13,659,722.28 511540-Furn&OfcEqpReprs&Mnt 2,525.00 2,525.00 225.00 511550-Hdw/Sfw Mnt 287,004.00 457,285.54 236,795.29 511570-RadiosTVCommReprsMnt 112,942.00 40,942.00 31,087.70 511610-Grounds Mnt Svc 381,998.00 315,998.00 315,998.00 511620-Oth Eqp Reprs&Mnt 165,039.19 294,543.73 289,177.68 511630-Rent-Bldg & Land 89,717.98 86,085.20 52,995.28 511640-Rent-EDP Eqp/Sfw 16,325.75 45,838.35 511670-Rent-Oth Mach & Eqp 114,728.43 92,330.88 56,197.98 511671-Cloud based subs svc 58,000.00 79,434.00 66,561.20 511680-Adv/Pbc Notifictn Sv 810,352.36 784,007.36 844,256.36 511700-Cell(Air) Time Usage 225,963.44 223,246.67 342,600.00 511710-Cell Allowance 1,000.00 1,000.00 511730-Postal/Frt out Sv 0.00 511740-Trunk Lines 5,000.00 5,000.00 511760-AgDues & Memberships 455.00 511770-Custodial Sv 2,831.03 14,981.15 49,781.69 511790-Exterminating Sv 32,740.00 32,740.00 42,548.31 511810-Hdw/Sfw Install Sv 12,000.00 12,843.57 511820-NonHz Removal 50,000.00 189,000.00 105,717.80 511830-Hz Mat Removal 1,078.00 (18,479.25) 6,066.00 511840-Lab Services 64,400.00 149,400.00 90,000.00 511850-IntrprtnTrnsltnSvOth 72,218.98 511860-Invstgtv Sv 113,569.75 27,569.75 27,011.36 511870-IT Cslt 4,259.65 7,718.65 8,107.09 511875-Info Retrieval Svs 19,070.00 45,746.00 39,950.00 511890-Oth Cslt Sv 253,369.31 265,369.31 267,623.76 511900-Oth Sv 318,717.11 687,758.59 620,751.59 511910-Printing Sv 65.00 220.50 6,984.50 511940-Security Sv 7,650.00 7,650.00 12,570.00 511950-TmpPrsSv-ClrMgrlExec 677,125.00 221,156.74 511960-Uniform Rental Sv 7,405.00 7,405.00 4,945.33 511973-Cnstn Sv 72,267.56 257,267.56 106,893.50 511980-Wt Rsc Dev Sv 740.00 512010-Travel Enc 19,543.82 19,543.82 21,994.98 512020-Inhse Trng/Onlin Crs 0.00 23,141.40 33,801.65 512030-Pf Licenses 2,250.00 10,792.00 9,530.00 512040-Pf Membership 7,355.00 7,355.00 14,178.00 512050-Rg Confs/Sems 133,236.00 128,236.00 56,291.42 512060-Subs & Pbcations 7,436.00 7,179.32 5,444.97 Page 75 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512090-Travel-Lodging Meals 97,470.00 93,970.00 59,275.88 512100-Routine Mileage 7,484.06 11,784.06 4,618.35 512110-Travel Mileage 107.20 513030-Emp Recognition 265.00 513040-Emp Recruitment Exps 5,000.00 5,000.00 513060-Pre-Empt Testing 54,400.00 205,400.00 205,135.00 513069-Dept Meals / Food 3,700.00 3,650.00 514020-Cnfdtl Informant 1,000.00 1,000.00 514150-Extraditn Rel Travel 40,568.52 60,814.48 47,736.00 514190-Med Exams-Victims 7,000.00 6,733.40 2,733.40 515330-Gen Liab Prem 658.00 658.00 515420-Srty Bnds-All Ofcls 4,184.00 4,050.00 519040-Licenses & Permits 1,750.00 9,421.68 8,071.68 519080-Oth Misc Expenditure 7,000.00 514.75 492.17 519880-County Contr to Grts 143,986.00 29,950.10 520020-CapOut-Autos 58,895.00 93,402.36 93,402.36 520040-CapOut-Bldg Mnt Eqp 243,971.56 242,186.56 223,636.78 520120-CapOut-Kitchen Eqp 25,866.05 25,866.05 25,866.05 520140-CapOut-Law Enf Eqp 3,515,000.00 27,000.00 27,000.00 520160-CapOut-Ofc Eqp 24,592.23 0.00 0.00 520180-CapOut-Oth Eqp 200,000.00 200,000.00 522020-CpOtMt-Bldgs 3,657,669.24 3,627,283.56 3,316,692.86 522030-CpOtMt-Imp Oth 268,816.74 268,388.76 277,476.26 522040-CpOtMt-Infra/Imp 12,213,600.00 5,697,090.29 1,814,274.87 530023-Lease Principal Exp 2,708.11 18,956.77 18,956.77 530025-SBITA Principal Exp 1,606,099.32 1,606,099.32 138 Medical Examiner Result 11,192,664.96 11,546,653.80 5,007,515.69 500050-Sal-Reg Emp 6,597,661.00 6,913,897.00 2,953,077.72 500055-RegShtDf-NonExNonPOP 33,800.00 40,560.00 8,810.00 500060-Sal-Term Pay Reg Emp 8,129.85 500065-ParentLve-Non-POPS 19,098.72 502011-OTShtDfNonExNonPOPS 2,975.00 3,719.00 611.58 502014-Overtime non-POPS 30,946.00 32,493.00 26,522.76 502017-ExtraHoursPaidNonPOP 2,498.91 503010-Longvty Pay-All Emps 35,977.00 35,977.00 16,390.80 503050-Bilingual Pay 1,500.00 1,625.00 504010-Sal Savings-Reg Emp (28,629.00) (28,629.00) 504030-Vacant Slots-Med Ins (32,934.00) (32,934.00) 504040-FICA Tax Savings (2,190.00) (2,190.00) 504050-Retmt Savings (4,269.00) (4,269.00) 506010-FICA Tax-OASDI 326,140.00 336,337.00 145,329.88 506020-FICA Tax-Mdcr 97,174.00 101,917.00 43,179.41 506030-Med Ins Benefit 808,732.00 808,732.00 343,801.00 506040-Life Ins Benefit 5,940.00 5,940.00 2,568.00 506055-Ret Contribut-GASB68 1,182,790.00 1,240,473.00 521,303.04 506060-Workers Comp 24,790.00 26,980.00 10,435.41 510020-Books 660.00 660.00 160.00 510030-Bldg Mnt Sup&Eqp 200.00 200.00 15.65 510040-Chemical Sup&Eqp 5,000.00 5,000.00 3,313.45 510050-Clothing & Uniforms 4,761.00 4,761.00 2,837.53 510060-Comm Sup&Eqp 1,500.00 1,085.00 510070-CmpEqp & Peripherals 9,867.00 9,867.00 6,356.58 510080-Custodial Sup&Eqp 8,372.00 8,372.00 6,732.64 510140-Hdw Sup&Eqp 200.00 200.00 89.49 510170-Laboratory Sup&Eqp 188,251.48 188,251.48 79,912.42 510180-Law Enf Sup&Eqp 10,162.90 10,162.90 3,018.47 510190-Med/Dental Sup&Eqp 162,453.00 132,831.35 50,566.04 510200-Ofc Eqp 9,448.00 9,448.00 318.51 510210-Ofc Furn 83,600.00 83,600.00 6,599.79 510220-Ofc Sup 18,298.00 18,298.00 6,742.95 510240-Oth Sup&Eqp 32,784.02 30,665.00 29,004.57 510260-Safety Sup&Eqp 103,863.00 103,863.00 89,049.38 510310-Software 5,676.00 4,980.00 0.00 510900-Prompt Pay Interest 15.67 510990-Procurement Shipping 14,311.20 14,311.20 5,219.88 511020-Dental Sv 25,000.00 25,000.00 8,905.00 511040-Nursing Sv 10,314.00 10,314.00 511060-Physician Sv 2,900.00 2,078.57 511120-Oth Med Sv 73,000.00 73,000.00 36,825.83 511270-Notary Sv 70.00 511485-Cable TV Service 3,000.00 3,000.00 1,422.17 511540-Furn&OfcEqpReprs&Mnt 2,000.00 2,000.00 511550-Hdw/Sfw Mnt 276,113.00 237,560.00 0.00 511570-RadiosTVCommReprsMnt 63.00 511620-Oth Eqp Reprs&Mnt 386,920.97 382,370.97 273,777.80 Page 76 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511670-Rent-Oth Mach & Eqp 2,000.00 2,000.00 1,112.55 511671-Cloud based subs svc 726.00 511700-Cell(Air) Time Usage 16,412.00 16,412.00 12,064.75 511730-Postal/Frt out Sv 174.55 174.55 120.64 511750-Adm Cost-IDC Post 500.00 500.00 0.00 511830-Hz Mat Removal 33,000.00 33,000.00 11,216.00 511840-Lab Services 15,000.00 15,000.00 18,535.00 511850-IntrprtnTrnsltnSvOth 103.59 511870-IT Cslt 52,900.00 52,550.00 8,847.00 511875-Info Retrieval Svs 1,057.25 511890-Oth Cslt Sv 80,000.00 80,000.00 511900-Oth Sv 363,636.00 363,636.00 155,940.00 512010-Travel Enc 28,652.24 28,652.24 0.00 512020-Inhse Trng/Onlin Crs 6,740.08 512030-Pf Licenses 4,150.00 4,150.00 1,920.07 512040-Pf Membership 26,550.00 26,550.00 23,678.75 512050-Rg Confs/Sems 30,672.00 30,672.00 12,076.15 512060-Subs & Pbcations 2,517.00 2,431.44 90.00 512090-Travel-Lodging Meals 31,083.00 31,083.00 23,218.86 512110-Travel Mileage 1,125.00 1,125.00 512120-Travel YE Accrual (13,930.40) (13,930.40) (13,930.40) 513010-BackgrndCkSV 60.00 60.00 519040-Licenses & Permits 605.00 605.00 520130-CapOut-LaboratoryEqp 29,600.50 29,600.50 139 CSCD-Adult Probation Result 464,966.00 666,175.85 347,042.31 500050-Sal-Reg Emp 258,906.00 461,511.00 253,991.81 503010-Longvty Pay-All Emps 5,400.00 5,400.00 2,640.00 503050-Bilingual Pay 1,100.00 506010-FICA Tax-OASDI 16,387.00 16,387.00 15,782.60 506020-FICA Tax-Mdcr 3,833.00 3,833.00 3,690.66 506030-Med Ins Benefit 49,827.00 49,827.00 16,433.88 506050-Retmt Contribution 22,947.33 506055-Ret Contribut-GASB68 46,651.00 46,651.00 22,484.88 506060-Workers Comp 0.00 510090-Drug & Pharm Sup 3,079.00 3,079.00 510110-Food & Groceries 0.00 510200-Ofc Eqp 44,859.00 44,859.00 510220-Ofc Sup 683.98 510900-Prompt Pay Interest 2,634.82 511010-Counseling Sv 36,024.00 34,770.60 4,794.10 511030-Hospztn Sv (141.75) (141.75) 140 Counseling & Education Result 5,345,829.51 5,559,025.51 2,327,335.15 500050-Sal-Reg Emp 3,077,581.00 3,228,990.00 1,304,488.83 500055-RegShtDf-NonExNonPOP 5,233.00 6,280.00 1,728.02 500060-Sal-Term Pay Reg Emp 468.09 500065-ParentLve-Non-POPS 1,849.64 500070-Sal-Temp Emp 335,960.00 335,960.00 128,747.48 502014-Overtime non-POPS 4,287.00 4,501.00 2,415.24 502017-ExtraHoursPaidNonPOP 976.34 503010-Longvty Pay-All Emps 18,478.00 18,478.00 4,372.80 503050-Bilingual Pay 21,000.00 10,250.00 504010-Sal Savings-Reg Emp (40,970.00) (40,970.00) 504030-Vacant Slots-Med Ins (16,613.00) (16,613.00) 504040-FICA Tax Savings (5,399.00) (5,399.00) 504050-Retmt Savings (6,109.00) (6,109.00) 506010-FICA Tax-OASDI 213,376.00 224,142.00 88,720.25 506020-FICA Tax-Mdcr 49,904.00 52,424.00 20,749.08 506030-Med Ins Benefit 633,507.00 633,507.00 227,948.00 506040-Life Ins Benefit 5,248.00 5,248.00 2,050.00 506055-Ret Contribut-GASB68 607,424.00 638,081.00 256,502.30 506060-Workers Comp 5,506.00 5,993.00 2,326.46 510030-Bldg Mnt Sup&Eqp 180.00 180.00 510060-Comm Sup&Eqp 33,577.00 33,577.00 188.66 510070-CmpEqp & Peripherals 462.58 510080-Custodial Sup&Eqp 1,462.00 1,462.00 126.69 510100-Electrical Sup&Eqp 811.00 811.00 510110-Food & Groceries 1,395.00 1,395.00 510140-Hdw Sup&Eqp 576.00 576.00 510190-Med/Dental Sup&Eqp 135.00 135.00 510200-Ofc Eqp 20,631.00 20,631.00 124.22 510210-Ofc Furn 45.79 510220-Ofc Sup 1,146.24 510240-Oth Sup&Eqp 1,350.00 1,350.00 489.03 510260-Safety Sup&Eqp 0.00 510310-Software 16,692.00 16,692.00 Page 77 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510900-Prompt Pay Interest 0.41 510990-Procurement Shipping 44.18 511100-Trtmt Sv 5,100.00 5,100.00 511270-Notary Sv 237.00 237.00 511390-Rent Asstc 36,000.00 36,000.00 511440-Oth Social Sv 226,122.51 221,218.51 216,314.00 511485-Cable TV Service 3,832.32 1,318.07 511640-Rent-EDP Eqp/Sfw 30,000.00 30,000.00 17,809.00 511670-Rent-Oth Mach & Eqp 500.00 500.00 511700-Cell(Air) Time Usage 1,080.00 1,080.00 511710-Cell Allowance 330.00 511850-IntrprtnTrnsltnSvOth 1,821.83 511900-Oth Sv 18,548.00 14,715.68 511940-Security Sv 1,812.00 1,812.00 512010-Travel Enc 10,867.08 512020-Inhse Trng/Onlin Crs 1,546.99 512030-Pf Licenses 1,350.00 1,350.00 89.99 512040-Pf Membership 881.00 881.00 379.95 512050-Rg Confs/Sems 21,863.00 21,863.00 1,220.00 512060-Subs & Pbcations 1,163.00 1,163.00 512090-Travel-Lodging Meals 14,163.00 14,163.00 3,448.08 512100-Routine Mileage 3,263.00 3,263.00 80.50 512110-Travel Mileage 868.91 513010-BackgrndCkSV 20.42 513030-Emp Recognition 2,500.00 2,500.00 514190-Med Exams-Victims 15,000.00 15,000.00 15,000.00 519040-Licenses & Permits 2,025.00 2,025.00 141 Community Legal Services Result 5,796,841.44 11,923,837.91 7,000,547.33 500030-Sal-Co Exec/Oth Mgr 215,000.00 225,373.00 99,839.19 500050-Sal-Reg Emp 2,739,725.00 4,593,195.29 1,356,672.86 500055-RegShtDf-NonExNonPOP 17,472.00 500060-Sal-Term Pay Reg Emp 0.00 8,158.91 500065-ParentLve-Non-POPS 9,345.92 9,345.92 500070-Sal-Temp Emp 575.00 575.00 502017-ExtraHoursPaidNonPOP 830.64 503010-Longvty Pay-All Emps 15,342.00 15,342.00 7,004.04 503050-Bilingual Pay 6,000.00 3,625.00 503100-Referral Pay 750.00 503105-Temp Salary Pay 262.57 506010-FICA Tax-OASDI 177,479.00 293,230.88 88,726.22 506020-FICA Tax-Mdcr 43,076.00 70,589.09 20,906.74 506030-Med Ins Benefit 407,736.00 688,494.60 184,922.06 506040-Life Ins Benefit 3,095.00 5,159.00 1,342.00 506055-Ret Contribut-GASB68 524,318.00 859,211.49 262,752.26 506060-Workers Comp 4,686.00 7,914.75 2,347.92 510020-Books 73,472.70 75,159.60 54,591.02 510060-Comm Sup&Eqp 611.97 611.97 265.44 510070-CmpEqp & Peripherals 3,363.85 6,080.65 3,283.85 510110-Food & Groceries 134.16 134.16 510140-Hdw Sup&Eqp 26.59 510190-Med/Dental Sup&Eqp 19.45 19.45 510200-Ofc Eqp 6,570.99 6,375.70 1,360.94 510210-Ofc Furn 4,500.00 3,988.67 34.79 510220-Ofc Sup 11,119.34 1,385.36 510240-Oth Sup&Eqp 12.09 510310-Software 1,710.00 1,710.00 510360-Industrial Sup&Eqp 254.68 510900-Prompt Pay Interest 0.26 63.89 510990-Procurement Shipping 72.90 511250-Legal Advisory Sv 1,231,684.00 1,231,685.00 1,231,184.05 511270-Notary Sv 300.00 200.00 511430-Workforce Dev 600.00 3,600.00 511440-Oth Social Sv 1,000.00 1,000.00 511550-Hdw/Sfw Mnt 10,633.00 10,872.00 0.00 511650-Rent-Ofc Eqp 2,000.00 2,000.00 511670-Rent-Oth Mach & Eqp 432.00 432.00 456.00 511671-Cloud based subs svc 77.80 2,867.16 11,165.52 511700-Cell(Air) Time Usage 13,982.00 18,670.00 5,503.59 511710-Cell Allowance 225.00 210.00 511850-IntrprtnTrnsltnSvOth 2,225.00 2,225.00 1,470.77 511875-Info Retrieval Svs 109,768.00 205,155.80 201,080.27 511890-Oth Cslt Sv 3,000.00 2,922.30 511900-Oth Sv 9,900.00 3,319,847.00 3,309,947.00 512010-Travel Enc 1,470.62 1,470.62 8,652.98 512020-Inhse Trng/Onlin Crs 1,188.00 1,188.00 1,135.00 Page 78 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512030-Pf Licenses 2,816.00 2,816.00 512040-Pf Membership 11,585.00 14,085.00 5,794.00 512050-Rg Confs/Sems 19,173.00 23,261.00 1,910.50 512060-Subs & Pbcations 9,750.00 15,438.00 512070-Trng Mat/Books 481.00 3,998.20 512090-Travel-Lodging Meals 16,247.00 24,935.00 3,563.28 512100-Routine Mileage 15,558.51 27,439.16 2,702.28 512110-Travel Mileage 229.60 512120-Travel YE Accrual (452.00) (452.00) (452.00) 513010-BackgrndCkSV 38.85 514130-Ct Transcripts 4,000.00 4,000.00 514140-Expert Wtns Testimny 2,750.00 2,750.00 514230-Sub Ct Reporter Chrg 1,000.00 1,000.00 514260-Witness Exps 1,000.00 1,000.00 515420-Srty Bnds-All Ofcls 305.00 142.00 590100-Trfr to LawLibraryFd 104,011.00 104,011.00 104,011.00 142 Pretrial Services Result 13,091,797.65 14,297,325.65 6,909,870.62 500050-Sal-Reg Emp 7,180,505.00 7,972,846.00 3,223,906.39 500055-RegShtDf-NonExNonPOP 35,609.00 68,939.00 25,071.65 500060-Sal-Term Pay Reg Emp 53,281.85 500065-ParentLve-Non-POPS 22,706.96 500070-Sal-Temp Emp 85,437.00 85,437.00 28,956.03 502011-OTShtDfNonExNonPOPS 237.00 297.00 385.70 502014-Overtime non-POPS 91,141.00 95,698.00 11,359.51 502017-ExtraHoursPaidNonPOP 5,065.71 503010-Longvty Pay-All Emps 48,306.00 48,306.00 19,490.62 503050-Bilingual Pay 42,000.00 20,250.00 504010-Sal Savings-Reg Emp (179,181.00) (179,181.00) 504030-Vacant Slots-Med Ins (65,991.00) (65,991.00) 504040-FICA Tax Savings (13,706.00) (13,706.00) 504050-Retmt Savings (26,952.00) (26,952.00) 506010-FICA Tax-OASDI 461,349.00 515,311.00 206,019.72 506020-FICA Tax-Mdcr 107,902.00 120,566.00 48,198.69 506030-Med Ins Benefit 1,529,313.00 1,627,036.00 588,828.00 506040-Life Ins Benefit 11,431.00 12,149.00 5,080.00 506050-Retmt Contribution (170.74) 506055-Ret Contribut-GASB68 1,313,382.00 1,467,333.00 601,382.42 506060-Workers Comp 11,804.00 13,440.00 5,397.15 510050-Clothing & Uniforms 149.87 510060-Comm Sup&Eqp 304.34 510070-CmpEqp & Peripherals 6,272.67 6,272.67 5,702.45 510080-Custodial Sup&Eqp 97.99 510100-Electrical Sup&Eqp 406.90 510140-Hdw Sup&Eqp 105.72 510170-Laboratory Sup&Eqp 280.00 510190-Med/Dental Sup&Eqp 5.32 510200-Ofc Eqp 37,883.00 37,883.00 9.66 510210-Ofc Furn 53,418.91 53,418.91 20,590.91 510220-Ofc Sup 44,647.85 44,447.85 10,164.85 510240-Oth Sup&Eqp 314.32 510310-Software 2,075.00 2,075.00 510320-Textile & Linen Sup 228.73 510900-Prompt Pay Interest 438.13 510990-Procurement Shipping 15.98 511090-Sub Abuse Screening 30,000.00 30,000.00 32,742.00 511270-Notary Sv 2,500.00 2,500.00 116.95 511540-Furn&OfcEqpReprs&Mnt 430.00 430.00 430.00 511671-Cloud based subs svc 761.00 544.86 511700-Cell(Air) Time Usage 8,100.00 8,100.00 6,039.29 511760-AgDues & Memberships 500.00 511850-IntrprtnTrnsltnSvOth 3,000.00 3,000.00 1,687.02 511910-Printing Sv 163.68 511940-Security Sv 2,247,230.50 2,247,230.50 1,946,073.65 512010-Travel Enc 375.72 375.72 11,384.34 512040-Pf Membership 2,933.00 2,933.00 512050-Rg Confs/Sems 27,975.00 31,600.00 1,880.00 512060-Subs & Pbcations 25.00 25.00 512090-Travel-Lodging Meals 28,363.00 36,563.00 2,807.05 512100-Routine Mileage 3,350.00 3,350.00 607.34 512110-Travel Mileage 2,755.00 2,755.00 792.61 512120-Travel YE Accrual (123.00) (123.00) (123.00) 513030-Emp Recognition 200.00 200.00 143 Juvenile Public Defender Result 799.81 0.00 0.00 510070-CmpEqp & Peripherals 594.47 0.00 0.00 510220-Ofc Sup 191.43 0.00 0.00 Page 79 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510990-Procurement Shipping 13.91 0.00 0.00 144 Public Defender Result 15,233,954.14 16,417,492.33 6,428,057.70 500050-Sal-Reg Emp 10,045,454.00 10,908,672.00 4,286,113.52 500055-RegShtDf-NonExNonPOP 8,736.00 492.00 500060-Sal-Term Pay Reg Emp 25,957.35 500065-ParentLve-Non-POPS 23,770.88 500070-Sal-Temp Emp 26,260.99 23,719.40 3,719.40 502014-Overtime non-POPS 412.00 502017-ExtraHoursPaidNonPOP 634.32 503010-Longvty Pay-All Emps 34,021.00 34,021.00 22,688.88 503050-Bilingual Pay 31,500.00 15,125.00 506010-FICA Tax-OASDI 621,311.00 674,651.00 261,469.79 506020-FICA Tax-Mdcr 146,448.00 159,552.00 62,098.41 506030-Med Ins Benefit 1,536,592.00 1,605,670.00 586,301.00 506040-Life Ins Benefit 11,286.00 11,794.00 4,832.00 506055-Ret Contribut-GASB68 1,782,561.00 1,942,029.00 769,604.04 506060-Workers Comp 16,166.00 19,123.00 6,985.31 510020-Books 3,548.19 3,548.19 5,030.74 510030-Bldg Mnt Sup&Eqp 36,000.00 36,000.00 58.78 510050-Clothing & Uniforms 4,377.00 15,877.00 9,242.22 510060-Comm Sup&Eqp 909.76 850.00 411.47 510070-CmpEqp & Peripherals 3,500.00 3,500.00 4,819.37 510080-Custodial Sup&Eqp 141.87 510100-Electrical Sup&Eqp 307.40 510110-Food & Groceries 16.82 510120-Fuel 100.00 150.00 20.00 510140-Hdw Sup&Eqp 173.98 150.00 104.45 510170-Laboratory Sup&Eqp 0.00 510190-Med/Dental Sup&Eqp 128.37 510200-Ofc Eqp 5,325.00 5,325.00 89.26 510210-Ofc Furn 38,500.00 38,500.00 1,216.76 510220-Ofc Sup 15,109.00 16,593.01 3,869.17 510240-Oth Sup&Eqp 500.00 2,000.00 2,541.71 510260-Safety Sup&Eqp 43.87 510310-Software 2,050.00 2,050.00 510900-Prompt Pay Interest 68.55 510990-Procurement Shipping 257.72 511070-Psych Sv 15,500.00 15,500.00 511270-Notary Sv 425.00 425.00 71.00 511390-Rent Asstc 63,213.00 93,213.00 23,700.00 511400-Transportation Asstc 1,000.00 2,000.00 1,841.13 511410-UtlAsst 2,000.00 444.28 511440-Oth Social Sv 2,000.00 2,000.00 511550-Hdw/Sfw Mnt (1,506.96) 511640-Rent-EDP Eqp/Sfw 2,020.00 2,020.00 11.80 511650-Rent-Ofc Eqp 1,471.29 1,310.26 306.47 511670-Rent-Oth Mach & Eqp 420.00 511671-Cloud based subs svc 150,862.00 165,522.00 149,732.90 511700-Cell(Air) Time Usage 31,120.00 39,183.00 21,119.03 511730-Postal/Frt out Sv 150.00 150.00 511850-IntrprtnTrnsltnSvOth 3,046.44 511860-Invstgtv Sv 580.00 80.00 511870-IT Cslt 4,000.00 4,000.00 511875-Info Retrieval Svs 26,610.00 (2,548.48) 6,839.25 511890-Oth Cslt Sv 150.00 150.00 0.00 511900-Oth Sv 46.00 46.00 511950-TmpPrsSv-ClrMgrlExec 2,479.60 2,479.60 512010-Travel Enc 8,354.69 8,482.69 9,623.07 512020-Inhse Trng/Onlin Crs 5,875.00 5,875.00 2,280.00 512030-Pf Licenses 6,100.00 5,100.00 4,304.00 512040-Pf Membership 6,300.00 4,800.00 3,015.00 512050-Rg Confs/Sems 12,938.00 15,501.00 1,317.37 512060-Subs & Pbcations 1,460.00 1,460.00 512070-Trng Mat/Books 2,919.00 2,919.00 512090-Travel-Lodging Meals 19,750.00 19,750.00 7,562.85 512100-Routine Mileage 30,744.45 39,825.45 4,964.92 512110-Travel Mileage 408.70 512120-Travel YE Accrual (155.00) (155.00) (155.00) 513010-BackgrndCkSV 1,000.00 873.82 513030-Emp Recognition 250.00 250.00 514030-Ct Costs 143,974.00 143,974.00 558.00 514140-Expert Wtns Testimny 60,000.00 60,000.00 6,053.90 515420-Srty Bnds-All Ofcls 500.00 284.00 518120-Subrecipient 79,661.52 79,661.52 79,661.52 519080-Oth Misc Expenditure 225,365.00 155,356.60 1,500.00 Page 80 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 530023-Lease Principal Exp 77.27 1,777.27 (398.00) 145 Juvenile Probation Result 59,570,344.10 61,094,827.43 30,520,104.49 500050-Sal-Reg Emp 29,572,909.00 30,723,393.93 12,253,032.91 500055-RegShtDf-NonExNonPOP 423,137.00 507,765.00 90,896.86 500059-Incentive Pay-NonPOP 2,100.00 500060-Sal-Term Pay Reg Emp 42,778.40 500065-ParentLve-Non-POPS 60,624.01 500070-Sal-Temp Emp 319,873.00 319,873.00 288,316.05 500079-Incntve Pay-Temp Emp 400.00 500090-Sal-Associate Judges 450,300.00 450,300.00 175,116.76 502011-OTShtDfNonExNonPOPS 50,595.00 63,243.00 20,845.79 502014-Overtime non-POPS 925,006.00 971,256.00 658,410.76 502017-ExtraHoursPaidNonPOP 28,197.39 503010-Longvty Pay-All Emps 194,129.00 194,129.00 73,478.40 503050-Bilingual Pay 54,000.00 25,937.50 503105-Temp Salary Pay 2,599.15 504010-Sal Savings-Reg Emp (377,228.00) (377,228.00) 504030-Vacant Slots-Med Ins (500,447.00) (500,447.00) 504040-FICA Tax Savings (33,375.00) (33,375.00) 504050-Retmt Savings (78,426.00) (78,426.00) 506010-FICA Tax-OASDI 1,939,629.00 2,088,881.43 822,019.48 506020-FICA Tax-Mdcr 453,998.00 477,036.11 192,764.97 506030-Med Ins Benefit 5,957,674.00 5,957,674.00 2,376,913.50 506040-Life Ins Benefit 44,062.00 46,042.00 18,281.60 506050-Retmt Contribution (66,897.32) 506055-Ret Contribut-GASB68 5,526,372.00 5,953,086.43 2,484,937.65 506060-Workers Comp 233,699.00 258,538.40 114,394.48 510020-Books 6,383.50 4,599.50 1,799.77 510030-Bldg Mnt Sup&Eqp 72,637.86 164,989.86 164,173.11 510040-Chemical Sup&Eqp 150.00 150.00 577.28 510050-Clothing & Uniforms 61,080.61 60,977.70 68,835.17 510060-Comm Sup&Eqp 14,245.00 14,162.00 4,775.20 510070-CmpEqp & Peripherals 116,793.40 97,893.66 98,293.67 510080-Custodial Sup&Eqp 60,953.87 78,033.41 35,321.75 510090-Drug & Pharm Sup 56,775.01 56,726.03 49,063.42 510100-Electrical Sup&Eqp 26,745.34 14,259.04 7,743.36 510110-Food & Groceries 359,625.89 322,932.47 218,935.27 510120-Fuel 13,394.67 9,394.67 9,044.67 510125-Oils & Lubricants 1,700.00 700.00 89.88 510130-Grndkpg Sup&Eqp 1,037.00 1,237.00 28.46 510140-Hdw Sup&Eqp 33,881.15 15,922.00 9,980.10 510150-Institutional Eqp 11,463.00 5,413.00 696.93 510160-Kitchen Sup&Eqp 6,530.00 12,030.00 3,672.17 510170-Laboratory Sup&Eqp 20,437.00 20,587.00 2,380.91 510180-Law Enf Sup&Eqp 890.00 1,390.00 1,092.30 510190-Med/Dental Sup&Eqp 9,413.00 4,026.00 5,218.33 510200-Ofc Eqp 54,478.00 56,928.00 (3,265.44) 510210-Ofc Furn 104,175.18 100,574.56 64,794.38 510220-Ofc Sup 169,894.39 124,965.62 63,948.94 510240-Oth Sup&Eqp 17,251.04 14,663.44 11,068.97 510250-Paint Sup&Eqp 9,530.00 4,530.00 3,917.49 510260-Safety Sup&Eqp 51,495.69 147,552.99 151,469.50 510270-Recreational Sup&Eqp 3,950.00 3,950.00 3,114.99 510300-Rd Mat-NonAsphaltc 384.45 510310-Software 9,495.00 9,495.00 6,688.84 510320-Textile & Linen Sup 4,445.30 17,445.30 8,734.91 510330-Tfc Ctrl/Sg Sup&Eqp 1,050.00 50.00 250.14 510340-Vehicle Sup&Eqp 370.00 370.00 510360-Industrial Sup&Eqp 15,665.00 4,955.00 2,391.35 510900-Prompt Pay Interest 787.00 1,402.00 1,465.58 510990-Procurement Shipping 9,324.19 9,511.62 5,403.38 511010-Counseling Sv 326,716.00 320,586.00 196,677.50 511020-Dental Sv 27,832.00 27,722.00 965.33 511030-Hospztn Sv 500.00 500.00 511040-Nursing Sv 28,055.97 19,519.56 511050-Pharmacist Sv 14,099.00 14,099.00 511060-Physician Sv 179,352.24 174,180.00 164,229.40 511070-Psych Sv 54,910.00 53,808.63 58.63 511080-Psychological Sv 42,881.00 37,881.00 1,312.00 511090-Sub Abuse Screening 29,974.00 29,974.00 13,591.00 511100-Trtmt Sv 63,663.00 55,663.00 511120-Oth Med Sv 71,712.72 59,186.97 6,039.23 511130-Case Mgmt Sv 806,660.25 728,693.38 229,144.83 511200-Auditing Sv 58,581.34 78,941.34 23,180.34 511270-Notary Sv 1,924.00 1,924.00 105.00 Page 81 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511300-Child & Youth Dev 6,283.00 46,456.50 256.50 511370-Non Emp Edu Sv 632,099.24 611,304.63 383,946.63 511400-Transportation Asstc 2,800.00 2,800.00 511430-Workforce Dev 22,412.00 22,412.00 21,739.70 511440-Oth Social Sv 65,475.00 64,075.00 74,500.00 511485-Cable TV Service 340.00 244.00 511530-Bldg Reprs&Mnt 2,762,252.07 5,328,037.50 4,971,098.90 511550-Hdw/Sfw Mnt 175,416.00 175,591.00 105,408.32 511570-RadiosTVCommReprsMnt 52,500.00 52,500.00 702.99 511590-Rd Reprs&Mnt 500.00 500.00 511610-Grounds Mnt Svc 67,600.00 67,600.00 54,940.00 511620-Oth Eqp Reprs&Mnt 41,882.88 59,610.51 336,851.53 511630-Rent-Bldg & Land 351.00 351.00 511640-Rent-EDP Eqp/Sfw 136,916.00 144,101.15 77,234.00 511650-Rent-Ofc Eqp 4,932.00 4,932.00 511670-Rent-Oth Mach & Eqp 3,545.81 13,993.00 8,168.10 511671-Cloud based subs svc 119,937.00 116,577.00 7,531.07 511700-Cell(Air) Time Usage 118,746.68 118,746.68 90,752.63 511760-AgDues & Memberships 2,500.00 511790-Exterminating Sv 4,000.00 4,000.00 3,300.00 511800-Ext Plc Pris/JVs 832,594.00 824,926.88 298,841.64 511810-Hdw/Sfw Install Sv 31,340.00 31,340.00 29,500.00 511820-NonHz Removal 20,675.00 20,675.00 15,793.50 511830-Hz Mat Removal 241.00 241.00 520.00 511850-IntrprtnTrnsltnSvOth 27,177.16 27,122.35 15,002.35 511860-Invstgtv Sv 24,200.00 31,000.00 19,925.00 511870-IT Cslt 601,795.92 610,795.92 602,165.72 511890-Oth Cslt Sv 121,152.80 159,214.80 106,995.40 511900-Oth Sv 17,669.00 16,689.00 22,693.00 511910-Printing Sv 1,761.25 1,761.25 1,737.25 511940-Security Sv 704,122.95 947,466.02 941,747.14 511950-TmpPrsSv-ClrMgrlExec 361,591.50 405,190.23 250,799.00 511960-Uniform Rental Sv 12,508.00 12,508.00 3,679.08 511973-Cnstn Sv 5,466.80 5,466.80 53,166.80 512010-Travel Enc 29,780.59 33,634.51 25,908.60 512020-Inhse Trng/Onlin Crs 104,518.00 103,018.00 39,287.50 512030-Pf Licenses 17,478.00 17,478.00 14,888.00 512040-Pf Membership 27,375.00 27,135.00 2,579.80 512050-Rg Confs/Sems 49,633.00 49,733.00 17,692.50 512060-Subs & Pbcations 15,025.00 15,025.00 179.95 512080-Trng Fcl-RentExp 1,350.00 1,350.00 512090-Travel-Lodging Meals 150,749.47 148,995.55 33,391.48 512100-Routine Mileage 65,218.94 69,918.94 24,756.18 512110-Travel Mileage 35,657.00 30,657.00 2,166.62 512120-Travel YE Accrual (1,156.90) (1,156.90) (1,156.90) 513010-BackgrndCkSV 2,238.00 4,138.00 1,759.58 513030-Emp Recognition 5,897.00 5,900.00 4,679.22 513040-Emp Recruitment Exps 32,000.00 32,000.00 974.00 513060-Pre-Empt Testing 24,647.74 21,644.41 27,782.24 513069-Dept Meals / Food 8,447.60 1,143.39 514130-Ct Transcripts 350.00 350.00 85.50 514140-Expert Wtns Testimny 2,000.00 3,350.00 2,300.00 514150-Extraditn Rel Travel 1,890.00 1,890.00 514230-Sub Ct Reporter Chrg 600.00 600.00 515420-Srty Bnds-All Ofcls 71.00 71.00 519030-Interest Exp 238.00 238.00 519040-Licenses & Permits 2,282.00 2,282.00 752.00 519080-Oth Misc Expenditure 12,140.52 17,044.52 3,330.00 520040-CapOut-Bldg Mnt Eqp 2,486,398.00 0.00 0.00 520150-CapOut-MedDntlSftyEq 120,597.27 120,597.27 120,597.27 522020-CpOtMt-Bldgs 1,257,293.77 344,382.85 334,279.92 522116-CpOt-RTU SBITA 39,100.00 39,100.00 39,100.00 147 Emergency Services Result 17,587,176.33 18,193,872.15 14,692,365.63 500030-Sal-Co Exec/Oth Mgr 207,458.00 217,831.00 99,839.41 500050-Sal-Reg Emp 2,441,392.00 2,569,574.00 1,054,586.96 502014-Overtime non-POPS 137,985.00 144,885.00 25,359.49 502017-ExtraHoursPaidNonPOP 28,783.35 503010-Longvty Pay-All Emps 16,492.00 16,492.00 3,043.68 503050-Bilingual Pay 1,500.00 687.50 503061-Cert Pay-Fire Marshl 1,500.00 1,500.00 687.50 503105-Temp Salary Pay 4,290.00 506010-FICA Tax-OASDI 171,332.00 179,147.00 70,448.22 506020-FICA Tax-Mdcr 40,673.00 42,807.00 17,074.81 506030-Med Ins Benefit 417,845.00 417,845.00 173,298.00 506040-Life Ins Benefit 3,168.00 3,168.00 1,328.00 Page 82 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506050-Retmt Contribution (29,741.72) 506055-Ret Contribut-GASB68 495,052.00 520,989.00 244,342.90 506060-Workers Comp 18,988.00 19,552.00 6,357.17 510010-Arcrft&Boat Sup&Eqp 53,159.00 174,845.72 0.00 510020-Books 0.00 500.00 0.00 510030-Bldg Mnt Sup&Eqp 1,000.00 162.96 510050-Clothing & Uniforms 18,489.36 10,619.80 5,563.84 510060-Comm Sup&Eqp 36,323.75 220,323.75 606,629.94 510070-CmpEqp & Peripherals 9,685.79 10,191.47 12,388.30 510080-Custodial Sup&Eqp 180.00 180.00 122.11 510100-Electrical Sup&Eqp 742.69 510110-Food & Groceries 1,807.86 4,881.00 4,082.58 510140-Hdw Sup&Eqp 7,386.00 7,386.00 810.33 510150-Institutional Eqp 5.96 510180-Law Enf Sup&Eqp 16,352.00 8,752.00 199.77 510190-Med/Dental Sup&Eqp 3,275.19 2,055.89 2,031.73 510200-Ofc Eqp 11,100.06 14,116.00 6,189.53 510210-Ofc Furn 7,600.40 22,413.41 8,267.53 510220-Ofc Sup 225.00 5,225.00 5,556.26 510240-Oth Sup&Eqp 8,791.13 8,791.13 10,868.54 510250-Paint Sup&Eqp 9.92 510260-Safety Sup&Eqp 16,713.95 16,713.95 7,242.17 510270-Recreational Sup&Eqp 27.29 510280-Rd & Hwy Sup&Eqp 15,000.00 9,000.00 510310-Software 25,692.00 24,793.00 0.00 510320-Textile & Linen Sup 21.96 510330-Tfc Ctrl/Sg Sup&Eqp 89.85 510340-Vehicle Sup&Eqp 46,717.00 242,717.00 16,603.11 510350-Vet/Livestck Sup&Eqp 21,191.00 9,883.00 510900-Prompt Pay Interest 210.97 510990-Procurement Shipping 43.90 43.90 484.63 511010-Counseling Sv 174,921.00 36,628.00 0.00 511060-Physician Sv 400.00 400.00 511110-Veterinary Sv 1,000.00 1,000.00 1,600.00 511120-Oth Med Sv 500.00 500.00 511270-Notary Sv 100.00 100.00 511485-Cable TV Service 4,296.00 5,796.00 (25.76) 511520-Auto Reprs&Mnt 395.00 2,935.00 511530-Bldg Reprs&Mnt 4,473,961.40 5,125,096.40 5,125,096.40 511550-Hdw/Sfw Mnt 296,202.00 353,202.00 272,569.00 511570-RadiosTVCommReprsMnt 89,703.23 90,250.53 6,413.36 511620-Oth Eqp Reprs&Mnt 1,940,168.00 3,081,250.00 3,080,130.00 511640-Rent-EDP Eqp/Sfw 105,136.57 104,536.57 105,483.52 511650-Rent-Ofc Eqp 1,700.00 0.00 511670-Rent-Oth Mach & Eqp 1,044.00 404.00 456.00 511671-Cloud based subs svc 1,456.42 105.18 20,775.18 511680-Adv/Pbc Notifictn Sv 1,500.00 0.00 511700-Cell(Air) Time Usage 21,611.34 28,415.64 37,364.07 511710-Cell Allowance 8,801.00 1,440.00 165.00 511720-Long distance (13,000.00) 511730-Postal/Frt out Sv 318.00 318.00 284.00 511750-Adm Cost-IDC Post 13,000.00 13,000.00 511760-AgDues & Memberships 1,279.00 511780-Env Impact Sv 0.00 511810-Hdw/Sfw Install Sv 17,250.00 17,250.00 17,250.00 511830-Hz Mat Removal 250,000.00 279,990.77 273,312.92 511870-IT Cslt 18,000.00 18,000.00 511875-Info Retrieval Svs 2,514.44 2,822.40 511890-Oth Cslt Sv 221,326.04 4,784.00 42,620.00 511900-Oth Sv 243,543.99 226,736.71 101,682.99 511910-Printing Sv 2,000.00 2,045.00 165.00 511950-TmpPrsSv-ClrMgrlExec 881.00 60,481.00 70,865.20 511973-Cnstn Sv 529.00 512010-Travel Enc 7,402.50 12,592.12 7,133.06 512030-Pf Licenses 2,649.00 2,649.00 655.00 512040-Pf Membership 8,136.00 7,876.00 4,797.00 512050-Rg Confs/Sems 29,374.00 20,700.00 5,635.50 512060-Subs & Pbcations 3,363.00 3,450.00 512090-Travel-Lodging Meals 26,951.32 25,974.97 10,856.29 512100-Routine Mileage 4,476.00 4,461.00 728.96 512110-Travel Mileage 337.68 3,100.50 1,181.88 512120-Travel YE Accrual (724.74) (724.74) (724.74) 513010-BackgrndCkSV 11.00 10.21 513060-Pre-Empt Testing 42,750.00 42,750.00 42,750.00 513069-Dept Meals / Food 700.00 Page 83 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 518120-Subrecipient 355,909.85 520030-CapOut-Auto Repr&Eqp (280,619.00) 520070-CapOut-Edu/Comm Eqp 3,680,486.19 3,091,486.19 3,033,164.95 520140-CapOut-Law Enf Eqp 15,708.00 15,708.00 522030-CpOtMt-Imp Oth 1,659,537.00 516,486.00 0.00 149 Transportation & Natural Res Result 175,905,041.43 200,172,302.07 140,962,870.10 500030-Sal-Co Exec/Oth Mgr 72,610.00 76,241.00 34,943.81 500050-Sal-Reg Emp 20,735,450.00 21,603,244.00 8,543,798.98 500055-RegShtDf-NonExNonPOP 3,794.71 500060-Sal-Term Pay Reg Emp 57,465.16 500065-ParentLve-Non-POPS 28,177.40 500070-Sal-Temp Emp 1,205,609.00 1,205,609.00 456,869.27 501010-Sal-POPS 2,186,081.00 2,409,238.00 1,006,094.07 501015-RegShtDf-NonExPOPs 6,538.88 501020-Sal-TermPay POPS 95.97 502011-OTShtDfNonExNonPOPS 37.13 502012-OTShtDfNonExPOPS 378.05 502013-Overtime POPS 30,970.56 502014-Overtime non-POPS 74,982.00 78,731.00 23,307.96 502016-ExtraHoursPaid-POPS 17,503.02 502017-ExtraHoursPaidNonPOP 3,286.30 503010-Longvty Pay-All Emps 131,626.00 131,626.00 55,811.63 503030-TCLEOSE Pay 24,600.00 24,600.00 9,906.25 503040-Field Trng Pay 9,600.00 9,600.00 3,300.00 503050-Bilingual Pay 4,500.00 21,300.00 8,762.50 504010-Sal Savings-Reg Emp (573,069.00) (573,069.00) 504030-Vacant Slots-Med Ins (49,492.00) (49,492.00) 504040-FICA Tax Savings (55,101.00) (55,101.00) 504050-Retmt Savings (166,869.00) (166,869.00) 506010-FICA Tax-OASDI 1,513,775.00 1,582,541.00 619,886.48 506020-FICA Tax-Mdcr 354,483.00 370,678.00 145,388.56 506030-Med Ins Benefit 4,627,298.00 4,627,298.00 1,726,122.10 506040-Life Ins Benefit 34,108.00 34,108.00 13,759.80 506050-Retmt Contribution 19,131.99 506055-Ret Contribut-GASB68 4,314,543.00 4,511,728.00 1,775,212.33 506060-Workers Comp 253,944.00 264,582.00 118,012.30 510010-Arcrft&Boat Sup&Eqp 43,279.08 21,327.66 47,246.76 510020-Books 2,500.00 2,500.00 2,042.02 510030-Bldg Mnt Sup&Eqp 256,653.26 584,773.59 190,930.07 510040-Chemical Sup&Eqp 27,843.29 27,345.49 14,683.27 510050-Clothing & Uniforms 182,126.13 181,928.14 88,519.91 510060-Comm Sup&Eqp 89,722.00 93,222.00 75,200.12 510070-CmpEqp & Peripherals 40,458.88 40,458.88 31,595.25 510080-Custodial Sup&Eqp 116,754.65 116,748.80 79,328.19 510090-Drug & Pharm Sup 225.00 225.00 16.58 510100-Electrical Sup&Eqp 105,056.76 105,055.80 168,404.54 510110-Food & Groceries 11,452.00 10,819.81 17,171.84 510120-Fuel 3,809,978.70 3,578,766.48 2,445,768.87 510125-Oils & Lubricants 24,617.25 15,591.40 293,371.28 510130-Grndkpg Sup&Eqp 182,912.38 172,912.38 7,043.66 510140-Hdw Sup&Eqp 427,328.73 402,063.72 326,966.06 510150-Institutional Eqp 4,376.00 4,376.00 6,238.89 510160-Kitchen Sup&Eqp 5,648.79 5,648.79 6,142.79 510170-Laboratory Sup&Eqp 1,757.02 1,757.02 3,403.74 510180-Law Enf Sup&Eqp 182,513.30 176,172.95 255,202.71 510190-Med/Dental Sup&Eqp 99,844.25 99,844.25 49,171.43 510200-Ofc Eqp 46,950.54 51,950.54 6,787.80 510210-Ofc Furn 83,297.83 82,827.33 123,186.91 510220-Ofc Sup 103,372.87 82,531.21 116,358.00 510240-Oth Sup&Eqp 659,670.08 654,819.42 351,585.31 510250-Paint Sup&Eqp 319,396.51 55,975.23 80,600.70 510260-Safety Sup&Eqp 194,081.95 194,227.27 186,222.50 510270-Recreational Sup&Eqp 108,403.25 108,403.25 126,896.01 510280-Rd & Hwy Sup&Eqp 89,513.42 84,263.42 23,629.74 510290-Rd Mat-Asphaltic 4,125,718.72 4,125,715.72 1,596,289.89 510300-Rd Mat-NonAsphaltc 1,824,423.49 1,824,423.49 676,973.73 510310-Software 387,667.00 287,667.00 59,659.70 510320-Textile & Linen Sup 5,000.00 5,000.00 1,591.60 510330-Tfc Ctrl/Sg Sup&Eqp 360,737.31 330,737.31 120,550.44 510340-Vehicle Sup&Eqp 1,185,319.70 1,216,862.70 1,478,166.92 510350-Vet/Livestck Sup&Eqp 3,711.00 3,711.00 510360-Industrial Sup&Eqp 16,911.50 16,911.50 25,491.58 510900-Prompt Pay Interest 1,000.00 26,075.34 510990-Procurement Shipping 75,307.95 75,238.80 90,114.50 511010-Counseling Sv (28,682.84) Page 84 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511140-Land Surveying 5,138.22 5,138.22 5,138.22 511145-Tree Mitigation Svcs 407,895.00 890,332.50 431,217.35 511160-Prop Mgmt Sv 25,000.00 25,000.00 511270-Notary Sv 276.06 276.06 1.06 511280-Oth Legal Sv 159,493.75 511360-Interment Sv 66,000.00 60,000.00 511370-Non Emp Edu Sv 4,650.00 4,650.00 20,725.00 511400-Transportation Asstc 3,359,926.63 3,359,926.63 3,230,525.49 511430-Workforce Dev 141,990.00 16,990.00 142,040.00 511460-Electric Util 437,610.00 437,610.00 202,298.77 511461-Electric Util-YEAccr (41,621.69) 511470-Oil/Gas Util 720.18 511471-Oil/Gas Util-YEAccr (106.92) 511480-Water/Sewer Util 532,960.00 532,960.00 464,283.43 511481-Water/SewerUtl-YEAcr (28,321.60) 511520-Auto Reprs&Mnt 875,812.81 898,786.33 749,468.03 511530-Bldg Reprs&Mnt 2,142,544.89 2,280,463.50 2,306,156.32 511540-Furn&OfcEqpReprs&Mnt 750.00 750.00 511550-Hdw/Sfw Mnt 106,624.55 103,351.37 78,854.55 511570-RadiosTVCommReprsMnt 50.00 50.00 1,991.55 511580-Rd Mach&EqpReprs&Mnt 64,601.71 64,601.71 81,850.10 511590-Rd Reprs&Mnt 979,252.02 1,086,429.11 1,497,435.14 511600-Septic TankReprs&Mnt 194,240.75 194,240.75 128,491.58 511610-Grounds Mnt Svc 2,811,499.07 3,034,494.07 2,764,125.96 511620-Oth Eqp Reprs&Mnt 792,428.29 791,828.29 639,474.83 511630-Rent-Bldg & Land 600.00 600.00 0.00 511640-Rent-EDP Eqp/Sfw 2,640.00 511670-Rent-Oth Mach & Eqp 383,474.40 383,474.40 650,409.86 511671-Cloud based subs svc 56,041.30 223,938.91 161,732.48 511680-Adv/Pbc Notifictn Sv 11,729.32 11,729.32 729.32 511681-LglReq Adv/Pbc Notif 688.25 5,000.00 4,317.00 511700-Cell(Air) Time Usage 158,348.54 157,348.54 157,512.28 511710-Cell Allowance 2,498.00 2,498.00 511730-Postal/Frt out Sv 21.98 0.00 0.00 511750-Adm Cost-IDC Post 28,600.00 28,600.00 511760-AgDues & Memberships 3,500.00 511770-Custodial Sv 140,416.10 140,416.10 9,762.24 511780-Env Impact Sv 215,355.69 215,355.69 93,336.19 511790-Exterminating Sv 20,660.00 20,660.00 37,665.97 511810-Hdw/Sfw Install Sv 21,090.00 16,090.00 7,138.00 511819-Hauling 14,000.00 14,000.00 511820-NonHz Removal 841,262.15 591,262.15 339,189.41 511830-Hz Mat Removal 2,520.00 1,620.00 68,304.13 511840-Lab Services 96,387.00 96,387.00 28,844.57 511856-LCRA Oversight Fee 43,900.00 43,900.00 43,900.00 511870-IT Cslt 69,984.65 69,984.65 62,011.78 511875-Info Retrieval Svs 6,500.36 6,500.36 55,096.05 511880-Laundry Sv 1,000.00 1,000.00 1,000.00 511885-Pool Operation Serv 73,880.34 73,880.34 16,508.34 511890-Oth Cslt Sv 3,843,768.46 3,863,801.96 3,492,057.21 511900-Oth Sv 9,583,674.36 9,426,896.60 7,747,154.40 511910-Printing Sv 11,092.35 11,092.35 16,561.37 511920-Disposal Sv 447,167.87 472,167.87 280,897.72 511930-Rmb Cnstn Sv 0.00 511940-Security Sv 50,795.90 50,795.90 70,435.79 511950-TmpPrsSv-ClrMgrlExec 44,156.33 44,156.33 3,139.33 511960-Uniform Rental Sv 71,000.00 71,000.00 13,900.36 511973-Cnstn Sv 3,979,299.38 4,894,985.64 4,917,284.63 511980-Wt Rsc Dev Sv 208,634.61 208,634.61 418,945.00 512010-Travel Enc 33,571.70 33,571.70 58,947.68 512020-Inhse Trng/Onlin Crs 153,124.75 159,624.75 266,221.72 512030-Pf Licenses 48,755.00 48,755.00 5,378.35 512040-Pf Membership 38,661.00 42,161.00 13,655.00 512050-Rg Confs/Sems 239,448.00 239,448.00 56,651.50 512060-Subs & Pbcations 8,478.00 8,478.00 462.00 512070-Trng Mat/Books 32,900.00 31,101.96 26,400.00 512090-Travel-Lodging Meals 175,743.00 175,743.00 44,597.47 512100-Routine Mileage 5,679.00 5,679.00 85.60 512110-Travel Mileage 135.00 135.00 4,728.46 512120-Travel YE Accrual (3,076.42) (3,076.42) (3,076.42) 513010-BackgrndCkSV (3,318.43) 513030-Emp Recognition 16,065.00 16,065.00 4,082.17 513040-Emp Recruitment Exps 15,000.00 75,000.00 45,050.00 513060-Pre-Empt Testing 18,666.00 18,666.00 14,166.00 518120-Subrecipient 273,000.00 273,000.00 88,933.88 Page 85 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 519040-Licenses & Permits 10,855.00 12,650.00 8,618.30 519080-Oth Misc Expenditure 6,000.00 6,000.00 520020-CapOut-Autos 19,915,850.18 21,302,839.18 19,751,813.49 520030-CapOut-Auto Repr&Eqp 727,755.72 660,459.72 323,950.36 520050-CapOut-Cmp Eqp 137,463.07 33,714.12 33,639.12 520090-CapOut-ElectricalEqp 326,092.75 326,092.75 669,291.85 520100-CapOut-Grndkpg Eqp 317,165.76 317,165.76 332,625.61 520120-CapOut-Kitchen Eqp 14,118.20 520140-CapOut-Law Enf Eqp 939,590.72 828,541.53 734,253.62 520150-CapOut-MedDntlSftyEq 42,100.00 42,100.00 39,600.00 520180-CapOut-Oth Eqp 12,243.40 12,243.40 38,900.14 520190-CapOut-Rec Eqp 199,443.00 187,093.50 187,093.61 520200-CapOut-Rd & HwyEqp 117,415.62 1,067,415.62 869,238.02 520210-CapOut-Sfw 368,950.32 368,950.32 303,950.32 520220-CapOut-TfcCtrl/SgEqp 645,000.00 645,000.00 645,000.00 521010-CpOtSv-Bridges 74,022.25 74,022.25 74,022.25 521040-CpOtSv-Infra Rds 4,922,234.99 4,186,601.49 4,170,967.99 521085-CpOtSv-Install Eqp 6,689.74 6,689.74 0.00 522020-CpOtMt-Bldgs 3,311,346.71 3,311,346.71 3,311,346.71 522030-CpOtMt-Imp Oth 4,683,779.42 4,379,663.32 3,599,573.32 522040-CpOtMt-Infra/Imp 25,956,045.50 43,862,287.41 21,009,392.33 522050-CpOtMt-Land 730,627.72 3,348,684.86 748,684.86 522070-CpOtMt-LHI 2,077.70 2,077.70 2,077.70 522080-CpOtMt-Park Imp 573,984.00 548,261.40 548,261.40 522090-CpOtMt-SignTfcCtrlEq 1,169,643.90 1,169,643.90 983,785.48 530024-Fin Purch Prin Exp 22,164.22 22,158.46 590115-Trfr to BCP Fd 19,880,147.00 19,880,147.00 19,880,147.00 590145-Trfr to Rd&Bridge 6,557,361.00 6,557,361.00 6,557,361.00 154 Civil Service Commission Result 265,724.14 276,472.14 115,794.17 500050-Sal-Reg Emp 170,500.00 179,025.00 82,053.18 500070-Sal-Temp Emp 4,147.00 4,147.00 503010-Longvty Pay-All Emps 1,510.00 1,510.00 900.00 506010-FICA Tax-OASDI 10,921.00 11,450.00 4,996.96 506020-FICA Tax-Mdcr 2,554.00 2,678.00 1,168.64 506030-Med Ins Benefit 26,958.00 26,958.00 10,164.00 506040-Life Ins Benefit 198.00 198.00 96.00 506055-Ret Contribut-GASB68 31,092.00 32,596.00 14,622.13 506060-Workers Comp 282.00 348.00 132.83 510060-Comm Sup&Eqp 810.00 810.00 510110-Food & Groceries 1,755.15 1,755.15 345.10 510200-Ofc Eqp 948.00 948.00 510220-Ofc Sup 424.33 510240-Oth Sup&Eqp 69.99 510310-Software 900.00 874.05 510900-Prompt Pay Interest 0.17 511250-Legal Advisory Sv 10,000.00 10,000.00 511540-Furn&OfcEqpReprs&Mnt 662.00 511670-Rent-Oth Mach & Eqp 122.99 122.99 132.89 511671-Cloud based subs svc 25.95 25.95 512100-Routine Mileage 363.00 363.00 512110-Travel Mileage 363.00 363.00 513030-Emp Recognition 2,300.00 2,300.00 155 Justice Planning Result 3,397,373.52 4,544,540.37 2,545,410.09 500030-Sal-Co Exec/Oth Mgr 207,458.00 272,289.00 136,144.65 500050-Sal-Reg Emp 1,460,869.00 1,617,522.00 615,781.78 500065-ParentLve-Non-POPS 20,523.60 500070-Sal-Temp Emp 6,718.00 2,682.00 503010-Longvty Pay-All Emps 10,112.00 10,112.00 6,974.64 503050-Bilingual Pay 3,000.00 1,375.00 504010-Sal Savings-Reg Emp (19,661.00) (19,661.00) 504030-Vacant Slots-Med Ins (24,048.00) (24,048.00) 504040-FICA Tax Savings (1,504.00) (1,504.00) 504050-Retmt Savings (2,931.00) (2,931.00) 506010-FICA Tax-OASDI 101,404.00 115,096.03 44,827.62 506020-FICA Tax-Mdcr 24,339.00 27,692.31 11,106.80 506030-Med Ins Benefit 269,047.00 293,744.90 101,590.00 506040-Life Ins Benefit 1,980.00 2,161.50 828.00 506055-Ret Contribut-GASB68 296,243.00 337,052.74 137,706.68 506060-Workers Comp 2,610.00 3,059.50 1,263.71 510020-Books 2,250.00 2,250.00 510050-Clothing & Uniforms 13,444.00 13,444.00 6,914.36 510060-Comm Sup&Eqp 2,270.88 2,270.88 29.88 510070-CmpEqp & Peripherals 540.00 540.00 490.77 510080-Custodial Sup&Eqp 376.29 376.29 16.29 510100-Electrical Sup&Eqp 225.00 225.00 Page 86 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510110-Food & Groceries 119.81 119.81 2,295.42 510140-Hdw Sup&Eqp 1,180.22 (363.10) (1,199.05) 510190-Med/Dental Sup&Eqp 19.45 510200-Ofc Eqp 3,465.00 3,381.00 510210-Ofc Furn 1,350.00 1,350.00 1,014.18 510220-Ofc Sup 7,412.58 7,412.58 1,707.74 510240-Oth Sup&Eqp 10,540.00 9,040.00 29.74 510260-Safety Sup&Eqp 12,746.16 11,465.72 2,724.44 510310-Software 14,030.00 12,378.97 510900-Prompt Pay Interest 0.08 510990-Procurement Shipping 45.00 45.00 511250-Legal Advisory Sv 223,615.87 223,615.87 13,240.47 511370-Non Emp Edu Sv 336,175.00 336,175.00 211,373.00 511390-Rent Asstc 163,380.00 163,380.00 163,380.00 511405-Relocation Asstc 5,973.76 5,973.76 511440-Oth Social Sv 6,000.00 3,000.00 0.00 511550-Hdw/Sfw Mnt 230.00 511630-Rent-Bldg & Land 3,200.00 3,200.00 511670-Rent-Oth Mach & Eqp 287.00 287.00 511671-Cloud based subs svc 51.90 43.25 511700-Cell(Air) Time Usage 5,623.76 5,623.76 4,537.76 511710-Cell Allowance 1,680.00 1,680.00 330.00 511730-Postal/Frt out Sv 75.00 75.00 6.99 511850-IntrprtnTrnsltnSvOth 8,800.00 8,800.00 654.20 511860-Invstgtv Sv 110,088.31 110,088.31 109,993.31 511870-IT Cslt 9,987.00 9,987.00 3,750.00 511890-Oth Cslt Sv 831,000.00 831,473.00 511900-Oth Sv 95,000.00 95,000.00 95,000.00 512010-Travel Enc 3,148.10 3,148.10 1,600.00 512020-Inhse Trng/Onlin Crs 5,656.80 5,656.80 2,428.30 512040-Pf Membership 915.00 915.00 125.00 512050-Rg Confs/Sems 6,149.00 6,149.00 1,855.00 512060-Subs & Pbcations 1,575.00 1,575.00 512090-Travel-Lodging Meals 11,954.00 11,954.00 3,362.55 512100-Routine Mileage 3,150.74 4,150.74 821.56 512110-Travel Mileage 1,500.00 1,500.00 530.44 513010-BackgrndCkSV 3,500.00 2,500.00 513030-Emp Recognition 84.00 83.72 513069-Dept Meals / Food 4,500.00 158 Health & Human Services Result 77,696,519.73 88,072,069.32 49,979,494.52 500030-Sal-Co Exec/Oth Mgr 207,458.00 217,831.00 99,839.41 500050-Sal-Reg Emp 15,514,901.00 17,492,719.52 7,129,540.64 500055-RegShtDf-NonExNonPOP 0.00 500056-Emergsick/Reg-COVID 0.00 500060-Sal-Term Pay Reg Emp 0.00 24,380.54 500065-ParentLve-Non-POPS 55,946.62 500070-Sal-Temp Emp 1,036,047.00 1,036,047.00 256,147.89 502014-Overtime non-POPS 0.00 2,018.31 502017-ExtraHoursPaidNonPOP 0.00 229.00 503010-Longvty Pay-All Emps 115,404.00 115,404.00 54,223.76 503050-Bilingual Pay 63,000.00 35,062.50 503080-Stipend-Vltrs 473,829.00 220,890.58 503105-Temp Salary Pay 3,375.43 504010-Sal Savings-Reg Emp (613,530.00) (613,530.00) 504030-Vacant Slots-Med Ins (285,619.00) (285,619.00) 504040-FICA Tax Savings (33,340.00) (33,340.00) 504050-Retmt Savings (91,478.00) (91,478.00) 506010-FICA Tax-OASDI 1,043,061.00 1,198,971.02 468,797.66 506020-FICA Tax-Mdcr 244,519.00 281,132.12 110,222.96 506030-Med Ins Benefit 3,123,862.00 3,393,115.61 1,437,819.47 506040-Life Ins Benefit 23,712.00 25,692.00 10,878.51 506050-Retmt Contribution 0.00 (15,145.09) 506055-Ret Contribut-GASB68 2,893,827.00 3,255,867.90 1,361,264.61 506060-Workers Comp 55,311.00 60,892.87 24,589.46 510030-Bldg Mnt Sup&Eqp 185,681.06 185,446.06 5,875.57 510050-Clothing & Uniforms 41,927.00 41,927.00 40,844.10 510060-Comm Sup&Eqp 1,201.20 1,201.20 3,921.25 510070-CmpEqp & Peripherals 17,014.93 16,862.95 24,721.06 510080-Custodial Sup&Eqp 360.00 360.00 872.62 510090-Drug & Pharm Sup 306.72 100,306.72 0.00 510100-Electrical Sup&Eqp 7,776.24 4,966.25 15,137.40 510110-Food & Groceries 1,213.51 3,337.52 5,276.15 510130-Grndkpg Sup&Eqp 19.88 510140-Hdw Sup&Eqp 15,019.76 14,979.42 2,896.09 510150-Institutional Eqp (32.45) 6,988.30 Page 87 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510160-Kitchen Sup&Eqp 122.07 510170-Laboratory Sup&Eqp 21,344.00 26,210.78 510190-Med/Dental Sup&Eqp 596.70 8,576.70 8,604.29 510200-Ofc Eqp 13,311.91 13,072.86 16,614.08 510210-Ofc Furn 82,931.79 84,321.79 150,378.53 510220-Ofc Sup 198,154.57 189,721.36 21,326.71 510240-Oth Sup&Eqp 442,523.93 569,544.17 463,990.29 510260-Safety Sup&Eqp 5,977.14 5,717.49 9,995.77 510270-Recreational Sup&Eqp 2,022.15 1,946.26 3,407.83 510310-Software 69,028.00 68,188.00 948.00 510320-Textile & Linen Sup 889.03 510340-Vehicle Sup&Eqp 600.00 (0.19) (0.19) 510350-Vet/Livestck Sup&Eqp 24,000.00 24,000.00 510360-Industrial Sup&Eqp 396.68 510400-Material Purchased 3,822.27 1,145.11 10,040.92 510401-Material Used 40,984.50 510403-Material PPV (410.98) 510900-Prompt Pay Interest 6,815.20 510990-Procurement Shipping 1,375.05 1,904.10 4,515.06 511010-Counseling Sv 1,482,375.00 1,465,560.50 50,840.00 511020-Dental Sv 30,400.00 400.00 511090-Sub Abuse Screening 299,550.00 116,050.00 46,902.00 511100-Trtmt Sv 2,620,125.17 2,620,125.17 2,337,319.54 511110-Veterinary Sv 317.87 511120-Oth Med Sv 10,000.00 10,000.00 1,810.00 511270-Notary Sv 2,237.10 2,237.10 0.00 511300-Child & Youth Dev 2,303,210.05 2,106,057.05 1,605,524.05 511310-Child/Elderly Care 26,703.00 26,435.20 1,545.61 511330-Food Bank Asstc 190,510.00 176,398.75 511350-Gifts 536.00 536.00 511360-Interment Sv 532,944.00 532,944.00 160,018.18 511380-Pbc Hlh Programs 7,209,583.25 8,426,919.25 1,573,443.30 511390-Rent Asstc 45,000.00 11,083.17 511395-Rent Asstc-BSS 5,147,599.00 5,072,599.00 1,002,148.17 511400-Transportation Asstc 8,189.00 8,189.00 10,694.80 511410-UtlAsst 927,752.00 942,752.00 758,737.49 511417-UtlAsst-BSS 25,000.00 100,000.00 53,176.81 511420-Vltr Sv Mgmt 6,446.00 6,446.00 511430-Workforce Dev 2,869,079.00 4,239,222.09 (590,438.72) 511440-Oth Social Sv 26,024,877.35 29,146,225.44 28,892,633.81 511530-Bldg Reprs&Mnt 340,168.92 331,472.67 190,764.42 511540-Furn&OfcEqpReprs&Mnt 304.00 534.00 511550-Hdw/Sfw Mnt 7,504.00 7,504.00 2,918.70 511570-RadiosTVCommReprsMnt 76.41 72.00 0.00 511620-Oth Eqp Reprs&Mnt 43,302.00 7,401.50 10,806.62 511630-Rent-Bldg & Land 3,100.89 2,557.49 511640-Rent-EDP Eqp/Sfw 7,167.04 10,351.04 3,184.00 511671-Cloud based subs svc 11,184.50 48,806.80 50,949.60 511680-Adv/Pbc Notifictn Sv 12,500.00 12,500.00 399.00 511681-LglReq Adv/Pbc Notif 18,500.00 17,000.00 16,295.60 511700-Cell(Air) Time Usage 182,929.98 178,355.06 63,144.79 511710-Cell Allowance 25,309.00 16,309.00 389.49 511730-Postal/Frt out Sv 100.00 100.00 100.00 511760-AgDues & Memberships 2,415.00 9,439.00 10,516.00 511810-Hdw/Sfw Install Sv 4,703.58 511820-NonHz Removal 948.00 948.00 14,087.00 511850-IntrprtnTrnsltnSvOth 145,782.98 127,296.50 78,035.11 511875-Info Retrieval Svs 6,529.13 6,529.13 1,589.39 511890-Oth Cslt Sv 64,126.00 64,126.00 54,125.00 511900-Oth Sv 843,140.19 843,168.08 449,989.92 511910-Printing Sv 22,500.00 23,879.40 6,394.40 511940-Security Sv 1,000.00 4,256.60 511950-TmpPrsSv-ClrMgrlExec 284,544.00 358,914.60 358,914.60 511973-Cnstn Sv 467.96 512010-Travel Enc 31,675.81 31,675.81 17,691.01 512020-Inhse Trng/Onlin Crs 15,280.00 14,230.00 41,515.00 512030-Pf Licenses 1,728.00 1,978.00 11,712.94 512040-Pf Membership 16,714.00 10,889.00 3,414.00 512050-Rg Confs/Sems 231,023.00 222,763.50 22,734.20 512060-Subs & Pbcations 10,036.00 7,753.80 4,203.52 512070-Trng Mat/Books 750.00 750.00 512090-Travel-Lodging Meals 116,291.00 114,491.00 27,029.05 512100-Routine Mileage 124,791.60 121,714.10 28,596.88 512110-Travel Mileage 1,986.22 1,986.22 3,494.62 512120-Travel YE Accrual (560.44) (560.44) (560.44) Page 88 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 513030-Emp Recognition 332.28 317.22 513069-Dept Meals / Food 14,212.43 3,869.88 515330-Gen Liab Prem 1,128.00 188.00 516620-Benefits Adm 947.50 947.50 517010-Aptns Public Entitie 850.00 850.00 850.00 518120-Subrecipient 421,148.54 2,335,733.54 421,148.54 519880-County Contr to Grts 639,984.00 129,149.00 159 Emergency Medical Services Result 32,833,716.66 33,738,692.94 28,983,785.60 500050-Sal-Reg Emp 4,379,198.00 4,594,384.00 1,917,368.36 500055-RegShtDf-NonExNonPOP 52,000.00 62,400.00 8,032.84 500060-Sal-Term Pay Reg Emp 21,364.04 500065-ParentLve-Non-POPS 10,288.45 500070-Sal-Temp Emp 104,514.00 104,514.00 21,000.00 502011-OTShtDfNonExNonPOPS 7,037.00 8,796.00 2,627.11 502014-Overtime non-POPS 443,576.00 465,755.00 216,470.04 502017-ExtraHoursPaidNonPOP 91,332.19 503010-Longvty Pay-All Emps 25,633.00 25,633.00 6,653.04 503105-Temp Salary Pay 1,260.88 504010-Sal Savings-Reg Emp (21,571.00) (21,571.00) 504030-Vacant Slots-Med Ins (33,717.00) (33,717.00) 504040-FICA Tax Savings (564.00) (564.00) 504050-Retmt Savings (3,216.00) (3,216.00) 506010-FICA Tax-OASDI 310,738.00 326,207.00 138,911.10 506020-FICA Tax-Mdcr 72,674.00 76,298.00 32,487.28 506030-Med Ins Benefit 620,028.00 620,028.00 264,413.00 506040-Life Ins Benefit 4,554.00 4,554.00 1,952.00 506055-Ret Contribut-GASB68 884,612.00 928,653.00 405,062.84 506060-Workers Comp 46,216.00 48,455.00 23,204.65 510010-Arcrft&Boat Sup&Eqp 422,834.46 339,416.76 98,546.05 510020-Books 55.72 55.72 274.08 510030-Bldg Mnt Sup&Eqp 316.29 510040-Chemical Sup&Eqp 21,715.58 (143.43) 8,235.57 510050-Clothing & Uniforms 2,249.00 29,433.31 57,974.99 510060-Comm Sup&Eqp 16,456.95 16,106.95 23,187.65 510070-CmpEqp & Peripherals 20,792.37 510080-Custodial Sup&Eqp 1,927.98 510090-Drug & Pharm Sup 15,994.16 10,625.98 9,082.11 510100-Electrical Sup&Eqp 213.40 (659.68) 2,457.54 510110-Food & Groceries 430.00 510120-Fuel 412,279.87 413,007.59 366,096.82 510125-Oils & Lubricants 2,000.00 2,073.10 510140-Hdw Sup&Eqp 4,535.90 510150-Institutional Eqp 4,562.48 510170-Laboratory Sup&Eqp 115.40 510190-Med/Dental Sup&Eqp 25,749.31 25,007.06 81,751.26 510200-Ofc Eqp 89.99 89.99 579.79 510210-Ofc Furn 15,547.03 15,547.03 18,158.55 510220-Ofc Sup 1,976.00 0.00 6,828.09 510240-Oth Sup&Eqp 16,526.00 15,326.00 5,848.88 510250-Paint Sup&Eqp 195.95 510260-Safety Sup&Eqp 47,480.00 46,980.00 68,501.38 510270-Recreational Sup&Eqp 2,140.40 510310-Software 50,618.78 47,169.86 17,160.00 510320-Textile & Linen Sup 4,001.58 510330-Tfc Ctrl/Sg Sup&Eqp 88.23 510340-Vehicle Sup&Eqp 14,951.41 510360-Industrial Sup&Eqp 4,715.06 510900-Prompt Pay Interest 426.97 510990-Procurement Shipping 893.45 794.44 4,415.68 511010-Counseling Sv 256,129.00 166,771.89 587.08 511060-Physician Sv 87,793.00 87,768.94 73,800.00 511070-Psych Sv 100.00 0.00 6,700.00 511120-Oth Med Sv 15,000.00 15,000.00 15,000.00 511230-Oth Fin Sv 1,847.03 (2,359.08) 102,786.96 511485-Cable TV Service 3,300.00 1,619.27 511500-Ambulance Sv 18,505,762.04 19,157,043.04 19,157,043.04 511520-Auto Reprs&Mnt 2,512,530.00 2,512,530.00 1,491,094.31 511530-Bldg Reprs&Mnt 2,355.00 511550-Hdw/Sfw Mnt 153,922.10 207,022.10 108,178.34 511560-Helicopter Reprs&Mnt 1,406,259.33 1,403,351.33 2,148,676.32 511570-RadiosTVCommReprsMnt 275.50 0.00 736.00 511620-Oth Eqp Reprs&Mnt 44,350.00 61,903.00 34,314.97 511630-Rent-Bldg & Land 5,800.00 5,800.00 511640-Rent-EDP Eqp/Sfw 40,000.00 40,000.00 46,761.75 511670-Rent-Oth Mach & Eqp 158.27 74.10 8,078.85 Page 89 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511671-Cloud based subs svc 1,840.00 1,000.00 3,437.85 511700-Cell(Air) Time Usage 2,220.00 1,069.95 15,534.23 511710-Cell Allowance 1,485.00 511730-Postal/Frt out Sv 189.39 511760-AgDues & Memberships 595.13 511770-Custodial Sv 1,800.00 511830-Hz Mat Removal 26.00 0.00 130.00 511870-IT Cslt 2,629.87 2,629.87 25,274.95 511875-Info Retrieval Svs 0.00 511880-Laundry Sv 24.80 511890-Oth Cslt Sv 65,500.00 65,500.00 68,300.00 511900-Oth Sv 152,813.59 118,827.66 158,850.11 511910-Printing Sv 1,370.00 150.00 1,370.00 512010-Travel Enc 72,059.64 82,059.64 33,808.27 512020-Inhse Trng/Onlin Crs 930.00 51,930.00 234,539.21 512030-Pf Licenses 2,287.66 1,550.00 1,728.00 512040-Pf Membership 7,004.00 7,004.00 609.00 512050-Rg Confs/Sems 63,658.00 63,658.00 3,740.70 512060-Subs & Pbcations 1,538.00 1,538.00 2,461.00 512080-Trng Fcl-RentExp 177,312.00 177,312.00 512090-Travel-Lodging Meals 27,473.00 27,473.00 50,162.22 512100-Routine Mileage 1,050.00 2,050.00 154.10 512110-Travel Mileage 525.00 725.00 2,430.78 512120-Travel YE Accrual (2,420.00) (2,420.00) (2,420.00) 513010-BackgrndCkSV 24.06 513030-Emp Recognition 1,300.00 1,311.06 513069-Dept Meals / Food 1,500.00 519080-Oth Misc Expenditure 73,368.00 73,368.00 520010-CapOut-Arcrft&BtEqp 918,641.43 913,725.43 912,509.43 520020-CapOut-Autos 34,712.93 0.00 520030-CapOut-Auto Repr&Eqp (1,700.00) (1,700.00) 520150-CapOut-MedDntlSftyEq 138,857.50 121,304.50 109,239.10 520180-CapOut-Oth Eqp 14,114.00 14,975.00 522030-CpOtMt-Imp Oth 152,715.00 152,715.00 152,715.00 190 Centralized Computers Result 3,993,437.90 4,196,377.90 2,800,953.94 510060-Comm Sup&Eqp 12,410.00 12,750.00 510070-CmpEqp & Peripherals 3,938,033.76 4,137,520.54 2,761,227.79 510310-Software 16,000.00 5,000.00 511550-Hdw/Sfw Mnt 4,908.14 7,521.36 7,140.15 511671-Cloud based subs svc 11,500.00 10,500.00 520050-CapOut-Cmp Eqp 22,086.00 22,086.00 22,086.00 191 Centralized Rent & Utilities Result 9,811,211.36 9,811,211.36 4,802,306.74 511460-Electric Util 6,755,627.00 6,755,627.00 1,888,217.80 511461-Electric Util-YEAccr (476,047.89) 511470-Oil/Gas Util 214,925.69 511471-Oil/Gas Util-YEAccr (20,358.04) 511480-Water/Sewer Util 363,865.39 511481-Water/SewerUtl-YEAcr (80,482.04) 511625-Ncampus Oper&Mnt Exp 476,285.36 471,685.36 471,685.36 519060-Prop Taxes 183,406.00 183,406.00 40,028.11 530023-Lease Principal Exp 105,474.00 105,474.00 110,053.84 530024-Fin Purch Prin Exp 2,290,419.00 2,295,019.00 2,290,418.52 193 Legally Mandated-Civil Cts Result 8,711,895.00 8,711,895.00 472,929.13 500010-Sal-Elctd/Apptd Ofcl 54,000.00 54,000.00 24,750.00 506010-FICA Tax-OASDI 3,348.00 3,348.00 1,534.50 506020-FICA Tax-Mdcr 786.00 786.00 358.90 506040-Life Ins Benefit 594.00 594.00 288.00 506055-Ret Contribut-GASB68 9,801.00 9,801.00 4,362.84 514040-COAttyFees 4,584,990.00 4,584,990.00 514050-COAF-CPS Child Term 1,111,122.00 1,111,122.00 (50,383.91) 514060-COAF-CPS Mediations 315,899.00 315,899.00 48,450.00 514070-COAF-CPS Parent Term 1,926,350.00 1,926,350.00 272,243.93 514080-COAF-Non-CPS JV 147,457.00 147,457.00 (24,354.98) 514090-COAF-Non-CPSContempt 147,457.00 147,457.00 47,699.00 514095-COAF-Non-Family 1,586.00 514170-Intrprtn/TrnsltnSvCt 15,646.00 15,646.00 11,564.42 514230-Sub Ct Reporter Chrg 92,813.00 92,813.00 27,228.00 514240-Transcript Exps 33,727.00 33,727.00 14,960.00 514249-VisitingJdgesCtctFee 179,433.00 179,433.00 25,221.40 514250-VisitingJdgesExpReim 19,650.00 19,650.00 694.77 517010-Aptns Public Entitie 68,822.00 68,822.00 66,726.26 194 Legally Mandated-Criminal Cts Result 19,395,505.82 17,406,359.26 4,173,992.82 511870-IT Cslt 160,000.00 470,980.80 310,980.81 511890-Oth Cslt Sv 100,000.00 100,000.00 100,000.00 511900-Oth Sv 3,029,063.05 401,802.05 390,892.05 Page 90 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 514030-Ct Costs 9,000.00 9,000.00 1,000.00 514040-COAttyFees 13,449,275.00 13,449,275.00 1,714,698.17 514045-SpltyCOAttyFees 19,525.00 514046-Ct Ord Atty Fees-Inc (5,500.00) 514100-CtOrd Expert WtnsExp 489,080.00 489,080.00 163,293.20 514110-CtOrd Inv Exps 355,000.00 355,000.00 72,441.33 514115-CtOrd Psych Eval 1,035,387.00 1,035,387.00 1,061,350.00 514120-CtOrd Lab Testing 12,500.00 12,500.00 (500.00) 514130-Ct Transcripts 10,064.75 514140-Expert Wtns Testimny (668.50) 514170-Intrprtn/TrnsltnSvCt 205,992.58 233,942.58 107,470.26 514180-Jury Exps 21,360.47 18,391.11 27,671.52 514205-Magst Hearing-AttFee 302,153.00 107,960.00 514230-Sub Ct Reporter Chrg 52,166.00 52,166.00 7,988.00 514240-Transcript Exps 239,037.00 239,037.00 47,889.47 514249-VisitingJdgesCtctFee 199,895.00 199,895.00 21,288.40 514250-VisitingJdgesExpReim 23,048.00 23,048.00 1,446.64 518120-Subrecipient 14,701.72 14,701.72 14,701.72 195 Centralized Emergency Response Result 1,302,223.23 1,302,223.23 1,057,269.55 500050-Sal-Reg Emp 250,000.00 5,493.83 502014-Overtime non-POPS 27,768.37 506010-FICA Tax-OASDI 2,062.25 506020-FICA Tax-Mdcr 482.30 506050-Retmt Contribution 5,870.78 506060-Workers Comp 691.86 510240-Oth Sup&Eqp 2,500.00 511010-Counseling Sv 1,295,472.23 1,000,472.23 1,000,472.23 511840-Lab Services 0.00 511890-Oth Cslt Sv 4,751.00 4,751.00 4,751.00 511900-Oth Sv 12,500.00 7,676.93 511973-Cnstn Sv 2,000.00 2,000.00 2,000.00 512090-Travel-Lodging Meals 30,000.00 900 Government-Wide Result 708,427.46 522112-CpOt-RTU Lse Equip 15,113.38 522116-CpOt-RTU SBITA 693,314.08 904 904 Result (500.00) 512120-Travel YE Accrual (500.00) 906 906 Result (15,665.51) 512120-Travel YE Accrual (15,665.51) 908 908 Result (6,388.65) 512120-Travel YE Accrual (6,388.65) 909 909 Result (400.00) 512120-Travel YE Accrual (400.00) 910 910 Result (2,423.00) 512120-Travel YE Accrual (2,423.00) 911 911 Result (21,777.55) 512120-Travel YE Accrual (21,777.55) 912 912 Result (18,979.87) 512120-Travel YE Accrual (18,979.87) 914 914 Result (32.00) 512120-Travel YE Accrual (32.00) 915 915 Result (15,590.49) 512120-Travel YE Accrual (15,590.49) 916 916 Result (302.00) 512120-Travel YE Accrual (302.00) 919 919 Result (39,647.26) 512120-Travel YE Accrual (39,647.26) 920 920 Result (1,395.00) 512120-Travel YE Accrual (1,395.00) 921 921 Result (3,277.59) 512120-Travel YE Accrual (3,277.59) 922 922 Result (1,514.29) 512120-Travel YE Accrual (1,514.29) 923 923 Result (612.99) 512120-Travel YE Accrual (612.99) 924 924 Result (975.19) 512120-Travel YE Accrual (975.19) 932 932 Result (683.00) 512120-Travel YE Accrual (683.00) 933 933 Result (7,721.45) 512120-Travel YE Accrual (7,721.45) 935 935 Result (6,412.15) 512120-Travel YE Accrual (6,412.15) 937 937 Result (11,810.54) 512120-Travel YE Accrual (11,810.54) Page 91 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 938 938 Result (12,907.84) 512120-Travel YE Accrual (12,907.84) 941 941 Result (1,588.62) 512120-Travel YE Accrual (1,588.62) 942 942 Result (252.72) 512120-Travel YE Accrual (252.72) 944 944 Result (6,033.32) 512120-Travel YE Accrual (6,033.32) 945 945 Result (16,640.82) 512120-Travel YE Accrual (16,640.82) 947 947 Result (1,270.57) 512120-Travel YE Accrual (1,270.57) 949 949 Result (20,951.10) 512120-Travel YE Accrual (20,951.10) 955 955 Result (3,098.10) 512120-Travel YE Accrual (3,098.10) 958 958 Result (20,539.80) 512120-Travel YE Accrual (20,539.80) 959 959 Result (8,487.64) 512120-Travel YE Accrual (8,487.64) 0003 Tx Exposition and Heritage Result 1,914,547.52 1,854,734.50 1,083,340.93 114 Facilities Management Result 1,914,547.52 1,854,734.50 1,083,340.93 500050-Sal-Reg Emp 391,272.00 407,867.00 131,601.98 500055-RegShtDf-NonExNonPOP 54.00 500070-Sal-Temp Emp 2,052.96 502014-Overtime non-POPS 931.00 978.00 502017-ExtraHoursPaidNonPOP 852.30 503010-Longvty Pay-All Emps 2,759.00 2,759.00 1,320.00 506010-FICA Tax-OASDI 24,488.00 25,520.00 8,339.69 506020-FICA Tax-Mdcr 5,727.00 5,969.00 1,950.39 506030-Med Ins Benefit 80,873.00 80,873.00 24,563.00 506040-Life Ins Benefit 594.00 594.00 232.00 506055-Ret Contribut-GASB68 69,711.00 72,650.00 23,951.18 506060-Workers Comp 5,195.00 5,397.00 1,494.49 510030-Bldg Mnt Sup&Eqp 101,013.75 49,036.12 15,865.48 510050-Clothing & Uniforms 243.52 23.96 1,707.98 510080-Custodial Sup&Eqp 6,750.00 6,750.00 1,073.30 510100-Electrical Sup&Eqp 6,300.00 6,300.00 35.18 510110-Food & Groceries 50.10 50.10 50.10 510120-Fuel 500.00 500.00 510130-Grndkpg Sup&Eqp 4,500.00 4,500.00 510140-Hdw Sup&Eqp 13,479.72 4,866.11 2,227.19 510190-Med/Dental Sup&Eqp 2,475.00 2,475.00 510200-Ofc Eqp 4,464.00 4,464.00 510220-Ofc Sup 2,534.20 510240-Oth Sup&Eqp 6,300.00 6,300.00 510250-Paint Sup&Eqp 2,700.00 2,700.00 510260-Safety Sup&Eqp 431.53 431.53 3,639.44 510340-Vehicle Sup&Eqp 1,800.00 1,800.00 510360-Industrial Sup&Eqp 2.50 2.50 2.50 510900-Prompt Pay Interest 662.92 510990-Procurement Shipping 6.99 0.00 0.00 511460-Electric Util 446,708.00 446,708.00 181,298.80 511461-Electric Util-YEAccr (35,320.90) 511470-Oil/Gas Util 7,008.53 511471-Oil/Gas Util-YEAccr (724.76) 511480-Water/Sewer Util 23,478.66 511481-Water/SewerUtl-YEAcr (2,021.57) 511520-Auto Reprs&Mnt 785.00 785.00 511530-Bldg Reprs&Mnt 470,437.88 452,492.50 450,768.21 511580-Rd Mach&EqpReprs&Mnt 5,600.00 5,600.00 511610-Grounds Mnt Svc 1,760.00 1,760.00 1,760.00 511620-Oth Eqp Reprs&Mnt 64,966.90 64,966.90 98,441.90 511670-Rent-Oth Mach & Eqp 2,500.00 2,500.00 75.00 511700-Cell(Air) Time Usage 3,600.00 3,600.00 511730-Postal/Frt out Sv 536.55 379.70 129.70 511740-Trunk Lines 2,500.00 2,500.00 511770-Custodial Sv 3,424.45 3,424.45 6,414.45 511790-Exterminating Sv 3,585.00 1,635.00 6,945.00 511820-NonHz Removal 11,906.72 11,906.72 5,335.72 511830-Hz Mat Removal 149.56 149.56 149.56 511890-Oth Cslt Sv 19,500.00 19,500.00 19,500.00 511900-Oth Sv 43,873.00 43,873.00 1,180.00 511940-Security Sv 2,429.72 2,429.72 5,279.72 511960-Uniform Rental Sv 3,500.00 3,500.00 Page 92 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511973-Cnstn Sv 8,062.78 8,062.78 8,062.78 512030-Pf Licenses 50.00 50.00 512040-Pf Membership 235.00 235.00 512050-Rg Confs/Sems 500.00 500.00 512090-Travel-Lodging Meals 1,000.00 1,000.00 522010-CpOtMt-Bldg Imp 3,000.00 3,000.00 522020-CpOtMt-Bldgs 81,369.85 81,369.85 81,369.85 0004 Cnty Clerk Archival Fd (GF) Result 5,882,080.33 5,889,060.03 2,723,458.83 112 Information Technology Svcs Result 389,531.41 367,900.11 233,978.03 500050-Sal-Reg Emp 91,802.00 96,392.00 43,930.70 500070-Sal-Temp Emp 14,228.00 14,228.00 506010-FICA Tax-OASDI 6,574.00 6,858.00 2,714.46 506020-FICA Tax-Mdcr 1,538.00 1,604.00 634.84 506030-Med Ins Benefit 26,958.00 26,958.00 5,082.00 506040-Life Ins Benefit 198.00 198.00 96.00 506055-Ret Contribut-GASB68 18,714.00 19,524.00 7,743.54 506060-Workers Comp 169.00 177.00 70.38 510200-Ofc Eqp 7,720.00 7,720.00 511540-Furn&OfcEqpReprs&Mnt 10,235.00 10,235.00 511550-Hdw/Sfw Mnt 21,500.00 11,265.00 730.00 511900-Oth Sv 190,130.41 162,741.11 162,741.11 512010-Travel Enc 10,000.00 10,000.00 120 County Clerk Result 5,492,548.92 5,521,159.92 2,489,480.80 500050-Sal-Reg Emp 486,600.00 507,905.00 230,631.57 500070-Sal-Temp Emp 19,896.00 19,896.00 503010-Longvty Pay-All Emps 4,511.00 4,511.00 2,676.36 503050-Bilingual Pay 1,500.00 687.50 506010-FICA Tax-OASDI 31,684.00 33,098.00 13,808.70 506020-FICA Tax-Mdcr 7,408.00 7,740.00 3,229.47 506030-Med Ins Benefit 80,064.50 80,064.50 40,054.70 506040-Life Ins Benefit 589.50 589.50 283.12 506055-Ret Contribut-GASB68 90,193.00 94,218.00 41,263.30 506060-Workers Comp 818.00 853.00 374.45 510030-Bldg Mnt Sup&Eqp 1,119.82 1,119.82 1,119.82 510070-CmpEqp & Peripherals 65,898.00 65,898.00 510200-Ofc Eqp 8,747.00 8,747.00 510900-Prompt Pay Interest 5.31 510990-Procurement Shipping 738.96 738.96 738.96 511671-Cloud based subs svc 218,973.00 551,405.00 0.00 511710-Cell Allowance 200.00 200.00 82.50 511870-IT Cslt 2,985.00 2,985.00 2,985.00 511900-Oth Sv 2,411,054.14 2,078,622.14 90,471.04 520090-CapOut-ElectricalEqp 36,366.00 36,366.00 36,366.00 530025-SBITA Principal Exp 2,017,001.00 2,017,001.00 2,017,001.00 590001-Trfr to Gen Fd 7,702.00 7,702.00 7,702.00 0100 Law Library Fd Result 1,080,702.00 1,131,197.00 514,556.19 141 Community Legal Services Result 1,080,702.00 1,131,197.00 514,556.19 500050-Sal-Reg Emp 709,572.00 744,912.00 339,484.05 500070-Sal-Temp Emp 5,045.00 5,045.00 502014-Overtime non-POPS 0.00 503010-Longvty Pay-All Emps 6,058.00 6,058.00 3,274.68 503050-Bilingual Pay 4,500.00 2,938.56 506010-FICA Tax-OASDI 44,682.00 47,245.00 21,017.40 506020-FICA Tax-Mdcr 10,449.00 11,050.00 4,915.28 506030-Med Ins Benefit 117,940.00 117,940.00 38,939.44 506040-Life Ins Benefit 867.00 867.00 387.20 506055-Ret Contribut-GASB68 126,309.00 133,605.00 60,882.83 506060-Workers Comp 1,155.00 1,350.00 518.67 510020-Books 15,954.00 15,954.00 2,590.88 510220-Ofc Sup 1,422.00 1,422.00 511875-Info Retrieval Svs 29,862.00 29,862.00 26,117.20 511900-Oth Sv 11,387.00 11,387.00 13,490.00 0102 DAPSO Result 19,624.86 123 District Attorney Result 19,624.86 503070-Suppl Sal-CAPSODAPSO 15,647.33 506010-FICA Tax-OASDI 970.07 506020-FICA Tax-Mdcr 226.95 506050-Retmt Contribution 2,755.49 506060-Workers Comp 25.02 0103 Law Enforcement Fund Result 119,594.49 123 District Attorney Result 119,594.49 510180-Law Enf Sup&Eqp 2,545.00 511550-Hdw/Sfw Mnt 55,050.21 511700-Cell(Air) Time Usage 4,857.83 511730-Postal/Frt out Sv 71.40 Page 93 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512030-Pf Licenses 112.00 512040-Pf Membership 5,830.00 512050-Rg Confs/Sems 140.00 512090-Travel-Lodging Meals 50.00 514030-Ct Costs 71.75 514260-Witness Exps 866.30 519005-DonationExp 50,000.00 0104 Dispute Resolution Center Fd Result 550,226.00 550,226.00 550,226.00 136 Dispute Resolution Center Result 550,226.00 550,226.00 550,226.00 511240-ArbitrationMediation 550,226.00 550,226.00 550,226.00 0105 Voter Registration Fd Result 204,419.25 204,419.25 122,445.37 108 Tax Assessor-Collector Result 204,419.25 204,419.25 124,031.77 510070-CmpEqp & Peripherals 3,900.00 3,900.00 511680-Adv/Pbc Notifictn Sv 5,000.00 5,000.00 511700-Cell(Air) Time Usage 611.20 511730-Postal/Frt out Sv 0.00 0.00 0.00 511870-IT Cslt 6,500.00 21,956.00 511875-Info Retrieval Svs 550.00 511900-Oth Sv 3,475.00 3,475.00 511950-TmpPrsSv-ClrMgrlExec 92,571.00 96,571.00 88,029.21 512010-Travel Enc 0.00 512040-Pf Membership 2,550.00 2,550.00 800.00 512050-Rg Confs/Sems 11,976.00 11,976.00 579.00 512090-Travel-Lodging Meals 84,933.85 74,433.85 8,351.36 512110-Travel Mileage 13.40 13.40 3,155.00 908 908 Result (1,586.40) 512120-Travel YE Accrual (1,586.40) 0107 Juvenile Justice Alternative Edu Prog Fd Result 23,592.00 23,592.00 145 Juvenile Probation Result 23,592.00 23,592.00 519080-Oth Misc Expenditure 23,592.00 23,592.00 0108 County Clerk Records Mgmt & Preserv Fd Result 4,619,893.81 4,703,862.55 2,277,039.61 120 County Clerk Result 4,619,893.81 4,703,862.55 2,279,268.60 500050-Sal-Reg Emp 1,791,068.00 1,854,906.00 777,215.68 500060-Sal-Term Pay Reg Emp 2,569.63 500065-ParentLve-Non-POPS 97.76 503010-Longvty Pay-All Emps 12,834.00 12,834.00 4,642.44 503050-Bilingual Pay 3,000.00 1,687.50 506010-FICA Tax-OASDI 111,841.00 115,983.00 46,906.75 506020-FICA Tax-Mdcr 26,157.00 27,127.00 10,970.32 506030-Med Ins Benefit 386,036.50 386,036.50 148,177.92 506040-Life Ins Benefit 2,837.50 2,837.50 1,209.52 506055-Ret Contribut-GASB68 318,390.00 330,186.00 138,249.18 506060-Workers Comp 2,888.00 3,162.00 1,254.43 510060-Comm Sup&Eqp 760.38 510070-CmpEqp & Peripherals 8,749.00 8,749.00 597.91 510080-Custodial Sup&Eqp 41.50 510100-Electrical Sup&Eqp 25.79 510140-Hdw Sup&Eqp 34.28 510190-Med/Dental Sup&Eqp 5.85 510200-Ofc Eqp 51,453.00 51,453.00 70.45 510210-Ofc Furn 45.29 510220-Ofc Sup 50.00 (1.26) 6,019.06 510240-Oth Sup&Eqp 77.61 510260-Safety Sup&Eqp 321.42 510310-Software 31,808.00 31,808.00 21,285.00 510990-Procurement Shipping 394.58 511550-Hdw/Sfw Mnt 1,376,709.00 1,322,007.00 478,003.80 511640-Rent-EDP Eqp/Sfw 1,699.92 1,699.92 84,281.06 511671-Cloud based subs svc 3,908.00 3,908.00 81,027.87 511710-Cell Allowance 600.00 600.00 309.75 511810-Hdw/Sfw Install Sv 12,159.66 12,159.66 12,159.66 511870-IT Cslt 24,500.00 24,440.00 511900-Oth Sv 180.00 30,382.00 29,851.62 512010-Travel Enc 2,955.23 2,955.23 2,555.76 512040-Pf Membership 1,185.00 512050-Rg Confs/Sems 24,250.00 24,250.00 1,349.00 512090-Travel-Lodging Meals 1,219.71 512100-Routine Mileage 750.00 750.00 512110-Travel Mileage 225.12 520050-CapOut-Cmp Eqp 52,570.00 52,570.00 520210-CapOut-Sfw 400,000.00 400,000.00 400,000.00 920 920 Result (2,228.99) 512120-Travel YE Accrual (2,228.99) 0109 LCRA Parks Cip Fd Result 762,931.20 762,931.20 506,355.20 149 Transportation & Natural Res Result 762,931.20 762,931.20 506,355.20 Page 94 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510330-Tfc Ctrl/Sg Sup&Eqp 75.00 75.00 75.00 519080-Oth Misc Expenditure 35,000.00 35,000.00 522070-CpOtMt-LHI 762,856.20 727,856.20 471,280.20 0110 Records Mgmt and Pres Fd Result 5,121.00 5,121.00 2,915.27 112 Information Technology Svcs Result 5,121.00 5,121.00 2,915.27 510200-Ofc Eqp 5,121.00 3,116.00 510220-Ofc Sup 676.24 510990-Procurement Shipping 334.57 511910-Printing Sv 1,655.00 1,554.46 512040-Pf Membership 350.00 350.00 0111 Courthouse Security Fd Result 669,216.00 669,216.00 669,216.00 137 Sheriff Result 669,216.00 669,216.00 669,216.00 590001-Trfr to Gen Fd 669,216.00 669,216.00 669,216.00 0112 Jail Commissary Fd Result 585,063.26 137 Sheriff Result 585,063.26 500050-Sal-Reg Emp 480,293.57 510240-Oth Sup&Eqp 64,295.00 511890-Oth Cslt Sv 40,062.49 519020-Inmate TrustFd Distb 412.20 0113 Ct Reporter Service Fd Result 499,433.00 522,201.00 239,646.08 122 Civil Courts Result 499,433.00 522,201.00 239,646.08 500050-Sal-Reg Emp 362,937.00 381,084.00 174,663.39 503010-Longvty Pay-All Emps 2,677.00 2,677.00 0.00 506010-FICA Tax-OASDI 22,668.00 23,793.00 10,642.04 506020-FICA Tax-Mdcr 5,301.00 5,564.00 2,488.86 506030-Med Ins Benefit 40,437.00 40,437.00 20,640.00 506040-Life Ins Benefit 297.00 297.00 144.00 506055-Ret Contribut-GASB68 64,531.00 67,734.00 30,788.29 506060-Workers Comp 585.00 615.00 279.50 0115 Balcones Canyonlands Pres Fd Result 15,730,924.57 21,234,293.86 15,745,582.02 112 Information Technology Svcs Result 155,577.43 155,577.43 522020-CpOtMt-Bldgs 155,577.43 155,577.43 114 Facilities Management Result 2,524,691.14 7,575,171.71 5,979,996.91 500050-Sal-Reg Emp 95,899.00 100,694.00 46,107.53 500055-RegShtDf-NonExNonPOP 1,261.95 502011-OTShtDfNonExNonPOPS 93.83 502014-Overtime non-POPS 2,065.85 502017-ExtraHoursPaidNonPOP 1,089.86 506010-FICA Tax-OASDI 5,946.00 6,243.00 3,063.82 506020-FICA Tax-Mdcr 1,391.00 1,460.00 716.54 506030-Med Ins Benefit 26,958.00 26,958.00 11,412.00 506040-Life Ins Benefit 198.00 198.00 96.00 506050-Retmt Contribution (7.70) 506055-Ret Contribut-GASB68 16,926.00 17,772.00 8,930.81 506060-Workers Comp 1,803.00 1,854.00 938.33 510030-Bldg Mnt Sup&Eqp 59,550.50 59,550.50 59,550.50 510210-Ofc Furn 46,015.14 46,015.14 46,015.14 511460-Electric Util 116,317.92 116,317.92 18,339.94 511461-Electric Util-YEAccr (1,275.91) 511480-Water/Sewer Util 7,482.76 511481-Water/SewerUtl-YEAcr (1,986.81) 511530-Bldg Reprs&Mnt 308,044.69 308,044.69 170,114.75 511540-Furn&OfcEqpReprs&Mnt 20,240.77 20,240.77 20,240.77 511610-Grounds Mnt Svc 1,891.60 1,891.60 2,111.60 511620-Oth Eqp Reprs&Mnt 960.00 960.00 2,700.00 511770-Custodial Sv 104,720.00 104,720.00 511790-Exterminating Sv 770.00 770.00 2,450.00 511820-NonHz Removal 4,663.00 511900-Oth Sv 14,031.10 17,047.71 20,951.54 511973-Cnstn Sv 12,590.00 12,590.00 12,590.00 519040-Licenses & Permits 1,230.00 1,230.00 1,230.00 522010-CpOtMt-Bldg Imp 1,031.93 1,031.93 1,031.93 522020-CpOtMt-Bldgs 1,688,176.49 6,729,582.45 5,538,018.88 149 Transportation & Natural Res Result 13,206,233.43 13,503,544.72 9,610,007.68 500050-Sal-Reg Emp 1,828,418.00 1,916,867.00 748,945.48 500060-Sal-Term Pay Reg Emp 234.43 500070-Sal-Temp Emp 132,235.00 132,235.00 56,504.24 501010-Sal-POPS 450,557.00 467,917.00 63,128.09 501015-RegShtDf-NonExPOPs 11.25 502012-OTShtDfNonExPOPS 27.00 502013-Overtime POPS 2,264.07 502016-ExtraHoursPaid-POPS 3,457.48 502017-ExtraHoursPaidNonPOP 133.76 503010-Longvty Pay-All Emps 9,006.00 9,006.00 4,637.28 503030-TCLEOSE Pay 1,200.00 1,200.00 1,718.75 Page 95 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 503040-Field Trng Pay 1,100.00 503050-Bilingual Pay 1,500.00 687.50 506010-FICA Tax-OASDI 150,130.00 156,782.00 54,841.70 506020-FICA Tax-Mdcr 35,108.00 36,669.00 12,825.80 506030-Med Ins Benefit 447,499.00 447,499.00 181,927.38 506040-Life Ins Benefit 3,286.00 3,286.00 1,344.60 506050-Retmt Contribution (25,002.77) 506055-Ret Contribut-GASB68 427,379.00 446,319.00 175,531.44 506060-Workers Comp 29,036.00 30,324.00 10,895.83 510020-Books 180.38 180.38 72.38 510030-Bldg Mnt Sup&Eqp 202.82 202.42 2,464.89 510040-Chemical Sup&Eqp 1,199.32 1,197.57 57.58 510050-Clothing & Uniforms 45,720.65 45,720.65 3,072.95 510060-Comm Sup&Eqp 3,484.00 3,484.00 1,000.00 510070-CmpEqp & Peripherals 223.26 510080-Custodial Sup&Eqp 59.80 49.14 541.50 510100-Electrical Sup&Eqp 2,042.95 2,042.95 2,248.79 510110-Food & Groceries 1,370.12 1,370.12 3,477.99 510120-Fuel 42,839.06 42,839.06 1,141.06 510125-Oils & Lubricants 123.84 123.84 123.84 510130-Grndkpg Sup&Eqp 4,766.98 4,766.98 1,440.43 510140-Hdw Sup&Eqp 7,141.27 7,138.37 14,700.76 510150-Institutional Eqp 18.71 510160-Kitchen Sup&Eqp 8,140.00 8,140.00 8,140.00 510170-Laboratory Sup&Eqp 2,532.93 2,532.93 1,999.09 510180-Law Enf Sup&Eqp 77,989.25 77,989.25 43,459.13 510190-Med/Dental Sup&Eqp 44,060.88 44,060.88 4,786.34 510200-Ofc Eqp 450.00 450.00 1,673.71 510210-Ofc Furn 30,000.00 30,000.00 30,417.01 510220-Ofc Sup 10,305.94 10,305.94 3,077.49 510240-Oth Sup&Eqp 91,610.55 91,562.55 95,528.81 510250-Paint Sup&Eqp 245.92 245.92 274.18 510260-Safety Sup&Eqp 8,686.82 8,686.82 6,171.09 510270-Recreational Sup&Eqp 707.95 510300-Rd Mat-NonAsphaltc 76,589.91 76,589.91 0.00 510310-Software 1,995.00 1,995.00 1,995.00 510340-Vehicle Sup&Eqp 6,158.00 6,158.00 297.48 510350-Vet/Livestck Sup&Eqp 5,130.00 5,130.00 510360-Industrial Sup&Eqp 267.92 267.92 2,839.79 510990-Procurement Shipping 678.95 678.95 1,977.66 511145-Tree Mitigation Svcs 2,815.00 2,815.00 2,815.00 511160-Prop Mgmt Sv 20,000.00 20,000.00 150,000.00 511240-ArbitrationMediation 1,611.00 1,611.00 511440-Oth Social Sv 85,263.69 85,263.69 85,263.69 511460-Electric Util 6,500.00 6,500.00 2,533.39 511461-Electric Util-YEAccr (373.20) 511520-Auto Reprs&Mnt 71,594.00 71,594.00 511530-Bldg Reprs&Mnt 10,000.00 10,000.00 0.00 511580-Rd Mach&EqpReprs&Mnt 5,000.00 5,000.00 511590-Rd Reprs&Mnt 4,282,074.50 5,013,790.70 4,604,832.14 511610-Grounds Mnt Svc 92,448.40 92,448.40 157,936.65 511620-Oth Eqp Reprs&Mnt 59,102.20 59,102.20 56,227.20 511650-Rent-Ofc Eqp 1,625.00 1,625.00 1,625.00 511670-Rent-Oth Mach & Eqp 845.44 511700-Cell(Air) Time Usage 8,727.40 8,727.40 6,118.75 511760-AgDues & Memberships 3,000.00 511780-Env Impact Sv 24,960.00 511820-NonHz Removal 1,500.00 1,500.00 1,858.00 511840-Lab Services 8,900.00 8,900.00 511850-IntrprtnTrnsltnSvOth 148.76 511875-Info Retrieval Svs 12,136.41 511890-Oth Cslt Sv 859,417.51 859,417.51 223,494.71 511900-Oth Sv 1,209,813.52 639,722.32 688,509.26 511910-Printing Sv 1,420.00 1,420.00 370.00 511940-Security Sv 900.00 900.00 511950-TmpPrsSv-ClrMgrlExec 97,000.00 97,000.00 70,671.13 511973-Cnstn Sv 21,375.01 21,375.01 48,864.69 512030-Pf Licenses 48,000.00 48,000.00 48,000.00 512040-Pf Membership 4,426.11 512050-Rg Confs/Sems 22,499.00 22,499.00 1,000.00 512060-Subs & Pbcations 292.00 292.00 512090-Travel-Lodging Meals 14,550.00 14,550.00 440.00 520020-CapOut-Autos 808,949.61 808,949.61 585,765.61 520050-CapOut-Cmp Eqp 6,220.00 6,220.00 520100-CapOut-Grndkpg Eqp 9,190.00 9,190.00 35,345.00 Page 96 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 520140-CapOut-Law Enf Eqp 52,138.37 52,138.37 36,475.49 520150-CapOut-MedDntlSftyEq 57,749.12 57,749.12 51,056.60 520180-CapOut-Oth Eqp 10,900.00 10,900.00 18,453.87 521060-CpOtSv-Park Imp 246,167.73 246,167.73 0.00 522010-CpOtMt-Bldg Imp 210,243.00 210,243.00 210,243.00 522030-CpOtMt-Imp Oth 23.45 23.45 63,426.14 522040-CpOtMt-Infra/Imp 884,396.66 884,396.66 884,396.66 0116 LEOSE - Elected Officials Fd Result 70,784.92 132 Constable Pct2 Result 799.00 512050-Rg Confs/Sems 799.00 135 Constable Pct5 Result 3,608.19 512050-Rg Confs/Sems 3,608.19 137 Sheriff Result 66,377.73 512050-Rg Confs/Sems 51,551.00 512060-Subs & Pbcations 750.00 512090-Travel-Lodging Meals 14,076.73 0120 Abandoned Vehicle/Livestock Fd Result 6,008.06 137 Sheriff Result 6,008.06 510180-Law Enf Sup&Eqp 3,523.66 511110-Veterinary Sv 1,516.00 511680-Adv/Pbc Notifictn Sv 650.00 512090-Travel-Lodging Meals 318.40 0121 Unclaimed Property Fd Result 25,000.00 25,000.00 107 County Treasurer Result 25,000.00 25,000.00 590001-Trfr to Gen Fd 25,000.00 25,000.00 0122 Professional Prosecutors Fd Result 136,122.00 136,122.00 57,619.10 119 County Attorney Result 136,122.00 136,122.00 57,619.10 503070-Suppl Sal-CAPSODAPSO 108,498.00 108,498.00 45,936.45 506010-FICA Tax-OASDI 6,727.00 6,727.00 2,847.60 506020-FICA Tax-Mdcr 1,573.00 1,573.00 664.65 506050-Retmt Contribution 8,097.95 506055-Ret Contribut-GASB68 19,150.00 19,150.00 506060-Workers Comp 174.00 174.00 72.45 0124 Probate Judiciary Fee Fd Result 180,455.00 187,877.00 59,921.12 125 Probate Courts Result 180,455.00 187,877.00 59,921.12 500050-Sal-Reg Emp 118,365.00 124,282.00 36,855.06 500070-Sal-Temp Emp 2,885.00 2,885.00 503010-Longvty Pay-All Emps 306.00 306.00 306.48 506010-FICA Tax-OASDI 7,730.00 8,097.00 2,155.34 506020-FICA Tax-Mdcr 1,808.00 1,893.00 504.07 506030-Med Ins Benefit 26,958.00 26,958.00 13,427.00 506040-Life Ins Benefit 199.00 199.00 64.00 506055-Ret Contribut-GASB68 22,005.00 23,049.00 6,549.71 506060-Workers Comp 199.00 208.00 59.46 0125 Cts Technology Fd Result 118,927.00 122,719.00 37,189.77 126 Justice of the Peace Pct1 Result 1,460.00 1,460.00 1,460.00 510070-CmpEqp & Peripherals 1,460.00 1,460.00 1,460.00 127 Justice of the Peace Pct2 Result 0.00 510070-CmpEqp & Peripherals 0.00 128 Justice of the Peace Pct3 Result 116,007.00 119,799.00 34,269.77 500050-Sal-Reg Emp 71,556.00 74,578.00 20,590.50 503010-Longvty Pay-All Emps 358.00 358.00 506010-FICA Tax-OASDI 4,458.00 4,646.00 1,263.57 506020-FICA Tax-Mdcr 1,042.00 1,086.00 295.51 506030-Med Ins Benefit 13,479.00 13,479.00 2,964.50 506040-Life Ins Benefit 100.00 100.00 28.00 506055-Ret Contribut-GASB68 12,692.00 13,226.00 3,632.72 506060-Workers Comp 116.00 120.00 32.91 510070-CmpEqp & Peripherals 1,730.00 1,730.00 730.00 510200-Ofc Eqp 500.00 500.00 512010-Travel Enc 2,712.06 512020-Inhse Trng/Onlin Crs 2,020.00 512050-Rg Confs/Sems 5,500.00 5,500.00 512090-Travel-Lodging Meals 3,576.00 3,576.00 512100-Routine Mileage 900.00 900.00 130 Justice of the Peace Pct5 Result 1,460.00 1,460.00 1,460.00 510070-CmpEqp & Peripherals 1,460.00 1,460.00 1,460.00 0127 Dist Clerk Records Mgmt and Pres Result 145,734.00 153,598.00 69,724.44 121 District Clerk Result 145,734.00 153,598.00 69,724.44 500050-Sal-Reg Emp 94,215.00 98,973.00 45,792.45 503050-Bilingual Pay 1,500.00 687.50 506010-FICA Tax-OASDI 5,856.00 6,244.00 2,811.50 506020-FICA Tax-Mdcr 1,370.00 1,461.00 657.53 506030-Med Ins Benefit 26,958.00 26,958.00 11,412.00 506040-Life Ins Benefit 198.00 198.00 96.00 Page 97 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506055-Ret Contribut-GASB68 16,671.00 17,776.00 8,193.14 506060-Workers Comp 151.00 173.00 74.32 510070-CmpEqp & Peripherals 315.00 315.00 0128 Elections Contract Fd Result 2,381,506.00 2,389,686.00 755,997.74 120 County Clerk Result 2,381,506.00 2,389,686.00 755,997.74 500050-Sal-Reg Emp 448,660.00 448,660.00 126,003.92 500070-Sal-Temp Emp 1,311,658.00 1,310,788.07 407,591.25 500071-Non-Tax Earn-TempEmp 1,250.00 501010-Sal-POPS 869.93 1,377.42 502013-Overtime POPS 86,400.00 85,533.24 22,138.69 502014-Overtime non-POPS 78,000.00 84,520.00 2,613.21 502016-ExtraHoursPaid-POPS 866.76 1,862.28 506010-FICA Tax-OASDI 114,497.00 114,901.00 33,918.68 506020-FICA Tax-Mdcr 26,778.00 26,873.00 7,933.71 506050-Retmt Contribution 1,521.72 26,719.55 506055-Ret Contribut-GASB68 15,249.00 14,878.28 506060-Workers Comp 11,914.00 11,924.00 1,162.53 510080-Custodial Sup&Eqp 501.67 510120-Fuel 6,750.00 6,750.00 1,153.59 510140-Hdw Sup&Eqp 3,000.00 3,000.00 510200-Ofc Eqp 0.00 21,480.00 510220-Ofc Sup 58,000.00 41,000.00 7,250.88 510340-Vehicle Sup&Eqp 243.00 510990-Procurement Shipping 8,000.00 8,000.00 730.79 511460-Electric Util 560.68 445.02 511660-Rent-Polling Places 69,000.00 44,000.00 26,930.00 511670-Rent-Oth Mach & Eqp 51,000.00 34,032.00 20,623.79 511680-Adv/Pbc Notifictn Sv 11,000.00 11,000.00 5,753.49 511700-Cell(Air) Time Usage 32,000.00 32,000.00 23,389.27 511730-Postal/Frt out Sv 30,000.00 (72.68) 511770-Custodial Sv 9,787.50 511850-IntrprtnTrnsltnSvOth 43.50 511900-Oth Sv 0.00 0.00 511910-Printing Sv 0.00 0.00 511940-Security Sv 17,200.00 12,200.00 512010-Travel Enc 10,614.00 512020-Inhse Trng/Onlin Crs 15,960.00 512050-Rg Confs/Sems 0.00 55,000.00 512090-Travel-Lodging Meals 0.00 15,000.00 512100-Routine Mileage 1,200.00 1,200.00 512110-Travel Mileage 0.00 2,000.00 513010-BackgrndCkSV 1,200.00 1,200.00 0130 Family Protection Fd Result 7,250.00 7,250.00 7,249.99 123 District Attorney Result 7,250.00 7,250.00 7,249.99 511900-Oth Sv 7,250.00 7,250.00 7,249.99 0131 Drug Ct Program Fd Result 123,962.00 123,962.00 31,405.57 142 Pretrial Services Result 123,962.00 123,962.00 31,405.57 510070-CmpEqp & Peripherals 210.09 510170-Laboratory Sup&Eqp 300.00 300.00 510200-Ofc Eqp 127.97 510220-Ofc Sup 17,662.00 17,662.00 958.51 511090-Sub Abuse Screening 100,000.00 100,000.00 27,865.00 511400-Transportation Asstc 1,050.00 511640-Rent-EDP Eqp/Sfw 2,500.00 2,500.00 1,194.00 512100-Routine Mileage 3,500.00 3,500.00 0132 Probate Guardianship Fd Result 115,226.00 115,226.00 115,226.00 125 Probate Courts Result 115,226.00 115,226.00 115,226.00 511130-Case Mgmt Sv 115,226.00 115,226.00 115,226.00 0133 Vital Statistic Pres Fd Result 5,000.00 5,000.00 1,900.56 126 Justice of the Peace Pct1 Result 1,000.00 1,000.00 512050-Rg Confs/Sems 1,000.00 1,000.00 127 Justice of the Peace Pct2 Result 1,000.00 1,000.00 325.00 510200-Ofc Eqp 1,000.00 675.00 512010-Travel Enc 0.00 512050-Rg Confs/Sems 325.00 325.00 128 Justice of the Peace Pct3 Result 1,000.00 1,000.00 75.56 510200-Ofc Eqp 800.00 800.00 513010-BackgrndCkSV 200.00 200.00 75.56 129 Justice of the Peace Pct4 Result 1,000.00 1,000.00 750.00 512010-Travel Enc 0.00 512020-Inhse Trng/Onlin Crs 750.00 512050-Rg Confs/Sems 1,000.00 1,000.00 130 Justice of the Peace Pct5 Result 1,000.00 1,000.00 750.00 512010-Travel Enc 0.00 512020-Inhse Trng/Onlin Crs 750.00 Page 98 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512050-Rg Confs/Sems 1,000.00 1,000.00 0.00 0134 Fire Code Fd Result 1,343,920.18 1,389,486.07 579,659.46 147 Emergency Services Result 1,142,251.18 1,141,960.07 339,011.55 500050-Sal-Reg Emp 683,065.00 683,065.00 151,626.06 500070-Sal-Temp Emp 19,855.00 19,855.00 502014-Overtime non-POPS 16,534.23 502017-ExtraHoursPaidNonPOP 570.90 503061-Cert Pay-Fire Marshl 9,000.00 9,000.00 506010-FICA Tax-OASDI 43,580.00 43,580.00 10,461.32 506020-FICA Tax-Mdcr 10,194.00 10,194.00 2,446.65 506030-Med Ins Benefit 112,498.00 112,498.00 506040-Life Ins Benefit 1,736.00 1,736.00 506050-Retmt Contribution 29,741.72 506055-Ret Contribut-GASB68 126,246.00 126,246.00 506060-Workers Comp 10,620.00 10,620.00 2,615.33 510010-Arcrft&Boat Sup&Eqp 90.00 510050-Clothing & Uniforms 3,000.00 2,000.00 510070-CmpEqp & Peripherals 4,000.00 1,000.00 (258.00) 510180-Law Enf Sup&Eqp 36,436.82 36,436.82 38,309.82 510200-Ofc Eqp 3,000.00 1,500.00 510220-Ofc Sup 3,000.00 (4,500.00) 887.60 510260-Safety Sup&Eqp 8,824.00 1,224.00 510310-Software 1,260.00 1,260.00 510990-Procurement Shipping 68.16 511640-Rent-EDP Eqp/Sfw 8,500.00 9,005.00 511671-Cloud based subs svc 7,200.00 11,800.00 11,261.00 511700-Cell(Air) Time Usage 4,892.91 4,858.80 4,750.80 511875-Info Retrieval Svs 5,943.00 5,940.00 511890-Oth Cslt Sv 40,466.25 40,466.25 40,466.25 511973-Cnstn Sv 7,500.00 7,543.75 512010-Travel Enc 8,706.20 2,416.20 0.00 512040-Pf Membership 2,000.00 2,000.00 138.00 512050-Rg Confs/Sems 4,500.00 4,500.00 5,000.00 512090-Travel-Lodging Meals 3,731.96 512120-Travel YE Accrual (1,829.00) (1,829.00) (1,829.00) 149 Transportation & Natural Res Result 201,669.00 247,526.00 247,525.11 520020-CapOut-Autos 201,669.00 247,526.00 247,525.11 947 947 Result (6,877.20) 512120-Travel YE Accrual (6,877.20) 0135 Child Abuse Prevention Fd Result 19,000.00 9,500.00 9,500.00 158 Health & Human Services Result 19,000.00 9,500.00 9,500.00 511300-Child & Youth Dev 19,000.00 9,500.00 9,500.00 0138 Health Food Permits Fd Result 623,263.00 623,263.00 0.00 158 Health & Human Services Result 623,263.00 623,263.00 0.00 511380-Pbc Hlh Programs 0.00 511440-Oth Social Sv 623,263.00 623,263.00 0139 Dist Ct Records Technology Fd Result 117,754.00 120,720.00 33,609.45 121 District Clerk Result 117,754.00 120,720.00 33,609.45 500050-Sal-Reg Emp 53,114.00 55,478.00 21,999.41 502014-Overtime non-POPS 357.90 502017-ExtraHoursPaidNonPOP 167.02 506010-FICA Tax-OASDI 3,292.00 3,439.00 1,339.53 506020-FICA Tax-Mdcr 770.00 804.00 313.28 506030-Med Ins Benefit 13,479.00 13,479.00 5,378.00 506040-Life Ins Benefit 99.00 99.00 48.00 506055-Ret Contribut-GASB68 9,375.00 9,792.00 3,970.51 506060-Workers Comp 85.00 89.00 35.80 511230-Oth Fin Sv 36,000.00 36,000.00 511900-Oth Sv 1,540.00 1,540.00 0143 CSCD Local Fd Result 244,747.16 139 CSCD-Adult Probation Result 244,747.16 500050-Sal-Reg Emp 7,726.31 500060-Sal-Term Pay Reg Emp 216.16 503050-Bilingual Pay 250.00 506010-FICA Tax-OASDI 576.82 506020-FICA Tax-Mdcr 134.88 506050-Retmt Contribution (54.13) 506055-Ret Contribut-GASB68 1,694.35 510090-Drug & Pharm Sup 4,265.00 510170-Laboratory Sup&Eqp 11,350.00 510190-Med/Dental Sup&Eqp 7,414.40 510220-Ofc Sup 2,659.00 510990-Procurement Shipping 300.60 511485-Cable TV Service 1,281.77 511640-Rent-EDP Eqp/Sfw 206,932.00 Page 99 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 512010-Travel Enc 0.00 0144 Unclaimed Juvenile Restitution Result 38,933.00 38,933.00 145 Juvenile Probation Result 38,933.00 38,933.00 519080-Oth Misc Expenditure 38,933.00 38,933.00 0145 Rd and Bridge Fd Result 25,270,420.50 26,061,347.13 12,031,748.67 149 Transportation & Natural Res Result 25,270,420.50 26,061,347.13 12,031,748.67 500030-Sal-Co Exec/Oth Mgr 134,848.00 141,590.00 64,895.60 500050-Sal-Reg Emp 13,745,700.00 14,433,768.00 5,931,207.46 500055-RegShtDf-NonExNonPOP 527.55 500060-Sal-Term Pay Reg Emp 12,214.52 500065-ParentLve-Non-POPS 11,351.36 500070-Sal-Temp Emp 263,469.00 263,469.00 502014-Overtime non-POPS 333,175.00 349,834.00 16,947.13 502017-ExtraHoursPaidNonPOP 48,950.12 503010-Longvty Pay-All Emps 100,598.00 100,598.00 48,032.36 503036-Hazardous Pay 502.89 503050-Bilingual Pay 4,200.00 1,925.00 504010-Sal Savings-Reg Emp (873,391.00) (873,391.00) 504040-FICA Tax Savings (64,486.00) (64,486.00) 504050-Retmt Savings (94,001.00) (94,001.00) 506010-FICA Tax-OASDI 900,324.00 943,483.00 367,117.44 506020-FICA Tax-Mdcr 211,380.00 221,780.00 86,605.10 506030-Med Ins Benefit 2,864,261.00 2,864,261.00 1,119,009.34 506040-Life Ins Benefit 21,046.00 21,046.00 9,112.40 506050-Retmt Contribution (49.86) 506055-Ret Contribut-GASB68 2,572,977.00 2,699,610.00 1,082,244.98 506060-Workers Comp 387,894.00 406,863.00 163,984.85 510030-Bldg Mnt Sup&Eqp 16,073.99 16,062.77 5,026.35 510040-Chemical Sup&Eqp 2,700.00 2,700.00 510050-Clothing & Uniforms 13,524.00 13,524.00 510060-Comm Sup&Eqp 5,490.00 5,490.00 510070-CmpEqp & Peripherals 158.19 158.19 105.66 510080-Custodial Sup&Eqp 24,693.22 24,693.22 7,225.84 510090-Drug & Pharm Sup 450.00 450.00 510100-Electrical Sup&Eqp 1,161.52 1,031.25 766.51 510110-Food & Groceries 2,790.00 2,790.00 510120-Fuel 901,342.86 809,024.86 649,324.29 510125-Oils & Lubricants 4,760.23 2,644.89 121,218.63 510140-Hdw Sup&Eqp 15,383.59 14,857.40 2,093.37 510150-Institutional Eqp 28.80 510170-Laboratory Sup&Eqp 63.00 63.00 510200-Ofc Eqp 4,680.00 4,680.00 190.21 510220-Ofc Sup 470.62 265.12 4,071.79 510240-Oth Sup&Eqp 14,249.83 13,940.82 1,539.45 510250-Paint Sup&Eqp 5,071.00 5,071.00 1,023.88 510260-Safety Sup&Eqp 590.49 590.49 1,776.24 510280-Rd & Hwy Sup&Eqp 191,888.92 186,840.71 135,920.88 510290-Rd Mat-Asphaltic 54,696.67 54,696.67 69,536.74 510300-Rd Mat-NonAsphaltc 7,820.40 510330-Tfc Ctrl/Sg Sup&Eqp 1,440.00 1,440.00 3,988.20 510340-Vehicle Sup&Eqp 408,870.58 419,611.21 410,081.59 510360-Industrial Sup&Eqp 82.62 510900-Prompt Pay Interest 1,528.22 510990-Procurement Shipping 14,861.37 13,931.01 14,717.28 511270-Notary Sv 101.00 101.00 511370-Non Emp Edu Sv 17,200.00 17,200.00 17,200.00 511430-Workforce Dev 110,876.72 110,876.72 76.72 511460-Electric Util 140,000.00 160,000.00 124,289.98 511461-Electric Util-YEAccr (14,633.87) 511470-Oil/Gas Util 360.08 511471-Oil/Gas Util-YEAccr (59.76) 511480-Water/Sewer Util 16,136.99 511481-Water/SewerUtl-YEAcr (3,186.23) 511520-Auto Reprs&Mnt 90,167.10 114,890.04 48,011.22 511530-Bldg Reprs&Mnt 5,200.01 5,200.01 0.02 511540-Furn&OfcEqpReprs&Mnt 500.00 500.00 511550-Hdw/Sfw Mnt 8,724.28 8,724.28 2,571.28 511580-Rd Mach&EqpReprs&Mnt 96,930.41 95,787.57 127,105.71 511590-Rd Reprs&Mnt 49,600.20 49,600.20 548,334.77 511610-Grounds Mnt Svc 15,480.00 15,480.00 38,884.68 511620-Oth Eqp Reprs&Mnt 38,284.47 33,574.47 8,040.50 511640-Rent-EDP Eqp/Sfw 4,700.00 7,278.96 511670-Rent-Oth Mach & Eqp 21,151.35 21,151.35 123,364.35 511700-Cell(Air) Time Usage 2,360.00 2,360.00 511830-Hz Mat Removal 15,000.00 15,000.00 Page 100 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511840-Lab Services 6,458.00 6,458.00 511875-Info Retrieval Svs 100.10 100.10 300.09 511900-Oth Sv 1,508,096.65 1,497,596.65 170,534.65 511920-Disposal Sv 2,782.66 2,782.66 2,782.66 511940-Security Sv 2,400.00 2,400.00 511950-TmpPrsSv-ClrMgrlExec 1,466.67 1,466.67 1,466.67 511960-Uniform Rental Sv 1,667.71 511973-Cnstn Sv 303.80 (19,696.20) 101,728.05 512020-Inhse Trng/Onlin Crs 2,000.00 8,500.00 8,080.00 512060-Subs & Pbcations 1,350.00 1,350.00 519040-Licenses & Permits 4,000.00 4,000.00 705.25 520030-CapOut-Auto Repr&Eqp 52,620.00 0.00 522090-CpOtMt-SignTfcCtrlEq 888,063.00 888,063.00 298,063.00 0149 Afterschool Youth Enrichment Services Result 81,442.82 81,442.82 4,397.36 158 Health & Human Services Result 81,442.82 81,442.82 4,397.36 503080-Stipend-Vltrs 66,300.00 66,300.00 3,602.50 506010-FICA Tax-OASDI 4,110.00 4,110.00 506020-FICA Tax-Mdcr 960.00 960.00 506060-Workers Comp 107.00 107.00 510050-Clothing & Uniforms 1,295.00 1,295.00 510270-Recreational Sup&Eqp 1,371.00 1,371.00 511630-Rent-Bldg & Land 300.00 300.00 0.00 512050-Rg Confs/Sems 1,225.00 1,225.00 512100-Routine Mileage 5,774.82 5,774.82 794.86 0150 Motor Vehicle Interest Result 73,394.69 108 Tax Assessor-Collector Result 73,394.69 500050-Sal-Reg Emp 51,718.12 506010-FICA Tax-OASDI 3,183.85 506020-FICA Tax-Mdcr 744.61 506030-Med Ins Benefit 8,470.00 506040-Life Ins Benefit 80.00 506050-Retmt Contribution 9,115.35 506060-Workers Comp 82.76 0151 Civil Courts Facilities Fund Result 463,724.00 463,724.00 463,724.00 110 General Administration Result 463,724.00 463,724.00 463,724.00 593001-Trfr to Cons Dbt Sv 463,724.00 463,724.00 463,724.00 0152 Juvenile Case Manager Program Fund Result 378,332.78 392,596.78 171,075.74 126 Justice of the Peace Pct1 Result 112,128.92 115,886.92 52,285.48 500050-Sal-Reg Emp 59,891.00 62,886.00 28,822.31 502014-Overtime non-POPS 726.24 506010-FICA Tax-OASDI 3,713.00 3,899.00 1,777.94 506020-FICA Tax-Mdcr 868.00 911.00 415.81 506030-Med Ins Benefit 13,479.00 13,479.00 6,330.00 506040-Life Ins Benefit 99.00 99.00 48.00 506055-Ret Contribut-GASB68 10,571.00 11,100.00 5,208.52 506060-Workers Comp 928.00 933.00 454.25 510060-Comm Sup&Eqp 750.00 750.00 510070-CmpEqp & Peripherals 289.99 289.99 0.00 510200-Ofc Eqp 1,450.00 1,450.00 510220-Ofc Sup 500.00 500.00 511700-Cell(Air) Time Usage 173.10 511850-IntrprtnTrnsltnSvOth 12,043.00 12,043.00 5,300.00 512010-Travel Enc 2,946.93 2,946.93 0.00 512050-Rg Confs/Sems 1,350.00 1,350.00 792.50 512090-Travel-Lodging Meals 1,750.00 1,750.00 2,175.57 512100-Routine Mileage 1,000.00 1,000.00 512110-Travel Mileage 500.00 500.00 61.24 127 Justice of the Peace Pct2 Result 99,816.00 103,845.00 45,198.30 500050-Sal-Reg Emp 64,211.00 67,422.00 30,901.53 503010-Longvty Pay-All Emps 540.00 540.00 540.00 506010-FICA Tax-OASDI 4,015.00 4,214.00 1,890.34 506020-FICA Tax-Mdcr 939.00 986.00 442.09 506030-Med Ins Benefit 13,479.00 13,479.00 5,082.00 506040-Life Ins Benefit 99.00 99.00 48.00 506055-Ret Contribut-GASB68 11,429.00 11,996.00 5,542.39 506060-Workers Comp 1,004.00 1,009.00 487.25 510060-Comm Sup&Eqp 1,530.00 1,530.00 511710-Cell Allowance 840.00 840.00 264.70 512020-Inhse Trng/Onlin Crs 150.00 150.00 512050-Rg Confs/Sems 350.00 350.00 512090-Travel-Lodging Meals 830.00 830.00 512110-Travel Mileage 400.00 400.00 128 Justice of the Peace Pct3 Result 49,078.00 50,741.00 16,186.57 500050-Sal-Reg Emp 31,501.00 32,827.00 12,762.75 506010-FICA Tax-OASDI 1,953.00 2,035.00 791.29 Page 101 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506020-FICA Tax-Mdcr 457.00 476.00 185.06 506040-Life Ins Benefit 99.00 99.00 506055-Ret Contribut-GASB68 5,560.00 5,794.00 2,249.68 506060-Workers Comp 488.00 490.00 197.79 510060-Comm Sup&Eqp 300.00 300.00 510200-Ofc Eqp 1,500.00 1,500.00 510240-Oth Sup&Eqp 1,039.00 1,039.00 511910-Printing Sv 800.00 800.00 512050-Rg Confs/Sems 2,480.00 2,480.00 512090-Travel-Lodging Meals 1,500.00 1,500.00 512110-Travel Mileage 1,401.00 1,401.00 129 Justice of the Peace Pct4 Result 117,309.86 122,123.86 57,405.39 500050-Sal-Reg Emp 76,745.00 80,582.00 36,933.71 503010-Longvty Pay-All Emps 780.00 780.00 780.00 503050-Bilingual Pay 562.50 506010-FICA Tax-OASDI 4,807.00 5,045.00 2,259.62 506020-FICA Tax-Mdcr 1,124.00 1,180.00 528.46 506030-Med Ins Benefit 13,479.00 13,479.00 8,166.00 506040-Life Ins Benefit 99.00 99.00 48.00 506055-Ret Contribut-GASB68 13,683.00 14,360.00 6,747.25 506060-Workers Comp 124.00 130.00 61.30 510200-Ofc Eqp 900.00 900.00 511700-Cell(Air) Time Usage 937.86 937.86 937.86 512030-Pf Licenses 125.00 125.00 512050-Rg Confs/Sems 790.00 790.00 512090-Travel-Lodging Meals 1,164.00 1,164.00 512100-Routine Mileage 2,202.00 2,202.00 380.69 512110-Travel Mileage 250.00 250.00 513010-BackgrndCkSV 100.00 100.00 0154 CA DWI Pre-Diversion Program Result 1,048.00 1,048.00 119 County Attorney Result 1,048.00 1,048.00 512020-Inhse Trng/Onlin Crs 351.00 351.00 512050-Rg Confs/Sems 349.00 349.00 512090-Travel-Lodging Meals 348.00 348.00 0155 Child Welfare Juror Donations Result 35,885.00 35,885.00 34,015.50 158 Health & Human Services Result 35,885.00 35,885.00 34,015.50 511090-Sub Abuse Screening 35,885.00 35,885.00 32,888.00 511940-Security Sv 1,127.50 0158 Language Access Fund Result 142,302.00 142,302.00 155 Justice Planning Result 142,302.00 142,302.00 511850-IntrprtnTrnsltnSvOth 142,302.00 142,302.00 0160 TC Records Mgmt & Pres Fund Result 559,648.55 567,049.33 257,259.04 112 Information Technology Svcs Result 559,648.55 567,049.33 257,259.04 500050-Sal-Reg Emp 294,294.00 309,009.00 138,233.36 500070-Sal-Temp Emp 37,882.00 37,882.00 10,531.50 503010-Longvty Pay-All Emps 3,018.00 3,018.00 900.00 506010-FICA Tax-OASDI 20,783.00 21,694.00 8,990.78 506020-FICA Tax-Mdcr 4,861.00 5,073.00 2,102.69 506030-Med Ins Benefit 67,394.00 67,394.00 28,494.00 506040-Life Ins Benefit 495.00 495.00 240.00 506055-Ret Contribut-GASB68 59,162.00 61,759.00 26,382.82 506060-Workers Comp 537.00 561.00 248.28 510080-Custodial Sup&Eqp 83.85 510110-Food & Groceries 1,500.00 442.79 0.00 510190-Med/Dental Sup&Eqp 11.38 510200-Ofc Eqp 10,860.00 10,801.78 65.95 510220-Ofc Sup 18.00 510240-Oth Sup&Eqp 23.31 510990-Procurement Shipping 96.11 511550-Hdw/Sfw Mnt 35,540.00 35,540.00 14,719.78 511620-Oth Eqp Reprs&Mnt 9,505.00 9,505.00 7,573.58 511671-Cloud based subs svc 2,683.00 2,683.00 17,448.00 511870-IT Cslt 134.55 134.55 134.55 511900-Oth Sv 1,057.21 961.10 520090-CapOut-ElectricalEqp 11,000.00 0.00 0.00 0161 Justice Court Support Fund Result 351,852.25 356,700.25 143,424.39 126 Justice of the Peace Pct1 Result 165,635.25 165,635.25 71,697.07 500050-Sal-Reg Emp 94,552.00 94,552.00 45,502.82 502014-Overtime non-POPS 214.74 502017-ExtraHoursPaidNonPOP 59.65 506010-FICA Tax-OASDI 5,862.00 5,862.00 2,833.78 506020-FICA Tax-Mdcr 1,372.00 1,372.00 662.73 506030-Med Ins Benefit 26,958.00 26,958.00 5,082.00 506040-Life Ins Benefit 198.00 198.00 96.00 506055-Ret Contribut-GASB68 16,688.00 16,688.00 8,069.09 Page 102 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506060-Workers Comp 152.00 152.00 73.01 510070-CmpEqp & Peripherals 3,190.00 3,190.00 3,190.00 510220-Ofc Sup 300.00 300.00 512050-Rg Confs/Sems 450.00 450.00 519080-Oth Misc Expenditure 15,913.25 15,913.25 5,913.25 127 Justice of the Peace Pct2 Result 10,000.00 10,000.00 2,873.26 512010-Travel Enc 0.00 512020-Inhse Trng/Onlin Crs 350.00 300.00 512050-Rg Confs/Sems 1,130.00 512090-Travel-Lodging Meals 4,650.00 1,159.06 512110-Travel Mileage 284.20 519080-Oth Misc Expenditure 10,000.00 5,000.00 128 Justice of the Peace Pct3 Result 10,000.00 10,000.00 1,348.12 512010-Travel Enc 1,348.12 512050-Rg Confs/Sems 2,000.00 2,000.00 512090-Travel-Lodging Meals 3,000.00 3,000.00 512110-Travel Mileage 1,200.00 1,200.00 519080-Oth Misc Expenditure 3,800.00 3,800.00 129 Justice of the Peace Pct4 Result 83,326.00 88,174.00 42,767.34 500050-Sal-Reg Emp 47,276.00 49,640.00 22,563.41 500060-Sal-Term Pay Reg Emp 0.00 500065-ParentLve-Non-POPS 188.00 503050-Bilingual Pay 1,500.00 687.50 506010-FICA Tax-OASDI 2,931.00 3,171.00 1,304.39 506020-FICA Tax-Mdcr 686.00 742.00 305.06 506030-Med Ins Benefit 13,479.00 13,479.00 8,604.00 506040-Life Ins Benefit 99.00 99.00 48.00 506055-Ret Contribut-GASB68 8,344.00 9,026.00 4,131.64 506060-Workers Comp 76.00 82.00 37.43 510070-CmpEqp & Peripherals 48.98 510150-Institutional Eqp 50.00 49.70 510220-Ofc Sup 100.00 385.00 315.00 510310-Software 958.44 958.44 511550-Hdw/Sfw Mnt 191.73 191.73 512010-Travel Enc 185.00 185.00 976.50 512020-Inhse Trng/Onlin Crs 235.00 512050-Rg Confs/Sems 3,150.00 3,150.00 600.00 512090-Travel-Lodging Meals 711.96 512110-Travel Mileage 810.60 519080-Oth Misc Expenditure 7,000.00 5,514.83 130 Justice of the Peace Pct5 Result 82,891.00 82,891.00 24,923.60 500050-Sal-Reg Emp 47,276.00 47,276.00 16,546.48 506010-FICA Tax-OASDI 2,931.00 2,931.00 1,007.68 506020-FICA Tax-Mdcr 686.00 686.00 235.67 506030-Med Ins Benefit 13,479.00 13,479.00 4,165.00 506040-Life Ins Benefit 99.00 99.00 24.00 506055-Ret Contribut-GASB68 8,344.00 8,344.00 2,918.34 506060-Workers Comp 76.00 76.00 26.43 519080-Oth Misc Expenditure 10,000.00 10,000.00 929 929 Result (185.00) 512120-Travel YE Accrual (185.00) 0162 Veterans Serv Juror Contrib Fund Result 8,000.00 8,000.00 116 Veterans Services Result 8,000.00 8,000.00 511130-Case Mgmt Sv 4,000.00 4,000.00 512090-Travel-Lodging Meals 4,000.00 4,000.00 0163 Child Care and Out of School Time (CCOST Result 2,616,658.00 40,179.02 106 County Auditor Result 833,341.00 15,749.64 500050-Sal-Reg Emp 565,134.00 10,815.00 506010-FICA Tax-OASDI 35,060.00 770.60 506020-FICA Tax-Mdcr 8,198.00 180.23 506030-Med Ins Benefit 67,395.00 1,677.00 506040-Life Ins Benefit 495.00 16.00 506055-Ret Contribut-GASB68 99,804.00 2,270.24 506060-Workers Comp 905.00 20.57 510070-CmpEqp & Peripherals 13,350.00 510210-Ofc Furn 4,250.00 510220-Ofc Sup 11,250.00 512050-Rg Confs/Sems 27,500.00 112 Information Technology Svcs Result 31,540.00 5,398.40 510070-CmpEqp & Peripherals 31,540.00 5,398.40 115 Purchasing Result 144,214.00 12,678.74 500050-Sal-Reg Emp 85,797.00 9,029.27 506010-FICA Tax-OASDI 5,319.00 572.49 506020-FICA Tax-Mdcr 1,244.00 133.89 506030-Med Ins Benefit 13,479.00 1,270.50 Page 103 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506040-Life Ins Benefit 99.00 12.00 506055-Ret Contribut-GASB68 15,143.00 1,645.67 506060-Workers Comp 137.00 14.92 510210-Ofc Furn 5,000.00 510220-Ofc Sup 17,996.00 119 County Attorney Result 326,949.00 6,352.24 500050-Sal-Reg Emp 227,705.00 506010-FICA Tax-OASDI 14,117.00 506020-FICA Tax-Mdcr 3,302.00 506030-Med Ins Benefit 26,958.00 506040-Life Ins Benefit 198.00 506055-Ret Contribut-GASB68 40,190.00 506060-Workers Comp 364.00 510210-Ofc Furn 5,700.00 6,352.24 510220-Ofc Sup 1,000.00 510310-Software 275.00 512030-Pf Licenses 275.00 512040-Pf Membership 165.00 512050-Rg Confs/Sems 2,500.00 512070-Trng Mat/Books 850.00 512090-Travel-Lodging Meals 3,350.00 158 Health & Human Services Result 1,280,614.00 500050-Sal-Reg Emp 844,497.00 506010-FICA Tax-OASDI 52,358.00 506020-FICA Tax-Mdcr 12,245.00 506030-Med Ins Benefit 121,311.00 506040-Life Ins Benefit 891.00 506055-Ret Contribut-GASB68 109,963.00 506060-Workers Comp 1,349.00 510210-Ofc Furn 45,000.00 510220-Ofc Sup 27,000.00 510310-Software 2,500.00 511700-Cell(Air) Time Usage 4,500.00 512050-Rg Confs/Sems 15,000.00 512090-Travel-Lodging Meals 35,000.00 512100-Routine Mileage 9,000.00 2001 Austin TC Integral Care-FG Result 0.00 120 County Clerk Result 0.00 500050-Sal-Reg Emp 0.00 2006 City of Austin Result 25,383.76 234,416.76 24,003.94 137 Sheriff Result 25,383.76 234,416.76 24,003.94 510070-CmpEqp & Peripherals 2,621.86 2,621.86 2,621.86 510180-Law Enf Sup&Eqp 207,033.00 510260-Safety Sup&Eqp 22,761.90 22,761.90 21,382.08 510990-Procurement Shipping 2,000.00 139 CSCD-Adult Probation Result 0.00 500050-Sal-Reg Emp 0.00 500060-Sal-Term Pay Reg Emp 0.00 503050-Bilingual Pay 0.00 506010-FICA Tax-OASDI 0.00 506020-FICA Tax-Mdcr 0.00 506050-Retmt Contribution 0.00 506055-Ret Contribut-GASB68 0.00 506060-Workers Comp 0.00 2009 Corp For National and Community Service Result 0.00 26,103.35 158 Health & Human Services Result 0.00 26,103.35 500050-Sal-Reg Emp 1,942.12 17,376.44 503010-Longvty Pay-All Emps 754.00 506010-FICA Tax-OASDI 982.73 506020-FICA Tax-Mdcr 229.75 506030-Med Ins Benefit 14.34 1,584.61 506040-Life Ins Benefit 17.11 506050-Retmt Contribution 266.84 3,004.19 506060-Workers Comp 24.82 512010-Travel Enc 0.00 512050-Rg Confs/Sems 150.00 300.00 512090-Travel-Lodging Meals (2,373.30) 1,558.10 512110-Travel Mileage 271.60 2011 Estate of Susan C Milburn Result 6.42 6.42 6.42 158 Health & Human Services Result 6.42 6.42 6.42 511300-Child & Youth Dev 6.42 6.42 6.42 2015 Texas Indigent Defense Commission Result 195,360.07 195,360.07 185,066.02 144 Public Defender Result 997.61 997.61 (9,296.44) 500050-Sal-Reg Emp 1,800.00 (9,296.44) 506010-FICA Tax-OASDI (1,800.00) Page 104 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510020-Books 48.19 48.19 0.00 511650-Rent-Ofc Eqp 722.15 722.15 0.00 511890-Oth Cslt Sv 150.00 150.00 0.00 530023-Lease Principal Exp 77.27 77.27 0.00 194 Legally Mandated-Criminal Cts Result 194,362.46 194,362.46 194,362.46 511890-Oth Cslt Sv 100,000.00 100,000.00 100,000.00 518120-Subrecipient 94,362.46 94,362.46 94,362.46 2016 OOG Criminal Justice Division Result 98,525.40 52,183.28 123 District Attorney Result 98,525.40 52,183.28 500050-Sal-Reg Emp 56,886.40 36,592.92 506010-FICA Tax-OASDI 3,527.00 2,198.58 506020-FICA Tax-Mdcr 825.00 514.20 506030-Med Ins Benefit 26,958.00 6,449.86 506040-Life Ins Benefit 198.00 60.92 506055-Ret Contribut-GASB68 10,040.00 6,309.57 506060-Workers Comp 91.00 57.23 2017 OOG Div of Emergency Management Result 68,755.30 65,055.30 83,555.20 101 County Judge Result (3,500.00) 512090-Travel-Lodging Meals (3,500.00) 120 County Clerk Result 24,145.00 24,145.00 36,286.77 510070-CmpEqp & Peripherals 6,500.00 6,496.68 510140-Hdw Sup&Eqp 2,200.00 1,594.50 510260-Safety Sup&Eqp 7,900.00 6,790.59 511940-Security Sv 24,145.00 7,545.00 21,405.00 147 Emergency Services Result 44,610.30 44,410.30 47,268.43 510050-Clothing & Uniforms 1,890.00 1,890.00 510190-Med/Dental Sup&Eqp 1,082.00 1,081.42 510200-Ofc Eqp 2,750.00 2,410.25 510990-Procurement Shipping 5.00 4.56 511890-Oth Cslt Sv 44,610.30 44,610.30 44,632.20 511900-Oth Sv (2,755.00) (2,750.00) 512020-Inhse Trng/Onlin Crs (2,972.00) 0.00 512110-Travel Mileage (200.00) 2020 OneStar Foundation Result 502.50 502.50 195,313.22 158 Health & Human Services Result 502.50 502.50 195,313.22 500050-Sal-Reg Emp 69,019.26 500065-ParentLve-Non-POPS 3,886.80 502014-Overtime non-POPS 0.00 502017-ExtraHoursPaidNonPOP 0.00 503010-Longvty Pay-All Emps 0.00 503080-Stipend-Vltrs 7,085.69 506010-FICA Tax-OASDI 4,806.38 506020-FICA Tax-Mdcr 1,124.01 506030-Med Ins Benefit 17,387.42 506040-Life Ins Benefit 162.00 506050-Retmt Contribution (1,829.18) 506055-Ret Contribut-GASB68 14,830.74 506060-Workers Comp 128.80 510030-Bldg Mnt Sup&Eqp 1,698.60 1,698.60 510050-Clothing & Uniforms 15.00 1,315.00 510080-Custodial Sup&Eqp 258.32 258.32 510100-Electrical Sup&Eqp 58.86 58.86 510140-Hdw Sup&Eqp 534.49 523.39 510240-Oth Sup&Eqp 10,134.86 9,474.82 510260-Safety Sup&Eqp 62.69 62.69 510270-Recreational Sup&Eqp 3,508.00 8,012.14 510990-Procurement Shipping 650.82 246.54 511630-Rent-Bldg & Land (76.00) 1,225.00 511640-Rent-EDP Eqp/Sfw 500.00 10,000.00 511750-Adm Cost-IDC Post 11,688.61 511760-AgDues & Memberships 950.00 511900-Oth Sv 2,893.00 2,892.50 512020-Inhse Trng/Onlin Crs 360.00 512100-Routine Mileage 502.50 502.50 11,765.42 513010-BackgrndCkSV 433.00 513020-Emp Asstc Programs 200.00 513040-Emp Recruitment Exps 652.00 1,651.95 516620-Benefits Adm (20,890.64) 15,894.46 2026 Motor Vehicle Crime Prevention Authority Result 106,999.09 106,999.09 602,268.42 137 Sheriff Result 106,999.09 106,999.09 602,268.42 500050-Sal-Reg Emp 41,509.21 501010-Sal-POPS 168,714.80 502013-Overtime POPS 4,937.65 502016-ExtraHoursPaid-POPS 3,810.12 503010-Longvty Pay-All Emps 3,689.85 Page 105 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 503030-TCLEOSE Pay 2,750.00 503050-Bilingual Pay 572.88 506010-FICA Tax-OASDI 13,253.77 506020-FICA Tax-Mdcr 3,099.65 506030-Med Ins Benefit 31,325.53 506040-Life Ins Benefit 239.76 506050-Retmt Contribution (885.47) 506055-Ret Contribut-GASB68 39,963.50 506060-Workers Comp 2,825.95 510120-Fuel (400.00) 325.95 510125-Oils & Lubricants 100.00 510220-Ofc Sup (140.55) 1,792.40 510990-Procurement Shipping 140.55 140.55 511520-Auto Reprs&Mnt 300.00 511700-Cell(Air) Time Usage 881.79 512010-Travel Enc 5,604.60 5,604.60 2,047.70 512050-Rg Confs/Sems 1,440.00 512090-Travel-Lodging Meals 1,101.34 518010-Subrec-Sal 101,394.49 101,394.49 278,731.49 2028 Texas Division of Emergency Management Result 64.20 147 Emergency Services Result 64.20 510080-Custodial Sup&Eqp 64.20 2031 Texas Department of Transportation Result 83.75 150,266.39 63,667.84 119 County Attorney Result 83.75 150,266.39 63,667.84 500050-Sal-Reg Emp 87,820.86 41,068.81 506010-FICA Tax-OASDI 5,445.13 3,350.74 506020-FICA Tax-Mdcr 1,273.62 783.63 506030-Med Ins Benefit 29,786.90 7,997.32 506040-Life Ins Benefit 218.78 48.00 506050-Retmt Contribution (169.00) 506055-Ret Contribut-GASB68 15,500.06 9,770.80 506060-Workers Comp 140.70 86.82 512100-Routine Mileage 83.75 10,080.34 730.72 2034 Texas Gas Result 194,449.54 162,153.49 158 Health & Human Services Result 194,449.54 162,153.49 511410-UtlAsst 194,449.54 162,153.49 2035 Texas Historical Commission Result 40,000.00 40,000.00 117 Historical Commission Result 40,000.00 40,000.00 511890-Oth Cslt Sv 40,000.00 40,000.00 2036 Texas Juvenile Probation Comn-USHHS Result 42,760.19 18,758.44 145 Juvenile Probation Result 42,760.19 18,758.44 511800-Ext Plc Pris/JVs 18,758.44 519080-Oth Misc Expenditure 42,760.19 2039 Texas Veterans Commission Result 35,715.95 35,715.95 35,652.75 124 Criminal Courts Result 35,715.95 35,715.95 35,652.75 511940-Security Sv 35,715.95 35,715.95 35,652.75 2045 Tx Dpt of Crm Js Cmty Justice Asst Div Result 32,695.73 40,595.73 6,916,231.46 139 CSCD-Adult Probation Result 32,695.73 40,595.73 6,916,231.46 500050-Sal-Reg Emp (37,379.50) 4,290,025.22 500060-Sal-Term Pay Reg Emp 21,138.96 81,503.99 500065-ParentLve-Non-POPS 1,965.99 3,195.58 500070-Sal-Temp Emp 7,369.18 91,249.79 502014-Overtime non-POPS 288.03 502017-ExtraHoursPaidNonPOP 394.72 503010-Longvty Pay-All Emps 1,091.88 45,691.22 503050-Bilingual Pay 4,285.00 26,300.00 503105-Temp Salary Pay 4,271.35 506010-FICA Tax-OASDI 5,300.52 273,536.32 506020-FICA Tax-Mdcr (8,653.52) 64,028.34 506050-Retmt Contribution 4,881.49 (22,722.47) 506055-Ret Contribut-GASB68 823,310.10 506070-Unempt Ins 11,861.44 510110-Food & Groceries 426.65 510120-Fuel 5,500.00 1,197.75 510220-Ofc Sup 751.51 751.51 17,893.74 510240-Oth Sup&Eqp (500.00) 510270-Recreational Sup&Eqp 500.00 156.54 510990-Procurement Shipping 10.00 0.00 511010-Counseling Sv 1,383.33 511030-Hospztn Sv 160,015.16 511100-Trtmt Sv 707,473.93 511200-Auditing Sv 29,260.00 31,360.00 29,260.00 511250-Legal Advisory Sv (1,000.00) 511460-Electric Util 30,730.76 511461-Electric Util-YEAccr (5,805.24) Page 106 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 511470-Oil/Gas Util 8,501.02 511471-Oil/Gas Util-YEAccr (1,138.81) 511480-Water/Sewer Util 12,102.98 511481-Water/SewerUtl-YEAcr (1,425.48) 511485-Cable TV Service 1,200.63 511530-Bldg Reprs&Mnt 66,661.08 511620-Oth Eqp Reprs&Mnt 5,951.00 511630-Rent-Bldg & Land 99,545.76 511650-Rent-Ofc Eqp 1,394.20 1,494.20 5,081.28 511700-Cell(Air) Time Usage 13,187.62 511730-Postal/Frt out Sv (10.00) 6.99 511751-Adm Cost-Manual 49,428.25 511850-IntrprtnTrnsltnSvOth 26.46 511860-Invstgtv Sv (250.00) 511875-Info Retrieval Svs (1,000.00) 5,684.45 511890-Oth Cslt Sv (1,000.00) 4,000.00 511910-Printing Sv (100.00) 511920-Disposal Sv 1,717.88 512010-Travel Enc 1,220.34 1,220.34 1,864.83 512020-Inhse Trng/Onlin Crs 50.00 512030-Pf Licenses 282.00 512040-Pf Membership 100.00 512050-Rg Confs/Sems 2,332.00 512060-Subs & Pbcations 456.75 512090-Travel-Lodging Meals 1,489.52 4,635.36 512100-Routine Mileage 69.68 369.68 457.29 512110-Travel Mileage 65.48 1,143.72 512120-Travel YE Accrual (1,220.34) 513030-Emp Recognition 182.49 515330-Gen Liab Prem 1,000.00 515340-Auto Liab Prem 445.00 2047 Tx Dpt of Housing and Cmty Afrs - DOE Result 328,631.00 37,025.65 158 Health & Human Services Result 328,631.00 37,025.65 500050-Sal-Reg Emp 39,461.00 21,295.05 506010-FICA Tax-OASDI 3,334.00 1,320.33 506020-FICA Tax-Mdcr 781.00 308.81 506050-Retmt Contribution 8,390.00 3,751.95 506060-Workers Comp 1,974.00 627.82 510030-Bldg Mnt Sup&Eqp 5,382.00 510100-Electrical Sup&Eqp 3,048.00 700.84 510150-Institutional Eqp 8,116.00 (1,455.25) 510170-Laboratory Sup&Eqp 1,059.00 510401-Material Used 18,678.00 5,320.27 510990-Procurement Shipping 1,529.00 (76.50) 511200-Auditing Sv 1,000.00 511530-Bldg Reprs&Mnt 166,538.00 (1,701.25) 511630-Rent-Bldg & Land 2,185.00 511750-Adm Cost-IDC Post 41,079.00 6,933.58 511890-Oth Cslt Sv 167.00 512020-Inhse Trng/Onlin Crs 400.00 512030-Pf Licenses 3,380.00 512050-Rg Confs/Sems 5,400.00 512090-Travel-Lodging Meals 12,720.00 512110-Travel Mileage 100.00 515320-Gen Ins Prem 3,910.00 2049 TXU Electric and Gas Company Result 20,000.00 11,301.39 158 Health & Human Services Result 20,000.00 11,301.39 511410-UtlAsst 20,000.00 11,301.39 2051 US Department of Justice Result 154,441.29 3,664,866.29 1,299,869.93 123 District Attorney Result 849,877.00 431,883.56 500050-Sal-Reg Emp 438,806.00 297,918.50 502017-ExtraHoursPaidNonPOP 44.76 503020-Longvty Pay-Prs 1,320.00 506010-FICA Tax-OASDI 29,585.00 18,014.65 506020-FICA Tax-Mdcr 6,619.00 4,213.11 506030-Med Ins Benefit 91,456.00 43,690.00 506040-Life Ins Benefit 693.00 384.00 506050-Retmt Contribution (3,499.00) 506055-Ret Contribut-GASB68 80,988.00 52,755.25 506060-Workers Comp 3,027.00 478.82 510020-Books (689.00) 510070-CmpEqp & Peripherals 2,940.00 93.46 510200-Ofc Eqp 100.00 45.49 510210-Ofc Furn 1,500.00 2,737.00 510220-Ofc Sup 1,860.00 173.04 Page 107 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510240-Oth Sup&Eqp 50.00 146.80 510310-Software 154,739.00 511671-Cloud based subs svc 1,200.00 511840-Lab Services 2.00 511850-IntrprtnTrnsltnSvOth 7,556.00 511890-Oth Cslt Sv 675.00 512010-Travel Enc 4,743.68 512040-Pf Membership (320.00) 512050-Rg Confs/Sems 3,375.00 512090-Travel-Lodging Meals 25,937.00 512100-Routine Mileage 102.00 514140-Expert Wtns Testimny 36,000.00 4,450.00 514260-Witness Exps (36,000.00) 518120-Subrecipient 3,850.00 137 Sheriff Result 499,117.00 500050-Sal-Reg Emp 176,807.00 506010-FICA Tax-OASDI 10,962.00 506020-FICA Tax-Mdcr 2,564.00 506030-Med Ins Benefit 40,428.00 506040-Life Ins Benefit 297.00 506055-Ret Contribut-GASB68 31,206.00 506060-Workers Comp 337.00 510070-CmpEqp & Peripherals 2,071.00 510090-Drug & Pharm Sup 105,000.00 510170-Laboratory Sup&Eqp 3,724.00 511710-Cell Allowance 1,020.00 511973-Cnstn Sv 25,000.00 519040-Licenses & Permits 25,000.00 520140-CapOut-Law Enf Eqp 74,701.00 141 Community Legal Services Result 39,889.15 39,889.15 518120-Subrecipient 39,889.15 39,889.15 145 Juvenile Probation Result 94,337.18 94,337.18 207,681.37 500050-Sal-Reg Emp 56,709.95 502014-Overtime non-POPS (40.53) 506010-FICA Tax-OASDI 3,171.47 506020-FICA Tax-Mdcr 741.60 506030-Med Ins Benefit 17,280.00 506040-Life Ins Benefit 96.00 506050-Retmt Contribution (976.71) 506055-Ret Contribut-GASB68 10,965.89 506060-Workers Comp 493.86 511350-Gifts 2,900.00 2,900.00 13,272.25 511671-Cloud based subs svc 5,400.00 511750-Adm Cost-IDC Post 9,130.41 518010-Subrec-Sal 54,880.68 54,880.68 54,880.68 518030-Subrec-Op Exp 27,375.80 27,375.80 27,375.80 518120-Subrecipient 9,180.70 9,180.70 9,180.70 155 Justice Planning Result 60,104.11 20,337.96 1,199.96 518120-Subrecipient 60,104.11 20,337.96 1,199.96 158 Health & Human Services Result 2,161,308.00 619,215.89 500050-Sal-Reg Emp 217,300.00 19,235.74 506010-FICA Tax-OASDI 13,473.00 1,146.21 506020-FICA Tax-Mdcr 3,151.00 268.06 506030-Med Ins Benefit 51,658.00 2,416.00 506040-Life Ins Benefit 380.00 16.00 506055-Ret Contribut-GASB68 38,354.00 3,395.12 506060-Workers Comp 348.00 30.77 510060-Comm Sup&Eqp 42.00 37.96 510200-Ofc Eqp 32.00 29.99 510220-Ofc Sup 1,926.00 511710-Cell Allowance 2,100.00 140.04 512050-Rg Confs/Sems 7,227.00 512100-Routine Mileage 3,509.00 518120-Subrecipient 1,821,808.00 592,500.00 2054 US Dept of Housing and Urban Development Result 161,029.26 1,485,972.26 467,473.43 149 Transportation & Natural Res Result 34,736.42 34,736.42 34,736.42 522040-CpOtMt-Infra/Imp 34,736.42 34,736.42 34,736.42 158 Health & Human Services Result 126,292.84 1,451,235.84 432,737.01 500050-Sal-Reg Emp 171,101.87 101,283.93 500070-Sal-Temp Emp (366.07) 503010-Longvty Pay-All Emps (19.77) 506010-FICA Tax-OASDI 9,745.55 6,159.15 506020-FICA Tax-Mdcr 2,122.28 1,440.44 506030-Med Ins Benefit 15,549.31 15,392.00 506040-Life Ins Benefit 230.06 145.38 Page 108 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506050-Retmt Contribution (4,126.10) 10,356.77 506055-Ret Contribut-GASB68 26,616.00 7,496.94 506060-Workers Comp 243.87 161.95 510070-CmpEqp & Peripherals 1,000.00 510200-Ofc Eqp 1,000.00 510220-Ofc Sup 1,500.00 297.97 510260-Safety Sup&Eqp 2,000.00 510990-Procurement Shipping 200.00 511270-Notary Sv 300.00 511550-Hdw/Sfw Mnt 3,166.00 511640-Rent-EDP Eqp/Sfw 4,100.00 254.28 511671-Cloud based subs svc 25,000.00 5,761.46 511681-LglReq Adv/Pbc Notif 725.00 43,280.00 6,293.62 511710-Cell Allowance 129.72 3,629.72 0.00 512040-Pf Membership 4,025.00 2,255.00 512050-Rg Confs/Sems 6,500.00 512090-Travel-Lodging Meals 4,500.00 512100-Routine Mileage 1,500.00 512110-Travel Mileage 3,000.00 518120-Subrecipient 125,438.12 125,438.12 125,438.12 522040-CpOtMt-Infra/Imp 1,000,000.00 150,000.00 2058 OOG Criminal Justice Division-State Fund Result 153,000.00 150,718.67 158 Health & Human Services Result 153,000.00 150,718.67 511300-Child & Youth Dev 150,150.00 150,150.00 511750-Adm Cost-IDC Post 2,850.00 568.67 2059 Office of The Atty General - State Fund Result 35,639.72 50,438.56 119 County Attorney Result 14,798.84 500050-Sal-Reg Emp 14,798.84 503050-Bilingual Pay 0.00 506010-FICA Tax-OASDI 0.00 506020-FICA Tax-Mdcr 0.00 506030-Med Ins Benefit 0.00 506040-Life Ins Benefit 0.00 506050-Retmt Contribution (2,858.89) 506055-Ret Contribut-GASB68 2,858.89 506060-Workers Comp 0.00 137 Sheriff Result 35,639.72 35,639.72 511900-Oth Sv 35,639.72 35,639.72 2060 Texas Juvenile Justice Department Result 54,201.12 505,406.16 4,838,535.41 145 Juvenile Probation Result 54,201.12 505,406.16 4,838,535.41 500050-Sal-Reg Emp 284,739.20 3,242,339.11 500055-RegShtDf-NonExNonPOP 13,250.91 500059-Incentive Pay-NonPOP 1,600.00 500060-Sal-Term Pay Reg Emp 5,343.35 502011-OTShtDfNonExNonPOPS 2,178.98 502014-Overtime non-POPS 94,587.87 502017-ExtraHoursPaidNonPOP 7,302.89 503010-Longvty Pay-All Emps 448.80 13,392.96 503050-Bilingual Pay 7,437.50 503105-Temp Salary Pay 510.16 506010-FICA Tax-OASDI 204,144.36 506020-FICA Tax-Mdcr 47,792.13 506030-Med Ins Benefit 485,728.50 506040-Life Ins Benefit 3,628.00 506050-Retmt Contribution 68,812.86 506055-Ret Contribut-GASB68 528,715.31 506060-Workers Comp 24,069.40 510050-Clothing & Uniforms 5,201.12 5,201.12 5,201.12 511370-Non Emp Edu Sv 49,000.00 49,000.00 15,000.00 512020-Inhse Trng/Onlin Crs 67,500.00 67,500.00 519080-Oth Misc Expenditure 98,517.04 2061 Tx Dpt of Housing and Cmty Afrs - USHHS Result 4,534,772.00 1,752,047.16 158 Health & Human Services Result 4,534,772.00 1,752,047.16 500050-Sal-Reg Emp 86,429.00 (788.13) 500070-Sal-Temp Emp 85,619.00 64,070.86 502014-Overtime non-POPS (1,806.00) 506010-FICA Tax-OASDI 14,446.00 3,923.60 506020-FICA Tax-Mdcr 3,378.00 917.59 506050-Retmt Contribution 24,953.21 (138.64) 506055-Ret Contribut-GASB68 14,058.79 11,286.95 506060-Workers Comp 4,186.00 19.58 510030-Bldg Mnt Sup&Eqp 5,259.00 510100-Electrical Sup&Eqp 7,200.00 (255.89) 510150-Institutional Eqp 6,907.00 510220-Ofc Sup 290.50 290.50 Page 109 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 510401-Material Used 23,926.00 (1,867.86) 510990-Procurement Shipping 25.00 25.00 511410-UtlAsst 4,066,721.00 1,622,165.97 511530-Bldg Reprs&Mnt 164,633.00 44,242.50 511630-Rent-Bldg & Land 394.50 511750-Adm Cost-IDC Post 26,152.00 8,155.13 512050-Rg Confs/Sems 400.00 512090-Travel-Lodging Meals 1,350.00 512110-Travel Mileage 250.00 2078 Austin TC Integral Care-SG Result 47,622.40 145 Juvenile Probation Result 47,622.40 500050-Sal-Reg Emp 32,933.09 506010-FICA Tax-OASDI 1,987.97 506020-FICA Tax-Mdcr 464.95 506030-Med Ins Benefit 6,330.00 506040-Life Ins Benefit 48.00 506050-Retmt Contribution (242.36) 506055-Ret Contribut-GASB68 6,048.03 506060-Workers Comp 52.72 2084 US Department of Defense Result 123,000.00 123,000.00 123,000.00 120 County Clerk Result 123,000.00 123,000.00 123,000.00 511550-Hdw/Sfw Mnt 123,000.00 123,000.00 123,000.00 2091 US Dept of Energy Result 293,610.00 114 Facilities Management Result 293,610.00 511530-Bldg Reprs&Mnt 293,610.00 2092 Texas Water Development Board Result 910,498.21 910,498.21 910,498.21 149 Transportation & Natural Res Result 910,498.21 910,498.21 910,498.21 511973-Cnstn Sv 910,498.21 910,498.21 910,498.21 2098 Texas Council on Family Violence (OAG) Result 55,000.00 27,592.03 123 District Attorney Result 55,000.00 27,592.03 500050-Sal-Reg Emp 36,046.00 19,034.38 502017-ExtraHoursPaidNonPOP 59.90 503070-Suppl Sal-CAPSODAPSO 217.80 506010-FICA Tax-OASDI 2,235.00 1,182.57 506020-FICA Tax-Mdcr 523.00 276.56 506030-Med Ins Benefit 9,705.00 3,354.12 506040-Life Ins Benefit 71.00 31.68 506050-Retmt Contribution 0.00 506055-Ret Contribut-GASB68 6,362.00 3,404.19 506060-Workers Comp 58.00 30.83 2100 United Way (USHHS to DFPS) Result 925.00 496,016.52 925.00 158 Health & Human Services Result 925.00 496,016.52 925.00 500050-Sal-Reg Emp 297,842.79 503080-Stipend-Vltrs 8,800.00 506010-FICA Tax-OASDI 18,466.26 506020-FICA Tax-Mdcr 4,318.73 506030-Med Ins Benefit 59,256.00 506040-Life Ins Benefit 495.00 506050-Retmt Contribution 52,569.25 506060-Workers Comp 476.55 510020-Books 150.00 510050-Clothing & Uniforms 2,425.00 510220-Ofc Sup 352.62 510240-Oth Sup&Eqp 13,493.00 510270-Recreational Sup&Eqp 283.00 510990-Procurement Shipping 10.00 511350-Gifts 925.00 4,005.00 925.00 511671-Cloud based subs svc 8,100.00 511700-Cell(Air) Time Usage 3,000.00 511890-Oth Cslt Sv 8,775.00 512020-Inhse Trng/Onlin Crs 800.00 512040-Pf Membership 1,471.00 512050-Rg Confs/Sems 1,120.00 512060-Subs & Pbcations 296.00 512100-Routine Mileage 9,511.32 2112 Bluebonnet Electric Result 729.56 158 Health & Human Services Result 729.56 511410-UtlAsst 729.56 2115 US Department of Treasury-CARES/ARPAonly Result 103,085,170.69 103,085,394.66 144,484,431.33 106 County Auditor Result (1,664,450.57) 72,140.36 500050-Sal-Reg Emp (1,667,840.17) 49,147.21 500055-RegShtDf-NonExNonPOP 0.00 500056-Emergsick/Reg-COVID (67.84) 500060-Sal-Term Pay Reg Emp (182.80) 502014-Overtime non-POPS 2,075.42 2,087.92 Page 110 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 502017-ExtraHoursPaidNonPOP 28.66 28.66 503010-Longvty Pay-All Emps (16.45) 506010-FICA Tax-OASDI 799.72 3,107.50 506020-FICA Tax-Mdcr (374.88) 726.75 506030-Med Ins Benefit (5,051.00) 7,986.50 506040-Life Ins Benefit (276.25) 72.00 506055-Ret Contribut-GASB68 6,686.66 8,904.27 506060-Workers Comp (231.64) 79.55 109 Planning & Budget Result 287,750.00 (3,612,456.38) 1,125,300.28 500050-Sal-Reg Emp (376,806.89) 22,528.32 500056-Emergsick/Reg-COVID (50.28) 506010-FICA Tax-OASDI (1,633.49) 1,369.42 506020-FICA Tax-Mdcr (479.42) 320.26 506030-Med Ins Benefit (21,001.00) 4,150.00 506040-Life Ins Benefit 8.00 40.00 506055-Ret Contribut-GASB68 (4,678.50) 3,986.04 506060-Workers Comp (614.80) 36.24 511230-Oth Fin Sv 197,750.00 197,750.00 197,750.00 511231-COVID Resp Distrib (995,000.00) 805,000.00 511710-Cell Allowance 50.00 120.00 518120-Subrecipient 90,000.00 (2,410,000.00) 90,000.00 110 General Administration Result (189,955.70) 14,882.15 500050-Sal-Reg Emp (192,849.95) 10,169.72 500056-Emergsick/Reg-COVID (77.05) 506010-FICA Tax-OASDI 296.34 623.07 506020-FICA Tax-Mdcr (28.57) 145.71 506030-Med Ins Benefit 1,188.50 2,117.50 506040-Life Ins Benefit 4.25 20.00 506055-Ret Contribut-GASB68 1,583.48 1,789.88 506060-Workers Comp (72.70) 16.27 112 Information Technology Svcs Result (762,112.45) 30,767.48 500050-Sal-Reg Emp (164,375.00) 22,932.00 500076-Emergsick/Temp-COVID (33,812.00) 503105-Temp Salary Pay (2,027.27) 506010-FICA Tax-OASDI 346.52 1,386.07 506020-FICA Tax-Mdcr 269.72 324.16 506030-Med Ins Benefit 136.50 2,032.50 506040-Life Ins Benefit (954.00) 20.00 506055-Ret Contribut-GASB68 4,470.18 4,036.04 506060-Workers Comp (614.38) 36.71 510220-Ofc Sup (41.60) 511700-Cell(Air) Time Usage (282.00) 511890-Oth Cslt Sv (65,229.12) 518120-Subrecipient (500,000.00) 0.00 114 Facilities Management Result 755,616.73 363,422.84 362,672.84 510150-Institutional Eqp 3,228.65 3,228.65 511530-Bldg Reprs&Mnt 0.00 0.00 511890-Oth Cslt Sv 5,000.00 760.00 760.00 511900-Oth Sv 7,425.73 4,805.25 4,805.25 511973-Cnstn Sv 743,191.00 354,628.94 353,878.94 115 Purchasing Result (1,048,200.92) 62,137.43 500050-Sal-Reg Emp (1,056,641.43) 43,431.88 500060-Sal-Term Pay Reg Emp (2,095.47) 503010-Longvty Pay-All Emps (96.16) 506010-FICA Tax-OASDI 437.24 2,672.10 506020-FICA Tax-Mdcr (561.38) 624.92 506030-Med Ins Benefit 5,249.50 7,623.00 506040-Life Ins Benefit (255.25) 72.00 506050-Retmt Contribution (1,000.00) 506055-Ret Contribut-GASB68 7,349.64 7,644.04 506060-Workers Comp (587.61) 69.49 119 County Attorney Result 4,616.95 46,563.96 500050-Sal-Reg Emp (4,920.39) 33,763.29 506010-FICA Tax-OASDI 2,383.22 2,049.94 506020-FICA Tax-Mdcr 484.64 479.43 506030-Med Ins Benefit 186.00 4,235.00 506040-Life Ins Benefit (39.50) 40.00 506050-Retmt Contribution 0.00 506055-Ret Contribut-GASB68 6,516.20 5,942.30 506060-Workers Comp 6.78 54.00 123 District Attorney Result 500,000.00 511900-Oth Sv 500,000.00 137 Sheriff Result 20,441,892.39 20,441,892.39 500050-Sal-Reg Emp 1,545,604.46 1,545,604.46 500055-RegShtDf-NonExNonPOP 19,037.27 19,037.27 Page 111 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 500070-Sal-Temp Emp 9,736.45 9,736.45 501010-Sal-POPS 10,746,091.67 10,746,091.67 501015-RegShtDf-NonExPOPs 134,364.33 134,364.33 502012-OTShtDfNonExPOPS 29,298.34 29,298.34 502013-Overtime POPS 1,575,510.54 1,575,510.54 502014-Overtime non-POPS 151,798.45 151,798.45 502016-ExtraHoursPaid-POPS 352,586.30 352,586.30 502017-ExtraHoursPaidNonPOP 22,108.94 22,108.94 506010-FICA Tax-OASDI 808,062.76 808,062.76 506020-FICA Tax-Mdcr 193,223.81 193,223.81 506030-Med Ins Benefit 2,241,087.40 2,241,087.40 506040-Life Ins Benefit 16,204.00 16,204.00 506050-Retmt Contribution 2,412,721.37 2,412,721.37 506060-Workers Comp 184,456.30 184,456.30 141 Community Legal Services Result (264,056.32) 47,676.30 500050-Sal-Reg Emp (66,946.19) 34,277.04 500060-Sal-Term Pay Reg Emp (0.36) 500070-Sal-Temp Emp (181,158.31) 0.00 503050-Bilingual Pay (95.34) (63.56) 506010-FICA Tax-OASDI (8,439.63) 2,124.05 506020-FICA Tax-Mdcr (2,296.38) 496.76 506030-Med Ins Benefit 4,509.00 4,670.00 506040-Life Ins Benefit 28.00 40.00 506050-Retmt Contribution (5,993.40) 506055-Ret Contribut-GASB68 5,898.16 6,076.76 506060-Workers Comp (9,561.87) 55.25 145 Juvenile Probation Result 113,118.86 112,338.47 112,338.86 510200-Ofc Eqp 32,168.02 32,168.02 32,168.02 510990-Procurement Shipping 945.97 945.97 945.97 511530-Bldg Reprs&Mnt 60,274.16 60,273.77 60,274.16 511620-Oth Eqp Reprs&Mnt 4,344.35 3,564.35 3,564.35 511810-Hdw/Sfw Install Sv 7,600.00 7,600.00 7,600.00 511870-IT Cslt 7,186.36 7,186.36 7,186.36 511890-Oth Cslt Sv 600.00 600.00 600.00 147 Emergency Services Result 4,765,894.36 4,099,779.49 4,674,746.99 518120-Subrecipient 4,765,894.36 4,099,779.49 4,674,746.99 155 Justice Planning Result (142,891.41) 25,897.60 500050-Sal-Reg Emp (128,143.09) 20,638.80 506010-FICA Tax-OASDI (1,162.41) 1,275.11 506020-FICA Tax-Mdcr (324.27) 298.22 506030-Med Ins Benefit (9,300.00) 506040-Life Ins Benefit (12.00) 20.00 506055-Ret Contribut-GASB68 (3,303.82) 3,632.44 506060-Workers Comp (645.48) 33.03 518120-Subrecipient (0.34) 158 Health & Human Services Result 96,519,419.10 85,485,828.02 116,307,782.63 500050-Sal-Reg Emp (2,835,554.69) 209,854.36 500055-RegShtDf-NonExNonPOP (67.00) 500056-Emergsick/Reg-COVID (909.27) 500060-Sal-Term Pay Reg Emp (959.61) 502014-Overtime non-POPS 24.09 0.00 502017-ExtraHoursPaidNonPOP (120.85) (88.28) 503010-Longvty Pay-All Emps 162.08 229.44 503050-Bilingual Pay 675.00 750.00 506010-FICA Tax-OASDI (1,827.12) 12,830.35 506020-FICA Tax-Mdcr (4,466.25) 3,000.65 506030-Med Ins Benefit (10,471.50) 50,757.00 506040-Life Ins Benefit (1,021.65) 425.00 506055-Ret Contribut-GASB68 (891.25) 37,090.89 506060-Workers Comp (910.58) 337.13 510110-Food & Groceries 334,167.26 259,541.52 333,912.12 510240-Oth Sup&Eqp 52,004.70 52,004.69 52,004.70 511230-Oth Fin Sv 358,337.10 358,337.10 358,337.10 511390-Rent Asstc (3,154,607.98) 511671-Cloud based subs svc 1,000.00 1,000.00 1,000.00 511700-Cell(Air) Time Usage (1,220.00) 511710-Cell Allowance 129.72 (364.34) 216.26 511890-Oth Cslt Sv 4,387,133.60 4,387,133.60 4,387,133.60 511950-TmpPrsSv-ClrMgrlExec 68,149.20 68,149.20 68,149.20 518120-Subrecipient 91,318,497.52 86,372,192.83 110,791,843.11 195 Centralized Emergency Response Result 643,371.64 261,640.25 659,632.06 500050-Sal-Reg Emp (150,589.91) 11,410.50 500060-Sal-Term Pay Reg Emp (231.60) 500070-Sal-Temp Emp (9,940.70) 506010-FICA Tax-OASDI (1,896.65) 624.79 Page 112 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 506020-FICA Tax-Mdcr (283.59) 146.12 506030-Med Ins Benefit (1,350.50) 2,032.50 506040-Life Ins Benefit (28.00) 20.00 506055-Ret Contribut-GASB68 (1,195.49) 2,008.25 506060-Workers Comp (61.71) 18.26 510030-Bldg Mnt Sup&Eqp (6,249.52) 510140-Hdw Sup&Eqp (405.42) 510160-Kitchen Sup&Eqp (12.36) 510200-Ofc Eqp 7,785.00 7,785.00 7,785.00 510990-Procurement Shipping 724.00 714.00 724.00 511120-Oth Med Sv (10.52) 511550-Hdw/Sfw Mnt 1,013.59 1,013.59 1,013.59 511700-Cell(Air) Time Usage (100.83) 0.00 511770-Custodial Sv (125.60) 511810-Hdw/Sfw Install Sv 4,000.00 4,000.00 4,000.00 511870-IT Cslt 4,320.00 4,320.00 4,320.00 511890-Oth Cslt Sv 625,529.05 416,290.06 625,529.05 522020-CpOtMt-Bldgs 0.00 2117 Reliant CARE program Result 12,500.00 3,359.47 158 Health & Human Services Result 12,500.00 3,359.47 511410-UtlAsst 12,500.00 3,359.47 2122 Texas Bar Foundation Result 3,000.00 3,000.00 145 Juvenile Probation Result 3,000.00 3,000.00 519080-Oth Misc Expenditure 3,000.00 3,000.00 2127 U.S. Fish and Wildlife Service Result 14,169.86 14,169.86 14,182.77 149 Transportation & Natural Res Result 14,169.86 14,169.86 14,182.77 511900-Oth Sv 14,169.86 14,169.86 14,182.77 2128 TX - Office of Court Administration Result 0.00 144 Public Defender Result 0.00 500050-Sal-Reg Emp 0.00 506010-FICA Tax-OASDI 0.00 506020-FICA Tax-Mdcr 0.00 506055-Ret Contribut-GASB68 0.00 506060-Workers Comp 0.00 2129 St Davids Foundation Result 44,000.00 44,000.00 50,000.00 155 Justice Planning Result 44,000.00 44,000.00 50,000.00 511890-Oth Cslt Sv 44,000.00 44,000.00 50,000.00 2131 Texas Health & Human Services State Result 12,117.28 158 Health & Human Services Result 12,117.28 511420-Vltr Sv Mgmt 9,937.68 512100-Routine Mileage 2,179.60 2133 Dept of Curriculum and Instr UT Austin Result 48,701.51 145 Juvenile Probation Result 48,701.51 500050-Sal-Reg Emp 34,787.23 500060-Sal-Term Pay Reg Emp 685.54 502017-ExtraHoursPaidNonPOP (442.40) 506010-FICA Tax-OASDI 2,124.56 506020-FICA Tax-Mdcr 497.62 506030-Med Ins Benefit 4,782.00 506040-Life Ins Benefit 32.00 506050-Retmt Contribution (674.47) 506055-Ret Contribut-GASB68 6,853.36 506060-Workers Comp 56.07 2135 US Department of Justice - Fed Forf Prop Result 5,304.97 137 Sheriff Result 5,304.97 510180-Law Enf Sup&Eqp 5,304.97 2136 US Department of Transportation-FHA Result 258,968.50 258,968.50 258,968.50 149 Transportation & Natural Res Result 258,968.50 258,968.50 258,968.50 511973-Cnstn Sv 258,968.50 258,968.50 258,968.50 2137 United Way- Local Funds Result 0.00 12,675.79 158 Health & Human Services Result 0.00 12,675.79 510050-Clothing & Uniforms 3,422.66 3,422.66 510210-Ofc Furn 861.66 861.66 510240-Oth Sup&Eqp (9,842.37) 2,833.42 510270-Recreational Sup&Eqp 0.17 0.17 510360-Industrial Sup&Eqp 59.88 59.88 510990-Procurement Shipping 10.00 10.00 511350-Gifts 5,488.00 5,488.00 2809 Texas Dpt of Transportation - Fed Cap Fd Result 2,420,500.30 2,420,500.30 2,420,500.30 149 Transportation & Natural Res Result 2,420,500.30 2,420,500.30 2,420,500.30 522040-CpOtMt-Infra/Imp 2,420,500.30 2,420,500.30 2,420,500.30 2813 Texas General Land Office – Fed Cap Fd Result (3,599.46) 149 Transportation & Natural Res Result (3,599.46) 522040-CpOtMt-Infra/Imp (3,599.46) 3001 Consolidated Debt Service Result 124,198,095.00 124,198,095.00 103,698,847.68 Page 113 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 100 Travis County Debt Result 124,198,095.00 124,198,095.00 103,698,847.68 530030-Bnds-Princ 77,775,000.00 77,775,000.00 77,775,000.00 530041-Bnds-Int 46,423,095.00 46,423,095.00 25,923,847.68 3004 Travis Cnty Bee Cave Rd Dist 1 Fd Result 964,966.50 84,339.55 100 Travis County Debt Result 964,966.50 84,339.55 511900-Oth Sv 2,000.00 530030-Bnds-Princ 790,000.00 530041-Bnds-Int 160,966.50 80,483.25 530060-Prop Apprsl Fees 12,000.00 3,856.30 4036 UnLtd Tax Rd Bds Series 2002 Result 355,213.00 355,213.00 185,373.35 149 Transportation & Natural Res Result 355,213.00 355,213.00 185,373.35 522040-CpOtMt-Infra/Imp 353,413.00 353,413.00 183,573.35 522050-CpOtMt-Land 1,800.00 1,800.00 1,800.00 4043 UnLtd Tax Rd Bds Series 2004 Result 111,086.95 111,086.96 26,015.67 149 Transportation & Natural Res Result 111,086.95 111,086.96 26,015.67 522040-CpOtMt-Infra/Imp 111,086.95 111,086.96 26,015.67 4046 UnLtd Tax Rd Bds Series 2005 Result 31,479.25 31,479.25 31,479.25 149 Transportation & Natural Res Result 31,479.25 31,479.25 31,479.25 522040-CpOtMt-Infra/Imp 31,479.25 31,479.25 31,479.25 4048 UnLtd Tax Rd Bds Series 2006 Result 71,627.47 71,627.47 71,627.44 149 Transportation & Natural Res Result 71,627.47 71,627.47 71,627.44 522040-CpOtMt-Infra/Imp 2,704.34 2,704.34 2,704.31 522090-CpOtMt-SignTfcCtrlEq 68,923.13 68,923.13 68,923.13 4054 UnLtd Tax Rd Bds Series 2007 Result 709,686.99 709,686.99 625,853.89 149 Transportation & Natural Res Result 709,686.99 709,686.99 625,853.89 522040-CpOtMt-Infra/Imp 598,762.59 598,762.59 563,276.73 522050-CpOtMt-Land 48,347.24 48,347.24 0.00 522090-CpOtMt-SignTfcCtrlEq 62,577.16 62,577.16 62,577.16 4055 Ltd Tax Cert of Obligation Series 2007-A Result 170,000.00 170,000.00 170,000.00 137 Sheriff Result 170,000.00 170,000.00 170,000.00 522030-CpOtMt-Imp Oth 170,000.00 170,000.00 170,000.00 4056 Ltd Tax Cert of Obligation Series 2008 Result 195,000.00 303,000.00 195,000.00 114 Facilities Management Result 108,000.00 522020-CpOtMt-Bldgs 108,000.00 137 Sheriff Result 195,000.00 195,000.00 195,000.00 522030-CpOtMt-Imp Oth 195,000.00 195,000.00 195,000.00 4058 UnLtd Tax Rd Bds Series 2008 Result 1,315,994.73 1,315,994.73 58,195.51 149 Transportation & Natural Res Result 1,315,994.73 1,315,994.73 58,195.51 522040-CpOtMt-Infra/Imp 171,287.46 171,287.46 40,187.51 522050-CpOtMt-Land 1,126,699.27 1,126,699.27 0.00 522090-CpOtMt-SignTfcCtrlEq 18,008.00 18,008.00 18,008.00 4059 Ltd Tax Cert of Obligation Series 2009 Result 337.60 300,337.60 0.00 114 Facilities Management Result 300,000.00 522020-CpOtMt-Bldgs 300,000.00 149 Transportation & Natural Res Result 337.60 337.60 0.00 522040-CpOtMt-Infra/Imp 337.60 337.60 0.00 4060 Ltd Tax Perm Imp Bds Series 2009 Result 4,117.23 149 Transportation & Natural Res Result 4,117.23 522030-CpOtMt-Imp Oth 4,117.23 4061 UnLtd Tax Rd Bds Series 2009 Result 200,871.03 200,871.03 0.00 149 Transportation & Natural Res Result 200,871.03 200,871.03 0.00 522040-CpOtMt-Infra/Imp 0.01 0.01 0.00 522050-CpOtMt-Land 200,871.02 200,871.02 0.00 4064 Perm Imp Bds Series 2010 Result 899,732.19 899,732.19 684,936.63 149 Transportation & Natural Res Result 899,732.19 899,732.19 684,936.63 522020-CpOtMt-Bldgs 211,995.56 211,995.56 0.00 522030-CpOtMt-Imp Oth 634,293.73 634,293.73 634,293.73 522040-CpOtMt-Infra/Imp 50,642.90 50,642.90 50,642.90 522050-CpOtMt-Land 2,800.00 2,800.00 0.00 4069 Perm Imp Bds Series 2011 Result 1,662,154.37 1,662,154.37 1,492,091.93 149 Transportation & Natural Res Result 1,662,154.37 1,662,154.37 1,492,091.93 522020-CpOtMt-Bldgs 598,743.99 598,743.99 428,681.55 522030-CpOtMt-Imp Oth 1,063,410.38 1,063,410.38 1,063,410.38 4072 Cert of Obligation Series 2012 Result 575,552.00 1,375,324.00 967,459.61 137 Sheriff Result 135,000.00 135,000.00 135,000.00 522030-CpOtMt-Imp Oth 135,000.00 135,000.00 135,000.00 149 Transportation & Natural Res Result 440,552.00 1,240,324.00 832,459.61 511870-IT Cslt 5,500.00 5,500.00 0.00 520010-CapOut-Arcrft&BtEqp 32,515.00 520020-CapOut-Autos 799,772.00 292,506.36 520100-CapOut-Grndkpg Eqp 297,255.90 520180-CapOut-Oth Eqp 49,937.00 520200-CapOut-Rd & HwyEqp 116,663.35 520210-CapOut-Sfw 435,052.00 435,052.00 43,582.00 4073 Perm Imp Bds Series 2012 Result 655,212.79 656,472.79 88,291.35 Page 114 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 655,212.79 655,212.79 88,291.35 522020-CpOtMt-Bldgs 566,216.91 566,216.91 0.00 522030-CpOtMt-Imp Oth 30,680.96 30,680.96 30,680.96 522070-CpOtMt-LHI 58,314.92 58,314.92 57,610.39 4074 UnLtd Tax Rd Bds Series 2012 Result 497,390.95 498,650.95 48,777.58 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 497,390.95 497,390.95 48,777.58 522040-CpOtMt-Infra/Imp 497,389.75 497,389.75 48,777.58 522060-CpOtMt-LandUseRts 1.20 1.20 0.00 4075 State Hwy Bonds 2012 Result 10,030.96 11,290.96 10,030.00 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 10,030.96 10,030.96 10,030.00 522040-CpOtMt-Infra/Imp 10,030.96 10,030.96 10,030.00 4081 Cert of Obligation Series 2013 Result 453,609.34 770,836.34 559,106.34 137 Sheriff Result 275,494.22 592,721.22 380,991.22 520110-CapOut-InstitutnlEqp 317,227.00 105,497.00 522020-CpOtMt-Bldgs 275,494.22 275,494.22 275,494.22 149 Transportation & Natural Res Result 178,115.12 178,115.12 178,115.12 522040-CpOtMt-Infra/Imp 178,115.12 178,115.12 178,115.12 4082 Perm Imp Bds Series 2013 Result 385,037.99 386,297.99 9,872.92 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 385,037.99 385,037.99 9,872.92 522020-CpOtMt-Bldgs 375,165.07 375,165.07 0.00 522030-CpOtMt-Imp Oth 9,872.92 9,872.92 9,872.92 4083 Road Bonds Series 2013 Result 10,022,375.73 10,023,635.73 305,395.77 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 10,022,375.73 10,022,375.73 305,395.77 522040-CpOtMt-Infra/Imp 10,022,375.73 10,022,375.73 305,395.77 4084 Cert of Obligation Series 2014 Result 65,419.80 271,465.80 65,419.80 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 114 Facilities Management Result 65,419.80 65,419.80 65,419.80 522020-CpOtMt-Bldgs 65,419.80 65,419.80 65,419.80 138 Medical Examiner Result 204,786.00 520130-CapOut-LaboratoryEqp 204,786.00 4085 Perm Imp Bds Series 2014 Result 4,407,976.94 4,409,236.94 83,579.22 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 4,407,976.94 4,407,976.94 83,579.22 522020-CpOtMt-Bldgs 857,572.75 857,572.75 0.00 522030-CpOtMt-Imp Oth 3,544,105.21 3,544,105.21 77,280.24 522070-CpOtMt-LHI 6,298.98 6,298.98 6,298.98 4086 UnLtd Tax Rd Bds Series 2014 Result 3,718,337.21 3,719,597.21 477,047.46 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 3,718,337.21 3,718,337.21 477,047.46 522040-CpOtMt-Infra/Imp 3,675,482.43 3,675,482.43 464,672.15 522090-CpOtMt-SignTfcCtrlEq 42,854.78 42,854.78 12,375.31 4090 Perm Imp Bds Series 2015 Result 4,439,244.00 4,440,504.00 0.00 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 4,439,244.00 4,439,244.00 0.00 522030-CpOtMt-Imp Oth 4,439,244.00 4,439,244.00 0.00 4091 UnLtd Tax Rd Bds Series 2015 Result 15,709,886.34 15,711,146.34 403,279.79 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 15,709,886.34 15,709,886.34 403,279.79 522040-CpOtMt-Infra/Imp 15,709,886.34 15,709,886.34 403,279.79 4092 State Hwy Bonds 2015 Result 562,359.48 563,619.48 0.00 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 562,359.48 562,359.48 0.00 522040-CpOtMt-Infra/Imp 562,359.48 562,359.48 0.00 4093 Cert of Obligation Series 2016 Result 273,338.67 274,598.67 273,338.67 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 114 Facilities Management Result 268,206.67 268,206.67 268,206.67 522020-CpOtMt-Bldgs 268,206.67 268,206.67 268,206.67 149 Transportation & Natural Res Result 5,132.00 5,132.00 5,132.00 Page 115 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 522040-CpOtMt-Infra/Imp 3,332.00 3,332.00 3,332.00 522050-CpOtMt-Land 1,800.00 1,800.00 1,800.00 4094 Perm Imp Bds Series 2016 Result 3,095,861.05 3,097,121.05 398,608.71 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 3,095,861.05 3,095,861.05 398,608.71 522020-CpOtMt-Bldgs 2,803.95 2,803.95 1,425.70 522030-CpOtMt-Imp Oth 3,093,057.09 3,093,057.09 397,183.00 522070-CpOtMt-LHI 0.01 0.01 0.01 4095 UnLtd Rd Bds Series 2016 Result 4,927,478.75 4,928,738.75 709,886.51 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 4,927,478.75 4,927,478.75 709,886.51 522040-CpOtMt-Infra/Imp 4,904,178.75 4,904,178.75 709,886.51 522060-CpOtMt-LandUseRts 23,300.00 23,300.00 0.00 4096 State Hwy Bonds 2016 Result 2,364,421.80 2,365,681.80 8,745.10 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 2,364,421.80 2,364,421.80 8,745.10 522040-CpOtMt-Infra/Imp 2,364,421.80 2,364,421.80 8,745.10 4097 Cert of Obligation Series 2017 Result 7,246,679.89 7,857,939.89 1,235,708.11 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 114 Facilities Management Result 37,081.18 37,081.18 37,081.18 522020-CpOtMt-Bldgs 37,081.18 37,081.18 37,081.18 138 Medical Examiner Result 610,000.00 520130-CapOut-LaboratoryEqp 610,000.00 149 Transportation & Natural Res Result 7,209,598.71 7,209,598.71 1,198,626.93 522040-CpOtMt-Infra/Imp 7,200,598.71 7,200,598.71 1,186,126.93 522050-CpOtMt-Land 9,000.00 9,000.00 12,500.00 4098 Perm Imp Bds Series 2017 Result 10,035.74 10,035.74 0.00 149 Transportation & Natural Res Result 10,035.74 10,035.74 0.00 522030-CpOtMt-Imp Oth 7,060.52 7,060.52 0.00 522050-CpOtMt-Land 2,975.22 2,975.22 0.00 4100 Certificate of Obligation Series 2018 Result 2,892,036.28 3,913,296.28 2,394,288.68 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 2,892,036.28 3,912,036.28 2,394,288.68 520020-CapOut-Autos 1,020,000.00 1,012,308.72 522040-CpOtMt-Infra/Imp 2,295,526.86 2,492,307.15 1,276,229.03 522050-CpOtMt-Land 75,518.80 75,518.80 93,977.80 522060-CpOtMt-LandUseRts 520,990.62 324,210.33 11,773.13 4102 Certificates of Obligation Series 2019B Result 9,889,771.15 16,241,031.15 15,158,135.68 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 114 Facilities Management Result 8,304,949.33 8,304,949.33 8,304,949.33 522020-CpOtMt-Bldgs 8,304,949.33 8,304,949.33 8,304,949.33 149 Transportation & Natural Res Result 1,584,821.82 7,934,821.82 6,853,186.35 520010-CapOut-Arcrft&BtEqp 179,877.58 520020-CapOut-Autos 6,350,000.00 5,567,178.44 520100-CapOut-Grndkpg Eqp 509,919.22 520180-CapOut-Oth Eqp 72,360.00 522040-CpOtMt-Infra/Imp 1,535,231.98 1,551,391.28 508,309.41 522050-CpOtMt-Land 33,430.54 33,430.54 15,541.70 522060-CpOtMt-LandUseRts 16,159.30 0.00 0.00 4103 Certificate of Obligation Series 2020 Result 6,776,512.21 10,206,072.21 3,147,819.80 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 6,776,512.21 10,204,812.21 3,147,819.80 520020-CapOut-Autos 1,236,300.00 225,907.00 520100-CapOut-Grndkpg Eqp 389,454.02 520200-CapOut-Rd & HwyEqp 213,251.35 522040-CpOtMt-Infra/Imp 4,076,075.43 6,717,573.08 2,319,207.43 522050-CpOtMt-Land 2,700,436.78 2,250,939.13 0.00 4104 Certificate of Obligation Series 2021 Result 24,143,665.13 26,459,588.13 10,986,263.79 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 114 Facilities Management Result 4,437,049.97 4,437,049.97 4,437,049.97 522020-CpOtMt-Bldgs 4,437,049.97 4,437,049.97 4,437,049.97 149 Transportation & Natural Res Result 19,706,615.16 22,021,278.16 6,549,213.82 522040-CpOtMt-Infra/Imp 14,357,787.16 18,490,632.16 6,549,213.82 522050-CpOtMt-Land 5,348,828.00 3,530,646.00 0.00 4105 Certificate of Obligation Series 2024 Result 20,214,455.39 20,219,663.64 16,274,172.80 110 General Administration Result 5,208.25 (5.00) 511190-Arbitrage Calc Sv 1,260.00 (5.00) Page 116 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 593001-Trfr to Cons Dbt Sv 3,948.25 149 Transportation & Natural Res Result 20,214,455.39 20,214,455.39 16,274,177.80 522030-CpOtMt-Imp Oth 3,000,000.00 3,000,000.00 0.00 522040-CpOtMt-Infra/Imp 17,000,000.00 17,000,000.00 16,274,177.80 522050-CpOtMt-Land 214,455.39 214,455.39 0.00 4300 Perm Imp Bds Series 2018 Result 612,676.82 810,350.17 521,279.86 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 612,676.82 809,090.17 521,279.86 520050-CapOut-Cmp Eqp 2,760.00 2,760.00 0.00 522030-CpOtMt-Imp Oth 7,302.37 7,302.37 0.00 522040-CpOtMt-Infra/Imp 101,369.45 101,369.45 101,369.45 522050-CpOtMt-Land 5,551.19 68,592.14 0.00 522070-CpOtMt-LHI 495,693.81 629,066.21 419,910.41 4301 Perm Imp Bds Series 2019 Result 453,030.73 454,290.73 59,169.18 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 453,030.73 453,030.73 59,169.18 522020-CpOtMt-Bldgs 1,904.00 1,904.00 0.00 522040-CpOtMt-Infra/Imp 50,040.79 50,040.79 50,040.79 522050-CpOtMt-Land 397,657.55 397,657.55 5,700.00 522070-CpOtMt-LHI 3,428.39 3,428.39 3,428.39 4302 Perm Imp Bds Series 2020 Result 5,981,098.19 5,982,358.19 321,243.79 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 5,981,098.19 5,981,098.19 321,243.79 522030-CpOtMt-Imp Oth 4,523,437.63 4,523,437.63 89,041.91 522040-CpOtMt-Infra/Imp 203,201.88 203,201.88 203,201.88 522050-CpOtMt-Land 257,745.28 257,745.28 15,000.00 522060-CpOtMt-LandUseRts 996,713.40 996,713.40 14,000.00 4303 Perm Imp Bds Series 2022 Result 6,811,676.67 6,812,936.67 621,174.89 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 6,811,676.67 6,811,676.67 621,174.89 522030-CpOtMt-Imp Oth 6,805,240.67 6,805,240.67 614,738.89 522040-CpOtMt-Infra/Imp 6,436.00 6,436.00 6,436.00 4304 Perm Imp Bds Series 2024 Result 90,352,703.65 90,387,633.92 585,168.93 110 General Administration Result 6,273.57 (5.00) 511190-Arbitrage Calc Sv 1,260.00 (5.00) 593001-Trfr to Cons Dbt Sv 5,013.57 149 Transportation & Natural Res Result 90,352,703.65 90,381,360.35 585,173.93 522030-CpOtMt-Imp Oth 1,410,500.00 1,410,500.00 36,100.00 522050-CpOtMt-Land 75,472,360.35 75,472,360.35 128,974.00 522070-CpOtMt-LHI 13,469,843.30 13,498,500.00 420,099.93 4500 UnLtd Tax Rd Bds Series 2018 Result 7,623,618.01 7,624,878.01 102,402.07 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 7,623,618.01 7,623,618.01 102,402.07 522040-CpOtMt-Infra/Imp 7,623,618.01 7,623,618.01 102,402.07 4501 UnLtd Tax Rd Bds Series 2019 Result 7,630,968.98 7,643,467.99 810,411.14 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 7,630,968.98 7,642,207.99 810,411.14 522040-CpOtMt-Infra/Imp 6,646,486.75 6,657,821.34 810,411.14 522050-CpOtMt-Land 984,482.23 984,386.65 0.00 4502 UnLtd Tax Rd Bds Series 2020 Result 19,859,219.33 19,861,107.63 4,721,641.25 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 19,859,219.33 19,859,847.63 4,721,641.25 522040-CpOtMt-Infra/Imp 19,637,431.18 19,686,583.43 4,721,641.25 522050-CpOtMt-Land 221,788.15 173,264.20 0.00 4503 UnLtd Tax Rd Bds Series 2021 Result 17,924,060.45 17,925,320.45 417,750.58 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 17,924,060.45 17,924,060.45 417,750.58 522040-CpOtMt-Infra/Imp 17,924,060.36 17,924,060.36 417,750.58 522050-CpOtMt-Land 0.09 0.09 0.00 4504 UnLtd Tax Rd Bds Series 2022 Result 5,000,000.00 5,001,260.00 0.00 110 General Administration Result 1,260.00 0.00 511190-Arbitrage Calc Sv 1,260.00 0.00 149 Transportation & Natural Res Result 5,000,000.00 5,000,000.00 0.00 522040-CpOtMt-Infra/Imp 5,000,000.00 5,000,000.00 0.00 4505 UnLtd Tax Rd Bds Series 2024 Result 48,720,000.00 48,724,555.92 35,393,340.40 110 General Administration Result 4,555.92 (5.00) 511190-Arbitrage Calc Sv 1,260.00 (5.00) Page 117 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 593001-Trfr to Cons Dbt Sv 3,295.92 149 Transportation & Natural Res Result 48,720,000.00 48,720,000.00 35,393,345.40 522040-CpOtMt-Infra/Imp 48,720,000.00 48,720,000.00 35,393,345.40 5000 Subdivision Parkland Fd Result 4,879,621.77 4,876,315.44 330,499.02 109 Planning & Budget Result 0.00 522030-CpOtMt-Imp Oth 0.00 149 Transportation & Natural Res Result 4,879,621.77 4,876,315.44 330,499.02 511890-Oth Cslt Sv 211,746.25 211,746.25 211,746.25 511973-Cnstn Sv 0.09 0.09 0.00 522030-CpOtMt-Imp Oth 4,275,810.66 4,272,504.33 0.00 522040-CpOtMt-Infra/Imp 273,312.00 273,312.00 0.00 522070-CpOtMt-LHI 118,752.77 118,752.77 118,752.77 5001 Joint Infrastructure Improvements Fd Result 14,313,027.78 15,723,196.82 1,937,514.06 149 Transportation & Natural Res Result 14,313,027.78 15,723,196.82 1,937,514.06 510270-Recreational Sup&Eqp (14,970.00) 0.00 0.00 511900-Oth Sv 54.70 511973-Cnstn Sv 2,875,307.65 2,102,195.37 1,267,788.10 519070-Refds Exp 0.00 522040-CpOtMt-Infra/Imp 11,262,690.13 13,421,502.04 669,725.96 522090-CpOtMt-SignTfcCtrlEq 190,000.00 199,444.71 0.00 5002 NE Metro Park Bond Property Sale Result 21,816.61 21,816.61 0.00 149 Transportation & Natural Res Result 21,816.61 21,816.61 0.00 522030-CpOtMt-Imp Oth 21,816.61 21,816.61 0.00 5003 TNR Sidewalks-Sbdvn Sdwlk Fd Result 908,460.32 936,513.78 0.00 149 Transportation & Natural Res Result 908,460.32 936,513.78 0.00 522040-CpOtMt-Infra/Imp 908,460.32 936,513.78 0.00 7003 Victims of Crme Fd Result 1,828.33 700 700 Result 1,828.33 550010-Administrative Fee 182.83 551150-Court State Fees 1,645.50 7004 Crm Justice Planning Result 92.04 700 700 Result 92.04 550010-Administrative Fee 9.20 551150-Court State Fees 82.84 7005 Deprt of Public Safety Arrest Fees Fd Result 2,273.35 700 700 Result 2,273.35 551150-Court State Fees 2,273.35 7006 Jud Training Fd Result 102.07 700 700 Result 102.07 550010-Administrative Fee 10.21 551150-Court State Fees 91.86 7007 Operator/Chauffeur License Result 14.33 700 700 Result 14.33 550010-Administrative Fee 1.43 551150-Court State Fees 12.90 7008 Crme Stoppers Fd Result 0.00 700 700 Result 0.00 550010-Administrative Fee 0.00 551150-Court State Fees 0.00 7009 Law Enf Mgmt Insurance Result 0.50 700 700 Result 0.50 550010-Administrative Fee 0.05 551150-Court State Fees 0.45 7010 State General Revenue Fd Result 539.30 700 700 Result 539.30 550010-Administrative Fee 0.80 551150-Court State Fees 7.18 551385-Electr. Filing Fees 429.37 551386-CrimElectrFlngFees 101.95 7011 State Comprehensive Rehabilitation Result 5.00 700 700 Result 5.00 550010-Administrative Fee 0.50 551150-Court State Fees 4.50 7013 Judge's Salary Fee Result 490.79 700 700 Result 490.79 551120-Civil Flng Fee-CClk 336.88 551150-Court State Fees 148.65 551340-Probate Filing Fee 5.26 7014 Texas Comm. on Law Enforcement - Admin Result 2.00 700 700 Result 2.00 550010-Administrative Fee 0.20 551150-Court State Fees 1.80 7015 Texas Comm. on Law Enforcement - ContEd Result 20.37 700 700 Result 20.37 550010-Administrative Fee 2.04 Page 118 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 551150-Court State Fees 18.33 7016 Jury Contributions Fd Result 8,073.52 700 700 Result 8,073.52 551010-Jury Contributions 8,073.52 7017 Legal Services-Indigents Result 403.67 700 700 Result 403.67 550010-Administrative Fee 21.42 551150-Court State Fees 382.25 7018 Special Services Ct Cost Result 2,164.30 700 700 Result 2,164.30 550010-Administrative Fee 216.44 551130-Correctional Mgt Fee 12.65 551140-CSPJCD 25 Cent Fee 8.63 551150-Court State Fees 1,926.58 7020 Fugitive Apprehension Result 268.90 700 700 Result 268.90 550010-Administrative Fee 26.89 551150-Court State Fees 242.01 7021 CSCD Fd Result 500,420.45 700 700 Result 500,420.45 551410-Fines,Fees,CC-Other 22,567.06 551411-Restitution-GovEnty 153.97 553004-Other 3rd Party Dist 8,780.69 553005-Restitution-NonGov 468,918.73 7022 Cnst Precinct 2 Fd Result 51,678.47 700 700 Result 51,678.47 553004-Other 3rd Party Dist 51,678.47 7023 Cnst Precinct 3 Fd Result 40,666.85 700 700 Result 40,666.85 553004-Other 3rd Party Dist 40,666.85 7024 Cnty Atty Fd Result 108,250.78 700 700 Result 108,250.78 551411-Restitution-GovEnty 144.67 553005-Restitution-NonGov 108,106.11 7025 Cnty Clerk Fd Result 79,795,537.87 700 700 Result 79,795,537.87 550010-Administrative Fee 8,376.72 551414-DistOtherFidFund 6,165,798.33 552001-Cash Bnd Dep Refunds 73,426,660.88 553004-Other 3rd Party Dist 194,701.94 7026 Dist Atty Fd Result 439,217.78 700 700 Result 439,217.78 551411-Restitution-GovEnty 89,105.79 553005-Restitution-NonGov 350,111.99 7027 Dist Clerk Fd Result 3,764,246.66 700 700 Result 3,764,246.66 551410-Fines,Fees,CC-Other 3,718.31 552001-Cash Bnd Dep Refunds 3,754,143.79 553004-Other 3rd Party Dist 6,384.56 7028 Domestic Relations Fd Result 33,624.08 700 700 Result 33,624.08 551416-UnclaimedJuvRest 1,862.21 553004-Other 3rd Party Dist 23,140.00 553005-Restitution-NonGov 8,621.87 7029 Sheriff's Ofc Fd Result 102,738.00 700 700 Result 102,738.00 551410-Fines,Fees,CC-Other 102,738.00 7030 Tax Ofc Fd Result 6,654,008,644.62 700 700 Result 6,654,008,644.62 551410-Fines,Fees,CC-Other 276,136,929.18 551412-PTDistOtherGov 6,377,871,715.44 553004-Other 3rd Party Dist 0.00 7031 Justice of The Peace Precinct 1 Fd Result 26,704.58 700 700 Result 26,704.58 551401-Escheat to State 4,169.00 551410-Fines,Fees,CC-Other 22,535.58 552001-Cash Bnd Dep Refunds 0.00 553004-Other 3rd Party Dist 0.00 7032 Justice of The Peace Precinct 2 Fd Result 102,495.21 700 700 Result 102,495.21 551410-Fines,Fees,CC-Other 25,046.21 552001-Cash Bnd Dep Refunds 77,449.00 7033 Justice of The Peace Precinct 3 Fd Result 71,464.23 700 700 Result 71,464.23 551410-Fines,Fees,CC-Other 20,183.99 Page 119 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 552001-Cash Bnd Dep Refunds 51,280.24 7034 Justice of The Peace Precinct 4 Fd Result 51,102.73 700 700 Result 51,102.73 551410-Fines,Fees,CC-Other 11,903.73 552001-Cash Bnd Dep Refunds 39,199.00 7035 Justice of The Peace Precinct 5 Fd Result 28,247.24 700 700 Result 28,247.24 551410-Fines,Fees,CC-Other 10,105.24 552001-Cash Bnd Dep Refunds 18,142.00 7036 Cnty Clerk Invested Fund Result 826,939.93 700 700 Result 826,939.93 550010-Administrative Fee 4,424.54 551414-DistOtherFidFund 68,396.44 552003-Other Refunds 754,118.95 7037 Dist Clerk Invested Fund Result 497,624.31 700 700 Result 497,624.31 550010-Administrative Fee 3,811.44 552003-Other Refunds 493,812.87 7040 Dist and Cnty Atty Forfeited Prop Fd Result 71,668.00 700 700 Result 71,668.00 553004-Other 3rd Party Dist 71,668.00 7041 Cnst Precinct 4 Fd Result 4,742.86 700 700 Result 4,742.86 553004-Other 3rd Party Dist 4,742.86 7042 Cnst Precinct 5 Fd Result 68,626.05 700 700 Result 68,626.05 553004-Other 3rd Party Dist 68,626.05 7043 Cnst Precinct 1 Fd Result 64,088.46 700 700 Result 64,088.46 553004-Other 3rd Party Dist 64,088.46 7044 Available School Fd Result 35,965.97 700 700 Result 35,965.97 551400-Schl Dist - Taxes 35,965.97 7046 Time Payment Fee Result 1,365.74 700 700 Result 1,365.74 551150-Court State Fees 1,365.74 7047 Denial For License Renewal Result 7,444.02 700 700 Result 7,444.02 551150-Court State Fees 7,444.02 7048 Dna Testing Fd Result 858.25 700 700 Result 858.25 550010-Administrative Fee 85.83 551180-DNATest-CSCD 22.89 551190-DNATest-CCk 15.62 551200-DNATest-DCk 733.91 7049 Child Safety Seat Violation Result 0.00 700 700 Result 0.00 551150-Court State Fees 0.00 7050 State Court Costs Result 757,484.42 700 700 Result 757,484.42 550010-Administrative Fee 43,062.87 551020-CSF-ConCivilFee-EFS 136,128.58 551070-A/B Misd. Conv. Fee 45,376.04 551080-Appellate Jud Syst 48,005.57 551090-Birth Record Fee 18.00 551100-ChildrensTrst Fd Fee 53,015.00 551150-Court State Fees 0.00 551160-Dist. Civ Family Law 678.57 551170-Dist Civ Non-Family 590.75 551230-Family Trust Fee 25,370.00 551240-Felony Convict Fee 20,242.08 551250-Indigent Def Fee 749.68 551260-Intox&Drug Conv ST40 292.75 551270-Jud. Civ Filing Fee 579.73 551280-Jud. Cnvct Fee 2,350.32 551290-Jury Srvc St. Costs 1,633.35 551330-Non-Jail Conv. Fee 249,185.85 551350-St.CivJusticeDataFee 8.36 551360-St Tfc Fine 4,101.51 551361-St Traff Fine $50/4% 81,363.24 551362-State DWI/DUI Fine 14,424.96 551370-Surety Posting Fee 18,117.00 551380-AMS Trauma Care 12,190.21 7054 Inmate Custodial Fund Result 2,948,138.86 700 700 Result 2,948,138.86 Page 120 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 551403-TC Reimb. - Med 18,649.10 551405-US Dist.Court 257.57 553002-Commissary 1,650,133.69 553003-Western Union 4,623.05 553004-Other 3rd Party Dist 1,274,475.45 7058 Truancy Prevention and Diversion Fund Result 226.22 700 700 Result 226.22 551305-TruancyPrevDivFee 226.22 7060 Deposits in Lieu of Insurance Result 55,000.00 700 700 Result 55,000.00 552003-Other Refunds 55,000.00 7063 Judicial & Court Training Fee Fund Result 7.43 700 700 Result 7.43 551335-Jud. & Crt Trng Fee 7.43 8955 Self Insurance Fd Result 14,135,627.66 14,173,539.86 6,388,191.80 111 Human Resources Management Result 14,135,627.66 14,173,539.86 6,389,302.76 500050-Sal-Reg Emp 839,417.00 877,205.00 387,191.05 500065-ParentLve-Non-POPS 0.00 500070-Sal-Temp Emp 10,000.00 10,000.00 503010-Longvty Pay-All Emps 6,290.00 6,290.00 1,263.12 506010-FICA Tax-OASDI 52,737.00 54,907.00 22,877.22 506020-FICA Tax-Mdcr 12,409.00 12,955.00 5,391.51 506030-Med Ins Benefit 128,723.00 128,723.00 72,132.62 506040-Life Ins Benefit 948.00 948.00 421.60 506055-Ret Contribut-GASB68 151,033.00 157,703.00 68,524.73 506060-Workers Comp 1,368.00 1,428.00 622.00 510060-Comm Sup&Eqp 200.00 200.00 510070-CmpEqp & Peripherals 141.97 510090-Drug & Pharm Sup 500.00 500.00 510100-Electrical Sup&Eqp 500.00 500.00 510200-Ofc Eqp 1,000.00 1,000.00 510210-Ofc Furn 1,600.00 1,600.00 510220-Ofc Sup 1,689.00 1,689.00 1,078.19 510240-Oth Sup&Eqp 25,200.00 3,200.00 511180-Actuarial Sv 8,000.00 8,000.00 4,900.00 511240-ArbitrationMediation 1,500.00 6,500.00 2,775.00 511270-Notary Sv 200.00 200.00 511280-Oth Legal Sv 100,000.00 79,571.50 511520-Auto Reprs&Mnt 0.00 511530-Bldg Reprs&Mnt 11,591.29 2,269.49 169.49 511620-Oth Eqp Reprs&Mnt 1,200.00 1,200.00 511640-Rent-EDP Eqp/Sfw 40,800.00 40,800.00 35,388.10 511650-Rent-Ofc Eqp 7,000.00 2,000.00 511670-Rent-Oth Mach & Eqp 700.00 700.00 511700-Cell(Air) Time Usage 3,893.93 3,893.93 3,893.93 511730-Postal/Frt out Sv 260.00 260.00 511770-Custodial Sv 350.76 350.76 350.76 511840-Lab Services 108,000.00 108,000.00 511870-IT Cslt 1,330.00 511875-Info Retrieval Svs 21,000.00 21,000.00 511890-Oth Cslt Sv 57,352.00 57,352.00 53,872.00 511900-Oth Sv 223,025.27 238,025.27 135,357.27 511950-TmpPrsSv-ClrMgrlExec 119,040.00 512010-Travel Enc 2,004.13 2,004.13 3,418.06 512020-Inhse Trng/Onlin Crs 310.00 512030-Pf Licenses 2,100.00 2,100.00 1,875.00 512040-Pf Membership 5,800.00 5,800.00 632.25 512050-Rg Confs/Sems 8,000.00 8,000.00 1,650.00 512090-Travel-Lodging Meals 15,900.00 15,900.00 5,869.17 512100-Routine Mileage 3,200.00 3,200.00 366.45 512110-Travel Mileage 5,000.00 5,000.00 449.57 515310-WC Premium 1,067,791.00 1,067,791.00 325,663.08 515320-Gen Ins Prem 883,474.00 883,474.00 50,000.00 515330-Gen Liab Prem 10,000.00 61,375.44 515420-Srty Bnds-All Ofcls 35,000.00 42,000.00 41,627.00 515430-Prop Ins Prem 4,056,185.00 4,056,185.00 1,403,638.79 516410-Co AutoPhysicalDmg 600,000.00 600,000.00 (631.96) 516430-Gen LiabClm 1,418,576.00 1,308,576.00 (266,924.95) 516440-Intn Prop Dmg 1,454,718.68 1,454,718.68 1,165,495.94 516460-3rdPty AttyFeeClm 30,000.00 30,000.00 516470-3rdPty Auto Clm 200,000.00 200,000.00 229,140.24 516480-3rdPty Prop Dmg 15,000.00 15,000.00 3,689.64 516490-3rdPty PropDmgStarFt 5,000.00 5,000.00 516500-Unempt Ins Actl Clm 345,000.00 345,000.00 102,147.69 516510-WC Clm-Active Emp 1,357,782.53 1,357,782.53 1,371,378.78 Page 121 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 516610-Auto Liab Adm Exps 60,000.00 60,000.00 516640-InsClm Ct FilingFee 1,500.00 1,500.00 516650-InsClm Ct Rptg Exp 12,500.00 12,500.00 2,029.00 516660-InsClm LegalDoc/Dupl 15,000.00 15,000.00 516670-InsClm Legal Exps 60,000.00 60,000.00 33,353.45 516680-InsClm Wtns Exps 10,000.00 10,000.00 1,712.40 516700-WC-Med Bill Auditing 440,000.00 440,000.00 516710-WC-3rdPty Adm 307,214.45 307,214.45 854,351.04 519060-Prop Taxes 394.62 394.62 394.62 911 911 Result (1,110.96) 512120-Travel YE Accrual (1,110.96) 8956 Employee Health Benefit Fd Result 106,454,672.66 106,533,949.61 58,470,125.78 111 Human Resources Management Result 106,454,672.66 106,533,949.61 58,470,475.78 500050-Sal-Reg Emp 1,518,141.00 1,592,762.00 711,943.52 502017-ExtraHoursPaidNonPOP 1,849.84 503010-Longvty Pay-All Emps 11,826.00 11,826.00 4,772.64 503050-Bilingual Pay 6,000.00 2,750.00 506010-FICA Tax-OASDI 87,744.00 91,289.00 37,607.32 506020-FICA Tax-Mdcr 22,184.00 23,356.00 10,085.77 506030-Med Ins Benefit 221,727.00 221,727.00 102,124.96 506040-Life Ins Benefit 1,630.00 1,630.00 765.60 506055-Ret Contribut-GASB68 270,040.00 284,268.00 127,200.36 506060-Workers Comp 2,738.00 2,949.00 1,292.77 510020-Books 350.00 350.00 510030-Bldg Mnt Sup&Eqp 340.00 340.00 510040-Chemical Sup&Eqp 1,850.00 1,850.00 510050-Clothing & Uniforms 80.00 80.00 510060-Comm Sup&Eqp 1,235.00 1,235.00 101.98 510070-CmpEqp & Peripherals 700.00 700.00 40.47 510090-Drug & Pharm Sup 40,037.50 40,037.50 37.50 510110-Food & Groceries 100.00 100.00 39.88 510140-Hdw Sup&Eqp 150.00 150.00 17.99 510170-Laboratory Sup&Eqp 1,975.00 1,975.00 510190-Med/Dental Sup&Eqp 40,022.07 40,022.07 24,417.84 510200-Ofc Eqp 4,200.00 4,200.00 510210-Ofc Furn 4,000.00 4,000.00 510220-Ofc Sup 5,201.22 5,201.22 1,866.09 510240-Oth Sup&Eqp 2,494.78 2,284.78 218.77 510260-Safety Sup&Eqp 123.00 123.00 510310-Software 1,500.00 1,500.00 3,389.00 510320-Textile & Linen Sup 350.00 350.00 73.29 510360-Industrial Sup&Eqp 42.31 42.31 42.31 510900-Prompt Pay Interest 35.96 510990-Procurement Shipping 550.00 550.00 398.99 511040-Nursing Sv 10,355.00 10,355.00 511180-Actuarial Sv 12,500.00 12,500.00 13,000.00 511270-Notary Sv 50.00 50.00 511430-Workforce Dev 1,715.35 511485-Cable TV Service 2,040.00 2,040.00 784.75 511540-Furn&OfcEqpReprs&Mnt 560.00 560.00 625.00 511550-Hdw/Sfw Mnt 14,887.78 14,887.78 6,687.78 511620-Oth Eqp Reprs&Mnt 864.00 864.00 750.00 511640-Rent-EDP Eqp/Sfw 11,672.00 11,672.00 1,111.52 511670-Rent-Oth Mach & Eqp 360.00 360.00 170.80 511671-Cloud based subs svc 69.16 511700-Cell(Air) Time Usage 1,400.00 511760-AgDues & Memberships 345.00 511830-Hz Mat Removal 3,500.00 3,500.00 234.00 511890-Oth Cslt Sv 157,500.00 157,500.00 126,950.00 511900-Oth Sv 8,500.00 8,500.00 6.99 512010-Travel Enc 375.00 375.00 2,037.81 512020-Inhse Trng/Onlin Crs 1,000.00 1,000.00 512030-Pf Licenses 3,600.00 3,600.00 3,034.43 512040-Pf Membership 7,200.00 7,200.00 2,362.00 512050-Rg Confs/Sems 9,450.00 9,450.00 350.00 512090-Travel-Lodging Meals 25,700.00 25,700.00 0.00 512100-Routine Mileage 1,750.00 1,750.00 152.77 512110-Travel Mileage 200.00 200.00 512120-Travel YE Accrual (25.00) (25.00) (25.00) 515011-EmpSLPremMed-ConChc 765,793.00 765,793.00 305,323.99 515012-EmpSLPremMed-HDHP 125,559.00 125,559.00 91,519.99 515020-EmpSLPremMed-PPO 3,199,368.00 3,199,368.00 1,379,273.36 515030-EmpSLPremMed-EPO 110,744.00 110,744.00 31,951.82 515111-Ret<65SLPremMedConCh 137,763.00 137,763.00 53,035.27 515112-Ret<65SLPremMedHDHP 2,494.38 Page 122 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 515120-Ret<65SLPremMed-PPO 415,171.00 415,171.00 157,502.28 515130-Ret<65SLPremMed-EPO 39,333.00 39,333.00 8,552.16 515211-Ret>65SLPremMedConCh 2,187.00 2,187.00 4,513.64 515220-Ret>65SLPremMed-PPO 315,883.00 315,883.00 14,550.55 515230-Ret>65SLPremMed-EPO 10,933.00 10,933.00 890.85 515242-Ret>65PremMed-MAPD 5,201,965.00 5,201,965.00 2,370,808.80 515261-COBRASLPremMedCoEPO 2,331.00 2,331.00 515262-COBRASLPremMed-PPO 48,206.00 48,206.00 2,910.11 515263-COBRASLPremMed-EPO 44,628.00 44,628.00 237.56 515264-COBRASLPremMedConChc 950.24 515269-COBRASLPremMedHDHP 2,331.00 2,331.00 237.56 515320-Gen Ins Prem 6,173.00 6,173.00 (548.00) 515430-Prop Ins Prem 6,173.00 6,173.00 515580-EmpPharmClmLs-EPO 1,146,564.00 1,146,564.00 590,609.65 515581-Ret<65PharmClms-EPO 420,015.00 420,015.00 130,144.20 515582-Ret>65PharmClms-EPO 311,526.00 311,526.00 128,804.27 515583-COBRAPharmClms-EPO 2,037.00 2,037.00 19.30 515585-EmpPharmClmLs-PPO 20,685,467.00 20,685,467.00 10,541,979.75 515586-Ret<65PharmClms-PPO 3,242,166.00 3,242,166.00 1,623,565.76 515587-Ret>65PharmClms-PPO 2,927,953.00 2,927,953.00 1,665,147.93 515588-COBRAPharmClms-PPO 52,229.00 52,229.00 56,863.10 515590-EmpPharmClmLs-CC 1,678,762.00 1,678,762.00 1,023,328.04 515591-Ret<65PharmClms-CC 965,098.00 965,098.00 516,913.87 515592-Ret>65PharmClms-CC 301,564.00 301,564.00 273,069.54 515593-COBRAPharmClms-CC 152,839.00 152,839.00 71,638.32 515595-Ret>65PharmClms-Drug 205,713.00 205,713.00 31,495.48 515596-EmpPharmClmsMedHDHP 329,361.00 329,361.00 280,058.46 515597-Ret<65PharmClmsHDHP 35,445.00 35,445.00 37,506.61 515598-Ret>65PharmClmsHDHP 5,828.00 5,828.00 515599-COBRAPharmClmsHDHP 2,331.00 2,331.00 2,740.34 516011-Emp ActlCL Med-ConCh 4,607,900.00 4,607,900.00 4,027,940.73 516012-Emp ActlCL Med-HDHP 816,213.00 816,213.00 548,550.44 516020-Emp Actl CL Med-PPO 38,222,486.00 38,222,486.00 22,918,470.46 516030-Emp Actl CL Med-EPO 1,927,116.00 1,927,116.00 1,087,385.17 516041-Emp-Adm-ConChc 475,520.00 475,520.00 230,509.98 516042-Emp-Adm-HDHP 111,251.00 111,251.00 68,754.63 516050-Emp-Adm-PPO 2,233,173.00 2,233,173.00 1,056,019.98 516060-Emp-Adm-EPO 94,541.00 94,541.00 24,865.08 516111-Ret<65ActlCLMedConCh 2,256,909.00 2,256,909.00 1,269,698.92 516112-Ret<65ActlCLMedHDHP 152,174.00 152,174.00 38,119.14 516120-Ret<65 ActlCLMed-PPO 6,837,807.00 6,837,807.00 3,432,212.02 516130-Ret<65 ActlCLMed-EPO 363,308.00 363,308.00 51,186.76 516141-Ret<65-Adm-ConChc 102,887.00 102,887.00 40,864.17 516142-Ret<65-Adm-HDHP 1,558.00 1,558.00 1,962.09 516150-Ret<65-Adm-PPO 287,112.00 287,112.00 122,074.35 516160-Ret<65-Adm-EPO 17,062.00 17,062.00 6,672.78 516211-Ret>65ActlCLMedConCh 217,427.00 217,427.00 110,201.12 516220-Ret>65ActlCLMedPPO 1,509,624.00 1,509,624.00 516,622.19 516230-Ret>65ActlCLMedEPO 160,445.00 160,445.00 35,899.01 516241-Ret>65-Adm-ConChc 38,409.00 38,409.00 17,991.03 516242-Ret>65-Adm-HDHP 681.00 681.00 516250-Ret>65-Adm-PPO 146,760.00 146,760.00 75,653.22 516260-Ret>65-Adm-EPO 18,511.00 18,511.00 7,189.98 516311-COB ActlCL Med-ConCh 4,690.00 4,690.00 2,676.79 516312-COB ActlCL Med-HDHP 265.00 265.00 300.00 516320-COB Actl CL Med-PPO 99,322.00 99,322.00 40,263.54 516330-COB Actl CL Med-EPO 1,592.00 1,592.00 50,855.83 516341-COBRA-Adm-ConChc 665.00 665.00 703.02 516342-COBRA-Adm-HDHP 333.00 333.00 196.02 516350-COBRA-Adm-PPO 4,426.00 4,426.00 2,141.41 516360-COBRA-Adm-EPO 1,252.00 1,252.00 142.49 516620-Benefits Adm 276,963.00 256,672.95 88,040.60 516890-PCORI Fee 34,965.00 34,965.00 523030-Depr-Bldg & Bldg Imp 14,815.00 14,815.00 5,388.44 523070-Depr-MachEqp&OthAsts 3,702.00 3,702.00 911 911 Result (350.00) 512120-Travel YE Accrual (350.00) 9999 Consolidation Fd Result (144,882,818.88) 106 County Auditor Result (355,738.83) 531025-FFEO-SBITA Principal (355,738.83) 112 Information Technology Svcs Result (3,872,499.84) 524998-CapAssetIO-Offset (1,193,981.44) 524999-Proj Stlmt-AUC (800,885.37) 531023-FFEO-Lease Principal (224,020.05) 531025-FFEO-SBITA Principal (1,653,612.98) Page 123 of 1087 Budget to Actual Report Expenditures as of 3/31/2025 Total ACFR Budget ACFR Revised Budget Actuals Fund Department Commitment item $$$ 114 Facilities Management Result (5,509,460.65) 524998-CapAssetIO-Offset (126,788.00) 524999-Proj Stlmt-AUC (5,382,672.65) 115 Purchasing Result 1,535.76 531025-FFEO-SBITA Principal 1,535.76 120 County Clerk Result (182,403.17) 531025-FFEO-SBITA Principal (182,403.17) 123 District Attorney Result (10,971.88) 531023-FFEO-Lease Principal (10,971.88) 124 Criminal Courts Result (13,700.21) 524998-CapAssetIO-Offset (13,700.21) 131 Constable Pct1 Result 726.12 531024-FFEO-Fin Purch Prin 726.12 132 Constable Pct2 Result (22,055.03) 531024-FFEO-Fin Purch Prin (22,055.03) 133 Constable Pct3 Result (15,964.63) 531024-FFEO-Fin Purch Prin (15,964.63) 134 Constable Pct4 Result 2,188.56 531024-FFEO-Fin Purch Prin 2,188.56 135 Constable Pct5 Result (27,831.38) 531024-FFEO-Fin Purch Prin (27,831.38) 137 Sheriff Result (522,158.19) 524998-CapAssetIO-Offset (266,478.22) 524999-Proj Stlmt-AUC (240,932.11) 531023-FFEO-Lease Principal (14,747.86) 138 Medical Examiner Result (29,600.50) 524998-CapAssetIO-Offset (29,600.50) 144 Public Defender Result (2,083.41) 531023-FFEO-Lease Principal (2,083.41) 145 Juvenile Probation Result (238,205.12) 524999-Proj Stlmt-AUC (135,931.07) 531025-FFEO-SBITA Principal (102,274.05) 147 Emergency Services Result (193,723.00) 524998-CapAssetIO-Offset (193,723.00) 149 Transportation & Natural Res Result (54,312,526.46) 524996-Proj Stlmt- NonTC (100,842.24) 524998-CapAssetIO-Offset (15,076,041.72) 524999-Proj Stlmt-AUC (39,130,906.26) 531024-FFEO-Fin Purch Prin (4,736.24) 159 Emergency Medical Services Result (15,857.50) 524999-Proj Stlmt-AUC (15,857.50) 190 Centralized Computers Result (22,086.00) 524998-CapAssetIO-Offset (22,086.00) 191 Centralized Rent & Utilities Result (469,418.26) 531023-FFEO-Lease Principal (25,065.25) 531024-FFEO-Fin Purch Prin (444,353.01) 900 Government-Wide Result (1,348,433.49) 520504-FFEO-Cap-BldgBldgImp (50,224.92) 520505-FFEO-Cap-ImpOthBldg (61,007.40) 520506-FFEO-Cap-MchEqpOth (504,664.95) 520510-FFEO-Cap-Lsehold Imp (24,108.76) 520514-FFEO-Cp-RTU Lse Equp (15,113.38) 520518-FFEO-Cp-RTU SBITA (693,314.08) 524070-AcDpAdj-MachEqp&Oth 0.00 945 945 Result 3,371.93 519631-Commodity Expenses 3,371.93 949 949 Result 100,842.24 519700-GW-Cap Related Oper 100,842.24 522040-CpOtMt-Infra/Imp 0.00 522060-CpOtMt-LandUseRts 0.00 958 958 Result 114,440.90 519633-Exp Rel to NC Awards 114,440.90 999 Consolidation Result (77,941,206.84) 519650-FFEO-Oth-I/C Lse Pmt (166,206.84) 531030-FFEO-Oth-Bnd&COPrinc (77,775,000.00) Page 124 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action regarding the following: A. Outdoor burning in the unincorporated areas of Travis County B. County response to natural disaster or other emergency Prepared By/Phone Number: Lauren Hill, Executive Assistant, 512-854-1214 Elected/Appointed Official or Department Head: Charles Brotherton Commissioners Court Sponsor(s): Judge Brown Press Inquiries: Hector Nieto, Public Information Officer 512-854-8740 Background/Summary of Request: To be discussed. Staff Recommendations: Staff recommends approval. Issues and Opportunities: To be discussed. Fiscal Impact and Source of Funding: To be discussed. Required Authorizations: Commissioner Brigid Shea, Commissioner Ann Howard, Charles Brotherton, Tony Callaway Attachments: None Page 125 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action to approve Interlocal Agreement No. 4600000980 with the City of Austin for the provision of Food Plan Implementation Collaborative Services. (Judge Brown & Commissioner Gómez). Prepared By/Phone Number: San juana Gonzalez, Financial Analyst Lead, 512-854- 4122 Elected/Appointed Official or Department Head: Pilar Sanchez Commissioners Court Sponsor(s): Judge Andy Brown and Commissioner Margaret Gomez. Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740. Background/Summary of Request: This investment originates from the Austin Travis County Food Plan. In June 2021, Austin City Council passed Resolution No. 20210610-039 directing the City Manager to develop a five-year food plan for Austin/Travis County. The City of Austin, Office of Climate Action and Resilience (formerly the Office of Sustainability) was tasked with overseeing the achievement of this goal. In December 2022, the Travis County Commissioners Court voted to affirm Travis County’s participation in the process in order to ensure that the plan addressed all Travis County residents, including the unique needs of those who live outside City of Austin boundaries. Austin City Council adopted the final Food Plan on October 10, 2024. On October 29, 2024, the Travis County Commissioners Court approved a Resolution of Support for the Food Plan. Staff Recommendations: HHS staff is recommending approval of an Interlocal Agreement with the City of Austin, Contract No. 4600000980, for the provision of Food Plan Implementation Collaborative Services, to launch an inclusive, community-based food collaborative that brings together businesses, community-based organizations, educational institutions, government, funders, and other stakeholders to support the implementation of the Food Plan. Issues and Opportunities: This investment builds on the County’s several years’ participation in the Food Plan process, establishes a tangible pathway for coordinated implementation with other sectors and partners, continues our partnership with the City in food planning, and relates to an important human service issue area for the Health & Human Services Department (food security and food access) as well as other County department priorities such as emergency preparedness, economic development, land use planning, Page 126 of 1087 conservation, environmental quality, climate change response, sustainability and community resiliency. This investment also supports quality community planning, which the County has done in other issue areas, including substance use disorder planning, housing planning, early childhood planning, and workforce development planning. Fiscal Impact and Source of Funding: The funds are in the Travis County HHS FY25 Budget, CN 200002485 and GL511440. Required Authorizations: Judge Andy Brown Attachments: 1. Agenda Request to Approve Food Plan Implementation Collaborative Page 127 of 1087 TRAVIS COUNTY INTERLOCAL AGREEMENT BETWEEN TRAVIS COUNTY AND CITY OF AUSTIN FOR FOOD PLAN IMPLEMENTATION COLLABORATIVE CONTRACT NO. 4600000980 TRAVIS COUNTY HEALTH AND HUMAN SERVICES Page 128 of 1087 INTERLOCAL COOPERATION AGREEMENT BETWEEN TRAVIS COUNTY AND CITY OF AUSTIN FOR FOOD PLAN IMPLEMENTATION COLLABORATIVE I. PARTIES This Interlocal Cooperation Agreement ("Agreement" or "Contract") for the provision of Food Plan Implementation Collaborative Services is entered into by the following Parties: Travis County, a political subdivision of the State of Texas ("County"), and City of Austin, through the Office of Climate Action and Resilience, a municipal corporation and political subdivision of the State of Texas (“Contractor”) (each a “Party” and collectively, the “Parties”). II. RECITALS WHEREAS, the Parties desire the provision of food plan implementation collaborative services to launch an inclusive, community-based food collaborative or Collaborative (“Collaborative”) that brings together businesses, community-based organizations, educational institutions, government, funders, and other stakeholders to support the implementation of the Food Plan, prioritizing community involvement on a regular basis; and WHEREAS, a local government that purchases goods and services under this section satisfies the requirement of the local government to seek competitive bids for the purchase of the goods and services under Tex. Gov’t Code, Section 791.025(c); and WHEREAS, County has the authority to provide for the care of indigents and other qualified recipients (Tex. Loc. Gov't. Code, Section 81.027, and other statutes), and to provide for public health education and information services (Tex. Health And Safety Code, Chapters 121 and 122, and other statutes), and provision of those services constitutes a public purpose; NOW, THEREFORE, in consideration of the hereinafter set forth agreements, covenants, and payments, the amount and sufficiency of which are acknowledged, County and Contractor agree to the terms and conditions stated in this Agreement. III. DEFINITIONS 1.0 CONTRACT DEFINITIONS. 1.1 "Commissioners Court" means the Travis County Commissioners Court. 1.2 "Contract Funds" means all funds paid by County to Contractor pursuant to this Contract (including grant funds, if specifically identified). 1.3 "Contract Term" means the Initial Term and/or any Renewal Term, or any other period of time designated in writing as a Contract Term by the Parties. 1.4 “Contractor” means City of Austin, through the Office of Climate Action and Resilience. 1.5 "County Auditor" means Patti Smith, the Travis County Auditor, or her successor or designated representative. Page 129 of 1087 1.6 “County Contract Compliance Specialist” means San Juana Ortega-Gonzales, or her successor or designated representative. 1.7 "County Department," "Department" and/or "TCHHS" mean the office of Travis County Health and Human Services. 1.8 "County Executive" means Pilar Sanchez, County Executive, Travis County Health and Human Services, or her successor or designated representative. 1.9 "County Purchasing Agent" means C. W. Bruner, PMP, CPPB, the Travis County Purchasing Agent, or his successor or designated representative. 1.10 "Eligible Client" or “Client” means a person who meets any specific eligibility criteria described in this Contract and who meets statutory and/or Contract requirements necessary to receive services under this Contract. 1.11 "Fiscal Year" means the County Fiscal Year, which is that twelve-month time period between any October 1 and the next following September 30. 1.12 “In-kind Partner” means any party performing under an In-kind Partnership agreement for which no monetary compensation will be paid by Contractor or the other party to the In-kind partnership agreement in performance of this Contract. 1.13 “In-kind Partnership” means any agreement between Contractor and another party to fulfill any of the requirements of the Contract, in whole or in part, with no monetary compensation between Contractor and that party. Performance under an In-kind Partnership can include staffing, goods and services, facilities, and any other support to fulfill the requirements of this Contract. 1.14 "Parties" and "Party" means the County and/or Contractor. 1.15 "Reimbursable," "Allowable," or "Authorized Costs" means those amounts authorized to be paid by County to Contractor under the terms of this Contract with Contract Funds. 1.16 "Subcontract" means any agreement between Contractor and another party to fulfill, either directly or indirectly, any of the requirements of this Contract, in whole or in part. 1.17 "Subcontractor" means any party providing services required or allowed under this Contract to an Eligible Client or to Contractor under an agreement between Contractor and that party, including contractor(s), subcontractor(s), and other subrecipient(s) of Contractor; and any party or parties providing services for Contractor which will be paid for using Contract Funds committed by County to be paid to Contractor under this Contract. 1.18 “Working Day(s)” means Monday through Friday except for days that County has designated as holidays listed at http://www.traviscountytx.gov\human-resources\holiday-schedule. If a number of days is specified in this Contract and does not say “Working,” then it refers to calendar days. IV. KEY PROVISIONS 2.0 CONTRACT TERM. 2.1 Initial Term. The Parties agree that this Contract will continue in full force for the Initial Term which begins upon execution of this Contract, and terminates on September 30, 2028, unless earlier terminated by the Page 130 of 1087 Parties pursuant to the terms of this Contract. 2.2 Termination for Convenience. Either Party may terminate this Contract for convenience by giving the other Party written notice of such termination at least thirty (30) calendar days before the effective date of the termination. 2.3 Funding-Out. Despite anything to the contrary in this Contract, if during budget planning and adoption, Commissioners Court fails to provide funding for this Contract for the following Fiscal Year, County may terminate this Contract after giving Contractor thirty (30) calendar days written notice that this Contract is terminated due to failure to fund. 2.4 Holdover. Upon expiration of any Contract Term, Contractor agrees to hold over under the terms and conditions of this Contract for such a period of time as is reasonably necessary to negotiate or award a new contract for the services encompassed by this Contract. 3.0 AMENDMENTS, CHANGES OR MODIFICATIONS. 3.1 Written Amendment. Unless specifically provided otherwise in this Contract, any changes, modifications, alterations, additions or deletions ("Amendment") to the terms of this Contract will be made in writing and signed by both Parties in order to be of any force or effect. 3.1.1 Notwithstanding Section 3.1 of this Contract, Contractor may request to make minor changes to the delivery of services described in Attachment A, Program Work Statement (“Minor Change”) without a written amendment to the Contract only if all of the following requirements are met: 3.1.1.1 The Minor Change will not change the scope or objective of the Contract or impact the quality of services delivered by Contractor solely as determined by County prior to Contractor’s implementation of the Minor Change. 3.1.1.2 Contractor notifies County describing the Minor Change Contractor desires to make. 3.1.1.3 County notifies Contractor of its acceptance of the Minor Change. 3.1.1.4 Notification by Contractor to County describing the Minor Change and County’s notification to Contractor regarding its acceptance of the Minor Change (“Minor Change Notification”) may be delivered by electronic mail to the County Contract Compliance Specialist. Minor Change Notification is considered delivered as long as the Party receiving such notice acknowledges receipt of such notice in writing. 3.2 Authority to Change. CONTRACTOR AGREES THAT NO OFFICER, AGENT, EMPLOYEE OR REPRESENTATIVE OF COUNTY HAS ANY AUTHORITY TO CHANGE THE TERMS OF THIS CONTRACT OR ANY ATTACHMENTS TO IT OR MAKE ANY OBLIGATION FOR COUNTY UNDER THIS CONTRACT UNLESS EXPRESSLY GRANTED THAT AUTHORITY BY THE COMMISSIONERS COURT UNDER A SPECIFIC PROVISION OF THIS CONTRACT OR BY SEPARATE ACTION BY THE COMMISSIONERS COURT. 3.3 Non-Compliance. Contractor agrees that any action taken by Contractor which does not comply with the terms of this Contract subjects Contractor to disallowance of payments related to such actions and possible termination of this Contract. Verbal discussion or other indications of changes to this Contract will NOT be effective. Page 131 of 1087 3.4 Submission. Contractor will submit any requests for an Amendment of the terms of this Contract to the County Purchasing Agent with a copy to the County Executive. Upon agreement by the County Department, the request may be presented by the Purchasing Agent to the Commissioners Court for consideration. No changes will be effective as to County until approved in writing by Commissioners Court (or Purchasing Agent under Section 3.5). Written requests for Contract Amendment must be received by the County Department and Purchasing Agent prior to the desired effective date of the change (with sufficient time for County processing) and no later than sixty (60) days prior to the end of the Contract Term for which the Amendment is sought. Failure to meet this deadline may result in the denial of the request for the Amendment. In no event will an Amendment be granted after the expiration of the applicable Contract Term. 3.5 Purchasing Agent Authority. Contractor understands and agrees that the Purchasing Agent has authority to approve certain Amendments subject to applicable law (specifically, the County Purchasing Act, Tex. Loc. Gov't Code, Chapter 262, and other applicable law) and County policy. Within that authority, the Purchasing Agent may approve Amendment requests under this Contract as authorized and will advise Contractor as to the decision to use that authority upon submission of the request for the Amendment. At any time, the Purchasing Agent may elect to submit any request to the Commissioners Court for approval, regardless of the authority of the Purchasing Agent to sign the Amendment. 4.0 ENTIRE AGREEMENT. 4.1 All Agreements. The Parties agree that all oral and written agreements between the Parties to this Contract relating to the subject matter of this Contract that were made prior to the execution of this Contract have been reduced to writing and are contained in this Contract. Outside discussion or other written or verbal communications not included in this Contract are NOT a part of this Contract (either at the time of this Contract or at any time during any Contract Term). 4.2 Attachments. The attachments listed below are a part of this Contract and constitute promised performances by Contractor in accordance with all terms of this Contract. If any Attachment is not applicable to this Contract, the cover sheet for the Attachments will show "Not Applicable." References to "Contract" in this Agreement will include reference to all of the attachments to this Contract. 4.2.1 Attachment A Program Work Statement 4.2.2 Attachment B Program Budget V. FINANCIAL PROVISIONS 5.0 CONTRACT FUNDS. 5.1 Contract Funds Amount. During each Contract Term, County will make available for payment to Contractor for the services provided pursuant to the terms of this Contract, the Contract Funds, referenced in Attachment B, Program Budget, in an amount not to exceed: $ 281,648 6.0 INVOICING AND REQUEST FOR PAYMENT. 6.1 Monthly Request. Each month during any Contract Term, Contractor will file, within the time limits set forth in this Section 6.0, and pursuant to applicable requirements of this Contract, the complete and correct (as determined by County Department) Payment Request forms (as provided by County). Contractor agrees that additional documentation supporting Contract expenses, such as signed timesheets, invoices, receipts, purchase Page 132 of 1087 orders or other information, will be reviewed by County during monitoring visit(s), and that additional reporting requirements may be implemented by County at any time that such monitoring or review reveals a need for such, as determined by County. Along with the Payment Request form, Contractor shall include a detailed explanation of expenditures by funding source and by Eligible Client’s name or identification number, the service rendered, the rate of payment, and the total cost. 6.2 Timely Filing of Request. 6.2.1 Filing. Contractor shall file Payment Request forms with TCHHS within fifteen (15) days of the end of the month in which services are provided. Any delay by Contractor in the filing of the complete and correct Payment Request forms may impact the ultimate receipt of payment by Contractor. County will pay Contractor for authorized expenditures (as defined by this Contract and approved by the County, which approval will not be withheld unreasonably) reported in that Payment Request within thirty (30) days of receipt by TCHHS of that complete and correct Payment Request in accordance with the Prompt Payment Act (Tex. Gov’t. Code, Chapter 2251). 6.2.2 Request Limitation. County will not be liable to Contractor for any costs incurred and paid by Contractor in the performance of this Contract which are not billed to County under the applicable terms of this Contract within ninety (90 days following the provision of the service or ninety (90) days following the termination of any Contract Term (as applicable to the term in which the services were provided), whichever occurs first. Costs billed by Contractor on or after the 91st day following provision of services, or the termination of any Contract Term (whichever applies) will be considered disallowed and may not be paid by County. 6.3 Complete and Correct Request. Contractor understands and agrees that the payment by County of the Payment Request amount will only be made where a complete and correct Payment Request is determined by County to have been filed. 6.4 Contractor Corrections. If County determines that corrections and/or changes to the Payment Request are necessary, the Payment Request will be returned to Contractor. Those corrections or changes must be made by Contractor and returned to County prior to the Payment Request being certified by County for payment as complete and correct. If the completion of those corrections and/or changes by Contractor and subsequent re- submission to TCHHS result in the delay of the certification of a Payment Request (or "invoice") by County, Contractor understands and agrees that the time for payment under the Prompt Payment Act (Tex. Gov't Code, Chapter 2251) will not begin to run until that invoice has been corrected so that it is, as determined by County Department, correct and complete as necessary for certification by County. 7.0 CONTRACT FUNDS RESTRICTIONS. 7.1 County Payment. 7.1.1 Reimbursement Only. Contractor agrees that, unless otherwise specifically provided for in this Contract, payment by County under the terms of this Contract is made on a reimbursement basis only; Contractor must have incurred and paid costs prior to those actual costs being invoiced and considered allowable under this Contract and subject to payment by County. 7.1.2 Department Determination. County and Contractor agree that determination of allowable expenses and payment of Contract Funds will be directed by County Department. 7.1.3 Pre/Post-Term Debts. County will not be liable for: costs incurred, or performances rendered by Contractor before or after the Contract Term; expenses not billed to County within the Page 133 of 1087 applicable time frames set forth in this Contract; or any payment for services or activities not provided pursuant to the terms of this Contract. 7.2 Maintenance of Funds. The Contractor will deposit and maintain all monies received under this Contract in either a separate numbered bank account or in a general operating account, either of which will be supported with the maintenance of a separate accounting fund or a general fund with a specific chart of accounts which reflects and identifies revenues and expenditures for the monies received under this Contract from County. Contractor agrees to provide County with copies of specific chart(s) of account(s) maintained under this Section 7.2 upon request by County. 7.3 Allowable Costs - Direct Performance. Costs will be considered allowable only if, as determined by County, those costs are: 7.3.1 incurred and paid by Contractor directly and specifically in the performance of this Contract; 7.3.2 incurred and paid by Contractor pursuant to all requirements of this Contract; 7.3.3 incurred and paid by Contractor in conformance with budget documents attached hereto and in accordance with generally accepted accounting principles; 7.3.4 included and identifiable in Contractor's budget document attached to this Contract as required in this Contract; and 7.3.5 incurred and paid as set forth in Section 7.1.1, and other applicable provisions. 7.4 Indirect Costs. Indirect Costs, as defined by generally accepted accounting principles, are considered to be allowable costs under this Contract. 8.0 RETURN OF CONTRACT FUNDS. 8.1 Contractor Liability. Contractor will be liable to County and refund money paid to Contractor upon a determination by County that payment either: 8.1.1 has resulted in overpayment; 8.1.2 has not been spent strictly in accordance with Contract terms; 8.1.3 exceeds the total expenditures actually reported by Contractor; 8.1.4 is to be disallowed pursuant to financial, performance and/or compliance audit(s); or 8.1.5 was inappropriately transferred according to Section 10.0. 8.2 Return of Funds. Return of funds under this Section 8.0 will be made by Contractor to County within thirty (30) days of written request by County. County may offset the amount of any funds owed under this Section against the next or any future payment to Contractor under this or any subsequent contract if the return of funds is not made within that thirty (30) day period. 9.0 AUDIT. 9.1 Annual Audit. Unless otherwise authorized by County under the terms of this Contract, Contractor will arrange for the performance of an annual (at least one time during each consecutive 365-day period) financial audit of Contract Funds to be performed within 180 days of the Contractor's fiscal year end, subject to the following conditions and limitations: Page 134 of 1087 9.1.1 Single Audit. 9.1.1.1 Single Audit Act Application. For each Fiscal Year included within a Contract period specified in Section 2.0 ("Contract Term and Termination") of this Contract in which Contractor expends a total of $750,000 or more in Federal awards from all sources, Contractor will have an audit conducted in accordance with the Single Audit Act of 1984, 31 U.S.C., Section 7501 et seq., and 2 CFR Section 200.501. 9.1.1.2 No Single Audit Act Application. Contractors not subject to the Single Audit Act and expending $750,000 or more during the Contractor's fiscal year must have a full financial audit performed. If less than $750,000 is expended, then a financial review is acceptable, pursuant to the requirements of this Contract. 9.1.1.3 Performance Requirements. The audit or review must be: 9.1.1.3.1 performed by an independent Certified Public Accountant ("CPA"), recognized by the regulatory authority of the State of Texas and a member in good standing of the American Institute of Certified Public Accountants; 9.1.1.3.2 made in accordance with generally accepted auditing standards and procedures for a non-profit organization and auditing standards (including a Statement of Functional Expenses) as stated in the "American Institute of Certified Public Accountants Industry Audit Guide Audits of Voluntary Health and Welfare Organization;" and 9.1.1.3.3 provided for any/each of Contractor's fiscal years in which County Funds are provided. 9.1.2 Entire Operations Option. At the option of Contractor, each audit or review required by this Section 9.0 may cover either Contractor's entire operations or each department, agency, or establishment of Contractor which received, expended, or otherwise administered Contract Funds. 9.1.3 Financial Records. Contractor must maintain records which adequately identify the source and application of funds provided for those services purchased with Contract Funds. These records must contain information pertaining to authorizations, obligations, un-obligated balances, assets, liabilities, outlays or expenditures and income related to Contract Funds. 9.1.4 Copy. Contractor will provide a copy of its most recent report of the complete financial audit and the auditor's opinion and management letters, or the review, to County within 180 days of the end of the Contractor's fiscal year end, unless County approves alternative arrangements in writing. In any event, such copies will be provided no later than September 30 of each year in which County funds are received under this Contract. The report will also include the auditor's opinion and letters to management. County Department will complete final review of such reports within a reasonable time after September 30 of each year upon receipt of such reports. Reviews and audits performed under Section 9.1 are subject to consideration and resolution by County or its authorized representative. Failure to provide such reports in a timely manner may result in delay of payment, suspension or termination of the Contract by County. Reports may be in either hard copy or electronic form, unless otherwise requested by County. 9.1.5 Continued Obligation. The expiration or termination of this Contract will in no way relieve Contractor of the obligation to meet the requirements of this Section 9.0 in the manner or format prescribed by County. 9.1.6 Cost of Audit. Contractor understands and agrees that all or a portion of the cost of the annual audit as required under this Section 9.0 may be considered an allowable cost and reimbursable under this Contract if the following requirements are met: 9.1.6.1 cost is included in Contractor's budget, with the Subcontractor providing such Page 135 of 1087 services correctly identified; and 9.1.6.2 the cost billed to County is no greater than the percentage relationship of County Contract Funds to Contractor's total annual budget, with the cost of the audit being a reasonable cost for such services as agreed to by County. For example, if the total amount of County Contract Funds provided under this Contract is ten percent (10%) of the total Contractor annual budget, then County Contract Funds may be used to reimburse up to ten percent (10%) of the total cost of the annual audit. 9.2 County Audit. County reserves the right to conduct financial, compliance, and/or performance audit of the Contract. Contractor agrees to permit County or its authorized representative, to audit Contractor's records and to review, copy or obtain any documents, materials, or information necessary to facilitate such audits. Contractor shall grant electronic, preferably real time, access to records to allow for algorithmically assisted auditing, as permitted by State and local law and regulations. 9.3 Facilitation. Contractor will take reasonable action to facilitate the performance of any audits conducted pursuant to Section 9.0 that County may reasonably require of Contractor. Such action will include provision of access to Contractor's facilities during Contractor's regular business hours for County to conduct an audit. The County will consider reasonable times and places to review records or interview individuals. Adequate and appropriate workspace will be made available to County or their designees, and all requested records will be made readily available. 9.4 Contractor Audit Records. 9.4.1 Content. Records of Contractor, its subsidiaries, Subcontractors and affiliates subject to audit will include accounting records, written policies and procedures, subsidiary records, correspondence, and any other records which are pertinent, as defined by County, to revenue and related costs and expenses of this Contract. This includes, to the extent such detail will properly identify all revenues, all costs, including direct and indirect costs of labor, material, equipment, supplies and services and all other costs of expenses of whatever nature relating to this Contract (all the foregoing to be referred to as "Records"). 9.4.2 Access. Contractor grants access and the right to examine, copy or reproduce all Records pertaining to this Contract. 9.4.3 Subcontractors. Contractor will require all Subcontractors, sub-consultants, insurance agents, contractors, and suppliers related to this Contract to comply with the provisions of this Section 9.0, and any other provisions so designated within this Contract, by inserting those requirements in any written contract agreements executed between the Contractor and other related parties using Contract Funds. 10.0 TRANSFER OF FUNDS. 10.1 Transfer of Funds Without Amendment. Notwithstanding Section 3.0, and as specifically applicable, Contractor may transfer funds without a written amendment to this Contract ONLY if ALL of the following requirements are met: 10.1.1 The transfer will not change the scope or objective of the programs funded under this Contract, solely as determined by County prior to transfer; 10.1.2 Contractor submits a budget revision form and obtains County's approval (which approval will not be withheld unreasonably) of such revisions prior to the submission of the Contractor's first monthly billing to the County following the transfer which will reflect such changes; and Page 136 of 1087 10.1.3 Contractor submits the budget revision form no later than thirty (30) days prior to the end of the Contract Term. 10.2 Disallowed Expense. Contractor agrees that failure to meet the requirements of Section 10.1.1 – 10.1.3 may result in any transfer of funds being disallowed; as such, the disallowed amount may not be paid by County. If County determines that payment has been made incorrectly for expenses in violation of this Section 10.0, Contractor agrees to refund such payment in full to County within twenty (20) days of written request by County for such refund. 11.0 FORMS. 11.1 W-9 Taxpayer Identification Form. Contractor will provide the County Department with an Internal Revenue Service Form W-9 Request for Taxpayer Identification Number and Certification that is completed in compliance with the Internal Revenue Code and its rules and regulations, and a statement of entity status in a form satisfactory to the County Auditor. Contractor understands that this W-9 Form must be provided to the County Department before any Contract Funds are payable. If there are any changes in the W-9 form during any Contract Term, Contractor will immediately provide the County Department with a new and correct W-9 form. Failure to provide such form within the time required may result in delay of payment, suspension or termination of the Contract, or other action as deemed necessary by County. Any changes in the W-9 Form are also subject to the requirements of Sections 24.0, "Notices," and 26.0, "Assignability," as applicable. 11.2 IRS 990 Form. If Contractor is a tax-exempt organization, Contractor will provide the County Department with a copy of its completed Internal Revenue Service Form 990 (Return of Organization Exempt From Income Tax) for each calendar year within 180 days of the Contractor's fiscal year end, but no later than September 30 of each year in which County funds are received under this Contract. If Contractor has filed an extension request which prevents the timely provision of the form 990, Contractor will provide the County Department with a copy of that application for extension of time to file (IRS Form 2758) within thirty (30) days of filing said form(s), and a copy of any final document(s) immediately upon receipt of such document(s). 12.0 Intentionally deleted. VI. RESPONSIBILITIES AND OBLIGATIONS OF CONTRACTOR 13.0 CONTRACTOR PERFORMANCE. 13.1 Services and Activities. 13.1.1 Requirements. During any Contract Term, Contractor will perform, in a satisfactory manner, as reasonably determined by County, the services and activities described in Attachment A – Program Work Statement in accordance with all terms of this Contract. 13.1.2 Failure to Perform. In the event of Contractor's non-compliance with any term of this Contract, County may impose such sanctions or measures, as determined to be reasonably necessary by County, including any or all of the following in the order as determined to be appropriate by County: 13.1.2.1 Providing technical assistance to assist Contractor with any compliance or performance concerns. Contractor will satisfactorily address compliance or performance concerns according to County’s technical support, as reasonably determined by County; 13.1.2.2 Withholding of payments to Contractor under the Contract until Contractor complies Page 137 of 1087 with the term of the Contract; and 13.1.2.3 Suspending, terminating, or cancelling of the Contract, in whole or in part. The above actions by County may be taken in addition to any other specific action set forth in any provision of this Contract or allowed by law. 13.2 Policies. 13.2.1 General Policies. The Contractor is required to maintain written policies and procedures approved by its governing body and to make copies of all policies available to the County Department upon written request via the Notice provisions of this Contract. At a minimum, written policies will exist in the following areas: Financial Management; Subcontracting and/or Procurement; Equal Employment Opportunity; Personnel; Client and Personnel Grievance (as further set forth in Section 13.2.2); Nepotism; Non-Discrimination of Clients; Drug Free Workplace; the Americans With Disabilities Act; and any other policies or procedures as might be required by law or reasonably required by County. 13.2.2 Grievance Policies. 13.2.2.1 Procedure. Contractor will, and will require all Subcontractors and In-kind partners to, have in place an appropriate written grievance review procedure to receive and resolve complaints and will provide the County Department with a copy of such procedure upon written request by County via the Notice provisions of this Contract. County has no responsibility for resolution of any grievances or complaints against Contractor regarding any services provided in relation to this Contract, and Contractor agrees to advise Subcontractors and In-kind partners of such in any agreement with Contractor for provision of services related to this Contract. Included in the procedure will be the obligation of Contractor to make timely written communication to the County Department regarding potential quality or utilization issues evidenced in any grievance and thus identified and referred to Contractor for action and resolution; and Contractor hereby agrees to make such timely communications to County. County may elect to participate in a grievance procedure if the grievance relates to services provided under this Contract. 13.2.2.2 Monitoring. Contractor agrees that it will monitor specific grievances and complaints, and it will utilize a mechanism to track and promptly resolve any participant issues, problems, or complaints. Contractor will maintain records of the resolution of grievances and will make such records available for monitoring by County. 13.3 Contractor Communication. Contractor and County agree that, unless otherwise designated specifically in any provision, all communication, requests, questions, or other inquiries related to this Contract will initially be presented by Contractor to the County Department through the County Executive. Any reference in this Contract to communication with County, distribution to County or other interaction with County will be assumed to be made through TCHHS unless specifically stated otherwise. 13.4 Miscellaneous Provisions. 13.4.1 Other Agreements. It is understood and agreed by both Parties that the terms of this Contract do not in any way limit or prohibit current or future agreements between any of the Parties for the provision of additional services as mutually agreed to in writing by the Parties. Page 138 of 1087 13.4.2 Non-retaliation. Contractor may not discriminate or retaliate in any way against any employee or other person who reports a violation of the terms of this Contract or of any law or regulation or any suspected illegal activity by Contractor to County or to any appropriate law enforcement authority, if the report is made in good faith. 13.4.3 Contractor Responsibility. Contractor will bear full responsibility for the integrity of fiscal and programmatic management. Such responsibility will include: accountability for all funds and materials received from County; compliance with County rules, policies, procedures, and applicable federal and state laws and regulations; and correction of fiscal and program deficiencies identified through self-evaluation and County's monitoring processes. Ignorance of any Contract provision(s) will not constitute a defense or basis for waiving or appealing such provisions of requirements. 13.5 Directors' Meetings. Contractor will keep on file, copies of notices of any directors' meetings, board meetings, or subcommittee or advisory board meetings and copies of minutes from those meetings. Upon request by County, copies of any of the above will be provided to County Department. 13.6 Capital Acquisition Property ("Property"). Capital Acquisition Property may NOT be purchased with Contract funds. For purposes of this Contract, "Capital Acquisition Property" (or "Property") is defined as any tangible, non-expendable Property with a value of more than $500.00. 13.7 Insurance. Contractor and County acknowledge and agree that each Party is self-insured and will maintain such coverage at a level sufficient to cover the needs of Contractor and County, respectively, pursuant to applicable generally accepted business standards. Each Party shall require all subcontractors providing services under this Agreement to have insurance coverage sufficient to cover the needs of the Parties and/or subcontractor pursuant to applicable generally accepted business standards, and to indemnify the Contractor and the County for any and all claims arising from and relating to their performance under the respective subcontracts. 13.8 Indemnification and Claims. 13.8.1 INDEMNIFICATION. COUNTY AND CONTRACTOR AGREE THAT EACH IS RESPONSIBLE FOR ITS OWN NEGLIGENT ACTS, OMISSIONS, OR OTHER TORTIOUS CONDUCT IN THE COURSE OF PERFORMANCE OF THIS AGREEMENT AND THAT NO INDEMNIFICATION BY OR FOR EITHER PARTY IS PROVIDED FOR OR INTENDED HEREUNDER. 13.8.2 Claims Notification. If either Party receives notice or becomes aware of any claim, or other action, including proceedings before an administrative agency, which is made or brought by any person, firm, corporation, or other entity against Contractor or County, the Party that receives notice or becomes aware will give the other Party written notice within three (3) working days of being notified of this claim. Such notice will include: written description of the claim; the name and address of the person, firm, corporation or other entity that made a claim, or that instituted or threatened to institute any type of action or proceeding; the basis of the claim, action or proceeding; the court or administrative tribunal, if any, where the claim, action or proceeding was instituted; and the name or names of any person against whom this claim is being made or threatened. This written notice will be given in the manner provided in Section 24.0 of this Contract. The Party giving such notice will, upon request, furnish to the other Party copies of all non-privileged or otherwise protected pertinent papers received by the Party giving such notice with respect to these claims or actions. 13.9 Materials and Publications. When material not originally developed by Contractor is submitted or included in a report, it will have all sources properly identified. This identification may be placed in the body of the Page 139 of 1087 report or included by footnote. This provision is applicable when the material is in a verbatim or extensive paraphrase format. Contractor and any Subcontractor, as appropriate, must comply with the standard patent rights clauses in 37 Code of Federal Regulations Section 401.14 or Federal Acquisition Regulations 52.227.1 and with all applicable copyright requirements. 13.10 Copyrights, Copyrights, Patents, and Licenses. Contractor represents and warrants that (i) all applicable copyrights, patents, licenses, and other proprietary or intellectual property rights which may exist on materials used by Contractor in this Contract have been adhered to and (ii) the County shall not be liable for any infringement of those rights and any rights granted to the County shall apply for the duration of this Contract. TO THE EXTENT PROVIDED BY THE LAWS AND CONSITUTION OF THE STATE OF TEXAS, AND WITHOUT WAIVING ANY IMMUNITY OR OTHER PROTECTION TO WHICH IT MAY OTHERWISE BE ENTITLED, CONTRACTOR SHALL INDEMNIFY THE COUNTY, ITS OFFICERS, AGENTS, AND EMPLOYEES FROM ALL CLAIMS, LOSSES, DAMAGES, CAUSES OF ACTION, AND LIABILITY OF EVERY KIND INCLUDING EXPENSES OF LITIGATION, COURT COSTS AND ATTORNEY FEES FOR DAMAGES TO ANY PERSON OR PROPERTY ARISING IN CONNECTION WITH ANY ALLEGED OR ACTUAL INFRINGEMENT OF EXISTING PATENTS, LICENSES, OR COPYRIGHTS APPLICABLE TO MATERIALS USED BY CONTRACTOR IN THIS CONTRACT. 13.11 Miscellaneous Responsibilities. 13.11.1 Employee Offenses. 13.11.1.1 Eligible Client Contact. As applicable, Contractor agrees that no Employee ("Employee" being defined under this Section 13.11.1 as including volunteers or other persons working under the direction of Contractor in the provision of services under this Contract in a manner which involves direct Eligible Client contact) will provide services in a manner which involves direct Eligible Client contact if that Employee has been convicted of having committed an offense of abuse, neglect, or exploitation or an offense against the person, an offense against the family, or an offense involving public indecency under the Texas Penal Code. 13.11.1.2 Procedure. As applicable, Contractor agrees to have in place a written policy and procedures for verifying the criminal history and any current criminal indictment involving the offenses listed in this Section 13.11 of any Employee having direct contact with County Clients and will maintain evidence of having processed all Employees through such procedure. Such policy and procedure must also address the evaluation and monitoring of Employees convicted of an offense under the Texas Controlled Substances Act, but does not have to prohibit direct Eligible Client contact where Contractor determines, and documents the grounds for such determination, that such contact would pose no risk to the Eligible Client. Contractor will also have in place a procedure for addressing the work of any Employee alleged to have committed an offense listed under this section in a manner which will afford reasonable protection to Eligible Clients until such allegation is resolved. 13.11.1.3 Waiver. In any circumstance under which Contractor believes that specific fact situations warrant a waiver of the requirements of this Subsection 13.11.1, in whole or in part, Contractor may present the details of such circumstance in writing to County, through the County Executive, for a determination as to such request for waiver. 13.11.1.4 Subcontractors. This Section 13.11.1 will also apply to any employees of Subcontractors who have direct Eligible Client contact, and Contractor will ensure that all Page 140 of 1087 Subcontractors have procedures in place to ensure compliance with this Section 13.11. 13.11.2 Offense Report. Contractor will promptly report any suspected case of abuse, neglect or exploitation to the appropriate office(s) as required by the Texas Family Code, Chapter 261. All reports must be made within 24 hours of the discovery of the abuse or neglect. 13.11.3 Qualifications. If specific qualifications (including licenses, certifications and permits) are set forth in job descriptions required by County or attached to any position related to providing of services under this Contract, only personnel with the required qualifications will be assigned to fill functions unless a written waiver is granted by the County. 14.0 WARRANTS AND ASSURANCES. 14.1 Eligible Client Warranty. Contractor agrees that County is only authorized by law to provide certain services, and that the provision of those services must meet a public purpose as determined by County. To assure that County Contract Funds are spent for the provision of such authorized services in furtherance of such public purpose, Contractor warrants that the percentage of Eligible Clients (as defined by this Contract) receiving services under this Contract and funded by County Contract Funds compared to the total number of clients being served by Contractor under Contractor's total budget is equal to or greater than the percentage of County Contract Funds to total Contractor budget, and that County Contract Funds will be used by Contractor only for those purposes stated and agreed to under the terms of this Contract. 14.2 Accurate Information. Contractor warrants that all reports, data and information submitted to County will be accurate, reliable and verifiable. Approval by County of such will not constitute nor be deemed a release of the responsibility and liability of Contractor, its employees, agents or associates for the accuracy and competency of their reports, information documents, or services, nor will approval be deemed to be the assumption of such responsibility by County for any defect, error, omission, act or negligence or bad faith by Contractor, its employees, agents, or associates. 14.3 No Duplication. Contractor agrees that Contractor will report and receive payment for each of the services/Eligible Clients solely from County Contract Funds pursuant to the terms of this Contract; and that there will be no duplicate payments from other sources for the same services paid for by County Contract Funds. Contractor will also ensure that this provision and prohibition of duplicate payment for services will be included in any Subcontracts. 14.3.1 Contractor warrants that it has systems in place to identify and document services to Eligible Clients according to different funding sources. 14.4 Debarment, Suspension and Other Responsibility Matters. This Section 14.4 provides for compliance with certification requirements under 15 CFR Part 26, "Government-wide Debarment and Suspension." Each Party is prohibited from contracting with or making prime or sub-awards to parties that are suspended or debarred or whose principals are suspended or debarred from federal, state, or City of Austin contracts. By accepting this Agreement, each Party certifies that its firm, its principals and/or its Personnel/Staff (as applicable) are not currently, and shall not for the duration of this Agreement be, suspended or debarred from doing business with the federal government, as indicated by the General Services Administration List of Parties Excluded from Federal Procurement and Non-Procurement Programs, the State of Texas, or the City of Austin. Contractor shall immediately remove from the provision of services pursuant to this Contract any of its employees or Subcontractors (as applicable) who become suspended or debarred from doing business with the federal government. The suspension or debarment of either Party or the continued provision of Behavioral Health Services pursuant to this Agreement by a suspended or debarred employee or Subcontractor (as applicable) shall be cause for immediate termination of this Agreement by the other Party. Page 141 of 1087 15.0 COMPLIANCE. 15.1 Federal, State and Local Laws. Contractor shall comply with all applicable federal laws, regulations, executive orders, requirements of the funding sources, procedures, and directives, as well as state, county, and city laws, rules, regulations, and ordinances applicable to the provision of services and the performance of all obligations under this Contract. In performance of all Contract services and activities, Contractor will comply with applicable state and federal licensing and certification requirements, health and safety standards, and regulations prescribed by the U.S. Department of Health and Human Services and the Texas Department of State Health Services. 15.2 Privacy and Data Sharing. In governing Contractor's general conduct of business, Contractor shall adhere to all privacy and data sharing laws and policies, including, but not limited to the following: current FBI CJIS Security Policy, Tex. Dept. of Pub. Safety, https://www.dps.texas.gov/section/crime-records/cjis-documents; 45 CFR Part 160 (General Administrative Requirements), 45 CFR Part 162 (Administrative Requirements), 45 CFR Part 164 (Security and Privacy), 42 CFR Part 2 (Confidentiality of Substance Use Disorder Patient Records), Texas Health and Safety Code, Chapter 181 (Medical Records Privacy); Texas Business and Commerce Code, Chapter 521 (Unauthorized Use of Identifying Information) and Texas Occupations Code, Chapter 159 (collectively, the “Privacy and Data Sharing Laws”). 15.2.1 Consent. Contractor shall obtain any consent necessary in accordance with the Privacy and Data Sharing Laws. 15.2.2 Method. Contractor will establish a method to secure the confidentiality of records and other information relating to Eligible Clients, employees and volunteers in accordance with the Privacy and Data Sharing Laws. This provision will not be construed as limiting the lawful right of access to Eligible Client information. 15.2.3 Limited Access. Prior to a scheduled monitoring or audit, Contractor agrees to submit to County, in writing, any relevant requirement precluding County's access to Eligible Client information including the correct citation of the legal authority on which Contractor relies to support its claim that County is prohibited from access to the client information. 15.2.4 Minimum Necessary. Contractor will provide the minimum necessary information to County in a way that will not obstruct County's monitoring and evaluative duties in any way. 15.2.5 Collaboration. If applicable, Contractor will execute and have on file copies of data sharing agreements with other entities with whom Contractor will be sharing or obtaining participant information related to enrollment of Clients for services provided under this Contract ensuring that any such sharing or obtaining of information is done in compliance with Section 15.2.1 of this Contract and the Privacy and Data Sharing Laws referenced in Section 15.2 of this Contract. 15.2.6 Privacy. Contractor will ensure that all Subcontractors, comply with the Privacy and Data Sharing Laws referenced in Section 15.2 of this Contract. 15.3 Texas Public Information Act. The Parties agree that this Contract, all performance under this Contract, and all information obtained by either Party in connection with this Contract is subject to applicable provisions of the Texas Public Information Act, Tex. Gov't Code, Chapter 552, and all legal authorities relating to such Act, including decisions and letter rulings issued by the Texas State Attorney General's Office; and each Party agrees to provide the other Party, citizens, public agencies, and other interested parties with reasonable access to all records pertaining to this Contract subject to and in accordance with the Texas Public Information Act. 16.0 RETENTION AND ACCESSIBILITY OF PROGRAM, ELIGIBLE CLIENT & FISCAL RECORDS. Page 142 of 1087 16.1 Retention of Records. 16.1.1 Time Requirement. Contractor will create and maintain all records and reports required and/or produced relevant to performance under this Contract, including those specifically set out in this Section 16.0, until all evaluations, audits and other reviews have been completed and all questions or issues (including litigation) arising from those evaluations, audits and reviews are resolved satisfactorily to County, or three (3) years after the end of the final Contract period, whichever occurs later. Failure at any time to deliver reports, records or notifications, as required by this Contract may, upon written notification by County, result in delay of payment and/or suspension or termination (in whole or in part) of this Contract by County. 16.1.2 Document Destruction. Contractor agrees that it will not destroy or alter any document in order to prevent its use in any official proceeding (for example, federal, state or local investigation and bankruptcy). 16.2 Client Records. Contractor will create and maintain all records regarding Eligible Clients that include the information on which Contractor relies to determine the Client's eligibility, all records and reports necessary, as determined by County, to evaluate the effectiveness of the services provided under this Contract (including, at a minimum, the services provided, the cost of providing services, and other program data as specified in Attachment A) (collectively, “Client Records”), and all records related to performance under this Contract. Contractor will maintain all medical records in accordance with all applicable statutes (including HIPAA) and regulations governing medical information. Requirements for Client Records will be as follows (as applicable): 16.2.1 Unduplicated Eligible Client Records. Unduplicated Client Records will be created and maintained for services provided separately to individual Eligible Clients. Contractor will maintain records for those Eligible Clients participating in programs designated by County Department from which an Unduplicated Client count can be determined. If Contractor is not clear on what constitutes an "Unduplicated Client," Contractor is responsible for consulting with County for a determination. Contractor will maintain a separate record for each unduplicated Eligible Client, which will contain all information related to eligibility and service provision as described in Attachment A, Program Work Statement. 16.2.2 Records for Other Services. In addition to, or instead of (as applicable) those records required under Section 16.2.1 for services provided separately to individual Eligible Clients as required under this Contract (including Attachment A, Program Work Statement), Contractor will create and retain records of other services, including such information as is possible and appropriate to the program design as described in Attachment A, such as: the type of services, date and location of services, amount or units of service provided, and where possible, number of Eligible Clients served. An individual Unduplicated Client record for these recipients is not required. 16.3 Fiscal Records. Contractor will create and maintain all fiscal records and documentation required under this Contract and as necessary, as determined by County, to support performance of this Contract. 16.4 Access. Contractor will give County, or any of its duly authorized representatives, reasonable access to and the right to examine all books, accounts, records, reports, files, program materials (such as curriculum and distributed materials) and other papers, things, or property belonging to or in use by Contractor pertaining to this Contract at reasonable times and for reasonable periods. These rights to access will continue as long as the records are required to be retained by Contractor, and for any additional time period that the records are retained by Contractor. 16.5 Adjustment. Contractor may, at any time, request in writing to the County Executive that County Page 143 of 1087 clarify or provide a waiver of all or a portion of the record requirements in this Section 16.0. Only waivers under this Section 16.0 granted by County Executive in writing will be effective to change any requirement in this Section 16.0. 17.0 REPORTING REQUIREMENTS. 17.1 Performance Reports. 17.1.1 General Performance Reports. Contractor will submit data in accordance with Attachment A, Program Work Statement and Attachment B, Program Budget in quarterly performance reports to be delivered to TCHHS as required by County within fifteen (15) days after the end of the quarter to which the report relates (each, a “Quarterly Report”). 17.1.2 Modification to Performance Reports. County may recommend additional performance measures to be included by giving Contractor written notice of such proposed changes. Unless Contractor provides County with written opposition to the proposal within fifteen (15) days of receipt of notice, such changes will be considered added to the Contract and will constitute promised performance by Contractor without the necessity of a written amendment. Such changes will be effective as to reports filed by Contractor for services provided during the first full reporting period following the addition of the changes. If Contractor opposes the changes, County and Contractor will negotiate in good faith to develop amended performance measures to be added pursuant to Section 3.0 of this Contract. 17.2 Reimbursement Reports. Pursuant to Sections 5.0 - 7.0, Contractor will deliver to TCHHS reports that provide all of the information requested in the Payment Request and expenditure report, as required by County within fifteen (15) days after the end of the month to which the report relates (each, a “Reimbursement Report”). If Contractor fails to provide this information to County in a complete and correct form and in a timely manner as set forth in this Contract, such failure may impact the timing of payment by County under Sections 5.0 - 7.0. 17.3 Final Close-Out Report. Contractor will deliver a close-out report as required by TCHHS no later than sixty (60) calendar days following the termination of any Contract Term (Initial and/or Renewal) (each, a “Final Close-Out Report”). County will provide Contractor with a packet containing information required for the Final Close- Out Report immediately following the end of a Contract Term. Contractor agrees to return the completed packet within forty-five (45) days of receipt. 17.4 Financial Reports. Upon request by County, Contractor will deliver to TCHHS copies of all Board- approved financial reports, to include the Contractor's Year-to-Date Balance sheet and income statement in relation to Contractor’s performance under this Contract. 17.5 Additional Reports. Contractor will deliver to County Department within twenty (20) Working Days, any and all special reports, data, and information which the County requests that Contractor makes as a routine or special request in relation to Contractor’s performance under this Contract. 17.6 Changes in Reports. Contractor will promptly provide TCHHS with written reports of any changes in any of the information, reports, and/or records provided to County pursuant to this Contract. 17.7 Corrections. County may require Contractor to correct or revise any errors, omissions or other deficiencies in any reports or services provided by the Contractor to ensure that such reports and services fulfill the purposes of this Contract. Contractor will make the required corrections or revisions without additional costs to County. 17.8 Legal Prohibition. If Contractor is legally prohibited from providing any required or requested Page 144 of 1087 reports, it will immediately notify County in writing of this fact. Such notice will include specific identification of the basis of the prohibition, including statutory citations as applicable, and will be reviewed by County for final resolution. 17.9 Other Funding Sources. 17.9.1 Loss of Funding. In the event that Contractor incurs a termination or significant loss of funding from sources other than County upon which Contractor depends for performance under this Contract, Contractor will: 17.9.1.1 Notify Department immediately in writing of such loss of funding, the amount involved, and the services impacted; 17.9.1.2 Provide Department with thirty (30) days written notice if the decrease in funding requires the termination of the Contract, in whole or in part, such notice to include a description of the service impact expected to result from such decrease; and 17.9.1.3 If Contractor and County mutually agree in writing to changes to this Contract necessary to absorb said decrease/termination of funding, this Contract may be amended pursuant to Section 3.0. County will only agree to said amendment if the re-negotiation process results in the continued provision of services at an effective level as reasonably determined by County. 17.10 Electronic Submission of Reports. The Parties agree that Contractor will transmit performance reporting materials to County via email, unless County specifically requests otherwise. VII. RESPONSIBILITIES AND OBLIGATIONS OF COUNTY 18.0 LIMITATIONS. 18.1 County Approval. 18.1.1 County's Satisfaction. Sections 5.0 - 7.0 notwithstanding, the Parties expressly agree that County will not be responsible for the costs of any services provided under this Contract that are not fully performed according to the terms of this Contract to County's satisfaction and with County's approval, which will not be unreasonably withheld. 18.1.2 Responsibility and Liability. Approval of County, and/or payment under this Contract by County, will not constitute nor be deemed a release of the responsibility and liability of Contractor, its employees, agents or associates for the accuracy and competency of their reports, information, documents, or services, nor will approval be deemed to be the assumption of such responsibility by County for any defect, error, omission, act or negligence or bad faith by Contractor, its employees, agents, or associates. 19.0 COUNTY OBLIGATIONS. 19.1 Current Revenue Funds. County will make payments for invoices for performance of governmental functions and services under this Contract from current revenue funds available to County and set aside for this purpose (or grant funds, where specifically identified). The Parties agree that the payment made under this Contract is in an amount that fairly compensates Contractor for the services or functions performed under this Contract. VIII. SUSPENSION Page 145 of 1087 20.0 SUSPENSION. If Contractor fails to comply with any term of this Contract and/or failure to make corrections required by this Contract, or if the Commissioners Court requests a financial review or performance evaluation related to a reasonable cause to believe that Contractor is not using Contract Funds in compliance with the terms of this Contract, County may, upon written notification to Contractor, suspend this Contract, in whole or in part, immediately upon receipt of such notice and withhold further payments to Contractor pending resolution of the issues supporting such suspension. Contractor agrees that Contractor will not incur additional obligations of Contract Funds after receipt of such notice of suspension until Contractor is in compliance with the terms of this Contract or the reports of the financial review and/or program evaluation are completed, and all exceptions noted in these reports are corrected to County's reasonable satisfaction as evidenced by written notice by County. IX. MISCELLANEOUS PROVISIONS 21.0 INDEPENDENT CONTRACTOR. 21.1 The Parties expressly agree that Contractor is an independent contractor and assumes all of the rights, obligations and liabilities applicable to it as an independent contractor. No employee of Contractor will be considered an employee of County or gain any rights against County pursuant to County's personnel policies. The relationship of County and Contractor under this Contract is not and will not be construed or interpreted to be a partnership, joint venture or agency. Neither Party will have the authority to make any statements, representations or commitments of any kind, or to take any action which will be binding on the other Party, or which will hold itself out to be binding on the other Party. 22.0 SUBCONTRACTS. 22.1 Prior Approval. As applicable, Contractor will not be reimbursed for costs incurred by any Subcontractors for any service or activity relating to the performance of this Contract without the prior written approval of County or the prior written waiver of this right of approval from County through the Purchasing Agent. Approval of this Contract will constitute approval as required by this Section 22.1 for those Subcontracts/Subcontractors specifically identified in the Contract terms, including the Attachments. Contractor will provide County written notification of any change in vendor or subcontractor (including consultants) which has been identified in Contractor's budget prior to submission of a Payment Request related to such vendor or subcontractor in order to ensure timely payment. County must approve any replacement Subcontractor prior to Subcontractor beginning performance for which Contractor will submit billing under the Contract. 22.2 Contractor Responsibility. 22.2.1 Subcontractor Compliance. Contractor is wholly responsible to County for the performance under this Contract, whether such performance is provided directly by Contractor or indirectly by any Subcontractor or In-Kind Partner. Contractor will monitor both financial and programmatic performance and maintain pertinent records concerning Subcontractor(s) and In-Kind Partners that will be available for inspection by County. Contractor will ensure that its Subcontractor(s) and In- Kind Partners comply with all applicable terms of this Contract and that Subcontractor(s)’ and In- Kind Partners’ work meets all quality standards for this Contract, as defined in Attachment A, Program Work Statement as if the performance rendered by the Subcontractor(s) and In-Kind Partners was being rendered by Contractor. Contractor will inspect all Subcontractors' and In-Kind Partners’ work and will be responsible for ensuring that it is completed in a good and workmanlike manner pursuant to the terms of this Contract. 22.2.2 Subcontract Terms. As applicable, Contractor agrees that all Subcontracts will include provisions which require compliance with all applicable federal, state, and local laws, rules, Page 146 of 1087 regulations and policies; with the applicable terms of this Contract; and with any provisions such as may be reasonably requested by County; and will also include provisions ensuring the following: 22.2.2.1 The disclosure of any other contracts with County at the time the agreement is signed or at any time during the Contract Term. If such agreement exists, Subcontractor will warrant and guarantee that Subcontractor will report and receive payment for each service/participant only from County funds under this Contract; and that there will be no duplicate payments for those services/participants reported under this Contract from any other sources or from County under any other contract or agreement. 22.2.2.2 Agreement: 22.2.2.2.1 to reasonably cooperate with any County inquiry or investigation into Subcontractor and/or participant complaints; 22.2.2.2.2 to maintain confidentiality of information and security of all records as required by law and the terms and conditions of this Contract; 22.2.2.2.3 that Contractor has the sole responsibility for payment for services rendered by Subcontractor; and, in the event of non-payment, insolvency or cessation of operations, sole recourse of Subcontractor against Contractor will be through Contractor or the bankruptcy estate of Contractor; 22.2.2.2.4 that County is not liable for any payment to Subcontractor; 22.2.2.2.5 to warrant that Subcontractor has systems in place to identify and document services to Eligible Clients according to different funding sources; 22.2.2.2.6 to warrant that any service/participant for which County pays will not also be paid for by any other funding source or by County under any other contract, pursuant to Section 14.3 of this Contract; and 22.2.2.2.7 to assure Contractor's ability to meet all Contract requirements, including reporting requirements. 22.3 Contract Limitation. This Contract sets out the agreements and obligations between County and Contractor only and does not obligate County in any way to any of Contractor's Subcontractors, nor to any other third party. This Contract creates no third-party beneficiary rights as between County and any of Contractor's Subcontractors or any other party. Contractor has the sole responsibility for payment for services rendered by Subcontractors. County will not under any circumstances be liable to Contractor's creditors or Subcontractors for any payments under this Contract. Contractor agrees to include notice of the requirements in this section in every Subcontractor agreement. 22.4 Intentionally deleted. 22.5 Level of Service. Contractor will ensure the provision of timely and quality professional services by individuals, agencies, or other Subcontractors which will meet or exceed applicable licensing and regulatory and professional standards applicable to the service provided and will provide County relevant documentation of such licenses upon request. 22.6 Payment to Subcontractor(s). Contractor will make its best effort to pay Subcontractor(s) for undisputed claims for services rendered by Subcontractor(s) to Contractor within thirty (30) calendar days of Contractor’s receipt of invoice(s) from Subcontractors. 23.0 MONITORING. 23.1 County Monitoring. County reserves the right to perform periodic on-site monitoring of Page 147 of 1087 Contractor's (and Subcontractors') compliance/performance with the terms of this Contract, and of the adequacy, effectiveness and timeliness of Contractor's performance under this Contract. Such monitoring visit(s) may include review of any and all performance activities as well as any and all records or other documentation maintained in relation to Contractor's (and Subcontractors') performance under this Contract; review of all Contract issues identified by County, including administrative, fiscal and programmatic matters; and any; and all areas of performance and reporting. Within sixty (60) days of each monitoring visit, County will provide Contractor with a written report of the monitor's findings. If the report notes deficiencies in Contractor's performances under the terms of this Contract, it will include requirements and deadlines for the correction of those deficiencies by Contractor. Contractor will take action specified in the monitoring report prior to the deadlines specified. Failure to make required changes in a timely manner may result in termination of the Contract by County. County may provide technical assistance to Contractor and may request reasonable changes in Contractor's accounting, administrative and management procedures in order to correct any deficiencies noted. 24.0 NOTICES. 24.1 Requirements. Except as otherwise specifically noted in this Contract, any notice required or permitted to be given under this Contract by one Party to the other will be in writing and will be given and deemed to have been given immediately if delivered in person to the address set forth in this section for the Party to whom the notice is given, or on the third day following mailing if placed in the United States Mail, postage prepaid, by registered or certified mail with return receipt requested, addressed to the Party at the address specified as follows: 24.2 County Address. The address of County for all purposes under this Contract will be: Pilar Sanchez, County Executive (or successor) Travis County Department of Health & Human Services, 5325 Airport Blvd. Austin, Texas 78751 and P. O. Box 1748 Austin, Texas 78767 With copies to (registered or certified mail with return receipt is not required): C.W. Bruner, PMP, CPPB Purchasing Agent (or successor) Travis County Purchasing P. O. Box 1748 Austin, Texas 78767 24.3 Contractor Address. The address of the Contractor and its General Counsel for all purposes under this Contract and for all notices hereunder by personal delivery will be: Zach Baumer, Director (or successor) City of Austin, Office of Climate Action and Resilience 505 Barton Springs Rd., 4th Floor Austin, TX 78704 24.4 Information Changes. Page 148 of 1087 24.4.1 Types of Changes. Contractor will notify County of any changes affecting the Contractor or information provided under this Contract. 24.4.2 Notice. Contractor will provide written notice of any change of information to the County Compliance Specialist. Contractor will provide written notice of any change of information to the County Purchasing Agent and County Executive (pursuant to Section 24.2). Such notice will include all relevant information and documentation evidencing the change (including the effective date of such change) and must be provided immediately (but no later than twenty (20) days prior to the effective date of the change). 24.4.3 Effect. Failure to provide such notice may result in delay in payment. 24.4.4 Approval. Any change of information must be approved by the Purchasing Agent and/or Commissioners Court, as applicable. 25.0 PROHIBITIONS. 25.1 Conflict of Interest. In performing duties under this Agreement, City employees shall comply with the conflict of interest requirements and ethics provisions set forth in the Austin City Code, Article 4, a copy of which has been provided to County, as well as with the conflict of interest provisions in Chapter 171 of the Texas Local Government Code. 25.3 Solicitation. Contractor warrants that no persons or selling agency was or has been retained to solicit this Contract upon an understanding for a commission, percentage, brokerage, or contingent fee, excepting bona fide employees or bona fide established commercial selling agencies maintained by Contractor to secure business. For breach or violation of this warranty, County will have the right to terminate this Contract without liability, or, in its discretion to, as applicable, add to or deduct from the Contract price for consideration, or otherwise recover the full amount of such commission, percentage, brokerage or contingent fee. 25.4 Gratuities. County may cancel this Contract if it is found that gratuities in the form of entertainment, gifts, or otherwise were offered or given by Contractor or any agent or representative of Contractor to any County official or employee with a view toward securing favorable treatment with respect to the performing of this Contract. In the event this Contract is cancelled by County pursuant to this provision, the County will be entitled, in addition to any other rights and remedies, to recover from Contractor a sum equal in amount to the cost incurred by Contractor in providing such gratuities. Contractor's employees, officers and agents will neither solicit nor accept gratuities, favors or anything of monetary value from Subcontractors or potential Subcontractors. Contractor will establish safeguards to prohibit its employees from using their positions for a purpose that is or gives the appearance of being motivated by a desire for private gain for themselves or others, particularly those with whom they have family, business or other ties. 25.5 Nepotism. Contractor agrees that it will comply with the same guidelines set forth for public officials under Tex. Gov’t Code, Chapter 573, by ensuring that no officer, employee or member of the governing body of Contractor will vote or confirm the employment of any person related within the second degree by affinity or third degree by consanguinity to any member of the governing body or to any other officer or employee authorized to employ or supervise such person without written approval by County. 26.0 ASSIGNABILITY. 26.1 Written Approval. County will not recognize assignment by Contractor of any of the rights or duties created by this Contract without the prior written approval of such assignment by County through a written document signed by both Parties. This provision includes assignment, sale, merger or any other action resulting in any change Page 149 of 1087 in the status of Contractor. Submission of a request for approval under this Section 26.1, "Written Approval," will be made in writing to the Purchasing Agent and the Purchasing Agent and Department will submit to Commissioners Court for approval according to County procedures. Failure to secure the approval required in this Section 26.1 may result in delay of payment or other sanctions. 26.2 Binding Agreement. Subject to Section 26.1, this Contract will be binding upon the successors, assigns, administrators, and legal representatives of the Parties to this Contract. 27.0 LEGAL AUTHORITY. 27.1 Contractor Authority. Contractor guarantees that Contractor possesses the legal authority to enter into this Contract, receive funds authorized by this Contract, and to perform the services Contractor has obligated itself to perform under this Contract. 27.2 Signors. The person or persons signing this Contract on behalf of Contractor or representing themselves as signing this Contract on behalf of Contractor, do hereby warrant and guarantee that he, she or they have been duly authorized by Contractor to sign this Contract on behalf of Contractor and to bind Contractor validly and legally to all terms, performances, and provisions in this Contract. 27.3 Suspension. County will have the right to suspend or terminate this Contract without further liability to County if there is a dispute as to the legal authority of either Contractor or the person signing this Contract to enter into this Contract or to render performances under it. Contractor and any person signing this Contract are liable to County for any money disbursed by County for performance of the provisions of this Contract if County has suspended or terminated this Contract for breach of Section 27.1 or Section 27.2. 28.0 INTERPRETATIONAL GUIDELINES. 28.1 Computation of Time. When any period of time is stated in this Contract, the time will be computed to exclude the first day and include the last day of the period. If the last day of any period falls on a Saturday, Sunday or a day that County has declared a holiday for its employees, these days will be omitted from the computation. 28.2 Numbers and Gender. Words of any gender in this Contract will be construed to include any other gender and words in either number will be construed to include the other unless the context in the Contract clearly requires otherwise. 28.3 Headings. The headings at the beginning of the various provisions of this Contract have been included only to make it easier to locate the subject matter covered by that section or subsection and are not to be used in construing this Contract. 29.0 OTHER PROVISIONS. 29.1 Intentionally deleted. 29.2 Survival of Conditions. Applicable provisions of this Contract will survive beyond termination or expiration of this Contract until full and complete compliance with all aspects of these provisions has been achieved where the Parties have expressly agreed that those provisions should survive any such termination or expiration or where those provisions remain to be performed or by their nature would be intended to be applicable following any such termination or expiration date. 29.3 Non-Waiver of Default. Failure on the part of any Party to enforce any provision of this Contract or any payment, act or omission by any Party will not constitute or be construed as a waiver of any provision of this Page 150 of 1087 Contract. 29.4 Reservation of Rights. If either Party breaches this Contract, the other Party will be entitled to any and all rights and remedies provided for by the Texas law and any applicable Federal laws or regulations. All rights of each Party under this Contract are specifically reserved and any payment, act or omission will not impair or prejudice any remedy or right to such Party under it. The exercise of or failure to exercise any right or remedy in this Contract of either Party or the failure to act in accordance with law based upon the other Party's breach of the terms, covenants, and conditions of this Contract, or the failure to demand the prompt performance of any obligation under this Contract will not preclude the exercise of any other right or remedy under this Contract or under any law, nor will any action taken or not taken in the exercise of any right or remedy be deemed a waiver of any other rights or remedies. 29.5 Law and Venue. This Contract is governed by the laws of the State of Texas and all obligations under this Contract will be performable in Travis County, Texas. It is expressly understood that any lawsuit, litigation, or dispute arising out of or relating to this Contract will take place in Travis County. 29.6 Severability. 29.6.1 If any portion of this Contract is ruled invalid by a court of competent jurisdiction, the remainder of it will remain valid and binding. 29.6.2 Any alterations, additions or deletions to the terms of this Contract which are required by changes in federal or state law or regulations are automatically incorporated into this Contract without written amendment and will become effective on the date designated by such law or regulations. If federal, state or local laws or other requirements are amended or judicially interpreted so as to render continued fulfillment of this Contract, in whole or in part, on the part of either Party, substantially unreasonable or impossible, and if the Parties should be unable to agree upon any amendment that would therefore be needed to enable the substantial continuation of the services contemplated in this Contract, the Parties will be discharged from any further obligations created under the terms of this Contract (as to the part rendered unreasonable or impossible to fulfill, or the entire Contract, if applicable), except for the equitable settlement of the respective accrued interests or obligations incurred up to the date of termination. 29.7 Political Activity. Contractor will not use any of the performance under this Contract or any portion of the Contract Funds for any activity related to influencing the outcome of any election for public office, or any election, or the passage or defeat of any legislative measure. This prohibition will not be construed to prevent any official or employee of Contractor from furnishing to any member of its governing body upon request or to any other local or state official or employee, or to any citizen, information in the hands of the employee or official not considered under law to be confidential. No Contract Funds can be used directly or indirectly to hire employees or to in any other way fund or support candidates for the legislative, executive or judicial branches of the government of County, the State of Texas or the government of the United States. 29.8 Sectarian Activity. 29.8.1 Religious Influence. Within the limits and understandings set forth in Section 29.8.2, Contractor will ensure, and require all Subcontractors to ensure, that provision of services under this Contract will be carried on in a manner free from religious influence. Contractor will not execute any agreement with any primarily religious organization to receive Contract Funds from Contractor unless the agreement includes provisions such as those set forth in this Section 29.8 or as provided by County, to effectuate this assurance. Contractor will submit such agreements to County prior to the release of Contract Funds to such Subcontractor. Page 151 of 1087 29.8.2 Charitable and Faith-Based Contractors. Contractor and County agree to be bound by the requirements of the Civil Rights Act, Section 702 [U.S.C., Section 2000E-1(a)], applicable regulations, including 34 C.F.R., Section 74.44, 75.52, 75.532, 76.52, 76.532, 80.36, and all related laws, rules and regulations ("702 Laws") as to Subcontractor(s) and Contractor respectively; and Contractor will include the following requirements in any Subcontract under this Contract. 29.8.2.1 A religious organization that enters into a contract with County (or Subcontractor who enters into a Subcontract with Contractor) does not by so contracting lose exemption provided under 702 Laws regarding employment practices or provision of services. 29.8.2.2 Neither the County's nor the Contractor's selection of charitable or faith-based contractor or Subcontractor, respectively, of social services nor the expenditure of funds under this Contract to the Contractor or such Subcontractor is an endorsement of the Contractor's or Subcontractor's charitable or religious character, practices or expressions. 29.8.2.3 No provider of social services for the County (either Contractor or Subcontractors) may discriminate against any Client on the basis of religion, a religious belief, or any Client's refusal to actively participate in a religious practice. If a Client believes that their rights have been violated, that complaint should be discussed with a County representative immediately. 29.8.3 Client Advisement. Contractor will reasonably apprise all Eligible Clients of the requirements in this Section 29.8 and will ensure the provision of services pursuant to these provisions. 29.8.4 Additional Rights. Section 104 of the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (8 U.S.C. Section 604a) sets forth certain additional rights and responsibilities for charitable and faith-based providers of social services, certain additional rights of assisted individuals, and certain additional responsibilities of County to providers and assisted individuals. This Contract is subject to those additional rights and responsibilities. 29.9 Contractor Information Materials. In any publicity or reporting, Contractor shall mention the funding through County as having made the project or services possible. 29.10 Disputes. 29.10.1 Contract Issues. At any time that Contractor has an issue, problem, dispute, or other question ("issue") concerning this Contract, Contractor may first contact County through County Department/County Executive. Contractor will provide written notice of the issue to County Department/County Executive, with such written notice including a specific written description of the issue as well as the Contractor's desired resolution of the issue. Contractor and County will make a good faith effort to resolve the issue to their mutual satisfaction in a timely manner. It is understood and agreed that any resolution of the issue which necessitates a change in any term or condition of this Contract, including a waiver of any term or condition, will be handled only as a written amendment pursuant to Section 3.0 of this Contract. Any issue not resolved satisfactorily to both Parties under this Section 29.10.1 may be addressed pursuant to the following provisions of Section 29.10 of this Contract. 29.10.2. Dispute Resolution/Mediation. Initial disputes and unresolved questions or issues of Contractor or County shall initially be presented by Contractor to County by submission in writing to TCHHS with a copy to the County Purchasing Agent and by County to Contractor by submission in writing to the Director. If satisfactory resolution cannot be achieved between the Parties within a Page 152 of 1087 reasonable time, and should mediation be acceptable to both Parties in resolving a dispute arising under this Agreement, the Parties agree to use the Dispute Resolution Center of Austin, Texas, as the provider of mediators for mediation as described in the Tex. Civ. Prac. And Rem. Code, Section 154.023. Unless both Parties are satisfied with the result of the mediation, the mediation will not constitute a final and binding resolution of the dispute. All communications within the scope of the mediation shall remain confidential as described in Tex. Civ. Prac. And Rem. Code, Sec. 154.073, unless both Parties agree, in writing, to waive the confidentiality. 29.11 Coordination. Contractor will coordinate and share information with other Travis County Health and Human Services programs in any way that is legally appropriate as determined by County to maximize the benefit to Eligible Clients in City of Austin/Travis County and to avoid duplication of services. 29.12 County Public Purpose. By execution of this Contract, the Commissioners Court hereby finds that the issues, problems and needs to be addressed by the services to be provided under the terms of this Contract constitute a significant public concern impacting members of the indigent population or other Eligible Clients which the County serves. The Commissioners Court further finds that the provision of services to be provided by Contractor pursuant to this Contract will further the public purpose of addressing those health and human services issues, problems and needs identified in this Contract for qualified individuals. 29.13 Force Majeure. Neither Party will be financially liable to the other Party for delays or failures to perform under this Contract where such delay or failure is caused by force majeure (i.e. those causes generally recognized under Texas law as constituting impossible conditions). Such delays or failures to perform will extend the period of performance until these exigencies have been removed. The Party seeking to avail itself of this clause will notify the other Party within five (5) business days or otherwise waive the right as a defense, unless notification is impractical under the circumstances, in which case notification will be done in as timely a manner as possible. Breach of this provision entitles the non-breaching Party to reduce or stop payments (as applicable) or immediately terminate this Contract. 29.14 Immunity or Defense. It is expressly understood and agreed by all Parties that, neither the execution of this Contract, nor any conduct of any representative of either Party hereto relating to this Contract, will be considered to waive, nor will it be deemed to have waived, any immunity or defense that would otherwise be available to it against claims arising in the exercise of its governmental powers and functions, nor will it be considered a waiver of sovereign immunity to suit. [Signature Page to Follow] Page 153 of 1087 BY THE SIGNATURES AFFIXED BELOW, the above Contract is hereby accepted as all the terms and conditions of this Contract. CONTRACTOR: CITY OF AUSTIN By: ___________________________________ Its Duly Authorized Agent Printed Name: __________________________ Title: __________________________________ Date:______________ TRAVIS COUNTY By: ____________________________________ Andy Brown Travis County Judge Date: ______________ County Approvals: As to Legal Form: ___________________________ Date: ______________ Assistant County Attorney Funds Certified By: ___________________________ Date: ______________ Patti Smith, County Auditor Page 154 of 1087 ATTACHMENT A PROGRAM WORK STATEMENT Page 155 of 1087 PROGRAM WORK STATEMENT 1. Program Information Legal agency name and Program name: a. Agency name: City of Austin, Office of Climate Action and Resilience (“Contractor”) b. Program name: Food Plan Implementation Collaborative (“Program”) c. Issue Area: Planning and Evaluation 2. Background (Optional) Historical and contextual information relevant to this Contract: This investment originates from the Austin Travis County Food Plan (“Food Plan”). In June 2021, Austin City Council passed Resolution No. 20210610-039 directing the City Manager to develop a five-year food plan for Austin/Travis County. The City of Austin, Office of Climate Action and Resilience (formerly the Office of Sustainability), was tasked with overseeing the achievement of this goal. In December 2022, the Travis County Commissioners Court voted to affirm Travis County’s participation in the process in order to ensure that the plan addressed all Travis County residents, including the unique needs of those who live outside City of Austin boundaries. Austin City Council adopted the final Food Plan on October 10, 2024. On October 29, 2024, the Travis County Commissioners Court approved a Resolution of Support for the Food Plan. 3. Program Goals Contractor shall meet the following Program goals: Contractor through Program shall implement Food Plan Strategy 9.1: “Launch an inclusive, community- based food collaborative or Collaborative (“Collaborative”) that brings together businesses, community- based organizations, educational institutions, government, funders, and other stakeholders to support the implementation of the Food Plan, prioritizing community involvement on a regular basis.”1 4. Targeted Stakeholders Contractor shall target its services (“Services”) to the following stakeholders: Contractor through Program shall make a good faith effort to engage and include individuals representing the following food system stakeholder types as participants in the Collaborative (“Participants”): Private sector food businesses, nonprofit and community based organizations, primary and secondary educational institutions, local governments including but not limited to the City of Austin and Travis County, local funders spanning the public, private, and philanthropic sectors, and interested community members who are unaffiliated with an organization or institution. 5. Service Delivery Contractor shall deliver Services as described below: a. Guiding Document and Working Principles Contractor shall use the Food Plan2 as an overall guiding document for Services conducted under this Contract. Contractor shall provide all Services in a manner that is aligned with the Food Plan. 1 See page 66 of the Food Plan, available at https://austin-travis-county-food-plan-austin.hub.arcgis.com/ 2 Food Plan is available at https://austin-travis-county-food-plan-austin.hub.arcgis.com/ Travis County HHS Program Work Statement: Planning and Evaluation pg. 1 of 6 Page 156 of 1087 Contractor shall utilize the Food Plan’s four working principles, as outlined in the Food Plan’s Plan Framework and Approach (“Working Principles”), as foundational values to guide its delivery of the Program. b. Program Activities Contractor through Program shall conduct the following activities: 1. Stakeholder convening and coordination for Food Plan implementation, to include: a. Identify and assemble initial stakeholders and establish Program’s preliminary structures and processes; b. Convene Participants through regular meetings and communications; c. Coordinate Food Plan strategy sequencing and prioritization; d. Identify and broker programmatic partnerships between Participants; and e. Data collection and tracking to support Contractor’s Food Plan Dashboard, a public online dashboard, described in Section 8 of this work statement. Contractor shall obtain any consent necessary in obtaining, maintaining, or distributing data in performance of Program activities. 2. Resource development and coordination for Food Plan strategies, to include: a. Resource development efforts to seek varied financial sources for prioritized Food Plan strategies; b. Identify and broker resource alignments and opportunities between sectors; c. Where appropriate and applicable, facilitate Participant decisions and/or recommendations related to resources for Food Plan strategies; and d. Work towards sustainability of the Program beyond the time period under this Contract. c. Participation Methods Contractor shall ensure that stakeholders are able to participate in the Collaborative, by providing participation supports to enable access for individuals who may have barriers to traditional community planning processes and public participation methods. Supports may include but are not limited to: transportation, childcare/family friendly practices, meeting hospitality, translation/interpretation, multi- modal engagement methods, and/or stipends for Collaborative community leaders. Contractor shall provide Participants options for various levels of engagement in different formats, in order to accommodate different interests and preferences, from staying informed to high levels of active involvement. Contractor shall ensure that Collaborative activities are conducted using methods that foster broad and meaningful participation. This shall include developing decision-making processes for the Program that are aligned with the Working Principles, balance input and engagement with efficiency, productively manage disagreement, and practically advance the Program’s purpose as described in section 5.b. d. Community Leadership Contractor shall make a good faith effort to ensure the Collaborative includes meaningful community input and community leadership opportunities. Contractor shall provide updates to Travis County as Contractor develops specific methods of community input and community leadership. Travis County HHS Program Work Statement: Planning and Evaluation pg. 2 of 6 Page 157 of 1087 e. City of Austin, Travis County, and Austin Travis County Food Policy Board (ATCFPB) Participation Contractor shall ensure that the Program allows for and invites participation from staff from various departments, offices, and programs within Travis County and the City of Austin that may be responsible for food system work and/or be stakeholders in Food Plan strategies. Contractor shall develop clear methods for connection to and involvement from ATCFPB. This may include but is not limited to the Contractor: establishing an ATCFPB liaison role between the Collaborative and ATCFPB, providing regular briefings on Program activities and progress, and conveying recommendations and information to ATCFPB on behalf of the Collaborative that relate to City of Austin or Travis County budget processes, budget requests, or other resource recommendations. 6. Program Staffing The Contractor shall maintain staffing for Services in the manner described below. a. Subcontractor selection Contractor will utilize a subcontractor to act as the administrator of the Collaborative (“Subcontractor”). Contractor shall seek to prioritize the following in its selection of Subcontractor: • Experience in community planning and collaboration; • Experience with facilitation, including building trust and cooperation between varied stakeholders; • Experience with cross sector food systems work; and • Knowledge of the landscape of local needs and providers in the areas of food access, agriculture, markets and retail, labor, emergency food response, and organic waste. Contractor will engage in a solicitation process to select the Subcontractor. Contractor will invite Travis County input on its Subcontractor selection, by offering at least one (1) place on its procurement evaluation team to a Travis County staff representative. Contractor shall consult with Travis County’s staff representative during its contract negotiations with Subcontractor, in order to fulfill Section 7.b of this work statement. Contractor shall notify Travis County when it has finalized its Subcontractor selection, including an update in writing to Travis County describing the Subcontractor’s more detailed scope of work once negotiated. Travis County shall review and approve Contractor’s agreement with Subcontractor before Contractor executes its agreement with Subcontractor and Subcontractor work commences; if Travis County requests changes to Contractor’s agreement with Subcontractor, Travis County will provide this feedback to Contractor within two (2) weeks of receipt of the draft agreement for its review. a. Roles and Responsibilities A summary of Contractor and Subcontractor roles is as follows: Partner Key Functions/Responsibilities City of Austin • Oversight of procurement process to select Subcontractor Office of Climate Action and • Ensure Subcontractor initiates and operates the Collaborative in Resilience alignment with this Contract Prime Contractor • Act as the central point of contact for communications with Travis County and Subcontractor regarding Contract activities • Provide staff support to Program for effective Contract oversight and completion, including participation in Collaborative activities Travis County HHS Program Work Statement: Planning and Evaluation pg. 3 of 6 Page 158 of 1087 • Orient and support the Subcontractor and ensure continuity of knowledge from the Food Plan process • Provide ongoing consultation to Subcontractor on Food Plan history and content to ensure Program success • Complete Contract reporting and deliverables according to Section 7 of this work statement. Collaborative administrator, • Initiate and maintain ongoing operations of the Collaborative, to be procured including but not limited to: designing the structure and operations of Subcontractor the Program, convening stakeholders, ensuring alignment of Program activities with the Food Plan, and working towards ongoing operational and financial sustainability of the Program • Ensure completion of Program activities to accomplish Food Plan goals and strategies per Section 5.b. of this work statement • Support Contractor’s definition of metrics and collection of data related to the Program’s progress on Food Plan goals and strategies, and report data regularly to Contractor The Contractor shall staff prime contractor functions as follows: Position Title No. of Brief Description of Duties Positions Food Policy 1 • Oversee high-level Program activities and communications with Manager Travis County regarding Program progress • Perform final review and approval of Contract reports and deliverables Food Policy 1 • Facilitate Collaborative engagement with ATCFPB, per their role as Advisor the City of Austin staff liaison to ATCFPB Food and 1 • Act as the Contract Manager for this Contract Climate • Act as the Contract Manager for Contractor’s agreement with Program Subcontractor Coordinator • Complete expense reports/payment requests • Complete performance reports per Section 7 of this work statement 7. Performance Measures a. Fiscal Year (“FY”) 2025 Performance Reporting During the first fiscal year of the Contract period, Contractor shall submit the following deliverables to Travis County: Deliverable Submission Date 1. Draft Subcontractor agreement for Collaborative administrator Oct. 15, 2025 2. Quarterly narrative progress report to Travis County, including status Quarterly* updates on: Subcontractor procurement and selection, Subcontractor scope of work, intended Collaborative activities, as they are developed, Dashboard development, and ATCFPB activities to support the Collaborative or other Food Plan implementation work *Q1 is Oct 1–Dec 31 with a submission date of Jan 15; Q2 is Jan 1–Mar 31 with a submission date of Apr 15; Q3 is Apr 1–Jun 30 with a submission date of Jul 15; Q4 is Jul 1–Sep 30 with a submission date of Oct 15. Quarterly reporting will commence following Contract execution. Contractor is not required to submit reporting for quarters that precede Contract execution. Travis County HHS Program Work Statement: Planning and Evaluation pg. 4 of 6 Page 159 of 1087 If Contractor’s Subcontractor selection is delayed due to Contractor’s procurement timelines, Contractor may notify Travis County in writing with rationale to request a submission date extension for Deliverable 1 and to propose a revised submission date. If Travis County approves a submission date extension for Deliverable 1, Contractor shall continue to submit Deliverable 2 on a quarterly basis into FY 2026 until it submits Deliverable 1. b. FY 2026 through FY 2028 Performance Reporting Once Contractor has selected a Subcontractor to serve as Collaborative administrator, Contractor shall work with Travis County to develop performance measures and annual goals for FY 2026 through FY2 028 that are appropriate to the Program’s scope of work and activities. Contractor’s performance measure negotiations with Travis County shall occur concurrent with Contractor’s negotiations with Subcontractor, in order for data collection and reporting methodologies to be appropriately integrated into Subcontractor’s activities. The Contractor’s performance measures for this Contract will meaningfully reflect the Program’s activities, participation, and milestones, and meet Travis County quality standards. These shall include: • At least two output measures; • At least two outcome measures; • Deliverables, including: quarterly narrative progress reports until Program launch, launch date for Program, and Dashboard-related deliverables; • Participant demographic reporting on race/ethnicity, gender, income, and age, as possible and appropriate; • Participant geographic reporting by ZIP code, as possible and appropriate; and • Supplemental participant reporting by industries, sectors, and/or food system areas, as possible and appropriate Once performance measures, deliverables, and participant reporting are negotiated and agreed to by Contractor and Travis County, Contractor shall report the above performance on a quarterly basis to Travis County, unless Travis County approves an alternative reporting frequency for any of the above in writing. Contractor shall commence these performance measure negotiations no later than September 30, 2025. Contractor may notify Travis County in writing with rationale to request an extension on performance negotiations and propose a revised negotiation date, which may only be approved by Travis County in writing. 8. Program Evaluation and Data Management To support Service delivery and performance reporting, Contractor shall utilize the following tools, processes, and information systems to collect and manage Program data. Contractor shall work with its Subcontractor to set up sufficient tools, systems, and processes to collect and manage data and information on Collaborative Participants and activities, in order to support both performance measurement and Plan implementation progress. Contractor shall provide Travis County with updates to the table below once its Subcontractor agreement is in place. Data/Information System, Description (brief summary of functions/uses) Source, or Process Dashboard Contractor will ensure launch and continuity of a public online dashboard that will communicate regular progress on Food Plan Travis County HHS Program Work Statement: Planning and Evaluation pg. 5 of 6 Page 160 of 1087 strategies through data visualization and narrative summaries. Contractor will update the content annually to reflect continued progress and new activities. Collaborative Participant Contractor shall ensure that Subcontractor will develop and Membership Database distribute surveys to collect Participant demographic information and food system roles, as appropriate and necessary. Contractor will ensure this data is stored in a secure database, and maintained according to standards to be determined in negotiation with Subcontractor. Contractor will ensure that Contractor and Subcontractor use Participant data to assist in accountability for representation in Collaborative that reflects the standards of participation as outlined in Section 5.c. of this work statement. Collaborative Meetings and Contractor shall ensure that Subcontractor will maintain an electronic Communication Logs log document to record and report on meetings, activities, and communications. Data points may include information such as meeting/event date, format, attendance count, subject matter or topics addressed, and others to be defined upon execution of agreement with Subcontractor. Travis County HHS Program Work Statement: Planning and Evaluation pg. 6 of 6 Page 161 of 1087 ATTACHMENT B PROGRAM BUDGET Page 162 of 1087 PROGRAM BUDGET for Social Service Contract funded by Travis County Date: Agency Name: City of Austin Office of Climate Action and Resilience Program Name: Austin-Travis County Food Plan Implementation Collaborative Total Program Budget (ALL LINE ITEM EXPENSE Travis County Funds Other Sources of Funding funding sources) PERSONNEL Administrative Salaries 0 Program Salaries 0 Fringe Benefits 0 A. SUBTOTALS: PERSONNEL - - - OPERATING EXPENSES Office Supplies 0 Rent/Office Space 0 Telephone and Network Costs 0 Utilities 0 Audit 0 Insurance 0 Advertising 0 Storage 0 Postage 0 Subcontractors/Consultants 281,648 281,648 (Please See Subcontractor Expense TAB) Travel - within Travis County 0 Travel - out of County 0 (will require prior approval) Other (Specify) 0 B. SUBTOTALS: OPERATING EXPENSES 281,648 - 281,648 DIRECT CLIENT ASSISTANCE Food Assistance - Financial Assistance 0 Transportation Assistance 0 Rent Assistance 0 Child Care Assistance 0 Tuition Assistance 0 Other (Specify) 0 Other (Specify) 0 C. SUBTOTALS: DIRECT CLIENT ASSISTANCE - - 0 TOTAL PROGRAM BUDGET (A + B + C ) 281,648 - 281,648 PERCENT SHARE of Total for Funding Sources 100.00% 0.00% 100.00% TCHHS revised JanuaryPage 2017 163 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action to create and fund a healthcare data analyst position. (Judge Brown & Commissioner Gómez) Prepared By/Phone Number: Ana Almaguel, Public Health Division Director , Elected/Appointed Official or Department Head: Pilar Sanchez Commissioners Court Sponsor(s): Judge Andy Brown and Commissioner Margaret Gomez Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Health Planning & Partnership (HPP) division is a newly created division for HHS that has evolved from the Public Health division. HPP operationalizes the department’s goal to have a single division that focuses holistically on the health of individuals in our community, both physical and behavioral. HPP is requesting a new position to be filled as soon as possible to assist the members of the Travis County Commissioners Court (the “Commissioners Court”), their staff, and other County staff to analyze and review qualitative and quantitative data on healthcare needs of our indigent residents and the provision of their healthcare in our community. The Texas Health and Safety Code, Chapter 281, Section 281.049 authorizes the Commissioners Court to prescribe accounting and control procedures for the Travis County Healthcare District dba Central Health, and Section 281.053 authorizes the Commissioners Court or its designated representatives to gain access to and inspect all documents related to Central Health. The Commissioners Court reviewed the proposed revisions of the Central Health Financial Policies on several occasions in executive session, beginning on December 3, 2024 and approved the current policies on March 11, 2025 (copy of the order is attached). The County does not currently employ staff with the necessary expertise to review the information provided by Central Health. An example of the items in the Financial Policies requiring review by a healthcare data analyst is #14– “Central Health shall demonstrate to the County, as part of the annual budget adoption process before the Travis County Commissioner's Court or upon request by a delegated agent or employee of the County, the documented processes or other means by which Central Health ensures funds are allocated appropriately to pay for or benefit the population served by Central Health.” The members of the Commissioners Court would benefit Page 164 of 1087 from a thorough review, by a healthcare data analyst, of all documents shared by Central Health with Travis County in compliance with the new policies. The healthcare data analyst would brief the members of the Travis County Health and Human Services Committee on a bimonthly basis and the members of the Commissioners Court on a quarterly basis, or as otherwise directed by the Commissioners Court. HHS anticipates that the healthcare data analyst position consists of 1.0 full-time equivalent (1.0 FTE). Staff Recommendations: Approve the creation and funding of a healthcare data analyst position. Issues and Opportunities: Please see above. Fiscal Impact and Source of Funding: Funding for this position includes a salary of $74,361 with benefits of $32,510 totaling $106,871 for the position. One-time costs for furniture and computer will be $7,600, along with ongoing operating costs of $4,235. The cost of fully funding this position is $111,106 ongoing and $7,600 one-time funding for a total of $118,705 which will be placed into cost center 1580070001. PBO has posted a memo related to potential funding for this item as a part of budget amendments and transfers. Required Authorizations: Judge Andy Brown and Commissioner Margaret Gomez Attachments: 1. Central Health Financial Policies - TCCC 3.11.25 - Agenda Item 41 2. Healthcare Data Analyst - Job Description 3. TCCC 5.13.25 - Item 6 - Request for Healthcare Data Analyst Page 165 of 1087 ORDER OF THE TRAVIS COUNTY COMMISSIONERS COURT AMENDING THE TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES STATE OF TEXAS § § COUNTY OF TRAVIS § Pursuant to Chapter 281 of the Health & Safety Code, Section 281.049, Purchasing and Accounting Methods and Procedures, the Commissioners Court hereby orders that the Hospital District Financial Policies be rescinded in full and the Travis County Healthcare District, d/b/a Central Health, Financial Policies in the form attached to this order be adopted effective for reporting for the fiscal year ending September 30, 2025 and thereafter. Date of Order: __March 11, 2025_____ TRAVIS COUNTY COMMISSIONERS COURT _____________________________ Andy Brown County Judge _____________________ ______________________ Jeffrey Travillion Brigid Shea Commissioner, Precinct 1 Commissioner, Precinct 2 _____________________ ______________________ Ann Howard Margaret Gómez Commissioner, Precinct 3 Commissioner, Precinct 4 Page 166 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES Recitals and Background Texas Health and Safety Code, Chapter 281, Section 281.049 authorizes the Commissioners Court to prescribe accounting and control procedures for the hospital district, and Section 281.053 authorizes the County Commissioners Court or its designated representatives to gain access to and inspect all documents related to the district. In 2005, when The Travis County Healthcare District (herein referred to as “District” or “Central Health”) was created, the Commissioners Court approved an Order establishing financial policies for the District. The Financial policies were amended in 2008, and again in 2016 and 2017 to improve transparency and accountability. In 2012, voters approved a tax rate increase for the District, specifically, “[a]pproving the ad valorem tax rate of $0.129 per $100 valuation … [and that] funds will be used for improved healthcare in Travis County, including support for a new medical school consistent with the mission of Central Health, a site for a new teaching hospital, trauma services, specialty medicine such as cancer care, community-wide health clinics, training for physicians, nurses and other healthcare professionals, primary care, behavioral and mental health care, prevention and wellness programs, and/or to obtain federal matching funds for healthcare services.” On October 17, 2017, the Travis County Commissioners Court ordered Central Health Financial Policies be revised to improve transparency and accountability and amended the financial policies for Central Health for Fiscal Year 2018 and thereafter (“2017 Financial Order”). The 2017 Financial Order provided that Central Health be accountable to ensure that all funds in a contract are used for the purposes as set forth in law and that adequate controls be in place to avoid jeopardizing Central Health’s ability to comply with the law. The order further provided that Central Health demonstrate to the County as part of the budget adoption process the documented processes or other means by which Central Health ensures funds are allocated appropriately to pay for or benefit the population served by Central Health. 1 Page 167 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES An excerpt from the Central Health CEO report to the Central Health Board of Managers regarding the Dell Medical School (and sent to the County), affirmed that “as mentioned during the June 6 and August 22 [2017] Travis County Commissioners Court meeting[s], due business diligence will be the central concept for managing the Affiliation Agreement between Central Health, the CCC and the Dell Medical School. Generally, this concept includes evaluation of financial information, program activities, and value generated for the benefit of the low income and indigent populations served by Central Health. The types of documents and evaluations needed to accomplish the work might vary by scope and name; more important, though, is the nature of the information to be evaluated[,]…” including periodic review of expenditures in accordance with the Affiliation Agreement, development of a means to value or measure the benefit of the medical school in redesigning programs for graduate medical education, residency management, and population health and social determinant programs for the Served Population, understanding of partnerships between the medical school and other entities and how they affect the served population, and understanding of competitive forces that might adversely affect the medical school and its benefit to the served population; concurrently, the same forces might positively impact Central Health’s partnerships with other entities. On September 20 and 27, 2022, Central Health reported to Commissioners Court a Resolution by the Central Health Board of Managers on September 7, 2022 that adopted the Fiscal Year 2023 Budget (“FY2023 Budget Resolution”) and affirmed that “Central Health staff will present to the Central Health Board of Managers a defined reporting matrix, in collaboration with UT- Austin and the Dell Medical School and consistent with all terms of the Affiliation Agreement, that will include details on the clear reporting of the expenditures from the Permitted Investment Payment ($35,000,000 per year) related to each of the six categories of Permitted investments and other obligations within the Affiliation Agreement. 1. The reporting matrix shall include, but is not limited to, the information requested by the Central Health Board of Managers in 2 Page 168 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES advance of the July 27, 2022 Board Meeting, and to the extent possible any subsequent requests. 2. This matrix shall be developed by December 1, 2022 and presented at the following Board of Managers meeting. 3. The reporting information shall be provided to the Central Health Board of Managers on a schedule beginning January 31, 2023 and continuing through January 31, 2024, with specific reporting elements and intervals in accordance with the agendas for the Board of Managers' meetings. 4. Concurrently, the Board and CEO, and other staff as designated, shall continue to optimize all the provisions, including the enforcement remedies, in the affiliation agreement for the benefit of the patients served by or eligible for the Medical Access Program.” On September 27, 2022, the Commissioners Court Ordered that an Independent Performance Audit be performed and outlined information to be included in the scope of work, including an assessment of how well Central Health and its providers have served the needs of the medically indigent in Travis County and an assessment of Central Health’s financial accountability procedures and controls related to the expenditures of Central Health funds. On April 19, 2023 a contract was executed with Mazars USA, LLP (“Mazars”) to conduct the performance audit (“2023 Performance Audit). The 2023 Performance Audit reviewed whether Central Health was performing in accordance with the mission, vision and principles that is has published, which is to improve the health of the community by caring for those who need it the most and to create access to care and coordinate health care services, so that residents with low income have the opportunity to get well and stay healthy. 3 Page 169 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES On September 10, 2024, Mazars presented its findings and recommendations related to the 2023 Performance Audit to the Travis County Commissioners Court (“Mazars Report”). The Financial Policies for Fiscal Year 2025 and thereafter, as stated below, reflect the financial policies previously adopted in the 2017 Financial Order, and additional requirements prescribed by the Travis County Commissioners Court including the recommendations and findings from the 2023 Performance Audit and Mazar’s Report. Financial Policies of Travis County Healthcare District, d/b/a Central Health The Travis County Healthcare District will: 1. Maintain the Travis County Healthcare District’s, d/b/a Central Health, financial records in accordance with a comprehensive basis of accounting consistent with all applicable laws and regulations. 2. Prepare the District’s annual budget using Local Gov’t Code, Chapter 111, Section 63 as the method for formatting a budget in the same manner used by the Travis County Planning and Budget Office, except that the District’s CFO shall serve as the budget officer and will obtain any information necessary to prepare financial statements from District auditors, as necessary, and references to projects shall refer to programs, as those terms are defined in District’s budget. 3. For each year, the District shall present a no-new revenue budget along with the District’s proposed budget to allow Commissioners to meet their obligations and make their budget approval decisions timely. 4. In delivering funds for any Interlocal Agreement, Memorandum of Understanding or any other contracting method with a non-profit or governmental entity, the District will comply with all applicable 4 Page 170 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES statutes and constitutional requirements, including Tex. Const. Art. III, Sections 52(a), and Texas Health & Safety Code chapters 281 and 61 to ensure that all funds are used for the purposes as set forth in law. The District shall ensure adequate controls are in place so as to avoid jeopardizing the District's ability to comply with all applicable laws. In addition, the District shall include this requirement for compliance of the law in every service contract with vendors, and affiliated units and nonprofits (i.e., CommUnityCare, Sendero, Community Care Collaborative, and Capital City Innovation). To satisfy this section as to CommUnityCare, the Co- Applicant Agreement with CommUnityCare will outline the requirements for the parties, along with an agreed-upon list of financial documents to be shared between the District and CommUnityCare. 5. Maintain an adequate and effective system of internal controls over the District’s financial operations (including transactions and reporting). At a minimum, adequate internal controls should be maintained and monitored for the following areas: cash handling and management, collections, receivables, liabilities, capital assets, and financial reporting. 6. In accordance with Central Health’s 2023 Budget Resolution, Section B (d)(v.), Central Health will present to the Central Health Board of Managers and the Travis County Commissioners Court “a defined reporting matrix, in collaboration with UT-Austin and the Dell Medical School and consistent with all terms of the Affiliation Agreement, that will include details on the clear reporting of the expenditures from the Permitted Investment Payment ($35,000,000 per year)….” Central Health will present this reporting matrix regarding the Affiliation Agreement and reporting expenditures from the Permitted Investment Payment to the Travis County Commissioners Court each year. 7. Create, maintain, and publish District policies for the following areas: • Investments • Capital Assets • Fixed Asset Procedures 5 Page 171 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES • Cash handling • Electronic funds transfers • Financial monitoring system and standard operating procedures as outlined and recommended in Section 2.4 of the Mazars Report for overseeing the expenditures of District funds by itself and 3rd party providers, • Debt and Long-Term Planning Policy, Expense and Revenue Policy, Risk Management and Internal Control Policy • Policy and procedures handbook for reconciling expenses charged against the $35 million for Affiliation Agreement and with other agreements as outlined in Section 2.4 of the Mazars Report. 8. Prepare the District’s annual financial statements in accordance with a comprehensive basis of accounting consistent with state law. 9. In accordance with Section 2.9 of the Mazars Report, Central Health will establish a regular compliance review process to identify and address any potential legal and regulatory issues, to occur on a quarterly basis. 10. Provide the County Auditor with the District’s monthly financial statements and related variance analysis (including component units of the District and Capital City Innovation) by the last day of the following month after presentation to the District’s Board of Managers, and CommUnityCare’s financial statements shall be provided on a quarterly basis after presentation to the District’s Board of Managers. For any financial statements for Sendero, the Commissioners Court will accept filings as sufficient when they are filed with the Texas Department of Insurance and then copied to County Auditor. 11. Contract with a qualified firm of certified public accountants, approved by the County Auditor, to audit the District’s financial statements each fiscal year in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government 6 Page 172 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES Auditing Standards, issued by the Comptroller General of the United States. • As required under the Texas Government Code, Chapter 2256, Public Funds Investment Act, the District will, in conjunction with the annual financial audit, contract with the audit firm approved by the County Auditor to perform a compliance audit of management controls on investments and adherence to the District’s established investment policies and statutory obligations. • The District will, in conjunction with the annual financial audit, contract with the audit firm approved by the County Auditor to audit the compliance of the District with types of compliance procedures required in the U.S. Office of Management and Budget (“OMB”) Circular A-133 Compliance Supplement that are applicable to each of the District’s Federal and State programs. • The audit must be completed by February 28th of each year for the previous fiscal year ended September 30th, with the exception of the Sendero audit which will be completed by July 31st each year for the previous fiscal year ended December 31st. • The District will direct its affiliated component units and non- profits (i.e., Sendero, Community Care Collaborative, and Capital City Innovation) to prepare annual audits for District and County review that meet all of the standards described for the District in this section. Regarding CommUnityCare, the parties will follow the Co-Applicant Agreement, and audits that are performed by CommUnityCare will be fully shared with District and County • In accordance with Section 2.4 of the Mazars Report, Central Health will report to Commissioners Court the information reported by the Joint Affiliation Committee (JAC) to Central Health pursuant to the Affiliation Agreement’s provision that the JAC advise and assist CCC and Central Health in the development of performance metrics to measure the achievement of IDS mission and goals and the 7 Page 173 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES identification of contributions made by the Permitted Investments. • In accordance with Section 2.8 of the Mazars Report, Central Health will work to develop and implement clear performance metrics for the Joint Affiliation Committee in the Affiliation Agreement to ensure effective monitoring. • In accordance with Section 2.6 of the Mazars Report, Central Health will work with Dell Medical to modify its Progress and Impact Community Report to reflect services directly provided to the population served by Central Health instead of a blended method. 12. Pay for an outside accountant or specialist hired by the County, if the County determines that the financial data requested above is not reliable, not in accordance with state statutes or is not timely. 13. Provide for an independent third party performance review or audit, no less than every five years to include Central Health's budgeting, financial reporting, governance, and management processes. Further, the review or audit will evaluate the relationships between Central Health and affiliated and non-affiliated entities. The reviews or audits will incorporate public input, and the final reports will be matters of public record. Additionally, the five-year reviews or audits will not preclude other targeted reviews or audits. 14. Central Health shall demonstrate to the County, as part of the annual budget adoption process before the Travis County Commissioner's Court or upon request by a delegated agent or employee of the County, the documented processes or other means by which Central Health ensures funds are allocated appropriately to pay for or benefit the population served by Central Health. 15. Absent adoption of a policy by Central Health regarding the protection of the District's intellectual property rights effective on or before January 1, 2018, this order shall continue to impose a requirement that all the District's agreements include a provision to protect the lawful interests in intellectual property, including profit sharing and 8 Page 174 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES commercialization rights. Such provisions shall be similar to those used by the County in its contracts. 16. Reporting requirements to Commissioners Court: District shall present to Commissioners Court four times per year on a quarterly basis in person at a session of the Travis County Commissioners Court the following: a. Budget update to include actual expenses. b. Itemized breakdown of funds spent for consultants, including governmental relations and outside counsel. c. Three-year data to include: 1. Number of indigent Travis County residents who are provided individual health care by clinical staff whose salaries are paid by the $35 million payment from Central Health and information regarding: i. The services provided to these patients, such as medical, behavioral health, nursing, specialty, etc. ii. Outcomes for these indigent patients served in the current fiscal year. For example, improvements for those treated for chronic disease. iii. Breakdown of subsection (c) above by zip code of patient’s home address, race, ethnicity, age group. iv. Breakdown of subsection (c) above by location served, such as CommUnityCare Clinics, Outpatient Clinic or Dell Medical School or street outreach, etc. d. Consistent with voter approval of the 2012 election related to the medical school, that funds will be used for improved healthcare in Travis County and as a way to measure and improve clinical quality outcomes, Central Health will report on any updates made to the reporting and performance metrics on the use of funds for the Joint Affiliation Committee (JAC) to ensure transparency and accountability, including but not limited to health outcomes directly related to these funds. 9 Page 175 of 1087 TRAVIS COUNTY HEALTHCARE DISTRICT FINANCIAL POLICIES e. Provide updates on proposed and actual changes to co-applicant agreement with CommUnityCare. 17. Central Health will publish the final Order of the Travis County Commissioners Court amending the Financial Policies of the Travis County Healthcare District d/b/a Central Health on its website. 10 Page 176 of 1087 TRAVIS COUNTY JOB DESCRIPTION Healthcare Data Analyst Job Code: Xxxxxx FLSA Status: Exempt Pay Grade: C15 Last Revised: 5/13/2025 Job Summary Under general direction, analyzes and reviews the financial operations and healthcare delivery of several entities in Travis County. Evaluates financial statements, budgets, forecasts and trends analysis, revenue and expenditure projections, and other financial activities as well as community and agency reports of community conditions and health disparities. Acts as an internal consultant to policy makers, their staff, and senior County leadership, ensuring data-driven recommendations. Distinguishing Characteristics This classification is within the Planner/Management/Research job family with expertise in a specific planning area, representing the department in Commissioners Court proceedings and the County in public forums. This classification requires minimal supervision, exercises independent judgment and initiative, and requires managing high-level, complex projects while simultaneously completing advanced planning and financial analysis work. It is distinguished by the requirements to manage multi-disciplinary county and/or consultant-staffed teams; contract and manage consulting services; and initiate policy and work directly with senior leadership for its adoption and implementation. Duties and Responsibilities • Analyze evolving market conditions to identify trends, opportunities, and risks relevant to organizational strategies. • Conduct market analyses, feasibility studies, and competitor intelligence to inform key strategic decisions. • Utilize qualitative and quantitative research methods, including customer insights and ethnographic research, to inform strategy and innovation efforts. • Prepare detailed reports, dashboards, and presentations to communicate findings and recommendations to senior leadership. • Establish and maintain effective working relationships with departmental clientele, representatives of outside agencies, other County employees and officials, and the general public. • Knowledge of horizon issues and economic, environmental, and demographic conditions impacting healthcare delivery and planning. • Maintain expertise in market trends, emerging technologies, and competitive dynamics to enhance strategy development. • Attend all public meetings of healthcare entities in order to establish working relationships with the staff. • This classification will require a flexible work schedule in order to meet the needs of the department Minimum Requirements Education and Experience: Bachelor's degree in Health Informatics, Statistics, Mathematics, Healthcare Administration, Business Administration, Accounting, Finance, or related field AND five (5) years increasingly responsible healthcare analysis experience; OR, Master's degree in Planning, Bachelor's degree in Health Informatics, Statistics, Mathematics, Healthcare Administration, Business Administration, Accounting, Finance, or related field AND three (3) years increasingly responsible healthcare analysis experience. OR, Page 1 of 3 Page 177 of 1087 TRAVIS COUNTY JOB DESCRIPTION Healthcare Data Analyst Any combination of education and experience that has been achieved and is equivalent to the stated education and experience and required knowledge, skills, and abilities sufficient to successfully perform the duties and responsibilities of this job. Licenses, Registrations, Certifications, or Special Requirements: Valid Texas Driver’s License. Minimum Requirements (Continued) Knowledge of: • Public Administration and County governmental agencies, purchasing policies and practices. • Legislative process. • Issues pertaining to area of assignment. • Sources of information, current literature, and recent developments. • Project management methodologies, practices, and techniques. • Specialized planning methodologies and practices and funding mechanisms. • Professional planning and job-specific methodologies, practices, and techniques. • Horizon issues and economic, environmental, and demographic conditions impacting county planning. • Applicable Federal, State, and Local and County laws, rules, regulations, and guidelines. • Administrative and related healthcare business principles. • Business letter writing, grammar and punctuation, and report preparation. • Computer applications for word processing, spreadsheets, database management, statistical analysis, presentations, job-specific analysis, desktop publishing, and related software applications. Skill in: • Developing short-range and long-range comprehensive plans in development of innovative solutions. • Program planning, developing and implementing. • Statistical analysis, policy research and analyzing and evaluating data, policies and technical issues. • Setting up systems for conducting analysis and compiling for reports. • Conducting interviews and group meetings. • Effective written, verbal, and visual communication of complex information for high-level decision- making and public presentations. • Research, data collection, and insightful statistical and non-statistical analysis. • Leadership, collaboration, and negotiation techniques. • Identifying stakeholder interests, engaging in dialogue, and managing expectations. • Defining scopes of work and developing schedules, work methods, and processes for completing work, monitoring progress, and controlling quality of work. • Strategic, innovative problem solving and implementation planning. • Effective use of finite resources. Ability to: • Apply knowledge to data, policy, and process analysis. • Reach sound conclusions and make recommendations. • Manage complex projects to successful conclusion. • Reason, think critically, convey complex information, and rationally influence high level decision- making. • Manage time well and perform multiple tasks and organize diverse activities. Page 2 of 3 Page 178 of 1087 TRAVIS COUNTY JOB DESCRIPTION Healthcare Data Analyst • Formulate broad perspectives on issues. • Interpret planning and program objectives to groups and public. • Bring together several viewpoints into a balanced position. • Maintain appropriate records, compile data and write clear and comprehensive reports. • Establish and maintain effective working relationships with departmental clientele, representatives of outside agencies, other County employees and officials, and the general public. • Develop prototypical plans, programs, and processes to improve existing or provide new county services. • Plan at the local, community, and regional level. • Motivate team members and inspire enthusiasm for planning initiatives. • Set and maintain high quality planning standards. Work Environment and Physical Demands Physical requirements include the ability to lift/carry up to 5-15 pounds occasionally, visual acuity, speech and hearing, hand and eye coordination and manual dexterity necessary to operate a computer and office equipment. Subject to standing, walking, sitting, repetitive motion, reaching, climbing stairs, bending, stooping, kneeling, crouching, crawling, pushing, pulling, balancing, squatting to perform the essential functions. Travis County employees play an important role in business continuity. As such, employees can be assigned to business continuity efforts outside of normal job functions. This job description is intended to be generic in nature. It is not necessarily an exhaustive list of all duties and responsibilities. The essential duties, functions and responsibilities and overtime eligibility may vary based on the specific tasks assigned to the position. Page 3 of 3 Page 179 of 1087REQUEST FOR HEALTHCARE DATA ANALYST POSITION Ana L. Almaguel, HPP Div. Dir. Pilar Sanchez, County Executive Travis County Health & Human Services Page 180 of 1087DETAILS ON STAFFING REQUEST FOR HEALTHCARE DATA ANALYST The Texas Health and Safety Code, Chapter 281, Section 281.049 authorizes the Commissioners Court to prescribe accounting and control procedures for the Travis County Healthcare l District dba Central Health, and Section 281.053 authorizes the Commissioners Court or its designated representatives to gain access to and inspect all documents related to Central Health. The Financial Policies for Central Health, which were approved by the Commissioners Court on March 11, 2025, requires, among several items, that “Central Health shall demonstrate to the County, as part of the annual budget adoption process before the Travis County Commissioner's Court or upon request by a delegated agent or employee of the County, the documented processes or other means by which Central Health ensures funds are allocated appropriately to pay for or benefit the population served by Central Health.” Page 181 of 1087 DETAILS ON STAFFING REQUEST (CONTD.) • At this time, the County does not currently employ staff with the necessary expertise to review and analyze qualitative and quantitative information related to healthcare needs and the provision of and access to healthcare services. • The Healthcare Data Analyst would brief the members of the Travis County Health and Human Services Committee on a bimonthly basis, and the members of the Commissioners Court on a quarterly basis, or as directed by the Court. • HHS anticipates that the Healthcare Data Analyst position consists of 1.0 full-time equivalent (1.0 FTE), paygrade C15, with an expected salary range of $80,000 to $92,700. Page 182 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on the following grant Letters of Intent, contracts and related special budgets, and permissions to continue: A. Letter of Intent from Community Legal Services to submit an application to the Texas Department of Family and Protective Services for the Title IV-E grant program. Prepared By/Phone Number: Dashiell Daniels, Grants Administrator, (512) 854-8679 Elected/Appointed Official or Department Head: Julie Wheeler Commissioners Court Sponsor(s): Judge Brown Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Item A is a Letter of Intent to submit an application to the Department of Family and Protective Services for the Title IV-E program. The grant reimburses Travis County for expenses related to legal services for children or parents involved in the CPS system. Community Legal Services will submit invoices for reimbursement for expenses in the Office of Parent Representation and the Office of Child Representation. The estimated reimbursement amount is $1,413,331.84. Staff Recommendations: Grants Administration recommends approval of Item A. Issues and Opportunities: Travis County currently receives reimbursements from the Title IV-E program for the District Attorney's Office. Current reimbursements fund the prosecution of CPS cases on behalf of DFPS. The new application would fund the defense of CPS cases for children and/or their parents. Because Travis County must have a single contract with DFPS for Title IV-E reimbursements, Grants Administration will manage the contract on behalf of the District Attorney's Office and Community Legal Services. Fiscal Impact and Source of Funding: Travis County has received reimbursements under this grant program for several years. The new application will increase the amount of funds reimbursed, pending approval by DFPS. Required Authorizations: Page 183 of 1087 Julie Wheeler, Intergovernmental Relations Officer Attachments: 1. Grants - 2025-05-13 Page 184 of 1087 Grant Application Status Report Week of 5/9/2025 Number of Proposal Dollar Status Department Grant Title Project Title Positions Amount Application Submitted District Attorney Domestic Violence High Risk Team Domestic Violence High Risk Team 1.00 $ 55,000 General Victim Assistance Grant Program, FY District Attorney 2026 Victim Counselor Sr. Continuation 1.00 $ 65,684 Parenting in Recovery / Family Drug Treatment Court Program Health and Human Services Specialty Courts Grant Program, FY 2026 Expansion - $ 153,000 State and Local Cybersecurity Grant Program - Information Technology Services Workforce Development TCIS Workforce Training - $ 100,000 State and Local Cybersecurity Grant Program - Information Technology Services Assessment and Evaluation TCIS Penetration Testing - $ 100,000 Transportation and Natural Resources CAMPO Project Call Pedestrian Safety Hybrid Beacons - $ 504,000 Transportation and Natural Resources Governmental Alternative Fuel Fleet Program Electric Vehicle Fleet Expansion - $ 202,400 Transportation and Natural Community Wildfire Defense Grant 2024 Travis County Wildland Resources (FY25) South Management Team Expansion 13.00 $ 8,000,000 Transportation and Natural Outdoor Recreation Legacy Partnership Resources Program 2025 Onion Creek Greenway $ 14,788,750 Travis County - Auto Crimes Travis County Sheriff's Office Motor Vehicle Crime Prevention Authority Enforcement 8.00 $ 1,164,849 Travis County Sheriff's Office Selective Traffic Enforcement Program FY 26 STEP - TCSO - $ 154,269 Travis County Sheriff's Office FY 26 STEP - OpSlowdown - $ 14,308 Criminal Courts FY2025 Formula Grant Program Indigent Defense - $ 638,590 County Attorney Other Victim Assistance Grant Victim Counselor 1.00 $ 99,000 Constable 2 Selective Traffic Enforcement Program FY 26 STEP - CN2 - $ 67,489 Application Submitted Total 24.00 $ 26,107,338 Environmental and Climate Justice Community Partnership with Greater Austin Notified - Denied Emergency Services Change Grants Program YMCA - $ - Climate Pollution Reduction Grants Program: Intergovernmental Relations Office Implementation Grants (General Competition) Central Texas Clean Civic Hubs 1.00 $ 49,990,000 Transportation and Natural Environmental and Climate Justice Community Great Springs Project: Onion Creek Resources Change Grants Program Trails - $ 8,700,000 Community Legal Services Springboard Prize for Child Welfare OCR-OPR Research Study $ 400,000 Travis County Grants Administration | Page 1 of 3 Page 185 of 1087 Grant Application Status Report Week of 5/9/2025 Number of Proposal Dollar Status Department Grant Title Project Title Positions Amount Notified - Denied Total 1.00 $ 59,090,000 Notified - Awarded Travis County Sheriff's Office Selective Traffic Enforcement Program FY 26 STEP - Click-it-or-Ticket - $ 14,308 Comprehensive Underage Drinking County Attorney FY26 Traffic Safety Program Prevention Program $ 142,943 Notified - Awarded Total - $ 157,251 Enhancing Investigation and Prosecution of Domestic Violence, Dating Violence, Sexual In-progress District Attorney Assault, and Stalking Initiative DA SVU Investigations 2.00 $ 500,000 Smart Prosecution - Innovative Prosecution District Attorney Solutions DA Data Analyst 1.00 $ 350,000 Homeland Security Grant Program Urban Area Common Operating Procedure Emergency Services Security Initiative Enhancement Project - $ 75,000 Facilities Management Department Energy Efficiency and Conservation Block Grant CJC LED Retrofit - $ 293,610 Peer Support Programming for Health and Human Services Byrne Discretionary Community Project Grants Opioid Use Disorder Recovery 2.00 $ 932,000 Comprehensive Opioid, Stimulant, and Travis County Expanded Jail-Based Health and Human Services Substance Use Site-Based Program Peer Recovery Support 1.00 $ 1,600,000 HHS Weatherization Assistance Health and Human Services Weatherization Assistance Program Program - $ 265,043 Program Year 2023 Community Development Health and Human Services Block Grant Program Year 2023 2.35 Parenting in Recovery / Family Drug Treatment Court Program Health and Human Services Specialty Courts Grant Program, FY 2025 Expansion - $ 153,000 Home Weatherization Readiness and Climate Health and Human Services Proofing Pilot Weatherization Readiness Pilot - $ 100,000 Maternal Infant and Early Childhood Home Health and Human Services Visiting Texas Home Visiting Program 5.00 $ 486,959 2024 Comprehensive Energy Assistance Health and Human Services Program Utility Assistance Program $ 5,277,568 Health and Human Services 23-24 Formula Cost Reimbursement Grant AmeriCorps Project $ 286,986 Travis County Grants Administration | Page 2 of 3 Page 186 of 1087 Grant Application Status Report Week of 5/9/2025 Number of Proposal Dollar Status Department Grant Title Project Title Positions Amount 2024 Comprehensive Energy Assistance In-progress Health and Human Services Program - IIJA Supplement Utility Assistance Program $ 242,725 2025 Comprehensive Energy Assistance Health and Human Services Program Utility Assistance Program $ 3,537,584 2025 Low-Income Home energy Assistance Act Health and Human Services Weatherization Assistance Program Weatherization Assistance Program $ 462,714 2025 Comprehensive Energy Assistance Health and Human Services Program - IIJA Supplement Utility Assistance Program $ 225,200 Statewide Automated Victim Statewide Automated Victim Notification Notification Service Contract Information Technology Services Service Reimbursement - $ 35,640 Travis County Facilities Solar Intergovernmental Relations Solar for All Generation - $ - Justice Planning Strengthening the Sixth Public Defender Workload Study - $ 100,000 Public Defender's Office Enhancing Youth Defense DRTx Education Advocacy Program - $ 403,126 Paul Coverdell Forensic Science Improvement Travis County Sheriff's Office Grants Program-Competitive Fire Arm Testing Station - $ 128,425 Juvenile Probation Fall 2024 Grants Pot of Gold Program - $ 3,000 Electronic Ballot Transmission for County Clerk Grant to Secure Electronic Ballot Transmission UOCAVA Voters - $ 1,765,000 Elections Security - the Ready County Clerk Urban Area Security Initiative Project - $ 45,500 In-progress Total 13.35 $ 17,269,080 Grand Total 38.35 $ 102,623,669 Travis County Grants Administration | Page 3 of 3 Page 187 of 1087Docusign Envelope ID: 2225E5DC-3047-4BFB-A263-E0468547E826 Grant Application Summary Sheet New Grant: ☒ Existing Grant #: Commissioners Court Action: Application Approval Department: Community Legal Services Division: OCR/OPR Point of Contact: Aaron Pepper Grant Title: Title IV-E Grantor Name: Texas Department of Family and Protective Services Identifier: Assistance Listing Number: 93.658 Fund Source: Federal Originating Grantor: U.S. Department of Health and Human Services Grant Period Start: 10/1/2025 Grant Period End: 9/30/2032 County Cost In-Kind Budget Category Grant Funds Share/ Total Contribution Contribution Personnel: $274,434.41 $0.00 $0.00 $274,434.41 Operating: $688,377.13 $0.00 $0.00 $688,377.13 Capital: $0.00 $0.00 $0.00 $ 0.00 Indirect Costs: $450,520.31 $0.00 $0.00 $450,520.31 Total Costs: $1,413,331.85 $ 0.00 $ 0.00 $1,413,331.85 FTEs: 0.00 0.00 0.00 0.00 Source of Match: Sponsored Program (Order # or I/O) Description Fund Center Sponsored Class (GL Account) Number / Description 410010 – Grant Revenue RRB Grants Administration Recommendation: Community Legal Services has submitted a Letter of Intent to apply to DFPS’ Title IV-E program. The estimated reimbursement total if awarded is $1,413,331.85. The District Attorney’s Office currently houses the contract for this grant award – if awarded, Grants Administration will house the contract on behalf of the DA’s Office and CLS. Grants Administration recommends approval of the Letter of Intent. Travis County Grants Administration | Page 1 of 2 Page 188 of 1087Docusign Envelope ID: 2225E5DC-3047-4BFB-A263-E0468547E826 Planning and Budget Office Recommendation: PBO recommends approval and we will work with CLS to determine the best way to track expenses. PBO acknowledges that this is federal funding and is monitoring the status of this funding to ensure that the department is able to maintain service levels in any situation. County Auditor’s Office Recommendation: The Auditor’s Office is ok with proceeding to Commissioners Court. County Attorney’s Office Recommendation: The County Attorney’s Office does not have any legal concerns with the terms of this agreement. Grants Administration Representative: Dashiell Daniels Grants Administrator Planning and Budget Office Representative: Miranda Best Campos Planning and Budget Analyst County Auditor’s Office Representative: TracyEvelyn Leblanc Vasquez AuditAudit Manager Analyst III County Attorney’s Office Representative: Jacqueline Sanchez Attorney VII Travis County Grants Administration | Page 2 of 2 Page 189 of 1087Docusign Envelope ID: 1E9907D2-B176-45C7-A157-84633AD7287E Grant Application Letter of Intent Grant Title: Title IV-E Funding Grantor Name: Texas Department of Family and Protective Services Identifier: Funding Amount: Estimated $1,413,332 Matching Amount: N/A Applicant Department: Community Legal Services Applicant Division: Administrative Division Point of Contact Geoff Burkhart and Aaron Pepper Describe the goals of the grant program: The Title IV-E Foster Care Program provides funds to counties via Title IV-E agencies (the Department of Family and Protective Services in Texas) to assist with the costs of foster care maintenance for eligible children; administrative expenses to manage the program; and training for staff, foster parents, and certain private agency staff. Title IV-E foster care funds are awarded to the 50 States, the District of Columbia, Puerto Rico, and federally-recognized Indian Tribes, Indian Tribal organizations and Tribal consortia with approved Title IV-E plans, and are available as open-ended entitlement grants through single-year appropriations. In 2019 the Children’s Bureau issued expanded policies that allowed Title IV-E agencies to claim federal financial participation for administrative costs of legal representation provided by attorneys representing children in Title IV-E foster care, children who are candidates for title IV-E foster care, and their parents for “preparation for and participation in judicial determinations” in all stages of foster care legal proceedings. Texas counties can access these funds by executing a contract with DFPS and reporting child and parent representation costs annually. We estimate that Travis County could access $1.4 million in reimbursements annually. Describe the problem addressed by the proposal: Travis County currently accesses Title IV-E reimbursements for the District Attorney’s Office but does not access Title IV-E funding for child and parental representation, leaving an estimated $1.4 million on the table annually. Child and parental representation are underfunded, and the failure to access these additional funds is a strain on legal representation. Describe how the funds will be used to address the problem: Once reimbursed, the funds can be used to bolster both child and parental representation in child welfare cases in Travis County by hiring additional staff to meet the needs of child welfare representation. What activities will the proposal include? Check all that apply: Administrative Personnel: ☒ Programmatic Personnel: ☒ Contracted Services: ☒ Subaward Services: ☐ Supplies: ☐ Equipment: ☐ Travis County Grants Administration | Page 1 of 2 Page 190 of 1087Docusign Envelope ID: 1E9907D2-B176-45C7-A157-84633AD7287E Construction: ☐ Training: ☒ Technical Assistance: ☐ Other: ☐ Describe the population impacted by the proposal: The population impacted by the proposal are children and parents entangled in the child welfare system. All are persons who cannot afford legal counsel. Describe any eligibility requirements to participate: We need only amend our contract and report our spending. Describe any activities required beyond the performance period, including if the grantor expects the project be financially sustained: N/A Describe any existing or planned activities that align or are impacted by the proposal: This reimbursement will positively impact child and parental representation in Travis County, including services from the Office of Child Representation and the Office of Parental Reprsentation. Please enter the name and title of your office or department’s elected or appointed official, and financial manager, submit the document for signature through Docusign, and return to Grants Administration via the email TCGrants@traviscountytx.gov. Name: Geoff Burkhart Title: County Executive Name: Aaron Pepper Title: Senior Financial Analyst Travis County Grants Administration | Page 2 of 2 Page 191 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Authorize the County Treasurer to invest County funds. (Judge Brown) Prepared By/Phone Number: Reagan Grimes, Investment Manager, Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: 1. C 3 25 05 13 Weekly Investment Report Page 192 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: May 13, 2025 Agenda Language: Authorize the County Treasurer to invest County funds. Prepared By/Phone Number: Deborah Laudermilk / 854-9779 Elected/Appointed Official or Department Head: Jessica Rio, PBO Commissioners Court Sponsor(s): Judge Andy Brown Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request and Attachments: Transactions attached Staff Recommendations: N/A Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: Jessica Rio Judge Andy Brown AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be submitted in PDF format via email to agenda@traviscountytx.gov by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. Revised 15-02-06 Page 193 of 1087 ITEM # C3 STATE OF TEXAS COUNTY OF TRAVIS Whereas, it appears to the Commissioners Court of Travis County, Texas that there are sufficient funds on hand over and above those of immediate need for operating demand, Now, Therefore, the Commissioners Court hereby orders 1) that the County Treasurer of Travis County, Texas execute the investment of these funds in the total amount of $57,384,250.00 in legally authorized securities as stipulated in the Travis County Investment Policy for the periods as indicated in Attachment A which consists of 13 pages. 2) that the County Treasurer take and hold in safekeeping these investment instruments, relinquishing same only by order of the Court or for surrender at maturity. Date: May 13, 2025 COUNTY JUDGE COMMISSIONER, PRECINCT 1 COMMISSIONER, PRECINCT 2 COMMISSIONER, PRECINCT 3 COMMISSIONER, PRECINCT 4 Page 194 of 1087Page 195 of 1087Page 196 of 1087 TRAVIS COUNTY INVESTMENT DEPARTMENT SECURITY TRANSACTION FORM DATE: 5/5/2025 TIME: 9:30:00 AM ______________ The following transaction was executed on behalf of Travis County: DESCRIPTION: TexasTERM FUND NAME: OPERATING SEPT 25 ______________ PAR VALUE: $ 10,000,000.00 SAFEKEEPING NO: N/A ________________ ______________ COUPON RATE: 4.400% PRICE: 100% ______________ ______________ US TREASURY CONVENTION YLD 5.090% 9/8/2025 MATURITY DATE: ________________ ______________ 10,000,000.00 PURCHASED THROUGH: TexasDAILY PRINCIPAL: $ ________________ ______________ 0.00 BROKER: N/A ACCRUED INT: $ ________________ ______________ 10,000,000.00 CUSIP #: TERMCP50 25 TOTAL DUE: $ ________________ ______________ 5/5/2025 SETTLEMENT DATE: 5/6/2025 TRADE DATE: ________________ ______________ AUTHORIZED BY: __________________________________________ Page 197 of 1087Page 198 of 1087Page 199 of 1087Page 200 of 1087 TRAVIS COUNTY INVESTMENT DEPARTMENT SECURITY TRANSACTION FORM DATE: 5/1/2025 TIME: 11:30 AM ______________ The following transaction was executed on behalf of Travis County: DESCRIPTION: FAMCA CALLABLE FUND NAME/NUMBER: OPERATING ACCT / 8000 PAR VALUE: $ 15,000,000.00 SAFEKEEPING NO: P 31131 ________________ ______________ PRICE: 100.0000000 ______________ COUPON RATE: 4.150% US TREASURY CONVENTION YLD 4.1500% ______________ MATURITY DATE: 5/8/2029 ________________ PURCHASED THROUGH: MULTIBANK SECURITIES PRINCIPAL: $ 15,000,000.00 ________________ BROKER: CAROL MACKOFF ACCRUED INT: $ 0.00 ______________ ________________ TOTAL DUE: $ 15,000,000.00 CUSIP #: 31424WZJ4 ________________ ______________ TRADE DATE: 5/1/2025 SETTLEMENT DATE: 5/8/2025 ________________ ______________ AUTHORIZED BY: Page 201 of 1087Page 202 of 1087Page 203 of 1087Page 204 of 1087Page 205 of 1087Page 206 of 1087Page 207 of 1087TRAVIS COUNTY INVESTMENT REPORT PORTFOLIO STATISTICS DATE: May 09, 2025 By Fund Type Operating 1,584,467,275.28 74.60% Debt Service 50,716,989.51 2.39% Pooled Bond Fund 372,237,386.51 17.53% LFRF/ARPA Fund 116,094,635.70 5.47% Other 307,117.40 0.01% Total Portfolio$ 2,123,823,404.40 100.00% By Security Type Operating- Government Agencies$ 955,963,221.11 60.33% Government Treasuries - 0.00% Municipal Bonds 110,057,774.44 6.95% Certificates of Deposit - 0.00% Commercial Paper - 0.00% TexasTERM CP 10,000,000.00 0.63% TexasDAILY 549,977.09 0.03% TexasDAILY Select 291,728,152.88 18.41% TexSTAR 4,207,090.43 0.27% TexPool 2,010,442.50 0.13% TexasCLASS 209,950,616.83 13.25% Total$ 1,584,467,275.28 100.00% Debt Service- Government Agencies$ - 0.00% Municipal Bonds - 0.00% Commercial Paper - 0.00% TexasTERM CP - 0.00% TexasDAILY 3,508,665.01 6.92% TexasDAILY Select 19,475,847.40 38.40% TexSTAR 6,936,611.15 13.68% TexPool 5,027,492.12 9.91% TexasCLASS 15,768,373.83 31.09% Total$ 50,716,989.51 100.00% Pooled Bond Fund- Government Agencies$ 219,936,988.89 59.09% Government Treasuries 20,261,755.44 5.44% Municipal Bonds 11,182,415.96 3.00% Commercial Paper 0.00% TexasTERM CP 10,000,000.00 2.69% TexasDAILY 1,401,280.26 0.38% 25000000 TexasDAILY Select 50,113,485.36 13.46% 25,000,000.00 TexSTAR 1,667,000.00 0.45% 40,000,000.00 TexPool 1,164,919.42 0.31% 25,000,000.00 TexasCLASS 56,509,541.18 15.18% 40,000,000.00 Total$ 372,237,386.51 100.00% ########### LFRF/ARPA Fund TexPool$ 68,858,717.80 59.31% TexasDAILY$ 47,235,917.90 40.69% $ 116,094,635.70 100.00% Other- Certificates of Deposit$ 307,117.40 100.00% $ 307,117.40 100.00% Summary Investment Actual Guidelines Combined Portfolio- Government Agencies$ 1,175,900,210.00 55.37% 75.00% Government Treasuries 20,261,755.44 0.95% 100.00% Municipal Bonds 121,240,190.40 5.71% 20.00% Certificates of Deposit 307,117.40 0.01% 50.00% Commercial Paper - 0.00% 20.00% TexasTERM CP 20,000,000.00 0.94% 20.00% Texas DAILY 52,695,840.26 2.48% 30.00% TexasDAILY Select 361,317,485.64 17.01% 30.00% TexSTAR 12,810,701.58 0.60% 30.00% TexPool 77,061,571.84 3.63% 50.00% TexasCLASS 282,228,531.84 13.29% 30.00% Total$ 2,123,823,404.40 100.00% All Local Governemnt Investment Pools in Total Investment Actual Guidelines TexasTERM CP$ 20,000,000.00 0.94% Texas DAILY 52,695,840.26 2.48% TexasDAILY Select 361,317,485.64 TexSTAR 12,810,701.58 0.60% TexPool 77,061,571.84 3.63% TexasCLASS 282,228,531.84 13.29% $ 806,114,131.16 20.94% 60.00% Page 208 of 1087TRAVIS COUNTY INVESTMENT REPORT Municipal Bonds by Entity as a Percentage of Portfolio Investment Actual Guidelines Operating Portfolio- Austin TX Car Rental FAC REV 1,000,000.00 0.06% 5.00% New York City Tax - GO - 26 3,034,155.00 0.19% 5.00% FL State Board Admin Rev 10,289,678.89 0.65% 5.00% Houston TX Utility Sys-TXBL REV 4,846,053.47 0.31% 5.00% Kay County ISD OK - GO 2,021,530.00 0.13% 5.00% Keller ISD TX - GO 13,199,882.78 0.83% 5.00% NY ST Dorm Auth - TAX 3,668,436.03 0.23% 5.00% San Luis Obispo REV - TAX 11,357,306.35 0.72% 5.00% San Ramon Valle SD CA - GO 8,997,871.67 0.57% 5.00% Scottsdale Prop - TXBL REV 23, 24, 25 3,770,000.00 0.24% 5.00% Sakopee, MN ISD GO 1,000,000.00 0.06% 5.00% ST of California GO 10,067,200.00 0.64% 5.00% St of Connecticut GO - 25 1,484,998.17 0.09% 5.00% St of Connecticut GO - 28 5,049,400.69 0.32% 5.00% St of Connecticut GO - 29 5,035,364.58 0.32% 5.00% TX State Public Fin Auth REV 1,522,748.75 0.10% 5.00% Kansas State DEV - REV 14,097,667.50 0.89% NY TRANS FIN - REV 9,615,480.56 0.61% 5.00% $ 110,057,774.44 6.95% 20.00% Debt Service Portfolio $ - 0.00% 5.00% $ - 0.00% 20.00% Pooled Bond Portfolio Atlanta Rapid Transit Auth - REV$ 3,143,728.50 0.84% 5.00% Tennessee St School Bond Auth - REV 1,936,433.13 0.52% 5.00% LA County Met Trans - REV 3,102,254.33 State of Oregon GO - 26 1,000,000.00 State of Oregon GO - 27 1,000,000.00 State of Oregon GO - 28 1,000,000.00 $ 11,182,415.96 1.36% 20.00% Total Portfolio- FL State Board Admin Rev 10,289,678.89 0.48% 5.00% State of Connecticut GO 11,569,763.44 0.54% 5.00% Scottsdale Prop - TXBL REV 23, 24, 25 3,770,000.00 0.18% 5.00% New York City Tax - GO 3,034,155.00 0.14% 5.00% San Ramon Valle SD CA - GO 8,997,871.67 0.42% 5.00% TX State Public Fin Auth REV 1,522,748.75 0.07% 5.00% Austin TX Car Rental FAC REV 1,000,000.00 0.05% 5.00% ST of California GO 10,067,200.00 0.47% 5.00% Tennessee St School Bond Auth - REV 1,936,433.13 0.09% 5.00% Houston TX Utility Sys-TXBL REV 4,846,053.47 0.23% 5.00% Atlanta Rapid Transit Auth - REV 3,143,728.50 0.15% 5.00% Kay County ISD OK - GO 2,021,530.00 0.10% 5.00% NY ST Dorm Auth - TAX 3,668,436.03 0.10% 5.00% San Luis Obispo REV - TAX 11,357,306.35 0.10% 5.00% NY TRANS FIN - REV 9,615,480.56 0.10% 5.00% Keller ISD TX - GO 13,199,882.78 0.10% 5.00% LA County Met Trans - REV 3,102,254.33 0.10% State of Oregon GO 3,000,000.00 0.10% Kansas State DEV - REV 14,097,667.50 0.10% Sakopee, MN ISD GO 1,000,000.00 0.05% 5.00% $ 121,240,190.40 3.64% 20.00% Commercial Paper by Firm as a Percentage of Portfolio Investment Actual Guidelines Operating Portfolio- 0.00% 5.00% Total Operating$ - 0.00% 20.00% Debt Service Portfolio $ - 0.00% 5.00% Total Debt Service$ - 0.00% 20.00% Pooled Bond Portfolio 0.00% 5.00% Total Pooled Bond$ - 0.00% 20.00% Page 209 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on budget amendments, transfers, and discussion items. (Commissioner Gómez) Prepared By/Phone Number: Alex Braden, Assistant Budget Director, (512) 854-4741 Elected/Appointed Official or Department Head: Jessica Rio Commissioners Court Sponsor(s): Commissioner Gómez Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: N1 – 145 - Establishing New Budget of $24,642 in Fund 2060 for Revenue Received by the Juvenile Probation Department related to the Juvenile Justice Alternative Education Program (JJAEP) A1 - Request from Technology and Operations and Health and Human Services to fund two contractor positions through the end of FY 2025 in the Child Care and Out of School Time (CCOST) Special Revenue Fund (0163) for $195,718 to support the initial planning and procurement efforts related to acquiring a contract management system to facilitate CCOST projects A2 – Request from the Veterans Services Office for $16,844 from an Earmark against the Allocated Reserve to fund temporary employee pay while staff members will be out on extended leave T1 - Request from the Travis County Sheriff’s Office (TCSO) to create a Project Manager Special Project Worker (SPW) position for the Electronic Health Records (EHR) replacement project through September 30, 2026 that will be internally funded for the remainder of FY 2025 and will require $128,141 of one-time funds in FY 2026, and to return $117,000 to the Capital Acquisition Resources (CAR) Reserve Earmark originally intended to fund this position as a contractor in FY 2025 O1 - Request from the District Attorney and County Attorney Offices for Staff Resources to Support Compliance with Texas Attorney General Rule Change and Reporting Requirements, including the creation of 7.0 SPWs in the County Attorney’s Office and 10.0 SPWs in the District Attorney’s Office, effective May 6, 2025 through September 30, 2026 O2 - Request from Health and Human Services to fund a new Healthcare Data Analyst FTE for between $118,705 to $141,714 on an annualized basis to support HHS and the Commissioners Court in work related to Central Health Page 210 of 1087 Staff Recommendations: PBO recommends approval of these items. Issues and Opportunities: Please see attached documentation. Fiscal Impact and Source of Funding: Please see attached documentation. Required Authorizations: Jessica Rio, County Executive, Planning and Budget Office Travis Gatlin, Budget Director, Planning and Budget Office Attachments: 1. BATS Backup 2025-05-13 FINAL Page 211 of 1087 BUDGET AMENDMENTS AND TRANSFERS FY 2025 May 13, 2025 NEW BUDGET T N R E E T M N T I E S C B M D T W S M N / O O U O BA# I F C C Dept. Line Item Increase Decrease N1 108501 2060 145036 Various Juvenile Probation Various 24,642.00 AMENDMENTS T N R E E T M N T I E S C B M D T W S M N / O O U O BA# I F C C Dept. Line Item Increase Decrease A1 0163 158001 580010 Health and Human Services Reserves-Allocated 195,718 0163 112004 511950 Information Technology Services (ITS) Temp Personnel Services-Clerical/Managerial/Exec 195,718 A2 0001 198000 580010 Reserves Reserves-Allocated 16,844 0001 116001 500070 Veterans Services Salaries-Temporary Employee 15,624 0001 116001 506010 Veterans Services FICA Tax-OASDI 969 0001 116001 506020 Veterans Services FICA Tax-Medicare 227 0001 116001 506060 Veterans Services Worker's Compensation 24 TRANSFERS T N R E E T M N T I E S C B M D T W S M N / O O U O BA# I F C C Dept. Line Item Increase Decrease T1 INTC13700000101 0001 137800 511950 Sheriff Temp Personnel Services-Clerical/Managerial/Exec 117,000 0001 198000 580070 Reserves Reserves-CAR Allocated 117,000 OTHER Request from the District Attorney and County Attorney Offices for Staff Resources to Support Compliance with Texas Attorney General Rule Change and Reporting Requirements, including the creation of 7.0 SPWs in O1 the County Attorney’s Office and 10.0 SPWs in the District Attorney’s Office, effective May 6, 2025 through September 30, 2026 Request from Health and Human Services to fund a new Healthcare Data Analyst FTE for between $118,705 to $141,714 on an annualized basis to support HHS and the Commissioners Court in work related to Central O2 Health Page 212 of 1087PLANNING AND BUDGET OFFICE TRAVIS COUNTY, TEXAS 700 Lavaca, Ste. 1560 P.O. Box 1748 Austin, Texas 78767 MEMORANDUM TO: Members of Commissioners Court FROM: William Kelly, Planning and Budget Analyst I DATE: May 13, 2025 RE: Establishing New Budget of $24,642 in Fund 2060 for Revenue Received by the Juvenile Probation Department related to the Juvenile Justice Alternative Education Program Pursuant to the FY 2025 Budget Rules, PBO submits new revenue budget adjustments for Commissioners Court approval. These requested budget adjustments establish a new budget of $24,642 for the Juvenile Justice Alternative Education Program (JJAEP) grant, Fund 2060, Grant 801135. The JJAEP grant provides reimbursement to the juvenile board of a county with a population greater than 125,000 to operate a juvenile justice alternative education program subject to the approval of the applicable department. This program is designed to provide an educational setting for students that have been expelled from their home public school. The Juvenile Probation Department has received a total of $46,308 for this state aid grant from the Texas Juvenile Justice Department (TJJD) to support the operation of Juvenile Probation’s programs and services thus far in FY 2025 prior to the receipt of this new revenue. This revenue was not included in the FY 2025 Revenue Estimate. Consequently, it is being submitted for approval by Commissioners Court so that this new revenue and related expenses can be budgeted in FY 2025. PBO recommends approval. cc: Jessica Rio, Travis Gatlin, PBO Cory Burgess, Chief Juvenile Probation Officer Cynthia Sayles, Daniel Wilson, County Auditor’s Office Steven Smith, Cindy Dreese, Michael Williams Juvenile Probation Department Page 213 of 1087Page 214 of 1087 PLANNING AND BUDGET OFFICE TRAVIS COUNTY, TEXAS 700 Lavaca, Ste. 1560 P.O. Box 1748 Austin, Texas 78767 MEMORANDUM TO: Members of Commissioners Court FROM: Michelle Surka, Senior Capital Analyst DATE: May 13, 2025 RE: Request from Technology and Operations and Health and Human Services to fund two contractor positions through the end of FY 2025 in the Child Care and Out of School Time (CCOST) Special Revenue Fund (0163) for $195,718 to support the initial planning and procurement efforts related to acquiring a contract management system to facilitate CCOST projects Technology and Operations (TOPS) and Health and Human Services (HHS) are requesting Commissioners Court approval to transfer $195,718 from the Reserve of the Child Care and Out of School Time (CCOST) Special Revenue Fund (0163) to support the initial planning and procurement efforts related to acquiring a contract management system to facilitate CCOST projects. On November 5, 2024, Travis County voters approved Proposition A, a Tax Rate Election that provides over $75 million annually to support affordable, high-quality childcare and youth programming for low- income families. Travis County must administer a growing number of complex contracts that include service tracking, performance monitoring, and financial oversight. To effectively manage this work, HHS and ITS have identified the need for a contract management system. The system must support contract oversight, invoice and payment processing, electronic signatures, and performance measurement. The CCOST workgroup has confirmed that these contract roles that are being requested, a project manager and a business analyst, are necessary to define system requirements, align stakeholder needs, and manage the design and procurement process. The funding requested, $195,718, will fund these contractors through the end of this fiscal year. TOPS has submitted a request to continue the positions in the FY 2026 budget process, and has also submitted a placeholder request related to the procurement of a contract management system which will also be considered as part of the FY 2026 budget process. PBO and HHS worked with the County Attorney’s Office to verify that this expenditure would be an eligible use of CCOST funds, as the contractors are working directly on a project intended to benefit and improve the process of meeting the intention of the tax rate election. PBO recommends that TOPS work to see how any contract management solution identified through this process could be used countywide, Page 215 of 1087 and if such a use is identified, some portion of this project may also be supported by General Fund resources as the project scope would exceed the limited use of the CCOST fund. PBO recommends transferring $195,718 from the Reserve of the CCOST fund to an ITS contractor in that special revenue fund. cc: Jessica Rio, County Executive, Planning and Budget Office Travis Gatlin, Alex Braden, PBO Paul Hopingardner, County Executive, Technology and Operations Randy Lott, Ralph Warren, Katie Gipson, Bruni Cruz, Technology and Operations Pilar Sanchez, County Executive, Health and Human Services Kirsten Siegfried, Korey Darling, Health and Human Services Page 216 of 1087 Memorandum April 29, 2025 700 Lavaca Street To: Michelle Surka, Planning and Budget Office Austin, TX 78701 From: Paul Hopingardner, County Executive for Technology and Operations (512) 854-1102 TravisCountyTX.Gov Subject: Request for Funding to Support Planning and Procurement of CCOST Contract Management System Request: Information Technology Services (ITS), in partnership with Health and Human Services (HHS), requests Commissioners Court approval to transfer $195.717.60 from the Child Care and Out of School Time (CCOST) Fund (0163) to support the initial planning and procurement efforts for a contract management system. The funding will cover two critical contracted project management positions: Role Hourly Rate Total # of Hours Total Cost Project Manager $144.24 720 $103,852.80 Business Analyst $127.59 720 91,864.80 Total Cost $195,717.60 These resources will be used to plan, coordinate, and support the implementation of a comprehensive contract management solution tailored to CCOST program needs. Background: On November 5, 2024, Travis County voters approved Proposition A, a Tax Rate Election that provides over $75 million annually to support affordable, high- quality childcare and youth programming for low-income families. Travis County must administer a growing number of complex contracts that include service tracking, performance monitoring, and financial oversight. To effectively manage this work, HHS and ITS have identified the need for a countywide contract management system. The system must support contract oversight, invoice and payment processing, electronic signatures, and performance measurement. Travis County Information Technology Services Page 217 of 1087 The CCOST workgroup has confirmed that these contract roles are necessary to define system requirements, align stakeholder needs, and manage the design and procurement process. These positions will: • Lead requirement development and stakeholder engagement. • Facilitate documentation of workflows and functional needs. • Collaborate with HHS, Purchasing, Auditor’s Office, and County Attorney’s Office. • Support the development of solicitation documents and vendor coordination. Funding: ITS recommends Court approval for the transfer of $195,717 to fund the contractors through the end of the fiscal year. A more comprehensive FY 2026 budget request to continue these contractors and for the system itself has been submitted. CC: Ralph Warren, Information Technology Director Ernest Teves, Kenny Wright, ITS Katie Gipson, Brunilda Cruz, Technology and Operations Travis County Information Technology Services Page 2 Page 218 of 1087 Header Information for Entry Doc Number 400038069 Doc. Number 400038069 Doc. Status Preposted FM Area 1000 Period Budget. Cate. Payment Doc.Year 2025 Doc.Date May 8, 2025 Value Type Budget Version 0 Doc.Type TRAN Budget Type 1 Fiscal Year 2025 Year.Cash.Eff Process UI TRAN Process SEND Original.Applic. BWB Doc.Family Additionnal Data Creator SURKAM Creation Date May 8, 2025 Creation Time 10:57:13 Resp. Person Year Cohort Public Law Header Text Legislation TextName Lines Total 0 USD Document Line Fund Budget Period Funds Center Comm.Item FuncArea Grant Funded Program Local Amount Text Line 000001 0163 1580010163 580010 1530 NOT-RELEVANT NON-FUNDED-PROGRAM -195,718 000002 0163 1120040163 511950 1110 NOT-RELEVANT NON-FUNDED-PROGRAM 195,718 Page 219 of 1087PLANNING AND BUDGET OFFICE TRAVIS COUNTY, TEXAS 700 Lavaca, Suite 1560 P.O. Box 1748 Austin, Texas 78767 MEMORANDUM TO: Members of Commissioners Court FROM: Miguel Segura, Budget Analyst II DATE: May 13, 2025 RE: Request from the Veterans Services Office for $16,844 from an Earmark against the Allocated Reserve to fund temporary employee pay while staff members will be out on extended leave The Veterans Services Office requests $16,844 from an Earmark against the Allocated Reserve totaling $37,638 for temporary employee funding. This Earmark was included as part of the FY 2025 Adopted Budget in anticipation of the need for temporary staff within the Veterans Services Office during FY 2025, as informed by staff. The $16,844 request is comprised of $15,624 in employee salaries and $1,220 for associated benefits; these amounts are sufficient to fund temporary staff for a four-and-a-half-month period beginning May 13, 2025, through September 30, 2025, at 25 hours per week. This request is prompted by the extended leave of staff under the Family and Medical Leave Act (FMLA), as well as recent changes impacting the Department of Veterans Affairs (VA). PBO recommends approval of the request by the Veterans Services Office to transfer $16,844 from the Earmark against the Allocated Reserve to the appropriate personnel lines within the Office’s budget. cc: Susan N. Lewis, Director, Clarence Payne, Jose A. Guerra, Veterans Services Office Jessica Rio, County Executive, Planning and Budget Office Travis Gatlin, Alex Braden, Planning and Budget Office Page 220 of 1087 TRAVIS COUNTY VETERAN SERVICES DEPARTMENT P.O. Box 1748 | Austin, Texas 78767 Susan N. Lewis Phone: (512) 854-9340 Director Memorandum Date: April 29, 2025 To: Budget Department, Miguel Segura Cc: Clarence Payne, Jose Guerra From: Susan Lewis, Veterans Service Department Director Subject: Request for Temporary Employee Appointment Dear Budget Department, I am writing to formally request approval for the appointment of a temporary employee for a period of approximately 4 ½ months, with an anticipated end date of September 30, 2025. The estimated cost for this temporary position is $16,844. This request is prompted by the extended leave of a staff member currently out under the Family and Medical Leave Act (FMLA), as well as recent executive order changes affecting the Department of Veterans Affairs (VA). These developments have significantly increased our workload and impacted our ability to maintain effective service delivery. To ensure continuity of operations and sustain departmental efficiency, we urgently require temporary staffing support. The added responsibilities related to the implementation of these executive orders further highlight the need for immediate assistance. We would like to move forward with hiring a temporary employee as soon as possible to both cover the FMLA leave and assist with the operational transition necessitated by the federal changes. Please advise on the next steps in securing this temporary position, including any necessary documentation or approval processes. Thank you for your prompt attention to this matter. Sincerely, ______________________________ Susan Lewis, Director Travis County Veteran Services Department Accredited by National Association of County Veteran Service Officers Association, DAV, and Texas Veterans Commission Page 221 of 1087 Header Information for Entry Doc Number 400038090 Doc. Number 400038090 Doc. Status Preposted FM Area 1000 Period Budget. Cate. Payment Doc.Year 2025 Doc.Date May 7, 2025 Value Type Budget Version 0 Doc.Type TRAN Budget Type 1 Fiscal Year 2025 Year.Cash.Eff Process UI TRAN Process SEND Original.Applic. BWB Doc.Family Additionnal Data Creator SEGURAJ3 Creation Date May 8, 2025 Creation Time 10:57:22 Resp. Person Year Cohort Public Law Header Text Temporary Employee Resources Legislation TextName Lines Total 0 USD Document Line Fund Budget Period Funds Center Comm.Item FuncArea Grant Funded Program Local Amount Text Line 000001 0001 1980000000 580010 1120 NOT-RELEVANT NON-FUNDED-PROGRAM -16,844 See note 000002 0001 1160010001 500070 1530 NOT-RELEVANT NON-FUNDED-PROGRAM 15,624 000003 0001 1160010001 506010 1530 NOT-RELEVANT NON-FUNDED-PROGRAM 969 000004 0001 1160010001 506020 1530 NOT-RELEVANT NON-FUNDED-PROGRAM 227 000005 0001 1160010001 506060 1530 NOT-RELEVANT NON-FUNDED-PROGRAM 24 Page 222 of 1087PLANNING AND BUDGET OFFICE TRAVIS COUNTY, TEXAS 700 Lavaca St., Suite 1560 P.O. Box 1748 Austin, Texas 78767 MEMORANDUM TO: Members of Commissioners Court FROM: Alex Braden, Assistant Budget Director DATE: May 13, 2025 RE: Request from the Travis County Sheriff’s Office (TCSO) to create a Project Manager Special Project Worker (SPW) position for the Electronic Health Records (EHR) replacement project through September 30, 2026 that will be internally funded for the remainder of FY 2025 and will require $128,141 of one-time funds in FY 2026, and to return $117,000 to the Capital Acquisition Resources (CAR) Reserve Earmark originally intended to fund this position as a contractor in FY 2025 The Travis County Sheriff’s Office (TCSO) has requested to create a Project Manager Special Project Worker (SPW) position for the Electronic Health Records (EHR) replacement project through September 30, 2025 using realized personnel savings. On February 11, 2025, TCSO and ITS jointly requested access to $1,641,575 from a $9,547,000 Earmark against the Capital Acquisition Resources (CAR) Reserve to start work on replacing the EHR system. This funding was primarily envisioned to be used to hire contracted staffing with expertise in working on these systems along with funding for some backfill hours for contracted medical and mental health staffing while existing staffing works on the EHR. Included in this figure was $117,000 for the FY 2025 part year cost of the Project Manager contractor position. As TCSO has moved forward with the hiring and contracting for the positions needed for project implementation, TCSO realized that due to the nature of the current Project Manager Office within TCSO, a Special Project Worker position would serve the needs of TCSO better than a contracted worker. Therefore, TCSO is requesting the creation of a Project Manager SPW through September 30, 2026. Typically, PBO does not recommend using CAR funds for SPW positions. Therefore, TCSO is proposing to internally fund the FY 2025 portion estimated at $48,053 using realized salary savings to expedite the creation of the SPW. If approved, PBO will make a correction to TCSO’s FY 2026 budget totaling $128,141 of one-time funds for the portion in FY 2026. Additionally, PBO recommends that the $117,000 of CAR funding transferred in February for the estimated FY 2025 cost for a contracted Project Manager be returned to the CAR Reserve and to Page 223 of 1087the EHR Earmark. This would increase the Earmark $7,905,425 to $8,022,425 and allow these funds to be available for later EHR project needs. TCSO will request any needed operating resources for these positions beyond September 30, 2026 as part of the FY 2027 budget process depending on the progress and timelines for the project. cc: Sally Hernandez, Sheriff Jessica Rio, Travis Gatlin, PBO Robert Stanford, Amy Ybarra, William Poole, Alan Miller, TCSO Page 224 of 1087 WILLIAM POOLE ANTHONY JOHNSON SALLY HERNANDEZ Major – Law Enforcement Chief Deputy RAUL BANASCO TRAVIS COUNTY SHERIFF Major – Corrections P.O. Box 1748 Austin, Texas 78767 AMY YBARRA C.O.O. - Administration & Support (512) 854-9770 www.tcsheriff.org MEMORANDUM DATE: May 6, 2025 TO: The Members of Commissioners Court Alex Braden, Assistant Budget Director FROM: Alan Miller, Finance Director RE: Request to create a Special Project Manager Position for the Electronic Health Records Project On February 11, 2025, Commissioners Court approved the first year’s funding for the EHR program. This project, with an estimated total cost of $9.5 million is intended to provide a modern tool to replace the old system used to keep inmate medical records. As part of the approve funding, a contracted Project Manager Position was approved for TCSO to assist with interfacing with ITS and the Sheriff’s units participating in the development and implementation of the system. As TCSO has moved forward with the hiring and contracting for the positions needed for project implementation, TCSO realized that due to the nature of the current Project Manager Office within TCSO that a Special Project Worker position would serve the needs of TCSO much better than a contracted worker. We are requesting that Commissioners Court approve the creation of this SPW Project Manager to support the EHR project. As the current funding is in a CAR line item and PBO has indicated that CAR funding should not be used to fund an SPW, TCSO proposes to absorb the minimal FY 2025 costs, estimated not to exceed $42K, and the associated CAR funds will fall to ending fund balance. TCSO appreciates the consideration of the Court with this matter. CC: Sheriff Sally Hernandez, COO Amy Ybarra, Cristina Warren, HR Director Elizabeth Mitchell, Project Management Director Page 225 of 1087 Header Information for Entry Doc Number 400038083 Doc. Number 400038083 Doc. Status Preposted FM Area 1000 Period Budget. Cate. Payment Doc.Year 2025 Doc.Date May 9, 2025 Value Type Budget Version 0 Doc.Type TRAN Budget Type 1 Fiscal Year 2025 Year.Cash.Eff Process UI TRAN Process SEND Original.Applic. BWB Doc.Family Additionnal Data Creator WEDHORM Creation Date May 9, 2025 Creation Time 13:10:01 Resp. Person Year Cohort Public Law Header Text Legislation TextName Lines Total 0 USD Document Line Fund Budget Period Funds Center Comm.Item FuncArea Grant Funded Program Local Amount Text Line 000001 0001 1378000001 511950 1410 NOT-RELEVANT INTC13700000101 -117,000 E.H.R reversal to CAR reserves 000002 0001 1980000000 580070 1120 NOT-RELEVANT NON-FUNDED-PROGRAM 117,000 Page 226 of 1087 PLANNING AND BUDGET OFFICE TRAVIS COUNTY, TEXAS 700 Lavaca, Ste. 1560 P.O. Box 1748 Austin, Texas 78767 MEMORANDUM TO: Members of Commissioners Court FROM: Gabrielle Douthitt, Planning and Budget Analyst II DATE: May 13, 2025 RE: Request from the District Attorney and County Attorney Offices for Staff Resources to Support Compliance with Texas Attorney General Rule Change and Reporting Requirements, including the creation of 7 SPWs in the County Attorney’s Office and 10 SPWs in the District Attorney’s Office, effective May 13, 2025 through September 30, 2026 The Office of the Attorney General (OAG) proposed a change to Title 1, Chapter 56 of the Texas Administrative Code, adopted March 28, 2025, which has created significant reporting, case file, and document reviewing requirements for District Attorneys and County Attorneys in counties with populations of 400,000 or more. As a result, the District Attorney’s Office is requesting ten (10.0) full-time Special Project Workers (SPWs), and the County Attorney’s Office is requesting seven (7.0) full-time SPWs, effective May 13, 2025 through September 30, 2026 with an estimated cost of $2,719,412 for the 16.5-month period. These SPWs would assist with implementation and compliance with this rule change. The consequences laid out in the new rule are significant. Failure to comply with Chapter 56 may result in civil litigation and the removal of the elected prosecutor. An initial report, which will contain case statistics, certain case files, and correspondence from January 1, 2021 through April 2, 2025 is due July 1, 2025. The first quarterly report is due the day before, on June 30, 2025, with future quarterly reports each subsequent three months and annual reports thereafter. It is also important to note that the Attorney General’s Office can request any related case file and currently has not specified how long the County would have to meet these additional requests. The rule change is included in the backup for this item in its entirety. This rule was first proposed March 8, 2024 and expired without adoption on September 13, 2024, but was then reposted on September 13, 2024. The rule was formally adopted and published on March 28, 2025 and effective April 2, 2025. Previously, on October 8, 2024, the Travis County Commissioners Court formally submitted a comment to the OAG stating that the proposed rule would cost Travis County in excess of one million dollars. Since notification of the rule change, the Planning and Budget Office (PBO) has been working closely with the District and County Attorney’s Offices, in collaboration with Technology and Operations (TechOps), to develop staffing requirements and timelines to comply with the rule change. These recommendations were developed in a compressed timeframe compared to the normal budget process given the urgent need for additional staffing, and any delays could make it more difficult to comply with the rule change. TechOps has led weekly Monday meetings with District Attorney and County Attorney IT staff and PBO regarding the technical IT actions needed to gather and compile information for the required reports. These meetings will continue as long as needed. Page 227 of 1087PBO supports the request from the County Attorney’s Office for seven SPWs, including two Attorney VIs, three Business Consultant IIs, and two Paralegals. These positions would have an effective date of May 13, 2025 to September 30, 2026. The annualized personnel cost of these positions is $899,562, and the cost for the remaining 4.5 months of FY 2025 is $337,335, which PBO confirms can be internally funded by the Office. The estimated cost through September 30, 2026 is $1,236,897. The County Attorney’s Office has committed to internally fund any operating and ITS equipment costs. These recommendations are based on the volume and complexity of the cases impacted by these reporting requirements within the County Attorney’s Office. In addition, PBO supports the request from the District Attorney’s Office for ten SPWs, including two Attorney VIs, two Paralegals, three Office Specialists, a Business Consultant II, an Applications Manager, and a Planner. Annualized personnel costs related to these positions equal to $1,078,192. The cost for these positions for the remaining 4.5 months of FY 2025 is $404,323 which PBO confirms can be internally funded by the Office. The estimated cost through September 30, 2026 for these SPWs totals $1,482,515. The District Attorney’s Office notes operating and IT equipment costs related to these positions totaling $68,320 but can internally absorb these costs on a one-time basis. These recommendations are based on the volume and complexity of the cases impacted by these reporting requirements within the District Attorney’s Office. Table I: Summary of FY 2025 and FY 2026 Amounts by Office Job Titles SPWs FY 2025 Amount FY 2026 Amount Total Business Consultant II 3.0 $ 156,417 $ 417,114 $ 573,531 IT Support Subtotal 3.0 $ 156,417 $ 417,114 $ 573,531 Attorney VI 2.0 $ 115,218 $ 307,248 $ 422,466 Paralegal 2.0 $ 65,700 $ 175,200 $ 240,900 Legal Support Subtotal 4.0 $ 180,918 $ 482,448 $ 663,366 County Attorney Total 7.0 $ 337,335 $ 899,562 $ 1,236,897 Applications Manager 1.0 $ 54,168 $ 144,448 $ 198,616 Business Consultant II 1.0 $ 52,139 $ 139,038 $ 191,177 IT Support Subtotal 2.0 $ 106,307 $ 283,486 $ 389,793 Attorney VI 2.0 $ 115,218 $ 307,248 $ 422,466 Paralegal 2.0 $ 65,700 $ 175,200 $ 240,900 Legal Support Subtotal 4.0 $ 180,918 $ 482,448 $ 663,366 Office Specialist 3.0 $ 83,298 $ 222,126 $ 305,424 Planner 1.0 $ 33,800 $ 90,132 $ 123,932 Project and Administrative Support Subtotal 4.0 $ 117,098 $ 312,258 $ 429,356 District Attorney Total 10.0 $ 404,323 $ 1,078,192 $ 1,482,515 Grand Total 17.0 $ 741,658 $ 1,977,754 $ 2,719,412 As noted above, both Offices can internally fund the SPWs for the remainder of FY 2025. PBO will add the FY 2026 amount to each Office’s budget on a one-time basis during the budget process, including $899,562 for the County Attorney’s Office and $1,078,192 for the District Attorney’s Office. PBO recommends approval of 17 SPWs outlined above through September 30, 2026, and will work with HRMD and the offices involved to create and post these positions. Furthermore, PBO will ensure that the $1,977,754 for the SPWs will be budgeted on a one-time basis in the FY 2026 Preliminary Budget. PBO will continue to monitor the impact of this rule change and work with the District and County Attorney’s offices and with ITS to address staffing issues and other challenges and to determine whether there are ongoing requirements that would need to be considered during the FY 2027 budget process. PBO also recommends authorization to process any necessary personnel to operating transfers related to operating costs for these positions for the remainder of FY 2025. Lastly, per the FY 2026 Budget Rules, Appendix #1, if the Offices are unable to fill the SPWs in a timely manner, funds can be automatically transferred to supported contracted services in line with the job description for newly created positions. Should these reporting requirements change before September 30, 2026, then each Office is aware they would need to work with PBO to end the SPW positions earlier than the authorization date with a priority to Page 228 of 1087move any filled SPW into a vacant regular position, as appropriate, to not further burden County taxpayers with costs related to this rule change. cc: José Garza, District Attorney Delia Garza, County Attorney Trudy Strassburger, Victoria Ramirez, Deborah Kortan, District Attorney’s Office Lucio Del Toro, Leslie Dippel, Jaustin Ohueri, Chantelle Abruzzo, County Attorney’s Office Ralph Warren, ITS Jessica Rio, County Executive, PBO Travis Gatlin, Alex Braden, PBO Page 229 of 1087 OFFICE OF THE DISTRICT ATTORNEY P.O. Box 1748, Austin, TX 78767 JOSÉ P. GARZA Telephone 512/854-9400 TRUDY STRASSBURGER DISTRICT ATTORNEY Telefax 512/854-4206 FIRST ASSISTANT MEMORANDUM TO: Gabrielle Douthitt, Planning & Budget Analyst FROM: Victoria Ramirez, Finance Director DATE: April 29, 2025 RE: Midyear Request for Chapter 56 Rule Implementation Staffing Midyear Staffing Request and Immediate Ask The Travis County District Attorney’s Office (TCDA) requests 10 FTEs to implement new rules adopted by the Texas Office of the Attorney General (OAG). TCDA requests two Attorney VIs, two Paralegals, three Office Specialists, one Applications Manager, one Business Consultant I, and one Planner. The FY 2025 personnel cost of this request is approximately $440,000. Current budget projections indicate that TCDA will be able to internally fund this cost with one-time salary savings for FY 2025. TCDA may request a transfer from the Allocated Reserve, or another funding source deemed appropriate by the Planning and Budget Office (PBO), later in the fiscal year if needed. TCDA can also internally fund the one-time operating and capital costs associated with these positions, if the Commissioners Court authorizes PBO to automatically process FY 2025 budget adjustment(s) from TCDA’s personnel budget to its operating budget. TCDA requests this authorization as well as approval of the 10 FTEs listed above. Background On March 28, 2025, the Office of the Attorney General (OAG) adopted Chapter 56 in Title 1 of the Texas Administrative Code (TAC). The new rules set forth in Chapter 56 greatly increase the reporting obligations of District Attorneys and County Attorneys in large counties to the OAG. The rules were met with many objections from reporting entities, including TCDA, but they were nevertheless adopted, and our office must comply with Chapter 56 as failure to do so may result in civil litigation. On October 8, 2024, the Travis County Commissioners Court formally submitted a comment to the OAG which correctly asserted that the proposed rule would cost Travis County in excess of one million dollars. TCDA must now disclose certain “case files” and “correspondence” to the OAG on a quarterly basis. The rules define “case file” as “all documents, notes, memoranda, and correspondence, in any format such as handwritten, typed, electronic, or otherwise, including drafts and final copies, that Ronald Earle Building, 416 W. 11th Street, Austin, Texas 78701 Page 230 of 1087 Page 2 of 2 were produced within or received by the reporting entity’s office, including work product and otherwise privileged and confidential matters.” “Correspondence” is defined as “any email, letter, memorandum, instant message, text message, or direct message, received or issued by an employee of the reporting entity.” There are also required annual reports, and, most pressing, an initial report due July 1, 2025, of all of the above information related to “reporting events that occurred between January 1, 2021, and the effective date of this rule.” The first quarterly report is due the day before, June 30, 2025. The OAG may also request any case files and/or correspondence at a moment’s notice that were not included in the initial report, quarterly reports, or annual reports. This ability to request almost anything at any time means that, with the threat of civil litigation for non-compliance, the OAG can make massive and incredibly time-consuming requests at their whim. In short, the rule requires TCDA to look back at four years’ worth of case files in order to “count” cases that fit certain vague parameters set out in the rule and that have not been flagged or categorized in any meaningful way in our case management system. The correspondence requests are also vague and enormous; hundreds of thousands of emails will have to be electronically searched for key words, and then manually read to determine what is responsive. All knowing that failure to comply to the rule as the OAG has interpreted it will have costly and time-consuming consequences. Ongoing Budget Request In its FY 2026 budget submission, TCDA requested funding for 10 FTEs to implement the new rules. TCDA requested two Attorney VIs, two Paralegals, three Office Specialists, one Applications Manager, one Business Consultant I, and one Planner. The FY 2026 annualized cost is estimated to be $1,122,050 as of April 2025. However, TCDA must submit the first quarterly report on June 30, 2025, and the initial report spanning more than four years is due July 1, 2025. We are requesting midyear approval to create these positions and authorization to post and begin hiring as soon as possible. TCDA requests that the total annualized personnel and ongoing operating costs associated with the 10 FTEs be added to TCDA’s FY 2026 Budget. Please contact me with any questions. CC: José P. Garza, District Attorney Trudy Strassburger, Deborah Kortan, District Attorney’s Office Chi Pham, Human Resources Management Department Page 231 of 1087 DELIA GARZA 314 W. 11th Street GRANGER BLDG., SUITE 500 COUNTY ATTORNEY AUSTIN, TEXAS 78701 LUCIO DEL TORO P.O. BOX 1748 FIRST ASSISTANT AUSTIN, TEXAS 78767 LESLIE DIPPEL (512) 854- 9415 EXECUTIVE COUNTY ATTORNEY FAX: (512) 854- 4808 MEMORANDUM To: Travis Gatlin, Budget Director Gabrielle Douthitt, Planning and Budget Analyst Travis County Planning and Budget Office From: Lucio Del Toro, First Assistant Travis County Attorney’s Office Date: April 30, 2025 Subject: County Attorney’s Office (119) Mid-Year Budget Request: Accountability and Compliance Review Introduction On March 28, 2025, the Office of the Attorney General (OAG) adopted Chapter 56 in Title 1 of the Texas Administrative Code (TAC), relating to reporting requirements for District Attorneys and County Attorneys presiding in a district or county with a population of 400,000 or more persons.1 The requirements are cumbersome and resource intensive. With an estimated population size of over 1.3 million as of 2023, Travis County falls squarely within the administrative rule’s ambit.2 The chapter contemplates significant obligations on the Travis County Attorney’s Office (TCAO) that can only be accomplished by establishing a team of dedicated personnel. If TCAO cannot meet the obligations as legally required, the OAG could pursue enforcement litigation in 1 https://www.sos.state.tx.us/texreg/pdf/backview/0328/0328adop.pdf (Accessed, Mar. 28. 2025) 2 https://www.census.gov/quickfacts/fact/table/traviscountytexas/PST045223 (Accessed, Apr. 8, 2025) Page 232 of 1087addition to methods to remove a duly elected prosecutor from office. The rule is effective April 2, 2025, with the first significant reporting due on July 1, 2025. To meet the daunting obligations, TCAO is requesting the creation of the following Special Project Worker (SPW) positions, effective May 13, 2025, through September 30, 2026: Total Funds Targeted Effective Position Title Org Unit FTE Center Salary Date Business 119Accountabilty and Consultant II Compliance (New) 3.00 1190020001 $100,000.00 5/13/2025 119Accountabilty and Attorney VI Compliance (New) 2.00 1190020001 $111,626.45 5/13/2025 119Accountabilty and Paralegal Compliance (New) 2.00 1190020001 $59,000.00 5/13/2025 These positions will be assigned to a new division for the sole purpose of Chapter 56 compliance. Chapter 56 of the Texas Administrative Code Pursuant to Chapter 56, affected offices must provide reports on tens of thousands of cases to include case files and correspondence. Chapter 56 lists twelve distinct pieces of information that include four numerical reports, three requests for entire case files, and five requests for correspondence. The administrative rule defines case file to mean all “all documents, notes, memoranda, and correspondence, in any format such as handwritten, typed, electronic, or otherwise, including drafts and final copies, that were produced within or received by the reporting entity's office, including work product and otherwise privileged and confidential matters.” Correspondence is defined as “any email, letter, memorandum, instant message, text message, or direct message, received or issued by an employee of the reporting entity.” Information is exempted from disclosure if it is “purely personal in nature and has no connection with transaction of official business.” The measure establishes three distinct reporting periods: an initial reporting period covering cases between January 1, 2021 through April 2, 2025 (effective date of the administrative rule); quarterly reports, and annual reports. The administrative rule establishes an Oversight Advisory Committee whose members are selected by the Attorney General. Its primary role is to issue notifications to district and county attorneys of overdue reports, to request entire case files on “submitted reports or any other information [it] desires relating to criminal matters and the interests of the state,” and to post online notifications. Chapter 56 delineates that the OAG may use a violation to substantiate or file for the removal proceedings against a duly elected District or County Attorney. Under 56.8(1), the OAG “may construe [a] violation to constitute 'official misconduct' under Local Government Code section 87.011.” In 2023, section 87.011, a statute that outlines grounds to initiate removal proceedings, was modified with the intention of limiting the discretion of duly elected prosecutors. Today, section 58.8(1) now attempts to give the Page 233 of 1087OAG independent authority to bootstrap reporting violations as grounds for removal under section 87.011. Section 56.8(2) further attempts to provide OAG with the authority to file a petition to remove elected prosecutors under the Civil Practice and Remedies Code section 66.002. Implementation and Impact to Office Previously, the OAG did not regularly or consistently request reports from the offices of elected district and county attorneys. These rules fundamentally alter the regularity and volume of information provided to the Attorney General’s Office under section 41.006 of the Texas Government Code. TCAO does not have the capacity to undertake the additional obligations required by the administrative rule. Consistent with the goals of the County, our applications team is involved in several projects that are important to the community. For example, in 2024, the applications team handled more than 5,000 IT tickets. A ticket can range from a simple IT problem to a more complex request to create a new application, feature, or workflow in the office. New initiatives, such as Counsel at First Appearance or requests from Travis County Information Technology Services for cross- department solutions, further obligate the time of current personnel. Without additional support, TCAO could only provide numerical reports as prescribed by the administrative rule. To fully comply with the administrative rule, TCAO will create a division solely devoted to Chapter 56 compliance. The division will consist of three (3) Business Consultant II positions; two (2) Attorney VI positions; and two (2) Paralegal positions. TCAO has worked with PBO to identify internal resources in the amount of $374,817 to fund these positions for the remainder of FY 2025. TCAO requests one-time funding in the amount of $899,561 to be added to our FY 2026 budget to extend these positions through September 30, 2026. The administrative rule currently argues for the ability of the OAG to take actions in pursuit of removing elected prosecutors from office. Despite protestations from elected officials of targeted counties, the OAG persists in its efforts to potentially initiate removal proceedings. Furthermore, the administrative rule provides vague prescriptions detailing the obligations of the OAG. For example, the administrative rule provides that an Oversight Advisory Committee may request case files and correspondence. The administrative rule, however, does not limit the number of requests from the committee, the quantity of cases to be requested, or the timeline in which compliance must be met. The administrative rule devotes an entire section to deadlines but glaringly fails to outline deadlines to respond to specific OAG requests. For these reasons, TCAO must be proactive and prepared for the capricious demands that the administrative rule contemplates. Chapter 56 lists twelve distinct pieces of information that district and county attorneys must provide: four numerical reports, three requests for entire case files, and five requests for correspondence. There will be minimal impact in providing numerical reports Page 234 of 1087 pursuant to 56.3(a) of the Administrative Code. 3 TCAO will devote most of its resources to locating, storing, reviewing, and disclosing case files and correspondence. Case Files Under Chapter 56, district and county attorneys are required to provide case files for any case involving a recommendation to release a person from prison before the expiration of their sentence, resentence to a lesser sentence, or granted a new trial based on a confession of error; the case file for prosecutions for which the Texas Governor has announced that the Office of the Texas Governor is considering a pardon; and prosecutions related to criminal matters and the interests of the state, as requested by the Oversight Advisory Committee, including cases where there are substantial doubts about whether probable cause exists to support a prosecution. The administrative rule, in its current form, subjects this office to provide case files on “criminal matters and the interests of the state” as requested by the OAG. In essence, the OAG could require TCAO to provide case files on thousands of cases. This is an obligation that TCAO cannot meet without additional support. TCAO understands the level of support and scrutiny required to make evidence discoverable. TCAO annually reviews upwards of 15,000 cases a year and discloses tens of thousands pieces of evidence by relying on a dedicated team of attorneys, paralegals, and legal secretaries. Notably, the process of providing evidence to defense counsel would differ for the OAG because that administrative rule requires the disclosure of work product notes. Historically, work product notes have been privileged and exempted from disclosure to any party. TCAO annually collects at least 120 terabytes of case data, which will require personnel to collect and deliver significant volumes of evidence. Correspondence Pursuant to Chapter 56, TCAO could be obligated to scour, locate, identify, review, process, and ultimately disclose several terabytes of data on short notice. Arguably, Chapter 56 may be interpreted to cover many forms of communication broadly. Currently, the administrative rule defines correspondence in the following ways: any email, letter, memorandum, instant message, text message received or issued by an office employee. 3 Texas Administrative Code 56.3(a) provides for numerical reports for the following: (1) The number of instances that the Reporting Entity indicted a peace officer for the peace officer's conduct during official duties; (2) The number of instances that the reporting entity indicted an individual for a criminal violation under the Texas Election Code. (3) The number of prosecutions involving a defendant's discharge of a firearm resulting in any prosecutorial decision based on Title 9 of the Penal Code; . . . (7) The number of instances that an arrest was made for a violent crime but no indictment was issued, the case was resolved by deferred prosecution or a similar program, or all charges were dropped. Page 235 of 1087 Unlike requests for case files, requests for correspondence require additional efforts to locate information dispersed in emails, instant messages, and text messages, which may be personal in nature. TCAO office could be required to disclose to the OAG all correspondence under the following circumstances: when requested by the OAG’s Oversight Advisory Committee for a charge of a violent crime that did not result in a conviction or plea of guilt; if there is documentation that describes a policy not to file charges for a particular type of criminal offense; correspondence with an employee of a federal agency about potential criminal charges, correspondence with a non-profit regarding a decision whether to charge someone with a crime, and all correspondence from office prosecutors regarding an attorney’s resignation under a formal or informal complaint process. The process to locate information among the sources is burdensome and time-consuming. Currently, TCAO uses a licensed software product to locate key terms among correspondence stored by the office. To search for a keyword, a business consultant must perform a digital search, export, and subsequently download data. These steps, unfortunately, are not a matter of minutes, but can range upwards of an hour per search term. Further complicating the matter, TCAO must be prepared to respond to searches for correspondence for future cases, and previous cases dating as far back as 2021. Review of Evidence Even after case files or correspondence have been located, a legal decision must be made about whether the evidence is purely personal and has no “connection with the transaction of official business.” Due to legal complexities of the administrative rule and the possibility of additional changes, the division needs an experienced attorney to make legal determinations about the appropriateness of releasing evidence. Staff, such as two paralegals, will be responsible for initial processing, recording, and final delivery of evidence to OAG. Just as our office would be required to locate and download information regarding tens of thousands of cases, TCAO would also need dedicated staff to screen and review tens of thousands of cases prior to release. Conclusion The Travis County Attorney’s Office will make every effort to comply with all statutory requirements. As of July 1, 2025, TCAO will be required to provide reports on thousands of cases. Given the broad scope of Chapter 56 of the Texas Administrative Code, TCAO must be prepared to timely respond to requests for evidence that will require the personnel resources of an entire division. Failure to comply could lead to the removal of a duly elected prosecutor. TCAO cannot postpone the hiring of three (3) Business Consultant II positions, two (2) Attorney VI positions, and two (2) Paralegal positions. Page 236 of 1087TITLE 1. ADMINISTRATION drafts and final copies, that were produced within or received by the reporting entity's office, including work product and otherwise PART 3. OFFICE OF THE ATTORNEY privileged and confidential matters. A "case file" does not include a reporting entity employee's correspondence that is purely per- GENERAL sonal in nature and has no connection with the transaction of official business. CHAPTER 56. DISTRICT AND COUNTY Adopted new §56.2(2) defines the term "correspondence" as any ATTORNEY REPORTING REQUIREMENTS email, letter, memorandum, instant message, text message, or 1 TAC §§56.1 - 56.10 direct message, received or issued by an employee of the report- ing entity. "Correspondence" does not include a reporting entity The Office of the Attorney General (OAG) adopts new chapter employee's correspondence that is purely personal in nature and 56 in Title 1 of the Texas Administrative Code (TAC), relating to has no connection with the transaction of official business. reporting requirements for district attorneys and county attorneys presiding in a district or county with a population of 400,000 or Adopted new §56.2(3) defines the term "electronic copies" as more persons. Adopted new chapter 56 consists of §§56.1 - a digital version of a record that can be stored on a computer 56.10. New chapter 56 is necessary to implement Government device. Code §41.006 and is in the public's interest. These new rules Adopted new §56.2(4) defines the term "reporting year" as the are adopted with changes to the proposed text as published in period of September 1 through August 31. the September 13, 2024, issue of the Texas Register (49 TexReg 7139). The new rules will be republished. The changes are in Adopted new §56.2(5) defines the term "report" as all information response to public comments. submitted to the OAG by a reporting entity under this chapter. EXPLANATION OF AND JUSTIFICATION RULES Adopted new §56.2(6) defines the term "reporting entity" as the office of a District Attorney or County Attorney serving a popula- Texas Government Code §41.006 states that "[a]t the times and tion of 400,000 or more persons. in the form that the attorney general directs, the district and county attorneys shall report to the attorney general the infor- Adopted new §56.2(7) defines the term "violent crime" to include mation from their districts and counties that the attorney gen- capital murder, murder, other felony homicides, aggravated as- eral desires relating to criminal matters and the interests of the sault, sexual assault of an adult, indecency with a child, sexual state." Adopted new chapter 56 helps ensure that county and assault of a child, family violence assault, aggravated robbery, district attorneys are consistently complying with statutory du- robbery, burglary, theft, automobile theft, riot, any crime listed in ties, including seeking justice for citizens who have been harmed Code of Criminal Procedure §17.50(3), and any attempt to com- by a criminal act, appropriately administering funds, and appro- mit such crimes. priately prosecuting crimes. Whether a public official and office Adopted new §56.3(a) specifies the content of the reports that whose purpose is to fairly prosecute crimes and keep commu- must be electronically submitted to the OAG on a quarterly basis nities safe is enforcing criminal prosecution laws is a criminal each reporting year. matter and within the interest of the state. Adopted new §56.3(b) specifies that reporting entities must sub- Section 41.006 also states that the information must be submit- mit an initial report containing the contents of the reports de- ted to the OAG at the times and in the form the OAG directs. New scribed in adopted new §56.3(a) for reporting events that oc- chapter 56 is necessary to implement §41.006. The adopted curred between January 1, 2021, and the effective date of this chapter prescribes the time, form, and content of reports the rule. This section provides exceptions to the initial report require- OAG requires from certain district and county attorneys' offices. ment. SECTION-BY-SECTION SUMMARY Adopted new §56.4 specifies the content of the reports that must Adopted new §56.1 specifies that district attorneys and county be electronically submitted to the OAG on an annual basis. attorneys presiding in a district or county with a population of Adopted new §56.5(a) sets forth the deadlines for reporting enti- 400,000 or more are required to submit initial, quarterly, and an- ties to electronically submit each type of report. Quarterly reports nual reports relating to criminal matters and the interests of the must be submitted within 30 days of the beginning of each new state to the OAG in a manner prescribed by the OAG. reporting quarter. Annual reports must be submitted at the end Adopted new §56.2(1) defines the term "case file" as all docu- of each reporting year and not later than September 30. The ini- ments, notes, memoranda, and correspondence, in any format tial reports must be submitted within 90 days of the effective date such as handwritten, typed, electronic, or otherwise, including of this rule. Adopted new §56.5(a) also provides that the OAG's ADOPTED RULES March 28, 2025 50 TexReg 2173 Page 237 of 1087Oversight Committee may grant exceptions to the deadlines on self-loading model. However, it is likely that reporting entities a case-by-case basis if the reporting entity can establish good already maintain a scanner in their respective offices. Because cause for not meeting the reporting deadlines. the reporting entities are required to submit the information electronically, there will be no postage or printing cost to do so. Adopted new §56.5(b) establishes that a reporting entity must submit all reports under this chapter electronically. Information The OAG acknowledges it will take some time for county em- on how to submit reports electronically will be found on the ployees to compile the required reporting data. However, the OAG's website. OAG estimates such time will be minimal as the reporting entity should maintain standard law enforcement record keeping prac- Adopted new §56.6 establishes that reporting entities must tices. The OAG estimates individual employee compensation for implement document retention policies reasonably designed an administrative assistant to be $21.29 an hour, and the OAG to preserve all documents which are, or may be, subject to estimates one to ten hours of work to scan and electronically sub- the requirements in this chapter. The retention policies must mit documents to the OAG. This wage is based on the national preserve documents for at least two years after the dates when median hourly wage for each classification as reported in the they are due to be reported. May 2023 National Industry Specific Occupational Employment Adopted new §56.7 establishes that if an entity fails to comply and Wage Estimates. Bureau of Labor Statistics, Occupational with this chapter, the OAG may send notice to the reporting en- Employment Statistics, United States Dep't of Labor (August 8, tity identifying the reporting entity of its failure to comply. A re- 2024 2:38 p.m.), www.bls.gov/oes/current/oes436014.htm. porting entity must remedy the identified reporting failure within PUBLIC BENEFIT AND COST NOTE 30 days after receipt of notice. Any reporting entity that fails to timely comply with this chapter's reporting requirements may be Mr. Reno has determined that for the first five-year period the identified on the OAG's website as being out of compliance with adopted rules are in effect, the public will benefit because the both this chapter as well as Texas Government Code §41.006. rule will help ensure that county and district attorneys are consis- tently complying with statutory duties, appropriately administer- Adopted new §56.8 establishes that if a district attorney or county ing funds, appropriately prosecuting crimes, and seeking justice attorney violates adopted new chapter 56, without limitation, the for citizens who have been harmed by a criminal act. Attorney General may (1) construe the violation to constitute "of- ficial misconduct" under Local Government Code §87.011; (2) Mr. Reno has also determined that for each year of the first file a petition for quo warranto under Civil Practice and Reme- five-year period the adopted rules are in effect, there are min- dies Code 66.002; or (3) file a petition for an injunction in a civil imal anticipated costs to the county and district attorneys that proceeding ordering the District Attorney or County Attorney to are required to comply with the adopted rules. The costs de- comply. tailed below are the same costs detailed in the Public Benefit and Cost Note section of this adoption order. Adopted new §56.9 specifies the makeup and responsibilities of the Oversight Advisory Committee as it relates to adopted new Because the content of the reports will differ between reporting chapter 56. The Oversight Advisory Committee is an internal entities, the OAG cannot predict the cost amounts but expects OAG committee composed of OAG employees who will review, the cost to be minimal and likely absorbed into reporting entities' collect, and advise on the reports submitted under new adopted ongoing operations with minimal, if any, fiscal impact. chapter 56. Adopted new §56.9 also states that the Oversight According to Texas SmartBuy, the cooperative purchasing Advisory Committee may request entire case files from reporting program provided by the Texas Comptroller of Public Accounts, entities based on submitted reports or any other information that scanners range from $50 to $10,000, and the price will de- the Oversight Advisory Committee desires relating to criminal pend on the scanner's quality, speed, and if it is a portable or matters and the interests of the state on a case-by-case basis, self-loading model. However, it is likely that reporting entities as consistent with Texas Government Code §41.006. already maintain a scanner in their respective offices. Because Adopted new §56.10 specifies that all provisions of new adopted the reporting entities are required to submit the information chapter 56 are severable. electronically, there will be no postage or printing cost to do so. FISCAL IMPACT ON STATE AND LOCAL GOVERNMENT The OAG acknowledges it will take some time for county em- ployees to compile the required reporting data. However, the Josh Reno, the Deputy Attorney General for Criminal Justice, OAG estimates such time will be minimal as the reporting entity has determined that for the first five-year period the adopted should maintain standard law enforcement record keeping prac- rules are in effect, enforcing or administering the rules does not tices. The OAG estimates individual employee compensation for have foreseeable implications relating to cost or revenues of an administrative assistant to be $21.29 an hour, and the OAG state government. estimates one to ten hours of work to scan and electronically sub- Mr. Reno has determined that there may be minimal costs to lo- mit documents to the OAG. This wage is based on the national cal governments for gathering and submitting quarterly and an- median hourly wage for each classification as reported in the nual reports to OAG. Because the content of the reports will dif- May 2023 National Industry Specific Occupational Employment fer between reporting entities, the OAG cannot predict the cost and Wage Estimates. Bureau of Labor Statistics, Occupational amounts but expects the cost to be minimal and likely absorbed Employment Statistics, United States Dep't of Labor (August 8, into reporting entities' ongoing operations with minimal, if any, 2024 2:38 p.m.), www.bls.gov/oes/current/oes436014.htm. fiscal impact. IMPACT ON LOCAL EMPLOYMENT OR ECONOMY According to Texas SmartBuy, the cooperative purchasing Mr. Reno has determined that the adopted rules do not have an program provided by the Texas Comptroller of Public Accounts, impact on local employment or economies because the adopted scanners range from $50 to $10,000, and the price will de- rules only impact governmental bodies. Therefore, no local em- pend on the scanner's quality, speed, and if it is a portable or 50 TexReg 2174 March 28, 2025 Texas Register Page 238 of 1087ployment or economy impact statement is required under Texas Commenters also commented that the rule violates the nondele- Government Code §2001.022. gation doctrine in Article 3, Section 56(2) of the Texas Constitu- tion. Commenters state Government Code §41.006 is so broad ECONOMIC IMPACT STATEMENT AND REGULATORY FLEX- and lacking in reasonable standards that it is an impermissible IBILITY ANALYSIS FOR SMALL BUSINESSES, MICROBUSI- exercise of legislative authority. NESSES, AND RURAL COMMUNITIES OAG Response Mr. Reno has determined that for each year of the first five-year period the adopted rules are in effect, there will be no foresee- The OAG considered the comment and declines to make able adverse fiscal impact on small business, micro-businesses, changes to the rule as Article 3, Section 56(2) of the Texas or rural communities as a result of the adopted rules. Constitution does not apply to the rulemaking authority of the OAG, but instead it imposes requirements and limitations on the Since the adopted rules will have no adverse economic effect Legislature. on small businesses, micro-businesses, or rural communities, preparation of an Economic Impact Statement and a Regulatory Commenters also commented that Government Code §41.006 Flexibility Analysis, as detailed under Texas Government Code does not authorize the OAG to remove duly elected district at- §2006.002, is not required. torneys and county attorneys from office. Commenters stated Texas law already delineates a specific set of criteria for remov- TAKINGS IMPACT ASSESSMENT ing prosecuting attorneys from office under Local Government The OAG has determined that no private real property interests Code Chapter 87 and the definition of "official misconduct" that are affected by the adopted rules, and the adopted rules do not can result in removal from office does not include failure to make restrict, limit, or impose a burden on an owner's rights to the a report to the Office of the Attorney General. owner's private real property that would otherwise exist in the OAG Response absence of government action. As a result, the adopted rules do not constitute a taking or require a takings impact assessment The OAG reviewed the comments and declines to make changes under Texas Government Code §2007.043. to the rule as the OAG does not purport to have authority to re- move district or county attorneys under Local Government Code GOVERNMENT GROWTH IMPACT STATEMENT Chapter 87. Under Local Government Code 87.012, only a dis- In compliance with Texas Government Code §2001.0221, the trict judge may remove a district or county attorney from office. agency has prepared a government growth impact statement. The rule states the OAG may construe the violation to constitute During the first five years the adopted rules are in effect, the "official misconduct." Section 87.015 sets forth procedures for adopted rules: petitioning a district court for the removal of an attorney. It does not state the OAG may remove a district or county attorney from - will not create a government program; office. - will not require the creation or elimination of employee posi- Commenters also commented that the OAG does not have orig- tions; inal jurisdiction to prosecute state criminal offenses and has no - will not require an increase or decrease in future legislative legitimate law enforcement purpose in receiving or reviewing this appropriations to the agency; information. - will not lead to an increase or decrease in fees paid to a state OAG Response agency; The OAG considered the comment and declines to make - will create a new regulation; changes to the rule as the rule does not state the OAG has original jurisdiction to prosecute criminal offenses nor is there a - will not repeal an existing regulation; "legitimate law enforcement purpose" requirement for receiving - will not result in a decrease in the number of individuals subject information under Government Code §41.006. to the rule; and Comments regarding Separation of Powers - will not positively or adversely affect the state's economy. Commenters commented that the rule violates the separation of PUBLIC COMMENTS powers provision of the Texas Constitution because the respec- tive duties of district and county attorneys shall be regulated by The OAG held a public hearing on November 18, 2024, and re- the Texas Legislature. ceived verbal and written comments on the proposed rule from several county attorneys, district attorneys, organizations and in- OAG Response: dividuals. The OAG considered the comments and declines to make Comments regarding the OAG's authority changes to the rule as the OAG determined the requirements in the rule do not violate the separation of powers provision in Commenters commented that the OAG lacks authority to adopt the Texas Constitution. The rule implements Government Code this rule. Commenters state that the Texas Legislature did not §41.006 as it prescribes the time, form, and content of reports delegate express or implied authority to the OAG to adopt rules the OAG requires from certain district and county attorneys' under Government Code §41.006. offices. OAG Response: Commenters further commented that the rule implies that the The OAG considered the comments and declines to make OAG has original jurisdiction over the criminal matters in the changes to the rule as the OAG has authority to implement State of Texas. Government Code §41.006. OAG Response: ADOPTED RULES March 28, 2025 50 TexReg 2175 Page 239 of 1087The OAG considered the comments and declines to make certain groups and organizations that the OAG agrees with. changes to the rule because the rule does not imply that the Commenters stated the purpose of the rule is for the OAG to OAG has original jurisdiction over the criminal matters in the determine who should or should not be prosecuted. State of Texas. The rule implements Government Code §41.006 Commenters also commented that the purpose of the rule is to as it prescribes the time, form, and content of reports the OAG provide a method to remove elected district and county attorneys requires from certain district and county attorneys' offices. over failures to comply with the rule or scrutinize or remove dis- Commenters also commented that the OAG misrepresents the trict and county attorneys if the attorney general disagrees with primary duty of prosecuting attorneys under the Texas Constitu- a district or county attorneys' approach on a particular case. tion. Commenters also commented that the purpose of the rule is OAG Response: to gain information pertaining to elections because the Attorney General has not been successful in prosecuting election related The OAG considered the comments and declines to make crimes due to lack of information. Commenters stated that re- changes to the rule as the rule does not make any represen- view of case files pertaining to elections serves to intimidate elec- tation of the primary duty of prosecuting attorneys. The rule tion workers around the state. implements Government Code §41.006 as it prescribes the time, form, and content of reports the OAG requires from certain OAG Response district and county attorneys' offices. The OAG considered the comments and declines to make Comments regarding fiscal impact, cost, and burden changes to the rule as the purpose of the rule is to prescribe the time, form, and content of reports the OAG requires from Commenters commented that the rule is an unfunded mandate certain district and county attorneys' offices under Government that imposes significant financial and operational burdens on re- Code §41.006. porting entities. Comments regarding confidential, sensitive, and privileged Commenters commented that compliance with the rule would information require the diversion of significant resources from the essential functions of reporting entities and divert critical resources from Commenters commented that the proposed rules, and broad the reporting entity's central purpose. definition of "case file," would require reporting entities to dis- close to the OAG confidential information that they are not legally Commenters also commented that the rule is likely to cost coun- permitted to disclose. Commenters stated that reporting entities ties and taxpayers millions of dollars in additional staff time and are not permitted to disclose specific information, including, but by acquiring new staff to comply with the initial and annual re- not limited to: Grand jury information, healthcare records, juve- porting requirements in the rule. Commenters commented that nile justice information, criminal history information, information the rule's financial impact analysis underestimates operational, pertaining to victims and child victims, and DNA information. technology, and labor costs and fails to consider and specify cu- mulative costs. OAG Response: Commenters further commented that compiling the initial report The OAG considered the comments and declines to make will require making case-by-case determinations in each case changes to the rule as the OAG has not identified any instances file as to whether the circumstances of a particular case fall in which a reporting entity would be prohibited from sharing within the parameters of the required reports, which would re- information with the OAG. Reporting entities currently routinely quire enormous resources and could effectively bring everyday submit their entire case files, including all of the types of informa- operations to a halt. tion specified in the comments, to the OAG in various manners and in compliance with other statutes that only generally require OAG Response: disclosure of information to the OAG. The rule implements The OAG considered the comments and declines to make Government Code §41.006, which specifically states the district changes to the rule as the OAG completed a fiscal impact and county attorneys shall report to the attorney general the analysis of the rule and concluded that costs should be minimal information the attorney general desires. The OAG is required as complying with the rule could be absorbed into the reporting to comply with the same confidentiality statutes for which the entities' ongoing operations. Because the content of the reports reporting entities are required to comply. Any confidential infor- will differ between reporting entities, the OAG could not predict mation provided to the OAG pursuant to the rule and §41.006 the exact cost amounts for each reporting entity but expects maintains its confidentiality under the respective confidentiality the cost to be minimal and likely absorbed into reporting en- laws. tities' ongoing operations with minimal, if any, fiscal impact. Commenters also commented that the rule may require report- Additionally, the OAG acknowledges it will take some time for ing entities to submit information to the OAG that is subject to employees to compile the required reporting data. However, the work product or attorney-client privileges. Commenters state the OAG estimates such time will be minimal as the reporting that once the privileged material has been knowingly and volun- entity should maintain standard law enforcement record keeping tarily disclosed to a third party, even in response to a governmen- practices. tal reporting requirement, the privilege as to that information is Comments regarding the purpose of the rules waived. Commenters commented that the purpose of this rule is purely OAG Response: political and designed to allow the OAG to influence arrests, The OAG has reviewed the comments and declines to make indictments, and prosecutions. Commenters also commented changes to the rule as submitting information to the OAG un- that the purpose of the rule is to target specific groups and der the rule and Government Code §41.006 will not waive the organizations that the OAG disagrees with and to protect work product or attorney-client privileges. 50 TexReg 2176 March 28, 2025 Texas Register Page 240 of 1087Commenters also commented that there is no provision in the statistical reports which might incorrectly imply to the public that rule to ensure the privacy of sensitive case information, includ- there has been a significant increase in actual violent crimes. ing crime victim and witness information. Because of this, com- Commenters further state that defining "violent crime" is a leg- menters state the rule will have a chilling effect on crime victims islative issue. and witnesses from coming forward to report crimes, which could OAG Response: result in increased crime. Commenters stated that should these rules go into effect, victims will no longer be assured of how sen- The OAG reviewed the comments and declines to make changes sitive case information will be accessed, shared, or utilized. to the rule because the definition of "violent crime" in §56.2(7) is only applicable to the reporting requirements in the rule. The rule OAG Response: does not purport to amend the definition of "violent crime" in any The OAG has reviewed the comments and declines to make other context. Further, the rule does not speak to generation changes to the rule as the law requires the OAG to comply with of statistical reports. The rule implements Government Code the same confidentiality statutes for which the reporting entities §41.006 as it prescribes the time, form, and content of reports the are required to comply. OAG requires from certain district and county attorneys' offices. Commenters commented that the rules violate Article 1. §30 of Comments regarding the Oversight Advisory Committee the Texas Constitution; Rights of Crime Victims. Commenters commented that the work of the Oversight Advisory OAG Response: Committee has no scope at all in the rule. The OAG reviewed the comments and declines to make changes OAG Response: to the rule because the rule does not violate the Texas Constitu- The OAG considered the comments and declines to make tion. changes to the rule as 1 TAC §56.9 specifies the makeup and Comments regarding data storage: responsibilities of the Oversight Advisory Committee. Commenters commented that the rule does not indicate where Comments regarding Quarterly Reports and how the OAG will store the information received from re- Commenters asked whether the quarterly reports should repeat porting entities. Commenters commented that the rule does not information each quarter if the status of the cases has not provide assurances as to the security of the data it receives from changed. Commenters also asked whether cases that are reporting entities. declined initially but refiled upon further investigation should be OAG Response: included in the quarterly reports. The OAG considered the comments and declines to make OAG Response: changes to the rule because the OAG has a legal duty to, and The OAG considered the comments and declines to make does secure, safeguard, and properly maintain data. changes to the rule as the rule does not require clarification. Commenters further commented that it may not be possible for The quarterly reports must include a running list of the required reporting entities to transmit electronically the volume of data reporting information, including cases that were declined initially required to be reported under the rule. but refiled upon further investigation. OAG Response: Commenters commented that the quarterly reports are not "re- ports" but instead are quarterly demands by the OAG for any The OAG considered the comments and declines to make case file it wants. changes to the rule as reporting entities currently routinely submit electronically their entire case files to the OAG in various OAG Response: manners and in compliance with other statutes. The OAG considered the comments and declines to make Comments regarding the population requirement for com- changes to the rule as reporting requirements are only for pliance with the rule information that relates to criminal matters and the interests of the state, which is consistent with Texas Government Code Several commenters commented that the fact that the reporting §41.006. The term "report" is defined in 1 TAC §56.2(5) as all requirements are only for district attorneys and county attorneys information submitted to the OAG by a reporting entity under presiding in a district or county with a population of 400,000 or this chapter. more persons is arbitrary and lacks a statutory basis. Comments regarding Annual Reports: OAG Response: Commenters commented that §56.4(a)(2) is unclear and ask The OAG considered the comments and declines to make what state and federal ordinances would be responsive to the changes to the rule. The population requirement for compliance section. with the rule allows the OAG to review data from the largest counties in the state which will indicate trends for all counties in OAG Response: the state. The OAG considered the comment and declines to make Comments regarding the rule's definition of "violent crime" changes to the rule as the rule clearly identifies the information the OAG is requesting. The term ordinance is part of an inclu- Commenters commented that the fact that the definition of "vi- sive list of actions that refers not just to actions of state and olent crime" in §56.2(7) includes crimes the commenters de- federal entities, but also to local and county entities who may scribed as nonviolent, such as theft, and any attempt to commit pass ordinances. such crimes, is a misleading and overly broad re-categorization of the term violent crime. Commenters state this will generate ADOPTED RULES March 28, 2025 50 TexReg 2177 Page 241 of 1087Commenter commented §56.4(a)(4) and (5) are very unclear The OAG considered the comments and revised §56.3(a)(3) to and asks if the requirement includes ARPA funds, government clarify that the request is for the number of prosecutions involv- grants, or general fund disbursements. ing a defendant's discharge of a firearm where any prosecutorial decision was based on Title 9 of the Penal Code. OAG Response: Comments regarding 1 TAC §56.3(a)(4) The OAG considered the comment and declines to make changes to the rule as §56.4(a)(4) and (5) specify the requested Commenters requested clarification as to what party recom- information relates to funds accepted by the commissioners mends to a judicial body that a person subject to a final judgment court of their county pursuant to Texas Government Code of conviction be released from prison before the expiration of §41.108. Section 41.108 states "the commissioners court of the their sentence; resentenced to a lesser sentence; or granted a county or counties composing a district may accept gifts and new trial based on a confession of error. grants from any foundation or association for the purpose of OAG Response: financing adequate and effective prosecution programs in the county or district." The OAG considered the comment and included clarifying lan- guage in §56.3(a)(4) that the recommendation to a judicial body Comments regarding 1 TAC §56.3(a)(1) that a person subject to a final judgment of conviction be re- Commenters asked whether the reporting requirement for indict- leased from prison before the expiration of their sentence; re- ment of police officers includes cases in which officers are in- sentenced to a lesser sentence; or granted a new trial based on dicted for personal conduct. a confession of error is a recommendation made by the reporting entity. OAG Response: Comments regarding 1 TAC §56.3(a)(6) The OAG considered the comment and included clarifying lan- guage in §56.3(a)(1) to indicate that the reporting requirement is Commenters commented that the language in §56.3(a)(6) re- only for indictment of a peace officer for conduct that occurred garding cases where "substantial doubt" for probable cause is while the peace officer was conducting official duties. extremely broad. Commenters commented that the rule creates a deterrent to the OAG Response: indictment of peace officers which will result in a risk of increased The OAG considered the comment and declines to make violence to Texans from law enforcement. changes as substantial doubt is at the discretion of the OAG's OAG Response: Oversight Advisory Committee. The OAG considered the comments and declines to make Comments Regarding 1 TAC §56.3(a)(7) changes to the rule as the rule does not regulate the indictment Commenters commented that the requirement is unclear as to of peace officers. The rule implements Government Code whether the section only refers to a violent crime or if it includes §41.006 as it prescribes the time, form, and content of reports any case that was resolved by deferred prosecution or any case the OAG requires from certain district and county attorneys' where all charges were dropped for cases that do not fall under offices. the definition of violent crime. Comments regarding 1 TAC §56.3(a)(2) OAG Response: Commenters commented that the reporting requirement in The OAG considered the comment and declines to make §56.3(a)(2) regarding a decision to indict a poll watcher presents changes to the rule. The reporting requirement in 1 TAC a conflict of interest for the OAG and a safety risk to voters. §56.3(a)(7) only applies to arrests for violent crime as defined OAG Response: in the rule. The OAG considered the comments and declines to make Comments Regarding 1 TAC §56.3(a)(11) changes to the rule as the reporting requirement does not Commenters commented that 1 TAC §56.3(a)(11) is broad and present a conflict of interest to the OAG nor a safety risk to unclear. Commenters ask whether the required communication individuals. The rule implements Government Code §41.006 include communications with the Children's Advocacy Center, as it prescribes the time, form, and content of reports the OAG local crisis shelters, and other community partners. requires from certain district and county attorneys' offices. OAG Response Commenters also commented that §56.3(a)(2) contains a typo- graphical error as "Teas" is not a word. The OAG considered the comment and included clarifying lan- guage in 1 TAC §56.3(a)(11) that the reporting requirement is for OAG Response: correspondence with any non-profit organization, not for profit or- The OAG considered the comment and corrected the error to ganization, and non-governmental organization regarding a de- read "Texas" in §56.3. cision to indict an individual. The requirement includes commu- nications with the Children's Advocacy Center, local crisis shel- Comments Regarding 1 TAC §56.3(a)(3) ters, and other community partners that are a non-profit organ- Commenters commented that §56.3(a)(3) is unclear because it ization, not for profit organization, and/or a non-governmental does not define how a defendant "raises a justification under organization. Chapter 9 of the Penal Code." Comments regarding 1 TAC §56.3(a)(12) OAG Response: Commenters commented that §56.3(a)(12) is unclear and does not define the term "complaint." 50 TexReg 2178 March 28, 2025 Texas Register Page 242 of 1087OAG Response: The OAG considered the comment and declines to make changes as the proposal was published on September 13, The OAG considered the comments and revised §56.3(a)(12) 2024, and provided for a 30-day public comment period. to clarify that the information the OAG is requesting is all corre- spondence written at any time by an assistant district attorney Commenters also comment that the Texas Register notice fails or assistant county attorney regarding the attorney's resignation to ensure that stakeholders understand the implications of this under a formal or informal complaint process. This section does rule and that stakeholders won't understand that highly personal not include communications regarding salary negotiations or re- and confidential information from case files could be transmitted tirement policies. to the attorney general likely without notice or consent given the points in the process when this must occur, under a range of Comments regarding retention circumstances. Commenters commented that the reporting requirements for the OAG Response: initial report are impractical and legally dubious, as many report- ing entities either do not maintain certain categories of informa- The OAG reviewed the comment and declines to make changes tion or have already disposed of records in accordance with law- to the rule as the proposal complies with the notice requirements ful document retention policies. in Government Code Chapter 2001. OAG Response: Additional Comments The OAG considered the comments and declines to make Commenters commented that if the OAG makes recommenda- changes to the rule as §56.3(b)(1) provides exceptions to the tions on charges in cases obtained under this rule and the county initial reporting requirement in §56.3(a). The exceptions include fails to obtain convictions in the resulting proceedings, the gov- the option for reporting entities to provide a sworn affidavit ernment would be exposed to greater financial and legal liabili- that states the information cannot be produced because it ties. was destroyed or otherwise discarded pursuant to a bona fide OAG Response: document retention policy that existed prior to the effective date of this rule and that is described in detail and transmitted to the The OAG has considered the comments and declines to make Oversight Advisory Committee. changes to the rule as the rule does not contemplate OAG recommendations on cases. The rule implements Government Commenters also commented that the rules seek information Code §41.006 as it prescribes the time, form, and content that reporting entities may not possess or have no existing obli- of reports the OAG requires from certain district and county gation to track. Commenters further commented that the rule attorneys' offices. creates numerous new data and case information reporting re- quirements for prosecutor offices and require the collection, stor- Commenters commented that the data collection in the rule fo- age, documentation, and dissemination of records that are not cuses on "arrests" and very often an arrest is made that is not ordinarily retained as part of a criminal case file. adequately supported by probable cause. A number of "arrests" should never be used as a measure of criminality because Amer- OAG Response: icans are not guilty at the point of arrest. Commenters further The OAG considered the comments and declines to make stated that district attorneys have a responsibility to the Texas changes to the rule as §56.6 establishes that reporting entities taxpayer to pursue only those indictments where probable cause must implement document retention policies reasonably de- clearly exists. signed to preserve all documents which are, or may be, subject OAG Response: to the requirements in this Chapter. The retention policies must preserve documents for at least two years after the dates when The OAG has considered the comments and declines to make they are due to be reported. changes to the rule as the rule does not contemplate the mea- sure of criminality or pursuit of indictments. The rule implements Commenters also commented that §56.6 requires retention of Government Code §41.006 as it prescribes the time, form, and any documents required by this report but provides no exception content of reports the OAG requires from certain district and for expunged matters which could cause a conflict with the penal county attorneys' offices. violations for maintaining records which have been expunged. Additionally, the OAG's office will need to be included in future Commenters commented that the information required to be re- expunctions for any cases related to these reports. ported under the rule is too specific and at the same time so broad such that it will reveal very little about the actual perfor- OAG Response: mance of a district attorney's office. The OAG has considered the comment and declines to make OAG Response: changes to the rule as laws regarding expunged matters take precedence over administrative rules. Additionally, the OAG will The OAG considered the comment and declines to make implement a process to be included in future expunctions for any changes to rule as the rule implements Government Code cases related to reports submitted to the OAG under the rule. §41.006 as it prescribes the time, form, and content of reports the OAG requires from certain district and county attorneys' Comments Regarding Procedure offices. Government Code §41.006 authorizes the attorney Commenters commented that providing only a seven-day notice general to direct districts and counties attorneys' offices to report of comment and hearing is insufficient and does not allow for the the information that the attorney general desires. interests of our communities to be adequately represented. Commenters also commented that the rule interferes with the OAG Response: professional responsibilities and discretion of local prosecutors. OAG Response: ADOPTED RULES March 28, 2025 50 TexReg 2179 Page 243 of 1087The OAG considered the comments and declines to make (a) Content of reports. Reporting entities must submit elec- changes to the rule as the rule does not speak to how a local tronic copies of the following information to the OAG quarterly in ac- prosecutor executes their duties. The rule implements Govern- cordance with this chapter. ment Code § 41.006 as it prescribes the time, form, and content (1) The number of instances that the Reporting Entity in- of reports the OAG requires from certain district and county dicted a peace officer for the peace officer's conduct during official du- attorneys' offices. ties; Other changes (2) The number of instances that the reporting entity in- The OAG corrected identified, non-substantive typographical er- dicted an individual for a criminal violation under the Texas Election rors. Code. STATUTORY AUTHORITY (3) The number of prosecutions involving a defendant's discharge of a firearm resulting in any prosecutorial decision based on New 1 TAC Chapter 56 is adopted pursuant to Texas Govern- Title 9 of the Penal Code; ment Code §41.006. (4) The case file for instances a recommendation made by CROSS-REFERENCE TO STATUTE the Reporting Entity is made to a judicial body that a person subject This regulation clarifies Texas Government Code §41.006. No to a final judgment of conviction be released from prison before the other rule, regulation, or law is affected by this proposed rule. expiration of their sentence; resentenced to a lesser sentence; or granted a new trial based on a confession of error; §56.1. General Reporting Requirements. (5) The case file for prosecutions for which the Texas Gov- District Attorneys and County Attorneys presiding in a district or ernor has announced that The Office of the Texas Governor is consid- county with a population of 400,000 or more persons must submit an ering a pardon; initial, and quarterly and annual reports relating to criminal matters, and the interest of the state, to the Office of the Attorney (OAG) in a (6) Any case file for prosecutions relating to criminal mat- manner prescribed by the OAG and as set forth in this chapter. ters and the interests of the state, as requested by the Attorney General through the Oversight Advisory Committee, including cases where §56.2. Definitions. there are substantial doubts by the Oversight Advisory Committee The following words and terms, when used in this subchapter, have the whether probable cause exists to support a prosecution; following meanings: (7) The number of instances that an arrest was made for a (1) "Case file" means all documents, notes, memoranda, violent crime but no indictment was issued, the case was resolved by and correspondence, in any format such as handwritten, typed, elec- deferred prosecution or a similar program, or all charges were dropped; tronic, or otherwise, including drafts and final copies, that were pro- (8) All correspondence requested by OAG's Oversight Ad- duced within or received by the reporting entity's office, including work visory Committee for a matter listed in response to paragraph (7) of this product and otherwise privileged and confidential matters. A "case file" subsection on a prior quarterly report; does not include a reporting entity employee's correspondence that is purely personal in nature and has no connection with the transaction of (9) All correspondence and other documentation describ- official business. ing and analyzing a reporting entity's policy not to indict a category or sub-category of criminal offenses; (2) "Correspondence" means any email, letter, memoran- dum, instant message, text message, or direct message, received or is- (10) All correspondence with any employee of a federal sued by an employee of the reporting entity. "Correspondence" does agency regarding a decision whether to indict an individual; not include a reporting entity employee's correspondence that is purely (11) All correspondence with any non-profit organization personal in nature and has no connection with the transaction of official regarding a decision whether to indict an individual; and business. (12) All correspondence written at any time by an assistant (3) "Electronic copies" means a digital version of a record district attorney or assistant county attorney regarding the attorney's that can be stored on a computer device. resignation under a formal or informal complaint process. This section (4) "Reporting year" means the period of September 1 does not include communications regarding salary negotiations or re- through August 31. tirement policies. (5) "Report" means all information submitted to the OAG (b) Initial Report. A reporting entity must submit an electronic by a reporting entity under this chapter. copy of the information outlined in this section for which a reporting event occurred between January 1, 2021, and the effective date of this (6) "Reporting entity" means the office of a District Attor- rule, unless: ney or County Attorney serving a population of 400,000 or more per- sons. (1) The reporting entity obtains a written exception, in whole or in part, from the OAG; (7) "Violent crime" includes capital murder, murder, other felony homicides, aggravated assault, sexual assault of an adult, inde- (2) The reporting entity provides a sworn affidavit that cency with a child, sexual assault of a child, family violence assault, states the information: aggravated robbery, robbery, burglary, theft, automobile theft, riot, any (A) was the exclusive product of a previous District or crime listed in Code of Criminal Procedure §17.50(3), and any attempt County Attorney; and to commit such crimes. (B) is not reflective of the reporting entity's current op- §56.3. Quarterly and Initial Reporting Requirements. erations due to a formal change in the office's policies, and the formal 50 TexReg 2180 March 28, 2025 Texas Register Page 244 of 1087change is described in detail and transmitted to the Oversight Advisory §56.6. Document Retention. Committee; or Reporting entities must implement document retention policies reason- (3) The reporting entity provides a sworn affidavit that ably designed to preserve all documents which are, or may be, subject states the information cannot be produced because it was destroyed or to the requirements in this chapter. The retention policies must pre- otherwise discarded pursuant to a bona fide document retention policy serve documents for at least two years after the dates when they are that existed prior to the effective date of this rule and that is described due to be reported. in detail and transmitted to the Oversight Advisory Committee. §56.7. Overdue reports. §56.4. Annual Reports. If an entity fails to comply with this chapter, in whole or in part, the Reporting entities must submit electronic copies of the following in- OAG may send notice to the reporting entity identifying the report- formation for the prior reporting year in accordance with this chapter. ing entity of its failure to comply. A reporting entity must remedy the (1) All policies, rules, and orders, including internal oper- identified reporting failure within 30 days after receipt of notice. Any ating procedures and public policy documents, that were modified dur- reporting entity that fails to timely comply with this chapter's reporting ing the prior 12 months; requirements may be identified on the OAG's website as being out of compliance with both this chapter as well as Texas Government Code (2) A list of all local, county, state, and federal ordinances, §41.006. statutes, laws, and rules for which the reporting entity files reports, whether that requirement is regular or arises upon the occurrence of §56.8. Compliance. an event; If a reporting entity violates this chapter, without limitation: (3) A list of individual expenditures and purchases made (1) The OAG may construe the violation to constitute "of- based on funds or assets received through civil asset forfeiture; ficial misconduct" under Local Government Code §87.011; (4) All information regarding funds accepted by the com- (2) The OAG may file a petition for quo warranto under missioners court of their county pursuant to Texas Government Code Civil Practice and Remedies Code §66.002 for the performance of an §41.108 that were passed on to the reporting entity. The reporting en- act that by law causes the forfeiture of the County or District Attorney's tity must detail how much of the funds were passed on to the reporting office; or entity and provide a detailed accounting of how the reporting entity disposed of any funds received; and (3) The OAG may initiate a civil proceeding seeking to or- der the County or District Attorney to comply with this chapter. (5) All information regarding funds accepted by the com- missioners court of their county pursuant to Texas Government Code §56.9. Oversight Advisory Committee. §41.108 that were not passed on to the reporting entity, but were used to (a) The Attorney General will establish an Oversight Advisory benefit the reporting entity, its personnel, or its operations. The report Committee composed of three members of the Office of the Attorney must include any correspondence regarding accepted funds, as well as General designated by the Attorney General. a detailed account of how the funds were used to benefit the reporting entity, its personnel, or its operations. (b) The Oversight Advisory Committee may issue notifica- tions of overdue reports under §56.7 of this chapter (relating to Overdue §56.5. Report Submission Deadlines and Requirements reports). (a) Deadlines. (c) The Oversight Advisory Committee may request entire (1) The quarterly report under §56.3 of this chapter (relat- case files based on submitted reports or any other information that the ing to Quarterly and Initial Reporting Requirements) is due within 30 Oversight Advisory Committee desires relating to criminal matters days of the beginning of each new reporting quarter for all reporting and the interests of the state on a case-by-case basis, events that occurred in the prior reporting quarter. (d) The Oversight Advisory Committee may waive any provi- (2) The reporting quarters are as follows: sion of this chapter if a reporting entity demonstrates that compliance would impose an undue hardship. (A) Quarter one: September through November; §56.10. Severability. (B) Quarter two: December through February; (a) All provisions of this chapter are severable. (C) Quarter three: March through May; and (b) If any application of any provision of this rule is held to (D) Quarter four; June through August. be invalid for any reason, all valid provisions are severable from the (3) The annual report under §56.4 of this chapter (relating invalid provisions and remain in effect. If any section or portion of to Annual Reports) is due at the end of each reporting year and no later a section is held to be invalid in one or more of its applications, in than September 30. all valid applications the provisions remain in effect and are severable from the invalid applications. (4) The initial report under this section is due within 90 days of the effective date of this rule. The agency certifies that legal counsel has reviewed the adop- tion and found it to be a valid exercise of the agency's legal au- (5) The Oversight Advisory Committee may grant an ex- thority. tension on a case-by-case basis if the reporting entity can establish good cause for not meeting the reporting deadlines. Filed with the Office of the Secretary of State on March 13, 2025. (b) Electronic Submissions. A reporting entity submit all re- TRD-202500891 ports under this chapter electronically. Information on how to submit reports electronically can be found on the OAG's website. ADOPTED RULES March 28, 2025 50 TexReg 2181 Page 245 of 1087 PLANNING AND BUDGET OFFICE TRAVIS COUNTY, TEXAS 700 Lavaca, Ste. 1560 P.O. Box 1748 Austin, Texas 78767 MEMORANDUM TO: Members of Commissioners Court FROM: Michelle Surka, Senior Capital Analyst DATE: May 13, 2025 RE: Request from Health and Human Services to fund a new Healthcare Data Analyst FTE for between $118,705 to $141,714 on an annualized basis to support HHS and the Commissioners Court in work related to Central Health Health and Human Services (HHS) is requesting to create a new Healthcare Data Analyst position midyear with an estimated cost of up to $141,714 on an annualized basis, including between $106,870 to $129,879 for salary and benefits, $4,235 in ongoing operating, and $7,600 one-time for furniture and computer equipment, to support the County’s legal responsibilities related to oversight of Central Health. The ranges represent hiring the position between minimum of the paygrade and the midpoint. HHS has submitted a separate item on the May 13, 2025 Commissioners Court agenda related to this item. Per the Texas Health and Safety Code, Chapter 281, Section 281.049, Commissioners Court is authorized to “prescribe accounting and control procedures for the Travis County Healthcare l District dba Central Health” and Section 281.053 authorizes the Commissioners Court or its designated representatives to gain access to and inspect all documents related to Central Health. On several occasions, Commissioners Court has reviewed and approved proposed revisions of the Central Health Financial Policies. In addition, in FY 2023, Commissioners Court voted to approve an independent performance audit of the Travis County Healthcare District d/b/a Central Health at a cost of $845,200, which resulted in a recommendation that Central Health provide additional data to the County annually prior to budget adoption to demonstrate that funds are allocated appropriately to pay for or benefit the population served by Central Health. HHS has indicated that its office, nor any other Department in the County, currently has the expertise needed to adequately review information provided by Central Health and Commissioners Court and the public would benefit from additional thorough review of all information shared by Central Health. As such, HHS is requesting a midyear position to begin recruiting and hiring for this role immediately, with the goal of onboarding a staff person for this role prior to Central Health’s FY 2026 budget and tax rate adoption in September 2025. Travis County’s General Budgeting Guidelines state that mid-year requests, such as this one, must meet the following criteria, “It is of an emergency nature, funding cannot be identified internally, and it cannot be delayed until the next fiscal year without a very significant negative impact on the public”. Given these guidelines, PBO would generally recommend that this request go through the FY 2026 budget process. Page 246 of 1087 Nevertheless, PBO understands that hiring for this position is somewhat timely, as HHS and Commissioners Court would benefit from having this position prepared to assist during the Central Health budget and tax rate adoption process. The guideline is present because funding positions midyear does not allow the office to adequately analyze the need for the position against other countywide priorities and funding this position now may impact the County’s ability to fund other needed positions during the FY 2026 budget process. However, if this request is considered of an emergency nature given the importance of beginning work to ensure that the recommendations presented in the FY 2023 independent performance audit are carried out, PBO recommends the creation of the position and will work with HHS to find internal temporary salary savings for the position to be hired from entry to midpoint (depending on the qualifications of the candidate). PBO further recommends that once the position is hired, an appropriate adjustment be made to the HHS FY 2026 budget as a PBO correction to ensure appropriate ongoing salary and operating dollars are available as well as one time funds for furniture and computer equipment. cc: Jessica Rio, County Executive, Planning and Budget Office Travis Gatlin, Alex Braden, PBO Pilar Sanchez, County Executive, Health and Human Services Kirsten Siegfried, Ana Almaguel, Kathleen Haas, Nancy Goodman Gill, Health and Human Services Page 247 of 1087Allocated Reserve Status (580010) ALLOCATED RESERVE TRANSFERS Amount Dept Transferred Into Date Explanation $54,442,350 2,330,120 Reserves 10/01/2024 Carryforward from FY 2024 LFRF Adjustments for Jail Diversion-Data Coordination 771,820 Reserves 10/01/2024 Carryforward from FY 2024 LFRF Adjustments for Future LFRF Related Expenses (100,000) Health and Human Services 10/01/2024 Children's Crisis Respite (5,808,977) Various 10/08/2024 Funding for one CAFA Shift (B Shift) (158,838) District Clerk 10/22/2024 Satellite Office Court Clerk II's (2.0 FTE) - Passport Division (750,000) Human Resources Management 10/22/2024 ADA Improvements (158,319) Health and Human Services 10/22/2024 Permanent Supportive Housing (PSH) (5,000) Transportation and Natural Resources 10/22/2024 Engineering Report of the Water Improvements Necessary in the Summervale Neighborhood 15,125 Various 10/23/2024 Liquidated Purchase Orders (310,981) Criminal Courts 10/29/2024 Jail Diversion-Data Coordination (919,705) Information Technology Services 10/29/2024 Jail Diversion-Data Coordination (24,265) Justice of the Peace, Precinct Five 11/05/2024 Succession Slot for Newly Elected Justice of the Peace (5,974) Innovative Justice and Program Analysis 11/05/2024 Recruitment Expenses for new IJPA County Executive (202,605) Community Supervision & Corrections 11/05/2024 3% Compensation for CSCD Employees for 6 months (100,000) Health and Human Services 11/12/2024 Additional funds for Opioid Crisis (517,695) Transportation and Natural Resources 11/12/2024 LFRF Reclaimed Water Line Project (174,222) Veterans Services 11/12/2024 Recommendations from Organizational Study 63,177 Reserves 11/19/2024 LFRF Revenue Replacement Adjustment (240,000) Constables 11/21/2024 Ticket Writer Eamark One-time Implementation Costs 3,393,651 Reserves 11/26/2024 LFRF Revenue Replacement Adjustment 12,037 Reserves 12/17/2024 LFRF Revenue Replacement Adjustment (81,901) Innovative Justice and Program Analysis 12/17/2024 Succession Slot for New County Executive (255,782) Tax Assessor - Collector 12/17/2024 HB 718 Related Positions 159 Reserves 12/31/2024 LFRF Revenue Replacement Adjustment 3,178,452 Reserves 01/09/2025 LFRF Revenue Replacement Adjustment 2,222 Reserves 01/15/2025 Liquidated Purchase Orders (831,000) Innovative Justice and Program Analysis 01/28/2025 Jail Diversion-Data Coordination (50,000) Transportation and Natural Resources 01/28/2025 TC Parks Foundation Contract - Stewardship & Volunteer Program (173,394) Human Resources Management 01/28/2025 ADA Improvements (143,434) Facilities Management 01/28/2025 Building Manager - Civil and Family Courts Facility (541,211) General Administration 01/28/2025 Travis Central Appraisal District (TCAD) Fees (149,834) Community Legal Services 01/28/2025 Cost of Living Adjustment (COLA) for CAPDS Contracted Employees (296,500) Information Technology Services 02/11/2025 Network Analytics Tool (84,800) Information Technology Services 02/11/2025 Annual DocuSign Increase 326,385 Various 02/19/2025 Liquidated Purchase Orders 532,086 Various 02/20/2025 Liquidated Purchase Orders 377,134 Various 02/21/2025 Liquidated Purchase Orders 99,840 Various 02/24/2025 Liquidated Purchase Orders (1,600,000) Various 02/25/2025 ADA Improvements (85,562) County Auditor 02/25/2025 Financial Reporting Software (80,000) Human Resources Management 02/25/2025 Learning & Development Programming (42,860) General Administration 02/25/2025 Grants Management Software (3,502,764) Various 02/25/2025 Funding for second CAFA Shift (A Shift) 344,775 Various 03/04/2025 Liquidated Purchase Orders 197,153 Various 03/10/2025 Liquidated Purchase Orders (10,000) Human Resources Management 03/11/2025 Deferred Comp Consultant Fee Adjustment (243,125) Transportation and Natural Resources 03/11/2025 Tree Mitigation Reconcillation (105,000) Justices of the Peace 04/01/2025 JP Courts Additional Visiting Judge Resources (75,000) Facilities Management 04/08/2025 Automated Demand Response(ADR)-Austin Energy (99,676) Treasurer 04/08/2025 P&I for Late Payment of Payroll Taxes (500,000) Health and Human Services 04/15/2025 Supportive Housing Initiative Pipeline Prokect with The Other Ones' Foundation Esperanza Community (67,566) Innovative Justice and Program Analysis 04/15/2025 Project Manager Special Project Worker (199,043) Health and Human Services 04/29/2025 FY 2025 Animal Services Interlocal (296,306) Sheriff 04/29/2025 Security Coordinator Positions (202,605) Community Supervision & Corrections 04/29/2025 3% Compensation for CSCD Employees for 6 months 62,955 Various 04/29/2025 Liquidated Purchase Orders 159,021 Community Legal Services 05/06/2025 CAFA Caseworkers Transfer from CLS to CAPDS (325,000) Emergency Services 05/06/2025 EMS Consultant Page 248 of 1087 (952,815) General Administration 05/06/2025 Waller Creek TIF (413) Various 05/06/2025 Liquidated Purchase Orders $45,836,291 Current Balance Possible Future Expenses Against Allocated Reserve Previously Identified: Department Explanation (500,000) Civil Courts Legally Mandated Fees Civil Indigent Attorney Fees - Hourly Rate Increase (4,932,434) Commissioners Court Jail Diversion Center / Prevention Services (25,000) Constable - Precinct Five Overtime Bailiff (185,000) County Auditor SAP ERP Environment - Contractual Software Maintenance increases  (494,681) County Clerk Additional Elections Costs (350,000) County Judge Harm Reduction, Overdose Prevention, and Mental Health (2,000,000) Criminal Courts Legally Mandated Fees Criminal Indigent Attorney Fees - Hourly Rate Increase (100,000) Criminal Courts Legally Mandated Fees ARPA Court - Visiting Judges (174,930) District Attorney Data Analyst (80,000) District Attorney Court Costs and Services (5,000) District Clerk Capital Metro Transit Passes (500,000) Emergency Services OEM COOP Consultant (75,000) Emergency Services EMS Consultant (75,000) Facilities Management Real Estate Fund: Appraisals and Due Diligence Facilities Management - (580,000) Centralized Leases and Utilities Electrical Rate Increase and Renewable Energy (50,000) General Administration Legislative Legal Services Contract (2,083,362) Health and Human Services Permanent Supportive Housing (PSH) (799,000) Health and Human Services Weatherization and Home Repair Contingency (475,000) Health and Human Services Additional funds for Opioid Crisis (9,755) Historical Commission Historical Commission Expansion (2,342,319) Human Resources Management ADA Improvements (45,000) Human Resources Management Employee Engagement Survey Year Two (734,000) Information Technology Services (ITS) PCI Compliance for Tax Office (500,000) Information Technology Services (ITS) Necessary Security Enhancements (203,500) Information Technology Services (ITS) Network Analytics Tool (350,000) Information Technology Services (ITS) Endpoint Privledged Access Management (250,000) Information Technology Services (ITS) Assessment for Technology and Operations Departments (200,000) Information Technology Services (ITS) Asset Management Solution (150,000) Information Technology Services (ITS) Additional Postage Resources (20,000) Justices of the Peace JP Courts Additional Visiting Judge Resources (250,000) Juvenile Probation JJAEP Move and Temporary Lease (810,977) Medical Examiner Transport Contract (20,000) Medical Examiner Increase in Overtime (475,000) Planning and Budget Budget Office Technology Needs (200,000) Planning and Budget Real Estate Consulting (10,000) Planning and Budget Investment Operations Expansion (220,000) Pretrial Services Electronic Monitoring and Services Funding (159,369) Tax Assessor - Collector HB 718 Related Positions (1,130,000) Transportation and Natural Resources Continuation of Development Services Review Consultants (302,127) Transportation and Natural Resources Nuisance Abatement and Assistance Program (250,000) Transportation and Natural Resources Countywide Fuel (200,000) Transportation and Natural Resources SW Travis County GCD External Request (25,778) Veterans Services Recommendations from Organizational Study (37,638) Veterans Services Temporary Employee Funding (268,434) Various Jail Diversion-Data Coordination (4,206,988) Various Future LFRF Related Expenses (3,156,139) Various Future LFRF Special Project Worker (SPW) Related Expenses (6,188,259) Various Up to Two CAFA Shifts in FY 2025 -$36,199,690 Total Possible Future Expenses (Earmarks) $9,636,601 Remaining Allocated Reserve Balance After Possible Future Expenditures Page 249 of 1087Capital Acquisition Resources Account Reserve Status (580070) CAR RESERVE TRANSFERS Amount Dept Transferred Into Date Explanation $146,514,327 Beginning Balance (720,000) Facilities Management Department (FMD) 11/21/2024 Exposition Center Arena-HVAC and Cooling Tower Replacement Information Technology Services (ITS) - (200,000) Centralized Computer Services 01/7/2025 Central Computer Replacement and Printers 40,175 Reserves 01/22/2025 Liquidated Purchase Orders (400,000) Facilities Management Department (FMD) 01/28/2025 Physical Security Implementation-Phase IV Information Technology Services (ITS) - (2,940) Centralized Computer Services 01/28/2025 Building Manager-Civil and Family Courts Facility (952,450) Information Technology Services 02/11/2025 Replacement Inmate Electronic Healthcare Records System (689,125) Sheriff's Office 02/11/2025 Replacement Inmate Electronic Healthcare Records System 267,833 Various 02/25/2025 Liquidated Purchase Orders 91,433 Various 03/24/2025 Liquidated Purchase Orders (2,600,000) Transportation and Natural Resources 04/01/2025 290 Landfill Remediation Shortfall for the Old Manor Road improvement 2018 Certificates of Obligation Critical (1,746,106) Transportation and Natural Resources 04/08/2025 Safety Project (3,003,000) Facilities Management Department (FMD) 04/15/2025 County Jail Diversion Center - Land Purchase (342,877) Juvenile Probation 04/29/2025 Fire Safety System at Gardner Betts Juvenile Justice Center (3,500,000) Facilities Management Department (FMD) 04/29/2025 County Jail Diversion Center - Phase 1 Design 129 Various 04/29/2025 Liquidated Purchase Orders $132,757,399 Current Reserve Balance Possible Future Expenses Against CAR Reserves Previously Identified: Amount Dept Explanation (63,830,632) Commissioners Court Jail Diversion Center / Prevention Services (2,940) District Attorney Data Analyst (15,000,000) Facilities Management Department (FMD) Building Equipment Renewals (10,000,000) Facilities Management Department (FMD) Heman Marion Sweatt Courthouse-Restoration and Renovation (5,430,000) Facilities Management Department (FMD) Exposition Center Arena-Roof and Insulation (2,380,000) Facilities Management Department (FMD) Exposition Center Arena-HVAC and Cooling Tower Replacement (500,000) Facilities Management Department (FMD) Exposition Center-Improvements (425,000) Facilities Management Department (FMD) Automated Demand Response(ADR)-Austin Energy (282,130) Information Technology Services (ITS) Network Segmentation (7,905,425) Sheriff Replacement Inmate Electronic Healthcare Records System (3,135,000) Sheriff TCCC Kitchen Repairs (200,000) Transportation and Natural Resources Failing Vehicles (22,291,743) Various Future Capital Needs (90,000) Transportation and Natural Resources Park Light Pole Repair ($131,472,870) Total Possible Future Expenses (Earmarks) $1,284,529 Remaining CAR Reserve Balance After Possible Future Expenditures Page 250 of 1087Reserve for Emergencies and Contingencies Status (580120) Amount Dept Transferred Into Date Explanation $15,000,000 Beginning Balance ($10,000) Emergency Services 10/29/2024 Fuse Fellow Extension ($38,000) Emergency Services 03/18/2025 Fuse Fellow Temporary Administrative Assistant $14,952,000 Current Reserve Balance Annualization Reserve Status (580200) Amount Dept Date Explanation $0 Beginning Balance $1,707,804 Reserves 01/28/2025 Transfer from Compensation Reserve $153,813 Reserves 04/29/2025 PDO Phase II Pay Equity $86,699 Reserves 04/29/2025 TNR Engineering Positions $1,948,316 Current Reserve Balance Replacement of Integrated Justice Systems Reserve Status (580160) Amount Dept Transferred Into Date Explanation $16,088,775 Beginning Balance ($408,869) Information Technology Services 12/10/2024 Axon Licensing and Integration Services ($7,504,672) Information Technology Services 02/04/2025 RMS/JMS Replacement ($270,000) Information Technology Services 04/29/2025 Data Architecture Consulting $7,905,234 Current Reserve Balance Adult ADP Reserve (580170) Dept Transferred Into Date Explanation $3,000,000 Beginning Balance $3,000,000 Current Reserve Balance Reserve for Interlocal Agreements Status (580205) Amount Dept Transferred Into Date Explanation $3,069,181 Beginning Balance Combined Technology and Emergency Communications Center ($370,516) Emergency Services 10/29/2024 (CTECC) Interlocal Agreement for FY 2025 Emergency Services District #2 Interlocal Agreement for Pflugerville ($25,924) Emergency Medical Services 10/29/2024 ETJ Medical Transport Services Correcting transposed $ on BA 400036750 for CTECC Interlocal $630 Reserves 11/04/2024 ($625,987) Emergency Medical Services 01/28/2025 FY 2025 ATCEMS Interlocal ($1,217,336) Health and Human Services 03/25/2025 FY 2025 Public Health Interlocal ($508,000) Health and Human Services 04/29/2025 FY 2025 Animal Services Interlocal $322,048 Current Reserve Balance Compensation Reserve Status (580100) Amount Dept Transferred Into Date Explanation $30,279,567 Beginning Balance ($28,058,089) Various 01/28/2025 FY 2025 Compensation Plan Disbursements ($153,813) Reserves 04/29/2025 PDO Phase II Pay Equity ($86,699) Reserves 04/29/2025 TNR Engineering Positions $1,980,966 Current Reserve Balance Smart Building Maintenance Reserve Status (580240) Amount Dept Transferred Into Date Explanation $402,681 Beginning Balance $402,681 Current Reserve Balance Page 251 of 1087Reserve for State Funding Cuts & Unfunded Mandates Status (580310) Amount Dept Transferred Into Date Explanation $3,000,000 Beginning Balance $3,000,000 Current Reserve Balance Reserve for Diversion Center (580360) Amount Dept Transferred Into Date Explanation $16,023,066 Beginning Balance $16,023,066 Current Reserve Balance Tax Rate Election Reserve (580370) Amount Dept Transferred Into Date Explanation $75,754,210 Beginning Balance ($75,754,210) Multiple 02/04/2025 Transfer to Child Care and Out of School Fund (0163) $0 Current Reserve Balance Unallocated Reserve Status (580015) Amount Dept Transferred Into Date Explanation $145,949,396 Beginning Balance ($99,450) 12/03/2024 502 Highland Mall Bldg. Auto System Project ($150,000) 12/03/2024 CJC Generator New Bond Funded Project ($60,000) 12/03/2024 Collier Fleet Building New Bond Funded Projects ($60,000) 12/03/2024 Collier Fleet Building New Bond Funded Projects ($18,000,000) 12/03/2024 HMAC Alternate Paving Program ($800,000) 12/03/2024 New Bond Funded Projects and Reimb Security ($390,000) 12/03/2024 Portable HVAC Chiller Equipment New Bond Funded ($2,066,989) 12/03/2024 Reimbursement Resolution - WBS Setup $60,000 12/03/2024 Reimbursement Resolution Correction ($50,000) 01/27/2025 MEO Water Storage New Bond Funded Project $124,332,957 Current Reserve Balance Page 252 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on an agreement for the Travis County Budget Office to participate in a Government Finance Rotational Fellowship Program with the University of Texas at Austin, Center on Municipal Capital Markets within the Lyndon B. Johnson School of Public Affairs. (Commissioner Gómez) Prepared By/Phone Number: Alex Braden, Assistant Budget Director, (512) 854-4741 Elected/Appointed Official or Department Head: Jessica Rio Commissioners Court Sponsor(s): Commissioner Gómez Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Dr. Marty Luby with the LBJ School of Public Affairs at the University of Texas at Austin recently shared with the Planning and Budget Office a new Government Finance Rotational Fellowship Program with the University of Texas at Austin, Center on Municipal Capital Markets (CMCM) within the Lyndon B. Johnson School of Public Affairs. The CMCM will work with partner organizations to place the Fellows in three rotations of 33 weeks total (i.e., three 11-week rotations for each Fellow). Over the course of the second year of a student’s Master’s Degree program (the subsequent summer, fall and spring academic semesters), Fellows will complete their three rotations in: Government finance units and non-profit sector firms (e.g., state and city finance or budget offices, large public authorities, statewide organizations overseeing capital financing, non-profit organizations) Private sector firms that support government finances (e.g., the credit rating agencies, public finance investment banks, investment managers, municipal advisors, financial consulting firms) PBO has had a long standing partnership with the LBJ School to provide internship opportunities for students during the summer between the first and second years of their Master's program. Many of these students are later hired as entry level Planning and Budget Analysts after their graduation. This new fellowship would be paid as our LBJ interns historically have been and would provide these students a strong introduction into local government finance and budgeting. After discussing the opportunity with Dr. Luby, PBO believes that a partnership in this program would benefit the Office and the County by providing additional analytical capacity to PBO during the budget season from individuals with a strong interest in Page 253 of 1087 local government finance and serve as a recruiting tool for PBO or other financial positions throughout the County. Staff Recommendations: PBO recommends approval of the agreement. Issues and Opportunities: Please see attached agreement. Fiscal Impact and Source of Funding: Please see attached agreement. The Planning and Budget Office is typically able to fund the cost of summer interns with vacancy savings and will continue to do so should vacancy savings be available. The Planning and Budget Office may recommend additional one-time resources in the FY 2026 Preliminary Budget for this agreement and/or summer interns should all the Budget staff be filled and vacancy savings are not available. Required Authorizations: Attachments: 1. Signed_UT MOU - LBJ Center on Municipal Capital Markets Page 254 of 1087Docusign Envelope ID: 4897434B-A4EA-4611-B5C2-88259962E071 UTAUS CN: 2025_4317 MEMORANDUM OF UNDERSTANDING Between the University of Texas at Austin, Center on Municipal Capital Markets and the Travis County, Texas, Planning and Budget Office RE: Government Finance Rotational Fellowship Program June 1, 2025 I. Introduction This Memorandum of Understanding (“MOU”) sets forth the principles which will guide the activities of the collaboration between the University of Texas at Austin, Center on Municipal Capital Markets (“CMCM”) and the Travis County, Texas, Planning and Budget Office (“Travis County Budget”) under the Government Finance Rotational Fellowship (“GFRF”) program. II. Purpose The mission of the GFRF program is to amplify the rich and varied career opportunities in the government finance sector, providing undergraduate and graduate students an opportunity to acquire technical finance skills working with potential future employers. It will also provide partner finance organizations in the private and public sectors exposure to new recruits with an enhanced likelihood of successfully matching the skill sets and interests of prospective employees with the financial positions the organizations need to recruit. This combination will ultimately strengthen the pipeline of undergraduate and graduate students into state and local government finance positions and the public finance field at large. III. Partner Organizations The following organizations are participating as partners in the GFRF program as governed by this MOU:  University of Texas at Austin, Center on Municipal Capital Markets  Travis County, Texas, Planning and Budget Office IV. Program Description Through a competitive application process, CMCM will recruit and select University of Texas at Austin undergraduate and/or graduate students (“Fellows”) each spring semester for the GFRF program. CMCM will work with the partner organizations to place the Fellows in three rotations of 33 weeks total (i.e., three 11-week rotations for each Fellow). Over the course of the following year (the subsequent summer, fall and spring academic semesters), Fellows will complete their three rotations in:  Government finance units and non-profit sector firms (e.g., state and city finance or budget offices, large public authorities, statewide organizations overseeing capital financing, non-profit organizations)  Private sector firms that support government finances (e.g., the credit rating agencies, public finance investment banks, investment managers, municipal advisors, financial consulting firms) Example Rotation: a Fellow may start at a city or county finance/budget office working on budget development and/or capital finance programs, move to a rating agency assisting on the assessment of the fiscal health of governments, and then complete their rotations at an investment management firm evaluatin g bond buying opportunities for investors in state and local financing s. Page 255 of 1087Docusign Envelope ID: 4897434B-A4EA-4611-B5C2-88259962E071 The Fellows will be required to work 20 hours per week for the entirety of the 11-week rotation for Travis County Budget under the GFRF program. Work can be done in-person on-site, remote or a combination of both based on the preferences of the Travis County Budget. Travis County Budget will make best efforts to provide its Fellows with a substantive public finance experience in terms of assigned work products and exposure to the organization’s primary financial/budget activities. Travis County Budget agrees to pay its Fellow(s) an hourly rate at its prevailing internship rate commensurate with the work responsibilities of the position. Travis County Budget will be solely responsible for such compensation to the Fellow. Travis County Budget is not required to host a Fellow at any time under this MOU. In addition, Travis County Budget may request more than one Fellow per year subject to the availability of rotations for the pool of selected Fellows. However, the same Fellow cannot do more than one rotation at Travis County Budget as part of the GFRF program. V. Structure and Governance The GFRF program will be housed at CMCM in the Lyndon B. Johnson School of Public Affairs (“LBJ School”). It will be led by an LBJ School faculty member or a seasoned professional from the public finance industry with an academic appointment at the LBJ School (“LBJ faculty”). The current LBJ faculty lead is Marty Luby, Director, Center on Municipal Capital Markets, mluby1@austin.utexas.edu. The primary Travis County Budget lead is Travis Gatlin, Budget Director, travis.gatlin@traviscountytx.gov. Every spring semester, LBJ faculty will recruit and select students for the GFRF program. They will work with Travis County Budget in identifying the preferred Fellow(s) of its choice for rotation(s). Given the range of rotations and number of other partner organizations, LBJ faculty cannot guarantee Travis County Budget’s preferred choice of Fellow(s). From the slate of available Fellows, Travis County Budget will ultimately have the option to choose which Fellows to host for a rotation or opt out of participation in the GFRF program that year. Travis County Budget will manage all onboarding of selected Fellows as well as the administrative activities related to the formal hiring, training and compensation of Fellows. VI. Amendments CMCM and Travis County Budget may agree to amend this MOU, provided they support the incorporation of the amendment into this document. This MOU will remain in effect until January 1, 2028. Either party may terminate at any time its participation in this MOU. Signed: Date: Printed Name: Title: Travis County, Texas, Planning and Budget Office Signed: Date: 2025-04-25 | 12:23:31 PDT Ebony Robles Associate Director Business Contracts The University of Texas at Austin 2 Page 256 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive bids from County Purchasing Agent. (Commissioners Travillion & Gómez) Prepared By/Phone Number: Denice Williams, Operations Specialist I, 512-854-1181 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez and Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: As per LGC 262, the officer in charge of opening bids shall present them to the Commissioner Court in session. See attached summary of Bid(s) available for inspection. Opened bids are subject to disclosure under Chapter 552 of the Government Code. Staff Recommendations: Accept bid(s). Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: Attachments: 1. 05-13-25, C1 Bids Memo 2. 05-13-25, TCCC Food Memo Page 257 of 1087Travis County Purchasing Office C.W. Bruner, PMP, CPPB Purchasing Agent _____________________________________________________________________________ Memorandum To: Gillian Porter Commissioners Court Minutes From: Denice Williams Purchasing Office Date: 05/02/2025 Subject: BIDS FOR VOTING SESSION May 13th 2025 Bids were scheduled for the week of April 28th with responses. Please call ext. 41181, if any questions arise on this matter. Thank you. /DW _____________________________________________________________________________________ PO Box 1748, Austin, Texas 78767 Values and Guiding Principles: Professionalism, Innovation, and Equity (Easy as PIE) Page 258 of 1087Page 259 of 1087Page 260 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve termination of Contract No. 4400005704 with The Refuge for DMST for Residential Treatment Services. (Juvenile Probation) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Claire Winn, Procurement Specialist I , 512-854-9912 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Juvenile Probation Department is requesting to terminate this contract with The Refuge for DMST pursuant to Section 3.3, "Termination," of the contract. If this termination is approved by the Court, the Purchasing Agent will issue the written 30-day Notice of Termination, which will be effective June 13, 2025. Staff Recommendations: The Juvenile Probation Department recommends approval of this termination of contract with The Refuge for DMST. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: N/A Attachments: 1. DeptMemoTermination Page 261 of 1087 TRAVIS COUNTY JUVENILE PROBATION DEPARTMENT 2515 South Congress Avenue | Austin, Texas 78704 CORY J. BURGESS Phone: (512) 854 7000 Chief Juvenile Probation Officer MEMORANDUM TO: C.W. Bruner, PMP, CPPB Travis County Purchasing Agent FROM: __________________________ Cory J. Burgess Chief Juvenile Probation Officer SUBJECT: REQUEST FOR CONTRACT TERMINATION REFUGE FOR DMST RESIDENTIAL TREATMENT SERVICES-- CONTRACT NO. 440005704 DATE The Travis County Juvenile Probation Department (TCJPD) is request assistance in the mutual termination of the contract with Refuge for DMST. TCJPD requests the contract be terminated immediately as the Refuge for DMST which provided Residential Treatment Services no longer operates as a facility. Please contact me or Virginia Martinez, Assistant Chief at (512) 854-7094 if you should need any additional information. Thank you for your assistance with this request. Cc: Virginia Martinez, Assistant Chief, TCJPD Steven Smith, Financial Director, TCJPD Jorge Talavera, Procurement Director, Purchasing Office Document Title | Revision Date ex. 10/2021 Page 1 of 1 Page 262 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve termination of Contract No. 4400005350 with Erika J. Canales, Ph.D. for Medical Evaluations, Assessments, and Therapy Services. (Juvenile Probation) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Claire Winn, Procurement Specialist I , 512-854-9912 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Juvenile Probation Department is requesting termination of this contract with Erika J. Canales, Ph.D., pursuant to Section 3.3, "Termination" of the contract. If this termination is approved by the Court, the Purchasing Agent will issue the written 30-day Notice of Termination, which will be effective June 13, 2025. Staff Recommendations: The Juvenile Probation Department recommends approval of this termination of contract with Erika J. Canales, Ph.D. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: N/A Attachments: 1. Dept Memo Terminate Page 263 of 1087 COURT TRAVIS COUNTY JUVENILE PROBATION DEPARTMENT 2515 South Congress Avenue | Austin, Texas 78704 CORY J. BURGESS Phone: (512) 854 7000 Chief Juvenile Probation Officer MEMORANDUM TO: C.W. Bruner, PMP, CPPB Travis County Purchasing Agent FROM: __________________________ Cory J. Burgess Chief Juvenile Probation Officer SUBJECT: REQUEST FOR CONTRACT TERMINATION FOR CONTRACT WITH DR. ERIKA J. CANALES MEDICAL EVALUATIONS, ASSESSMENTS, AND THERAPY SERVICES -- CONTRACT NO. 440005350 DATE The Travis County Juvenile Probation Department (TCJPD) requests assistance from the Purchasing Office to terminate the Professional Services Contract with Erika J. Canales due no renewals and non-usage. Contract number 4400005350 was awarded on 10/15/2020, as a Professional Services Agreement for Medical Evaluations, Assessments, and Therapy Services Please contact me or Dr. Daniel Hoard, Ph.D., Deputy Chief, at (512) 854-7120 if you should need any additional information. Thank you for your assistance with this request. Cc: Dr. Daniel Hoard, Ph.D., Deputy Chief, TCJPD Virginia Martinez, Assistant Chief. TCJPD Steven Smith, Financial Director, TCJPD Jorge Talavera, Procurement Director, Purchasing Office Document Title | Revision Date ex. 10/2021 Page 1 of 1 Page 264 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve termination of Contract No. 4400000859 with Austin Child Guidance Center for Counseling and Psychological Services. (Juvenile Probation) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Claire Winn, Procurement Specialist I , 512-854-9912 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Juvenile Probation Department is requesting to terminate this contract with Austin Child Guidance Center, pursuant to Section 2.3, "Termination," of the contract. If this termination is approved by the Court, the Purchasing Agent will issue the written 30-day Notice of Termination, which will be effective June 13, 2025. Staff Recommendations: The Juvenile Probation Department recommends approval of this termination of contract with Austin Child Guidance Center. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: N/A Attachments: 1. DeptMemoTermination Page 265 of 1087 TRAVIS COUNTY JUVENILE PROBATION DEPARTMENT 2515 South Congress Avenue | Austin, Texas 78704 CORY J. BURGESS Phone: (512) 854 7000 Chief Juvenile Probation Officer MEMORANDUM TO: C.W. Bruner, PMP, CPPB Travis County Purchasing Agent FROM: __________________________ Cory J. Burgess Chief Juvenile Probation Officer SUBJECT: REQUEST FOR CONTRACT TERMINATION AUSTIN CHILD GUIDANCE CENTER- CONTRACT 4400000859 DATE The Travis County Juvenile Probation Department (TCJPD) requests assistance from the Purchasing Office to terminate the Professional Services Evergreen Contract with Austin Child Guidance Center. Contract number 4400000859 was awarded on 09/27/2011, as a Professional Services Agreement for Counseling & Psychological Services Please contact me or Virginia Martinez, Assistant Chief at (512) 854-7094 if you should need any additional information. Thank you for your assistance with this request. Cc: Virginia Martinez, Assistant Chief, TCJPD Steven Smith, Financial Director, TCJPD Jorge Talavera, Procurement Director, Purchasing Office Document Title | Revision Date ex. 10/2021 Page 1 of 1 Page 266 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve termination of Contract No. 4400001463 with University of Texas Austin- Health Behavior Research and Training Institute for motivational interviewing training and coaching services. (Juvenile Probation) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Patricia Estrada, Procurement Specialist II, 512-854- 9915 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Juvenile Probation Department is requesting to terminate this contract with the University of Texas Austin-Health Behavior Research and Training Institute pursuant to Section 2.3, "Termination," of the contract. If this termination is approved by the Court, the Purchasing Agent will issue the written 30-day Notice of Termination, which will be effective June 13, 2025. Staff Recommendations: The Juvenile Probation Department recommends approval of this termination of contract with University of Texas Austin - Health Behavior Research and Training Institute. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: N/A Attachments: 1. DeptMemoTermination Page 267 of 1087 TRAVIS COUNTY JUVENILE PROBATION DEPARTMENT 2515 South Congress Avenue | Austin, Texas 78704 CORY J. BURGESS Phone: (512) 854 7000 Chief Juvenile Probation Officer MEMORANDUM TO: C.W. Bruner, PMP, CPPB Travis County Purchasing Agent FROM: __________________________ Cory J. Burgess Chief Juvenile Probation Officer SUBJECT: REQUEST FOR CONTRACT TERMINATION UNIVERSITY OF TEXAS - AUSTIN - CONTRACT 4400001463 DATE The Travis County Juvenile Probation Department (TCJPD) requests assistance from the Purchasing Office to terminate the Professional Services Evergreen Contract with University of Texas - Austin Contract number 4400001463 was awarded on 06/01/2013, as a Professional Services Agreement for Motivational Interviewing & Coaching Training. Please contact me or Virginia Martinez, Assistant Chief at (512) 854-7094 if you should need any additional information. Thank you for your assistance with this request. Cc: Virginia Martinez, Assistant Chief, TCJPD Steven Smith, Financial Director, TCJPD Lee Perry, Assistant Purchasing Agent, Purchasing Office Document Title | Revision Date ex. 10/2021 Page 1 of 1 Page 268 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve termination of Contract No. 4400002264 with Advanced Trauma Solutions, Inc. for TARGET Program training and coaching services. (Juvenile Probation) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Patricia Estrada, Procurement Specialist II, 512-854- 9915 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Juvenile Probation Department is requesting to terminate this contract with Advanced Trauma Solutions, Inc. pursuant to Section 2.3, "Termination," of the contract. If this termination is approved by the Court, the Purchasing Agent will issue the written 30-day Notice of Termination, which will be effective June 13, 2025. Staff Recommendations: The Juvenile Probation Department recommends approval of this termination of contract with Advanced Trauma Solutions, Inc. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: N/A Attachments: 1. DeptMemoTermination Page 269 of 1087 TRAVIS COUNTY JUVENILE PROBATION DEPARTMENT 2515 South Congress Avenue | Austin, Texas 78704 CORY J. BURGESS Phone: (512) 854 7000 Chief Juvenile Probation Officer MEMORANDUM TO: C.W. Bruner, PMP, CPPB Travis County Purchasing Agent FROM: __________________________ Cory J. Burgess Chief Juvenile Probation Officer SUBJECT: REQUEST FOR CONTRACT TERMINATION ADVANCED TRAUMA SOLUTIONS - CONTRACT 4400002264 DATE The Travis County Juvenile Probation Department (TCJPD) requests assistance from the Purchasing Office to terminate the Professional Services Evergreen Contract with Advanced Trauma Solutions Contract number 4400002264 was awarded on 09/01/2014, as a Professional Services Agreement for Target Program Training & Coaching Services. Please contact me or Virginia Martinez, Assistant Chief at (512) 854-7094 if you should need any additional information. Thank you for your assistance with this request. Cc: Virginia Martinez, Assistant Chief, TCJPD Steven Smith, Financial Director, TCJPD Jorge Talavera, Procurement Director, Purchasing Office Document Title | Revision Date ex 10/2021 Page 1 of 1 Page 270 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve exemption and Contract No. 4400008071 with Austin Mental Health Community, in the amount of $220,000.00, for peer support specialist services.(Sheriff’s Office) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Joe Hon, Procurement Specialist II, 512-854-4881 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Travillion & Gómez Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: This contract is for peer support specialist services to be provided by Austin Mental Health Community (AMHC) to benefit the care of well-being of those in custody at the Travis County Correctional Complex. Services will be provided on an hourly basis, not to exceed 20 hours per week and $44,000.00 per contract year. The initial contract term is through September 30, 2025, with four one-year renewals starting October 1, 2025. Pursuant to Texas Local Government Code 262.024, a contract for the purchase of a personal or professional service is exempt from the requirement established by Section 262.023 if the Commissioners Court by order grants the exemption. Contract Information: Contract No.: 4400008071 Contractor Name: Austin Mental Health Community Contract Award Amount: $220,000.00 ($44,000 per year, total of 5 years) Contract Period: Execution - September 30, 2025 Staff Recommendations: The Sheriff's Office recommends approval of this contract. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: Per Travis County Code Chapter 32.008, HUB requirements do not apply to exempt services. Fiscal Impact and Source of Funding: Funds Reservation #: 200002493 Page 271 of 1087 Required Authorizations: N/A Attachments: 1. C#4400008071 Ethics Disclosure Form 2. TCSO memo for C#4400008071 3. DRAFT C#4400008071, AMHC, peer support spc svcs Page 272 of 1087 Travis County Purchasing Office Ethics Disclosure Form Project Number: 4400008071 Austin Area Mental Health Consumers, Inc. dba Austin Mental Health Community Vendor Contact: Shannon Carr Email: scarr@austinmhc.org Phone: (512) 442-3366 Political Contributions None Lobbying Activities None COURT Submission Number: 0904feef-7cfa-4233-a8f8-8d417c2782ad Page 273 of 1087COURT Page 274 of 1087 TRAVIS COUNTY PURCHASING OFFICE PROFESSIONAL SERVICES AGREEMENT BETWEEN COUNTY OF TRAVIS AND AUSTIN MENTAL HEALTH COMMUNITY FOR PEER SUPPORT SPECIALIST SERVICES AGREEMENT NO. 4400008071 SHERIFF’S OFFICE Page 275 of 1087 PROFESSIONAL SERVICES AGREEMENT FOR PEER SUPPORT SPECIALIST SERVICES This Agreement is entered into by the following Parties: County of Travis, a corporate and political subdivision of the State of Texas, (“County”) and Austin Mental Health Community, (“Contractor”). RECITALS and ORDER County desires to obtain the services of a qualified contractor to provide peer support specialist services for the County. Contractor has the professional ability and expertise, and any necessary professional degrees, licenses, and certifications to provide these services. Exemption from County Purchasing Act. Pursuant to TEX. LOC. GOV’T. CODE ANN. § 262 et seq., Commissioners Court hereby orders this Agreement is exempt from the requirements of Section 262.023 of the County Purchasing Act because it is an Agreement for the purchase of personal or professional services. AGREEMENT NOW, THEREFORE, County and Contractor agree as follows: 1.0 DEFINITIONS In this Agreement, 1.1. “Commissioners Court” means Travis County Commissioners Court. 1.2. “Contractor” means, Austin Mental Health Community. 1.3. “County Auditor” means the Travis County Auditor. 1.4. “Director” means, Sally Hernandez, Travis County Sheriff, or successor. 1.5. “Fiscal Year” means the County fiscal year, currently that period beginning on October 1 of one year and continuing through September 30 of the following year. 1.6. “Key Contracting Person” means any person or business listed in Exhibit 1 to Attachment D of this Agreement and marked as the Ethics Sworn Declaration. 1.7. “Parties” mean County of Travis, a corporate and political subdivision of the State of Texas and Contractor. 1.8. “Purchasing Agent” means Travis County Purchasing Agent, C.W. Bruner, PMP, CPPB, or successor. 1.9. “Working Day(s)” means Monday through Friday except for days that County has designated as holidays listed at http://www.traviscountytx.gov/human-resources/holiday-schedule. If a number of days is specified in this Contract and does not say “Working,” then it refers to calendar days. 2.0 ENGAGEMENT OF CONTRACTOR 2.1. The Purchasing Agent acts as County’s overall agreement administrator. The Purchasing Agent may designate representatives to transmit and receive information. 1 Page 276 of 1087 January 2025 Edition 2.2. Communication and Authority. The Director or designee will act on behalf of County with respect to the work to be performed under this Agreement. Contractor may communicate all requests for direction and factual information relating to services performed pursuant to this Agreement to the Director and may rely on all factual information supplied by the Director in response to these requests. The Director has the authority to interpret and define in writing County’s policies and decisions with respect to Contractor’s services. However, Director shall not serve as the agent of the County or the Commissioners Court or any elected official of County for any other purpose than conveying factual information. The Director may designate representatives to transmit instructions and receive information. 3.0 TERM 3.1. Initial Term. The Initial Term of this Agreement commences upon complete execution by both Parties and continues through September 30, 2025, unless sooner terminated as provided herein. 3.2. Renewal Term(s). Subject to continued funding by the Commissioners Court, this Agreement shall automatically renew October 1, hereafter for four (4) consecutive twelve (12) month terms ending on September 30, 2029, unless sooner terminated by either Party as provided herein. 3.3. Termination. County may terminate this Agreement at any time by giving the Contractor written notice of such termination at least thirty (30) days before the effective date of the termination. 4.0 CONTRACTOR’S RESPONSIBILITIES 4.1 Scope of Services. Contractor shall perform, in a timely manner, the services and activities described in the Scope of Services in Attachment A to this Agreement. 4.2 Ethical Compliance and Standard of Care. Contractor shall perform all services and exercise all discretionary powers in a manner consistent with applicable professional ethics and Contractor’s best professional judgment. Contractor shall use at least that standard of care which a reasonably prudent professional in Travis County, Texas would use in similar circumstances. 4.3 Professional Qualifications. At all times during this Agreement, Contractor’s personnel performing services under this Agreement shall maintain in good standing their professional licenses, certifications, and accreditations applicable to services. Contractor shall provide Director documentation that the licenses of all persons performing services under this Agreement are in good standing with the licensing entity. Contractor shall perform all acts reasonably necessary to maintain and improve the professional competence and training of all its personnel assigned to perform services under this Agreement. Contractor shall notify County within two (2) working days if any adverse action related to its professional license or accreditations occurs. 4.4 Subcontracting. Except as otherwise specifically provided herein, Contractor is prohibited from hiring or subcontracting with any other person to perform any of Contractor’s obligations under this Agreement. 4.5 Civil Rights and Equal Opportunity in Employment. During the performance of the services under this Agreement, Contractor shall provide all services and activities required in a manner that complies with the Civil Rights Act of 1964, as amended, the Rehabilitation Act of 1973, Public Law 93-1122, Section 504, the provisions of the Americans with Disabilities Act of 1990, Public Law 101-336 [S.933], and all other federal and state laws, rules, regulations, and orders pertaining to equal opportunity in employment, as if Contractor were an entity bound to comply with these laws. Contractor shall not discriminate against any applicant for employment, employee, or other person on the basis of race, color, religion, sexual orientation, gender identity/expression, age, veteran status, national origin, or handicapped condition 2 Page 277 of 1087 January 2025 Editionand shall provide reasonable accommodations for disabilities as required by the Americans with Disabilities Act as amended. 4.5.1 Compliance with Regulations: Contractor shall comply with the requirements relative to nondiscrimination in Federally Assisted programs, including but not limited to Title VI of the 1964 Civil Rights Act (42 USC Section 2000d, et. seq.), and 49 CFR Part 21, both as explained in Federal Transit Administration (FTA) Circular 4702.1B, as they may be amended (the “Regulations”), which are herein incorporated by reference and made a part of this Agreement. 4.5.2 Nondiscrimination: Regarding the work performed by Contractor under this Agreement, it shall not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. Contractor shall not participate either directly or indirectly in the discrimination prohibited by section 21.5 in 49 CFR Part 21, including employment practices. 4.5.3 Solicitations for Subcontracts, Including Procurements of Materials and Equipment: In all solicitations either by competitive bidding or negotiation made by Contractor for work to be performed under a subcontract, including procurements of materials or leases of equipment, Contractor shall notify each potential subcontractor or supplier of Contractor's obligations under this Agreement and the Regulations relative to nondiscrimination on the grounds of race, color, or national origin. 4.5.4 Sanctions for Noncompliance: If Contractor does not comply with the nondiscrimination provisions of this Agreement, County shall impose the sanctions that it determines are appropriate, including, but not limited to, withholding of payments to Contractor under the Agreement until Contractor complies, or until cancellation, termination, or suspension of the Agreement, in whole or in part. 4.5.5 Incorporation of Provisions: Contractor shall include the provisions of section 4.5 (regarding nondiscrimination) in every subcontract, including procurements of materials and leases of equipment, unless exempt by the Regulations, or directives issued pursuant to them. 4.5.6 List of Pertinent Nondiscrimination Authorities: During the performance of this Agreement, the Contractor, for itself, its assignees, and successors in interest agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to: • Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21. • The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects); • Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of sex); • Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27; • The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination on the basis of age); • Airport and Airway Improvement Act of 1982, (49 U.S.C. § 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex); • The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms 3 Page 278 of 1087 January 2025 Edition “programs or activities” to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not); • Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131- 12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38; • The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex); • Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations; • Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100); • Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U.S.C. 1681 et seq). 4.6 Verification of Non-Discrimination Against Specified Entities. In compliance with Texas Government Code, chapter 2271, chapter 2274, and chapter 2276, Contractor’s signature on this Agreement serves as written verification that Contractor complies with the following sections: 4.6.1 Contractor does not boycott Israel and will not boycott Israel during the Agreement Term Initial or any Renewal Term; 4.6.2 Contractor does not boycott energy companies and will not boycott energy companies during the Initial Agreement Term or any Renewal Term; and 4.6.3 Contractor does not have a practice, policy, guidance, or directive that discriminates against a firearm entity or firearm trade association and will not discriminate against a firearm entity or firearm trade association during the Initial Agreement Term or any Renewal Term. 4.7 Legal Compliance. Contractor shall comply with all federal, state, county, and city laws, rules, regulations, and ordinances applicable to the provision of the services and the performance of all obligations undertaken pursuant to this Agreement. 4.8 Insurance Requirements. Contractor shall comply with the insurance requirements in Attachment C, "Insurance Requirements". 4.9 Federal Funds. Contractor warrants that no Federal appropriated funds have been paid or will be paid, by or on behalf of Contractor, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 4 Page 279 of 1087 January 2025 Edition 4.10 Contractor expressly acknowledges that, in entering into this Agreement, County has relied on the representations of Contractor about the persons who will be performing the services and their qualifications, and that any other person must be approved by Commissioners Court before providing services under this Agreement. Contractor warrants that all work done will be done by the employees or members of Contractor that are presented as performing the services in Contractor’s scope of services. 4.11 Certification Regarding Debarment. Contractor shall complete and update a Certification Regarding Debarment on the form in Attachment E whenever there is a change in status. 4.12 Verification of Entity. In compliance with Texas Government Code, section 2252.152, Contractor’s signature on this Agreement or any amendments or modifications to this Agreement serves as written verification that Contractor is not a company identified on the Texas Comptroller’s list or otherwise identified as a company engaged in business with Iran, Sudan, or any foreign terrorist organization. [The list is prepared and maintained under Section 806.051, 807.051, or 2252.153.] 5.0 COMPENSATION, BILLING AND PAYMENT 5.1 Taxpayer Identification. Contractor shall provide County with an Internal Revenue W-9 Request for Taxpayer Identification Number and Certification that is completed in compliance with the Internal Revenue Code, its rules and regulations before any Contract funds are payable. 5.2 Fees. For and in consideration of the satisfactory performance by Contractor of the services in Attachment A, Scope of Services, and Contractor’s compliance with the terms and conditions of this Agreement, County shall pay Contractor in accordance with the Fee Schedule in Attachment B. Not to exceed amount: $44,000.00 per contract year Additional Fees: None 5.3 Satisfactory Completion of Services. County is not responsible for the costs of any services under this Agreement that are not performed to County’s satisfaction and given County’s approval, which shall not be unreasonably withheld. County’s obligation to make any payment to Contractor is dependent upon completion of the services invoiced in a timely, good and professional manner and at a standard acceptable in Contractor’s profession. 5.4 Timely Payment. Contractor may contact the Auditor’s Office, Disbursements Division at (512) 854-9125 for assistance with setting up electronic payment through ACH, which deposits payments directly into Contractor’s account. County shall pay Contractor within thirty (30) days after the receipt by County Department of a complete and correct invoice. Accrual and payment of interest on overdue payments is governed by Chapter 2251 of the Texas Government Code. 5.5 Invoicing. Contractor shall invoice County monthly for services performed pursuant to this Agreement. 5.5.1 County pays by ACH/EFT or check upon satisfactory delivery and acceptance of items and submission of a correct and complete invoice to the address below: Patti Smith, CPA Travis County Auditor Preferably via e-mail to: AP@traviscountytx.gov or Via mail to: P.O. Box 1748 Austin, Texas 78767 5 Page 280 of 1087 January 2025 Edition To be “correct and complete,” an invoice must include at least the following information: 5.5.1.1 Name, address, and telephone number of Contractor, which should match the name shown on the W-9 that Contractor submitted to the Auditor’s Office; 5.5.1.2 Name and address where the payment is to be sent if payment is by check; 5.5.1.3 County Contract Number and County Purchase Order Number; 5.5.1.4 Identification of items or services as outlined in the Agreement*; 5.5.1.5 Quantity or quantities, applicable unit prices, total prices by item, and total invoice amount, and 5.5.1.6 Any additional payment information that may be called for by the Agreement*. *Note: Information reflecting Protected Health Information (PHI), or Personally Identifiable Information (PII) must be properly redacted before submission of an invoice to the Auditor’s Office to ensure compliance with the Health Insurance Portability and Accountability Act (HIPAA) Privacy Rule and other privacy regulations. Invoices with improperly redacted PHI or PII will not be processed for payment, and they will be permanently deleted from our files. For payment to be made, a new invoice must be submitted. The new invoice must have all PII/PHI information redacted and appropriately disclosed. 5.5.2 Additional Copy of Invoice: In addition, Contractor shall send a copy of the invoice to: Travis County Sheriff’s Office Finance Department P.O. Box 1748 Austin, TX 78767 ap@traviscountytx.gov If payment is based on percentage of completion, Contractor shall also submit a statement showing the percentage of completion of the work as at the date of the invoice with each invoice, and any additional written information requested by County to document the progress of the work. 5.6 Overpayment. Contractor shall refund to County any money which County has paid to Contractor, which County determines has resulted in overpayment to Contractor. Contractor shall make this refund to County within thirty (30) days after County requests the refund. If County enters into any subsequent Agreement with Contractor and Contractor fails to refund any money owed to County within thirty days of request, County may offset the difference against the next advance or payment payable to Contractor. 5.7 Delinquent Property Taxes. Despite anything to the contrary in this Agreement, if Contractor is delinquent in the payment of property taxes at the time of invoicing, Contractor hereby assigns any payments to be made for services rendered under this Agreement to the Travis County Tax Assessor-Collector for the payment of these delinquent taxes. 5.8 Disbursements to Persons with Outstanding Debt. 5.8.1 "Debt" includes delinquent taxes, fines, fees, and indebtedness arising from written agreements with the County. 5.8.2 In accordance with Section 154.045 of the Local Government Code, if notice of the Debt has been filed with the County Auditor or County Treasurer evidencing the Debt of Contractor to the State, 6 Page 281 of 1087 January 2025 Edition the County or a salary fund, a check or warrant may not be drawn on a County fund in favor of Contractor, or an agent or assignee of Contractor until: 5.8.2.1 the County Treasurer notifies Contractor in writing that the Debt is outstanding; and 5.8.2.2 the Debt is paid. 5.8.3 County may apply any funds County owes Contractor to the outstanding balance of the Debt for which notice is made under section 5.8.2.1, if the notice includes a statement that the amount owed by the County to Contractor may be applied to reduce the Debt. 5.9 Period of Services. County shall not be liable for costs incurred or performances rendered by Contractor before or after the term of this Agreement. 5.10 Funding Out. Despite anything to the contrary in this Agreement, if, during budget planning and adoption, Commissioners Court fails to provide funding for this Agreement for the following fiscal year of County, County may terminate this Agreement after giving Contractor twenty days written notice that this Agreement is terminated due to the failure to fund it. 6.0 RECORDS CONFIDENTIALITY AND ACCESS 6.1 Confidentiality. Contractor shall establish a method to secure the confidentiality of records and other information relating to peer support specialist services in accordance with the applicable federal, state and local laws, rules and regulations, and applicable professional ethical standards. This provision shall not be construed as limiting the right of County access to client information. Upon authorization from County to render client files anonymous, Contractor agrees to mask information identifying clients in a way that will not obstruct County’s monitoring and evaluation duties in any way. 6.2 Records Maintenance. Contractor shall create, maintain, and retain, and make reasonably available to County, all necessary and appropriate records, information, and documentation (including all accounting records) relating to services provided under this Agreement for three (3) years after the provision of the services, or until any audit or litigation concerning any of the services has been satisfactorily resolved, whichever occurs later. Contractor shall provide copies of such records to County upon written request to Contractor at a cost mutually agreed to by County and Contractor. 6.3 Access to Records. Contractor further agrees that the County or its duly authorized representatives shall have access to all books, documents, papers, reports and records of Contractor, which the County deems are directly pertinent to the services to be performed under this Agreement for the purposes of making audits, examinations, excerpts, and transcriptions, and to ascertain compliance with federal and state employment discrimination laws. Contractor shall provide all information and reports required by Title VI of the 1964 Civil Rights Act (42 USC Section 2000d, et. seq.) and any regulations or directives issued pursuant to them. Contractor shall permit access to its books, records, accounts, other sources of information and its facilities as County may determine to be pertinent to ascertain compliance with these regulations, orders, and instructions. Where any information required of Contractor is in the exclusive possession of another who fails or refuses to furnish this information, Contractor shall so certify to the County, as appropriate, and shall state what efforts it has made to obtain the information. 6.4 Right to Contractual Material. County is entitled to copies of all work products produced under this Agreement including programming, reports, charts, schedules, or other appended documentation to any responses, inquiries, correspondence, and related material submitted by Contractor, which will become the property of the County. 7.0 AMENDMENTS / MODIFICATIONS 7 Page 282 of 1087 January 2025 Edition 7.1 General. Unless specifically provided otherwise in this Agreement, any change to the terms of this Agreement or any attachments to it shall be in writing and signed by each Party. CONTRACTOR ACKNOWLEDGES THAT NO OFFICER, AGENT, EMPLOYEE OR REPRESENTATIVE OF COUNTY HAS ANY AUTHORITY TO CHANGE THE TERMS OF THIS AGREEMENT OR ANY ATTACHMENTS TO IT UNLESS EXPRESSLY GRANTED THAT SPECIFIC AUTHORITY BY COMMISSIONERS COURT. 7.2 Requests for Changes. Contractor shall submit all requests for changes to this Agreement or any attachment to it to the Director with a copy to the Purchasing Agent. 7.3 Purchasing Agent Authority. Contractor acknowledges that the Purchasing Agent has certain authority to approve an amendment subject to specifically the County Purchasing Act, TEX. LOC. GOV'T CODE, Chapter 262, and other applicable law and County policy, as approved by the Commissioners Court. Within that authority, the Purchasing Agent may approve certain amendment requests under this Agreement. The Purchasing Agent will advise Contractor as to such authority upon submission of a request for amendment; at any time, the Purchasing Agent may submit any request to the Commissioners Court for approval, regardless of the authority of the Purchasing Agent to sign the amendment. 8.0 OTHER PROVISIONS 8.1 INDEMNIFICATION. CONTRACTOR SHALL INDEMNIFY COUNTY, ITS OFFICERS, AGENTS, AND EMPLOYEES, FROM AND AGAINST ANY CLAIMS, LOSSES, DAMAGES, NEGLIGENCE, CAUSES OF ACTION, SUITS, AND LIABILITY OF EVERY KIND, INCLUDING ALL EXPENSES OF LITIGATION, COURT COSTS, AND ATTORNEY’S FEES, FOR INJURY TO OR DEATH OF ANY PERSON, DUE TO ANY ACT OR OMISSION BY CONTRACTOR, OR FOR DAMAGE TO ANY PROPERTY, ARISING OUT OF OR IN CONNECTION WITH THE WORK DONE BY CONTRACTOR UNDER THIS AGREEMENT. 8.2 Copyrights, Patents & Licenses. Contractor represents and warrants that it has adhered to all applicable copyrights, patents, licenses, and other proprietary or intellectual property rights which may exist on materials used in this Agreement. CONTRACTOR SHALL INDEMNIFY THE COUNTY, ITS OFFICERS, AGENTS, AND EMPLOYEES FROM ALL CLAIMS, LOSSES, DAMAGES, CAUSES OF ACTION, AND LIABILITY OF EVERY KIND INCLUDING EXPENSES OF LITIGATION, COURT COSTS AND ATTORNEY FEES FOR DAMAGES TO ANY PERSON OR PROPERTY ARISING IN CONNECTION WITH ANY ALLEGED OR ACTUAL INFRINGEMENT OF EXISTING PATENTS, LICENSES, OR COPYRIGHTS OR OTHER APPLICABLE PROPRIETARY OR INTELLECTUAL PROPERTY RIGHTS APPLICABLE TO MATERIALS USED IN THIS AGREEMENT. Any proprietary or intellectual property rights granted to the County shall apply for the duration of this Agreement. 8.3 Claims Notification. If any claim, or other action, including proceedings before an administrative agency, is made or brought by any entity against Contractor or County in relation to the performance of this Agreement or any other complaint or cause of action, Contractor shall give written notice to County of the claim or other action within three (3) working days after being notified of it or the threat of it. The notice must include the name and address of the entity that made or threatened to make a claim, or that instituted or threatened to institute any type of action or proceeding; the basis of the claim, action or proceeding; the court or administrative tribunal, if any, where the claim, action or proceeding was instituted; and the name or names of any person against whom this claim is being made or threatened. This written notice shall be given in the manner provided in this Agreement. Except as otherwise directed, Contractor shall furnish to County copies of all pertinent papers received by Contractor with respect to these claims or actions, along with a full description of how the claim or action may affect the Contractor's ability to perform the services under this Agreement. 8.4 Suspension. County may suspend performance of this Agreement at any time for any reason without terminating this Agreement by giving Contractor written notice of suspension which is effective on the 8 Page 283 of 1087 January 2025 Edition date on which Contractor receives it. County may reinstate performance, and this Agreement may be resumed in full force and effect within sixty (60) days by giving Contractor a written notice of reinstatement. Upon receipt of the notice of suspension, Contractor shall: 8.4.1 immediately begin to phase out and discontinue all services in connection with the performance of this Agreement unless notice otherwise directs and shall prepare a statement detailing the services performed under this Agreement before receipt of the notice. 8.4.2 submit the statement of prior services to County for payment of the approved services actually performed under this Agreement, less previous payments. 8.5 Non-Waiver of Default. 8.5.1 No payment, act or omission by County may constitute or be interpreted as a waiver of any breach or default of Contractor which then exists or may subsequently exist. 8.5.2 All rights of County under this Agreement are specifically reserved, and any payment, act or omission shall not impair or prejudice any remedy or right to County under it. Any right or remedy in this Agreement shall not preclude the exercise of any other right or remedy under this Agreement or under any law or in equity and any action taken in the exercise of any right or remedy shall not be deemed a waiver of any other rights or remedies. 8.6 FORFEITURE OF AGREEMENT. If Contractor has done business with a Key Contracting Person as listed in Exhibit "1" to Attachment D during the 365 day period immediately prior to the date of execution of this Agreement by Contractor or does business with any Key Contracting Person at any time after the date of execution of this Agreement by Contractor (including business done during any Renewal Term of this Agreement) and prior to full performance of this Agreement, Contractor will forfeit all County benefits of this Agreement and County will retain all performance by Contractor and recover all considerations, or the value of all consideration, paid to Contractor pursuant to this Agreement. Contractor will notify County of any change in the information submitted with this Agreement as to the Ethics Sworn Declaration within twenty (20) days of such change throughout the Initial Term and/or any Renewal Term. 8.6.1 “Is doing business” and “has done business” means: (a) Paying or receiving in any calendar year any money valuable thing which is worth more than $250 in the aggregate in exchange for personal services or for purchase of any property or property interest, either real or personal, either legal or equitable; or (b) Loaning or receiving a loan of money; or goods or otherwise creating or having in existence any legal obligation or debt with a value of more than $250 in the aggregate in a calendar year; but does not include: (c) Any retail transaction for goods or services sold to a Key Contracting Person at a posted, published, or marked price available to the general public; (d) Any financial services product sold to a Key Contracting Person for personal, family, or household purposes in accordance with pricing guidelines applicable to similarly situated individuals with similar risks as determined by Contractor in the ordinary course of its business; or 9 Page 284 of 1087 January 2025 Edition (e) If Contractor is a national or multinational corporation, any transaction for financial service or insurance coverage made on behalf of Contractor by its agent, employee or other representative who does not know and is not in a position that he or she should have known about this Agreement. 8.7 Agreement. 8.7.1 Entire Agreement. All written or oral agreements between the Parties to this Agreement related to the subject matter of this Agreement that were made prior to the execution of this Agreement have been reduced to writing and are contained in this Agreement or in the policies and procedures approved by Commissioners Court for County. Any prior agreements, promises, negotiations, or representations not expressly set forth in this document are of no force and effect. 8.7.2 Attachments. The attachments enumerated and denominated below are hereby made a part of this Agreement and constitute promised performances by Contractor in accordance with all the provisions of this Agreement. Attachment A – Scope of Services Attachment B – Fee Schedule Attachment C – Insurance Requirements Attachment D – Ethics Sworn Declaration including: Exhibit 1 - List of Key Contracting Persons Exhibit 2 – Disclosure Form Attachment E – Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion for Covered Contracts 8.8 Notices: 8.8.1 Written Notice. Any notice required or permitted to be given under this Agreement by one Party to the other shall be in writing and shall be given and deemed to have been given immediately if delivered in person to the address in this section for the Party to whom the notice is given, or on the third day following mailing if placed in the United States Mail, postage prepaid, by registered or certified mail with return receipt requested, addressed to the Party at the address herein specified. 8.8.2 County Address. The address of County for all purposes under this Agreement is: C.W. Bruner, PMP, CPPB (or successor) Travis County Purchasing Agent P. O. Box 1748 Austin, Texas 78767 With copies to (registered or certified mail with return receipt is not required): Sally Hernandez (or successor) Travis County Sheriff P.O. Box 1748 Austin, Texas 78767 8.8.3 Contractor Address. The address of Contractor for all purposes under this Agreement is: Austin Mental Health Community 10 Page 285 of 1087 January 2025 Edition 3205 South 1st Street Austin, Texas 78704 8.9 Change of Address. Each Party may change the address for notice to it by giving written notice of the change in compliance with Section 8.8. Any change in the address shall be reported within fifteen days of the change. 8.10 Dispute Resolution - Administration by Purchasing Agent. When Contractor and/or County have been unable to successfully resolve any question or issue related to this Agreement, Contractor or County shall present the matter to the Purchasing Agent in a written notice of the question or issue. This notice must contain a specific written description of the issues involved as well as Contractor's requested resolution of the matter and any other relevant information which Contractor desires to include. When the Purchasing Agent receives this notice, the Purchasing Agent acts as the County representative in any further issuances and in the administration of this Agreement related to the described matter. Unless otherwise stated in this Agreement, any document, notice, or correspondence related to the issues at this stage that are not issued by or to the Purchasing Agent may be considered void. If Contractor does not agree with any document, notice or correspondence related to the matter issued by the Purchasing Agent or other authorized County person, Contractor must submit a written notice to the Purchasing Agent with a copy to the Director within ten calendar days after receipt of the document, notice or correspondence, outlining the exact point of disagreement in detail. The Purchasing Agent will issue a written notice of the final resolution of the matter to Contractor within thirty days of receipt of the initial written notice by the Purchasing Agent. If this final resolution does not resolve the matter to the Contractor's satisfaction, Contractor may submit a written Notice of Appeal to the Commissioners Court within ten calendar days after receipt of the unsatisfactory final resolution through the Purchasing Agent. The Purchasing Agent will provide a copy of the Notice of Appeal to the Director. Contractor then has the right to be heard by Commissioners Court and the Purchasing Agent will coordinate placing the matter on the Commissioners Court’s agenda. 8.11 Mediation. When mediation is acceptable to both Parties in resolving a dispute arising under this Agreement, the Parties agree to use a mutually agreed upon mediator, or a person appointed by a court of competent jurisdiction, for mediation as described in Section 154.023 of the Texas Civil Practice and Remedies Code. Unless both Parties are satisfied with the result of the mediation, the mediation will not constitute a final and binding resolution of the dispute. All communications within the scope of the mediation shall remain confidential as described in Section 154.073 of the Texas Civil Practice and Remedies Code, unless both Parties agree, in writing, to waive the confidentiality. 8.12 Force Majeure. If the performance by Contractor or County or either Party’s obligations under this Agreement is interrupted or delayed by any occurrence not occasioned by its own conduct, whether such occurrence be an act of God or the result of war, riot, civil commotion, sovereign conduct, or the act or conduct of any person or persons not a party to this Agreement, then that Party will be excused from such performance for a period of time that is reasonably necessary after such occurrence to remedy the effects of the occurrence. Upon the discovery of such an event, the Party whose performance is affected shall notify the other Party, and the Director will call a special meeting to propose a resolution of the problem, and if necessary, to establish an estimated period of time to perform services under the Agreement. If Contractor makes a written request for an extension of time, the Director may grant the extension if the request is properly documented and justified by the circumstances. 8.13 Cooperation and Coordination. Contractor shall cooperate and coordinate with County staff and other contractors as reasonable and necessary and as required by the Director. 8.14 Independent Contractor. The Parties expressly acknowledge that Contractor is an independent contractor, operating solely in that capacity. Contractor assumes all of the rights, obligations, and 11 Page 286 of 1087 January 2025 Edition liabilities applicable to an independent contractor. Neither Contractor nor any of Contractor’s employees will be considered an employee, partner, joint-venturer, nor agent of County, nor does Contractor or any of its employees gain any rights against County pursuant to the County’s personnel policies. County will not pay Contractor nor Contractor’s employees any customary Travis County benefits, including but not limited to FICA, payroll taxes, worker’s compensation, health or retirement benefits, sick leave or vacation or holiday pay. Contractor is responsible to report all federal, state and city tax liabilities, social security obligations, and any other taxable matters associated with services rendered under this Agreement and is solely obligated to pay any and all taxes related to income paid to Contractor. 8.15 No Third-Party Rights. No provision in this Agreement, express or implied, is intended to confer upon any person or entity, other than the Parties to this Agreement, any benefits, rights, or remedies under or by reason of this Agreement. 8.16 Governing Law. The validity of this Agreement and of any of its terms or provisions, as well as the rights and duties of the Parties, are governed by the laws of the State of Texas. 8.16.1 Severability. Any clause, sentence, provision, paragraph, or article of this Agreement held by a court of competent jurisdiction to be invalid, illegal, or ineffective shall not impair, invalidate, or nullify the remainder of this Agreement, but the effect thereof shall be limited to the clause, sentence, provision, paragraph, or article so held to be invalid, illegal, or ineffective. 8.16.2 Law and Venue. All obligations under this Agreement are performable in Travis County, Texas. Venue for any litigation concerning this Agreement is in Travis County. 8.16.3 Assignment. No Party may assign any of the rights or duties created by this Agreement without the prior written approval of the other Party. It is acknowledged by Contractor that no officer, agent, employee, or representative of County has any authority to assign any part of this Agreement unless expressly granted that specific authority by Commissioners Court. 8.17 Binding Agreement. Despite any other provision in this Agreement, it is binding upon and inures to the benefit of the County and Contractor and their respective successors, executors, administrators, and assigns. Neither the County nor Contractor may assign, sublet, or transfer his interest in or obligations under this Agreement without the written consent of the other Party. 8.18 Performance of Other Services. As a part of this Agreement, it is understood that Contractor is free to provide services outside this Agreement as it sees fit at those times which Contractor is not obligated to County. It is also understood that County is free to have more than one contractor providing the type of services included in this Agreement and County is under no obligation to refer any work to Contractor for services under this Agreement. 8.19 Survival. Conditions and covenants of this Agreement which by their terms are performable after the termination, expiration, or end of this Agreement shall survive such termination, expiration, or end and remain fully performable. 8.20 Certificate of Contractor. Contractor certifies that neither Contractor nor any members of Contractor's firm nor any Subcontractor has: 8.20.1 Employed or retained for a commission, percentage, brokerage, contingency fee or other consideration, any firm or person (other than a bona fide employee working solely for Contractor) to solicit or secure the work provided by the Agreement. 12 Page 287 of 1087 January 2025 Edition 8.20.2 Agreed, as an expressed or implied condition for obtaining this Agreement, to employ or retain the services of any firm or person other than in connection with carrying out the work to be performed under this Agreement. 8.20.3 Paid or agreed to pay to any firm, organization, or person (other than bona fide employees working solely for Contractor) any fee, contribution, donation, or consideration of any kind for, or in connection with, procuring or carrying out the work provided under this Agreement. Contractor further agrees that this certification may be furnished to any local, state or federal government agencies in connection with this Agreement and for those portions of the program involving participation of agency grant funds and is subject to all applicable state and federal, criminal and civil laws. 8.21 Interpretational Guidelines. 8.21.1 Computation of Time. When any period of time is stated in this Agreement, the time is computed to exclude the first day and include the last day of the period. If the last day of any period falls on a Saturday, Sunday or a day that County has declared a holiday for its employees, these days shall be omitted from the computation. 8.21.2 Number and Gender. Words of any gender in this Agreement are interpreted to include any other gender and words in either singular or plural form are interpreted to include the other unless the context in the Agreement clearly requires otherwise. 8.21.3 Headings. The headings at the beginning of the various provisions of this Agreement have been included only to make it easier to locate the subject matter covered by that section or subsection and are not to be used in interpreting this Agreement. 8.22 Conflict of Interest Questionnaire: If required, Contractor shall complete, file, and update a Conflict of Interest Questionnaire in compliance with Chapter 176, Texas Local Government Code. Contractor acknowledges that the law requires the County to provide access to a filed Questionnaire on the official Travis County website. 8.23 County Monitoring. The Contractor will be monitored by the Director (or their designee) for compliance with the requirements of this Agreement. 8.24 Signatures. The person or persons signing this Agreement on behalf of the Contractor or representing themselves as signing this Agreement on behalf of the Contractor, do hereby warrant and guarantee that he, she, or they have been duly authorized by the Contractor to sign this Agreement on behalf of Contractor and to bind Contractor validly and legally to all terms, performances, and provisions in this Agreement. 13 Page 288 of 1087 January 2025 EditionDUPLICATE ORIGINALS This Agreement will be executed in duplicate originals and be effective when executed by both Parties. Austin Mental Health Community County of Travis, Texas Travis County County Judge Andy Brown Name: _______________________________ Date: Title: ________________________________ Date: Approved as to Purchasing Policies and Procedures by: _______________________________ Travis County Purchasing Agent C.W. Bruner, PMP, CPPB Approved as to Legal Form by: _______________________________ Assistant County Attorney Funds Verified by Auditor: _______________________________ County Auditor 14 Page 289 of 1087 January 2025 Edition ATTACHMENT A SCOPE OF SERVICES The primary responsibility of the Peer Specialist (PS) is to assist patients affected by mental and physical health and/or substance-use concerns while in jail. The PS provides all services with person-centered, trauma-informed care, and in a culturally appropriate manner. The PS acts as a model of recovery by sharing their lived experience to bring hope and engages clients by providing education, advocacy, and/or outreach. The PS is advanced in their recovery and is willing and able to share their recovery story in a positive, motivational manner. The PS may provide individual or group services. Services provided may include de-escalation and motivation interventions, training in recovery strategies, self-help, and self-advocacy, accessing healthcare services and community resources, or any other supervisor-approved topic. The PS works collaboratively with a treatment team to support each client's whole health and recovery goals. Job Duties: • Be present in the psychiatric units of the Travis County Jail/Travis County Correctional Complex and get to know the patients • Complete wellness checks and monitoring assignments • Refer patients to behavioral health staff, medical staff, etc. when appropriate • Conduct peer-focused groups based on need • Assist with de-escalation for those in crisis • Any other assigned duties that may benefit the care and well-being of those in custody Education: Required: • High School Diploma or GED equivalent • Peer Specialist Certification or other equivalent peer certification License: Required: • Current and valid state-issued Identification Card or Driver License Experience: Preferred: • At least one cumulative year of receiving mental health community services • One year of direct client care or customer service experience • Completion of Wellness Recovery Action Planning, NAMI Peer to Peer, and other nationally recognize recovery- based trainings Hours: Part-time, Monday through Friday, 8am to 5pm. Some weekends and evenings as needed. 15 Page 290 of 1087 January 2025 Edition ATTACHMENT B FEE SCHEDULE Contractor shall provide the services described in Attachment A and the total fees for this service shall not exceed $44,000.00 per contract year. Contractor shall be paid $45.83 per hour, not to exceed 20 hours per week. 16 Page 291 of 1087 January 2025 Edition ATTACHMENT C INSURANCE REQUIREMENTS Contractor shall have and shall require all subcontractors providing services to obtain and maintain, standard insurance sufficient to cover the needs of both Contractor and all Subcontractors pursuant to applicable generally accepted business standards. Upon prior reasonable notice to Contractor, County may review insurance requirements and require Contractor to make reasonable adjustments when the scope of Services has been expanded. Contractor is responsible for all premiums, deductibles, and self-insured retention. Contractor shall obtain insurance that meets the following standards: • Coverage written by companies licensed in Texas with an A.M. Best rating of B+ VIII or higher; • Coverage written as Combined Single Limits or structured using primary and excess or umbrella coverage that follows the form of the primary policy; • Coverage that provides at least the types and limits in this Attachment. As evidence of coverage, Contractor shall provide a Certificate of Insurance issued by the writing agent or carrier to the Purchasing Agent within 10 working days after both Parties execute this Agreement. The Certificate must state the Travis County contract number, show all deductibles and self-insured retention, and include all endorsements required by that type of coverage by number. Upon County’s request and without expense, County may receive certified copies of policies and endorsements. Insurance which includes Travis County as Additional Insured is considered primary for all claims except for professional liability and E & O Policies. Contractor shall not allow any insurance to be cancelled or lapse during any term of this Agreement. The minimum types and limits of insurance coverage are: A. Workers' Compensation and Employers' Liability Insurance 1. Coverage shall be consistent with statutory benefits outlined in the Texas Workers' Compensation Act 2. Employers' Liability limits are: $500,000 bodily injury each accident $500,000 bodily injury by disease $500,000 policy limit 3. Policies under this Section shall apply to State of Texas and include the following endorsements in favor of Travis County: a. Waiver of Subrogation (Form 420304) b. Thirty (30) day Notice of Cancellation (Form 420601) B. Commercial General Liability Insurance 1. Minimum limit: $500,000 per occurrence for coverage A and B with a $1,000,000 policy aggregate 2. The Policy shall contain or be endorsed as follows: a. Blanket contractual liability for this Contract b. Independent Contractor Coverage 3. The Policy shall also include the following endorsements in favor of Travis County: a. Waiver of Subrogation (Form CG 2404) b. Thirty (30) day Notice of Cancellation (Form CG 0205) c. Travis County named as additional insured (Form CG 2010) Supplement Insurance Requirement: If childcare, or housing arrangements for clients is provided, the required limits shall be: $1,000,000 per occurrence with a $2,000,000 policy aggregate 17 Page 292 of 1087 January 2025 EditionC. Business Automobile Liability Insurance 1. If any form of transportation for clients is provided, coverage for all owned, non-owned, and hired vehicles shall be maintained with a combined single limit of $300,000* per occurrence 2. Policy shall also include the following endorsements in favor of Travis County: a. Waiver of Subrogation (Form TE 2046A) b. Thirty (30) day Notice of Cancellation (Form TE 0202A) c. Travis County named as additional insured (Form TE 9901B) D. Professional Liability and/or E & O Insurance 1. Minimum Limit: $1,000,000 per Occurrence 2. If coverage is written on a claims made policy, the retroactive date shall be prior to the date services begin under this Contract or the effective date of this Contract, whichever comes first. Coverage shall include a three (3) year extended reporting period from the date this Contract expires or is terminated. Certificate of Insurance shall clarify coverage is claims made and shall contain both the retroactive date of coverage and the extended reporting period date. 3. Additional insured status for Travis County is not required 18 Page 293 of 1087 January 2025 Edition ATTACHMENT D ETHICS SWORN DECLARATION Date: Name of Declarant: Title of Declarant: Business Name of Contractor: County of Contractor: Declarant on oath swears that the following statements are true and complete: 1. Declarant is authorized by Contractor to make this Sworn Declaration for Contractor. 2. Declarant is fully aware of the facts stated in this Sworn Declaration. 3. Declarant can read the English language. 4. Contractor has received the list of key contracting persons associated with this Agreement which is attached to this Sworn Declaration as Exhibit "1". 5. Declarant has personally read Exhibit "1" to this Sworn Declaration. 6. Declarant has no knowledge of any key contracting person on Exhibit "1" with whom Contractor is doing business or has done business during the 365-day period immediately before the date of this Sworn Declaration whose name is not disclosed in Exhibit “2” to this Sworn Declaration. Signature of Declarant _______________________________________ Typed or printed name of Declarant Address _______________________________________ City, State Zip Code 19 Page 294 of 1087 January 2025 Edition EXHIBIT 1, ATTACHMENT D LIST OF KEY CONTRACTING PERSONS MARCH 25, 2025 CURRENT EMPLOYEES Position Held Name of Individual Holding Office/Position Name of Business Individual is Associated County Judge Andy Brown County Judge (Spouse) Sara Strother Ascension Seton Chief of Staff to County Judge Kate Garza Agenda Specialist Leo Carneiro Policy Counsel Emma Hilbert Communications Advisor Jacqueline Arias-Bryant Administrative Coordinator Cynthia Valdez Commissioner, Precinct 1 Jeff Travillion Commissioner, Precinct 1 (Spouse) Perri Travillion Austin Spurs Chief of Staff to County Commissioner Walter Muse Executive Assistant Deone Wilhite Executive Assistant Caitlin Brown Commissioner, Precinct 2 Brigid Shea Commissioner, Precinct 2 (Spouse) John Umphress Austin Energy Chief of Staff to County Commissioner Barbara Rush Executive Assistant Lani Oglewood Executive Assistant Dora Anguiano Commissioner, Precinct 3 Ann Howard Commissioner, Precinct 3 (Spouse) John Howard Dell Technologies Chief of Staff to County Commissioner Nirav Shah Executive Assistant Lucy Oglesby Executive Assistant Mick Long Executive Assistant Brianna McBride Commissioner, Precinct 4 Margaret Gomez Chief of Staff to County Commissioner David Salazar Executive Assistant Ricardo Rendon County Treasurer Dolores Ortega-Carter County Auditor Patti Smith County Executive, Planning & Budget Jessica Rio County Executive, Emergency Services Charles Brotherton County Executive, Health & Human Services Pilar Sanchez County Executive, Transportation & Natural Cynthia McDonald Resources County Executive, (Interim) Justice & Public Victoria Ashley* Safety County Executive, Technology & Operations Paul Hopingardner County Executive, Community Legal Services Geoff Burkhart Travis County Attorney Delia Garza Attorney Deputy Chief Senior Leslie Dippel* Attorney Deputy Chief Senior Lucio Del Toro* Director Enforcement Litigation Division Melissa Hargis* Attorney VII, Enforcement Litigation Division Melissa Ferringer* Attorney VI Jacqueline Sanchez 20 Page 295 of 1087 January 2025 EditionAttorney VII, Land Use Division Julie Joe Attorney VI, Land Use Division Christina Tagle Attorney VII, Land Use Division Christopher Gilmore Attorney VII Georgette Hogarth Director, Transactions and Land Use Divisions Ann-Marie Sheely Assistant Director, Transactions and Land Use Ann Greenberg* Divisions Attorney VII, Transactions Division Katherine (Kate) Fite Attorney VII, Transactions Division Matthew R. Entsminger Attorney VII, Transactions Division Becky Combs* Attorney VII, Transactions Division Santiago Diaz* Attorney VII, Transactions Division Viri Pulido Attorney II, Transactions Division Linda Martinez* Director, Health Services Division Trelisha Brown Attorney, Health Services Division Kinski Moss Attorney VII, Health Services Division David Duncan Attorney VII, Health Services Division Prema Gregerson Attorney VI, Health Services Division Haseeb Abdullah Purchasing Agent C.W. Bruner, CPPB, PMP* Procurement Director Jorge Talavera, CPPO, CPPB, CTPE, NIGP-CPP* Lead Procurement Officer James A. Carey* Lead Procurement Officer Sara Kassem, MPA, CPPB, CTCM, CTCD, NIGP- CPP* Lead Procurement Officer Bridgett Bradshaw, NIGP-CPP* Procurement Specialist IV Lori Clyde, CPPO, CPPB, CTPE, NIGP-CPP* Procurement Specialist IV Lee Perry* Procurement Specialist III Jerry Jones, MBA, CTCM Procurement Specialist III Priscilla Harrington, CPP, CPSM Procurement Specialist III Jean Liburd Procurement Specialist III Jennifer Proctor Romero Procurement Specialist III Limbania Rodriguez Procurement Specialist III Geri Castaneda Procurement Specialist II Patricia Estrada Procurement Specialist II Teri Mendez, CTCM Procurement Specialist II Sam Francis Procurement Specialist II Joe Hon Procurement Specialist II Christopher Milledge* Procurement Specialist II Tina Litzner Procurement Specialist II Brandon Hoffman Procurement Specialist II Jacqueline Childress, J.D.* Procurement Specialist II Thomas Lynch* Procurement Specialist II Lezlie Mills Procurement Specialist I Vacant Procurement Specialist I Ardian Shaholli* Procurement Specialist I Vacant Procurement Specialist I Sam McCord* Procurement Specialist I Teresa Rosalez* Procurement Specialist I Gina Garcia* Procurement Specialist I Claire Winn* Procurement Specialist I Maurecia Smith* 21 Page 296 of 1087 January 2025 Edition Purchasing Operations Division Director Jason G. Walker, CPPB* Purchasing Operations Division Director Rachel Fishback, CPPB* Purchasing Operations Specialist III April Cook* Purchasing Business Analyst II Kevin Scarbrough Purchasing Business Analyst II Scott Worthington Operations Consultant Jennifer Winkler, MBA, CGAP, NIGP-CPP* HUB Program Director Sylvia Lopez Assistant HUB Director Randle Jackson* Community Liaison Kaleo Lopez, SSH* HUB Specialist Nicholas Morrow* HUB Specialist Jessica Reagan* HUB Specialist Crystal Bennett* HUB Specialist Sydney McClelland Purchasing Contract Compliance Director Tenley Aldredge, M.I.A., J.D. Purchasing Contract Compliance Officer Andrew J. Artzt, J.D. Purchasing Contract Compliance Officer Kimberly Effinger Purchasing Contract Compliance Monitor Dennis Reyna Purchasing Contract Compliance Monitor Patrick Tuohy Purchasing Contract Compliance Monitor Tommie Wesley Purchasing Contract Compliance Monitor Joseph Castillo* Purchasing Contract Compliance Monitor Jonathan Garza, MPA* Purchasing Contract Compliance Monitor Odette Marin* * - Identifies employees who have been in that position less than a year. FORMER EMPLOYEES Position Held Name of Individual Holding Office/Position Date of Expiration Assistant Director, Transactions and Land Use James D. Nickell 10/01/25 Divisions Procurement Specialist I Olivia Thomas 08/15/25 Procurement Specialist I Miguel Mondragon 08/15/25 HUB Community Liaison Larry Williams 08/02/25 Purchasing Agent Bonnie Floyd 07/01/25 Procurement Specialist II Tammy Maines 05/06/25 22 Page 297 of 1087 January 2025 Edition EXHIBIT 2, ATTACHMENT D DISCLOSURE Exhibit 2 acknowledges that Contractor is doing business or has done business during the 365-day period immediately prior to the date of execution of the agreement with the following Key Contracting Persons and warrants that these are the only such Key Contracting Persons. __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ If no one is listed above, Contractor warrants that Contractor is not doing business and has not done business with any Key Contracting Person during the 365-day period immediately prior to the date of execution of the agreement. 23 Page 298 of 1087 January 2025 Edition ATTACHMENT E CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY AND VOLUNTARY EXCLUSION FOR COVERED CONTRACTS Federal Executive Order 12549 requires Travis County to screen each covered potential contractor to determine whether each has a right to obtain a contract in accordance with federal regulations on debarment, suspension, ineligibility, and voluntary exclusion. Each covered contractor must also screen each of its covered subcontractors. In this certification “contractor” refers to both contractor and subcontractor; “contract” refers to both contract and subcontract. By signing and submitting this certification, the contractor/potential contractor accepts the following terms: 1. The certification herein below is a material representation of fact upon which reliance was placed when this contract was entered into. If it is later determined that the potential contractor knowingly rendered an erroneous certification, in addition to other remedies available to the federal government or Travis County may pursue available remedies, including suspension and/or debarment. 2. The potential contractor shall provide immediate written notice to the person to whom this certification is submitted if at any time the potential contractor learns that the certification was erroneous when submitted or has become erroneous by reason of changed circumstances. 3. The words “covered contract,” “debarred,” “suspended,” “ineligible,” “participant,” “person,” “principle,” “proposal,” and “voluntarily excluded,” as used in this certification have meanings based upon materials in the Definitions and Coverage sections of federal rules implementing Executive Order 12549. 4. The potential contractor agrees by submitting this certification that, should the proposed covered contract be entered into, it shall not knowingly enter into any subcontract with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by a federal department or agency, and/or Travis County, as applicable. Do you have or do you anticipate having subcontractors under this proposed contract? ☐YES ☐NO 5. The potential contractor further agrees by submitting this certification that it will include this certification titled "Certification Regarding Debarment, Suspension, Ineligibility, and Voluntary Exclusion for Covered Contracts” without modification, in all covered subcontracts; and in solicitations for all covered subcontracts. 6. A contractor may rely upon a certification of a potential subcontractor that it is not debarred, suspended, ineligible, or voluntarily excluded from the covered contract, unless it knows that the certification is erroneous. A contractor must at a minimum, obtain certifications from its covered subcontractors upon each subcontract's initiation and upon each renewal. 7. Nothing contained in all the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this certification document. The knowledge and information of a contractor is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. 8. Except for contracts authorized under paragraph4 of these terms, if a contractor in a covered contract knowingly enters into a covered subcontract with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies available to the federal government, any federal agency and/or Travis County may pursue available remedies, including suspension and/or debarment. 24 Page 299 of 1087 January 2025 EditionCERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY, AND VOLUNTARY EXCLUSION FOR COVERED CONTRACTS Indicate in the appropriate box which statement applies to the covered contractor/potential contractor: ☐ The contractor/potential contractor certifies, by submission of this certification, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this contract by any federal department or agency, the State of Texas, or Travis County. ☐ The contractor/potential contractor is unable to certify to one or more of the terms in this certification. In this instance, the contractor/potential contractor must attach an explanation for each of the above terms to which he is unable to make certification. Attach the explanation(s) to this certification. Name of Contractor: Signature of Authorized Representative: Printed Name of Authorized Representative: Title of Authorized Representative: Unique Entity ID (generated by SAM.gov): Date: 25 Page 300 of 1087 January 2025 Edition Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve contract award for professional architectural services, ADA Transition Plan for Retrofits Project, RFQ No. 2209-005-TL, in the amount of $210,000.00, to the most highly qualified respondent, Reliance Architecture, LLC. (Facilities Management Department) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Lezlie Mills, Procurement Specialist II, 512-854-1185 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gomez and Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: This contract will provide consulting services to investigate the ADA List of Report Items and their referenced deficiencies within 12 locations. The ADA List of Report Items provides a breakdown of items that the consultant will investigate. This investigation will determine which items are feasible to correct, which are not. For items that are determined to be infeasible, the consultant will explain why. Once the investigation is complete, the consultant will provide the proper documentation needed to have a consultant design the corrective measures for the items in Phase II. FMD reviewed the qualification statements received from RFQ No. 2209-005-TL and determined Reliance Architecture, LLC to be the most highly qualified respondent for this project. Contract Information: Contract No.: 4400007520 Contractor Name: Reliance Architecture, LLC Contract Award Amount: $210,000.00 Contract Period: Through completion Staff Recommendations: FMD recommends contract award to Reliance Architecture, LLC in the amount of $210,000.00. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: Page 301 of 1087 N/A Fiscal Impact and Source of Funding: Funds Reservation #: 200002465 Required Authorizations: Attachments: 1. 4400007520 HUB Agenda 2. Ethics Disclosure 4400007520 3. Award Memo for Court 4. DRAFT PSA_4400007520 Page 302 of 1087 Travis County Commissioners Court Voting Session HUB Program Summary Recommended Respondent(s) HUB Non-HUB Prime HUB Race-Neutral Self-Performing Contractor Name Local Vendor Subcontractor Subcontractor Type Goal Prime? Percentage Percentage Reliance Architecture African- Yes 0.00 % 0.00% 0.00% Yes LLC American Good Faith Effort (GFE) No subcontracting opportunities identified. Per the Disparity Study recommendation, if there are no Met? subcontracting opportunities, then no goal should be applied and the GFE requirements do not apply. Page 303 of 1087 Travis County Commissioners Court Ethics Policy Vendor Disclosure Summary Project Number: 4400007520 Reliance Architecture LLC / N/A Political Contributions None Lobbying Activities None Page 304 of 1087 FACILITIES MANAGEMENT DEPARTMENT Gabriel Stock, AIA, LEED AP, BD&C, Director 700 Lavaca St., Suite 1300, Austin, Texas 78701  Phone: (512) 854-9661  Fax: (512) 854-6649 MEMORANDUM FMD Project No.: ADA-01-24R-0R FILE No.: 702 TO: C. W. Bruner, PMP, CPPB, Purchasing Agent FROM: Gabriel Stock, AIA, LEED AP, BD&C, Director DATE: March 27, 2025 SUBJECT: ADA Transition Plan – Phase I Contract Award to Reliance Architecture, LLC The Facilities Management Department (FMD) is requesting the assistance of the Purchasing Office in securing a contract award to Reliance Architecture, LLC for the Architectural and Engineering services for the ADA Transition Plan, Phase I. FMD has negotiated the Reliance Architecture fee proposal and has determined that it is fair and reasonable. FMD recommends contract award in the amount of $210,000.00. The fund has been encumbered and located in CN 200002465, G/L #511530, CC 1140110001. In accordance with the procedure to secure this contract award, this request is being forwarded along with the supporting documents for the Commissioners Court approval. If approved, please issue a fully executed contract to Reliance Architecture, LLC If you have any questions, please call Homer Villarreal at 512-854-8431. ATTACHMENTS: Proposal from Reliance Architecture, LLC, Dated March 19, 2025 COPY TO: Aerin Pfaffenberger, Asst. Director, FMD Homer Villarreal, AIA, Project Manager, FMD Jorge Talavera, Procurement Director, TCPO Andy Carey, Senior Procurement Specialist, TCPO PUR_ProcurementMgrs@traviscountytx.gov Page 305 of 1087Agreement No.: 4400007520TRAVIS COUNTY PURCHASING OFFICE PROFESSIONAL SERVICES AGREEMENT BETWEEN TRAVIS COUNTY AND RELIANCE ARCHITECTURE, LLC, A TEXAS LIMITED LIABILITY COMAPNY FOR PROFESSIONAL ARCHITECTURAL SERVICES FOR ADA TRANSITION PLAN FOR RETROFITS AGREEMENT NO. 4400007520 (Facilities Management Department) Page 306 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 PROFESSIONAL SERVICES AGREEMENT (“PSA”) STATE OF TEXAS § COUNTY OF TRAVIS § This Agreement (this “Agreement”) is made and entered into by and between Travis County, Texas, a political subdivision of the State of Texas (“County”) and Reliance Architecture, LLC, a Texas Limited Liability Company (“Consultant”) (each a “Party” and, collectively, the “Parties”). County desires to obtain professional architectural services for the design of ADA Transition Plan for Retrofits (the “Project”); Consultant has the professional ability and expertise to fulfill the requirements of the Project, and to counsel County in the selection and analysis of cost-effective alternatives. In consideration of the mutual covenants and agreements set forth in this Agreement, the amount and sufficiency of which are acknowledged, County and Consultant agree as follows: SECTION 1 EMPLOYMENT OF THE CONSULTANT 1.1 The Director of the Travis County Facilities Management Department ("FMD") (the "Director”) has designated a primary Project representative to act on behalf of County with respect to the work to be performed under this Agreement (the “County Project Manager”), and may change such designation as needed from time to time. The County shall notify Consultant of such designation and shall notify the Consultant in any changes to such designation. The County Project Manager, in consultation with the Director, has the authority to interpret and define the County’s policies and decisions with respect to Consultant’s services. The County Project Manager may designate representatives to transmit instructions and receive information. The County Project Manager will supervise the performance of Consultant’s services under this Agreement. Consultant must cooperate fully with the County Project Manager in the performance of services under this Agreement. 1.2 County is contracting with Consultant as an independent contractor. Consultant shall perform professional architectural design and implementation services as described and provided in this Agreement. If any dispute arises under this Agreement, Consultant and the County Project Manager specifically agree to make a good faith effort to resolve the dispute directly between them. If they are unable to resolve the matter to Consultant’s satisfaction, Consultant may appeal the dispute by following the procedures described in Paragraph 11.9 of this Agreement. 1.3 County will provide Consultant convenient access to all existing plans, maps, studies, reports, field notes, statistics, computations, and other data in its possession relating to existing facilities and to the Project. Consultant shall make copies of needed information and promptly return all originals. The cost of such copies will be included in all direct costs. Consultant shall return his copies of this material to County upon completion of the Project, if the County Project Manager instructs the Consultant to do so. 1.4 County cannot and does not warrant or guarantee the accuracy of any information that it provides Page 307 of 1087 to Consultant. Consultant may rely on professional sealed documents to the extent that the original professional would have been held liable for the information contained in those documents, in accordance with industry standard practice. Information provided in record or as-built documents that is critical to the current design work should be field-verified by Consultant in accordance with his professional judgment. Consultant may rely on other Project information provided by County, such as program data or design criteria, in accordance with industry standards, unless this Agreement provides otherwise. 1.5 If the County Project Manager observes or otherwise becomes aware of any fault or defect in the Work Product, as defined in Section 7, the County Project Manager will give prompt written notice of the fault or defect to Consultant. Consultant shall correct any such fault or defect at no cost to County. 1.6 The Travis County Commissioners Court orders this Agreement for professional architectural services exempt from the County Purchasing Act pursuant to Texas Local Government Code § 262.024(4) as an item for procurement of professional services. 1.7 Project Management; Key Personnel. Consultant shall provide management for the Project in accordance with the Consultant’s Organizational Chart provided as part of the Qualifications Statement submitted by Consultant in response to RFQ# 2209-005-TL Personnel included in the Organizational Chart shall be considered “Key Personnel” for purposes of this Project. Except in the event that the Key Personnel individual is no longer employed by (or otherwise under the direction and control of) Consultant, none of the Key Personnel may be withdrawn from the Project without County’s prior written approval; provided, however, Consultant shall have the right to change Key Personnel if Consultant complies with the following conditions: (1) Consultant provides County with at least fifteen (15) working days prior written notice that Consultant intends to replace a Key Personnel individual; (2) the notice is accompanied by a copy of the resume of any proposed replacement Key Personnel, together with documentation demonstrating that the proposed replacement has equal or greater experience and qualifications than the original Key Personnel individual; and (3) Consultant permits County to interview the proposed replacement Key Personnel individual for the purpose of satisfying itself that the proposed replacement is acceptable. County will notify Consultant within seven (7) days of conducting the interview of any objection to the proposed replacement, and will either request additional assurances regarding the proposed replacement or require Consultant to submit the name and qualifications of another replacement Key Personnel individual. Such process will continue until Consultant proposes a replacement Key Personnel individual acceptable to County. County agrees not to unreasonably withhold such acceptance. In the event a Key Personnel individual leaves the employment of Consultant unexpectedly and without advance notice, Consultant will immediately notify County upon learning of the departure and will comply with the requirements of this section. SECTION 2 BASIC SERVICES OF CONSULTANT 2.1 Consultant shall be responsible for the complete design and documentation of the work described or referenced in this Agreement, and shall prepare the Work Product, which must be acceptable to the County Project Manager. Consultant shall also serve as County’s professional consultant during the Project phases to which this Agreement applies, and shall consult with and give advice to County during the performance of the Project. Page 308 of 10872.2 Consultant shall perform the “Basic Services,” which means: 2.2.1 all elements of labor, materials and equipment required for the Project, which must be rendered to the satisfaction of the County Project Manager and the Commissioners Court and in accordance with the requirements, policies, and standard practices of Travis County; 2.2.2 the detailed Scope of Services for the Project as specified in Appendix A, attached to and made a part of this Agreement for all purposes (the “Scope of Services”); 2.2.3 all Project technical and management expertise stated in Consultant's Qualifications Statement submitted in response to RFQ No. 2209-005-TL; 2.2.4 the Work Product, as defined herein, which Consultant shall submit to County for review at regular intervals, as specified in the Project Schedule to be provided by Consultant. The requirements applicable to the Project Schedule are specified in Exhibit 3. 2.3 Consultant shall comply with all applicable codes in performing the Basic Services for the Project. The standards, codes, specifications, or other technical, design or professional requirements that apply to this Project are the latest edition in effect on the date on which this PSA is executed, unless Consultant and County expressly agree otherwise. The applicable codes for this Project include, but are not limited to: a. International Building Code with City of Austin amendments b. International Fire Code with City of Austin amendments c. Uniform Plumbing Code with City of Austin amendments d. Uniform Mechanical Code with City of Austin amendments e. International Energy Code with City of Austin amendments f. National Electrical Code with City of Austin amendments g. Texas Accessibility Standards 2.4 As part of the Basic Services, Consultant shall report to the County any suspected hazardous materials in the areas of proposed construction. Any hazardous materials assessment and abatement work will be provided by County under separate agreement. SECTION 3 CONSTRUCTION COST 3.1 The total cost to the County of all elements of the Project designed or specified by Consultant as part of the Work Product required by the Scope of Services is (the “Construction Cost”). The "Fixed Construction Budget" for all such construction of the Project is not to exceed the amount allocated by the County for the entire construction of the Project. 3.2 The Construction Cost includes the cost, at current market rates, including a reasonable allowance for overhead and profit: (i) of labor, materials and any equipment that the Consultant has designed, specified, selected, or specially provided for Consultant; and (ii) of permitting fees and other fees and charges required by the City of Austin or other governmental authorities. The Construction Cost does not include the compensation of Consultant or other consultants. 3.3 Detailed estimates of the Construction Cost prepared by Consultant represent Consultant’s best Page 309 of 1087 judgment as a design professional familiar with the construction industry. It is recognized, however, that neither Consultant nor County has control over the cost of labor, materials, or equipment; over the contractor’s methods of determining bid prices; or over competitive bidding, market, or negotiating conditions. 3.4 Consultant may include contingencies for design, bidding, and price escalation to determine what materials, equipment, component systems, and types of construction are to be included in the Work Product, and may include in the Work Product alternate bids to adjust the Construction Cost to the Fixed Construction Budget. 3.5 If the Bidding Phase (as described in the Scope of Services) has not commenced within six (6) months after Consultant submits the Work Product for such phase to the County, Consultant shall adjust the Construction Cost, if directed by County. This adjustment work will be considered an Additional Service, as defined in Section 4, if the delay was not caused by Consultant. The adjusted Construction Cost will reflect any change in the general level of prices in the construction industry between the date of submission of the Work Product and the date on which bids are sought. 3.6 If the Fixed Construction Budget is exceeded by the lowest responsible bid, County may: (1) approve, in writing, an increase in the Fixed Construction Budget; (2) authorize rebidding of the Project within a reasonable time; (3) terminate this Agreement and abandon the Project; or (4) revise the scope of the Project to reduce the Construction Cost. 3.7 If County chooses to proceed under clause 3.6(4), above, Consultant, without additional compensation, shall modify the documents that Consultant is responsible for preparing under the Basic Services portion of this Agreement, as necessary to comply with the fixed limit. 3.8 Reserved SECTION 4 COMPENSATION AND PAYMENT SCHEDULE 4.1 In consideration of Consultant’s performance of the Basic Services, Consultant will receive the Basic Services compensation described in Exhibit 1. County will pay the Basic Services compensation in accordance with the payment schedule specified in Exhibit 1. 4.2 For the performance of services not specifically described in the Basic Services (the “Additional Services”), Consultant will receive the Additional Services compensation described in Exhibit 1. 4.3 The County Project Manager will have authority to classify Consultant’s services as “Basic” or “Additional” services under this Agreement. The Project Manager may make this classification in consultation with the Director. In the event Consultant disagrees with the classification designated by the County Project Manager (and, if applicable, the Director), and those individuals are unable to Page 310 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 resolve the disagreement directly, Consultant may refer the dispute to the Purchasing Agent, who will follow the procedures described in Paragraph 11.9. SECTION 5 PERIOD OF SERVICE 5.1 Consultant shall perform the professional services described herein, whether “Basic” or “Additional” services, in accordance with the Project Schedule, attached to this Agreement as Exhibit 3. Consultant shall obtain County approval for any proposed modification to the Project Schedule. 5.2 This Agreement will become effective on the Effective Date, as defined on the signature page of this Agreement, and will remain in full force and effect for the period required for the complete design of, construction contract award for, and construction of the Project, including warranty periods and any extensions of time as provided in this Agreement (the “Project Completion Date”), unless sooner terminated as provided for in this Agreement. Time is of the essence in the completion of this Agreement. 5.3 FORCE MAJEURE. If the performance by Consultant or County or either Party’s obligations under this Agreement is interrupted or delayed by any occurrence not occasioned by its own conduct, whether such occurrence be an act of God or the result of war, riot, sovereign conduct, or the act or conduct of any person or persons not a party to or under the control (by contract or otherwise) of a party to this Agreement, then that Party will be excused from such performance for a period of time that is reasonably necessary after such occurrence to remedy the effects of the occurrence. If Force Majeure conditions exist, the party affected by them shall give the other party written Notice within five working days after the conditions begin. If timely Notice is impractical due to the Force Majeure conditions, then the party must provide Notice in as timely a manner as practicable. If Notice is not provided timely, the party experiencing Force Majeure waives it as a defense. SECTION 6 COORDINATION WITH COUNTY 6.1 The Travis County Purchasing Agent (the “Purchasing Agent”) acts as County’s overall agreement administrator. The Purchasing Agent may designate representatives to transmit and receive information. Consultant shall not commence work until the County Project Manager has thoroughly briefed Consultant on the scope of the Project. Consultant shall not commence work on the Project until receipt of a written notice to proceed issued by the Purchasing Agent upon the recommendation of the Director (the “Notice to Proceed”). Consultant shall not commence work on any subsequent phase of the Project, as such phases are described in the Scope of Services, until receipt of a written Notice to Proceed, which will be issued by the Director. The Director will copy the Purchasing Agent on all Notices to Proceed issued for subsequent Project phases. 6.2 At the beginning of each Project phase, and before written authorization to proceed with that phase is issued, Consultant shall submit to the County Project Manager the Project Schedule, as updated and adjusted as required for each phase. In addition, Consultant shall make monthly progress reports with comparisons to the Project Schedule. Page 311 of 10876.3 In addition to Consultant’s obligations described in the Scope of Services pertaining to meetings, at intervals not to exceed thirty (30) days, Consultant shall arrange for and attend progress meetings with County representatives and, as applicable, representatives of any other governmental authority having jurisdiction over the Project, to explain and receive feedback on the work-in- progress. 6.4 Consultant shall furnish all available data and reasonable assistance necessary to comply with established application, review, and approval processes for any permits, grants, or planning advances required for the Project. Consultant shall familiarize himself, and comply, with established application, review, and approval processes as necessary to ensure that reasonable compliance will cause no delay to the Project Schedule. 6.5 For the duration of the Agreement term, Consultant shall be responsible for advising County whether in Consultant’s judgment it is feasible to proceed with the Project given any constraints affecting the Project. 6.6 Consultant shall cooperate and coordinate with County’s staff and other consultants and contractors as reasonable and necessary in performance of this Agreement and as required by the Director, the County Project Manager, and the Purchasing Agent. SECTION 7 WORK PRODUCT 7.1 The term “Work Product” means any reports, drawings, plans, specifications and any other documents created, obtained or assembled in connection with performance of this Agreement and with the services rendered in connection with the Project, including but not limited to any and all deliverables for each phase of the Project as described in the Scope of Services. 7.2 Consultant shall submit the Work Product for each phase of the Project on or before the dates specified in the Project Schedule. Upon receipt of the Work Product, County will check the submission for completion. A “Complete” submission means that all items listed, referenced and otherwise described in this Agreement relating to that phase of the Project have been included. 7.3 If the submission is Complete, County will notify Consultant and County’s Technical Review Process, as defined in this Section, will begin. If the submission is incomplete, County will notify Consultant, who shall perform any professional services that are required to complete the Work Product for that phase. Consultant shall then resubmit the Work Product to County. 7.4 County’s “Technical Review Process” means County’s review of the Complete Work Product for substantial compliance with the technical specifications and requirements included in the Basic Services. If necessary, County will return the Complete Work Product to Consultant, who shall perform any professional services required for such compliance and resubmit the Complete Work Product to County. 7.5 The process described in paragraph 7.3 and 7.4 will be repeated until the Work Product is accepted by County. “Acceptance” means that in the County Project Manager’s opinion, substantial compliance with the technical specifications and requirements of the Scope of Services have been achieved. Page 312 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 7.6 After Acceptance, Consultant shall perform any required modifications, corrections, redesigns, and additional work as requested by County and any other governmental entities having jurisdiction over the Project and as necessary to receive final approval by the County Project Manager. “Approval” means formal written recognition by County that the Work Product for that phase is Complete and that compliance with the technical specifications and requirements has been fully achieved. 7.7 The County Project Manager will have authority to classify Consultant’s services as “Complete”, “Accepted”, or “Approved” under this Agreement. The Project Manager may make this classification in consultation with the Director. In the event Consultant disagrees with the classification designated by the County Project Manager (and, if applicable, the Director, and those individuals are unable to resolve the disagreement directly, Consultant may refer the dispute to the Purchasing Agent, who will follow the procedures described in Paragraph 11.9. SECTION 8 REVISION TO WORK PRODUCT 8.1 After Approval by County of the Work Product for each Project phase, Consultant shall, without additional compensation, perform any professional services required as a result of Consultant’s development of the Work Product that County has found to be in error or omission. In addition, if it is necessary to revise the Work Product in order to make the Project constructible, Consultant shall do so without additional compensation. However, after Approval by County, any revisions, additions, or other modifications made at County’s request for the convenience of County that require Consultant to perform extra services and incur additional expenses will entitle Consultant to additional compensation for such extra services and expenses. This compensation will be paid as Additional Services in accordance with Exhibits 1 and 2. Consultant must obtain County’s written authorization for Additional Services in advance in accordance with Exhibit 1. SECTION 9 DIRECT COSTS 9.1 “Direct Costs” means the total compensation for Basic Services or Additional Services specified in Exhibits 1 and 2, as well as all expenses incurred by Consultant in performing the professional services required. Direct Costs specifically includes all expenditures made by Consultant in the interest of the Project, including but not limited to expense of reproductions, plotting of drawings, documents for other than the in-house use of Consultant, postage, delivery expenses, and mileage incurred in for the Work Product(s) are also to be included in Direct Costs. SECTION 10 SUSPENSION AND TERMINATION OF AGREEMENT 10.1 SUSPENSION. County may suspend performance of this Agreement at any time for any reason without terminating this Agreement by giving Consultant written Notice of Suspension (a “Notice of Suspension”). The “Effective Date of Suspension” will be the date on which Consultant receives the Notice of Suspension, and the Suspension Period will begin on this date. Performance may be reinstated and this Agreement resumed in full force and effect within sixty (60) days of Consultant’s receipt of Page 313 of 1087 written notice of reinstatement from County. Upon the Effective Date of Suspension, Consultant shall follow the procedures described below: 10.1.1 Upon receipt of a Notice of Suspension, Consultant shall, unless the Notice of Suspension otherwise directs, immediately begin to phase out and discontinue all services in connection with the performance of this Agreement and shall prepare a statement detailing the services performed under this Agreement prior to the Effective Date of Suspension. Consultant shall prepare copies of all completed or partially completed designs, plans, and specifications prepared under this Agreement prior to the Effective Date of Suspension, including but not limited to the Work Product, for possible delivery to County upon County’s request. 10.1.2 During the Suspension Period, Consultant may submit the above-referenced statement to County for payment of the approved services actually performed under this Agreement, less previous payments. 10.2 TERMINATION FOR CONVENIENCE. County reserves the right to terminate this Agreement for reasons other than default by Consultant, including for any reason deemed by Commissioners Court to serve the public interest, or resulting from any governmental law, ordinance, regulation, or court order, by delivering to Consultant a written notice (a “Notice of Termination for Convenience”), which will take effect on the tenth day following receipt by Consultant (“Termination for Convenience”). In the event of Termination for Convenience, County and its officials, agents and representatives will not be liable for loss of any profits. 10.2.1 Upon receipt of a Notice of Termination for Convenience and prior to the effective date of termination, Consultant shall, unless the Notice of Termination for Convenience otherwise directs, immediately begin to phase out and discontinue all services in connection with the performance of this Agreement and shall proceed to promptly cancel all existing orders and agreements insofar as such orders and agreements are chargeable to this Agreement. Within thirty (30) days after receipt of a Notice of Termination for Convenience, Consultant shall submit a statement showing in detail the services performed under this Agreement prior to the effective date of termination. 10.2.2 Consultant shall deliver to County copies of all completed or partially completed designs, plans, specifications and any and all other Work Product prepared under this Agreement prior to the effective date of termination as a precondition to any final payment due under this Agreement. 10.2.3 Upon satisfaction of the above conditions, County will pay Consultant for approved services actually performed under this Agreement prior to termination, less previous payments. 10.2.4 Consultant’s failure to submit the required statement described in paragraph 10.2.1 and to comply with the above stated conditions will constitute a waiver by Consultant of any and all rights or claims to collect the fee to which Consultant may rightfully be entitled for services performed under this Agreement. Page 314 of 108710.3 TERMINATION FOR DEFAULT. Either Party may terminate this Agreement for the substantial failure of the other Party to perform any of the material provisions of this Agreement, through no fault of the terminating Party (“Termination for Default”) by delivering written notice of termination (a “Notice of Termination for Default”) to the defaulting Party. The Notice of Termination for Default shall take effect on the tenth day following receipt by the defaulting Party. In the event of Termination for Default, County and its officials, agents and representatives will not be liable for loss of any profits. Termination by Consultant: 10.3.1 In the event Consultant exercises its right to terminate for default by County, within thirty (30) days after receipt by County of Consultant’s Notice of Termination for Default, Consultant shall submit a statement detailing the services performed under this Agreement prior to the effective date of termination. 10.3.2 Consultant shall deliver to County copies of all completed or partially completed designs, plans, specifications and any and all other Work Product prepared under this Agreement prior to the effective date of termination as a precondition to any final payment due under this Agreement. 10.3.3 Upon satisfaction of the above conditions, County will pay Consultant for approved services actually performed under this Agreement prior to termination, less previous payments. 10.3.4 Consultant’s failure to submit the required statement described in paragraph 10.3.1 and to comply with the above stated conditions will constitute a waiver by Consultant of any and all rights or claims to collect the fee to which Consultant may rightfully be entitled for services performed under this Agreement. Termination by County: 10.3.5 Upon receipt by Consultant of a Notice of Termination for Default and prior to the effective date of termination, Consultant shall, unless the Notice of Termination otherwise directs, immediately begin to phase out and discontinue all services in connection with the performance of this Agreement and shall proceed to promptly cancel all existing orders and agreements insofar as such orders and agreements are chargeable to this Agreement. Within thirty (30) days after receipt of a Notice of Termination for Default, Consultant shall submit a statement showing in detail the services performed under this Agreement prior to the effective date of termination. 10.3.6 Consultant shall deliver to County copies of all completed or partially completed designs, plans, specifications and other Work Product prepared under this Agreement prior to the effective date of termination as a precondition to any final payment due under this Agreement. 10.3.7 Upon satisfaction of the above conditions, County will pay Consultant for approved services actually performed under this Agreement prior to termination, less previous payments. 10.3.8 Consultant’s failure to submit the required statement described in paragraph 10.3.5 and to comply with the above stated conditions will constitute a waiver by Consultant of any Page 315 of 1087 and all rights or claims to collect the fee to which Consultant may rightfully be entitled for services performed under this Agreement. 10.4 All references to time in this Agreement will be measured in calendar days unless otherwise specified. SECTION 11 CONSULTANT’S RESPONSIBILITY AND LIABILITY 11.1 Consultant covenants to undertake no task for which a professional license or certificate is required unless Consultant or someone under Consultant’s direction is appropriately licensed. In the event such licensed individual’s license expires, is revoked, or is canceled, Consultant shall inform County of such event within five (5) working days. 11.2 Consultant shall be responsible for conformance with applicable federal, state, and local laws, rules and regulations, including County permitting requirements, and city ordinances currently in effect. 11.3 Acceptance and Approval of the Work Product by County will not release Consultant of any responsibility or liability for the accuracy and competency of Consultant’s designs, working drawings, specifications, or other documents or work performed under this Agreement. Neither Acceptance nor Approval by County will be an assumption of responsibility or liability by County for any defect, error, or omission in the designs, working drawings, specifications, or other documents prepared by Consultant. 11.4 Consultant shall perform all services and responsibilities required of Consultant under this Agreement with the professional skill and care ordinarily provided by competent consultants practicing in Travis County, Texas, and under the same or similar circumstances and professional license and as expeditiously as is prudent considering the ordinary professional skill and care of a competent consultant. Nothing in this Agreement will be construed to relieve Consultant of this duty. 11.5 Upon County’s request, Consultant shall immediately remove from association with the Project any employee of Consultant who, in the opinion of County, is incompetent or whose conduct becomes detrimental to the work or coordination with County. 11.6 Consultant shall place his Texas Professional Consultant’s seal of endorsement on all documents and engineering data furnished to County, as required by law. 11.7 Consultant is an independent contractor under this Agreement. Neither Consultant nor any officer, agent, servant, or employee of Consultant will be classified as an employee or servant of County. 11.8 INDEMNIFICATION. CONSULTANT AGREES TO AND SHALL INDEMNIFY AND HOLD HARMLESS COUNTY AND ITS OFFICIALS, AGENTS, AND EMPLOYEES, FROM AND AGAINST ANY AND ALL CLAIMS, LOSSES, DAMAGES, ACTIONS, SUITS, AND LIABILITY OF ANY KIND, WHETHER MERITORIOUS OR NOT, INCLUDING, WITHOUT LIMITATION, ALL EXPENSES OF LITIGATION, COURT COSTS, AND ATTORNEY’S FEES FOR INJURY TO OR DEATH OF ANY PERSON, OR FOR DAMAGE TO ANY PROPERTY TO THE EXTENT ARISING IN WHOLE OR IN PART FROM ANY NEGLIGENT ACT, NEGLIGENT ERROR, OR NEGLIGENT OMISSION, INTENTIONAL TORT, OR INTELLECTUAL PROPERTY INFRINGEMENT, OR Page 316 of 1087 FAILURE TO PAY A SUBCONSULTANT OR SUPPLIER OF CONSULTANT OR ANY OF CONSULTANT'S EMPLOYEES, AGENTS REPRESENTATIVES, OR SUBCONTRACTORS ON ACCOUNT OF, ARISING OR RESULTING FROM, DIRECTLY OR INDIRECTLY, THE PERFORMANCE OF THIS AGREEMENT. 11.8.1 If any person, firm, corporation or other entity makes or brings any claim, or other action, against Consultant that relates to Consultant’s activities and performance under this Agreement, including proceedings before an administrative agency, Consultant shall give written notice to County of the following information: (i) the existence of the claim, or other action, within ten (10) working days after being notified of it; (ii) the name and address of the person, firm, corporation, or other entity that made a claim, or that instituted any type of action or proceeding; (iii) the alleged basis of the claim, action or proceeding; (iv) the court or administrative tribunal, if any, where the claim, action or proceeding was instituted; and (v) the name or names of any person against whom this claim is being made. 11.8.2 Except as otherwise directed, Consultant shall furnish to County copies of all pertinent papers received by Consultant with respect to these claims or actions and all court pleadings related to the defense of these claims or actions. 11.9 AGREEMENT ADMINISTRATION; UNRESOLVED DISPUTES. The Purchasing Agent acts as the County representative in the administration of this Agreement. In case of an unresolved dispute, any document, notice, or correspondence not issued by or to the Purchasing Agent, or other authorized County person, is void unless otherwise stated in this Agreement. If Consultant does not agree with any document, notice, or correspondence issued by the Purchasing Agent, or other authorized County person, relating to the unresolved dispute, Consultant must submit a written notice to the Purchasing Agent, or other authorized County person, within ten (10) calendar days after receipt of the document, notice, or correspondence, outlining the exact point of disagreement in detail. Consultant may appeal the decision of the Purchasing Agent, after submitting a written notice to the Purchasing Agent outlining the exact point of disagreement in detail within (10) calendar days after receipt of the Purchasing Agent’s decision, to the Travis County Commissioners Court. 11.10 The County may seek its actual damages against the Consultant to the extent losses are incurred because of defects, errors and omissions in the design, working drawings, specifications or other documents prepared by the Consultant, to the extent that the financial losses are greater than the County would have originally paid had there not been defects, errors and omissions in the documents. The Consultant will financially participate in the County's financial losses for those non-value added work and compliance costs. Page 317 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 SECTION 12 OWNERSHIP OF DOCUMENTS 12.1 Consultant shall furnish County with Work Product as requested, whether or not it is complete at the end of the Project, or upon suspension or termination of this Agreement, as provided in this Agreement. Consultant may retain copies of the Work Product for Consultant’s records. 12.2 The Work Product, and any other documents, including estimates, computer tapes, graphic files, tracings, calculations, analyses, reports, specifications, field notes, and data prepared by Consultant in performance of this Agreement, together with all intellectual property and proprietary rights in and to all such documents, will upon creation become the sole and exclusive property of County. The County will have the right to use the Work Product in any permitting, bidding, or construction of the Project, as applicable. Upon completion of the Project, Consultant shall deliver all such documents to County in an organized fashion. Consultant may retain a copy of the Work Product. 12.3 Any reuse by Consultant of any such documents described in paragraphs 12.1 and 12.2 without the specific and prior written consent of County will be at Consultant’s sole risk and without liability or legal exposure to County and Consultant waives any and all claims against the County arising out of any such use. 12.4 Consultant will not be responsible for any use or any modifications to the documents described in paragraphs 12.1 and 12.2 made by any other entity, unless Consultant has given his specific written consent. SECTION 13 MAINTENANCE OF AND RIGHT OF ACCESS TO RECORDS 13.1 Consultant agrees to maintain appropriate accounting records of costs, expenses, and payrolls of employees working on the Project, together with documentation of evaluations and study results for a period of five years after final payment for completed services and all other pending matters concerning this Agreement have been closed. 13.2 The Consultant further agrees that the County or its duly authorized representatives shall have access to any and all books, documents, papers, reports and records of the Consultant, which the County deems are directly pertinent to the services to be performed under this Agreement for the purposes of making audits, examinations, excerpts, and transcriptions, and to ascertain compliance with federal and state employment discrimination laws. 13.3 Consultant shall provide all information and reports required by Title VI of the 1964 Civil Rights Act (42 USC Section 2000d, et. seq.) and any regulations or directives issued pursuant to them. Consultant shall permit access to its books, records, accounts, other sources of information and its facilities as County may determine to be pertinent to ascertain compliance with these regulations, orders, and instructions. Where any information required of Consultant is in the exclusive possession of another who fails or refuses to furnish this information, Consultant shall so Page 318 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 certify to the County, as appropriate, and shall state what efforts it has made to obtain the information. SECTION 14 MISCELLANEOUS 14.1 VENUE. This Agreement is governed by and will be construed in accordance with the laws of the United States of America and the State of Texas, and all obligations under this Agreement are performable in Travis County, Texas. Venue for any dispute arising out of this Agreement will lie exclusively and soley in the appropriate court of Travis County, Texas. 14.2 SEVERABILITY. If a court of competent jurisdiction rules any portion or portions of this Agreement invalid, illegal, or unenforceable in any respect, the remainder of it shall remain valid and binding. 14.3 CIVIL RIGHTS AND EQUAL OPPORTUNITY IN EMPLOYMENT. The Consultant agrees, during the performance of the services under this Agreement, that the Consultant shall provide all services and activities required in a manner that complies with the Civil Rights Act of 1964, as amended, the Rehabilitation Act of 1973, Public Law 93-1122, Section 504, the provisions of the Americans with Disabilities Act of 1990, Public Law 101-336 [S.933], and all other federal and state laws, rules, regulations, and orders pertaining to equal opportunity in employment, as if the Consultant were an entity bound to comply with these laws. The Consultant shall not discriminate against any applicant for employment, employee, or other person on the basis of race, color, religion, sexual orientation, gender identity/expression, age, national origin or handicapped condition and shall provide reasonable accommodations for disabilities as required by the Americans with Disabilities Act as amended. In accordance with Title VI of the Civil Rights Act of 1964. a. Compliance with Regulations: Consultant shall comply with the requirements relative to nondiscrimination in Federally-Assisted programs, including but not limited to Title VI of the 1964 Civil Rights Act (42 USC Section 2000d, et. seq.), and 49 CFR Part 21, both as explained in Federal Transit Administration (FTA) Circular 4702.1A, as they may be amended (the “Regulations”), which are herein incorporated by reference and made a part of this Agreement. b. Nondiscrimination: Regarding the work performed and services rendered by Consultant under this Agreement, it shall not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. Seller shall not participate either directly or indirectly in the discrimination prohibited by section 21.5 of the Regulations, including employment practices. c. Solicitations for Subcontracts, Including Procurements of Materials and Equipment: In all solicitations required by the Scope of Services or delivery of the Work Product pursuant to this agreement, either by competitive bidding or negotiation made by the Consultant for work to be performed under a subcontract, including procurements of materials or leases of equipment, each potential subcontractor or supplier shall be notified by the Consultant of the Consultant's obligations under this Agreement and the Regulations relative to nondiscrimination on the grounds of race, color, or national origin. Page 319 of 1087d. Sanctions for Noncompliance: If Consultant does not comply with the nondiscrimination provisions of this Agreement, County shall impose the sanctions that it determines are appropriate, including, but not limited to, withholding of payments to Consultant under the Agreement until Consultant complies, or until cancellation, termination or suspension of the Agreement, in whole or in part. e. Incorporation of Provisions: Consultant shall include the provisions of sections 14.3 a-f (regarding nondiscrimination) and 13.2 (regarding reports) in every subcontract, including procurements of materials and leases of equipment, unless exempt by the Regulations, or directives issued pursuant to them. f. APPENDIX E List: During the performance of this Agreement, the Consultant, for itself, its assignees, and successors in interest agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to: Pertinent Nondiscrimination Authorities:  Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Part 21.  The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects);  Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of sex);  Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27;  The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination on the basis of age);  Airport and Airway Improvement Act of 1982, (49 U.S.C. § 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex);  The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);  Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131- 12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38;  The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex);  Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations;  Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100); Page 320 of 1087  Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U .S.C. 1681 et seq) 14.3.1 Verification of Non-Discrimination Against Specified Entities. In compliance with Texas Government Code, Chapters 2271, 2276, and Chapter 2274, Contractor’s signature on this Contract serves as written verification that Contractor complies with the following sections: a. Consultant does not boycott Israel and will not boycott Israel during the Contract Term; b. Consultant does not boycott energy companies and will not boycott energy companies during the Contract Term; and c. Consultant does not have a practice, policy, guidance, or directive that discriminates against a firearm entity or firearm trade association and will not discriminate against a firearm entity or firearm trade association during the Contract Term. 14.4 CERTIFICATION OF CONSULTANT. Consultant certifies that neither Consultant nor any members of Consultant’s firm has: 14.4.1 Employed or retained for a commission, percentage, brokerage, contingency fee, or other consideration, any firm or person (other than a bona fide employee working solely for Consultant) to solicit or secure the services provided by this Agreement. 14.4.2 Agreed, as an expressed or implied condition for obtaining this Agreement, to employ or retain the services of any firm or person other than in connection with carrying out the services to be performed under this Agreement. 14.4.3 Paid or agreed to pay to any firm, organization, or person (other than bona fide employees working solely for Consultant) any fee, contribution, donation, or consideration of any kind for, or in connection with, procuring or carrying out the services provided under this Agreement. 14.4.4 Consultant agrees that County may furnish this certification to any local, state or federal governmental agencies in connection with this Agreement and with those portions of the Project involving participation of agency grant funds. Consultant agrees that this certification is subject to all applicable state and federal, criminal and civil laws. 14.5 NOTICE. Any notice required or permitted to be given under this Agreement by one Party to the other must be in writing. The notice will be given and deemed to have been given immediately if delivered in person to the address set forth in this section for the Party to whom the notice is given. The notice will be given and deemed to have been given on the third day following mailing if placed in the United States mail, postage prepaid, by registered or certified mail with return receipt requested, addressed to the party at the address set forth in this section. The address of County for all purposes under this Agreement, unless such notice is specifically directed otherwise, is: COUNTY: C.W. Bruner, PMP, CPPB (or successor) Travis County Purchasing Agent Page 321 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 P.O. Box 1748 Austin. Texas. 78767 with copies to (registered or certified mail with return receipt is not required): Homer Villarreal, AIA, Senior Project Manager (or successor) Travis County Facilities Management Department P.O. Box 1748 Austin, Texas 78767 The address of Consultant for all purposes under this Agreement, unless such notice is specifically directed otherwise, is: Reliance Architecture, LLC ATTN: Clifton Stuckey 12 Chisholm Trail Suite 200 Round Rock, Texas, 78681 14.6 INSURANCE REQUIREMENTS. Consultant agrees during the performance of the services under this Agreement, and at all times during the term of this Agreement, to comply with the insurance requirements specified in Exhibit 5. 14.7 FORFEITURE OF AGREEMENT. Consultant shall forfeit all benefits of this Agreement and County will retain all performance by Consultant and recover all consideration, or the value of all consideration, paid to Consultant pursuant to this Agreement if: 14.7.1 Consultant was doing business at the time of submitting its Qualification Statement or had done business during the 365 day period immediately prior to the date on which it is executed; or 14.7.2 Consultant does business with a Key Contracting Person at any time after the date on which this Agreement is executed and prior to full performance of this Agreement. Consultant will notify County of any change in the information submitted with this Agreement as to the Ethics Sworn Declaration within twenty (20) days of such change through the Project Completion Date. 14.7.3 "Is doing business" and "has done business" means: Page 322 of 1087 (A) paying or receiving in any calendar year any money or other valuable thing with a value of more than $250 in the aggregate in exchange for personal services or for purchase or use of any property or property interest, either real or personal, either legal or equitable; or (B) loaning or receiving a loan of money, or goods or otherwise creating or having in existence any legal obligation or debt with a value of more than $250 in the aggregate in a calendar year but does not include (i) Any retail transaction for goods or services sold to a Key Contracting Person at a posted, published, or marked price available to the public, (ii) Any financial services product sold to a Key Contracting Person for personal, family, or household purposes in accordance with pricing guidelines applicable to similarly situated individuals with similar risks as determined by Consultant in the ordinary course of its business, or (iii) If Consultant is a national or multinational corporation, any transaction for a financial service or insurance coverage made on behalf of Consultant by its agent, employee, or other representative who does not know and is not in a position that he or she should have known about the agreement. 14.7.4 “Key Contracting Person” means any person or business listed in listed in Exhibit 6, Attachment 1 (“Ethics Sworn Declaration”), attached to and made a part of this Agreement. 14.8 PURCHASE ORDER. Consultant and its contractors, subcontractors and vendors shall provide goods and services using the purchase order method. The designated representative of the Travis County Purchasing Office will assign a purchase order number. Consultant and its contractors, subcontractors and vendors shall reference the Agreement number and the purchase order number on all invoices to the Travis County Facilities Management Department. The terms and conditions contained elsewhere in this Agreement will prevail over different or contrary terms in any purchase order. All invoices submitted by Consultant and its contractors, subcontractors, and vendors must reference the purchase order number on the invoice. County will not pay invoices that are in excess of the amount authorized by the purchase order. 14.9 INVOICING. Consultant shall invoice County monthly for services performed pursuant to this Agreement, as provided by Exhibit 1. Consultant is an independent contractor shall not have any right to claim any customary Travis County benefits, including, but not limited to taxes, worker's compensation, health and retirement benefits, sick leave and vacation and holiday. Invoices shall be submitted by the 10th of the month immediately following the month in which the services were rendered. Page 323 of 108714.9.1 County pays by ACH/EFT or check upon satisfactory delivery and acceptance of items and submissions of a correct and complete invoice to the address below: Patti Smith, CPA (or successor) Travis County Auditor Preferably via e-mail to: AP@traviscountytx.gov Or Via mail to: P.O. Box 1748 Austin, Texas 78767 Consultant may contact the Auditor's Office, Disbursements Division at (512) 854-9125 for assistance with setting up electronic payment through ACH, which deposits payments directly into the Consultant’s account. To be "correct and complete," an invoice must include at least the following information: 14.9.1.1 Name, address, and telephone number of, and the name should match the name shown on the W-9 that Consultant submitted to the Auditor's Office; 14.9.1.2 Name and address where the payment is to be sent, if payment is by check; 14.9.1.3 County Agreement Number and County Purchasing Order Number; 14.9.1.4 Identification of items or services as outlined in the Agreement*; 14.9.1.5 Quantity or quantities, applicable unit prices, total prices by item, and total invoice amount, and 14.9.1.6 Any additional payment information that may be called for by this Agreement*. *Note: Information reflecting Protected Health Information (PHI) or Personally Identifiable Information (PII) must be properly redacted before submission of an invoice to the Auditor’s Office to ensure compliance with the Health Insurance Portability and Accountability Act (HIPAA) Privacy Rule and other privacy regulations. Invoices with improperly redacted PHI or PII will not be processed for payment and they will be permanently deleted from our files. For payment to be made, an invoice must be re-submitted. The re-submitted invoice must have all PII/PHI information redacted and appropriately disclosed. 14.9.2 Additional Copy of Invoice: In addition, Consultant shall send a copy of the invoice to: Page 324 of 1087 Homer Villarreal Senior Project Manager Travis County Facilities Management Department P.O. Box 1748 Austin, Texas 78767 If payment is based on percentage of completion, Consultant shall also submit a statement showing the percentage of completion of the work as at the date of the invoice with each invoice, and any additional written information requested by County to document the progress of the work. 14.10 DISBURSEMENTS TO PERSONS WITH OUTSTANDING DEBTS PROHIBITED. In accordance with Section 154.045 of the Local Government Code, if notice of indebtedness has been filed with the County Auditor or County Treasurer evidencing the indebtedness of Consultant to the State, County or a salary fund, a warrant may not be drawn on a County fund in favor of Consultant, or an agent or assignee of Consultant until: 14.10.1 the County Treasurer notifies Consultant in writing that the debt is outstanding; and 14.10.2 the debt is paid. 14.10.3 "Debt” includes delinquent taxes, fines, fees, and indebtedness arising from written agreements with County. 14.10.4 County may apply any funds County owes Consultant to the outstanding balance of debt for which notice is made under section 14.10 above, if the notice includes a statement that the amount owed by County to Consultant may be applied to reduce the outstanding debt. 14.11 INTEREST ON OVERDUE PAYMENTS. Chapter 2251 of the Texas Government Code will govern accrual and payment of interest on overdue payments. 14.12 PROPERTY TAXES. Notwithstanding anything to the contrary in this Agreement, if Consultant is delinquent in the payment of property taxes at the time of providing the services rendered under this Agreement, Consultant assigns any payments to be made for services rendered hereunder to the Travis County Tax Assessor-Collector for the payment of the delinquent taxes. 14.13 TAXPAYER IDENTIFICATION. Consultant shall provide County with an Internal Revenue Form W- 9 Request for Taxpayer Identification Number and Certification that is completed in compliance with the Internal Revenue Code, its rules and regulations, and a statement of entity status in a form satisfactory to the County Auditor before any funds are payable under this Agreement. 14.14 SUCCESSORS AND ASSIGNS. This Agreement will be binding on and inure to the benefit of Page 325 of 1087 County and Consultant and their respective successors, executors, administrators, and assigns. Neither County nor Consultant may assign, sublet, or transfer its interest in or obligations under this Agreement without the written consent of the other party. IT IS EXPRESSLY ACKNOWLEDGED AND AGREED THAT NO OFFICIAL, EMPLOYEE, AGENT, OR REPRESENTATIVE OF COUNTY HAS ANY AUTHORITY, EITHER EXPRESS OR IMPLIED, TO ASSIGN THIS AGREEMENT EXCEPT PURSUANT TO SUCH EXPRESS AUTHORITY AS MAY BE GRANTED BY THE COMMISSIONERS COURT. 14.15 HISTORICALLY UNDERUTILIZED BUSINESSES (“HUB”) PROGRAM REQUIREMENTS. The HUB Declaration Form (if applicable) must be completed and submitted with your response. It includes the explanation and instructions required for completion. 14.16 FUNDING OUT. Despite anything to the contrary in this Agreement, if, during budget planning and adoption, the Commissioners Court fails to provide funding for this Agreement for the following fiscal year of Travis County, County may terminate this Agreement after giving Consultant thirty (30) calendar days written notice that this Agreement is terminated due to the failure to fund it. 14.17 NON-WAIVER OF DEFAULT. No payment, act, or omission by County will constitute or be construed as a waiver of any breach or default of Consultant that then exists or that may subsequently exist. All rights of County under this Agreement are specifically reserved and any payment, act or omission will not impair or prejudice any remedy or title to County under it. Any right or remedy in this Agreement will not preclude the exercise of any other right or remedy under this Agreement or under any law, except as expressly provided in this Agreement, nor will any action taken in the exercise of any right or remedy be deemed a waiver of any other rights or remedies. 14.18 MEDIATION. When mediation is acceptable to both parties in resolving a dispute arising under this Agreement, the parties agree to use a mutually agreed upon mediator, or a person appointed by a court of competent jurisdiction, for mediation as described in Section 154.023 of the Texas Civil Practice and Remedies Code. Unless both parties are satisfied with the result of the mediation, the mediation will not constitute a final and binding resolution of the dispute. Subject to the provisions of Chapter 552 of the Texas Government Code, all communications within the scope of the mediation shall remain confidential as described in Section 154.073 of the Texas Civil Practice and Remedies Code, unless both parties agree, in writing, to waive the confidentiality. Mediation is a prerequisite to pursuing other legal remedies, unless waived by both parties. 14.19 OFFICIALS NOT TO BENEFIT. If a member of the Commissioners Court belongs to a cooperative association, County may purchase equipment or supplies from the association only if no member of the Commissioners Court will receive a pecuniary benefit from the purchase, other than as reflected in an increase in dividends distributed generally to members of the association. Page 326 of 108714.20 CONSULTANT CERTIFICATIONS: 14.20.1 Consultant certifies that Consultant (i) is a duly qualified, capable and otherwise bondable business entity; (ii) is not in receivership and does not contemplate same; (iii) has not filed for bankruptcy, and is not currently delinquent with respect to payment of property taxes within Travis County; and (iv) is duly licensed in the State of Texas to perform the work described in this Agreement. 14.20.2 Consultant further represents and warrants that: (i) all applicable copyrights, patents and licenses that may exist on materials used in this Agreement have been adhered to; and (ii) County will not be liable for any infringement of those rights and any rights granted to County will apply for the duration of this Agreement. CONSULTANT SHALL INDEMNIFY COUNTY AND ITS OFFICERS, AGENTS AND EMPLOYEES FROM ALL CLAIMS, LOSSES, DAMAGES, CAUSES OF ACTION AND LIABILITY OF EVERY KIND, INCLUDING EXPENSES OF LITIGATION, COURT COSTS AND ATTORNEY FEES, FOR DAMAGES TO ANY PERSON OR PROPERTY ARISING IN CONNECTION WITH ANY ALLEGED OR ACTUAL INFRINGEMENT OF EXISTING PATENTS, LICENSES OF COPYRIGHTS APPLICABLE TO MATERIALS USED IN THIS AGREEMENT. 14.21 COUNTY INFORMATION. “County Information” means any data or information created in furtherance of this Agreement or owned by County or in its actual or constructive possession, and any documents related thereto, including County confidential information. 14.21.1 The County shall retain full ownership of all County Information, including all County confidential information, provided to Consultant or to which the Consultant otherwise gains access. Upon termination of the Agreement, Consultant shall promptly return to the County all County Information possessed by Consultant or its agents or subcontractors. Consultant shall retain no copies or back-up records of County Information. The obligations set forth in this Section 14.21 with respect to County Confidential Information, shall survive termination of the Agreement and Consultant shall limit any further use and disclosure of County Confidential Information to the purposes that make the return of or County Confidential Information infeasible. If such return is infeasible, as mutually determined by the County and Consultant, the County may direct Consultant to destroy any County Confidential Information in Consultant’s possession. Any such destruction shall be verified by Consultant and the County. 14.21.2 All County Information will be treated as private and confidential. Consultant shall at all times preserve the confidentiality and security of information learned or obtained during the term of the Agreement and comply with all applicable privacy and data Page 327 of 1087 protection laws and security industry standards. Data and County Information collected during the Agreement term shall be securely maintained by Consultant and shall not be disclosed except as set forth in this Agreement. All County Information stored on a Consultant computer, server, or cloud location shall be remain within the contiguous United States and will only be accessible with a password and with multi- factor authentication. Data access will be restricted to designated Consultant personnel who have received training to maintain the confidentiality of data and have a need to access such data in furtherance of providing the Services described in this Agreement. 14.14.21 Consultant agrees that in the event of any actual or suspected breach, exposure, or compromise of the security, confidentiality, or integrity of any data supplied or obtained pursuant to this Agreement (“Security Incident”), Consultant shall notify the County promptly, but no later than within 24 hours of its own internal discovery of a suspected Security Incident. Consultant shall comply with all notification actions, assist the County with all notification actions required by all applicable laws, regulations, and policies, and pay for all such notifications, credit monitoring for impacted individuals for at least 2 years, and any related penalties or fines. 14.22 GRATUITIES. County may terminate this Agreement if it is found that gratuities of any kind, including entertainment or gifts, were offered or given by Consultant, or any agent or representative of Consultant, to any County official or employee with a view toward securing favorable treatment with respect to this Agreement. 14.23 MONITORING. County reserves the right to perform periodic on-site monitoring of Consultant’s compliance with the terms of this Agreement and of the adequacy and timeliness of Consultant’s performance under this Agreement. After each monitoring visit, County will provide Consultant with a written report of the monitor’s findings. If the report notes deficiencies in Consultant’s performance under the terms of this Agreement, it will include requirements and deadlines for the correction of those deficiencies by Consultant. Consultant shall take action specified in the monitoring report prior to the deadlines specified. 14.24 INCORPORATION OF EXHIBITS AND ATTACHMENTS. All of the exhibits, attachments, and appendices referred to in this Agreement are incorporated by reference as if set forth verbatim in this Agreement. 14.25 ENTIRE AGREEMENT. This Agreement represents the entire and integrated agreement between County and Consultant with respect to the Project and supersedes all prior negotiations, representations, or agreements, either oral or written. Page 328 of 108714.26 TEXAS PUBLIC INFORMATION ACT. Notwithstanding any provision in this Agreement to the contrary, disclosure of any information obtained by County or any of its officials, employees, agents or representatives in connection with this Agreement will be subject to the provisions of the Texas Public Information Act and all legal authorities relating to that Act, including but not limited to opinions, decisions and letter rulings issued by the Texas Attorney’s General Office. 14.27 CERTIFICATION OF ELIGIBILITY. If the Total Agreement Sum specified in Exhibit 1 exceeds $25,000, Consultant certifies that at the time of submission of its proposal to perform the Project services, Consultant was not on the federal government’s list of suspended, ineligible, or debarred contractors. If Consultant has been placed on the list between the time of submission of its proposal and agreement award, Consultant shall notify the Purchasing Agent. If Consultant fails to do so, County may terminate this Agreement for default. 14.28 AMENDMENT. The Parties may amend this Agreement only by written instrument signed by both Parties. CONSULTANT EXPRESSLY ACKNOWLEDGES THAT NO OFFICER, AGENT, REPRESENTATIVE OR EMPLOYEE OF TRAVIS COUNTY HAS ANY AUTHORITY, EITHER EXPRESS OR IMPLIED, TO MODIFY OR AMEND THE TERMS OF THIS AGREEMENT UNLESS THE COMMISSIONERS COURT HAS EXPRESSLY GRANTED THAT SPECIFIC AUTHORITY. **Procurement Specialist: Fill in the information in 14.29, using this link to lookup the company’s information: https://mycpa.cpa.state.tx.us/coa/. This site will also inform you if the entity has had its charter (right to conduct business in Texas) revoked. 14.29 ENTITY STATUS & COMPLIANCE. By my signature below, I certify that Consultant is a Limited Liability Company, duly organized under Texas law and doing business in the State of Texas. 14.30 CONFLICT OF INTEREST QUESTIONNAIRE. If required by Chapter 176, Texas Local Government Code, the Consultant shall complete and file the Conflict of Interest Questionnaire with the Travis County Clerk, Attn: Elections Division, P.O. Box 1749, Austin, Texas 78751. If any statement on a submitted Questionnaire becomes incomplete or inaccurate, the Consultant shall submit an updated Questionnaire not later than the seventh (7th) working day after the date of the event that caused the statement to become incomplete or inaccurate. The Consultant should note that the law requires the County to provide access to a filed Questionnaire on the official Travis County Internet website. [signature page to follow] Page 329 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 As a duly authorized representative of Consultant, I acknowledge by my signature below that I have read and understand the above paragraphs and that Consultant has the obligation to ensure compliance with its provisions by itself and its employees, agents, and representatives. The parties have duly executed this Agreement effective as of the later date set forth below (the “Effective Date”). CONSULTANT: Reliance Architecture, LLC, a Texas Limited Liability Company By: Printed Name: Clifton Stuckey Title: Vice-President Authorized Representative Date: 4/30/2025 The Texas Board of Architectural Examiners, 333 Guadalupe St., Ste. 2-350, Austin, TX 78701, phone: (512) 305-9000, has jurisdiction over a person registered as a professional architect in Texas under Subtitle B, Chapter 1051, Texas Occupations Code. TRAVIS COUNTY: By: _______________________________________Date:________________________________ Travis County Judge APPROVED AS TO PURCHASING POLICIES AND PROCEDURES: By:___________________________________________________ C.W. Bruner, PMP, CPPB Travis County Purchasing Agent AVAILABILITY OF FUNDS CONFIRMED: By: _________________________________________________________ Patti Smith, CPA Travis County Auditor APPROVED AS TO FORM: By: _________________________________________________________ Assistant County Attorney Page 330 of 1087Page 331 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Page 332 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 EXHIBIT 3 PROJECT SCHEDULE A. Consultant shall provide a detailed schedule of services, including a list of tasks and accompanying Work Product for each such task, to be performed for each phase described in the Scope of Services (the “Project Schedule”). At the beginning of each phase, the County Project Manager and Consultant will update and adjust the details of the Project Schedule and accompanying Work Product as may be required for each phase. The Project Schedule must allow sufficient time for the development of the Work Product in each phase to a level of quality and standard of completeness consistent with normal architectural practice. The Project Schedule must also allow sufficient time for the County’s Technical Review Process. A.1 Consultant shall provide and maintain sufficient Project staffing levels necessary to produce the work in a timely and efficient manner consistent with the Project Schedule. A.2 The Project Schedule must be updated in the event that: 1. any County approval or decision is not made within the time frame specified in the Project Schedule; 2. County makes a written request for a revision in the Work Product that is inconsistent with written approval or instructions previously given by County and due to causes beyond the reasonable control of Consultant; 3. a force majeure event (as defined by the Agreement) has occurred; or 4. Consultant has not performed in accordance with the latest Project Schedule. A.3 If Consultant falls behind the Project Schedule by two or more weeks, then Consultant shall present the County Project Manager with a recovery plan that sets forth the remedial actions to be taken by Consultant. At its sole option, the COUNTY may withhold all or part of any payment due to Consultant until the Project Schedule is recovered. B. This Agreement will become effective upon the Effective Date and will remain in full force and effect until the Project Completion Date, which includes the applicable warranty period. C. Consultant shall complete all design work described in the Agreement, and shall submit its Work Product for all phases as described in the Scope of Services, except for Bid Phase Services, within 130 calendar days from the date of receipt by Consultant of County’s written Notice to Proceed. Calculation of the 130 calendar days specified in paragraph C, above, does not include any time period during which County maintains control of the Work Product or any other documents to be Page 333 of 1087submitted under this Agreement for purposes that include but are not limited to performing the Technical Review Process described in Section 7 of this Agreement. Page 334 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Page 335 of 1087EXHIBIT 4 RESERVED Page 336 of 1087Page 337 of 1087Page 338 of 1087Page 339 of 1087 ATTACHMENT 1 TO EXHIBIT 6 LIST OF KEY CONTRACTING PERSONS March 26th 2025 Position Held Name of Individual Holding Office/Position Name of Business Individual is Associated County Judge Andy Brown County Judge (Spouse) Sara Strother Ascension Seton Chief of Staff to County Judge Kate Garza Agenda Specialist Leo Carneiro Policy Counsel Emma Hilbert Communications Advisor Jacqueline Arias-Bryant Administrative Coordinator Cynthia Valdez Commissioner, Precinct 1 Jeff Travillion Commissioner, Precinct 1 (Spouse) Perri Travillion Austin Spurs Chief of Staff to County Commissioner Walter Muse Executive Assistant Deone Wilhite Executive Assistant Caitlin Brown Commissioner, Precinct 2 Brigid Shea Commissioner, Precinct 2 (Spouse) John Umphress Austin Energy Chief of Staff to County Commissioner Barbara Rush Executive Assistant Lani Oglewood Executive Assistant Dora Anguiano Commissioner, Precinct 3 Ann Howard Commissioner, Precinct 3 (Spouse) John Howard Dell Technologies Chief of Staff to County Commissioner Nirav Shah Executive Assistant Lucy Oglesby Executive Assistant Mick Long Executive Assistant Brianna McBride Commissioner, Precinct 4 Margaret Gomez Chief of Staff to County Commissioner David Salazar Executive Assistant Ricardo Rendon County Treasurer Dolores Ortega-Carter County Auditor Patti Smith County Executive, Planning & Budget Jessica Rio County Executive, Emergency Services Charles Brotherton County Executive, Health & Human Services Pilar Sanchez County Executive, Transportation & Cynthia McDonald Natural Resources County Executive, (Interim) Justice & Victoria Ashley* Public Safety County Executive, Technology & Operations Paul Hopingardner County Executive, Community Legal Services Geoff Burkhart Travis County Attorney Delia Garza Attorney Deputy Chief Senior Leslie Dippel* Attorney Deputy Chief Senior Lucio Del Toro* Page 340 of 1087Director Enforcement Litigation Division Melissa Hargis* Attorney VII, Enforcement Litigation Division Melissa Ferringer* Attorney VI Jacqueline Sanchez Attorney VII, Land Use Division Julie Joe Attorney VI, Land Use Division Christina Tagle Attorney VII, Land Use Division Christopher Gilmore Attorney VII Georgette Hogarth Director, Transactions and Land Use Divisions Ann-Marie Sheely Assistant Director, Transactions and Land Use Ann Greenberg* Divisions Attorney VII, Transactions Division Katherine (Kate) Fite Attorney VII, Transactions Division Matthew R. Entsminger Attorney VII, Transactions Division Becky Combs* Attorney VII, Transactions Division Santiago Diaz* Attorney VII, Transactions Division Viri Pulido Attorney II, Transactions Division Linda Martinez* Director, Health Services Division Trelisha Brown Attorney, Health Services Division Kinski Moss Attorney VII, Health Services Division David Duncan Attorney VII, Health Services Division Prema Gregerson Attorney VI, Health Services Division Haseeb Abdullah Purchasing Agent C.W. Bruner, CPPB, PMP* Procurement Director Jorge Talavera, CPPO, CPPB, CTPE, NIGP-CPP* Lead Procurement Officer James A. Carey* Lead Procurement Officer Sara Kassem, MPA, CPPB, CTCM, CTCD, NIGP-CPP* Lead Procurement Officer Bridgett Bradshaw, NIGP-CPP* Procurement Specialist IV Lori Clyde, CPPO, CPPB, CTPE, NIGP-CPP* Procurement Specialist IV Lee Perry* Procurement Specialist III Jerry Jones, MBA, CTCM Procurement Specialist III Priscilla Harrington, CPP, CPSM Procurement Specialist III Jean Liburd Procurement Specialist III Jennifer Proctor Romero Procurement Specialist III Limbania Rodriguez Procurement Specialist III Geri Castaneda Procurement Specialist II Patricia Estrada Procurement Specialist II Teri Mendez, CTCM Procurement Specialist II Sam Francis Procurement Specialist II Joe Hon Procurement Specialist II Christopher Milledge* Procurement Specialist II Tina Litzner Procurement Specialist II Brandon Hoffman Procurement Specialist II Jacqueline Childress, J.D.* Procurement Specialist II Thomas Lynch* Procurement Specialist II Lezlie Mills* Procurement Specialist I Vacant Procurement Specialist I Ardian Shaholli* Procurement Specialist I Vacant Page 341 of 1087 Procurement Specialist I Sam McCord* Procurement Specialist I Teresa Rosalez* Procurement Specialist I Gina Garcia* Procurement Specialist I Claire Winn* Procurement Specialist I Maurecia Smith* Purchasing Operations Division Director Jason G. Walker, CPPB* Purchasing Operations Division Director Rachel Fishback, CPPB* Purchasing Operations Specialist III April Cook* Purchasing Business Analyst II Kevin Scarbrough Purchasing Business Analyst II Scott Worthington Operations Consultant Jennifer Winkler, MBA, CGAP, NIGP-CPP* HUB Program Director Sylvia Lopez Assistant HUB Director Randle Jackson* Community Liaison Kaleo Lopez, SSH* HUB Specialist Nicholas Morrow* HUB Specialist Jessica Reagan* HUB Specialist Crystal Bennett* HUB Specialist Sydney McClelland Purchasing Contract Compliance Director Tenley Aldredge, M.I.A., J.D. Purchasing Contract Compliance Officer Andrew J. Artzt, J.D. Purchasing Contract Compliance Officer Kimberly Effinger Purchasing Contract Compliance Monitor Dennis Reyna Purchasing Contract Compliance Monitor Patrick Tuohy Purchasing Contract Compliance Monitor Tommie Wesley Purchasing Contract Compliance Monitor Joseph Castillo* Purchasing Contract Compliance Monitor Jonathan Garza, MPA* Purchasing Contract Compliance Monitor Odette Marin* Architectural Division Manager, FMD Gabriel Stock Senior Project Manager, FMD Homer Villarreal Financial Analyst Senior, FMD Norma Villanueva Planning Project Manager, ITS Julie Labuticheva Risk Safety Analyst II, HRM Joseph Gain Risk Manager, HRM James Alvarez * - Identifies employees who have been in that position less than a year. FORMER EMPLOYEES Position Held Name of Individual Holding Office/Position Date of Expiration Assistant Director, Transactions and Land James D. Nickell 10/01/25 Use Divisions Procurement Specialist I Olivia Thomas 08/15/25 Procurement Specialist I Miguel Mondragon 08/15/25 HUB Community Liaison Larry Williams 08/02/25 Purchasing Agent Bonnie Floyd 07/01/25 Procurement Specialist II Tammy Maines 05/06/25 Procurement Specialist II Tara Hollingsworth 04/19/25 Page 342 of 1087Page 343 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No.: 4400007520 EXHIBIT 7 HUB PROGRAM DECLARATION See separate HUB document in the agreement file. Page 344 of 1087Page 345 of 1087Page 346 of 1087Page 347 of 1087 TTACHMENT 1 TO APPENDIX A REPORT PackageADA LIST OF Thurman ITEMSCenter Finding Typo of Site * Cite correction Recommendation Blackwell Thurman First Floor Men's Plumbing Rehang stag door to be max 4' from adjacent stall Criminal Justice Center 4 Restroom Fixtures 8 partition and on the stab wall farthest from the toilet DetentionElements and Blackwell Thurman Correctional Make corrections to toilet and bathing rooms to Criminal Justice Center 14 46011) Courtroom Facilities make accessible for users having physical challenges Blackwell Thurman Ramps (Not Curb Criminal Justice Center 20 460th CourtroomRamps) Correct slope of ramp to max 8.33% Blackwell Thurman Ramps (Not Curb Criminal Justice Center 22 460th CourtroomRamps) Correct slope of ramp to max 8.33% Blackwell Thurman Dining, Bar and Replace 5% of the tables with ones providing Criminal Justice Center 23 460th CourtroomWork Surfaces required knee and toe clearances Blackwell Thurman Ramps (Not Curb Criminal Justice Center 38 District Court Ramps) Correct slope of ramp to max 8.33% Blackwell Thurman Ramps (Not Curb Criminal Justice Center 39 District Court Ramps) Correct slope of ramp to max 8.33% Blackwell Thurman Sales and Service Lower 36' wide segment of service counter to max Criminal Justice Center 44 Employee CountersfTables 36' aff Spaces Blackwell Thurman Provide required manesvering clearance around Criminal Justice Center 50 Employee Doors pull side of door Spaces Blackwell Thurman Dining, Bar and Provide tables and wort surfaces at 28' to 34" aff with Criminal Justice Center 51 Employee Work Surfaces required knee and toe clearances Spaces Program elevator car audible signals to chime once for Blackwell Thurman up and twice for down. or replace audible chimes with Criminal Justice Center 54 Employee Elevators 8 Lifts verbal enunciators Spaces Program elevator car audible signals to chime once for up Blackwell Thurman and twice for down. or replace audible chimes with Criminal Justice Center 55 _ Employee Elevators 8 Lifts verbal enunciators Spaces Blackwell Thurman Ramps (Not Curb Criminal Justice Center 56 Employee Ramps) Correct slope of ramp to max 8.33% Spaces Blackwell Thurman Ramps (Not Curb Provide handrail extensons that project 12' onto the Criminal Justice Center 57 Employee Ramps) ramp landing Spaces Kitchens, Blackwell Thurman Kitchenettes. And Lower 50% of shelving. or relocate supplies to Criminal Justice Center 72 Employee Wet Bars within reach range, max 48' erg Spaces Blackwell Thurman Dining. Bar and Provide tables and work surfaces at 28' to 34" aft Criminal Justice Center 73 Employee Work Surfaces with required knee and toe clearances Spaces Blackwell Thurman Ramps (Not Curb Criminal Justice Center 75 Employee Ramps) Correct slope of ramp to max 8.33% Spaces Blackwell Thurman Plumbing Criminal Justice Center 79 Employee Fixtures 8 Lower sinks to max 34' aft to front of rim Spaces Elements Page 348 of 1087Blackwell Thurman 1.702 Men's Staff Plumbing Fixtures Replace toilet tank with one having flush mechanism on Criminal Justice Center 109 Restroom & Elements the open side, in the alternative, install an auto flush unit Blackwell Thurman 1.702 Men's Staff Accessible Criminal Justice Center 111 Restroom Routes Fill and maintain gaps to max .5” For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman 1.702 Men's Staff For all doors along the public circulation route, inspect, Criminal Justice Center 112 Restroom Doors adjust, and maintain closing speed on door closers Blackwell Thurman Plumbing Fixtures Criminal Justice Center 91 1.709 Staff Toilet & Elements Lower sinks to max 34” aff to front of rim Blackwell Thurman Toilet and Bathing Remount toilets to 16” to 18” from the side wall to Criminal Justice Center 103 1.710 Staff Toilet Rooms centerline Employee Area Kitchens, Blackwell Thurman Behind Guard Kitchenettes, And Lower 50% of shelving, or relocate supplies to Criminal Justice Center 116 Station Wet Bars within reach range, max 48” aff Employee Area Blackwell Thurman Behind Guard Plumbing Fixtures Criminal Justice Center 118 Station & Elements Lower sinks to max 34” aff to front of rim Employee Area Blackwell Thurman Behind Guard Criminal Justice Center 120 Station Clear Floor Space Repair, bevel or ramp CIL in CFS to max .25" Blackwell Thurman 1.707 Women's Accessible Correct or repair slope to max 5% running and Criminal Justice Center 128 Restroom Routes 2.08% cross Install handrails that are rounded and/or extend to the Blackwell Thurman Ramps (Not Curb ground, with handrail extensions and mounted 34” to 38” Criminal Justice Center 135 Second Floor Ramps) aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, replace Blackwell Thurman doors with ones having sidelight viewing windows Criminal Justice Center 138 Second Floor Doors max 43" aff Blackwell Thurman Ensure that standby power is provided for the lift in Criminal Justice Center 143 Second Floor Elevators & Lifts the event of power loss. Provide 30" by 48" clear floor space with a Blackwell Thurman maximum slope of 2.08% and assure it adjoins the Criminal Justice Center 144 Second Floor Elevators & Lifts accessible route. Page 349 of 1087 For employee spaces, relocate storage, furniture, and Blackwell Thurman other obstacles at doorways to provide approach, Criminal Justice Center 152 Second Floor Room/Space (C) enter and exit at the employee space. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Blackwell Thurman 403rd Districrt doors with ones having sidelight viewing windows max Criminal Justice Center 163 Court Doors 43" aff Install handrails that are rounded and/or extend to the Blackwell Thurman 403rd Districrt Ramps (Not Curb ground, with handrail extensions and mounted 34” to Criminal Justice Center 174 Court Ramps) 38” aff Install handrails that are rounded and/or extend to the Blackwell Thurman Ramps (Not Curb ground, with handrail extensions and mounted 34” to Criminal Justice Center 180 Magistrate Court Ramps) 38” aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Blackwell Thurman doors with ones having sidelight viewing windows max Criminal Justice Center 181 Magistrate Court Doors 43" aff Blackwell Thurman Provide required maneuvering clearance around Criminal Justice Center 206 Third Floor Doors pull side of door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 207 Third Floor Doors adjust, and maintain closing speed on door closers Blackwell Thurman Provide required maneuvering clearance around Criminal Justice Center 214 Third Floor Doors pull side of door Blackwell Thurman Provide required maneuvering clearance around Criminal Justice Center 215 Third Floor Doors pull side of door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 217 Third Floor Doors adjust, and maintain 5 lbf to open interior doors Blackwell Thurman Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 223 Third Floor Rooms to centerline Blackwell Thurman Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Criminal Justice Center 224 Third Floor Rooms 19” aff Blackwell Thurman Plumbing Fixtures Criminal Justice Center 228 Third Floor & Elements Lower sinks to max 34” aff to front of rim Page 350 of 1087DBlackwell Thurman Plumbing Fixtures Criminal Justice Center 233 Third Floor & Elements Lower sinks to max 34” aff to front of rim Relocate sink to provide required 60" clearance around toilet; leave as is if restroom was constructed Blackwell Thurman Toilet and Bathing or last renovated prior to March 15, 2012 as it will Criminal Justice Center 234 Third Floor Rooms meet safe harbor Relocate sink to provide required 60" clearance around toilet; leave as is if restroom was constructed Blackwell Thurman Toilet and Bathing or last renovated prior to March 15, 2012 as it will Criminal Justice Center 237 Third Floor Rooms meet safe harbor Relocate sink to provide required 60" clearance around toilet; leave as is if restroom constructed or last Blackwell Thurman Toilet and Bathing renovated prior to March 15, 2012 as it will meet safe Criminal Justice Center 242 Third Floor Rooms harbor Relocate sink to provide required 60" clearance around toilet; leave as is if restroom was constructed Blackwell Thurman Toilet and Bathing or last renovated prior to March 15, 2012 as it will Criminal Justice Center 247 Third Floor Rooms meet safe harbor Kitchens, Blackwell Thurman Kitchenettes, And Lower 50% of shelving, or relocate supplies to Criminal Justice Center 252 Third Floor Wet Bars within reach range, max 48” aff Blackwell Thurman Plumbing Fixtures Criminal Justice Center 256 Third Floor & Elements Lower sinks to max 34” aff to front of rim Third Floor Blackwell Thurman Women's Restroom Plumbing Fixtures Criminal Justice Center 263 & Elements Lower sinks to max 34” aff to front of rim Third Floor Blackwell Thurman Women's Restroom Toilet and Bathing Remount toilets to 16” to 18” from the side wall to Criminal Justice Center 264 Rooms centerline Blackwell Thurman Ramps (Not Curb Replace handrails with ones that are rounded and/or Criminal Justice Center 272 427th Courtroom Ramps) extend to the ground Blackwell Thurman Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 273 427th Courtroom Ramps) the ramp landing Blackwell Thurman Ramps (Not Curb Criminal Justice Center 274 427th Courtroom Ramps) Correct slope of ramp to max 8.33% Blackwell Thurman Ramps (Not Curb Replace handrails with ones that are rounded and/or Criminal Justice Center 275 427th Courtroom Ramps) extend to the ground Blackwell Thurman Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 276 427th Courtroom Ramps) the ramp landing Blackwell Thurman County Court At Ramps (Not Curb Criminal Justice Center 281 Law # 4 Ramps) Correct slope of ramp to max 8.33% Blackwell Thurman County Court At Ramps (Not Curb Replace handrails with ones that are rounded and/or Criminal Justice Center 282 Law # 4 Ramps) extend to the ground Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 283 Law # 4 Ramps) the ramp landing Blackwell Thurman County Court At Ramps (Not Curb Criminal Justice Center 285 Law # 4 Ramps) Remount handrails to 34” to 38” aff Page 351 of 1087Blackwell Thurman County Court At Ramps (Not Curb Replace handrails with ones that are rounded Criminal Justice Center 286 Law # 4 Ramps) and/or extend to the ground Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 287 Law # 4 Ramps) the ramp landing Blackwell Thurman Toilet and Bathing Relocate urinal to provide required 60" clearance Criminal Justice Center 295 Staff Restroom Rooms around toilet For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 304 Fourth Floor Doors adjust, and maintain closing speed on door closers Blackwell Thurman Plumbing Fixtures Criminal Justice Center 316 Fourth Floor & Elements Lower sinks to max 34” aff to front of rim Lower 50% of shelving, or relocate supplies to within reach range, max 48” aff Kitchens, Blackwell Thurman Kitchenettes, And Remount operable parts to be in reach range of 15" Criminal Justice Center 317 Fourth Floor Wet Bars min to 48" max Blackwell Thurman Plumbing Fixtures Lower sinks to max 34” aff to front of rim and Criminal Justice Center 319 Fourth Floor & Elements replace knobs with lever hardware Blackwell Thurman Fourth Floor Plumbing Fixtures Criminal Justice Center 323 Men's Restroom & Elements Lower sinks to max 34” aff to front of rim Fourth Floor Blackwell Thurman Women's Provide required maneuvering clearance around Criminal Justice Center 328 Restroom Doors pull side of door Fourth Floor Blackwell Thurman Women's Plumbing Fixtures Criminal Justice Center 331 Restroom & Elements Lower sinks to max 34” aff to front of rim Fourth Floor Create an ambulatory accessible stall with grab bars and Blackwell Thurman Women's Toilet and Bathing fixtures mounted in correct locations and at correct Criminal Justice Center 334 Restroom Rooms heights Fourth Floor Blackwell Thurman Women's Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 335 Restroom Rooms to centerline Blackwell Thurman County Court At Criminal Justice Center 348 Law # 5 Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman County Court At Provide a ramp or other accessible route to access Criminal Justice Center 349 Law # 5 Assembly Areas judges bench and other court staff stations. Blackwell Thurman County Court At Replace or modify judges bench and/or courtroom Criminal Justice Center 350 Law # 5 Assembly Areas stations to provide required knee and toe clearances Page 352 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace Blackwell Thurman County Court At doors with doors having 80” overhead clearance and 36" Criminal Justice Center 351 Law # 5 Doors clear width when recessed greater than 24" Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 353 Law # 5 Ramps) the ramp landing For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman County Court At For all doors along the public circulation route, inspect, Criminal Justice Center 366 Law # 6 Doors adjust, and maintain 5 lbf to open interior doors Blackwell Thurman County Court At Provide a ramp or other accessible route to access Criminal Justice Center 372 Law # 6 Assembly Areas judges bench and other court staff stations. Blackwell Thurman County Court At Replace or modify judges bench and/or courtroom Criminal Justice Center 373 Law # 6 Assembly Areas stations to provide required knee and toe clearances Blackwell Thurman County Court At Ramps (Not Curb Criminal Justice Center 374 Law # 6 Ramps) Enlarge landing to be 60” deep and as wide as the ramp Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 375 Law # 6 Ramps) the ramp landing Blackwell Thurman County Court At Provide required maneuvering clearance on push side Criminal Justice Center 377 Law # 6 Doors of door Blackwell Thurman County Court At Criminal Justice Center 380 Law # 6 Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman County Court At Plumbing Fixtures Lower sinks to max 34” aff to front of rim, Criminal Justice Center 387 Law # 6 & Elements relocate storage from sink CFS Lower sinks to max 34” aff to front of rim Blackwell Thurman Plumbing Fixtures Criminal Justice Center 390 Fifth Floor & Elements Replace faucet controls with lever controls Blackwell Thurman Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 398 Fifth Floor Rooms to centerline For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 401 Fifth Floor Doors adjust, and maintain closing speed on door closers Blackwell Thurman Plumbing Fixtures Criminal Justice Center 407 Fifth Floor & Elements Lower sinks to max 34” aff to front of rim Page 353 of 1087Blackwell Thurman Fifth Floor Men's Plumbing Fixtures & Criminal Justice Center 412Restroom Elements Lower sinks to max 34” aff to front of rim Fifth Floor Blackwell Thurman Women's Provide required maneuvering clearance around pull side of Criminal Justice Center 417Restroom Doors door Fifth Floor Blackwell Thurman Women's Plumbing Fixtures & Criminal Justice Center 420Restroom Elements Lower sinks to max 34” aff to front of rim Fifth Floor Create an ambulatory accessible stall with grab bars and fixtures Blackwell Thurman Women's Toilet and Bathing mounted in correct locations and at correct heights Criminal Justice Center 423Restroom Rooms Fifth Floor Blackwell Thurman Women's Toilet and Bathing Criminal Justice Center 424Restroom Rooms Remount toilets to 16” to 18” from the side wall to centerline For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman County Court At For all doors along the public circulation route, inspect, adjust, Criminal Justice Center 429Law # 8 Doors and maintain closing speed on door closers Blackwell Thurman County Court At Criminal Justice Center 430Law # 8 Stairways Leave as is, addition of handrail extensions would be a hazard Blackwell Thurman County Court At Criminal Justice Center 431Law # 8 Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman County Court At Provide a ramp or other accessible route to access Criminal Justice Center 436Law # 8 Assembly Areas judges bench and other court staff stations. Blackwell Thurman County Court At Replace or modify judges bench and/or courtroom stations Criminal Justice Center 437Law # 8 Assembly Areas to provide required knee and toe clearances Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" onto the Criminal Justice Center 439Law # 8 Ramps) ramp landing Blackwell Thurman County Court At Toilet and Bathing Criminal Justice Center 454Law # 8 Rooms Remount toilets to 16” to 18” from the side wall to centerline Lower sinks to max 34” aff to front of rim Blackwell Thurman County Court At Plumbing Fixtures & Criminal Justice Center 462Law # 8 Elements Relocate items to provide CFS at sink Blackwell Thurman County Court At Plumbing Fixtures & Criminal Justice Center 471Law # 3 Elements Lower sinks to max 34” aff to front of rim Blackwell Thurman County Court At Criminal Justice Center 473Law # 3 Doors Provide required maneuvering clearance on push side of door Blackwell Thurman County Court At Provide a ramp or other accessible route to access Criminal Justice Center 474Law # 3 Assembly Areas judges bench and other court staff stations. Blackwell Thurman County Court At Ramps (Not Curb Criminal Justice Center 476Law # 3 Ramps) Enlarge landing to be 60” deep and as wide as the ramp Page 354 of 1087Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 477 Law # 3 Ramps) the ramp landing Blackwell Thurman County Court At Criminal Justice Center 479 Law # 3 Stairways Leave as is, addition of extension would be a hazard Blackwell Thurman County Court At Criminal Justice Center 480 Law # 3 Stairways Replace or remount handrails to 34” to 38” aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 483 Sixth Floor Doors adjust and maintain closing speed on door closers Blackwell Thurman Sixth Floor Men's Plumbing Criminal Justice Center 492 Restroom Fixtures & Lower sinks to max 34” aff to front of rim Elements Reverse stall door to swing out due to lack of required depth for inward swinging door; in the Blackwell Thurman Sixth Floor Men's Toilet and Bathing alternative, enlarge stall to 92" depth for wall Criminal Justice Center 495 Restroom Rooms mounted toilet or 95" depth for floor mounted toilet Sixth Floor Blackwell Thurman Women's Restroom Provide required maneuvering clearance around Criminal Justice Center 497 Doors pull side of door Sixth Floor Blackwell Thurman Women's Restroom Plumbing Criminal Justice Center 499 Fixtures & Lower sinks to max 34” aff to front of rim Sixth Floor Elements Create an ambulatory accessible stall with grab bars and Blackwell Thurman Women's Restroom Toilet and Bathing fixtures mounted in correct locations and at correct Criminal Justice Center 501 Rooms heights Blackwell Thurman County Court At Provide required maneuvering clearance around Criminal Justice Center 508 Law #7 Doors pull side of door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman County Court At For all doors along the public circulation route, inspect, Criminal Justice Center 509 Law #7 Doors adjust, and maintain 5 lbf to open interior doors Blackwell Thurman County Court At Leave as is, addition of bottom handrail Criminal Justice Center 512 Law #7 Stairways extensions would be a hazard For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman County Court At For all doors along the public circulation route, inspect, Criminal Justice Center 516 Law #7 Doors adjust, and maintain closing speed on door closers Blackwell Thurman County Court At Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 521 Law #7 Rooms to centerline Page 355 of 1087Blackwell Thurman County Court At Provide a ramp or other accessible route to access Criminal Justice Center 525 Law #7 Assembly Areas judges bench and other court staff stations. Blackwell Thurman County Court At Ramps (Not Curb Criminal Justice Center 528 Law #7 Ramps) Enlarge landing to be 60” deep and as wide as the ramp Blackwell Thurman County Court At Ramps (Not Curb Criminal Justice Center 529 Law #7 Ramps) Remount handrails to 34” to 38” aff Provide handrail extensions that project 12" onto the ramp landing Blackwell Thurman County Court At Ramps (Not Curb Leave as is lack of bottom extensions, Criminal Justice Center 530 Law #7 Ramps) addition of extensions would create a hazard Blackwell Thurman County Court At Toilet and Bathing Remount toilets to 16” to 18” from the side Criminal Justice Center 533 Law #7 Rooms wall to centerline Lower sinks to max 34” aff to front of rim Replace faucet controls with lever controls Blackwell Thurman County Court At Plumbing Fixtures Criminal Justice Center 541 Law #7 & Elements Relocate items to provide CFS at sink Blackwell Thurman County Court At Ramps (Not Curb Provide handrail extensions that project 12" Criminal Justice Center 544 Law # 9 Ramps) onto the ramp landing Blackwell Thurman County Court At Provide a ramp or other accessible route to access Criminal Justice Center 549 Law # 9 Assembly Areas judges bench and other court staff stations. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace Blackwell Thurman County Court At doors with doors having 80” overhead clearance and Criminal Justice Center 551 Law # 9 Doors 36" clear width where recessed greater than 24" Blackwell Thurman County Court At Leave as is, addition of bottom handrail extensions Criminal Justice Center 552 Law # 9 Stairways would be a hazard Blackwell Thurman County Court At Criminal Justice Center 553 Law # 9 Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman County Court At Toilet and Bathing Remount toilets to 16” to 18” from the side Criminal Justice Center 570 Law # 9 Rooms wall to centerline Lower sinks to max 34” aff to front of rim Blackwell Thurman County Court At Plumbing Fixtures Criminal Justice Center 575 Law # 9 & Elements Relocate items to provide CFS at sink Blackwell Thurman County Court At Plumbing Fixtures Criminal Justice Center 578 Law # 9 & Elements Lower sinks to max 34” aff to front of rim Blackwell Thurman Provide required maneuvering clearance Criminal Justice Center 584 Seventh Floor Doors around pull side of door Blackwell Thurman Seventh Floor Plumbing Fixtures Criminal Justice Center 589 Men's Restroom & Elements Lower sinks to max 34” aff to front of rim Blackwell Thurman Seventh Floor Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” Criminal Justice Center 590 Men's Restroom Rooms to 19” aff Page 356 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Seventh Floor Blackwell Thurman Women's For all doors along the public circulation route, inspect, Criminal Justice Center 595 Restroom Doors adjust, and maintain closing speed on door closers Seventh Floor Blackwell Thurman Women's Plumbing Fixtures Criminal Justice Center 597 Restroom & Elements Lower sinks to max 34” aff to front of rim Seventh Floor Create an ambulatory accessible stall with grab bars and Blackwell Thurman Women's Toilet and Bathing fixtures mounted in correct locations and at correct Criminal Justice Center 599 Restroom Rooms heights Seventh Floor Blackwell Thurman Women's Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 601 Restroom Rooms to centerline Detention and Blackwell Thurman 147th District Correctional Criminal Justice Center 606 Court Facilities Provide holding cell with mobility features for each floor For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman 147th District For all doors along the public circulation route, inspect, Criminal Justice Center 609 Court Doors adjust, and maintain closing speed on door closers Blackwell Thurman 147th District Criminal Justice Center 613 Court Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman 147th District Ramps (Not Curb Criminal Justice Center 615 Court Ramps) Enlarge landing to be 60” deep and as wide as the ramp Blackwell Thurman 147th District Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 616 Court Ramps) the ramp landing For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman 147th District For all doors along the public circulation route, inspect, Criminal Justice Center 618 Court Doors adjust, and maintain closing speed on door closers Blackwell Thurman 147th District Plumbing Fixtures Criminal Justice Center 622 Court & Elements Lower sinks to max 34” aff to front of rim Blackwell Thurman 147th District Provide a ramp or other accessible route to access Criminal Justice Center 623 Court Assembly Areas judges bench and other court staff stations. Blackwell Thurman 147th District Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 626 Court Rooms to centerline Blackwell Thurman 147th District Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 631 Court Rooms to centerline Lower sinks to max 34” aff to front of rim Blackwell Thurman 147th District Plumbing Fixtures Criminal Justice Center 638 Court & Elements Relocate items to provide CFS at sink Page 357 of 1087Blackwell Thurman 390th District Provide a ramp or other accessible route to access Criminal Justice Center 647 Court Assembly Areas judges bench and other court staff stations. Blackwell Thurman 390th District Ramps (Not Curb Criminal Justice Center 649 Court Ramps) Widen ramp clear width to min. 36” Blackwell Thurman 390th District Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 650 Court Ramps) the ramp landing For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace Blackwell Thurman 390th District doors with doors having 80” overhead clearance and 36" Criminal Justice Center 651 Court Doors clear width where recessed greater than 24" Blackwell Thurman 390th District Leave as is, addition of handrail extensions at bottom Criminal Justice Center 652 Court Stairways will cause a hazard Blackwell Thurman 390th District Criminal Justice Center 653 Court Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman 390th District Toilet and Bathing Remount toilets to 16” to 18” from the side wall to Criminal Justice Center 666 Court Rooms centerline Blackwell Thurman 390th District Plumbing Fixtures Criminal Justice Center 678 Court & Elements Lower sinks to max 34” aff to front of rim Lower sinks to max 34” aff to front of rim Blackwell Thurman 390th District Plumbing Fixtures Criminal Justice Center 682 Court & Elements Relocate items to provide CFS at sink For employee spaces, relocate storage, furniture, and Blackwell Thurman other obstacles at doorways to provide approach, Criminal Justice Center 683 Eighth Floor Room/Space (C) enter and exit at the employee space. Blackwell Thurman Eighth Floor Plumbing Fixtures Criminal Justice Center 687 Men's Restroom & Elements Lower sinks to max 34” aff to front of rim Eighth Floor Blackwell Thurman Women's Plumbing Fixtures Criminal Justice Center 695 Restroom & Elements Lower sinks to max 34” aff to front of rim Eighth Floor Create an ambulatory accessible stall with grab bars and Blackwell Thurman Women's Toilet and Bathing fixtures mounted in correct locations and at correct Criminal Justice Center 698 Restroom Rooms heights Blackwell Thurman 299th District Provide a ramp or other accessible route to access Criminal Justice Center 702 Court Assembly Areas judges bench and other court staff stations. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman 299th District For all doors along the public circulation route, inspect, Criminal Justice Center 704 Court Doors adjust, and maintain closing speed on door closers Blackwell Thurman 299th District Ramps (Not Curb Criminal Justice Center 705 Court Ramps) Enlarge landing to be 60” deep and as wide as the ramp Page 358 of 1087 Provide handrail extensions that project 12" onto the ramp landing Blackwell Thurman 299th District Ramps (Not Curb Leave as is lack of bottom extensions, addition Criminal Justice Center 706 Court Ramps) of extension would cause a hazard For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman 299th District For all doors along the public circulation route, inspect, Criminal Justice Center 709 Court Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman 299th District For all doors along the public circulation route, inspect, Criminal Justice Center 712 Court Doors adjust, and maintain closing speed on door closers Blackwell Thurman 299th District Leave as is, addition of handrail extensions would Criminal Justice Center 727 Court Stairways create a hazard Lower sinks to max 34” aff to front of rim Replace faucet controls with lever controls Blackwell Thurman 299th District Plumbing Fixtures Criminal Justice Center 729 Court & Elements Relocate items to provide CFS at sink For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace Blackwell Thurman 167th District doors with doors having 80” overhead clearance and 36" Criminal Justice Center 738 Court Doors clear width where recessed greater than 24" Blackwell Thurman 167th District Plumbing Fixtures Raise drinking fountain to provide required 27" Criminal Justice Center 739 Court & Elements knee clearance Blackwell Thurman 167th District Provide a ramp or other accessible route to access Criminal Justice Center 744 Court Assembly Areas judges bench and other court staff stations. Blackwell Thurman 167th District Ramps (Not Curb Criminal Justice Center 746 Court Ramps) Correct slope of ramp to max 8.33% Blackwell Thurman 167th District Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 748 Court Ramps) the ramp landing Blackwell Thurman 167th District Toilet and Bathing Criminal Justice Center 750 Court Rooms Leave as is, citing construction tolerance Blackwell Thurman 167th District Leave as is, addition of handrail extensions would Criminal Justice Center 754 Court Stairways create a hazard Blackwell Thurman 167th District Criminal Justice Center 755 Court Stairways Replace or remount handrails to 34” to 38” aff Page 359 of 1087Blackwell Thurman 167th District Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 764 Court Rooms to centerline Lower sinks to max 34” aff to front of rim Blackwell Thurman 167th District Plumbing Fixtures Criminal Justice Center 768 Court & Elements Relocate items to provide CFS at sink Blackwell Thurman 167th District Plumbing Fixtures Criminal Justice Center 771 Court & Elements Lower sinks to max 34” aff to front of rim For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 774 Ninth Floor Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Blackwell Thurman For all doors along the public circulation route, inspect, Criminal Justice Center 775 Ninth Floor Doors adjust, and maintain closing speed on door closers Blackwell Thurman Plumbing Fixtures Criminal Justice Center 787 Ninth Floor Men's & Elements Lower sinks to max 34” aff to front of rim Ninth Floor Blackwell Thurman Women's Plumbing Fixtures Criminal Justice Center 792 Restroom & Elements Lower sinks to max 34” aff to front of rim Ninth Floor Create an ambulatory accessible stall with grab bars and Blackwell Thurman Women's Toilet and Bathing fixtures mounted in correct locations and at correct Criminal Justice Center 794 Restroom Rooms heights Ninth Floor Blackwell Thurman Women's Toilet and Bathing Remount toilets to 16” to 18” from the side wall Criminal Justice Center 796 Restroom Rooms to centerline Blackwell Thurman 450th District Provide required maneuvering clearance on push side of Criminal Justice Center 809 Court Doors door Blackwell Thurman 450th District Provide a ramp or other accessible route to access Criminal Justice Center 810 Court Assembly Areas judges bench and other court staff stations. Blackwell Thurman 450th District Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 814 Court Ramps) the ramp landing Lower sinks to max 34” aff to front of rim Blackwell Thurman 450th District Plumbing Fixtures Criminal Justice Center 820 Court & Elements Relocate items to provide CFS at sink Blackwell Thurman 450th District Leave as is, addition of bottom extensions would create Criminal Justice Center 821 Court Stairways a hazard Blackwell Thurman 450th District Criminal Justice Center 822 Court Stairways Replace or remount handrails to 34” to 38” aff Blackwell Thurman 450th District Leave as is, addition of handrail extensions would Criminal Justice Center 836 Court Stairways create a hazard Blackwell Thurman 450th District Criminal Justice Center 837 Court Stairways Replace or remount handrails to 34” to 38” aff Page 360 of 1087Blackwell Thurman 331st District Provide required maneuvering clearance around Criminal Justice Center 838 Court Doors pull side of door Blackwell Thurman 331st District Plumbing Fixtures Raise drinking fountain to provide required 27" Criminal Justice Center 841 Court & Elements knee clearance Blackwell Thurman 331st District Provide a ramp or other accessible route to access Criminal Justice Center 842 Court Assembly Areas judges bench and other court staff stations. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Blackwell Thurman 331st District For all doors along the public circulation route, inspect, Criminal Justice Center 844 Court Doors adjust, and maintain closing speed on door closers Blackwell Thurman 331st District Ramps (Not Curb Criminal Justice Center 848 Court Ramps) Enlarge landing to be 60” deep and as wide as the ramp Blackwell Thurman 331st District Ramps (Not Curb Provide handrail extensions that project 12" onto Criminal Justice Center 849 Court Ramps) the ramp landing Blackwell Thurman 331st District Plumbing Fixtures Criminal Justice Center 863 Court & Elements Lower sinks to max 34” aff to front of rim For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace Blackwell Thurman doors with doors having 80” overhead clearance and 36" Criminal Justice Center 865 Stairwell 2 Doors clear width when recessed greater than 24" Blackwell Thurman Criminal Justice Center 867 Elevator Elevators & Lifts Remount car control buttons to max 48" aff Blackwell Thurman Widen elevator door to 42" minimum when centered Criminal Justice Center 868 Elevator Elevators & Lifts door provided Blackwell Thurman Correct riser heights on stairs to consistent height Criminal Justice Center 869 Stairwell 1 Stairways between 4” to 7”, leave as is if technically infeasible Correct or repair slope of tread to max 2.08% in any direction; leave as is if technically infeasible Blackwell Thurman Criminal Justice Center 870 Stairwell 1 Stairways See previous finding for cost reference for repair Blackwell Thurman Accessible Criminal Justice Center 871 EAR Routes Correct or repair cross slope along AR to max 2.08% Blackwell Thurman Accessible Criminal Justice Center 872 EAR Routes Correct or fill gaps to be max .5" Blackwell Thurman Accessible Criminal Justice Center 873 EAR Routes Correct or fill gaps to be max .5" Page 361 of 1087Blackwell Thurman Accessible Criminal Justice Center 874 EAR Routes Repair, bevel or ramp CIL along AR Blackwell Thurman Accessible Criminal Justice Center 875 EAR Routes Correct or repair cross slope along AR to max 2.08% Blackwell Thurman Accessible Criminal Justice Center 876 EAR Routes Correct or fill gaps to be max .5" Blackwell Thurman Accessible Criminal Justice Center 877 EAR Routes Correct or repair cross slope along AR to max 2.08% Blackwell Thurman Accessible Criminal Justice Center 878 EAR Routes Correct or repair cross slope along AR to max 2.08% Package B: East Rural Community Center and Clinic Finding Type of Site # Cite correction Recommendation East Rural Community Center and Clinic (2 Parking - Off Correct or repair slope of stall to max 2.08% in buildings) 3 Parkin Street any direction g East Rural Community Center and Clinic (2 Ramps (Not Curb buildings) 4 EAR Ramps) Correct slope of ramp to max 8.33% East Rural Community Center and Clinic (2 buildings) 5 EAR Curb Ramps Correct curb ramp cross slope to max 2.08% East Rural Community Center and Clinic (2 Detectable Install detectable warning where accessible buildings) 6 EAR Warnings route crosses the vehicular way. East Rural Community Center and Clinic (2 Ramps (Not Curb Enlarge landing to be 60” deep and as wide as the ramp buildings) 7 EAR Ramps) and to be outside of driveway East Rural Community Center and Clinic (2 Ramps (Not Curb buildings) 9 EAR Ramps) Correct slope of ramp to max 8.33% East Rural Community Center and Clinic (2 Detectable Install detectable warning where accessible route buildings) 10 EAR Warnings crosses the vehicular way as a smart practice. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbs to open interior doors. East Rural Community Center and Clinic (2 For all doors along the public circulation route, inspect, buildings) 23 Clinic Doors adjust, and maintain closing speed on door closers. Page 362 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace doors with doors having 80” overhead clearance and 32" clear width East Rural Community Center and Clinic (2 For all doors along the public circulation route, inspect, buildings) 24 Clinic Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors East Rural Community Center and Clinic (2 For all doors along the public circulation route, inspect, buildings) 27 Clinic Doors adjust, and maintain closing speed on door closers East Rural Community Center and Clinic (2 Plumbing Fixtures Lower sinks to max 34” aff to front of rim and relocate buildings) 30 Clinic & Elements items to provide CFS at sink Provide required maneuvering clearance around pull side of door East Rural Community Center and Clinic (2 Relocate storage, furniture and other obstacles to buildings) 31 Clinic Doors create 60" maneuvering clearance around door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors. East Rural Community Center and Clinic (2 For all doors along the public circulation route, inspect, buildings) 37 Clinic Doors adjust, and maintain closing speed on door closers East Rural Community Center and Clinic (2 Sales and Service Lower 36” wide segment of service counter to max 36” buildings) 61 Kitchen Counters/Tables aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors East Rural Community Center and Clinic (2 For all doors along the public circulation route, inspect, buildings) 64 Kitchen Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors East Rural Community Center and Clinic (2 For all doors along the public circulation route, inspect, buildings) 67 Lobby/Hall Doors adjust, and maintain closing speed on door closers Page 363 of 1087 For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors East Rural Community For all doors along the public circulation route, replace Center and Clinic (2 doors with ones having sidelight viewing windows max buildings) 72 Meeting Rooms Doors 43" aff East Rural Community For all doors along the public circulation route, replace Center and Clinic (2 doors with ones having sidelight viewing windows max buildings) 73 Meeting Rooms Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors East Rural Community For all doors along the public circulation route, replace Center and Clinic (2 doors with ones having sidelight viewing windows max buildings) 74 Meeting Rooms Doors 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors East Rural Community For all doors along the public circulation route, replace Center and Clinic (2 doors with ones having sidelight viewing windows max buildings) 75 Meeting Rooms Doors 43" aff East Rural Community Center and Clinic (2 Replace doors with ones having sidelight buildings) 76 Meeting Rooms Doors viewing windows max 43" aff For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers East Rural Community For all doors along the public circulation route, replace Center and Clinic (2 doors with ones having sidelight viewing windows max buildings) 77 Meeting Rooms Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors East Rural Community For all doors along the public circulation route, replace Center and Clinic (2 doors with ones having sidelight viewing windows max buildings) 78 Meeting Rooms Doors 43" aff East Rural Community Center and Clinic (2 Plumbing Fixtures buildings) 79 Men's Restroom & Elements Lower sinks to max 34” aff to front of rim East Rural Community Center and Clinic (2 Toilet and Bathing Remount toilets to 16” to 18” from the side wall buildings) 80 Men's Restroom Rooms to centerline East Rural Community Center and Clinic (2 Women's Plumbing Fixtures buildings) 86 Restroom & Elements Lower sinks to max 34” aff to front of rim East Rural Community Center and Clinic (2 Plumbing Fixtures buildings) 97 Clinic Restroom & Elements Lower sinks to max 34” aff to front of rim Page 364 of 1087East Rural Community Center and Clinic (2 Toilet and Bathing Remount toilets to 16” to 18” from the side wall to buildings) 100 Clinic Restroom Rooms centerline East Rural Community Center and Clinic (2 Accessible Correct or repair slope to max 5% running and buildings) 105 Clinic Restroom Routes 2.08% cross For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace doors with doors having 80” overhead clearance and 32" clear width East Rural Community Center and Clinic (2 For all doors along the public circulation route, buildings) 106 Library Doors repair, bevel, or ramp CILs at door entries to max .25” East Rural Community Center and Clinic (2 Accessible buildings) 111 Library Routes Repair, bevel or ramp CIL along AR to max .25" Correct or repair slope at doorway landing to max 2.08% in any direction for level Repair or ramp CIL in doorway clearance East Rural Community Center and Clinic (2 Resurface landing to eliminate cracks and gaps buildings) 114 Library Doors in doorway clearance East Rural Community Center and Clinic (2 buildings) 115 Library Doors Replace door with one having 32” clear width East Rural Community Center and Clinic (2 buildings) 116 Library Doors Repair, bevel or ramp CIL at doorway East Rural Community Center and Clinic (2 For all doors along the public circulation route, replace buildings) 117 Library Doors thresholds at exterior doors with ADA thresholds East Rural Community Center and Clinic (2 Provide kick plate on push side of door from floor to 10” buildings) 123 Library Doors aff East Rural Community Lower sinks to max 34” aff to front of rim Center and Clinic (2 Plumbing Fixtures Replace faucet controls with lever controls buildings) 126 Library & Elements East Rural Community Center and Clinic (2 Library Men's Provide required maneuvering clearance around buildings) 129 Restroom Doors pull side of door East Rural Community Center and Clinic (2 Library Men's buildings) 130 Restroom Doors Replace door with one having 32” clear width Page 365 of 1087East Rural Community Center and Clinic (2 Library Men's buildings) 131 Restroom Doors Widen doors to 36” for recessed doors East Rural Community Center and Clinic (2 Library Men's Plumbing Fixtures buildings) 133 Restroom & Elements Widen accessible stalls to min. 60” clear width, 59” depth East Rural Community Center and Clinic (2 Library Men's Toilet and Bathing Remount toilets to 16” to 18” from the side wall to buildings) 134 Restroom Rooms centerline East Rural Community Center and Clinic (2 Library Women's Provide required maneuvering clearance around buildings) 142 Restroom Doors pull side of door East Rural Community Center and Clinic (2 Library Women's buildings) 143 Restroom Doors Replace door with one having 32” clear width East Rural Community Center and Clinic (2 Library Women's Plumbing Fixtures buildings) 146 Restroom & Elements Widen accessible stalls to min. 60” clear width, 59” depth East Rural Community Center and Clinic (2 Library Women's Plumbing Fixtures Replace toilet tank with one having flush mechanism on buildings) 150 Restroom & Elements the open side, in the alternative, install an auto flush unit East Rural Community Center and Clinic (2 Library Women's Accessible Correct or repair slope to max 5% running and buildings) 154 Restroom Routes 2.08% cross Package D: Lavaca Building Finding Type of Site # Cite correction Recommendation Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of Lavaca 1 EAR Stairways 1.5” between handrail and wall BuildingLavaca 2 EAR Stairways Replace or remount handrails to 34” to 38” aff. Accessible Correct or repair sidewalk cross slope along AR Lavaca 4 EAR Routes to max 2.08%. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, Lavaca 5 Lower Level Doors adjust, and maintain closing speed on door closers Page 366 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace hardware with lever hardware or hardware operable Lavaca Building 6 Lower Level Doors without a tight pinch or grasp For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter and exit at the employee space. Adjust closer to max 5 lbf to open. Replace door with one having Lavaca Building 12 Lower Level Room/Space (C) viewing window at max 43" AFF. Men's Restroom - Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Lavaca Building 16 Basement & Elements partition and on the stall wall farthest from the toilet. Women's Restroom - Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Lavaca Building 23 Basement & Elements partition and on the stall wall farthest from the toilet For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide Lavaca Building 25 1st Floor Doors kick plate on push side of door from floor to 10” aff Sales and Service Lower 36” wide segment of service counter to max 36” Lavaca Building 28 1st Floor Counters/Tables aff. Suite 1.100 - Hall Toilet and Bathing Centerline of toilet is 18.5” from wall, should not exceed Lavaca Building 38 Of Government Rooms 18”, leave as is citing construction tolerance. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Suite 1.100 - Hall For all doors along the public circulation route, inspect, Lavaca Building 39 Of Government Doors adjust, and maintain 5 lbf to open interior doors Provide required maneuvering clearance around pull side of door. Suite 1.200 - Relocate storage, furniture and other obstacles to Lavaca Building 48 Media Services Doors create 60" maneuvering clearance around door. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Suite 1.200 - For all doors along the public circulation route, Lavaca Building 49 Media Services Doors repair, bevel, or ramp CILs at door entries to max .25” For employee spaces, relocate storage, furniture, and Suite 1.300 - other obstacles at doorways to provide approach, Lavaca Building 53 County Treasurer Room/Space (C) enter and exit at the employee space. Suite 1.300 - Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 61 County Treasurer & Elements alternative, leave as is citing contruction tolerance. Suite 1.400 - Commissioner's Replace knob with an operable part usable without Lavaca Building 63 Court Operable Parts a tight pinch or grasp. Page 367 of 1087 Suite 1.400 - Commissioner's Replace knob with an operable part usable without Lavaca Building 64 Court Operable Parts a tight pinch or grasp Suite 1.400 - Commissioner's Ramps (Not Curb Lavaca Building 67 Court Ramps) Correct slope of ramp to max 8.33%. Suite 1.400 - Commissioner's Toilet and Bathing Relocate sink to provide required 60" clearance around Lavaca Building 69 Court Rooms toilet, in the alternative, leave as is citing safe harbor. Suite 1.400 - Commissioner's Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 70 Court & Elements alternative, leave as is citing contruction tolerance. Suite 1.400 - Commissioner's Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 72 Court & Elements alternative, leave as is citing construction tolerance. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, in the alternative, leave as is, correction may be technically infeasible. For all doors along the public circulation route, inspect, Lavaca Building 93 2nd Floor Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, leave as is stair railing, infeasible to correct. For all doors along the public circulation route, inspect, Lavaca Building 94 2nd Floor Doors adjust, and maintain closing speed on door closers. Replace knob with an operable part usable without Lavaca Building 98 2nd Floor Operable Parts a tight pinch or grasp Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 103 2nd Floor & Elements alternative, leave as is citing construction tolerance. Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 108 2nd Floor & Elements alternative, leave as is citing construction tolerance. Restrooms Precinct 1 Side - Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 115 2nd Floor & Elements alternative, leave as is citing construction tolerance. Suite 2.200 - Commisioner Sales and Service Lower 36” wide segment of service counter to max 36” Lavaca Building 122 Precinct 1 Counters/Tables aff. Suite 2.300 - Sales and Service Lower 36” wide segment of service counter to max 36” Lavaca Building 134 County Judge Counters/Tables aff. Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 151 Suite 2.600 & Elements alternative, leave as is citing construction tolerance. Provide 50% of storage within reach range of 15" Lavaca Building 152 Suite 2.600 Reach Ranges min and 48" max. Suite 2.700 - Commissioner Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 167 Precinct 2 & Elements alternative, leave as is citing construction tolerance. Page 368 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, leave as is stairs, infeasible to correct. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors. For all doors along the public circulation route, inspect, Lavaca Building 172 3rd Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, Lavaca Building 173 3rd Floor Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side Lavaca Building 174 3rd Floor Doors of doors if feasible. Leave as is stairs. Women's Restroom - 3rd Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 177 Floor & Elements alternative, leave as is citing construction tolerance. Women's Create a wheelchair accessible stall with grab bars Restroom - 3rd Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 179 Floor Rooms correct heights. Women's Correct ambulatory stall to be 35" to 37" wide and Restroom - 3rd Toilet and Bathing minimum 60” deep, in the alternative, use existing Lavaca Building 180 Floor Rooms ambulatory stall to create required wheelchair stall. Provide required maneuvering clearance around pull side of door Women's Restroom - 3rd Relocate storage, furniture and other obstacles to Lavaca Building 183 Floor Doors create 60" maneuvering clearance around door Men's Restroom - Plumbing Fixtures Lavaca Building 184 3rd Floor & Elements Lower urinal so that rim height is max 17” aff. Men's Restroom - Plumbing Fixtures Lower flush handle at urinal to max 48" aff, this will be Lavaca Building 185 3rd Floor & Elements adjusted when previous recommendation is completed. Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 186 3rd Floor Rooms correct heights Correct ambulatory stall to be 35" to 37" wide and Men's Restroom - Toilet and Bathing minimum 60” deep, in the alternative, use existing Lavaca Building 187 3rd Floor Rooms ambulatory stall to create required wheelchair stall. Men's Restroom - Toilet and Bathing Widen stall doors to 32” when opened to 90 degrees on Lavaca Building 188 3rd Floor Rooms new wheelchair stall. Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 191 3rd Floor Doors create 60" maneuvering clearance around door Page 369 of 1087 Provide required maneuvering clearance around pull side of door Relocate storage, furniture and other obstacles to Lavaca Building 192 Suite 310A - IT Doors create 60" maneuvering clearance around door For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 194 Suite 310A - IT Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 195 Suite 310A - IT Doors 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side Lavaca Building 196 Suite 310A - IT Doors of doors, in the alternative, leave as is, area exempt. Suite 330 - Lower sinks to max 34” aff to front of rim Comms & Plumbing Fixtures Lavaca Building 200 Records & Elements Relocate items to provide CFS at sink Suite 360 - Lower sinks to max 34” aff to front of rim, in the Intergovernmental Plumbing Fixtures alternative leave as is citing construction tolerance. Lavaca Building 213 Relations & Elements Remove trash from knee clearance. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, Lavaca Building 221 4th Floor Doors adjust, and maintain closing speed on door closers Leave as is sink height citing construction tolerance. Plumbing Fixtures Remove objects from knee clearance under sinks Lavaca Building 227 4th Floor & Elements For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, Lavaca Building 228 4th Floor Doors adjust, and maintain closing speed on door closers Sales and Service Lower 36” wide segment of service counter to max Lavaca Building 232 Suite 401A - IT Counters/Tables 36” aff. Page 370 of 1087 For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 233 Suite 401A - IT Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 235 Suite 401A - IT Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 237 Suite 401A - IT Doors 43" aff Plumbing Fixtures Lavaca Building 253 Suite 420A - HR & Elements Lower sinks to max 34” aff to front of rim. Women's Restroom - 4th Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Lavaca Building 255 Floor & Elements partition and on the stall wall farthest from the toilet Provide required maneuvering clearance around pull side of door Women's Restroom - 4th Relocate storage, furniture and other obstacles to Lavaca Building 257 Floor Doors create 60" maneuvering clearance around door Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 258 4th Floor Doors create 60" maneuvering clearance around door Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 261 4th Floor Rooms correct heights For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, Lavaca Building 262 5th Floor Doors adjust, and maintain closing speed on door closers Plumbing Fixtures Raise drinking fountain to provide required 27" Lavaca Building 264 5th Floor & Elements knee clearance. Provide required maneuvering clearance around pull side of door Relocate storage, furniture and other obstacles to Lavaca Building 265 5th Floor Doors create 60" maneuvering clearance around door Page 371 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, leave as is stairs, infeasible to correct. For all doors along the public circulation route, inspect, Lavaca Building 266 5th Floor Doors adjust, and maintain closing speed on door closers Replace knob with an operable part usable without Lavaca Building 268 5th Floor Operable Parts a tight pinch or grasp Remount 50% of storage to be in reach range of 15" Lavaca Building 273 5th Floor Reach Ranges min to 48" max Replace knob with an operable part usable without Lavaca Building 274 5th Floor Operable Parts a tight pinch or grasp For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 275 5th Floor Doors 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, Lavaca Building 278 Suite 502 - IT Doors adjust, and maintain 5 lbf to open interior doors Suite 540 - Transportation and Natural Replace items with an operable part usable without Lavaca Building 289 Resources Operable Parts a tight pinch or grasp Suite 540 - Transportation and Natural Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 290 Resources & Elements alternative, leave as is citing construction tolerance. Suite 540 - Transportation Lower 36” wide segment of main service counter to max and Natural Sales and Service 36” aff; leave as is other counters citing construction Lavaca Building 296 Resources Counters/Tables tolerance. Provide required maneuvering clearance around pull side of door Women's Restroom - 5th Relocate storage, furniture and other obstacles to Lavaca Building 299 Floor Doors create 60" maneuvering clearance around door Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 301 5th Floor Rooms correct heights Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 302 5th Floor Doors create 60" maneuvering clearance around door Plumbing Fixtures Lavaca Building 303 6th Floor & Elements Remount fountain to provide centered clear floor space. Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 304 6th Floor Doors create 60" maneuvering clearance around door Page 372 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 306 6th Floor Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. Leave as is stairs. For all doors along the public circulation route, inspect, Lavaca Building 307 6th Floor Doors adjust, and maintain closing speed on door closers Suite 640 - Transportation and Natural Remount 50% of the storage to be in reach range of Lavaca Building 315 Resources Reach Ranges 15" min to 48" max. Suite 640 - Transportation and Natural Sales and Service Lower 36” wide segment of service counter to max 36” Lavaca Building 319 Resources Counters/Tables aff. Suite 640 - Transportation and Natural Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 325 Resources & Elements alternative, leave as is citing construction tolerance. Provide required maneuvering clearance around pull side of door Women's Restroom - 6th Relocate storage, furniture and other obstacles to Lavaca Building 327 Floor Doors create 60" maneuvering clearance around door Women's Restroom - 6th Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Lavaca Building 330 Floor & Elements partition and on the stall wall farthest from the toilet. Women's Replace toilet seat, or re-set or replace toilet to 17” to 19” Restroom - 6th Toilet and Bathing aff, in the alternative, leave as is citing construction Lavaca Building 332 Floor Rooms tolerance. Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 333 6th Floor Doors create 60" maneuvering clearance around door Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 334 6th Floor Rooms correct heights. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 338 7th Floor Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. Leave as is stairs. For all doors along the public circulation route, inspect, Lavaca Building 339 7th Floor Doors adjust, and maintain closing speed on door closers. Page 373 of 1087 Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 341 7th Floor Doors create 60" maneuvering clearance around door Plumbing Fixtures Lavaca Building 342 7th Floor & Elements Remount fountain to provide centered clear floor space. Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 344 7th Floor & Elements alternative, leave as is citing construction tolerance. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side Suite 700 - of doors Transportation & Natural For all doors along the public circulation route, inspect, Lavaca Building 352 Resources Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side Suite 700 - of doors Transportation & Natural For all doors along the public circulation route, inspect, Lavaca Building 353 Resources Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Lavaca Building 357 Suite 736 - HR Doors 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, Lavaca Building 359 Suite 736 - HR Doors adjust, and maintain 5 lbf to open interior doors Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 361 7th Floor Doors create 60" maneuvering clearance around door Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 363 7th Floor Rooms correct heights Men's Restroom - Accessible Lavaca Building 366 7th Floor Routes Widen AR to compliant 36” clear width. Women's Create a wheelchair accessible stall with grab bars Restroom - 7th Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 368 Floor Rooms correct heights Provide required maneuvering clearance around pull side of door Women's Restroom - 7th Relocate storage, furniture and other obstacles to Lavaca Building 369 Floor Doors create 60" maneuvering clearance around door Page 374 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. For all doors along the public circulation route, repair, bevel, or ramp CILs at door entries to max .25”. For all doors along the public circulation route, inspect, Lavaca Building 370 8th Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push side, leave Lavaca Building 371 8th Floor Doors as is stairs on pull side of door. Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 373 8th Floor Doors create 60" maneuvering clearance around door Suite 800 - Replace knob with an operable part usable without Lavaca Building 380 Purchasing Operable Parts a tight pinch or grasp Suite 800 - Replace knob with an operable part usable without Lavaca Building 382 Purchasing Operable Parts a tight pinch or grasp Suite 800 - Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 389 Purchasing & Elements alternative, leave as is citing construction tolerance. Provide required maneuvering clearance around pull side of door Women's Restroom - 8th Relocate storage, furniture and other obstacles to Lavaca Building 393 Floor Doors create 60" maneuvering clearance around door Women's Restroom - 8th Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 394 Floor & Elements alternative, leave as is citing construction tolerance. Women's Create a wheelchair accessible stall with grab bars Restroom - 8th Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 397 Floor Rooms correct heights Women's Correct ambulatory stall to be 35" to 37" wide and Restroom - 8th Toilet and Bathing minimum 60” deep, in the alternative, use existing Lavaca Building 398 Floor Rooms ambulatory stall to create required wheelchair stall. Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 402 8th Floor Doors create 60" maneuvering clearance around door Men's Restroom - Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 403 8th Floor & Elements alternative, leave as is citing construction tolerance. Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 405 8th Floor Rooms correct heights. Correct ambulatory stall to be 35" to 37" wide and Men's Restroom - Toilet and Bathing minimum 60” deep, in the alternative, use existing Lavaca Building 406 8th Floor Rooms ambulatory stall to create required wheelchair stall. Remount toilet to 17” to 19” from the side wall to center line Men's Restroom - Toilet and Bathing in ambulatory stalls, or 16" to 18" in new wheelchair stall. Lavaca Building 407 8th Floor Rooms Page 375 of 1087 Widen stall doors to 32” when opened to 90 degrees Adjust stall door to be self-closing Men's Restroom - Toilet and Bathing Replace stall hardware with hardware operable without Lavaca Building 408 8th Floor Rooms a tight pinch or grasp on both sides of the stall door Plumbing Fixtures Raise drinking fountain to provide required 27" Lavaca Building 420 9th Floor & Elements knee clearance. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. For all doors along the public circulation route, inspect, Lavaca Building 421 9th Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 423 9th Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push side, leave Lavaca Building 424 9th Floor Doors as is pull side of doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Suite 980 - Employee Health For all doors along the public circulation route, inspect, Lavaca Building 459 Clinic Doors adjust, and maintain closing speed on door closers Provide required maneuvering clearance around pull side of door Suite 980 - Employee Health Relocate storage, furniture and other obstacles to Lavaca Building 461 Clinic Doors create 60" maneuvering clearance around door Suite 980 - Employee Health Replace knob with an operable part usable without Lavaca Building 462 Clinic Operable Parts a tight pinch or grasp Suite 980 - Employee Health Replace knob with an operable part usable without Lavaca Building 463 Clinic Operable Parts a tight pinch or grasp Provide required maneuvering clearance around pull side of door Women's Restroom - 9th Relocate storage, furniture and other obstacles to Lavaca Building 468 Floor Doors create 60" maneuvering clearance around door Men's Restroom - Accessible Lavaca Building 469 9th Floor Routes Widen AR to compliant 36” clear width. Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 471 9th Floor Rooms correct heights Page 376 of 1087 Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 472 9th Floor Doors create 60" maneuvering clearance around door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 474 10th Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 476 10th Floor Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push side, leave Lavaca Building 477 10th Floor Doors as is pull side of doors. Women's Restroom - 10th Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Lavaca Building 489 Floor & Elements partition and on the stall wall farthest from the toilet. Provide required maneuvering clearance around pull side of door Women's Restroom - 10th Relocate storage, furniture and other obstacles to Lavaca Building 490 Floor Doors create 60" maneuvering clearance around door Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 491 10th Floor Doors create 60" maneuvering clearance around door Men's Restroom - Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Lavaca Building 493 10th Floor Rooms 19” aff. For all doors along the public circulation route, provide required maneuvering clearance on push side of door, leave as is pull side of door. For all doors along the public circulation route, inspect, Lavaca Building 498 11th Floor Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 500 11th Floor Doors adjust, and maintain closing speed on door closers. Plumbing Fixtures Raise drinking fountain to provide required 27" Lavaca Building 501 11th Floor & Elements knee clearance. Remount operable parts to be in reach range of 15" min to 48" max and provide 50% of storage within the same range. For deficit, leave as is, employee work area pursuant to 2010 Standards 106.5 Defined Terms, until an Lavaca Building 504 11th Floor Reach Ranges employee with a disability works here Page 377 of 1087 Replace knob with an operable part usable without Lavaca Building 505 11th Floor Operable Parts a tight pinch or grasp Remount 50% of storage to be in reach range of 15" min to 48" max. Relocate first aid to be in reach range of 48" max. For deficit, leave as is, employee work area pursuant to 2010 Standards 106.5 Defined Terms, until an Lavaca Building 508 11th Floor Reach Ranges employee with a disability works here For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors. For all doors along the public circulation route, replace at least one leaf at door with door having 80” overhead clearance Lavaca Building 513 11th Floor Doors and 32" clear width Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 515 11th Floor Doors create 60" maneuvering clearance around door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, Lavaca Building 517 11th Floor Doors adjust, and maintain 5 lbf to open interior doors Provide required maneuvering clearance around pull side of door Women's Restroom - 11th Relocate storage, furniture and other obstacles to Lavaca Building 523 Floor Doors create 60" maneuvering clearance around door Men's Restroom - Accessible Lavaca Building 525 11th Floor Routes Widen AR to compliant 36” clear width. Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 526 11th Floor Rooms correct heights Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 527 11th Floor Doors create 60" maneuvering clearance around door Plumbing Fixtures Lavaca Building 529 12th Floor & Elements Remount fountain to provide centered clear floor space. Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 531 12th Floor Doors create 60" maneuvering clearance around door For all doors along the public circulation route, provide required maneuvering clearance on push side of door, leave as is pull side. For all doors along the public circulation route, inspect, Lavaca Building 532 12th Floor Doors adjust, and maintain closing speed on door closers Page 378 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. For all doors along the public circulation route, inspect, Lavaca Building 533 12th Floor Doors adjust, and maintain closing speed on door closers. Toilet and Bathing Renovate restroom upon request by employee Lavaca Building 536 12th Floor Rooms with disabilities. Remount storage to be in reach range of 15" min to Lavaca Building 537 12th Floor Reach Ranges 48" max. Renovate kitchenette upon hire of an individual with Lavaca Building 541 12th Floor Custom/Special a disability. Lavaca Building 544 12th Floor Doors Replace one leaf at door with one having 32” clear width. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, Lavaca Building 546 12th Floor Room/Space (C) enter and exit at the employee space. Remount storage to be in reach range of 15" min to Lavaca Building 549 12th Floor Reach Ranges 48" max Women's Create a wheelchair accessible stall with grab bars Restroom - 12th Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 553 Floor Rooms correct heights Women's Restroom - 12th Plumbing Fixtures Lavaca Building 556 Floor & Elements Lower sinks to max 34” aff to front of rim. Provide required maneuvering clearance around pull side of door Women's Restroom - 12th Relocate storage, furniture and other obstacles to Lavaca Building 557 Floor Doors create 60" maneuvering clearance around door Men's Restroom - Plumbing Fixtures Lavaca Building 558 12th Floor & Elements Lower sinks to max 34” aff to front of rim. Men's Restroom - Plumbing Fixtures Lavaca Building 559 12th Floor & Elements Lower urinal so that rim height is max 17” aff, Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 560 12th Floor Rooms correct heights Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 563 12th Floor Doors create 60" maneuvering clearance around door For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors if feasible. For all doors along the public circulation route, inspect, Lavaca Building 564 13th Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push side, leave Lavaca Building 565 13th Floor Doors as is pull side. Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 566 13th Floor Doors create 60" maneuvering clearance around door Page 379 of 1087 Plumbing Fixtures Raise drinking fountain to provide required 27" Lavaca Building 567 13th Floor & Elements knee clearance. Plumbing Fixtures Remount fountain to provide centered clear floor Lavaca Building 568 13th Floor & Elements space. See previous finding. 1300 Facilities Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 577 Management & Elements alternative, leave as is citing construction tolerance. 1300 Facilities Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 580 Management & Elements alternative, leave as is citing construction tolerance. Provide required maneuvering clearance around pull side of door Women's Restroom - 13th Relocate storage, furniture and other obstacles to Lavaca Building 587 Floor Doors create 60" maneuvering clearance around door Women's Restroom - 13th Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 588 Floor & Elements alternative, leave as is citing construction tolerance. Women's Create a wheelchair accessible stall with grab bars Restroom - 13th Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 590 Floor Rooms correct heights Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 595 13th Floor Doors create 60" maneuvering clearance around door Men's Restroom - Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 596 13th Floor & Elements alternative, leave as is citing construction tolerance. Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 599 13th Floor Rooms correct heights. Provide required maneuvering clearance around pull side of door if feasible. Relocate storage, furniture and other obstacles to Lavaca Building 603 14th Floor Doors create 60" maneuvering clearance around door For all doors along the public circulation route, provide required maneuvering clearance on push side of door, leave as is pull side of door. For all doors along the public circulation route, inspect, Lavaca Building 604 14th Floor Doors adjust, and maintain closing speed on door closers For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 605 14th Floor Doors adjust, and maintain closing speed on door closers. Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 610 Metro 14th Floor & Elements alternative, leave as is citing construction tolerance. Replace knob with an operable part usable without Lavaca Building 619 Metro 14th Floor Operable Parts a tight pinch or grasp Replace knob with an operable part usable without Lavaca Building 621 Metro 14th Floor Operable Parts a tight pinch or grasp Page 380 of 1087 Dining/Bar and Provide tables and work surfaces at 28" to 34" aff Lavaca Building 622 Metro 14th Floor Work Surfaces with required knee and toe clearances Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 623 Metro 14th Floor & Elements alternative, leave as is citing construction tolerance. Plumbing Fixtures Remount fountain so spout outlet is max 36" aff, in the Lavaca Building 626 Metro 14th Floor & Elements alternative, leave as is citing construction tolerance. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, Lavaca Building 628 Metro 14th Floor Room/Space (C) enter and exit at the employee space. Provide required maneuvering clearance around pull side of door Women's Restroom - 14th Relocate storage, furniture and other obstacles to Lavaca Building 631 Floor Doors create 60" maneuvering clearance around door Women's Restroom - 14th Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Lavaca Building 633 Floor Rooms 19” aff Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 636 14th Floor Rooms correct heights. Men's Restroom - Toilet and Bathing Lavaca Building 637 14th Floor Rooms Widen stall doors to 32” when opened to 90 degrees. Men's Restroom - Accessible Lavaca Building 639 14th Floor Routes Widen AR to compliant 36” clear width. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of door, if feasible. For all doors along the public circulation route, inspect, Lavaca Building 641 15th Floor Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push side of door, leave as is pull side of door. For all doors along the public circulation route, inspect, Lavaca Building 642 15th Floor Doors adjust, and maintain closing speed on door closers. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of door if feasible. For all doors along the public circulation route, inspect, Lavaca Building 643 15th Floor Doors adjust, and maintain closing speed on door closers. Suite 1505: Commissioner - Replace knobs with an operable part usable without Lavaca Building 655 Precinct 4 Operable Parts a tight pinch or grasp For employee spaces, relocate storage, furniture, and Suite 1530 - other obstacles at doorways to provide approach, enter Justice Planning and exit at the employee space. Replace doors with Lavaca Building 664 Department Room/Space (C) ones having window at max 43" AFF. Suite 1530 - Lower 36” wide segment of service counter to max Justice Planning Sales and Service 36” aff, in the alternative, leave as is citing Lavaca Building 666 Department Counters/Tables construction tolerance. Suite 1530 - Justice Planning Plumbing Fixtures Lower sinks to max 34” aff to front of rim, in the Lavaca Building 673 Department & Elements alternative, leave as is citing construction tolerance. Page 381 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Suite 1560- Planning & For all doors along the public circulation route, inspect, Lavaca Building 678 Budget Doors adjust, and maintain 5 lbf to open interior doors Suite 1560- Planning & Remount 50% of storage to be in reach range of 15" Lavaca Building 680 Budget Reach Ranges min to 48" max. Suite 1560- Planning & Replace knob with an operable part usable without Lavaca Building 687 Budget Operable Parts a tight pinch or grasp Suite 1560- Planning & Replace knob with an operable part usable without Lavaca Building 692 Budget Operable Parts a tight pinch or grasp Provide required maneuvering clearance around pull side of door Men's Restroom - Relocate storage, furniture and other obstacles to Lavaca Building 693 15th Floor Doors create 60" maneuvering clearance around door Create a wheelchair accessible stall with grab bars Men's Restroom - Toilet and Bathing and fixtures mounted in correct locations and at Lavaca Building 695 15th Floor Rooms correct heights Men's Restroom - Accessible Lavaca Building 698 15th Floor Routes Widen AR to compliant 36” clear width. Provide required maneuvering clearance around pull side of door Women's Restroom - 15th Relocate storage, furniture and other obstacles to Lavaca Building 699 Floor Doors create 60" maneuvering clearance around door Women's Replace toilet seat, or re-set or replace toilet to 17” to 19” Restroom - 15th Toilet and Bathing aff, in the alternative, leave as is citing construction Lavaca Building 702 Floor Rooms tolerance. Women's Restroom - 15th Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Lavaca Building 704 Floor & Elements partition and on the stall wall farthest from the toilet. Leave as is, correction is technically infeasible; Lavaca Building 706 Elevator Elevators & Lifts make correction upon replacement. Leave as is, correction is technically infeasible; Lavaca Building 707 Elevator Elevators & Lifts make correction upon replacement. Lavaca Building 709 Stairs Stairways Replace or remount handrails to 34” to 38” aff Correct riser heights on stairs to consistent height between 4” to 7”, in the alternative, leave as is citing Lavaca Building 710 Stairs Stairways construction tolerance. Correct riser heights on stairs to consistent height between 4” to 7”, in the alternative, leave as is citing Lavaca Building 711 Stairs Stairways construction tolerance. Provide required extensions at the bottom of Lavaca Building 713 Stairs Stairways the stairway. Lavaca Building 714 Stairs Stairways Replace or remount handrails to 34” to 38” aff. Lavaca Building 715 Stairs Doors Raise opening at stairway to 80" min. Lavaca Building 717 Stairs Stairways Handrail must be continuous around a switchback. Correct riser heights on stairs to consistent height between 4” to 7”, in the alternative, leave as is citing Lavaca Building 718 Stairs Stairways construction tolerance. Lavaca Building 720 Stairs Stairways Replace or remount handrails to 34” to 38” aff. Page 382 of 1087 Package E: Lavaca Parking Garage Finding Type of Site # Cite correction Recommendation Parking - Off Repair or correct slope of parking space and Lavaca Parking Garage 5 Parking Street access aisle to max 2.08% in any direction Parking - Off Repair or correct slope of parking space and Lavaca Parking Garage 8 Parking Street access aisle to max 2.08% in any direction Parking - Off Repair or correct slope of parking space and Lavaca Parking Garage 10 Parking Street access aisle to max 2.08% in any direction Correct slope of curb ramp side flares to max 10% Correct slope of curb ramp side flares to max 8.33% Lavaca Parking Garage 12 Parking Curb Ramps for ramps lacking landing Cut a curb ramp for access to the door. For all doors along the public circulation route, replace hardware with lever hardware or hardware Lavaca Parking Garage 13 Parking Stairwells Doors operable without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, repair, provide beveled threshold For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a smart practice For all doors along the public circulation route, replace hardware with lever hardware or hardware operable Lavaca Parking Garage 14 Parking Stairwells Doors without a tight pinch or grasp For all doors along the public circulation route, repair, bevel, or ramp CILs at door entries to max .25” Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a smart practice For all doors along the public circulation route, replace hardware with lever hardware or hardware operable Lavaca Parking Garage 15 Parking Stairwells Doors without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, replace hardware with lever hardware or hardware Lavaca Parking Garage 16 Parking Stairwells Doors operable without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, replace hardware with lever hardware or hardware Lavaca Parking Garage 17 Parking Stairwells Doors operable without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a Lavaca Parking Garage 18 Parking Stairwells Doors smart practice Page 383 of 1087 Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a smart practice For all doors along the public circulation route, replace hardware with lever hardware or hardware operable Lavaca Parking Garage 19 Parking Stairwells Doors without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a Lavaca Parking Garage 20 Parking Stairwells Doors smart practice Cut a curb ramp for access to the door. For all doors along the public circulation route, replace hardware with lever hardware or hardware Lavaca Parking Garage 21 Parking Stairwells Doors operable without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a Lavaca Parking Garage 22 Parking Stairwells Doors smart practice Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a Lavaca Parking Garage 23 Parking Stairwells Doors smart practice Cut a curb ramp for access to the door. For all doors along the public circulation route, replace hardware with lever hardware or hardware Lavaca Parking Garage 24 Parking Stairwells Doors operable without a tight pinch or grasp Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a Lavaca Parking Garage 25 Parking Stairwells Doors smart practice Cut a curb ramp for access to the door. For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a smart practice For all doors along the public circulation route, replace hardware with lever hardware or hardware operable Lavaca Parking Garage 26 Parking Stairwells Doors without a tight pinch or grasp For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior Lavaca Parking Garage 29 Stairs Doors doors as a smart practice Correct tread depth on stairs to 11” minimum and Lavaca Parking Garage 30 Stairs Stairways consistent, leave as is if technically infeasible. Page 384 of 1087 Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of Lavaca Parking Garage 32 Stairs Stairways 1.5” between handrail and wall Lavaca Parking Garage 33 Stairs Stairways Replace or remount handrails to 34” to 38” aff. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a smart practice For all doors along the public circulation route, provide Lavaca Parking Garage 34 Stairs Doors kick plate on push side of door from floor to 10” aff Design a new accessable route to enter and exit the Lavaca Parking Garage first floor elevator access to and from the street. Package F: North Rural Community Center and Clinic Finding Type of Site # Cite correction Recommendation For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors North Rural Community Community For all doors along the public circulation route, inspect, Center and Clinic 3 Center Doors adjust, and maintain closing speed on door closers North Rural Community Community Replace doors with ones having sidelight Center and Clinic 7 Center Doors viewing windows max 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, repair, bevel, or ramp CILs at door entries to max .25” For all doors along the public circulation route, repair, provide beveled threshold For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, inspect, North Rural Community Community adjust, and maintain 8.5 lbf to open exterior doors as a Center and Clinic 8 Center Doors smart practice Page 385 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, repair, bevel, or ramp CILs at door entries to max .25” North Rural Community Community For all doors along the public circulation route, inspect, Center and Clinic 9 Center Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, North Rural Community Community inspect, adjust, and maintain 8.5 lbf to open exterior Center and Clinic 10 Center Doors doors as a smart practice For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace North Rural Community Community doors with ones having sidelight viewing windows max Center and Clinic 14 Center Doors 43" aff North Rural Community CC Women's Plumbing Fixtures Center and Clinic 21 Restroom & Elements Lower sinks to max 34” aff to front of rim For employee spaces, relocate storage, furniture, and North Rural Community other obstacles at doorways to provide approach, Center and Clinic 42 Tax Office Room/Space (C) enter and exit at the employee space. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, North Rural Community adjust, and maintain 8.5 lbf to open exterior doors as a Center and Clinic 49 Clinic Doors smart practice North Rural Community Exterior Accessible Center and Clinic 56 Accessible Route Routes Correct running slope along the AR to max 5% North Rural Community Exterior Accessible Center and Clinic 57 Accessible Route Routes Replace grate cover with one that has gaps max .5" North Rural Community Exterior Accessible Center and Clinic 58 Accessible Route Routes Correct or fill gaps to be max .5" North Rural Community Exterior Center and Clinic 59 Accessible Route Curb Ramps Correct slope of curb ramp side flares to max 10% North Rural Community Exterior Install compliant detectable warning at curb ramps as Center and Clinic 60 Accessible Route 1.0 Capture (C) a smart practice North Rural Community Exterior Center and Clinic 61 Accessible Route Curb Ramps Correct curb ramp running slope to max 8.33% Page 386 of 1087North Rural Community Exterior Center and Clinic 62 Accessible Route Curb Ramps Correct slope of curb ramp side flares to max 10% North Rural Community Clinic Men's Plumbing Fixtures Center and Clinic 80 Restroom & Elements Lower sinks to max 34” aff to front of rim For all doors along the public circulation route, relocate storage, furniture and other obstacles to create 60" maneuvering clearance around door North Rural Community For all doors along the public circulation route, lower Center and Clinic 95 WIC Doors side light windows to max 43" aff for viewing. For all doors along the public circulation route, correct or fill gaps to max .5" For all doors along the public circulation route, repair, provide beveled threshold For all doors along the public circulation route, North Rural Community inspect, adjust, and maintain 8.5 lbf to open exterior Center and Clinic 99 WIC Doors doors as a smart practice North Rural Community Replace doors with ones having sidelight Center and Clinic 101 WIC Doors viewing windows max 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, repair, provide beveled threshold For all doors along the public circulation route, correct or fill gaps to max .5" For all doors along the public circulation route, North Rural Community inspect, adjust, and maintain 8.5 lbf to open exterior Center and Clinic 106 WIC Doors doors as a smart practice Package G: Precinct 1 Tax Office Finding Type of Site # Cite correction Recommendation Exterior Detectable Install detectable warning where accessible Precinct 1 Tax Office 2 Accessible Route Warnings route crosses the vehicular way. Plumbing Fixtures Remount flush mechanism on the open side, in Precinct 1 Tax Office 9 Restroom & Elements the alternative, install an auto flush unit Package H: San Antonio Street Parking Garage Finding Type of Site # Cite correction Recommendation San Antonio Street Replace handrails with ones have a smooth surface Parking Garage 2 Interior Route Stairways or sand and repaint to be smooth. San Antonio Street Correct riser height on stair to 7”, leave as is if Parking Garage 3 Interior Route Stairways technically infeasible Program elevator car audible signals to chime once San Antonio Street for up and twice for down, or replace audible chimes Parking Garage 5 Interior Route Elevators & Lifts with verbal enunciators. Page 387 of 1087 San Antonio Street Install in car visible position indicator having characters Parking Garage 6 Interior Route Elevators & Lifts min .5" and located above control panel or above door. San Antonio Street Parking - Off Repair or correct slope of parking space and access Parking Garage 9 Parking Street aisle to max 2.08% in any direction. Package I: SMART Facility @ Del Valle Finding Type of Site # Cite correction Recommendation SMART Facility @ Del Parking - Off Repair or correct slope of parking space and Valle 2 Parking Street access aisle to max 2.08% in any direction SMART Facility @ Del Valle 4 Parking Curb Ramps Remove built up ramp from the access aisle in parking SMART Facility @ Del Accessible Valle 5 EAR Routes Repair, bevel or ramp CIL along AR SMART Facility @ Del Ramps (Not Curb Valle 7 EAR Ramps) Correct slope of ramp to max 8.33% Install required detectable warnings at curb ramps SMART Facility @ Del along the public right of way or at curb ramps within Valle 8 EAR Curb Ramps a site as a smart practice. SMART Facility @ Del Accessible Valle 9 EAR Routes Repair, bevel or ramp CIL along AR SMART Facility @ Del Accessible Valle 10 EAR Routes Correct running slope along the AR to max 5% For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, replace SMART Facility @ Del Bldg A - Men's doors with ones having sidelight viewing windows Valle 12 Building Doors max 43" aff SMART Facility @ Del Bldg A - Men's Plumbing Fixtures Valle 14 Building & Elements Lower sinks to max 34” aff to front of rim For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, replace SMART Facility @ Del Bldg A - Men's doors with ones having sidelight viewing windows max Valle 16 Building Doors 43" aff For employee spaces, relocate storage, furniture, SMART Facility @ Del Bldg A - Men's and other obstacles at doorways to provide Valle 17 Building Room/Space (C) approach, enter and exit at the employee space. Washing SMART Facility @ Del Bldg A - Men's Machines and Remount washers and dryers to have a maximum Valle 18 Building Clothes Dryers 36" high reach over the machine Page 388 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace SMART Facility @ Del Bldg A - Men's doors with ones having sidelight viewing windows max Valle 20 Building Doors 43" aff SMART Facility @ Del Bldg A - Men's Replace doors with ones having sidelight Valle 21 Building Doors viewing windows max 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del Bldg A - Men's doors with ones having sidelight viewing windows max Valle 22 Building Doors 43" aff SMART Facility @ Del Plumbing Fixtures Raise sink bowl to provide 27" knee clearance, in Valle 31 Bldg A - Dorm 10 & Elements the alternative, acquire a shallower model Create a wheelchair accessible stall with grab bars SMART Facility @ Del Toilet and Bathing and fixtures mounted in correct locations and at Valle 32 Bldg A - Dorm 10 Rooms correct heights SMART Facility @ Del Plumbing Fixtures Valle 34 Bldg A - Dorm 10 & Elements Create an accessible shower in locker/bathing room SMART Facility @ Del Plumbing Fixtures Raise sink bowl to provide 27" knee clearance, in Valle 39 Bldg A - Dorm 11 & Elements the alternative, acquire a shallower model Create a wheelchair accessible stall with grab bars SMART Facility @ Del Toilet and Bathing and fixtures mounted in correct locations and at Valle 41 Bldg A - Dorm 11 Rooms correct heights SMART Facility @ Del Plumbing Fixtures Valle 42 Bldg A - Dorm 11 & Elements Create an accessible shower in locker/bathing room SMART Facility @ Del Plumbing Fixtures Raise sink bowl to provide 27" knee clearance, in Valle 48 Bldg A - Dorm 12 & Elements the alternative, acquire a shallower model SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 53 Bldg A - Dorm 12 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Plumbing Fixtures Valle 54 Bldg A - Dorm 12 & Elements Create an accessible shower in locker/bathing room Washing SMART Facility @ Del Machines and Replace washer and dryer or lower machines so that Valle 55 Bldg A - Dorm 12 Clothes Dryers the tops of the machines are max 36" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors SMART Facility @ Del For all doors along the public circulation route, inspect, Valle 56 Bldg A - Dorm 13 Doors adjust, and maintain 5 lbf to open interior doors SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 62 Bldg A - Dorm 13 & Elements partition and on the stall wall farthest from the toilet Washing SMART Facility @ Del Machines and Replace washer and dryer or lower machines so that Valle 65 Bldg A - Dorm 13 Clothes Dryers the tops of the machines are max 36" aff Page 389 of 1087SMART Facility @ Del Plumbing Fixtures Valle 66 Bldg A - Dorm 13 & Elements Create an accessible shower in locker/bathing room Create a wheelchair accessible stall with grab bars SMART Facility @ Del Toilet and Bathing and fixtures mounted in correct locations and at Valle 72 Bldg A - Dorm 14 Rooms correct heights SMART Facility @ Del Plumbing Fixtures Valle 74 Bldg A - Dorm 14 & Elements Create an accessible shower in locker/bathing room Washing SMART Facility @ Del Machines and Replace washer or lower machines so that the tops of Valle 75 Bldg A - Dorm 14 Clothes Dryers the machines are max 36" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors SMART Facility @ Del Bldg A - Lobby For all doors along the public circulation route, inspect, Valle 76 Men's Restroom Doors adjust, and maintain closing speed on door closers Leave as is this restroom and make corrections to women's restroom. Designate both restrooms as unisex and provide compliant signage including Braille, SMART Facility @ Del Bldg A - Lobby Toilet and Bathing raised characters, and the symbol of accessibility for Valle 77 Men's Restroom Rooms the accessible restroom. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Bldg A - Lobby SMART Facility @ Del Women's For all doors along the public circulation route, inspect, Valle 78 Restroom Doors adjust, and maintain closing speed on door closers Bldg A - Lobby Lower sinks to max 34” aff to front of rim SMART Facility @ Del Women's Plumbing Fixtures Valle 80 Restroom & Elements Insulate exposed pipes under one sink Bldg A - Lobby SMART Facility @ Del Women's Toilet and Bathing Remount toilets to 16” to 18” from the side wall Valle 83 Restroom Rooms to centerline Bldg A - Lobby SMART Facility @ Del Women's Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Valle 84 Restroom Rooms 19” aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Bldg A - For all doors along the public circulation route, replace SMART Facility @ Del Resident/Public doors with ones having sidelight viewing windows max Valle 90 Spaces Doors 43" aff Page 390 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace recessed doors with doors having 80” overhead clearance and 36" clear width For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Bldg A - For all doors along the public circulation route, SMART Facility @ Del Resident/Public replace doors with ones having sidelight viewing Valle 91 Spaces Doors windows max 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Bldg A - For all doors along the public circulation route, replace SMART Facility @ Del Resident/Public doors with ones having sidelight viewing windows max Valle 95 Spaces Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers Bldg A - For all doors along the public circulation route, SMART Facility @ Del Resident/Public replace doors with ones having sidelight viewing Valle 99 Spaces Doors windows max 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers Bldg A - For all doors along the public circulation route, SMART Facility @ Del Resident/Public replace doors with ones having sidelight viewing Valle 100 Spaces Doors windows max 43" aff Bldg A - Lower sinks to max 34” aff to front of rim SMART Facility @ Del Resident/Public Plumbing Fixtures Valle 102 Spaces & Elements Replace faucet controls with lever controls Bldg A - SMART Facility @ Del Resident/Public Provide a TTY and wheelchair accessible phones Valle 105 Spaces Telephones within the same area as the public phone Bldg A - SMART Facility @ Del Resident/Public Plumbing Fixtures Valle 106 Spaces & Elements Add second high bowl fountain for standing persons Bldg A - SMART Facility @ Del Resident/Public Plumbing Fixtures Raise drinking fountain to provide required 27" Valle 107 Spaces & Elements knee clearance Bldg A - SMART Facility @ Del Resident/Public Plumbing Fixtures Valle 109 Spaces & Elements Add second high bowl fountain for standing persons Page 391 of 1087 Bldg A - SMART Facility @ Del Resident/Public Plumbing Fixtures Raise drinking fountain to provide required 27" Valle 110 Spaces & Elements knee clearance For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers Bldg A - For all doors along the public circulation route, replace SMART Facility @ Del Resident/Public doors with ones having sidelight viewing windows max Valle 111 Spaces Doors 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Bldg A - Gateway SMART Facility @ Del Offices For all doors along the public circulation route, inspect, Valle 112 Restrooms Doors adjust, and maintain closing speed on door closers Bldg A - Gateway SMART Facility @ Del Offices Toilet and Bathing Remount toilets to 16” to 18” from the side wall Valle 116 Restrooms Rooms to centerline For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors Bldg A - Gateway SMART Facility @ Del Offices For all doors along the public circulation route, inspect, Valle 121 Restrooms Doors adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, SMART Facility @ Del Bldg A - replace doors with ones having sidelight viewing Valle 122 Employee Spaces Doors windows max 43" aff SMART Facility @ Del Bldg A - Replace doors with ones having sidelight Valle 125 Employee Spaces Doors viewing windows max 43" aff SMART Facility @ Del Bldg B - Women's Valle 128 Building Doors Repair, bevel or ramp OIL at doorway For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors SMART Facility @ Del Bldg B - Lobby For all doors along the public circulation route, inspect, Valle 142 Women's RR Doors adjust, and maintain 5 lbf to open interior doors SMART Facility @ Del Bldg B - Lobby Toilet and Bathing Relocate drinking fountain to provide 18" x 18" clear Valle 143 Women's RR Rooms space centered on sign SMART Facility @ Del Bldg B - Lobby Plumbing Fixtures Valle 144 Women's RR & Elements Lower sinks to max 34” aff to front of rim Page 392 of 1087SMART Facility @ Del Bldg B - Lobby Toilet and Bathing Remount toilets to 16” to 18” from the side wall Valle 146 Women's RR Rooms to centerline SMART Facility @ Del Bldg B - Lobby Accessible Correct or repair slope to max 5% running and Valle 150 Women's RR Routes 2.08% cross SMART Facility @ Del Bldg B - Lobby Plumbing Fixtures Valle 152 Men's RR & Elements Lower sinks to max 34” aff to front of rim SMART Facility @ Del Bldg B - Nurses Plumbing Fixtures Valle 161 Station & Elements Lower sinks to max 34” aff to front of rim For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 165 Bldg B - Left hall Doors 43" aff Remount operable parts to be in reach range of 15" min to 48" max SMART Facility @ Del Relocate washing machine to provide reach range max Valle 171 Bldg B - Dorm 1 Reach Ranges 36" to top of machine SMART Facility @ Del Plumbing Fixtures Valle 175 Bldg B - Dorm 1 & Elements Remove face board to provide 8" deep knee clearance SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, Valle 177 Bldg B - Dorm 1 & Elements or enlarge stall to provide the same SMART Facility @ Del Toilet and Bathing Remount toilets to 16” to 18” from the side wall Valle 178 Bldg B - Dorm 1 Rooms to centerline SMART Facility @ Del Accessible Correct or repair slope to max 5% running and Valle 184 Bldg B - Dorm 1 Routes 2.08% cross For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 185 Bldg B - Dorm 2 Doors 43" aff Washing SMART Facility @ Del Machines and Replace or relocate washing machine so that the top of Valle 186 Bldg B - Dorm 2 Clothes Dryers the machine is no higher than 36" SMART Facility @ Del Plumbing Fixtures Correct transfer shower to compliant 36" by 36" Valle 191 Bldg B - Dorm 2 & Elements clear inside dimension SMART Facility @ Del Plumbing Fixtures Valle 195 Bldg B - Dorm 2 & Elements Remove face board to provide 8" deep knee clearance SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, Valle 196 Bldg B - Dorm 2 & Elements or enlarge stall to provide the same SMART Facility @ Del Accessible Correct or repair slope to max 5% running and Valle 200 Bldg B - Dorm 2 Routes 2.08% cross For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors SMART Facility @ Del Bldg B - Right Hall For all doors along the public circulation route, inspect, Valle 201 (Dorms 3-8) Doors adjust, and maintain 5 lbf to open interior doors Page 393 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, SMART Facility @ Del Bldg B - Right Hall replace doors with ones having sidelight viewing Valle 207 (Dorms 3-8) Doors windows max 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del Bldg B - Right Hall doors with ones having sidelight viewing windows max Valle 209 (Dorms 3-8) Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del Bldg B - Right Hall doors with ones having sidelight viewing windows max Valle 211 (Dorms 3-8) Doors 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, SMART Facility @ Del Bldg B - Right Hall replace doors with ones having sidelight viewing Valle 214 (Dorms 3-8) Doors windows max 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, SMART Facility @ Del Bldg B - Right Hall replace doors with ones having sidelight viewing Valle 218 (Dorms 3-8) Doors windows max 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace SMART Facility @ Del Bldg B - Right Hall doors with ones having sidelight viewing windows max Valle 219 (Dorms 3-8) Doors 43" aff Page 394 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, SMART Facility @ Del replace doors with ones having sidelight viewing Valle 225 Bldg B - Dorm 3 Doors windows max 43" aff SMART Facility @ Del Plumbing Fixtures Valle 229 Bldg B - Dorm 3 & Elements Remove face board to provide 8" deep knee clearance SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, or Valle 230 Bldg B - Dorm 3 & Elements enlarge stall to provide the same SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 232 Bldg B - Dorm 3 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Accessible Correct or repair slope to max 5% running and Valle 235 Bldg B - Dorm 3 Routes 2.08% cross SMART Facility @ Del Plumbing Fixtures Correct transfer shower to compliant 36" by 36" Valle 239 Bldg B - Dorm 3 & Elements clear inside dimension For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 242 Bldg B - Dorm 4 Doors 43" aff SMART Facility @ Del Plumbing Fixtures Valle 247 Bldg B - Dorm 4 & Elements Remove face board to provide 8" deep knee clearance SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, Valle 248 Bldg B - Dorm 4 & Elements or enlarge stall to provide the same SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 250 Bldg B - Dorm 4 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Plumbing Fixtures Correct transfer shower to compliant 36" by 36" Valle 255 Bldg B - Dorm 4 & Elements clear inside dimension For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 259 Bldg B - Dorm 5 Doors 43" aff SMART Facility @ Del Plumbing Fixtures Valle 261 Bldg B - Dorm 5 & Elements Remove face board to provide 8" deep knee clearance SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, or Valle 262 Bldg B - Dorm 5 & Elements enlarge stall to provide the same SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 264 Bldg B - Dorm 5 & Elements partition and on the stall wall farthest from the toilet Page 395 of 1087SMART Facility @ Del Accessible Correct or repair slope to max 5% running and Valle 266 Bldg B - Dorm 5 Routes 2.08% cross SMART Facility @ Del Plumbing Fixtures Correct transfer shower to compliant 36" by 36" Valle 269 Bldg B - Dorm 5 & Elements clear inside dimension For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, SMART Facility @ Del replace doors with ones having sidelight viewing Valle 272 Bldg B - Dorm 6 Doors windows max 43" aff SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, Valle 280 Bldg B - Dorm 6 & Elements or enlarge stall to provide the same SMART Facility @ Del Toilet and Bathing Remount toilets to 16” to 18” from the side wall Valle 281 Bldg B - Dorm 6 Rooms to centerline SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 284 Bldg B - Dorm 6 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Accessible Correct or repair slope to max 5% running and Valle 285 Bldg B - Dorm 6 Routes 2.08% cross Washing SMART Facility @ Del Machines and Replace or relocate washing machine so that the top of Valle 287 Bldg B - Dorm 6 Clothes Dryers the machine is max 36" For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 288 Bldg B - Dorm 7 Doors 43" aff SMART Facility @ Del Plumbing Fixtures Valle 290 Bldg B - Dorm 7 & Elements Remove face board to provide 8" deep knee clearance SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, Valle 291 Bldg B - Dorm 7 & Elements or enlarge stall to provide the same SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 294 Bldg B - Dorm 7 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Accessible Correct or repair slope to max 5% running and Valle 296 Bldg B - Dorm 7 Routes 2.08% cross SMART Facility @ Del Plumbing Fixtures Correct transfer shower to compliant 36" by 36" Valle 298 Bldg B - Dorm 7 & Elements clear inside dimension For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 301 Bldg B - Dorm 8 Doors 43" aff SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, or Valle 304 Bldg B - Dorm 8 & Elements enlarge stall to provide the same Page 396 of 1087SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 306 Bldg B - Dorm 8 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Accessible Correct or repair slope to max 5% running Valle 308 Bldg B - Dorm 8 Routes and 2.08% cross SMART Facility @ Del Plumbing Fixtures Correct transfer shower to compliant 36" by Valle 311 Bldg B - Dorm 8 & Elements 36" clear inside dimension SMART Facility @ Del Bldg B - Hallway Plumbing Fixtures Remove storage under sink to provide knee Valle 328 101-124 & Elements and toe clearance SMART Facility @ Del Bldg B - Hallway Plumbing Fixtures Correct transfer shower to compliant 36" by Valle 334 101-124 & Elements 36" clear inside dimension SMART Facility @ Del Bldg B - Hallway Plumbing Fixtures Raise drinking fountain to provide required Valle 338 101-124 & Elements 27" knee clearance SMART Facility @ Del Bldg B - Staff Plumbing Fixtures Valle 341 Restroom & Elements Lower sinks to max 34” aff to front of rim SMART Facility @ Del Bldg B - Staff Toilet and Bathing Relocate urinal to provide required 60" clearance Valle 342 Restroom Rooms around toilet SMART Facility @ Del Bldg B - Staff Accessible Correct or repair slope to max 5% running Valle 345 Restroom Routes and 2.08% cross SMART Facility @ Del Bldg B - Hall 100 Plumbing Fixtures Valle 348 Men's Restroom & Elements Lower sinks to max 34” aff to front of rim SMART Facility @ Del Bldg B - Hall 100 Toilet and Bathing Remount toilets to 16” to 18” from the side Valle 350 Men's Restroom Rooms wall to centerline Bldg B - Hall 100 SMART Facility @ Del Women's Plumbing Fixtures Valle 356 Restroom & Elements Lower sinks to max 34” aff to front of rim Bldg B - Hall 100 SMART Facility @ Del Women's Toilet and Bathing Remount toilets to 16” to 18” from the side Valle 357 Restroom Rooms wall to centerline For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 361 Bldg B - Dorm 9 Doors 43" aff SMART Facility @ Del Plumbing Fixtures Provide toe clearance at the front and side partitions, Valle 364 Bldg B - Dorm 9 & Elements or enlarge stall to provide the same SMART Facility @ Del Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Valle 366 Bldg B - Dorm 9 & Elements partition and on the stall wall farthest from the toilet SMART Facility @ Del Accessible Correct or repair slope to max 5% running Valle 368 Bldg B - Dorm 9 Routes and 2.08% cross SMART Facility @ Del Plumbing Fixtures Enlarge transfer shower to compliant 36" by Valle 371 Bldg B - Dorm 9 & Elements 36" clear inside dimension Page 397 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors; fill gap to max .5" and repair slope in clearance to max 2.08% SMART Facility @ Del For all doors along the public circulation route, provide Valle 374 Bldg C Doors kick plate on push side of door from floor to 10” aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors. For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 375 Bldg C Doors 43" aff upon renovation. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter SMART Facility @ Del and exit at the employee space, make door corrections Valle 376 Bldg C Room/Space (C) for access. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter SMART Facility @ Del and exit at the employee space; make door corrections Valle 378 Bldg C Room/Space (C) for access. SMART Facility @ Del Plumbing Fixtures Add second low bowl fountain for persons Valle 382 Bldg C & Elements using wheelchairs For all doors along the public circulation route, repair, bevel, or ramp CILs at door entries to max .25” For all doors along the public circulation route, inspect, adjust, and maintain 8.5 lbf to open exterior doors as a smart practice For all doors along the public circulation route, replace SMART Facility @ Del doors with ones having sidelight viewing windows max Valle 385 Bldg C Doors 43" aff SMART Facility @ Del Replace doors with ones having sidelight Valle 389 Bldg C Doors viewing windows max 43" aff For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, ram p steps and CILs at door entries to max .25” For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers SMART Facility @ Del For all doors along the public circulation route, inspect, Valle 390 Bldg C Doors adjust, and maintain 8.5 lbf to open exterior doors as a smart practic For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter SMART Facility @ Del and exit at the employee space; make door corrections Valle 391 Bldg C Room/Space (C) for access Page 398 of 1087 For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter SMART Facility @ Del and exit at the employee space; make door corrections Valle 392 Bldg C Room/Space (C) for access to employee spaces. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter SMART Facility @ Del and exit at the employee space; make door corrections Valle 393 Bldg C Room/Space (C) for access to employee spaces. SMART Facility @ Del Bldg C - Women's Toilet and Bathing Remount toilets to 16” to 18” from the side Valle 397 Restroom - 520 Rooms wall to centerline SMART Facility @ Del Bldg C - Women's Accessible Correct or repair slope to max 5% running Valle 401 Restroom - 520 Routes and 2.08% cross For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors SMART Facility @ Del Bldg C Men's For all doors along the public circulation route, inspect, Valle 402 Restroom - 519 Doors adjust, and maintain closing speed on door closers SMART Facility @ Del Bldg C Men's Toilet and Bathing Remount toilets to 16” to 18” from the side Valle 405 Restroom - 519 Rooms wall to centerline SMART Facility @ Del Bldg C Men's Accessible Correct or repair slope to max 5% running Valle 409 Restroom - 519 Routes and 2.08% cross Package J: South Rural Community Center Finding Type of Site # Cite correction Recommendation Resurface stalls and access aisles to eliminate gaps South Rural Community Parking - Off and cracks, maintain edges to be smooth for Center 2 Parking Street compliant clear width. South Rural Community Exterior Accessible Center 4 Accessible Route Routes Repair, bevel or ramp CIL along accessible route (AR). For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors; extend cement pad and provide a connecting route from the door to an adjacent sidewalk. South Rural Community For all doors along the public circulation route, inspect, Center 20 Public Spaces Doors adjust, and maintain closing speed on door closers South Rural Community HHS Staff Plumbing Fixtures Center 38 Restroom & Elements Remount flush mechanism on the open side. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter South Rural Community and exit at the employee space. Replace doors with Center 48 Health Clinic Room/Space (C) ones having windows at max 43" aff. Page 399 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors; extend a route from the exit to an adjacent sidewalk. For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers. For all doors along the public circulation route, South Rural Community inspect, adjust, and maintain 8.5 lbf to open exterior Center 49 Health Clinic Doors doors as a smart practice. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace South Rural Community doors with ones having sidelight viewing windows max Center 50 Health Clinic Doors 43" aff South Rural Community Toilet and Bathing Centerline of toilet is 18.75” from wall, should not exceed Center 59 Health Clinic Rooms 18”, leave as is citing construction tolerance. South Rural Community Plumbing Fixtures Center 71 WIC & Elements Remount flush mechanism on the open side. Raise drinking fountain to provide required 27" South Rural Community Community Plumbing Fixtures knee clearance; in the alternative, leave as is citing Center 82 Center & Elements construction tolerance. South Rural Community Women's Plumbing Fixtures Center 87 Restroom CC & Elements Remount flush mechanism on the open side. South Rural Community Women's Accessible Correct or repair slope to max 5% running and Center 89 Restroom CC Routes 2.08% cross. South Rural Community Men's Restroom Plumbing Fixtures Center 91 CC & Elements Remount flush mechanism on the open side. Package K: Travis County Jail Finding Type of Site # Cite correction Recommendation Plumbing Fixtures Correct transfer shower to compliant 36" by 36" Travis County Jail 9 Locker Room & Elements clear inside dimension Plumbing Fixtures Remount shower controls to the correct location in Travis County Jail 10 Locker Room & Elements the transfer shower Plumbing Fixtures Travis County Jail 11 Locker Room & Elements Lower shower controls to max 48" aff Uniform Plumbing Fixtures Provide appropriate CFS on the exterior of the Travis County Jail 16 Exchange & Elements transfer shower Replace shower control with a compliant lever control Uniform Plumbing Fixtures with a shower head on a 59” hose and usable as hand Travis County Jail 18 Exchange & Elements held Main Control Toilet and Bathing Leave as is, sink location will meet safe harbor for Travis County Jail 25 Room Rooms the toilet clearance Main Control Toilet and Bathing Remount toilets to 16” to 18” from the side wall to Travis County Jail 26 Room Rooms centerline Page 400 of 1087 For employee spaces, relocate storage, furniture, and Main Control other obstacles at doorways to provide approach, enter Travis County Jail 30 Room Room/Space (C) and exit at the employee space. Plumbing Fixtures Lower sinks to max 34” aff to front of rim and Travis County Jail 32 Show Up Room & Elements relocate garbage can to provide clear floor space For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing Travis County Jail 33 Stairwell 6 Doors windows max 43" aff Detention and Provide required number of cells/beds with mobility Correctional features based on the total provided at the site; Travis County Jail 35 Transportation Facilities cells must be dispersed among classification levels Plumbing Fixtures Travis County Jail 38 Transportation & Elements Lower sinks to max 34” aff to front of rim Accessible Correct or repair slope to max 5% running and Travis County Jail 41 Transportation Routes 2.08% cross Transportation Plumbing Fixtures Replace sink with one providing 27" knee clearance Travis County Jail 46 Breifing Room & Elements that is a min 8" deep Transportation Toilet and Bathing Leave as is, sink location meets safe harbor for Travis County Jail 49 Breifing Room Rooms toilet clearance Transportation Accessible Correct or repair slope to max 5% running and Travis County Jail 53 Breifing Room Routes 2.08% cross Accessible Correct or repair slope to max 5% running and Travis County Jail 62 Intoxilyzer Routes 2.08% cross Replace doors with ones having sidelight Travis County Jail 63 Intoxilyzer Doors viewing windows max 43" aff Dressing / Fitting / Enlarge dressing stalls to 60” by 60” clear Travis County Jail 74 Property Locker Rooms inside dimension Detention and Correctional Provide at least one special holding cell with Travis County Jail 77 Holding Cells Facilities mobility features Plumbing Fixtures Travis County Jail 79 Kitchen & Elements Lower sinks to max 34” aff to front of rim Accessible Travis County Jail 81 Kitchen Routes Correct or repair cross slope of AR to max 2.08% Create compliant wheelchair accessible restrooms Toilet and Bathing and correct all features to be accessible if feasible to Travis County Jail 83 Kitchen Rooms meet 50% compliant restrooms in this location. Page 401 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace doors with doors having 80” overhead clearance and 32" clear width For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, replace hardware with lever hardware or hardware Travis County Jail 86 Kitchen Doors operable without a tight pinch or grasp For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace doors with doors having 80” overhead clearance and 32" clear width For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, Travis County Jail 87 Kitchen Doors adjust, and maintain closing speed on door closers For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter Travis County Jail 88 Kitchen Room/Space (C) and exit at the employee space. Accessible Travis County Jail 95 Laundry Routes Fill and maintain gaps to max .5” Correct tread depth on stairs to 11” minimum and Travis County Jail 97 Stairs Stairways consistent, leave as is if technically infeasible Travis County Jail 98 Stairs Stairways Replace or remount handrails to 34” to 38” aff Travis County Jail 99 Elevator Elevators & Lifts Remount car control buttons to max 48" aff Leave as is, interior dimension of the elevator Travis County Jail 100 Elevator Elevators & Lifts until renovations occur; infeasible to correct Ramps (Not Curb Travis County Jail 101 Magistrate Ramps) Remount handrails to 34” to 38” aff Ramps (Not Curb Travis County Jail 102 Magistrate Ramps) Correct slope of ramp to max 8.33% Sales and Service Correct service counter to provide a lowered portion Travis County Jail 104 Magistrate Counters/Tables at the same depth as the rest of the counter Toilet and Bathing Remount toilets to 16” to 18” from the side wall to Travis County Jail 109 Restroom Rooms centerline Provide required maneuvering clearance around pull side of door Relocate storage, furniture and other obstacles to Travis County Jail 116 APD Doors create 60" maneuvering clearance around door Provide required maneuvering clearance around Travis County Jail 121 Lobby Doors pull side of door Page 402 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace doors with doors having 80” overhead clearance and 36" clear width when recessed greater than 24" For all doors along the public circulation route, inspect, Travis County Jail 122 Lobby Doors adjust, and maintain 5 lbf to open interior doors Travis County Jail 125 Lobby Doors Widen doors to 36” for recessed doors Provide required maneuvering clearance on push side Travis County Jail 128 Lobby Doors of door Travis County Jail 129 Lobby Doors Widen doors to 36” for recessed doors Create a wheelchair accessible stall with grab bars Toilet and Bathing and fixtures mounted in correct locations and at Travis County Jail 135 Lobby Rooms correct heights Toilet and Bathing Remount toilet to 17” to 19” from the side wall to Travis County Jail 136 Lobby Rooms center line in ambulatory stalls Toilet and Bathing Travis County Jail 137 Lobby Rooms Widen stall doors to 32” when opened to 90 degrees Toilet and Bathing Replace stall door of ambulatory stall with one Travis County Jail 138 Lobby Rooms that swings out and is self-closing Plumbing Fixtures Travis County Jail 144 Lobby & Elements Lower urinal so that rim height is max 17” aff Create a wheelchair accessible stall with grab bars Toilet and Bathing and fixtures mounted in correct locations and at Travis County Jail 145 Lobby Rooms correct heights Toilet and Bathing Remount toilet to 17” to 19” from the side wall to Travis County Jail 146 Lobby Rooms center line in ambulatory stalls Toilet and Bathing Travis County Jail 147 Lobby Rooms Widen stall doors to 32” when opened to 90 degrees Dining/Bar and Replace 5% of the tables with ones providing Travis County Jail 151 Visitation Work Surfaces required knee and toe clearances Dining/Bar and Replace 5% of the tables with ones providing Travis County Jail 153 Visitation Work Surfaces required knee and toe clearances Remount operable parts to be in reach range of 15" Travis County Jail 154 Visitation Reach Ranges min to 48" max For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, Medical replace hardware with lever hardware or hardware Travis County Jail 155 Rooms 1st Doors operable without a tight pinch or grasp Floor Medical Plumbing Fixtures Travis County Jail 157 Rooms 1st & Elements Add second high bowl fountain for standing persons Floor Page 403 of 1087 Provide required maneuvering clearance around pull side of door Medical Relocate storage, furniture and other obstacles to Travis County Jail 159 Rooms 1st Doors create 60" maneuvering clearance around door Floor For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, Medical replace hardware with lever hardware or hardware Travis County Jail 160 Rooms 1st Doors operable without a tight pinch or grasp Floor Lower sinks to max 34” aff to front of rim Medical Plumbing Fixtures Relocate storage in front of sink to provide Travis County Jail 168 Rooms 1st & Elements parallel approach Floor For employee spaces, relocate storage, furniture, and Medical other obstacles at doorways to provide approach, enter Travis County Jail 170 Rooms 1st Room/Space (C) and exit at the employee space. Floor For employee spaces, relocate storage, furniture, and Medical other obstacles at doorways to provide approach, enter Travis County Jail 171 Rooms 1st Room/Space (C) and exit at the employee space. Floor Detention and Correctional Make corrections to toilet and bathing rooms to make Travis County Jail 174 Cells Facilities accessible for users having physical challenges Accessible Travis County Jail 175 Cells Routes Repair, bevel or ramp CIL along AR to max .25" Accessible Widen AR to compliant 36” clear width or minimum Travis County Jail 176 Cells Routes 32" for a maximum distance of 24" Plumbing Fixtures Add second low bowl fountain for persons Travis County Jail 177 TCJ & Elements using wheelchairs For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter Travis County Jail 182 TCJ Room/Space (C) and exit at the employee space. Replace locker hardware on one of each type with an Travis County Jail 184 Lobby Operable Parts operable part usable without a tight pinch or grasp Toilet and Bathing Remount toilets to 16” to 18” from the side wall Travis County Jail 187 Medical Offices Rooms to centerline Plumbing Fixtures Replace toilet tank with one having flush mechanism on Travis County Jail 188 Medical Offices & Elements the open side, in the alternative, install an auto flush unit Accessible Correct or repair slope to max 5% running and Travis County Jail 190 Medical Offices Routes 2.08% cross For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace doors with ones having sidelight viewing windows max Travis County Jail 193 Medical Offices Doors 43" aff For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter Travis County Jail 194 Medical Offices Room/Space (C) and exit at the employee space. Page 404 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, replace hardware with lever hardware or hardware operable without a tight pinch or grasp For all doors along the public circulation route, replace doors with ones having sidelight viewing Travis County Jail 197 Medical Offices Doors windows max 43" aff Travis County Jail 200 Pre Trial Room/Space (C) Make corrections for compliant circulation path. Booking Women's Accessible Correct or repair slope to max 5% running and Travis County Jail 204 Restroom Routes 2.08% cross Provide required maneuvering clearance around pull side of door Booking Women's Relocate storage, furniture and other obstacles to Travis County Jail 205 Restroom Doors create 60" maneuvering clearance around door Booking Men's Accessible Correct or repair slope to max 5% running and Travis County Jail 209 Restroom Routes 2.08% cross Detention and Correctional Make corrections to toilet and bathing rooms to make Travis County Jail 211 Holding Cells 512 Facilities accessible for users having physical challengers Ramps (Not Curb Travis County Jail 212 Sally Port Ramps) Correct slope of ramp to max 8.33% Ramps (Not Curb Travis County Jail 213 Sally Port Ramps) Enlarge landing to be 60” deep and as wide as the ramp Ramps (Not Curb Travis County Jail 214 Sally Port Ramps) Remount handrails to 34” to 38” aff Ramps (Not Curb Provide handrail extensions that project 12" onto Travis County Jail 215 Sally Port Ramps) the ramp landing Booking Break Plumbing Fixtures Travis County Jail 218 Area & Elements Lower sinks to max 34” aff to front of rim Booking Break Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Travis County Jail 224 Men's Rooms 19” aff Booking Break Plumbing Fixtures Travis County Jail 227 Women's & Elements Reroute pipe to provide knee clearance at sink Booking Break Toilet and Bathing Remount toilets to 16” to 18” from the side wall Travis County Jail 229 Women's Rooms to centerline Booking Break Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Travis County Jail 230 Women's Rooms 19” aff Booking Break Accessible Correct or repair slope to max 5% running and Travis County Jail 232 Women's Routes 2.08% cross Detention and Correctional Make corrections to toilet and bathing rooms to make Travis County Jail 233 Post 2 Facilities accessible for users having physical challengers Page 405 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace doors with ones having sidelight viewing Travis County Jail 234 Post 2 Doors windows max 43" aff Plumbing Fixtures Travis County Jail 237 Post 2 & Elements Lower sinks to max 34” aff to front of rim Toilet and Bathing Travis County Jail 238 Post 2 Rooms Leave as is, sink location will meet safe harbor Toilet and Bathing Reconfigure restroom to make toilet and Travis County Jail 239 Post 2 Rooms accessory locations comply Toilet and Bathing Replace toilet seat, or re-set or replace toilet to 17” to Travis County Jail 240 Post 2 Rooms 19” aff Enlarge shower stall, if feasible, to compliant Plumbing Fixtures dimensions for a roll in shower of 30” deep by 60” wide Travis County Jail 243 Post 2 & Elements with a 60” opening Replace shower control with a compliant lever control with a shower head on a 59” hose and usable as hand Plumbing Fixtures held. In the alternative, remount fixed shower head to Travis County Jail 245 Post 2 & Elements max 48" Accessible Correct or repair slope to max 5% running and Travis County Jail 257 Counselor Offices Routes 2.08% cross For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter Travis County Jail 258 Mezzanine Room/Space (C) and exit at the employee space. Plumbing Fixtures Travis County Jail 259 Mezzanine & Elements Replace drinking fountain with hi-lo bowl For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter Travis County Jail 263 Offices Room/Space (C) and exit at the employee space. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter Travis County Jail 264 Offices Room/Space (C) and exit at the employee space. Plumbing Fixtures Travis County Jail 269 Restroom & Elements Lower sinks to max 34” aff to front of rim Toilet and Bathing Enlarge restroom to provide minimum 60" wide and Travis County Jail 271 Restroom Rooms 59" deep clearance around toilet Toilet and Bathing Remount toilets to 16” to 18” from the side wall Travis County Jail 272 Restroom Rooms to centerline Plumbing Fixtures Travis County Jail 275 East Side MPA & Elements Add second high bowl fountain for standing persons Plumbing Fixtures Raise drinking fountain to provide required 27" Travis County Jail 276 East Side MPA & Elements knee clearance Create compliant wheelchair accessible restrooms Toilet and Bathing and correct all features to be accessible if feasible to Travis County Jail 278 East Side MPA Rooms meet 50% compliant restrooms in this location. Page 406 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace hardware with lever hardware or hardware Travis County Jail 281 Visitation Doors operable without a tight pinch or grasp For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace hardware with lever hardware or hardware Travis County Jail 282 Visitation Doors operable without a tight pinch or grasp 4th Floor Housing (Same As 2 And Plumbing Fixtures Travis County Jail 283 3) & Elements Add second high bowl fountain for standing persons For all doors along the public circulation route, replace doors with doors having 80” overhead clearance and 32" clear width 4th Floor Housing For all doors along the public circulation route, (Same As 2 And replace hardware with lever hardware or hardware Travis County Jail 285 3) Doors operable without a tight pinch or grasp 4th Floor Housing (Same As 2 And Dining/Bar and Replace 5% of the tables with ones providing Travis County Jail 286 3) Work Surfaces the required knee and toe clearances 4th Floor Housing (Same As 2 And Accessible Travis County Jail 287 3) Routes Install guardrails to warn of lowered overhead clearance 4th Floor Housing Detention and Provide required number of cells/beds with mobility (Same As 2 And Correctional features based on the total provided at the site; Travis County Jail 289 3) Facilities cells must be dispersed among classification levels 4th Floor Housing (Same As 2 And Accessible Widen AR to compliant 36” clear width or minimum 32" Travis County Jail 290 3) Routes for a distance no greater than 24" 4th Floor Housing Detention and (Same As 2 And Correctional Provide at least one special holding cell with Travis County Jail 291 3) Facilities mobility features Create compliant wheelchair accessible restrooms in 4th Floor Housing units required to be accessible, and correct all (Same As 2 And Toilet and Bathing features to be accessible if feasible to meet 50% Travis County Jail 294 3) Rooms compliant restrooms in this location. 4th Floor Housing (Same As 2 And Restroom not accessible, leave as is as inmates Travis County Jail 295 3) Signs are relocated to accessible cells 4th Floor Break Plumbing Fixtures Travis County Jail 301 Room & Elements Lower sinks to max 34” aff to front of rim Widen room to provide minimum 60" diameter or T- Travis County Jail 302 4th Visitation Turning Space shaped turning space Page 407 of 1087 4th Floor Staff Restroom At Provide required maneuvering clearance around Travis County Jail 303 Visitation Doors pull side of door Travis County Jail 306 Rec Yard Doors Repair, bevel or ramp CIL at doorway Plumbing Fixtures Add second low bowl fountain for persons Travis County Jail 307 Rec Yard & Elements using wheelchairs Accessible Travis County Jail 308 Rec Yard Routes Repair, bevel or ramp CIL along AR Package L: Travis County Sobering Center Finding Type of Site # Cite correction Recommendation Travis County Sobering Parking - Off Repair or correct slope of parking space and Center 1 Parking Street access aisle to max 2.08% in any direction Travis County Sobering Exterior Remove built up ramp from the access aisle in Center 3 Accessible Route Curb Ramps parking and cut a curb ramp in its place. Travis County Sobering Exterior Ramps (Not Curb Center 6 Accessible Route Ramps) Correct slope of ramp to max 8.33%. Travis County Sobering Exterior Ramps (Not Curb Center 7 Accessible Route Ramps) Correct ramp cross slope to max 2.08%. Travis County Sobering Exterior Ramps (Not Curb Center 8 Accessible Route Ramps) Correct ramp landing slope to max 2.08%. Install handrails that are rounded and/or extend to the Travis County Sobering Exterior Ramps (Not Curb ground, with handrail extensions and mounted 34” to 38” Center 9 Accessible Route Ramps) aff Travis County Sobering Exterior Ramps (Not Curb Center 10 Accessible Route Ramps) Remount handrail to 34” to 38” aff. Travis County Sobering Exterior Ramps (Not Curb Replace handrails with ones that are rounded Center 11 Accessible Route Ramps) and/or extend to the ground. Travis County Sobering Exterior Ramps (Not Curb Provide handrail extensions that project 12" onto Center 12 Accessible Route Ramps) the ramp landing. Travis County Sobering Exterior Remount operable parts to be in reach range of 15" Center 13 Accessible Route Reach Ranges min to 48" max. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering Interior Accessible doors with ones having sidelight viewing windows max Center 14 Route Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering Interior Accessible doors with ones having sidelight viewing windows max Center 15 Route Doors 43" aff Page 408 of 1087 For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering Interior Accessible doors with ones having sidelight viewing windows max Center 16 Route Doors 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, inspect, adjust, and maintain closing speed on door closers For all doors along the public circulation route, Travis County Sobering Interior Accessible replace doors with ones having sidelight viewing Center 17 Route Doors windows max 43" aff For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering Interior Accessible doors with ones having sidelight viewing windows max Center 18 Route Doors 43" aff Travis County Sobering Replace operable part of communication system Center 23 Elevator Elevators & Lifts with one usable without a tight pinch or grasp Travis County Sobering Replace operable part of communication system Center 25 Elevator Elevators & Lifts with one usable without a tight pinch or grasp. Travis County Sobering Accessible Center 26 Employee Spaces Routes Provide a ramp for entry to side door from parking. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering doors with ones having sidelight viewing windows max Center 27 Public Spaces Doors 43" aff Travis County Sobering Plumbing Fixtures Replace shower head with one on a 59” hose and usable Center 35 Public Spaces & Elements as hand held or add fixed shower head at max 48" AFF. Travis County Sobering Plumbing Fixtures Reduce transfer shower to compliant 36" by 36" clear Center 36 Public Spaces & Elements inside dimension Enlarge transfer shower to compliant 36" by 36" clear Travis County Sobering Plumbing Fixtures inside dimension, in the alternative, leave as is citing Center 44 Right Restroom & Elements construction tolerance. Provide required maneuvering clearance on push side of door Travis County Sobering Relocate obstacles to provide 48" Center 46 Left Restroom Doors maneuvering clearance around door. Enlarge transfer shower to compliant 36" by 36" clear Travis County Sobering Plumbing Fixtures inside dimension, in the alternative, leave as is citing Center 50 Left Restroom & Elements construction tolerance. Replace shower head with one on a 59” hose and usable Travis County Sobering Toilet and Bathing as hand held or add a lowered shower head at max 48" Center 51 Left Restroom Rooms AFF. Travis County Sobering Plumbing Fixtures Rehang stall door to be max 4" from adjacent stall Center 53 Left Restroom & Elements partition and on the stall wall farthest from the toilet Page 409 of 1087 For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering doors with ones having sidelight viewing windows max Center 55 Public Spaces Doors 43" aff Travis County Sobering Replace thermostat knob with an operable part Center 58 Public Spaces Operable Parts usable without a tight pinch or grasp. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Travis County Sobering For all doors along the public circulation route, inspect, Center 64 Left Restroom Doors adjust, and maintain closing speed on door closers Travis County Sobering Plumbing Fixtures Remount or replace fountain to provide 15" from Center 71 Public Spaces & Elements vertical support to the spout. For employee spaces, relocate storage, furniture, and other obstacles at doorways to provide approach, enter and exit at the employee space. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open exterior Travis County Sobering doors. Replace doors with ones having windows at Center 72 Employee Spaces Room/Space (C) max 43" AFF. For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors For all doors along the public circulation route, replace Travis County Sobering doors with ones having sidelight viewing windows max Center 75 Employee Spaces Doors 43" aff Travis County Sobering Restroom by Plumbing Fixtures Remount flush mechanism on the open side, in Center 79 Elevator & Elements the alternative, install an auto flush unit. For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Travis County Sobering Restroom by For all doors along the public circulation route, inspect, Center 80 Elevator Doors adjust, and maintain closing speed on door closers Page 410 of 1087 For all doors along the public circulation route, provide required maneuvering clearance on push and pull side of doors For all doors along the public circulation route, inspect, adjust, and maintain 5 lbf to open interior doors Travis County Sobering Restroom by For all doors along the public circulation route, inspect, Center 86 HOST Offices Doors adjust, and maintain closing speed on door closers Package M: Nelda Wells Spears Tax Office Finding Type of Site # Cite correction Recommendation Exterior: Exterior Correct landings and treads to prevent Accessible Route water accumulation. Nelda Wells Spears Tax - Stairs #2 Office. 1 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a Exterior: Exterior perimeter dimension of 4”- 6.25” max with a min gap of Nelda Wells Spears Tax Accessible Route 1.5” between handrail and wall Office. 3 - Stairs #2 Stairs Exterior: Exterior Replace or remount handrails to 34” to 38” AFF. Cost Accessible Route in previous finding to replace both sides of handrails. Nelda Wells Spears Tax - Stairs #2 Office. 4 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of 1.5” between handrail and wall. Exterior: Exterior Cost in previous finding to replace both Nelda Wells Spears Tax Accessible Route sides of handrails. Office. 5 - Stairs #2 Stairs Replace handrails with ones have a smooth surface. Cost in previous finding to replace Exterior: Exterior both sides of handrails. Nelda Wells Spears Tax Accessible Route Office. 6 - Stairs Stairs Correct landings and treads to prevent Exterior: Exterior water accumulation. Nelda Wells Spears Tax Accessible Route Office. 8 - Stairs #4 Stairs Correct tread depth on stairs to 11” minimum and Exterior: Exterior consistent, leave as is if technically infeasible. Nelda Wells Spears Tax Accessible Route Office. 9 - Stairs #4 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a Exterior: Exterior perimeter dimension of 4”- 6.25” max with a min gap of Nelda Wells Spears Tax Accessible Route 1.5” between handrail and wall. Office. 12 - Stairs #4 Stairs Page 411 of 1087 Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of 1.5” between handrail and wall. Exterior: Exterior Cost in previous finding to replace both sides Nelda Wells Spears Tax Accessible Route of handrails. Office. 13 - Stairs #4 Stairs Replace or remount handrails to 34” to 38” AFF. Cost Exterior: Exterior in previous finding to replace both sides of handrails. Nelda Wells Spears Tax Accessible Route Office. 14 - Stairs #4 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of 1.5” between handrail and wall. Exterior: Exterior Cost in previous finding to replace both sides Nelda Wells Spears Tax Accessible Route of handrails. Office. 15 - Stairs #4 Stairs Replace handrails with ones have a smooth Exterior: Exterior surface. Cost in previous finding to replace Nelda Wells Spears Tax Accessible Route both sides of handrails. Office. 16 - Stairs Stairs Exterior: Exterior Correct landings and treads to prevent Accessible Route water accumulation. Nelda Wells Spears Tax - Stairs #1 Office. 17 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a Exterior: Exterior perimeter dimension of 4”- 6.25” max with a min gap of Nelda Wells Spears Tax Accessible Route 1.5” between handrail and wall. Office. 18 - Stairs #1 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of 1.5” between handrail and wall. Handrails shall be continous for the full flight if the stairs and continue Exterior: Exterior around any switchbacks.Cost in previous finding to Nelda Wells Spears Tax Accessible Route replace both sides of handrails. Office. 19 - Stairs #1 Stairs Replace or remount handrails to 34” to 38” AFF. Cost Exterior: Exterior in previous finding to replace both sides of handrails. Nelda Wells Spears Tax Accessible Route Office. 20 - Stairs #1 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of Exterior: Exterior 1.5” between handrail and wall. H.Cost in previous Nelda Wells Spears Tax Accessible Route finding to replace both sides of handrails. Office. 21 - Stairs #1 Stairs Correct riser heights on stairs to consistent height Exterior: Exterior between 4” to 7”, leave as is if technically infeasible. Nelda Wells Spears Tax Accessible Route Office. 22 - Stairs #1 Stairs Page 412 of 1087 Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a Exterior: Exterior perimeter dimension of 4”- 6.25” max with a min gap of Nelda Wells Spears Tax Accessible Route 1.5” between handrail and wall. Office. 24 - Stairs #3 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of 1.5” between handrail and wall. Handrails shall be continous for the full flight if the stairs and continue Exterior: Exterior around any switchbacks.Cost in previous finding to Nelda Wells Spears Tax Accessible Route replace both sides of handrails. Office. 25 - Stairs #3 Stairs Replace or remount handrails to 34” to 38” AFF. Cost Exterior: Exterior in previous finding to replace both sides of handrails. Nelda Wells Spears Tax Accessible Route Office. 26 - Stairs #3 Stairs Install handrails on both sides of stairway, mounted 34” to 38” aff with top and bottom extensions and having a 1.25” – 2” in diameter, or a non-circular grip that has a perimeter dimension of 4”- 6.25” max with a min gap of Exterior: Exterior 1.5” between handrail and wall. Cost in previous finding Nelda Wells Spears Tax Accessible Route to replace both sides of handrails. Office. 27 - Stairs #3 Stairs Replace handrails with ones have a smooth Exterior: Exterior surface. Cost in previous finding to replace Nelda Wells Spears Tax Accessible Route both sides of handrails. Office. 28 - Stairs #3 Stairs Interior Accessible Repair or Replace non-functioning signal light Nelda Wells Spears Tax Route Elevator-2nd Office. 30 Flr Elevator Provide doorjamb marking sign on both sides Nelda Wells Spears Tax Interior Accessible of doorjamb, mounted 48" to 60" AFF Office. 31 Route Elevator Elevator Program elevator car audible signals to chime once Nelda Wells Spears Tax Interior Accessible for up and twice for down, or replace audible Office. 32 Route Elevator Elevator chimes with verbal enunciators Interior Accessible Acquire and install tactile symbols for emergency Nelda Wells Spears Tax Route Elevator-First stop, alarm, door open, door close, main entry Office. 33 Flr. Elevator floor, and phone Interior Accessible Install in car visible position indicator having characters Nelda Wells Spears Tax Route Elevator-First min .5" and located above control panel or above door. Office. 34 Flr. Elevator Interior Accessible Replace operable part of communication system Nelda Wells Spears Tax Route Elevator-First with one usable without a tight pinch or grasp. Office. 35 Flr. Elevator Interior Accessible Adjust reopening device to reopen between 5" Nelda Wells Spears Tax Route Elevator-First and 29" AFF. Office. 36 Flr. Elevator Interior Accessible Adjust re-entry timing so door stays open for Nelda Wells Spears Tax Route Elevator-First min 20 seconds. Office. 37 Flr. Elevator Interior Accessible Leave as is, correction is technically Nelda Wells Spears Tax Route Elevator-First infeasible; make correction upon replacement. Office. 38 Flr. Elevator Page 413 of 1087 For all doors/gates along the public circulaion route, correct slope in door/gate clearance to max 2.08%, replace with doors/gates having 80"overhead clearance and 32" clear width, repair.bevel, or ramp CILs at entries Nelda Wells Spears Tax Balcony by Room to max .25", and provide beveled threshold. Office. 39 242 2nd Floor Nelda Wells Spears Tax Balcony by Room Provide minimum 60" turning space on the balcony. Office. 40 242 2nd Floor Leave as is if technically infeasible. For all doors/gates along the public circulaion route, correct slope in door/gate clearance to max 2.08%, replace with doors/gates having 80"overhead clearance and 32" clear width, repair.bevel, or ramp CILs at entries Nelda Wells Spears Tax Balcony by Room to max .25", and provide beveled threshold. Office. 41 231 2nd Floor Nelda Wells Spears Tax Balcony by Room Provide minimum 60" turning space on the balcony. Office. 42 231 2nd Floor Leave as is if technically infeasible. For all doors/gates along the public circulaion route, correct slope in door/gate clearance to max 2.08%, replace with doors/gates having 80"overhead clearance and 32" clear width, repair.bevel, or ramp CILs at entries Nelda Wells Spears Tax Balcony by Room to max .25", and provide beveled threshold. Office. 43 255 2nd Floor Nelda Wells Spears Tax Balcony by Room Provide minimum 60" turning space on the balcony. Office. 44 255 2nd Floor Leave as is if technically infeasible. Page 414 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No. 4400007520 APPENDIX B ORGANIZATIONAL CHART WITH KEY PERSONNEL IDENTIFIED April 16, 2024 Edition Page 415 of 1087Docusign Envelope ID: FE6F3965-7D02-47D8-B95B-C9B8EF00727A Agreement No. 4400007520 APPENDIX C QUALIFICATION STATEMENT Information can be found in the Consultant’s response to RFQ No. 2209-005-TL. Page 416 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve Modification No. 8 to Contract No. 4400005284 with PGAL, Inc., in the amount of $49,392.00, for the Travis County Correctional Complex Evidence Warehouse. (Facilities Management Department) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Geri Castaneda, Procurement Specialist III, 512-854- 1754 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Evidence Warehouse is a new facility for the Travis County Sheriff’s Office Evidence Division (TCSO-ED) with an Evidence Storage building, a paved impound yard with entries for the public, evidence drop off and evidence disposition. The Evidence Storage building will have approximately 7,000 SF of offices, an evidence processing laboratory, and a large item crime scene investigation room with the remaining 13,000 SF for the evidence warehouse. Contract Modification No. 8 is for additional contract administration services. This modification will increase the total contract value by $49,392.00 from $483,313.14 to $532,705.14, a total aggregate increase of 37% from the original contract amount. Contract Information: Contract No.: 4400005284 Contractor Name: PGAL Inc. Contract Modification Amount: $49,392.00 Contract Period: Through completion Staff Recommendations: Facilities Management Department recommends the approval of Modification No. 8, in the amount of $49,392.00 to PGAL, Inc. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Page 417 of 1087 Fiscal Impact and Source of Funding: Funds Reservation #: 200002472 Required Authorizations: N/A Attachments: 1. Agenda_Request_Form_CivicClerk_Contract_Mod_Summary 2. 20250411 Memo for CO 8 PGAL EVID WH 3. Draft Mod 8, 4400005284 Page 418 of 1087 Travis County Commissioners Court Voting Session Contract and Modification Summary Contract: 4400005284 Contractor: PGAL Inc. Previous Contract and Modification Activity: On December 17, 2024, the Purchasing Agent approved Modification No.7 to increase the total contract value by $9,075.00 from $447,238.14 to $456,313.14 an aggregate increase of 23% from the original contract amount. On August 29, 2024, the Purchasing Agent approved Modification No.6 to increase the total contract value by $43,042.00 from $404,196.14 to $447,238.14, an aggregate increase of 21% from the original contract amount. On December 14, 2023, the Purchasing Agent approved Modification No.5 to increase the total contract value by $10,800.00 from $393,396.14 to $404,196.14, an aggregate increase of 9% from the original contract amount. On October 12, 2021, the Purchasing Agent approved Modification No.4 to add 103 calendar days to the contract. On August 8, 2021, the Purchasing Agent approved Modification No.3 to increase the total contract value by $12,000.00 from $381,396.14 to $393,396.14, an aggregate increase of 6% from the original contract amount. On June 24, 2021, the Purchasing Agent approved Modification No.2 to (HUB) On April 30, 2021, the Purchasing Agent approved Modification No.1 to increase the total contract value by $11,625.00 from $369,771.14 to $381,396.14, an aggregate increase of 3% from the original contract amount. On September 29, 2020, the Commissioners Court approved the initial contract, in the amount of $369,771.14. Page 419 of 1087Docusign Envelope ID: E739D7B8-A420-4236-9A35-5D8CD0F77086 FACILITIES MANAGEMENT DEPARTMENT Gabriel Stock, AIA, LEED AP, BD&C, Director 700 Lavaca St., Suite 1300 • P.O. Box 1748, Austin, Texas 78767 • Phone: (512) 854-9661 • Fax: (512) 854-9226 MEMORANDUM FMD Project: EWH-01-20R-4N FILE: 703 TO : C.W. Bruner, PMP, CPPB, Purchasing Agent FROM : Gabriel Stock, AIA, LEED AP, BD&C, Director DATE : April 11, 2025 4/11/2025 SUBJECT : New Evidence Warehouse Project PGAL, Inc. Contract Modification Number 8 Contract No.: 4400005284 This Contract Modification Number 8 is for changes to the architectural/engineering contract with PGAL, Inc. for The New Evidence Warehouse as described in the following proposal from PGAL, Inc. This Contract Modification Number 8 will increase the Contract Sum by $49,392.00 from $483,313.14 to a revised contract sum of $ 532,705.14. The added sum is to be added to the Contract Administration phase of the contract. This Contract Modification Number 8 adds 0 days to the Contract Time. Facilities Management Department (FMD) has reviewed and negotiated the cost and time for this Contract Modification Number 8 and has determined that the cost and time are fair and reasonable. The fund for this Contract Modification Number 8 has been encumbered and is in CN 200002472 - BDCN.114.000007.01 - 1148030001 - GL #522020. In accordance with the procedure to secure the approval of this Contract Modification Number 8, this request is being forwarded along with the supporting documents for approval by the Commissioners’ Court. If approved, please issue a fully executed Contract Modification Number 8 to PGAL, Inc. Please call Sally Johnson at 512-815-5825 if you have any questions. ATTACHMENT: Proposal for Contract Modification Number 8 from PGAL Inc. COPY TO: Sally Johnson, AIA, Snr. Project Manager, FMD Jorge Talavera, Procurement Director, TCPO Andy Carey, Senior Procurement Specialist, TCPO Tina Litzner, Procurement Specialist I, TCPO PUR_ProcurementMgrs@traviscountytx.gov Page 420 of 1087 V14.0 Page 1 MODIFICATION OF CONTRACT: 4400005284, Travis County Correctional Complex Evidence Warehouse ISSUED BY: ISSUED TO: Travis County Purchasing Office PGAL, Inc. P.O. Box 1748 Attn: Cris Ruebush Austin, Texas 78767 2222 Western Trails Blvd., Suite 300 Contact: Tina Litzner Austin, TX 78745 Tel. No: (512) 854-9761 MODIFICATION NO.: 8 EXECUTED DATE OF ORIGINAL CONTRACT: September 29, 2020 ORIGINAL CONTRACT TERM: September 29, 2020 to Through Completion MODIFIED CONTRACT TERM END DATE: Through Completion ORIGINAL CONTRACT AMOUNT: $369,771.14 MOD. 8 AMOUNT: $49,392.00 CUMULATIVE CONTRACT AMOUNT: $456,313.14 Note to Vendor: Court Approval Required? ☒ Complete and execute (sign) your portion of the signature block section as tagged below.☐ Yes ☐ DO NOT execute. Retain for your records. ☐ No DESCRIPTION OF CHANGES: Except as provided in this Modification 8, all terms, conditions and provisions of the Contract referenced above, as previously modified, remain unchanged and in full force and effect. 1. Reference Exhibit 1, “Compensation for Professional Services and Schedule of Payments,” Section 1 – Compensation for Basic Services, and Section 5 – Total Agreement Sum. The fixed fee for Professional Services is changed and reflected in the table below. 2. The additional services have been added as outlined in the attached (Appendix A) Scope of Services and are made part of the contract. Current Contract Modification #8 Modified Amount Amount Contract Amount Work Product 1 $ 35,727.40 $ - $ 35,727.40 Work Product 2 $ 64,973.86 $ - $ 64,973.86 Work Product 3 $ 61,017.44 $ - $ 61,017.44 Work Product 4 $ 132,029.74 $ - $ 132,029.74 Work Product 5 $ 6,728.00 $ - $ 6,728.00 Work Product 6 $ 155,836.70 $ 49,392.00 $ 205,228.70 Grand Total $ 456,313.14 $ 49,392.00 $ 505,705.14 Aggregate Increase of the Original Contract Amount 37% (Including this Modification) APPENDIX A LEGAL BUSINESS NAME: PGAL, Inc. DATE: BY: SIGNATURE BY: PRINT NAME TITLE: ITS DULY AUTHORIZED AGENT TRAVIS COUNTY, TEXAS DATE: BY: C.W. BRUNER, PMP, CPPB, PURCHASING AGENT TRAVIS COUNTY, TEXAS DATE: BY: TRAVIS COUNTY JUDGE Page 421 of 10874400005284, Travis County Correctional Complex Evidence Warehouse SCOPE OF SERVICES MODIFICATION 8 1. These services will be added as a part of Work Product 6: 1.1. Tilt-wall Panel Coordination 1.1.1. Additional observation visits to the construction site. 1.2. Resubmittals for new underground work. Repeated field inspections 1.3. Slabs on grade changes, expedited shop drawings and reviews. 1.3.1. Additional observation visits to the construction site. 1.4. Coordination to add compressors to vehicle Bays for car lifts. Page 422 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve Modification No. 7 to Contract No. 4400005700 with IMEG Consultants Corp., in the amount of $5,000.00, for the Nelda Wells Spears Building Renovation. (Facilities Management Department) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Tina Litzner, Procurement Specialist II, 512-854-9761 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioner Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Nelda Wells Spears (NWS) Renovation consists of the expansion of the County Clerk into new open spaces within the building of the NWS, Travis County Tax Office, located at 5501 Airport Blvd., Austin, Texas. Modification No. 7 adds additional funding required to provide construction phase support beyond the original contract scope. This modification increases the contract by $5,000.00, from $144,150.00 to $149,150.00, a total aggregate increase of 112.00% from the original contract amount. Contract Information: Contract No.: 4400005700 Contractor Name: IMEG Consultants Corp. Contract Modification Amount: $5,000.00 Contract Period: Through completion Current Contract Expenditures: Within the last 12 months $36,800.00 has been spent against this contract. Previous Contract and Modification Activity: See attached Contract and Modification Summary. Staff Recommendations: The Facilities Management Department recommends approval of Modification No. 7 in the amount of $5,000.00. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Page 423 of 1087 Issues and Opportunities: N/A Fiscal Impact and Source of Funding: Funds Reservation #: 200002460 Required Authorizations: Attachments: 1. MOD Summary 2. Memo 3. Modification Form Page 424 of 1087 Travis County Commissioners Court Voting Session Contract and Modification Summary Contract: 4400005700 Contractor: IMEG Consultants Corp. Previous Contract and Modification Activity: On December 17, 2024, Modification No. 6 was approved in Commissioners Court adding $12,350.00 to the contract total from $131,800.00 to $144,150.00, an aggregate increase of 105.00%. On March 26, 2024, Modification No. 5 was approved in Commissioners Court adding $7,200.00 to the contract total from $124,600.00 to $131,800.00, an aggregate increase of 87.48% and added 60 calendar days. On January 23, 2024, Modification No. 4 was approved in Commissioners Court for assignment of contract to IMEG Consultants Corp. a Tax ID change. On December 13, 2021, Modification No. 3 was approved by the Purchasing Agent updating the HUB Declaration. On November 16, 2021, Modification No. 2 was approved in Commissioners Court adding $54,300.00 to the contract total from $70,300.00 to $124,600.00, an aggregate increase of 77.00%. On April 26, 2021, Modification No. 1 was approved by the Purchasing Agent changing the original contract number from 4400005385 to 4400005700 due to an internal processing error. On March 23, 2021, Contract No. 4400005385 in the amount of $70,300.00 was approved in Commissioners Court. Page 425 of 1087Page 426 of 1087Page 427 of 1087Page 428 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve contract award for professional engineering services for Collier East Command Fire Protection Design, RFQ 2209-005-TL, in the amount of $107,042.00, to the most highly qualified respondent, IMEG Consultants Corp. (Facilities Management) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Tina Litzner, Procurement Specialist II, 512-854-9761 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Travillion & Gómez Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Collier East Command Center requires upgrades to the abandoned fire pump and associated storage tank, and the design of a new sprinkler system. This project will consist of fire protection design for a new fire pump. The Facilities Management Department reviewed the approved firms on Travis County’s Pre-Qualified list and determined that IMEG Consultants Corp is the most highly qualified to complete this project. Contract Information: Contract No.: 4400008116 Contractor Name: IMEG Consultants Corp. Contract Award Amount: $107,042.00 Contract Period: Through completion Staff Recommendations: Facilities Management Department recommends approval of Contract Number 4400008116 with IMEG Consultants Corp. for Collier East Command Fire Protection Design. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: Funds Reservation #: 200002401 Page 429 of 1087 Required Authorizations: Attachments: 1. HUB 2. Ethics 3. Collier_EC_FP_Design_IMEG_Memo 4. 4400008116 Collier Fire Protection PSA Page 430 of 1087 Travis County Commissioners Court Voting Session HUB Program Summary Recommended Respondent(s) HUB Non-HUB Prime HUB Race-Neutral Self-Performing Contractor Name Local Vendor Subcontractor Subcontractor Type Goal Prime? Percentage Percentage IMEG Constultants Corp. Non-HUB No 0.00 % 0.00% 53.00% No Good Faith Effort (GFE) No subcontracting opportunities identified. Per the Disparity Study recommendation, if there are no Met? subcontracting opportunities, then no goal should be applied and the GFE requirements do not apply. Page 431 of 1087Page 432 of 1087Docusign Envelope ID: CCCA33BF-3F9E-4048-9591-BA955F319720 FACILITIES MANAGEMENT DEPARTMENT Gabriel Stock, AIA, LEED AP, Director 700 Lavaca St. Suite 1300, Austin TX 78701  Phone: (512) 854-9661  Fax: (512) 854-9226 MEMORANDUM TO: C.W. Bruner, PMP, CPPB, Purchasing Agent FROM: Gabriel Stock, AIA, LEED AP, Director 2/7/2025 DATE: February 3, 2025 SUBJECT: Collier East Command Fire Protection Design Professional Services Agreement Contract Award to IMEG Consultants Corp. The proposed Professional Services Agreement (PSA) is for Mechanical, Electrical, and Plumbing (MEP) engineering services for the Collier East Command. The Facilities Management Department (FMD) selected IMEG from the PQL list, negotiated the fee proposal, and determined that it is fair and reasonable. FMD recommends award of this PSA to IMEG with a basic fee of $107,042.00. The proposal amount has been encumbered and the funding is located in the Cost Center – G/L 1148000001 – 522010 with Funds Reservation 200002401 in place. In accordance with the procedure to secure this PSA, this request is being forwarded along with supporting document for approval. If approved, please issue a fully executed contract to IMEG Corporation. Please find attached the IMEG Consultants Corp. fee proposal. If you have any questions or need additional information, please contact AJ Jalifi at 512-854-4788. ATTACHMENT: 1. IMEG Consultants Corp. Proposal (provided electronically). COPY TO: AJ Jalifi, Maintenance Manager, FMD Hector Reyes, Maintenance Assistant Manager, FMD Shawn Riggs, Financial Mgr., FMD Page 433 of 1087Page 434 of 1087Page 435 of 1087Page 436 of 1087Page 437 of 1087Page 438 of 1087Page 439 of 1087Page 440 of 1087Page 441 of 1087Page 442 of 1087Page 443 of 1087Page 444 of 1087Page 445 of 1087Page 446 of 1087Page 447 of 1087Page 448 of 1087Page 449 of 1087Page 450 of 1087Page 451 of 1087Page 452 of 1087Page 453 of 1087Page 454 of 1087Page 455 of 1087Page 456 of 1087Page 457 of 1087Page 458 of 1087Page 459 of 1087Page 460 of 1087Page 461 of 1087Page 462 of 1087Page 463 of 1087Page 464 of 1087Page 465 of 1087Page 466 of 1087Page 467 of 1087Page 468 of 1087Page 469 of 1087Page 470 of 1087Page 471 of 1087Page 472 of 1087Page 473 of 1087Page 474 of 1087Page 475 of 1087Page 476 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve issuance of a Request for Information for the potential replacement of STAR Flight's Helicopter Fleet. (Emergency Services) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Jerry Jones, Procurement Specialist III, 512-854-6068 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Emergency Services STAR Flight Department is requesting the issuance of a Request for Information (RFI) from Helicopter Original Equipment Manufacturers for the potential replacement of the County's STAR Flight Helicopter Fleet. Currently, STAR Flight operates three (3) aircraft. Pursuant to County Code Chapter 32, Section 32.092, Pre-approval of Concept, the Commissioners Court must approve the concept of an RFI before issuance. Staff Recommendations: Emergency Services recommends the approval of this Request for Information. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: N/A Attachments: 1. Department Memo 2. Draft STAR Flight Helicopter Fleet Replacement RFI 079-JJ Page 477 of 1087Travis County Emergency Services Clinical Performance and Education | Fire Marshal | Medical Examiner | Office of Emergency Management | STAR Flight | Technology and Communications P.O. Box 1748, Austin, TX 78767, Phone (512) 974-4416 MEMORANDUM DATE: April 18, 2025 TO: Commissioners Court FROM: Charles Brotherton, Emergency Services Executive / 512-854-4416 RE: Approve the Request for Information (RFI) for STAR Flight Helicopter Fleet Replacement Requested Action: Emergency Services seeks approval to initiate a Request for Information (RFI) from Helicopter Original Equipment Manufacturers (OEM’s) for the potential replacement of the County’s STAR Flight helicopter fleet. Background: The County’s current helicopter fleet is in need of replacement due to increased, unexpected maintenance costs and decreased reliability. These unanticipated issues create consistent gaps in service, causing us to be unable to meet community needs. To ensure continued public safety, which includes emergency medical response, hoist rescue from floods or rough terrain, aerial firefighting, and law enforcement assistance, we need to explore options for a modernized fleet that aligns with operational needs, cost efficiency, and technological advancements. Request for Information (RFI) Objectives: The RFI will be designed to gather information from OEMs regarding: • Aircraft Capabilities: Performance, payload capacity, range, and technological features. • Operational Efficiency: Fuel consumption, maintenance requirements, and lifecycle costs. • Safety Enhancements: Advanced avionics, crashworthiness, and mission-specific modifications. • Cost Estimates: Procurement, training, and long-term support costs. • Sustainability & Compliance: Environmental considerations and FAA compliance. Next Steps: With the Court’s approval, Purchasing will issue the RFI to qualified OEM’s and industry leaders. Responses will be reviewed to inform potential procurement strategies and funding considerations. The results will be presented to the Commissioners Court for further discussion and direction. Recommendation: Approve the initiation of the RFI process to assess market options and develop a data-driven approach for fleet replacement planning. Page 478 of 1087Travis County Emergency Services Clinical Performance and Education | Fire Marshal | Medical Examiner | Office of Emergency Management | STAR Flight | Technology and Communications P.O. Box 1748, Austin, TX 78767, Phone (512) 974-4416 Fiscal Impact and Source of Funding: There is no known fiscal impact for the RFI. If you need additional information, please contact Charles Brotherton, or Patrick Phillips. Cc: Auditor’s Office: Patti Smith County Attorney’s Office: Ann-Marie Sheeley Purchasing Office: C.W. Bruner PBO: Luis Mendoza, Alex Braden, Travis Gatlin, Jessica Rio Page 479 of 1087 REQUEST FOR INFORMATION (RFI) STAR FLIGHT HELICOPTER FLEET REPLACEMENT RFI # 079-JJ PART I – GENERAL INFORMATION A. INTRODUCTION The objective of this RFI is to receive information describing the potential replacement of the County’s STAR Flight helicopter fleet. Vendors are requested to submit, in response to this RFI, a complete package of usable data relative to their firm and their experience, and the specific requirements listed below. This RFI does not constitute a solicitation for bids or proposal and does not guarantee that any respondent will be awarded a contract in response to this request. As an initial step in the procurement process, this RFI will assist Travis County in understanding the helicopter fleet replacement options and the cost involved. From this information, Travis County may develop requirements for issuance of a solicitation. Should Travis County release a solicitation, respondents to this RFI will not receive additional evaluation points by virtue or submitting a response to the RFI and would still be required to submit a proposal for that solicitation, if interested in participating. Submission of an RFI response is entirely voluntary and any and all costs of participation in this process will be the complete responsibility of the respondent. No contract(s) will be awarded as a result of this RFI process. Travis County cautions vendors that responses to this RFI will become public knowledge and that they should clearly indicate any information provided that is of a proprietary nature as proprietary. Travis County must comply with the requirements of the Texas Public Information Act “TPIA” and decisions, opinions, and letter rulings related to it. Any request by Vendor for information to remain confidential will be granted only to extend the TPIA permits such confidentiality. B. FORMAT OF REPLY Travis County is looking for information from Helicopter Original Equipment Manufacturers (OEM’s) for the potential replacement of the County’s STAR Flight helicopter fleet and is soliciting information to include any add-ons not identified or described in this RFI. Respondents are strongly encouraged to provide in-depth responses in addition to any sales brochures and literature. C. INCURRED EXPENSES Page 480 of 1087There is no expressed or implied obligation for Travis County to reimburse respondents for any expense incurred in preparing responses to this request, and Travis County will not reimburse anyone for these expenses. D. BACKGROUND The County’s current helicopter fleet is in need of replacement due to increased, unexpected maintenance costs and decreased reliability. These unanticipated issues create consistent gaps in service, causing us to be unable to meet community needs. To ensure continued public safety, which includes emergency medical response, hoist rescue from floods or rough terrain, aerial firefighting, and law enforcement assistance, we need to explore options for a modernized fleet that aligns with operational needs, cost efficiency, and technological advancements. PART II – SPECIFIC REQUIREMENTS A. PURPOSE/ELEMENTS OF INTEREST TO TRAVIS COUNTY Request for Information (RFI) Objectives: The RFI will be designed to gather information from OEMs regarding: • Aircraft Capabilities: Performance, payload capacity, range, and technological features. • Operational Efficiency: Fuel consumption, maintenance requirements, and lifecycle costs. • Safety Enhancements: Advanced avionics, crashworthiness, and mission-specific modifications. • Budgetary Cost Estimates: Procurement, training, and long-term support costs. • Sustainability & Compliance: Environmental considerations and FAA compliance. B. PRICING INFORMATION Provide a high-level pricing sheet/structure to give a budgetary estimate. Page 481 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve Modification No. 1, an assignment of Contract No. 4400007940, for Transport of Cadavers, from Carol Costello, dba First Call Services to First Call ATX LLC.(Medical Examiner) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Brandon Hoffman, Procurement Specialist II, 512-854- 6458 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: This contract was approved by the Commissioners Court on November 5, 2024 and provides transport of cadavers services for the Medical Examiner's (ME) Office. This modification is an assignment of contract from Carol Costello, dba First Call Services to First Call ATX LLC. Contract Information: Contract Number: 4400007940 Contractor Name: Carol Costello, dba First Call Services Contract Modification Amount: N/A Contract Period: November 5, 2024 - November 4, 2025 Staff Recommendations: The Medical Examiners Office recommends approval of the assignment from Carol Costello, dba First Call Services to First Call ATX LLC. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: Comments: N/A Required Authorizations: N/A Page 482 of 1087 Attachments: 1. Memo 2. Mod 1 CC Page 483 of 1087 TRAVIS COUNTY MEDICAL EXAMINER J. KEITH PINCKARD, MD, PhD D-ABP, F-ABMDI CHIEF MEDICAL EXAMINER BETH DEVERY, RN, JD CHIEF OPERATIONS OFFICER MEMORANDUM TO: C.W. Bruner, Purchasing Agent FROM: Beth Devery, Chief Operations Officer RE: Contract Reassignment- “Carol Costello dba First Call Services” Name Change to “First Call ATX LLC” for Cadaver Transportation Services- Contract #4400007940 DATE: April 21, 2025 We were notified by Purchasing that our vendor for cadaver transport services has changed their name and Tax ID number, so a contract assignment is necessary. Please reassign the contract from Carol Costello dba First Call Services to First Call ATX LLC. The scope of service will remain the same. Funding Source Cost Center/ IO: 1380010001 Administration Product Code: Y9999002 Oth Sv GL: 511900 Other Services Please contact me at extension 4-6654 with any questions or if you need further information. Thank you. 7723 Springdale Rd, Austin TX 78724 PO Box 1748, Austin TX 78767 Tel: (512) 854-9599 Fax: (512) 854-9044 www.traviscountytx.gov/medical_examiner Page 484 of 1087 V17.0 Page 1 MODIFICATION OF CONTRACT: 4400007940 Transport of Cadavers ISSUED BY: ISSUED TO: Travis County Purchasing Office Carol Costello dba First Call Services P.O. Box 1748 8605 Furness Dr #A Austin, Texas 78767 Austin, TX 78753 Contact: Brandon Hoffman Tel. No: (512) 854-6458 MODIFICATION NO.: 1 EXECUTED DATE OF ORIGINAL CONTRACT: November 5, 2024 ORIGINAL CONTRACT TERM: November 5, 2024 to November 4, 2025 MODIFIED CONTRACT TERM END DATE: November 5, 2025 ORIGINAL CONTRACT AMOUNT: As-Needed Basis MOD. 1 AMOUNT: As-Needed Basis CUMULATIVE CONTRACT AMOUNT: $146,025.00 Note to Vendor: Court Approval Required? ☒ Complete and execute (sign) your portion of the signature block section as tagged below. ☒ Yes ☐ DO NOT execute. Retain for your records. ☐ No DESCRIPTION OF CHANGES: Except as provided in this Modification 1, all terms, conditions and provisions of the Contract referenced above, as previously modified, remain unchanged and in full force and effect. 1. The purpose of this Modification is to authorize an assignment of contract. The current contract will be assigned as provided on page 2 of this Modification and all references to the vendor and vendor correspondence and vendor payments references in the Contract will be modified to read: First Call ATX LLC 8605 Furness Dr #A Austin, TX 78753 LEGAL BUSINESS NAME: Carol Costello dba First Call Services DATE: BY: (Signature lines on page 2.) SIGNATURE BY: PRINT NAME TITLE: ITS DULY AUTHORIZED AGENT TRAVIS COUNTY, TEXAS DATE: BY: C.W. BRUNER, PMP, CPPB, PURCHASING AGENT TRAVIS COUNTY, TEXAS DATE: BY: (Signature line on page 2.) ANDY BROWN, TRAVIS COUNTY JUDGE Page 485 of 10874400007940 Transport of Cadavers Page 2 ASSIGNMENT OF CONTRACT The parties to this Assignment of Contract (this “Assignment”) are Carol Costello dba First Call Services, Tax ID # (“Assignor”), and First Call ATX LLC, a Texas limited liability company, duly authorized and operating under the laws of the State of Texas, Tax ID # 33-2711194 (“Assignee”). RECITALS: A. Travis County and Carol Costello dba First Call Services entered into a written Contract for the purchase of services for Transport of Cadavers, as provived by Contract No. 4400007940, dated November 5, 2024, which is hereby incorporated by reference herein for all purposes as if fully copied and set forth herein at length, (the "Contract"); and B. Assignor desires by this Assignment to assign all of its right, title and interest in and to the Contract to Assignee subject to the terms of the Contract and this Assignment. TERMS: In consideration of the mutual agreements set forth in this Assignment, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the parties agree as follows: 1. Assignor assigns, transfers and conveys to Assignee all of its right, title and interest in and to the Contract effective as May 13th, 2025 (the “Effective Date of Assignment”). 2. Assignee accepts such assignment, and assumes and is bound by and shall perform all terms, conditions, covenants, obligations, and duties of Assignor under the Contract as of the Effective Date of Assignment. 3. Assignor and Assignee acknowledge that nothing in this Assignment waives or modifies any of the provisions of the Contract. 4. The provisions of this Assignment are binding on and inure to the benefit of the heirs, representatives, successors and assigns of the parties. 5. This Assignment shall be construed and enforced in accordance with the laws of the State of Texas. Venue for any action arising hereunder or connected herewith shall lie solely and exclusively in Travis County, Texas. 6. All references in this Assignment to the Contract encompass the original, Contract No. 4400007940. Carol Costello dba First Call Services First Call ATX LLC, a Texas limited liability company By: By: Printed Name: Printed Name: Title: Title: Date: Date: By its signature below, Travis County signifies its consent to and approval of this Assignment from Carol Costello dba First Call Services to First Call ATX LLC. TRAVIS COUNTY, TEXAS By: Andy Brown, Travis County Judge Date: Page 486 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve Change Order No. 3 to Contract No. 4400007707 with Trimbuilt Construction, Inc., in the amount of $208,346.90, for the USB 1st Floor Public Defender Renovation project. (Facilities Management Department) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Lezlie Mills, Procurement Specialist II, 512-854-1185 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez and Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The USB 1st Floor Public Defender Renovation is for selective demolition and remodeling of partitions, ceilings, doors, finishes, Mechanical, Electrical and Plumbing (MEP) systems, and pathways for security and communication systems. On July 10, 2024, IFB No. 2406-007-LM was issued for the renovation of the 1st Floor Public Defenders Office. On October 1, 2024, the Commissioners Court awarded Contract No. 4400007707 to Trimbuilt Construction Inc., to complete the renovations, in the amount of $1,890,084.00. Change Order No. 3 is for additional furred walls, drops at secure doors, extending pan deck insulation, relocating electrical panels, and data conduit at vault; and increases the contract by $208,346.90, from $2,072,596.66 to $2,280,943.56, a total aggregate of 20.68% from the initial contract amount, and adds 32 calendar days. Contract Information: Contract No.: 4400007707 Contractor Name: Trimbuilt Construction, Inc. Contract Modification Amount: $208,346.90 Contract Period: October 7, 2024 – Through completion Current Contract Expenditures: Within the last 12 months $1,246,796.82 has been spent against this contract. Previous Contract and Modification Activity: Change Order No. 2, approved by the Commissioners Court on March 18, 2025, was for additional demolition of plaster, floor leveling, and abatement; increased the contract by $145,007.64, from $1,927,589.02 to $2,072,596.66. Change Order No. 1, approved by the Purchasing Agent on February 3, 2025, was for Page 487 of 1087 additional walls, ceilings, wiring, and valves; increased the contract by $37,505.02, from $1,890,084.00 to $1,927.589.02. Contract No. 4400007707 was awarded by Commissioners Court on October 1, 2024, in the amount of $1,890,084.00. Staff Recommendations: FMD recommends approval of Change Order No. 3 with Trimbuilt Construction, Inc., in the amount of $208,346.90. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: Funds Reservation #: 200002479 Required Authorizations: Attachments: 1. CO3 Memo for Court 2. CO3 for Court Page 488 of 1087 FACILITIES MANAGEMENT DEPARTMENT Gabriel Stock, AIA, LEED AP, BD+C, Director 700 Lavaca Street, Suite 1300, Austin, Texas 78701  Phone: (512) 854-9661  Fax: (512) 854-9226 MEMORANDUM FMD Project No.: USB-34-23R-3M FILE No.: 802 TO: C.W. Bruner, PMP, CPPB, Purchasing Agent FROM: Gabriel Stock, AIA, LEED AP, BD+C, Director DATE: April 22, 2025 SUBJECT: USB 1st floor PDO Renovation Contract No. 4400007707 - Change Order Number 3 The Facilities Management Department (FMD) is submitting change order number 3 (CO3) for changes to the USB 1st Floor PDO Renovation Project listed in the CO3 form. This CO3 will increase the contract sum by $208,346.90 from $2,072,596.66 to a revised contract sum of $2,280,943.56. This CO3 adds an additional 32 days to the original contract. The Contract substantial completion date as of this change order shall be June 17, 2025. FMD has reviewed and negotiated the cost and time for this CO3 and has determined that they are fair and reasonable. Therefore, FMD recommends approval. Funds for this CO3 are in Cost Center 1148020001, GL 522020, Funds Commitment 200002479. In accordance with the procedure to secure the approval of this CO3, this request is being forwarded along with the supporting documents for your approval. If approved, please issue a fully executed CO3 to Trimbuilt Construction, Inc. Please call Lisa Shockey, Senior Architectural Associate at extension 45967 if you have any questions. Your assistance with this FMD request will be appreciated. ATTACHMENTS: Change Order Number 3 COPY TO: Lisa Shockey, Senior Architectural Associate, FMD Homer Villarreal, Senior Project Manager, FMD Andy Carey, Senior Procurement Specialist, Purchasing Office Page 489 of 1087 TRAVIS COUNTY CONSTRUCTION CHANGE ORDER CHANGE ORDER No. 3: DATE: April 22, 2025 CONTRACTOR: PROJECT: Trimbuilt Construction Inc. USB 1st Floor Public Defender Renovation 12800 North Lamar Blvd. 1010 Lavaca Street, Austin, TX 78701 Austin, TX 78723 Contract No. 4400007707 ISSUED BY: OWNER: Travis County Travis County Purchasing Office Owner’s Representative: Facilities Management 700 Lavaca St., Suite 800 700 Lavaca St., Suite 1300 Austin, TX 78701 Austin, TX 78701 (512) 854-9700 / Fax (512) 854-9185 (512) 854-9661 / Fax (512) 854-9226 DESCRIPTION OF CHANGES: 1. Pursuant to the Texas Local Government Code Section 271.060, the County and the Contractor hereby modify the Construction Contract (including plans and specifications), in accordance with the changes outlined in the following thirty-six (36) pages attached to this modification, incorporated herein as if set out at length. 2. The Contractor agrees to provide supervision, labor and material in compliance with the contract documents and as specifically described in the following pages. Except as provided herein, all terms, conditions, and provisions of the above referenced contract as heretofore amended, remain unchanged and in full force and effect. Contractor agrees that the execution of this Change Order, by the Owner and the Contractor, constitutes the full, final, and complete settlement of all claims with regard to the modifications contained in the Change Order for foreseeable impacts on the Contract Sum and the Contract Time. Cost/Schedule Impact: Increase: $208,346.90 Decrease: $0.00 Add: 32 Days The original Contract Sum was $ 1,890,084.00 Net change by previously authorized Change Orders $ 182,512.66 The total contract sum prior to this Change Order $ 2,072,596.66 The total contract sum will be changed by this Change Order $ 208,346.90 The total contract sum including this Change Order $ 2,280,943.56 The Contract Time will be: increased 32 days The Substantial Completion Date for the Project as of this Change Order is June 17, 2025 AGREED TO: Trimbuilt Construction, Inc. RECOMMENDED BY: Facilities Management Signed: ______________________________ Signed: _________________________________ By: Adrian Allen Date By: Gabriel Stock, AIA, LEED AP, BD+C Date Senior Project Manager Director of Facilities Management RECOMMENDED BY: Facilities Management AUTHORIZED BY: Travis Co. Purchasing Office Signed: ______________________________ Signed: ________________________________ By: Lisa Shockey Date By: C.W. Bruner, PMP, CPPB Date Senior Architectural Associate Purchasing Agent APPROVED BY: Travis Co. Commissioners Court Signed: _________________________________ By: Andrew Brown Date County Judge Page 490 of 1087 Change Order No. 3 includes the following Change to the Work: PCO #4R2 Relocate Electrical Panel $163,569.49 PCO #013 Extend pan deck insulation $7,389.02 PCO #014R ASI #4 Revise Entry and Janitor closet $8,548.91 PCO #015R3 Core drill at vault for data conduit $3,407.25 PCO #016 Additional furred walls $5,153.68 PCO #21R Additional drops at secure doors $7,148.33 PCO #22R Data conduit at vault for IDF $13,130.22 Total Cost for Change Order = $208,346.90 Total additional days for Change Order = 32 days Page 491 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve Services Agreement No. 4400008185 with the Central Texas Food Bank, as needed, for Emergency Supplies Storage and Delivery. (Emergency Management) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Brandon Hoffman, Procurement Specialist II, 512-854- 6458 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Office of Emergency Management is requesting approval of this agreement with the Central Texas Food Bank (CTFB) to enhance the storage, handling, distribution, and rotation of Travis County’s emergency supplies and commodities. Currently, the County maintains over 100 pallets of commodities, primarily stored at the Purchasing Department warehouse, with some distributed to partner agencies for immediate access. This agreement will leverage CTFB’s experienced staff and equipment to ensure efficient and safe management of emergency supplies, reducing the need for the County to invest in dedicated warehouse and logistics resources. Contract Information: Contract Number: 4400008185 Contractor Name: Central Texas Food Bank Contract Award Amount: As needed Contract Period: Execution - February 28, 2026 Staff Recommendations: The Office of Emergency Management recommends approval of this Services Agreement. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: Comments: As Needed Contract Page 492 of 1087 Required Authorizations: N/A Attachments: 1. Memo 2. 4400008185 Draft CC Page 493 of 1087 TRAVIS COUNTY DEPARTMENT OF EMERGENCY SERVICES OFFICE OF EMERGENCY MANAGEMENT P.O. Box 1748, Austin, TX 78767 Main 512-974-0450 Fax 512-974-0499 To: Brandon Hoffman, Purchasing Specialist II From: Eric Carter, Chief Emergency Management Coordinator Date: April 24, 2025 Re: Request to Execute Agreement with Central Texas Food Bank The Office of Emergency Management seeks your assistance in executing an agreement with the Central Texas Food Bank (CTFB) to enhance the storage, handling, distribution, and rotation of Travis County’s emergency supplies and commodities. Currently, the County maintains over 100 pallets of commodities, primarily stored at the Purchasing Department warehouse, with some distributed to partner agencies for immediate access. CTFB, a long-standing partner through multiple disasters, offers extensive warehouse and logistics expertise. This agreement will leverage CTFB’s experienced staff and equipment to ensure efficient and safe management of emergency supplies, reducing the need for the County to invest in dedicated warehouse and logistics resources. The attached draft agreement, reviewed by Purchasing and Legal, is ready for execution. Please contact me with any questions or concerns.. Respectfully, Eric Carter Chief Emergency Management Coordinator Travis County Office of Emergency Management Page 494 of 1087 Services Agreement Between Central Texas Food Bank, Inc. and the County of Travis. This Services Agreement ("Agreement") is entered into between The Central Texas Food Bank, Inc, located at 6500 Metropolis Drive, Ausfin, Texas 78744 (hereinafter referred to as "the Food Bank" or “Contractor”) and County of Travis, located at 700 Lavaca Street, Ausfin, Texas 78701 (hereinafter referred to as "the County"). RECITALS AND FINDINGS The Food Bank is a non-profit organizafion dedicated to addressing food insecurity within the community. The County is commifted to supporfing inifiafives that improve the well-being of its residents, including access to nutrifious food, security and relief in the event of an emergency or disaster. County is responsible to protect the health and welfare of its residents (Tex. Health and Safety Code Secfion 122.001), to provide emergency management services (Tex. Gov’t Code Secfion 418.107(a)), and to provide for the needs of its indigent residents (Tex. Local Gov’t Code Secfion 81.027), and the provision of such services consfitutes a public purpose. The purpose of this Agreement is to establish a partnership between the Food Bank and the County to facilitate the storage of food, water and other products the Food Bank and the County agree will support relief efforts in the County in the event of an emergency incident or disaster. Exempfion from County Purchasing Act . The Travis County Commissioners Court hereby orders this Agreement exempt from the requirements of secfion 262.023 Local Government Code because the procurement of services outlined in this Agreement are necessary to preserve or protect the public health or safety of the residents of the County pursuant to Tex. Local Gov’t Code Secfion 262.024(a)(2). AGREEMENT NOW, THEREFORE, in considerafion of these agreements, covenants, and payments, the amount and sufficiency of which are acknowledged, County and Contractor agree to the terms and condifions stated in this Agreement as follows: 1.0 TERM OF AGREEMENT 1. Inifial Term: This Agreement shall commence upon execufion by both Parfies and shall remain in effeDRAFTct unfil February 28, 2026. 2. Renewal term: Subject to confinued funding by the Commissioners Court, this Agreement shall automafically renew on March 1, 2026, hereafter for four (4) consecufive twelve (12) month terms ending on February 28, 2030, unless sooner terminated by either Party as provided herein. 3. Terminafion: Either party, at any fime, may terminate this Agreement with 30 day wriften nofice to the other party. 2.0 AMENDMENTS. Any amendments to this Agreement must be made in wrifing and signed by authorized representafives of both parfies. Page 495 of 10873.0 PURCHASING AGENT AUTHORITY. Contractor understands and agrees that the Purchasing Agent has authority to approve certain Amendments subject to applicable law (specifically, the County Purchasing Act, TEX. LOC. GOV'T CODE, Chapter 262, and other applicable law) and County policy. Within that authority, the Purchasing Agent may approve Amendment requests under this Contract as authorized and will advise the Contractor the decision to use that authority upon submission of the request for the Amendment. At any time, the Purchasing Agent may elect to submit any request to the Commissioners Court for approval, regardless of the authority of the Purchasing Agent to sign the Amendment. 4.0 SCOPE OF SERVICES. The Food Bank shall perform the following services and acfivifies: 1. Storage: The Food Bank shall provide adequate storage facilifies for perishable and non- perishable food items that have been purchased by the County in compliance with food safety regulafions. Other County items compafible with food storage are also permifted. Collecfively considered the “County Products”. 2. Logisfics: The Food Bank, if necessary, will Coordinate the logisfics of transporfing the Products from the Food Bank facilifies to distribufion points within the County. 3. Distribufion: The County shall designate distribufion points where residents in need can access the Products, and Food Bank will deliver County Products to the designated distribufion sites. Only the County’s Office of Emergency Management may request distribufion of the County Products at the Food Bank. 4. Product Rotafion: The Food Bank will work with the County to develop a Products rotafion schedule to ensure Products are safe for distribufion to the community and have not achieved their expirafions dates or end of useful life. County Products may be rotated with other Food Bank Products where possible, to reduce the amount of product donated or disposed due to expirafion or end of useful life. County Products will be distributed by Food Bank based on expirafion dates following the First Expired, First out Inventory Management (FEFO) method so that those County Products with the closest expirafion date are distributed before other products with later expirafion dates. 5.0 RESPONSIBILITIES OF THE PARTIES 1. Food Bank Responsibilifies: a. Provide storage and logisfical support as necessary and directed by County. b. Allow distribufion from the Food Bank during normal business hours and at other fimes due to community emergencies or disasters. Coordinate with the County on distribDRAFTufion efforts and as provided in Secfion 4.0, Scope of Services. c. Maintain records of food inventory and distribufion. d. Collaborate with the County to address any challenges or issues that may arise during the term of this Agreement. e. Provide a representafive to the County Emergency Operafion Center or designated Incident Command Post as requested to coordinate response when requested. f. Provide emergency contact informafion to the County and nofify County of changes. 2. County Responsibilifies: a. Supply Food Bank with the County Products. Page 496 of 1087 b. At least one day prior to delivery to the Food Bank, County provides quanfifies and item details (descripfion, weight, quanfity per pallet) to allow Food Bank to properly receive the County Products into their warehouse management system. c. Deliver all County Products to the Food Bank on standard pallets. d. Provide reasonable nofice of product type and quanfifies (expressed in pallets) needed for distribufion during normal business hours and other hours due to community emergencies or disasters. e. Collaborate with the Food Bank to address any challenges or issues that may arise during the term of this Agreement. f. Provide a Mission Assignment Number to inifiate and track any distribufion or delivery assignments directed to the Food Bank g. Arrange for removal of County’s Products within 30 days of the Agreement’s terminafion. h. Provide emergency contact informafion to the Food Bank. 6.0 COMPENSATION, BILLING AND PAYMENT 6.1 Taxpayer Idenfificafion. Contractor shall provide County with an Internal Revenue W-9 Request for Taxpayer Idenfificafion Number and Cerfificafion that is completed in compliance with the Internal Revenue Code, its rules and regulafions before any Contract funds are payable. 6.2 Fees. For and in considerafion of the safisfactory performance by Contractor of the services and responsibilifies set forth in this Agreement, County shall pay Contractor in accordance with the following Fee Schedule: Not to exceed amount: As Needed Basis Addifional Fees: None FEES The County agrees to pay the Food Bank based upon the following Schedule for ambient product: Descripfion Fee Pallet Receipt $12/Pallet Pallet Storage upon Receipt fee $12/Pallet received between 1st-15th of month, $6 received 16th-31st of month Pallet Storage fee/ monthDRAFT $12 begin of calendar month Pallet Distribufion fee $12/Pallet Pallet Delivery fee $250 Delivery fee per trailer/transport, plus pallet fee of $10 per pallet. This is up to two drop off locafions. Misc Pickups Deliveries are drop and go. If pickups are necessary, an addifional $250 will be incurred. Other services, such as product rework, case pick, etc. requested by the County will be quoted by the Food Bank on an as needed basis. 6.3 Invoicing. Contractor shall invoice County monthly for services performed pursuant to this Agreement. Invoices will be issued within 30 days of the calendar month end. Invoices for Page 497 of 1087distribufion acfivity will include the assigned County Mission Assignment Number for reference and reconciliafion. 6.4 Timely Payment. Contractor may contact the Auditor’s Office, Disbursements Division, at (512) 854-9125 for assistance with sefting up electronic payment through ACH, which deposits payments directly into Contractor’s account. County shall pay Contractor within thirty (30) days after the receipt by County Department of a complete and correct invoice. Accrual and payment of interest on overdue payments is governed by Chapter 2251 of the Texas Government Code. 6.5 County pays by ACH/EFT or check upon safisfactory delivery and acceptance of items and submission of a correct and complete invoice to the address below: Pafti Smith, CPA Travis County Auditor Preferably via e-mail to: AP@traviscountytx.gov or Via mail to: P.O. Box 1748 Ausfin, Texas 78767 To be “correct and complete,” an invoice must include at least the following informafion: 6.5.1 Name, address, and telephone number of Contractor, which should match the name shown on the W-9 that Contractor submifted to the Auditor’s Office; 6.5.2 Name and address where the payment is to be sent if payment is by check; 6.5.3 County Contract Number and County Purchase Order Number; 6.5.4 Idenfificafion of items or services as outlined in the Agreement*; 6.5.5 Quanfity or quanfifies, applicable unit prices, total prices by item, and total invoice amount. Invoices for distribufion acfivity will include the assigned County Mission Assignment Number for reference and reconciliafion. 6.5.6 Any addifional payment informafion that may be called for by the Agreement*. *Note: Informafion reflecfing Protected Health Informafion (PHI), or Personally Idenfifiable Informafion (PII) must be properly redacted before submission of an invoice to the Auditor’s Office to ensure compliance with the Health Insurance Portability and Accountability Act (HIPAA) Privacy Rule and other privacy regulafions. DRAFT Invoices with improperly redacted PHI or PII will not be processed for payment, and they will be permanently deleted from our files. For payment to be made, a new invoice must be submifted. The new invoice must have all PII/PHI informafion redacted and appropriately disclosed. 6.5.7 Addifional Copy of Invoice: In addifion, Contractor shall send a copy of the invoice to: Charles Brotherton County Execufive Emergency Services P.O. Box 1748 Page 498 of 1087 Austin, TX 78767 charles.brotherton@traviscountytx.gov If payment is based on percentage of completion, Contractor shall also submit a statement showing the percentage of completion of the work as at the date of the invoice with each invoice, and any additional written information requested by County to document the progress of the work. 6.6 Overpayment. Contractor shall refund to County any money which County has paid to Contractor, which County determines has resulted in overpayment to Contractor. Contractor shall make this refund to County within thirty (30) days after County requests the refund. If County enters into any subsequent Agreement with Contractor and Contractor fails to refund any money owed to County within thirty days of request, County may offset the difference against the next advance or payment payable to Contractor. 6.7 Delinquent Property Taxes. Despite anything to the contrary in this Agreement, if Contractor is delinquent in the payment of property taxes at the fime of invoicing, Contractor hereby assigns any payments to be made for services rendered under this Agreement to the Travis County Tax Assessor-Collector for the payment of these delinquent taxes. 6.8 Disbursements to Persons with Outstanding Debt. 6.8.1 "Debt" includes delinquent taxes, fines, fees, and indebtedness arising from wriften agreements with the County. 6.8.2 In accordance with Secfion 154.045 of the Local Government Code, if nofice of the Debt has been filed with the County Auditor or County Treasurer evidencing the Debt of Contractor to the State, the County or a salary fund, a check or warrant may not be drawn on a County fund in favor of Contractor, or an agent or assignee of Contractor unfil: 6.8.2.1 the County Treasurer nofifies Contractor in wrifing that the Debt is outstanding; and 6.8.2.2 the Debt is paid. 6.8.3 County may apply any funds County owes Contractor to the outstanding balance of the Debt for which nofice is made under secfion 6.8.2.1, if the nofice includes a statementDRAFT that the amount owed by the County to Contractor may be applied to reduce the Debt. 6.9 Period of Services. County shall not be liable for costs incurred or performances rendered by Contractor before or after the term of this Agreement. 6.10 Funding Out. Despite anything to the contrary in this Agreement, if, during budget planning and adopfion, Commissioners Court fails to provide funding for this Agreement for the following fiscal year of County, County may terminate this Agreement after giving Contractor twenty days wriften nofice that this Agreement is terminated due to the failure to fund it. Page 499 of 10877.0 Verificafion of Non-Discriminafion Against Specified Enfifies. In compliance with Texas Government Code, chapters 2271, 2274 and 2276, Contractor’s signature on this Agreement serves as wriften verificafion that Contractor complies with the following secfions: 7.1 Contractor does not boycoft Israel and will not boycoft Israel during the Agreement Term Inifial or any Renewal Term; 7.2 Contractor does not boycoft energy companies and will not boycoft energy companies during the Agreement Term Inifial or Renewal Term; and 7.3 Contractor does not have a pracfice, policy, guidance, or direcfive that discriminates against a firearm enfity or firearm trade associafion and will not discriminate against a firearm enfity or firearm trade associafion during the Agreement Term Inifial or Renewal Term. 8.0 Legal Compliance. Contractor shall comply with all federal, state, county, and city laws, rules, regulafions, and ordinances applicable to the provision of the services and the performance of all obligafions undertaken pursuant to this Agreement. 9.0 Insurance Requirements. Contractor shall comply with the insurance requirements in Aftachment A, "Insurance Requirements". 10.0 RECORDS CONFIDENTIALITY AND ACCESS 10.1 Confidenfiality. Contractor shall establish a method to secure the confidenfiality of records and other informafion relafing to Storage and Distribufion Services in accordance with the applicable federal, state and local laws, rules and regulafions, and applicable professional ethical standards. This provision shall not be construed as limifing the right of County access to client informafion. Upon authorizafion from County to render client files anonymous, Contractor agrees to mask informafion idenfifying clients in a way that will not obstruct County’s monitoring and evaluafion dufies in any way. 10.2 Records Maintenance. Contractor shall create, maintain, and retain, and make reasonably available to County, all necessary and appropriate records, informafion, and documentafion (including all accounfing records) relafing to services provided under this Agreement for three (3) years after the provision of the services, or unfil any audit or lifigafion concerning any of the serDRAFTvices has been safisfactorily resolved, whichever occurs later. Contractor shall provide copies of such records to County upon wriften request to Contractor at a cost mutually agreed to by County and Contractor. 10.3 Access to Records. Contractor further agrees that the County or its duly authorized representafives shall have access to all books, documents, papers, reports and records of Contractor, which the County deems are directly perfinent to the services to be performed under this Agreement for the purposes of making audits, examinafions, excerpts, and transcripfions, and to ascertain compliance with federal and state employment discriminafion laws. Contractor shall provide all informafion and reports required by Title VI of the 1964 Civil Rights Act (42 USC Secfion 2000d, et. seq.) and any regulafions or direcfives issued pursuant to them. Contractor shall permit access to its books, records, accounts, other sources of informafion and its facilifies as County may determine to be Page 500 of 1087 perfinent to ascertain compliance with these regulafions, orders, and instrucfions. Where any informafion required of Contractor is in the exclusive possession of another who fails or refuses to furnish this informafion, Contractor shall so cerfify to the County, as appropriate, and shall state what efforts it has made to obtain the informafion. 11.0 NOTICES 11.1 Wriften Nofice. Any nofice required or permifted to be given under this Agreement by one Party to the other shall be in wrifing and shall be given and deemed to have been given immediately if delivered in person to the address in this secfion for the Party to whom the nofice is given, or on the third day following mailing if placed in the United States Mail, postage prepaid, by registered or cerfified mail with return receipt requested, addressed to the Party at the address herein specified. 11.2 County Address. The address of the County for all purposes under this Agreement is: C.W. Bruner, PMP, CPPB (or successor) Travis County Purchasing Agent P. O. Box 1748 Ausfin, Texas 78767 With copies to (registered or cerfified mail with return receipt is not required): Charles Brotherton County Execufive P.O. Box 1748 Ausfin, Texas 78767 Chief Emergency Management Coordinator P.O. Box 1748 Ausfin, Texas 78767 11.3 Contractor Address. The address of Contractor for all purposes under this Agreement is: The Central Texas Food Bank, Inc 6500 Metropolis Drive Ausfin, Texas 78744 DRAFT 11.4 Change of Address. Each Party may change the address for nofice to it by giving wriften nofice of the change in compliance with Secfion 8.8. Any change in address shall be reported within fifteen days of the change. 11.5 Dispute Resolufion - Administrafion by Purchasing Agent. When Contractor and/or County have been unable to successfully resolve any quesfion or issue related to this Agreement, Contractor or County shall present the mafter to the Purchasing Agent in a wriften nofice of the quesfion or issue. This nofice must contain a specific wriften descripfion of the issues involved as well as Contractor's requested resolufion of the mafter and any other relevant informafion which Contractor desires to include. When the Purchasing Agent receives this nofice, the Purchasing Agent acts as the County representafive in any further issuances and Page 501 of 1087 in the administrafion of this Agreement related to the described mafter. Unless otherwise stated in this Agreement, any document, nofice, or correspondence related to the issues at this stage that are not issued by or to the Purchasing Agent may be considered void. If Contractor does not agree with any document, nofice or correspondence related to the mafter issued by the Purchasing Agent or other authorized County person, Contractor must submit a wriften nofice to the Purchasing Agent with a copy to the Director within ten calendar days after receipt of the document, nofice or correspondence, outlining the exact point of disagreement in detail. The Purchasing Agent will issue a wriften nofice of the final resolufion of the mafter to the Contractor within thirty days of receipt of the inifial wriften nofice by the Purchasing Agent. If this final resolufion does not resolve the mafter to the Contractor's safisfacfion, Contractor may submit a wriften Nofice of Appeal to the Commissioners Court within ten calendar days after receipt of the unsafisfactory final resolufion through the Purchasing Agent. The Purchasing Agent will provide a copy of the Nofice of Appeal to the Director. Contractor then has the right to be heard by Commissioners Court and the Purchasing Agent will coordinate placing the mafter on the Commissioners Court’s agenda. 11.6 Mediafion. When mediafion is acceptable to both Parfies in resolving a dispute arising under this Agreement, the Parfies agree to use a mutually agreed upon mediator, or a person appointed by a court of competent jurisdicfion, for mediafion as described in Secfion 154.023 of the Texas Civil Pracfice and Remedies Code. Unless both Parfies are safisfied with the result of the mediafion, the mediafion will not consfitute a final and binding resolufion of the dispute. All communicafions within the scope of the mediafion shall remain confidenfial as described in Secfion 154.073 of the Texas Civil Pracfice and Remedies Code, unless both Parfies agree, in wrifing, to waive the confidenfiality. 12.0 OTHER PROVISIONS 12.1 INDEMNIFICATION. CONTRACTOR SHALL INDEMNIFY COUNTY, ITS OFFICERS, AGENTS, AND EMPLOYEES, FROM AND AGAINST ANY CLAIMS, LOSSES, DAMAGES, NEGLIGENCE, CAUSES OF ACTION, SUITS, AND LIABILITY OF EVERY KIND, INCLUDING ALL EXPENSES OF LITIGATION, COURT COSTS, AND ATTORNEY’S FEES, FOR INJURY TO OR DEATH OF ANY PERSON, DUE TO ANY ACT OR OMISSION BY CONTRACTOR, OR FOR DAMAGE TO ANY PROPERTY, ARISING OUT OF OR IN CONNECTION WITH THE WORK DONE BY CONTRACTOR UNDER THIS AGREEMENT. 12.2 INDEMNIFICATION. TO THE EXTENT PERMITTED UNDER TEXAS LAW, COUNTY SHALL INDEMNIFY CONTRACTOR, ITS OFFICERS, AGENTS, AND EMPLOYEES, FROM AND AGAINST ANY CLAIMS, DRAFTLOSSES, DAMAGES, NEGLIGENCE, CAUSES OF ACTION, SUITS, AND LIABILITY OF EVERY KIND, INCLUDING ALL EXPENSES OF LITIGATION, COURT COSTS, AND ATTORNEY’S FEES, FOR INJURY TO OR DEATH OF ANY PERSON, DUE TO ANY ACT OR OMISSION BY COUNTY, OR FOR DAMAGE TO ANY PROPERTY, ARISING OUT OF OR IN CONNECTION WITH THE WORK DONE BY COUNTY UNDER THIS AGREEMENT. 12.3 Enfire Agreement. All wriften or oral agreements between the Parfies to this Agreement related to the subject mafter of this Agreement that were made prior to the execufion of this Agreement have been reduced to wrifing and are contained in this Agreement or in the policies and procedures approved by Commissioners Court for County. Any prior agreements, promises, negotiations, or representations not expressly set forth in this document are of no force and effect. Page 502 of 108712.4 No Third-Party Rights. No provision in this Agreement, express or implied, is intended to confer upon any person or enfity, other than the Parfies to this Agreement, any benefits, rights, or remedies under or by reason of this Agreement. 12.5 Binding Agreement. Despite any other provision in this Agreement, it is binding upon and inures to the benefit of the County and Contractor and their respecfive successors, executors, administrators, and assigns. Neither the County nor Contractor may assign, sublet, or transfer their interest in or obligafions under this Agreement without the wriften consent of the other Party. 12.6 Governing Law and Venue. This Agreement is governed by the laws of the State of Texas and all obligations under this Agreement will be performable in Travis County, Texas. It is expressly understood that any lawsuit, litigation, or dispute arising out of or relating to this Agreement will take place in Travis County. 12.7 Independent Contractor. The Parfies expressly acknowledge that Contractor is an independent contractor, operafing solely in that capacity. Contractor assumes all of the rights, obligafions, and liabilifies applicable to an independent contractor. Neither Contractor nor any of Contractor’s employees will be considered an employee, partner, joint-venturer, nor agent of County, nor does Contractor or any of its employees gain any rights against County pursuant to the County’s personnel policies. County will not pay Contractor nor Contractor’s employees any customary Travis County benefits, including but not limited to FICA, payroll taxes, worker’s compensafion, health or refirement benefits, sick leave or vacafion or holiday pay. Contractor is responsible to report all federal, state and city tax liabilifies, social security obligafions, and any other taxable mafters associated with services rendered under this Agreement and is solely obligated to pay any and all taxes related to income paid to Contractor. 12.8 Conflict of Interest Quesfionnaire: If required, Contractor shall complete, file, and update a Conflict of Interest Quesfionnaire in compliance with Chapter 176, Texas Local Government Code. Contractor acknowledges that the law requires the County to provide access to a filed Quesfionnaire on the official Travis County website. 12.9 Federal Funds. Contractor warrants that no Federal appropriated funds have been paid or will be paid, by or on behalf of Contractor, to any person for influencing or aftempfing to influence an officer or employee of any agency, a Member of Congress, an officer or employee of DRAFTCongress, or an employee of a Member of Congress in connecfion with awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperafive agreement, and the extension, confinuafion, renewal, amendment, or modificafion of any Federal contract, grant, loan, or cooperafive agreement. 12.10 Contractor expressly acknowledges that, in entering into this Agreement, County has relied on the representafions of Contractor about the persons who will be performing the services and their qualificafions, and that any other person must be approved by Commissioners Court before providing services under this Agreement. Contractor warrants that all work done will be done by the employees or members of Contractor that are presented as performing the services in Contractor’s scope of services. Page 503 of 1087 12.11 Cerfificafion Regarding Debarment. Contractor shall complete and update a Cerfificafion Regarding Debarment on the form in Aftachment B whenever there is a change in status. 12.12 Cerfificate of Contractor. Contractor cerfifies that neither Contractor nor any members of Contractor's firm nor any Subcontractor has: 12.12.1 Employed or retained for a commission, percentage, brokerage, confingency fee or other considerafion, any firm or person (other than a bona fide employee working solely for Contractor) to solicit or secure the work provided by the Agreement. 12.12.2 Agreed, as an expressed or implied condifion for obtaining this Agreement, to employ or retain the services of any firm or person other than in connecfion with carrying out the work to be performed under this Agreement. 12.12.3 Paid or agreed to pay to any firm, organizafion, or person (other than bona fide employees working solely for Contractor) any fee, contribufion, donafion, or considerafion of any kind for, or in connecfion with, procuring or carrying out the work provided under this Agreement. Contractor further agrees that this cerfificafion may be furnished to any local, state or federal government agencies in connecfion with this Agreement and for those porfions of the program involving parficipafion of agency grant funds and is subject to all applicable state and federal, criminal and civil laws. 13.0 Supplemental Terms for Federal Funds. Contractor further agrees to comply with all Federal Terms and Conditions set forth in Attachment C and are incorporated into this Agreement. DRAFT Page 504 of 1087 SIGNATURES This Agreement is executed by the duly authorized representafives of the parfies as of the date first wriften above. CENTRAL TEXAS FOOD BANK, INC. COUNTY OF TRAVIS Travis County Judge Name: _______________________________ Andy Brown Title: ________________________________ Date: Date: Approved as to Purchasing Policies and Procedures by: _______________________________ Travis County Purchasing Agent C.W. Bruner, PMP, CPPB Approved as to Legal Form by: _______________________________ Assistant County Aftorney DRAFT Page 505 of 1087 ATTACHMENT A INSURANCE REQUIREMENTS Contractor shall have and shall require all subcontractors providing services to obtain and maintain, standard insurance sufficient to cover the needs of both Contractor and all Subcontractors pursuant to applicable generally accepted business standards. Upon prior reasonable nofice to Contractor, County may review insurance requirements and require Contractor to make reasonable adjustments when the scope of Services has been expanded. Contractor is responsible for all premiums, deducfibles, and self-insured retenfion. Contractor shall obtain insurance that meets the following standards:  Coverage wriften by companies licensed in Texas with an A.M. Best rafing of B+ VIII or higher;  Coverage wriften as Combined Single Limits or structured using primary and excess or umbrella coverage that follows the form of the primary policy;  Coverage that provides at least the types and limits in this Aftachment. As evidence of coverage, Contractor shall provide a Cerfificate of Insurance issued by the wrifing agent or carrier to the Purchasing Agent within 10 working days after both Parfies execute this Agreement. The Cerfificate must state the Travis County contract number, show all deducfibles and self-insured retenfion, and include all endorsements required by that type of coverage by number. Upon County’s request and without expense, County may receive cerfified copies of policies and endorsements. Insurance which includes Travis County as Addifional Insured is considered primary for all claims except for professional liability and E & O Policies. Contractor shall not allow any insurance to be cancelled or lapse during any term of this Agreement. The minimum types and limits of insurance coverage are: A. Workers' Compensafion and Employers' Liability Insurance 1. Coverage shall be consistent with statutory benefits outlined in the Texas Workers' Compensafion Act. 2. Employers' Liability limits are: $500,000 bodilyDRAFT injury each accident $500,000 bodily injury by disease $500,000 policy limit 3. Policies under this Secfion shall apply to State of Texas and include the following endorsements in favor of Travis County: a. Waiver of Subrogafion (Form 420304) b. Thirty (30) day Nofice of Cancellafion (Form 420601) B. Commercial General Liability Insurance 1. Minimum limit: $1,000,000 per occurrence for coverage A and B with a $2,000,000 policy aggregate Page 506 of 1087 2. The Policy shall contain or be endorsed as follows: a. Blanket contractual liability for this Contract b. Independent Contractor Coverage 3. The Policy shall also include the following endorsements in favor of Travis County: a. Waiver of Subrogafion (Form CG 2404) b. Thirty (30) day Nofice of Cancellafion (Form CG 0205) c. Travis County named as addifional insured (Form CG 2010) C. Business Automobile Liability Insurance 1. Coverage for all owned, non-owned, and hired vehicles shall be maintained with a combined single limit of $300,000 per occurrence. 2. Policy shall also include the following endorsements in favor of Travis County: a. Waiver of Subrogafion (Form TE 2046A) b. Thirty (30) day Nofice of Cancellafion (Form TE 0202A) c. Travis County named as addifional insured (Form TE 9901B) D. Professional Liability and/or E & O Insurance 1. Minimum Limit: $1,000,000 per Occurrence 2. If coverage is wriften on a claims made policy, the retroacfive date shall be prior to the date services begin under this Contract or the effecfive date of this Contract, whichever comes first. Coverage shall include a three (3) year extended reporfing period from the date this Contract expires or is terminated. Cerfificate of Insurance shall clarify coverage is claims made and shall contain both the retroacfive date of coverage and the extended reporfing period date. 3. Addifional insured status for Travis County is not required DRAFT Page 507 of 1087 ATTACHMENT B CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY AND VOLUNTARY EXCLUSION FOR COVERED CONTRACTS Federal Execufive Order 12549 requires Travis County to screen each covered potenfial contractor to determine whether each has a right to obtain a contract in accordance with federal regulafions on debarment, suspension, ineligibility, and voluntary exclusion. Each covered contractor must also screen each of its covered subcontractors. In this cerfificafion “contractor” refers to both contractor and subcontractor; “contract” refers to both contract and subcontract. By signing and submifting this cerfificafion, the contractor/potenfial contractor accepts the following terms: 1. The cerfificafion herein below is a material representafion of fact upon which reliance was placed when this contract was entered into. If it is later determined that the potenfial contractor knowingly rendered an erroneous cerfificafion, in addifion to other remedies available to the federal government or Travis County may pursue available remedies, including suspension and/or debarment. 2. The potenfial contractor shall provide immediate wriften nofice to the person to whom this cerfificafion is submifted if at any fime the potenfial contractor learns that the cerfificafion was erroneous when submifted or has become erroneous by reason of changed circumstances. 3. The words “covered contract,” “debarred,” “suspended,” “ineligible,” “parficipant,” “person,” “principle,” “proposal,” and “voluntarily excluded,” as used in this cerfificafion have meanings based upon materials in the Definifions and Coverage secfions of federal rules implemenfing Execufive Order 12549. 4. The potenfial contractor agrees by submifting this cerfificafion that, should the proposed covered contract be entered into, it shall not knowingly enter into any subcontract with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from parficipafion in this covered transacfion, unless authorized by a federal department or agency, and/or Travis County, as applicable. Do you have or do you anficipate having subcontractors under this proposed contract? ☐YES ☐NO 5. The potenfial contractor further agrees by submifting this cerfificafion that it will include this cerfificafion fitled "Cerfificafion Regarding Debarment, Suspension, Ineligibility, and Voluntary Exclusion for Covered Contracts” without modificafion, in all covered subcontracts; and in solicitafions for all covered subcontracts. 6. A contractor may rely uponDRAFT a cerfificafion of a potenfial subcontractor that it is not debarred, suspended, ineligible, or voluntarily excluded from the covered contract, unless it knows that the cerfificafion is erroneous. A contractor must at a minimum, obtain cerfificafions from its covered subcontractors upon each subcontract's inifiafion and upon each renewal. 7. Nothing contained in all the foregoing shall be construed to require establishment of a system of records in order to render in good faith the cerfificafion required by this cerfificafion document. The knowledge and informafion of a contractor is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. 8. Except for contracts authorized under paragraph4 of these terms, if a contractor in a covered contract knowingly enters into a covered subcontract with a person who is suspended, debarred, ineligible, or voluntarily excluded from parficipafion in this transacfion, in addifion to other remedies available to the federal government, any federal agency and/or Travis County may pursue available remedies, including suspension and/or debarment. Page 508 of 1087CERTIFICATION REGARDING DEBARMENT, SUSPENSION, INELIGIBILITY, AND VOLUNTARY EXCLUSION FOR COVERED CONTRACTS Indicate in the appropriate box which statement applies to the covered contractor/potenfial contractor: ☐ The contractor/potenfial contractor cerfifies, by submission of this cerfificafion, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from parficipafion in this contract by any federal department or agency, the State of Texas, or Travis County. ☐ The contractor/potenfial contractor is unable to cerfify to one or more of the terms in this cerfificafion. In this instance, the contractor/potenfial contractor must aftach an explanafion for each of the above terms to which he is unable to make cerfificafion. Aftach the explanafion(s) to this cerfificafion. Name of Contractor: Signature of Authorized Representafive: Printed Name of Authorized Representafive: Title of Authorized Representafive: Unique Enfity ID (generated by SAM.gov): Date: DRAFT Page 509 of 1087 ATTACHMENT C FEMA TERMS AND CONDITIONS By signing this Agreement, Contractor represents and certifies from the start date of the Agreement that they complied with all standards, orders and regulations set forth in the Supplemental Terms and Conditions for Federal Funded Purchases set forth below and the Supplemental Terms and Conditions are incorporated into and made part of the Agreement from its Effective Date through termination. 1.0 SUPPLEMENTAL TERMS AND CONDITIONS FOR FEDERAL FUNDED PURCHASES 1. Breach of Contract and Remedies 1.1 In the event Contractor violates or breaches the terms of this Contract, County may impose administrative, contractual, or legal remedies. 1.2 Contractor’s failure to perform satisfactorily according to the terms and conditions of the Contract may result in terminate of the Contract. Additionally, Contractor may be liable for all damages, costs, and expenses incurred by County related to this default. Termination is in addition to and not in lieu of any other remedies available to County law or equity. Administrative remedies for non-performance, violation or breach of contract terms, or termination of contract for default may include suspension and debarment of Contractor. 2. Termination 2.1 Termination for Convenience. County reserves the right to terminate this Agreement for reasons other than default, including for any reason deemed by Commissioners Court to serve the public interest, or resulting from any governmental law, ordinance, regulation, or court order, by delivering to Contractor written “Notice of Termination for Convenience” which will take effect immediately. 2.1.1 In the event Notice of Termination for Cause is issued, Contractor shall proceed to promptly cancel all existing orders and contracts insofar as such orders and contracts are chargeable to this Agreement. Within thirty (30) days after receipt of a Notice of Termination for Cause, Contractor shall submit a statement showing in detail the unavoidable expenses of performed under this Agreement prior DRAFT the date of the termination notice. County and its officials, agents and representatives will not be liable for loss of any profits. 2.1.2 Upon satisfaction of the above conditions, County will pay Contractor for approved performance under this Agreement prior to termination, less previous payments. 2.1.3 Contractor’s failure to submit the required statement described in paragraph 2.1.1 and to comply with the above stated conditions will constitute a waiver by Contractor of any and all rights or claims to collect expenses to which Contractor may be entitled to under this Agreement. Page 510 of 1087 2.2 Termination for Cause. County may terminate this Agreement for the material breach of the provisions of this Agreement, through no fault of County (“Termination for Default”), by delivering written notice of termination (a “Notice of Termination for Default”) to Contractor. The Notice of Termination for Default shall take effect immediately. 2.2.1 In the event Notice of Termination for Convenience is issued, Contractor shall proceed to promptly cancel all existing orders and contracts insofar as such orders and contracts are chargeable to this Agreement. Within thirty (30) days after receipt of a Notice of Termination for Convenience, Contractor shall submit a statement showing in detail the unavoidable expenses of performed under this Agreement prior the date of the termination notice. County and its officials, agents and representatives will not be liable for loss of any profits. 2.2.2 Upon satisfaction of the above conditions, County will pay Contractor for approved performance under this Agreement prior to termination, less all previous payments and subject to offset in the amount of all damages, costs, and expenses incurred by County as the direct result of Contractor’s breach. 2.2.3 Contractor’s failure to submit the required statement described in paragraph 2.2.2 and to comply with the above stated conditions will constitute a waiver by Contractor of any and all rights or claims to collect expenses to which Contractor may be entitled to under this Agreement. 3. Clean Air Act and Federal Water Pollution Control Act 3.1 Pursuant to 2 CFR Appendix II to Part 200 (G), if at any time during the contract term funding to contract exceeds $150,000, the Contractor agrees to comply with all provisions of the Clean Air Act (42 U.S.C. sec. 7401) and Section 308 of the Federal Water Pollution Control Act (33 U.S.C. 1251-1387), as amended. Contractors securing a contract in excess of $150,000.00 shall not expend such funds by making use of subcontracting with facilities included on the Environmental Protection Agency List of Violating Facilities as per Section 306 of the Clean Air Act, Section 508 of The Clean Water Act, Executive Order 11738, and Environmental Protection Agency Regulations 40 CFR. As required under the Water Pollution Control Act, Contractor agrees to report each violation to Travis County and understands and agrees that Travis County will, in turn, report each violation as required to assure notification to the Federal Emergency Management Agency, and the appropriate Environmental Protection Agency Regional Office. DRAFT 3.2 For any subcontractors under this contract receiving contracts in excess of $150,000 Contractor is required to include a provision that requires compliance with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. 85) and Section 308 Federal Water Pollution Control Act as amended (33 U.S.C. 1251-1387). Violations shall be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency (EPA). 4. Suspension and Debarment 4.1 This Contract is a covered transaction for purposes of 2 C.F.R. pt. 180 and 2 C.F.R. pt. 3000. As such, the Contractor is required to verify that none of the Contractor’s principals Page 511 of 1087 (defined at 2 C.F.R. § 180.995) or its affiliates (defined at 2 C.F.R. § 180.905) are excluded (defined at 2 C.F.R. § 180.940) or disqualified (defined at 2 C.F.R. § 180.935). 4.2 The Contractor must comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C and must include a requirement to comply with these regulations in any lower tier covered transaction it enters into. 4.3 This certification is a material representation of fact relied upon by County. If it is later determined that the Contractor did not comply with 2 C.F.R. pt. 180, subpart C and 2 C.F.R. pt. 3000, subpart C, in addition to remedies available to County, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. 4.4 Contractor agrees to comply with the requirements of 2 C.F.R. Part 180, subpart C and 2 C.F.R. Part 3000, subpart C throughout the period of any contract that may arise from this offer. Contractor further agrees to include a provision requiring such compliance in its lower tier covered transactions. 4.5 Contractor further certifies that it has registered with the System for Award Management (SAM) operated by the General Services Administration and has obtained a unique entity identifier (UEI) number and that its UEI number submitted to County is true and correct. Contractor further certifies that it has completed the contractor information in the SAM database and is currently registered in the SAM.gov database. Contractor also certifies that it understands its reporting responsibilities under the Transparency Act and that it will comply with all applicable local, state, and federal statutes and rules. In addition, Contractor must provide the certification in Attachment 2 and require each of its subcontractors, if any, to provide the certification in Attachment 2. 5. Byrd Anti-Lobbying Amendment, 31 U.S.C. § 1352 (as amended) 5.1 Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, officer or employee of Congress, or an employee of a Member of Congress in connection with obtaining any Federal contract, grant, or any other award covered by 31 U.S.C. § 1352. Each tier shall also disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award.DRAFT Such disclosures are forwarded from tier to tier up to the recipient who in turn will forward the certification(s) to the awarding agency. 5.2 If the amount of this Agreement is $100,000 or more, Contractor must complete and return the Certification attached hereto as Attachment 1. 6. Miscellaneous Provisions: 6.1 Procurement of Recovered Materials. To the extent permitted under law, Contractor must comply with Section 6002 of the Solid Waste Disposal Act, Pub. L. No. 89-272 (1965) (codified as amended by the Resource Conservation and Recovery Act at 42 U.S.C. § 6962). As such, any contractors awarded under this Agreement are subject to the requirements of Section 6002, which include procuring only items designated in guidelines of the EPA at 40 Page 512 of 1087C.F.R. Part 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired by the preceding fiscal year exceeded $10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines. In the performance of this Agreement and to the extent permitted by law, the Contractor shall make maximum use of products containing recovered materials that are EPA- designated items unless the product cannot be acquired— 1. Competitively within a timeframe providing compliance with the contract performance schedule; 2. Meeting contract performance requirements; or 3. At a reasonable price. 6.2 Access to Records. The following access to records requirements apply to this Agreement: 6.2.1 The Contractor agrees to provide Travis County, the FEMA Administrator, the Comptroller General of the United States, or any of their authorized representatives access to any books, documents, papers, and records of the Contractor which are directly pertinent to this contract for the purposes of making audits, examinations, excerpts, and transcriptions. 6.2.2 The Contractor agrees to permit any of the foregoing parties to reproduce by any means whatsoever or to copy excerpts and transcriptions as reasonably needed. 6.2.3 The Contractor agrees to provide the FEMA Administrator or U. S. Department of Homeland Security Headquarters 500 C St SW Washington, D.C. 20042 Page 23 of 25 www.fema.gov/procurement-disaster-assistance-team To Table of Contents his authorized representatives access to construction or other work sites pertaining to the work being completed under the contract. 6.2.4 In compliance with the Disaster Recovery Act of 2018, the County and the Contractor acknowledge and agree that no language in this contract is intended to prohibit audits or internal reviews by the FEMA Administrator or the Comptroller General of the United States. 6.3 Use of FederalDRAFT Logo, Seal or Likeness. The Contractor shall not use the DHS or FEMA seal(s), logos, crests, or reproductions of flags or likenesses of DHS agency officials without specific FEMA pre-approval. 6.4 Federal Government Not a Party. The Federal Government is not a party to this Agreement and is not subject to any obligations or liabilities to the County, Contractor, or any other party pertaining to any matter resulting from the Agreement. 6.5 Program Fraud or False Statements. The Contractor acknowledges that 31 U.S.C. Chap. 38 (Administrative Remedies for False Claims and Statements) applies to the Contractor’s actions pertaining to this Agreement. By acceptance of this Agreement, Contractor makes all the statements, representations, warranties, guarantees, certifications and affirmations Page 513 of 1087 included in this Interlocal Agreement. If applicable, Contractor will comply with the requirements of 31 USC § 3729, which set forth that recipients of federal payments shall not submit a false claim for payment. If any of the statements, representations, certifications, affirmations, warranties, or guarantees are false or if the Contractor signs or executes the Agreement with a false statement or it is subsequently determined that Contractor has violated any of the statements, representations, warranties, guarantees, certifications or affirmations included in this Interlocal Agreement, then County may consider this act a possible default under this Agreement and may terminate or void this Agreement for cause and pursue other remedies available to County under this Agreement and applicable law. False statements or claims made in connection with County grants may result in fines, imprisonment, and debarment from participating in federal grants or contract, and/or other remedy available by law, potentially including the provisions of 38 USC §§ 3801-3812, which details the administrative remedies for false claims and statements made. 6.6 Domestic Preference for Procurements. As appropriate and to the extent consistent with law, Contractor should, to the greatest extent practicable under a Federal award or funding, provide a preference for the purchase, acquisition, or use of goods, products, or materials produced in the United States (including but not limited to iron, aluminum, steel, cement, and other manufactured products). The requirements of this section must be included in all subawards including all contracts and purchase orders for work or products under this award. For purposes of this section: ``Produced in the United States'' means, for iron and steel products, that all manufacturing processes, from the initial melting stage through the application of coatings, occurred in the United States. ``Manufactured products'' means items and construction materials composed in whole or in part of non-ferrous metals such as aluminum; plastics and polymer-based products such as polyvinyl chloride pipe; aggregates such as concrete; glass, including optical fiber; and lumber. 6.7 Compliance with Federal Law, Regulations, and Executive Orders. Contractor will comply with all applicable federal law, regulations, executive orders, FEMA policies, procedures, and directives. DRAFT 7. Compliance with the Contract Work Hours and Safety Standards Act. In all contracts awarded by Contractor in excess of $100,000 that involve the employment of mechanics or laborers, Contractor must include the following a provisions in accordance with 40 U.S.C. section3701-3708; 29 CFR part 5: 7.1 Compensation requirements. Contractor and any Subcontractor contracting for any part of the Contract work which may require or involve the employment of laborers or mechanics (as defined in 29 C.F.R Section 5.2(m)) shall: 7.1.2 Compute the wages of every laborer and mechanic employed by any of them on the basis of a standard workweek of 40 hours, and Page 514 of 1087 7.1.3 compute and pay overtime wages for all work in excess of forty hours in the workweek at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in that workweek. 7.2 Violation; liability for unpaid wages; liquidated damages. When any violation of 7.1 occurs, Contractor and any subcontractor responsible therefor shall be liable to the affected employee for the employee’s unpaid wages and to the United States for liquidated damages which shall be computed for each individual laborer or mechanic employed in violation of this section and shall be equal to $31 for each calendar day on which the individual employed as a laborer or mechanic was required or permitted to work in excess of the standard workweek without payment of the overtime wages required by 7.1.3 and pursuant to 29 C.F.R section 5.5. 7.3 Withholding for unpaid wages and liquidated damages. The Treasury or the County may withhold or have withheld from any money payable because of work performed by the Contractor or subcontractor or any other Federal contract with the same prime contractor, or any other federally-assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, amounts administratively determined to be necessary to satisfy any liabilities of the Contractor or Subcontractor for unpaid wages and liquidated damages under this section. 7.4 Safety and Health Standards. Contractor and any Subcontractor contracting for any part of the Contract work which may require or involve the employment of laborers or mechanics (as defined in 29 CFR Section 5.2(m)) shall not require any laborer or mechanic employed in the performance of a contract funded by the Contract to work in surroundings or under working conditions that are unsanitary, hazardous, or dangerous to health or safety, as established under construction safety and health standards of the Secretary of Labor by regulation based on proceedings required by the Administrative Procedures Act including a hearing. 7.5 Subcontracts. The Contractor or subcontractor shall insert in any subcontracts the provisions in 7.1 through 7.5 and a provision requiring the subcontractors to include these provisions in any lower tier subcontracts. The prime contractor is responsible for compliance by any subcontractor or lower tier subcontractor with the provisions in 7.1 through 7.5. 8. Civil Rights and Equal Opportunity in Employment During the performanceDRAFT of this Agreement, Contractor agrees as follows: 8.1 Contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. Contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, or national origin. This action includes, but is not limited to the following: Employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. Contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. Page 515 of 10878.2 Contractor will, in all solicitations or advertisements for employees placed by or on behalf of CONTRACTOR, state that all qualified applicants will receive considerations for employment without regard to race, color, religion, sex, or national origin. 8.3 Contractor will send to each labor union or representative of workers with which he has a collective bargaining agreement or other contract or understanding, a notice to be provided advising these labor union or workers' representatives of Contractor's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. 8.4 To the extent any executive order is in effect, Contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. 8.5 To the extent any executive order is in effect, Contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant to it, and will permit access to its books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with these rules, regulations, and orders. 8.6 If Contractor is not compliant with the nondiscrimination clauses of this Agreement or with any of these rules, regulations, or orders to the extent such rules, regulations or orders are in effect and apply, this Agreement may be canceled, terminated, or suspended in whole or in part and Contractor may be declared ineligible for further government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, and such other sanctions as may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law. 8.7 To the extent any executive order is in effect, Contractor will include the portion of the sentence immediately preceding paragraph 1.1 and the provisions of paragraphs 1.1 through 1.7 in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to section 204 of Executive Order 11246 of September 24, 1965, so that these provisions will be binding upon each subrecipient or vendor. Contractor will take such action with respect to any subcontract or purchase order as the administeringDRAFT agency may direct as a means of enforcing these provisions, including sanctions for noncompliance; provided, however, that in the event Contractor becomes involved in, or is threatened with, litigation with a subrecipient or vendor as a result of this direction by the administering agency Contractor may request the United States to enter into such litigation to protect the interests of the United States. 8.8 List of Pertinent Nondiscrimination Authorities: Contractor for itself, its assignees, and successors in interest agrees to comply with the following nondiscrimination statutes and authorities, to the extent any executive order, regulation, rule or law is in effect and applicable; including but not limited to:  Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination on the basis of race, color, national origin); and 49 CFR Page 516 of 1087 Part 21.  The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. § 4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects);  Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of sex);  Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits discrimination on the basis of disability); and 49 CFR Part 27;  The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination on the basis of age);  Airport and Airway Improvement Act of 1982, (49 U.S.C. § 4 71, Section 4 7123), as amended, (prohibits discrimination based on race, creed, color, national origin, or sex);  The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms “programs or activities” to include all of the programs or activities of the Federal-aid recipients, subrecipients and contractors, whether such programs or activities are Federally funded or not);  Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of disability in the operation of public entities, public and private transportation systems, places of public accommodation, and certain testing entities (42 U.S.C. §§ 12131-12189) as implemented by Department of Transportation regulations at 49 C.F.R. parts 37 and 38;  The Federal Aviation Administration's Nondiscrimination statute (49 U.S.C. § 47123) (prohibits discrimination on the basis of race, color, national origin, and sex);  Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations, which ensures discrimination against minority populations by discouraging programs, policies, and activities with disproportionately high and adverse human health or environmental effects on minority and low-income populations;  Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency, and resulting agency guidance, national origin discrimination includes discrimination because of limited English proficiency (LEP). To ensure complianceDRAFT with Title VI, you must take reasonable steps to ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100); and  Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating because of sex in education programs or activities (20 U .S.C. 1681 et seq). 9. Prohibited Equipment. Contractor’s use of any federal funding for the purchase, use or possession of telecommunications and video equipment prohibited by 2 CFR 200.216 is a material breach of this agreement. Contractor must maintain documentation on file that demonstrates that it has not used federal funding to procure equipment or services or enter into contracts prohibited by this Section. Contractor is prohibited from obligating or expending federal funding Page 517 of 1087 to procure or obtain, extend or renew a contract, or enter into a contract to procure or obtain any of the following Equipment, services or systems: 9.1 Any telecommunications Equipment or services that use elements produced by Huawei Technologies Company or ZTE Corporation (or any subsidiary or affiliate of such entities) as a substantial or essential component of any system, or as critical technology as part of any system; 9.2 Public safety, security of government facilities, physical security surveillance of critical infrastructure, and other national security purposes, video surveillance and telecommunications Equipment produced by Hytera Communications Corporation, Hangzhou Hikvision Digital Technology Company, or Dahua Technology Company (or any subsidiary or affiliate of such entities). 9.3 Telecommunications or video surveillance services provided by such entities or using such Equipment. 9.4 Telecommunications or video surveillance Equipment or services produced or provided by an entity that the Secretary of Defense, in consultation with the Director of the National Intelligence or the Director of the Federal Bureau of Investigation, reasonably believes to be an entity owned or controlled by, or otherwise connected to, the government of a covered foreign country. 10.0 These Supplemental Terms do not extend the term or the funding of the Agreement. 11.0 All other terms and conditions of the Agreement remain the same. BY THE SIGNATURE(S) affixed below, this Amendment and Supplement is hereby incorporated and made a part of the above referenced Agreement between County and Contractor. ______________________________________ Signature of Contractor’s Authorized Official DRAFT ______________________________________ ____________ Name and Title of Authorized Official Date _______________________________________ ____________ Purchasing Agent as to Form Date Page 518 of 1087 ATTACHMENT 1 TO ATTACHMENT C CERTIFICATION FOR CONTRACTS, GRANTS, LOANS, AND COOPERATIVE AGREEMENTS The undersigned certifies, to the best of his or her knowledge and belief, that: 1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any U. S. Department of Homeland Security Headquarters 500 C St SW Washington, D.C. 20042 Page 20 of 25 www.fema.gov/procurement-disaster-assistance-team To Table of Contents Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instructions. 3. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The Contractor, by signing below, certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Contractor understands and agrees that the provisions of 31 U.S.C. Chap. 38, Administrative Remedies for False Claims and Statements, apply to thisDRAFT certification and disclosure, if any. __________________________________________________ Signature of Contractor’s Authorized Official __________________________________________________ Name and Title of Contractor’s Authorized Official ________________________ Date Page 519 of 1087 ATTACHMENT 2 TO ATTACHMENT C SAMS/DUNS/CCR CERTIFICATION (FEDERALLY-FUNDED PROJECTS) The undersigned is an authorized representative of a contractor or subcontractor performing work on a Travis County project that is partially or wholly funded by Federal funds or Federal Emergency Management Administration (“FEMA”) and makes the following certifications: 1. The Federal Funding Accountability and Transparency Act (“the Transparency Act” or “FFATA”) requires that all contractors and subcontractors who provide services for federally-funded projects must report at USAspending.gov (www.USAspending.gov). 2. The undersigned understands that the contractor/subcontractor is prohibited from contractually obligating project funds until potential subcontractors are reported to Travis County and the County provides clearance of the subcontractor. 3. The undersigned understands that the contractor/subcontractor has not entered into any contracts with any subcontractors which have not been cleared by the County. 4. The contractor/subcontractor has obtained a SAMS [formerly DUNS] number and is currently registered in the System for Award Management database (www.sam.gov/SAM/) 5. The undersigned understands that the County may withhold payment for the contractor/subcontractor’s failure to comply with FFATA reporting requirements. 6. The contractor and its subcontractors have the ability to obtain a SAMS number, maintain current registration in the SAM database, and comply with all FFATA reporting requirements. 7. The contractor/subcontractor will furnish all information and reports required by federal and state law. WARNING: Falsifying information on this certification is a felony. FEMA will prosecute false claims and statements. Conviction may result in civil and/or criminal penalties. (18 U.S.C. §§ 1001, 1010, 1012, 3559, 3571; 31 U.S.C.§§ 3729, 3802). For: __________________________________________________________________ DRAFTName of Contractor By: _________________________________________________________________ Name of Authorized Representative – Responsible Corporate Officer, General Partner, or Sole Proprietor Page 520 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve Modification No. 2 to Contract No. 4400007049 with The McMillion Group, LLC, in the amount of $16,917.05, for in-house training for a leadership development/culture shift program. (Transportation & Natural Resources) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Brandon Hoffman, Procurement Specialist II, 512-854- 6458 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: On August 2, 2023, the Commissioners Court exempted and approved the contract for in-house training for a leadership development/culture shift program with The McMillion Group, LLC. Modification No. 2 corrects an error in the total fee amount in Part II to Attachment B. The previously approved fee schedule remains unchanged, but the overall cost was not properly calculated. Therefore, the NTE is changed from $183,596.12 to $200,453.17, an increase of $16,917.05. Contract Information: Contract No.: 4400007049 Contractor Name: The McMillion Group, LLC Contract Modification Amount: $16,917.05 Contract Period: October 1, 2024, through February 28, 2026 Current Contract Expenditures: Within the last 12 months, $84,013.68 has been spent on this contract. Previous Contract and Modification Activity: On June 18, 2024, the Commissioners Court approved Modification No. 1, which extended the contract from October 1, 2024, through February 28, 2026, incorporated Part II to Attachment B, and updated the NTE from $84,985.07 to $183,596.12, an increase of $98,611.05. On August 2, 2023, the Commissioners Court approved the initial contract, in the amount of $84,985.07. Page 521 of 1087 Staff Recommendations: Transportation and Natural Resources recommends approval of this contract modification. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: Shopping Cart/Funds Reservation #: CN 200002023 Required Authorizations: N/A Attachments: 1. Memo 2. Mod 2 CC Page 522 of 1087 Docusign Envelope ID: F69499A9-17C2-4257-9402-512EDED65595 TRANSPORTATION AND NATURAL RESOURCES CYNTHIA C. MCDONALD, COUNTY EXECUTIVE 700 Lavaca Street-5th Floor Travis County Administration Building PO Box 1748 Austin, Texas 78767 Phone: (512) 854-9383 Fax: (512) 854-4697 MEMORANDUM DATE: April 7, 2025 TO: C.W. Bruner, PMP, CPPB. Purchasing Agent FROM: Cynthia McDonald, County Executive SUBJECT: Administrative Modification No. 2 - Contract 4400007049 In-House Training Leadership – The McMillion Group Transportation and Natural Resources is requesting assistance from the Purchasing Office to modify The McMillion Group contract for technical corrections related to Part II, Attachment B, Fee Schedule. The previously approved fee and course schedule remain unchanged; however, the overall cost was not properly calculated. This request corrects the overall contract value from $98,611.05 to $115,528.10. Additional funding for this request has been secured on the following financial document: Funds Reservation: 200002023 Fund 0001 Fund Center 1490010001 G/L 512020 Amount $16,917.05 Total Amount $16,917.05 If you need additional information, please contact Jennifer R. Espinosa at 512-854-4239. ATTACHMENTS Attachment – Part II Attachment B Fee Schedule Revised CC: Sydnia Crosbie, Chief Deputy – TNR Susan Welbes, Asst. Dir. HR Operations - TNR Tanner Voelkel, Financial Mgr. Sr. – TNR Jennifer Espinosa, Financial Analyst Lead – TNR Page 523 of 1087 V17.0 Page 1 MODIFICATION OF CONTRACT: 4400007049 In- House Training- Leadership Development/ Culture Shift Program ISSUED BY: ISSUED TO: Travis County Purchasing Office The McMillion Group, LLC P.O. Box 1748 C/O Mike McMillion Austin, Texas 78767 1514 Adobe Springs Drive Contact: Brandon Hoffman San Antonio TX, 78232 Tel. No: (512) 854-6458 MODIFICATION NO.: 2 EXECUTED DATE OF ORIGINAL CONTRACT: August 2, 2023 ORIGINAL CONTRACT TERM: August 2, 2023 to September 30, 2023 MODIFIED CONTRACT TERM END DATE: February 28, 2026 ORIGINAL CONTRACT AMOUNT: $84,985.07 NTE MOD. 2 AMOUNT: $16,917.05 NTE CUMULATIVE CONTRACT AMOUNT: $200,453.17 NTE Note to Vendor: Court Approval Required? ☒ Complete and execute (sign) your portion of the signature block section as tagged below. ☒ Yes ☐ DO NOT execute. Retain for your records. ☐ No DESCRIPTION OF CHANGES: Except as provided in this Modification 2, all terms, conditions and provisions of the Contract referenced above, as previously modified, remain unchanged and in full force and effect. 1. Pursuant to Section 7.0 – Amendments/Modifications, the Parties agree to modify the above contract as follows: A. Reference Section 8.7.2.2, Attachment B- Fee Schedule. Part II to Attachment B, attached to this Modification, is hereby replaced to correct a scrivener error in the total price. B. Reference Section 5.1.1, Not to exceed amount. The NTE is increased from $183,536.12 to $200,453.17, an increase of $16,917.05 LEGAL BUSINESS NAME: The McMillion Group, LLC DATE: BY: SIGNATURE BY: PRINT NAME TITLE: ITS DULY AUTHORIZED AGENT TRAVIS COUNTY, TEXAS DATE: BY: C.W. BRUNER, PMP, CPPB, PURCHASING AGENT TRAVIS COUNTY, TEXAS DATE: BY: ANDY BROWN, TRAVIS COUNTY JUDGE Page 524 of 10874400007049 In- House Training- Leadership Development/ Culture Shift Program Page 2 PART II TO ATTACHMENT B FEE SCHEDULE Course Length # Of sessions/# of days Service Cost Per Class (30 Total Costs participants per Class) Conflict Management 6 hours 6 sessions/6days $2,819.51 x 6 days $16,917.05 Effective Communications 6 hours 6 sessions/6days $2500.00 x 6 days $15,000.00 Personal Effectiveness 4 hours 6 sessions/6days $1500.00 x 6 = $9,000.00 $9,000.00 Teambuilding Thru Chemistry 4 hours 6 sessions/6days $1500.00 x 6 = $9,000.00 $9,000.00 Steps to Leadership Excellence 6hours 6 sessions/6days $2500.00 x 6 = $15000.00 $15,000.00 Leadershift 4 hours 6 sessions/6days $1,841.33 x 6 days $11,048.00 High-Performance Teams 4 hours 6 sessions/6days $1500.00 x 6 days $9,000.00 Diversity and Multi- Generational Differences 4 hours 6 sessions/6days $1500.00 x6 days $9,000.00 Environmental Assessment 6 hours 6 sessions/6days $2,819.51 x 6 days $16,917.05 4 Follow-Ups Meetings 3 hours each 4 sessions/ 2 days $1873.00 x 2 days $3,746.00 After Last Training morning/afternoon sessions (within 1 year of final training class) Diversity Participants $6 x 150 = $900 $900.00 Guide Total: $115,528.10 Service Delivery Location and Estimated Timeline: Location: Virtual/In-Person (Travis County) Estimated Timeline: Approximately 19 months, ending no later than Feb 28, 2026 Page 525 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Approve exemption and contract award of Contract No. 4400008012 with Texas Reach-Out, Inc., as needed, for Transitional Housing Services. (Justice Planning) (Commissioners Travillion & Gómez) Prepared By/Phone Number: Jean Liburd, Procurement Specialist III, 512-854-4850 Elected/Appointed Official or Department Head: C.W. Bruner Commissioners Court Sponsor(s): Commissioners Gómez & Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Justice Planning is requesting a contract award to Texas Reach-Out, Inc., for Transitional Housing Services. Texas Reach-Out, Inc., will be utilized by clients of the Reentry Resources Program. Clients are prioritized for housing based on need and eligibility, as well as compliance with a case plan, and clients are monitored and receive case management while in housing. Pursuant to Texas Local Government Code 262.024, a contract for the purchase of a personal or professional service is exempt from the requirement established by Section 262.023 if the Commissioners Court by order grants the exemption. Contract Information: Contract No.: 4400008012 Contractor Name: Texas Reach-Out, Inc. Contract Award Amount: As needed Contract Period: Execution through September 30, 2029 Staff Recommendations: Justice Planning recommends approval of contract award for Transitional Housing Services. Purchasing Comments: The Purchasing Agent confirms that the purchasing process complied with the County procedures and Texas statutes applicable to it. Issues and Opportunities: Per Travis County Code Chapter 32.008, HUB requirements do not apply to exempt services. Fiscal Impact and Source of Funding: Page 526 of 1087 Comments: As Needed Contract Required Authorizations: N/A Attachments: 1. Ethics Disclosure 2. Memo 3. Contract Page 527 of 1087Page 528 of 1087COURT To: C.W. Bruner, Purchasing Agent From: Dr. Jacquie van Wormer, County Executive Date: March 27, 2025 Subject: Contract Award Request, Request for Services (RFS) No. 2402-021-JL, Transitional Housing Services Travis County Innovative Justice & Program Analysis (IJPA) requests to enter a contract with Texas Reach Out Ministries to provide transitional housing on an as-needed basis for clients of the Reentry Resources program. This vendor will provide transitional housing at a daily rate of $20.00. This service is needed due to the shortage of temporary or emergency housing for those living with criminal convictions. This vendor has a responsibility to maintain a property that is conducive to the successful reentry of those living with criminal convictions and will maintain regular contact with Reentry Resources to provide assistance to program participants. This request to award a contract is the result of RFS No. 2402-021-JL, Transitional Housing Services. We received two responses, and both were thoroughly evaluated. It was determined that one was not responsive to the solicitation requirements. The cost center is 1550010001 and the commitment item is 511390 (rent assistance). The funds reservation is 300006516. cc: Jean Liburd, Purchasing Procurement Specialist III Cathy McClaugherty, Planning Manager Cynthia Simons, Planning Manager Iris Suddaby, Senior Financial Analyst Jorge Talavera, Procurement Director Page 529 of 1087Page 530 of 1087Page 531 of 1087Page 532 of 1087Page 533 of 1087Page 534 of 1087Page 535 of 1087Page 536 of 1087Page 537 of 1087Page 538 of 1087Page 539 of 1087Page 540 of 1087Page 541 of 1087Page 542 of 1087Page 543 of 1087Page 544 of 1087Page 545 of 1087Page 546 of 1087Page 547 of 1087Page 548 of 1087Page 549 of 1087Page 550 of 1087Page 551 of 1087Page 552 of 1087Page 553 of 1087Page 554 of 1087Page 555 of 1087Page 556 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on the following Personnel Amendments: A. Routine Personnel Actions 1. New Job Classifications B. Non-Routine Personnel Actions (Commissioners Gómez and Travillion) Prepared By/Phone Number: Monica Flores-rojo, Administrative Assoc, 512-854-1104 Elected/Appointed Official or Department Head: June Mighty Commissioners Court Sponsor(s): Commissioner Margaret Gómez Commissioner Jeffrey W. Travillion Sr Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: See attached memo. Staff Recommendations: N/A Issues and Opportunities: N/A Fiscal Impact and Source of Funding: None Required Authorizations: Todd Osburn, Human Resources Management Department, 854-2744 Attachments: 1. 25-5-13 Personnel Amendments Page 557 of 1087 MEMORANDUM DATE: May 13, 2025 TO: Andy Brown, County Judge Jeffrey Travillion, Commissioner, Precinct 1 Brigid Shea, Commissioner, Precinct 2 Ann Howard, Commissioner, Precinct 3 Margaret Gomez, Commissioner, Precinct 4 FROM: Dr. June Mighty, Human Resources Mgmt Dir SUBJECT: Weekly Personnel Amendments Attached are Personnel Amendments for Commissioners Court approval. A. Routine Personnel Actions – Pages 1 – 8 * New Job Classifications – Pages 8, 9– 12 B. Non-Routine Personnel Actions – Pages 13 ,14- 18 If you have any questions or comments, please contact Todd Osburn at 854-2744. cc: Planning and Budget Department County Auditor County Auditor-Payroll (Certified copy) County Clerk (Certified copy) Page 558 of 1087 A. WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 1 30002852 / Corrections Officer / 1 - Regular / 02 - New Hire New Hire 05/19/2025 N/A N/A 3500 - Sheriff Full Time Non-Exempt / GRD81 / 00 / $56,650.00 2 30002238 / Security Coord / 1 - Regular / 02 - Full Time New Hire New Hire 05/19/2025 N/A N/A 3500 - Sheriff Non-Exempt / C06 / 00 / $53,390.06 3 30068200 / Pharmacy Tech / 1 - Regular / 02 - Full Time New Hire New Hire 05/05/2025 N/A N/A 3500 - Sheriff Non-Exempt / C04 / 00 / $55,422.78 4 30002377 / Security Coord / 1 - Regular / 02 - Full Time New Hire New Hire 05/05/2025 N/A N/A 3500 - Sheriff Non-Exempt / C06 / 00 / $51,128.71 5 30068736 / Legal Secretary 3850 - Public / 1 - Regular / 02 - Full Time New Hire New Hire 04/28/2025 N/A N/A Defender Non-Exempt / C07 / 00 / $57,000.00 6 30068737 / Legal Secretary 3850 - Public / 1 - Regular / 02 - Full Time New Hire New Hire 04/28/2025 N/A N/A Defender Non-Exempt / C07 / 00 / $57,000.00 1 Page 559 of 1087 WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 7 30068739 / Case Worker / 1 3850 - Public - Regular / 02 - Full Time New Hire New Hire 04/28/2025 N/A N/A Defender Non-Exempt / C09 / 00 / $61,000.00 8 30065001 / Case Worker / 4 3850 - Public - Special Project / 02 - Full New Hire New Hire 04/28/2025 N/A N/A Defender Time Non-Exempt / C09 / 00 / $61,000.00 9 30002206 / Corrections Officer / 1 - Regular / 02 - New Hire New Hire 05/19/2025 N/A N/A 3500 - Sheriff Full Time Non-Exempt / GRD81 / 00 / $56,650.00 10 30068726 / Attorney II / 1 - 3900 - Regular / 01 - Full Time New Hire New Hire 05/01/2025 N/A N/A Community Exempt / C15 / 00 / Legal Services $89,900.00 11 30068735 / Attorney IV / 1 - 3850 - Public Regular / 01 - Full Time New Hire New Hire 04/28/2025 N/A N/A Defender Exempt / C18 / 00 / $100,000.00 12 30068738 / Case Worker / 1 3850 - Public - Regular / 02 - Full Time New Hire New Hire 04/28/2025 N/A N/A Defender Non-Exempt / C09 / 00 / $61,000.00 13 30058251 / Corrections Officer / 1 - Regular / 02 - New Hire New Hire 05/19/2025 N/A N/A 3500 - Sheriff Full Time Non-Exempt / GRD81 / 00 / $56,650.00 2 Page 560 of 1087 WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 14 30002647 / Corrections Officer / 1 - Regular / 02 - New Hire New Hire 05/05/2025 N/A N/A 3500 - Sheriff Full Time Non-Exempt / GRD81 / 00 / $56,650.00 15 30068220 / Attorney III / 1 - 3850 - Public Regular / 01 - Full Time New Hire New Hire 04/28/2025 N/A N/A Defender Exempt / C17 / 00 / $92,000.00 16 30004478 / Building Maintenance Worker / 1 - 3650 - Juvenile New Hire New Hire 04/28/2025 N/A N/A Regular / 02 - Full Time Probation Non-Exempt / C04 / 00 / $50,955.76 17 30000926 / Customer Support Supervisor / 1 - 3150 - County New Hire New Hire 05/05/2025 N/A N/A Regular / 01 - Full Time Clerk Exempt / C16 / 00 / $79,564.83 18 30002183 / Warehouse Operator / 1 - Regular / 02 - New Hire New Hire 05/05/2025 N/A N/A 3500 - Sheriff Full Time Non-Exempt / C06 / 00 / $60,076.23 19 30002181 / Corrections Officer / 1 - Regular / 02 - New Hire New Hire 05/19/2025 N/A N/A 3500 - Sheriff Full Time Non-Exempt / GRD81 / 00 / $56,650.00 3 Page 561 of 1087 WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 20 30001528 / Court Reporter / 3325 - Criminal 1 - Regular / 01 - Full Time New Hire New Hire 04/29/2025 N/A N/A Courts Exempt / C19 / 00 / $124,932.34 21 30001802 / Constable 3460 - Deputy Sr / 1 - Regular / 02 - Re-Hire Re-Hire 04/28/2025 N/A N/A Constable Pct 3 Full Time Non-Exempt / GRD62 / 06 / $82,585.33 22 30068219 / Attorney II / 1 - 3850 - Public Regular / 01 - Full Time Re-Hire Re-Hire 04/28/2025 N/A N/A Defender Exempt / C15 / 00 / $89,000.00 23 30002659 / Corrections 30002659 / Corrections Officer / 1 - Regular / 02 - Officer Sr / 1 - Regular / 02 - Mobility Career Ladder 04/25/2025 3500 - Sheriff 3500 - Sheriff Full Time Non-Exempt / Full Time Non-Exempt / GRD81 / 02 / $60,099.99 GRD83 / 02 / $62,936.41 24 30001476 / Law Clerk II / 1 - 30001476 / Attorney I / 1 - 3300 - District Regular / 02 - Full Time Non- 3300 - District Regular / 01 - Full Time Mobility Promotion 05/05/2025 Attorney Exempt / C10 / 00 / Attorney Exempt / C14 / 00 / $64,111.79 $86,100.00 25 30002218 / Corrections 30002218 / Corrections Officer / 1 - Regular / 02 - Officer Sr / 1 - Regular / 02 - Mobility Career Ladder 04/16/2025 3500 - Sheriff 3500 - Sheriff Full Time Non-Exempt / Full Time Non-Exempt / GRD81 / 02 / $60,099.99 GRD83 / 02 / $62,936.41 26 30061529 / Attorney IV / 1 - 30064832 / Attorney V / 1 - 3850 - Public Regular / 01 - Full Time 3850 - Public Regular / 01 - Full Time Mobility Career Ladder 04/23/2025 Defender Exempt / C18 / 00 / Defender Exempt / C20 / 00 / $110,078.50 $121,086.35 4 Page 562 of 1087 WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 27 30002450 / Corrections 30002450 / Corrections Officer / 1 - Regular / 02 - Officer Sr / 1 - Regular / 02 - Mobility Career Ladder 04/25/2025 3500 - Sheriff 3500 - Sheriff Full Time Non-Exempt / Full Time Non-Exempt / GRD81 / 02 / $60,099.99 GRD83 / 02 / $62,936.41 28 30064430 / Attorney I / 1 - 30064430 / Attorney II / 4 - 3300 - District Regular / 01 - Full Time 3300 - District Special Project / 01 - Full Mobility Career Ladder 05/01/2025 Attorney Exempt / C14 / 00 / Attorney Time Exempt / C15 / 00 / $86,100.00 $88,725.00 29 30053955 / Attorney I / 1 - 30053955 / Attorney II / 1 - 3300 - District Regular / 01 - Full Time 3300 - District Regular / 01 - Full Time Mobility Career Ladder 05/01/2025 Attorney Exempt / C14 / 00 / Attorney Exempt / C15 / 00 / $86,100.00 $88,725.00 30 30067678 / Law Clerk II / 4 - 30067678 / Attorney I / 1 - 3300 - District Special Project / 02 - Full 3300 - District Regular / 01 - Full Time Mobility Promotion 05/05/2025 Attorney Time Non-Exempt / C10 / 00 Attorney Exempt / C14 / 00 / / $64,111.79 $86,100.00 31 30068092 / Attorney VI / 1 - 30068092 / Attorney VII / 1 - 3100 - County Regular / 01 - Full Time 3100 - County Regular / 01 - Full Time Mobility Career Ladder 04/01/2025 Attorney Exempt / C21 / 00 / Attorney Exempt / C22 / 00 / $111,626.45 $119,443.78 32 30003978 / Court Clerk II Sr 30001245 / Judicial Aide / 1 3650 - Juvenile / 1 - Regular / 02 - Full Time 3250 - Civil - Regular / 02 - Full Time Mobility Interdpt Change 04/28/2025 Probation Non-Exempt / C08 / 00 / Courts Non-Exempt / C08 / 00 / $58,706.98 $54,770.35 33 30004892 / Park Tech I / 2 - 1700 - 1700 - 30064433 / Park Tech II / 2 - Temporary / 11 - Seasonal- Mobility Promotion 04/28/2025 Transportation Transportation Temporary / 05 - Hourly - No Benefits / NCF01 / 00 / and Nat Rsrc and Nat Rsrc Retmt / NCF01 / 00 / $21.30 $20.80 5 Page 563 of 1087 WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 34 30002935 / Corrections 30002431 / Security Coord / Maintenance Worker / 1 - 1 - Regular / 02 - Full Time Mobility Promotion 05/11/2025 3500 - Sheriff 3500 - Sheriff Regular / 02 - Full Time Non-Exempt / C06 / 00 / Non-Exempt / C07 / 00 / $51,128.72 $53,685.16 35 30005346 / Case Worker / 1 30068236 / Social Services 1850 - Health 1850 - Health - Regular / 02 - Full Time Program Coord / 1 - Regular Mobility Promotion 04/28/2025 and Human and Human Non-Exempt / C09 / 00 / / 01 - Full Time Exempt / Services Services $56,687.32 C11 / 00 / $61,018.23 36 30063235 / Clinical Mental 30002012 / Clinical Mental Health Professional / 1 - Health Professional Ld / 1 - Mobility Promotion 05/01/2025 3500 - Sheriff Regular / 02 - Full Time Non- 3500 - Sheriff Regular / 02 - Full Time Exempt / C11 / 00 / Non-Exempt / C13 / 00 / $61,018.23 $67,120.05 37 30002094 / Law 30056102 / Law Enforcement Sergeant / 1 - Enforcement Lieutenant / 1 - Mobility Promotion 05/04/2025 3500 - Sheriff Regular / 02 - Full Time Non- 3500 - Sheriff Regular / 02 - Full Time Exempt / GRD76 / 08 / Non-Exempt / GRD77 / 05 / $117,355.05 $125,659.12 38 30003055 / Law 30003121 / Victim Counselor Enforcement Specialist / 1 - Sr / 1 - Regular / 02 - Full Mobility Promotion 04/27/2025 3500 - Sheriff Regular / 02 - Full Time Non- 3500 - Sheriff Time Non-Exempt / C10 / 00 Exempt / C07 / 00 / / $71,655.70 $62,309.30 39 30003336 / Law 30066647 / Law Enforcement Detective / 1 - Enforcement Sergeant / 1 - Mobility Promotion 05/04/2025 3500 - Sheriff Regular / 02 - Full Time Non- 3500 - Sheriff Regular / 02 - Full Time Exempt / GRD75 / 11 / Non-Exempt / GRD76 / 08 / $110,715.27 $117,355.05 6 Page 564 of 1087 WEEKLY PERSONNEL AMENDMENTS – ROUTINE CURRENT NEW Position / Position Title / Position / Position Title / Action Action Action Current New Employee Group / Employee Group / Type Reason Effective Personnel Personnel Row Employee Subgroup / Employee Subgroup / Description Description Date Area Area Grade / Level / Grade / Level / Salary/Rate Amt Salary/Rate Amt 40 30000262 / Economic & Strategic Planning Mg Dir / 1 Salary Salary/Hourly 1250 - Planning 1250 - Planning 05/01/2025 - Regular / 01 - Full Time C18 / 00 / $119,819.70 Change Rate Change and Budget and Budget Exempt / C18 / 00 / $114,114.00 41 30000270 / Dir Econ Dev & Strategic Investments / 1 - Salary Salary/Hourly 1250 - Planning 1250 - Planning 05/01/2025 Regular / 01 - Full Time C23 / 00 / $186,609.15 Change Rate Change and Budget and Budget Exempt / C23 / 00 / $177,723.00 42 30000275 / Investment Salary Salary/Hourly 1250 - Planning Manager / 1 - Regular / 01 - 1250 - Planning 05/01/2025 C15 / 00 / $109,190.52 Change Rate Change and Budget Full Time Exempt / C15 / 00 and Budget / $103,990.97 7 Page 565 of 1087 NEW JOB CLASSIFICATIONS Job Title / Job Object ID FLSA Pay Grade HHS Assistant Division Director E C18 See attached memo and job description, pages 9- 12. 8 Page 566 of 1087 9 Page 567 of 1087 10 Page 568 of 1087 11 Page 569 of 108712 Page 570 of 1087 B. WEEKLY PERSONNEL AMENDMENTS - NON-ROUTINE ACTIONS Row Action Reason Dept. Effective Position / Position Title / Job Dept. Position / Position Title / Job Description Date Object ID / Employee Group / Object ID / Employee Group / Employee Subgroup / Grade / Employee Subgroup / Grade / Level / Salary Level / Salary N1 Promotion 3325 – Criminal 30001582 / Judicial Aide / 3325 – Criminal 300068716 / Business Analyst II / 05/13/2025 Courts 20000086 / 1 - Regular / 01 - Full Courts 20000444/ 1 - Regular / 01 - Full Time Non-Exempt / C08 / Time Exempt / C14 / $90,340.00 $60,643.31 N2 New Hire 3325 – Criminal N/A 3325 – Criminal 30068717 / Interpreter 05/01/2025 Courts Courts Language/Court Sr / 20000113 / 1 - Regular / 01 - Full Time Exempt / C11 / $90,000 13 Page 571 of 1087 14 Page 572 of 1087 15 Page 573 of 1087 16 Page 574 of 1087 17 Page 575 of 1087 18 Page 576 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action regarding a license agreement between Travis County and Sterling Events Hospitality, Ltd. to perform the concession operations at the Exposition Center. Prepared By/Phone Number: Kimberly Brown, Executive Assistant, 512-854-9661 Elected/Appointed Official or Department Head: Gabriel Stock, AIA, LEED AP, Facilities Management Director Commissioners Court Sponsor(s): Commissioner Jeffrey W. Travillion Sr. Press Inquiries: Hector Nieto, Public Information Officer, 512-854-8740. Background/Summary of Request: The Facilities Management Department (FMD) has been working with the County Attorney’s Office regarding the attached license agreement between Travis County and Sterling Events Hospitality, Ltd. (Sterling) to perform the concession operations at the Exposition Center. The term of the license agreement is for three (3) years. The revenue will be 17.5 % of the gross receipt after tax for all beverage sales and 10% of all food concessions and catering sales. Sterling will be using their own kitchen equipment. Sterling has agreed and signed the license agreement. Staff Recommendations: The Facilities Management Department recommends approval of the license agreement between Travis County and Sterling Events Hospitality, Ltd. to perform the concession operations at the Exposition Center. Issues and Opportunities: Sterling has a good reputation for performing similar concession operations at the Exposition Center for the last five years. Fiscal Impact and Source of Funding: The County will receive 17.5% of the gross receipt after tax for all beverage sales and 10% of all food concessions and catering sales. Required Authorizations: Commissioner Jeffrey W. Travillion Sr. Paul Hopingardner, T & O Attachments: Page 577 of 1087 None Page 578 of 1087 Travis County Administration Building TRAVIS COUNTY Commissioners Courtroom 700 Lavaca Street COMMISSIONERS COURT Austin, TX 78701 Andy Brown Jeffrey W. Travillion, Sr. Brigid Shea Ann Howard Margaret J. Gómez County Judge Commissioner Commissioner Commissioner Commissioner Precinct 1 Precinct 2 Precinct 3 Precinct 4 AGENDA BUDGET MARK-UP • TUESDAY, MAY 13, 2025 • 9:00 AM This meeting may include one or more members of the Commissioners Court that will participate by videoconference. The presiding officer and a quorum of the Court will be physically present, and it is their intent to preside over the meeting at the Travis County Administration Building, Commissioners Courtroom, 700 Lavaca Street, Austin, Texas 78701. The meeting shall be open to the public during the open portions of the meeting, and the member participating by videoconference shall be visible and audible to the public for as long as the member participates while speaking. The public may view this meeting while in progress online at either of the following: https://traviscountytx.gov/tctv/watch https://traviscotx.civicclerk.com/web/home.aspx An electronic copy of the agenda and agenda packet can be found at: https://traviscotx.civicclerk.com/web/home.aspx Members of the public may give comment before the Commissioners Court on any item on this agenda by calling (844) 883-9182. Please note that members of the public may not communicate to the Court about any other subject not specifically noticed on this agenda. For press inquiries, please email PIO@TravisCountyTX.Gov or call (512) 854-8740. Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action to approve a formal compensation appeal process for market salary surveys. (Commissioners Travillion & Gómez) Prepared By/Phone Number: Monica Flores-rojo, Administrative Assoc, 512-854-1104 Elected/Appointed Official or Department Head: June Mighty Commissioners Court Sponsor(s): Commissioners Gómez and Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: HRMD has developed a formal compensation appeal process for use in market salary surveys. Travis County does not have a formal process currently. Staff Recommendations: Staff recommends approval. Issues and Opportunities: Page 579 of 1087 TRAVIS COUNTY COMMISSIONERS COURT BUDGET HEARING – TUESDAY, MAY 13, 2025 A formal appeals process will help the County efficiently handle appeals and improve documentation of the process. Fiscal Impact and Source of Funding: None Required Authorizations: June Mighty, Chief Human Resources Officer Paul Hopingardner – County Executive for Technology and Operations Attachments: 1. Appeal_Process_Memo Page 2 of 2 Page 580 of 1087 MEMORANDUM DATE: May 6, 2025 TO: Andy Brown, County Judge Jeffrey Travillion, Commissioner, Precinct 1 Brigid Shea, Commissioner, Precinct 2 Ann Howard, Commissioner, Precinct 3 Margaret Gomez, Commissioner, Precinct 4 FROM: Dr. June Mighty, Chief Human Resource Officer SUBJECT: HRMD Compensation Appeal Process Overview Request to Commissioners Court to discuss and consider the following process: Introduction The Human Resources Management Department (HRMD) has responsibility for conducting market salary surveys. This is an important tool that helps HRMD maintain a compensation system that is aligned with the Court’s compensation philosophy: 114.016 Compensation Philosophy: Travis County considers it a high priority to recruit, motivate, and retain employees capable of providing exemplary service for the residents of Travis County by using a total compensation system that is fair, flexible, and market competitive. 114.017 (2) as part of the guiding strategies: Travis County seeks to maintain a market match philosophy averaging at the 50th percentile in cash compensation and a high market match philosophy in group benefits, with a focus on wellness initiatives. Market salary surveys provide aggregated information from selected peer benchmarks and sometimes do not account for the nuances or exceptional policy requirements of an organization. When there is a discrepancy between what a Travis County department or office expects and the findings of a study, HRMD meets with departments and reviews the data and information for any errors and makes corrections as appropriate. Sometimes there is still an issue that is not resolved by correcting data or reviewing the methodology for placement of a job(s) in the pay scales based on the study. Historically in these cases, HRMD would bring the final results of the studies to Commissioners Court for approval and the departments/offices would appear in Court to ask the Court to consider their positions and approve their recommendations in place of the ones made by HRMD. Page 581 of 1087 Need for a More Formal Appeal Process HRMD has determined that the informal and sometimes ad hoc nature of the historical practice of appealing market study findings would benefit from adding structure, standardizing and clarifying the process, and documentation. HRMD’s proposed compensation appeal process is shown below in a flow chart. The process starts with a written appeal by the departmental leadership. The appeal is routed to the County Executive, Elected or Appointed Official for review. The appeal is then routed to the Assistant HR Director for review and comment. The appeal then goes to the Chief Human Resources Officer (CHRO) for review. If the CHRO approves the request, the department is notified, and the change will be made to the official report. If the CHRO finds that the issue cannot be resolved within the findings and methodology of the Market Study, the issue will be submitted to the Commissioners Court for final resolution. Summary It is crucial to have a compensation system within an organization that is effective and competitive to attract and retain employees, it is also important to allow departments/offices an opportunity to address any concerns in relation to their jobs, titles, job descriptions, salary ranges, and other issues that may arise during a market survey. HRMD has conducted a market salary survey and a recent benchmark update. HRMD is currently working with PBO to get cost information and will be getting feedback from departments in May and June. We expect to provide recommendations for Commissioners Court consideration and approval in July 2025. Given the heightened interest in compensation issues, HRMD recommends formalizing the appeal process to improve transparency and documentation. Page 582 of 1087 HRMD COMPENSATION APPEAL PROCESS FLOWCHART DRAFT FLOWCHART Tuesday, May 6, 2025 Page 583 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on the Compensation Committee’s recommendations to fill current vacancies.(Commissioners Gómez and Travillion) Prepared By/Phone Number: Monica Flores-rojo, Administrative Assoc, 512-854-1104 Elected/Appointed Official or Department Head: June Mighty Commissioners Court Sponsor(s): Commissioners Gómez and Travillion Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Commissioners Court voted to change the structure of the Compensation Committee by adding two at-large seats and staggering the terms of at-large seats. The Court requested to bring back an agenda item to fill the vacant seats that remain on the Committee. Staff Recommendations: HRMD Staff is bringing this item on behalf of the Compensation Committee and defers to their recommendations. Issues and Opportunities: Approval of these recommendations will fill current vacancies on the Compensation Committee. Fiscal Impact and Source of Funding: There is no fiscal impact to this request. Required Authorizations: Dr. June Mighty – Chief Human Resources Officer Paul Hopingardner – County Executive for Technology and Operations Attachments: 1. 25-05-13 HRMD Memo for Comp Committee Item for May 13 2. 25-05-13 FY25 Compensation Committee Appointments Memo Page 584 of 1087 MEMORANDUM DATE: May 6, 2025 TO: Andy Brown, County Judge Jeffrey Travillion, Commissioner, Precinct 1 Brigid Shea, Commissioner, Precinct 2 Ann Howard, Commissioner, Precinct 3 Margaret Gomez, Commissioner, Precinct 4 FROM: Dr. June Mighty, Chief Human Resource Officer SUBJECT: Compensation Committee Composition Changes On behalf of the Travis County Compensation Committee, HRMD is bringing this agenda item to consider the Committee’s recommended changes to the composition of the Compensation Committee. Summary: On May 6, 2025 the Commissioners Court approved structural changes to the Compensation Committee. The Court added two at-large seats and approved staggering the terms of at-large seats. The Court asked to bring an agenda item the following week to fill vacancies that exist on the committee. Please see the attached memo from Victoria Ramirez, the Committee’s Chair, for a more detailed explanation of the Committees recommendations. Page 585 of 1087 MEMORANDUM TO: Members of the Commissioners Court FROM: Victoria Ramirez, on behalf of the Compensation Committee DATE: May 6, 2025 RE: FY 2025 Compensation Committee Appointments The Compensation Committee requests consideration by the Commissioners Court to appoint seven applicants to at-large seats (five of which have expired terms, and two of which are newly created), and to approve the recommendations from functional groups to appoint their selected employees to four expired functional area positions. Background In 2009, the Commissioners Court established the Compensation Committee to examine the County’s compensation system and provide input on critical compensation issues. The Committee includes employees from various job families and offices and departments, as well as one AFSCME representative. Pursuant to Travis County Code 114.043, the Committee annually presents its recommendations to the Commissioners Court regarding compensation for classified employees. On May 15, 2018, the Commissioners Court changed the composition of the Committee to make the Committee more diverse and reflective of job families represented throughout the classified workforce. The Court created five “at-large” seats on the committee, intended to increase representation for line employees (non-managers). This structure, as illustrated below, was in place from October 1, 2018, until May 6, 2025. Voting Members At-Large Seats (5) Standing Seats (3) Functional Area Seats (7) At-Large 1 AFSCME Courts (1) At-Large 2 County Executive – PBO Juv. Probation/Pretrial Svcs. (1) At-Large 3 County Executive – Tech/Ops District/County Attorney (1) At-Large 4 Non-Judicial Electeds (1) At-Large 5 Commissioners Court Depts. (2) Non-POPS Law Enforcement (1) Advisory (Non-Voting) Members County Attorney County Auditor HRMD Compensation Manager Page 586 of 1087 Page 2 of 4 In 2018, the Court also adopted procedures for appointment and reappointment to the Committee:  HRMD markets County-wide for vacant/expired at-large, classified employee seats.  The Compensation Committee provides a prioritized list to the Court for appointments and reappointments of the at-large seats.  HRMD coordinates with offices and departments on their recommendations to fill functional area seats. If the offices and departments of a given functional area seat cannot reach consensus to recommend one representative, the Court decides.  Standing seats and advisory seats are assigned to the individual occupying the position or their designee. Appointments last two years, and reappointment may occur at the end of two years. At-large members may be appointed up to two additional terms (six years total). At the end of six years, at- large seats are subject to an open call. Functional area seats are reviewed by the offices and departments they represent at the end of each term and a recommendation is made to the Court. Revised Committee Structure In March 2025, the Committee voted to recommend that the Commissioners Court add two at-large seats for a total of seven at-large seats. No changes were recommended to the other seats: Seven representing functional areas, three permanent seats, and three advisory (non-voting) seats. On May 6, 2025, the Court approved this proposal. There are now 17 voting positions on the Committee, as shown in the table below. Voting Members At-Large Seats (7) Standing Seats (3) Functional Area Seats (7) At-Large 1 AFSCME Courts (1) At-Large 2 County Executive – PBO Juv. Probation/Pretrial Svcs. (1) At-Large 3 County Executive – Tech/Ops District/County Attorney (1) At-Large 4 Non-Judicial Electeds (1) At-Large 5 Commissioners Court Depts. (2) At-Large 6 Non-POPS Law Enforcement (1) At-Large 7 Advisory (Non-Voting) Members County Attorney County Auditor HRMD Compensation Manager Transition to New Structure All current at-large seats expired in September 2024.1 In order to avoid wholesale turnover of Committee membership in the future, the Committee also recommended that new at-large seats be staggered in two- or three-year terms for their first appointment. The Commissioners Court 1 Commissioners Court voted to allow expired at-large and functional area seats to continue in their roles until new appointments or reappointments are approved. Page 587 of 1087 Page 3 of 4 approved this recommendation on May 6, 2025. Some terms will expire in September 2026, and the rest will expire in September 2027 (chosen randomly). Future appointments or reappointments will all be two-year terms. HRMD put out an open call County-wide for applications to serve in an at-large seat, which closed on January 31, 2025. HRMD received 89 applications, which the Committee reviewed. Voting members of the Committee submitted their top five applicants via ranked-choice vote, and the results were aggregated. The Committee’s seven recommendations for the Court’s consideration to appoint are listed below alphabetically by last name.  Michele Alcantar – Health and Human Services  Michael Chang – Planning and Budget Office  Breanna Miller – Sheriff’s Office (classified staff)  Jennie Moreno – Tax Office  David Nicoll – Health and Human Services  Derrick Norris – Transportation and Natural Resources  Iris Suddaby – Innovative Justice and Program Analysis HRMD will provide the full set of 89 applications to the Commissioners Court for consideration. Four of the current functional area seats also expired in September 2024. These Committee members represent Juvenile Probation/Pretrial Services, Non-POPS Law Enforcement, Non-Judicial Elected Officials, and departments reporting to Commissioners Court, respectively.2 The county executives and elected or appointed officials that correspond to each functional area have met and come to consensus on their recommendations to the Court for two-year terms ending September 2026:  Arnold Barrera, Juvenile Probation – representing Juvenile Probation/Pretrial Services  Cristina Warren, Sheriff’s Office – representing Non-POPS Law Enforcement  Sharronda Tandy, County Clerk’s Office – representing Non-Judicial Elected Officials  Aerin Pfaffenberger, Facilities Management – representing Commissioners Court departments The Committee requests approval of the above functional area seat appointments. The Compensation Committee is honored to serve in an advisory role to the Commissioners Court. We appreciate the time and consideration that the Commissioners Court gives to ensure that the Committee can continue to represent the interests of the Travis County classified workforce. Please contact me with any questions. CC: Members of the Compensation Committee Encl.: FY 2024 Attendance Roster 2 Departments reporting to Commissioners Court have two representatives in functional area seats. The other seat’s term does not expire until September 2025. Page 588 of 1087 FY 2024 Compensation Committee Attendance Report (Voting Members) # of # of # of Term Meetings Name Department Area Representing Meetings Meetings Expires Sent a Attended Absent Proxy Jennifer Kraber Criminal Courts Courts 9/30/2025 8 2 0 Stacy Brown Pretrial Services Juv. Probation/Pretrial Svcs. 9/30/2024 10 0 0 Victoria Ramirez District Attorney County/District Attorney 9/30/2025 10 0 0 Nancy Goodman-Gill HHS Commissioners Ct. Depts. 9/30/2024 10 0 0 Susan Welbes TNR Commissioners Ct. Depts. 9/30/2025 10 0 0 Meg Seville TCSO Non-POPS Law Enforcement 9/30/2024 7 2 1 Chris Dietche District Clerk Non-Judicial Elected Officials 9/30/2024 10 0 0 Teresa Edmondson Juvenile Probation At-Large 9/30/2024 8 0 2 Derrick Norris TNR At-Large 9/30/2024 9 0 1 Lynelle Ramirez Tax At-Large 9/30/2024 10 0 0 Katharine Hardin TNR At-Large 9/30/2024 6 1 3 Monica Reyes HHS At-Large 9/30/2024 9 1 0 Jessica Rio PBO PBO Permanent 8 2 0 Paul Hopingardner Technology/Operations Technology/Operations Permanent 8 1 1 Carol Guthrie AFSCME Employee Association Permanent 0 9 1 Page 589 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on the Construction and Traffic Mitigation Agreement between Texas Children’s Hospital, a Texas non-profit corporation, and Travis County for traffic mitigation associated with the Texas Children’s Hospital, in Precinct Three. (Commissioner Howard) Prepared By/Phone Number: Rahul Mars, Engineer Sr., 512-854-5197 Elected/Appointed Official or Department Head: Cynthia McDonald Commissioners Court Sponsor(s): Commissioner Howard, Precinct Three Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Texas Children’s Hospital is a proposed project consisting of a hospital and medical office building. The project site is located north-east of Old San Antonio Road and Puryear Road. The developer submitted a technical memorandum to address the impact of the proposed development on the existing road system and future roadway plans in the vicinity. It was recommended that the developer contribute to the Travis County roadway network by constructing the turn lanes at the site driveways on Old San Antonio Road and Puryear Road. Staff Recommendations: TNR and the County Attorney staff have reviewed the agreement and support approval Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: Cynthia C. County Executive TNR (512) 854- McDonald 9418 Tanner Voelkel Financial Manager Sr TNR (512) 854- 7675 Mannar Tamirisa Assistant Public Works Director TNR (512) 854- 8757 CC: Page 590 of 1087 Christina County Attorney CA (512) Tagle 854- 5991 Attachments: 1. Construction and Traffic Mitigation Agreement _Texas Children's Hospital 2. Location Map 3. Precinct Map Page 591 of 1087Page 592 of 1087Page 593 of 1087Page 594 of 1087Page 595 of 1087Page 596 of 1087Page 597 of 1087Page 598 of 1087Page 599 of 1087Page 600 of 1087Page 601 of 1087Page 602 of 1087Page 603 of 1087Page 604 of 1087Page 605 of 1087Page 606 of 1087Page 607 of 1087Page 608 of 1087Page 609 of 1087Page 610 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on the Fiscal Year 2024 Travis County Sustainability Report. (Commissioner Shea) Prepared By/Phone Number: Ryan Kenney, Environmental Specialist Sr., 512-854- 7215 Elected/Appointed Official or Department Head: Cynthia McDonald Commissioners Court Sponsor(s): Commissioner Shea, Precinct Two Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Travis County has a long history of setting goals and taking action on environmental protection, stewardship, and sustainability. Notable Travis County Commissioners Court environmental actions include: • In 1995, passed a resolution to establish the County as a governmental leader in environmental protection; • In 2015, passed a resolution to implement recycling in all County departments and offices and to establish the Green Team; and • In 2020, adopted the County’s first Climate Action Plan for internal operations. The purpose of the Plan was to provide a guide for County departments and decision-makers to take swift and systemic action to reduce operational greenhouse gas (GHG) emissions and help mitigate the climate emergency. Since 2012, TNR staff have prepared an annual report that summarizes county-wide green business practices including waste, water and energy-use reduction efforts. The Sustainability Program has expanded over the last several years so that now our FY24 report provides a look at our operational carbon footprint via a greenhouse gas inventory and summarizes contributions from County departments and external partners, including Climate Action Plan implementation, environmentally preferable purchasing, alternative commutes and teleworking, and outreach and community events. The report concludes with staff recommendations to further enhance the County’s sustainability efforts. The proposed actions are a mix of achievable and aspirational goals; achieving all of them is possible, but would require additional resources, commitments, and thoughtful planning to implement. The recommendations span across seven different areas of work: Page 611 of 1087 1. Greenhouse Gases 2. Waste 3. Culture 4. Utilities 5. Transportation (Employees) 6. Transportation (County Fleet), and 7. Nature These recommendations focus on improving resource efficiency, driving innovation, and supporting long-term environmental goals to help create a healthier future for our community and the planet. Staff Recommendations: TNR staff recommend approval of the Travis County FY2024 Sustainability Report. Issues and Opportunities: Travis County, Texas, faces significant threats from climate change, including increased frequency and intensity of extreme weather events such as floods, droughts, wildfires, and severe storms. These events pose risks to public health, safety, and infrastructure. The environmental and sustainability commitments Commissioners Court has made over decades guide staff action in making County operations more efficient and effective in the face of the climate emergency. The annual sustainability report provides our greenhouse gas inventory and tracks our collective progress on these initiatives. Change in Greenhouse Gas Inventory reporting methodology. Travis County conducts its annual Greenhouse Gas (GHG) Inventory using the ClearPath tool developed by the International Council for Local Environmental Initiatives (ICLEI) and follows the Local Government Operations Protocol (LGOP). The LGOP serves as a standardized framework to help local governments accurately measure and report their GHG emissions. These emissions encompass various government sectors, including buildings, fleet vehicles, waste management, and employee commuting. By adhering to the LGOP, local governments like Travis County can establish emission baselines, formulate and implement climate action plans to mitigate their environmental footprint, and monitor progress toward sustainability goals. In previous years’ GHG inventories, Travis County categorized its emissions based on sectors. But based on updated guidance that ICLEI issued in 2024, the FY2024 inventory will adopt a scope-based reporting approach. Key updates include: 1. Shift in categorization methodology: Emissions are now categorized based on scope (Scope 1, Scope 2, and Scope 3), replacing the previous sector-based approach. Page 612 of 1087 2. Expanded Scope 2 reporting: In alignment with updated best practices, Scope 2 emissions are reported using both location-based and market-based methods. These changes are more fully explained in the report. Fiscal Impact and Source of Funding: N/A Required Authorizations: Cynthia C. McDonald County TNR (512) 854-9418 Executive Sydnia Crosbie Chief TNR (512) 854-7682 Deputy Emily Ackland NREQ TNR (512) 854-4629 Director Tanner Voelkel Financial TNR (512) 854-7675 Services Manager CC: Jon White NREQ Division TNR (512) 854-7212 Director, Sr. Amanda Environmental TNR (512) 854- 5866 Kemp Project Manager Yaira EQ- Assistant TNR (512) 854-4791 Robinson Director Attachments: 1. FY24 Sustainability Report Court Presentation 2. FY24 Sustainability Report Page 613 of 1087 T TRAVIS COUNTY r a v i s C o u n t y • 2 0 2 4 FY2024 Sustainability Report Travis County, TX 5/13/2025 01 1 Page 614 of 1087 Overview Greenhouse Gas Inventory Electricity Usage Water Usage Natural Gas Usage Waste & Recycling Alternative Commutes Green Purchasing Highlights Recommendations Questions 2 Page 615 of 1087Travis County Greenhouse Gas Inventory Changes from FY23 Report Shift in Categorization Methodology: Emissions are now classified by Scope with Sectors Expanded Scope 2 Reporting based on May 2024 ICLEI Guidance 033 Page 616 of 1087 FY2024 Scope 1 & 3 Emissions Buildings & Facilities (Natural Gas) Employee Commute Solid Waste 20,000 MT CO2e Vehicle FLeet 12,000 MT CO2e 11,212 MT CO2e 10,879 MT CO2e 15,324 MT CO2e 14,747 MT CO2e 10,000 MT CO2e 15,000 MT CO2e 1,519 MT CO2e 1,891 MT CO2e 8,000 MT CO2e 8,035 MT CO2e 7,794 MT CO2e 10,000 MT CO2e 6,000 MT CO2e 13,228 MT CO2e 13,433 MT CO2e 4,000 MT CO2e 5,000 MT CO2e 2,000 MT CO2e 3,177 MT CO2e 3,085 MT CO2e 0 MT CO2e 0 MT CO2e FY2023 FY2024 FY2023 FY2024 4 Page 617 of 1087 Utilities: Electricity Usage (kWh) Cost $7,353,820 61,994,372 62,150,294 $6,648,458 0.25% 10.6% FY2023 FY2024 FY2023 FY2024 5 Page 618 of 1087 Scope 2 Emissions: Location-Based Actual Physical Method Emissions Market-Based Emissions we are Method “responsible” for FY2023 - Location Based 22,980 MT CO2e FY2024 - Location Based 20,884 MT CO2e FY2023 - Market Based 15,311 MT CO2e FY2024 - Market Based 10,734 MT CO2e 6 Page 619 of 1087 Scope 2 Emissions: L O C A T I O N - B A S E D E M I S S I O N S M A R K E T - B A S E D E M I S S I O N S 9 . 1 % D E C R E A S E 2 9 . 9 % D E C R E A S E A F F E C T E D B Y : C a r b o n I n t e n s i t y o f E n t i r e A F F E C T E D B Y : C a r b o n I n t e n s i t y o f l o c a l T e x a s G r i d E l e c t r i c i t y U s a g e U t i l i t y C o m p a n i e s R e n e w a b l e E n e r g y C r e d i t s E l e c t r i c i t y U s a g e FY2023 - Location-Based 22,980 MT CO2e FY2024 - Location-Based 20,884 MT CO2e FY2023 - Market-Based 15,311 MT CO2e FY2024 - Market-Based 10,734 MT CO2e 7 Page 620 of 1087GHG Breakdown by Sector Buildings & Facilities (Natural Gas) Buildings & Facilities (Natural Gas) 6.6% Buildings & Facilities (Electricity) 8.4% 29.1% Vehicle Fleet 16.6% Vehicle Fleet 21.1% Buildings & Facilities (Electricity) 44.4% Solid Waste 5.1% Employee Commute Solid Waste 28.5% Employee Commute 4% 36.4% Location-Based Method Market-Based Method 8 Page 621 of 1087Greenhouse Gas Inventory Totals FY2023 FY2024 Location- Based 48,939 47,087 Method Metric Tons CO2e Metric Tons CO2e Total Market- Based 41,270 36,938 Method Metric Tons CO2e Metric Tons CO2e Total 9 Page 622 of 1087Greenhouse Gas MARKET-BASED METHOD LOCATION-BASED METHOD -10.5% Green Choice Program, -3.8% Fleet composition changes Inventory YoY Reduced natural gas usage, YoY Increased share of renewables Fleet composition changes Reduced natural gas usage FY2020-2025 Market-Based Method Location-Based Method 50000 47,087 46,558 48,939 e 2 O 45000 43,040 42,919 C s n 41,270 o T c i r t 40000 e M 36,938 35000 FY2020 FY2021 FY2022 FY2023 FY2024 10 Page 623 of 1087Utilities: Water Usage (gal) Cost $ $7,353,820 61,994,372 62,150,294 $6,648,458 4% 12.6% FY2023 FY2024 FY2023 FY2024 11 Page 624 of 1087Utilities: Natural Gas Usage (ft3) Cost $ Price of Natural Gas (Texas) $ FY2023 FY2024 58,302,003 56,615,403 $887,332 8 $695,806 6 4 2 2.9% 23.0% 0 t v c n b r r y n l g p c o e a e a p a u Ju u e O N D J F M A M J A S FY2023 FY2024 FY2023 FY2024 SDCC • 2020 12 Page 625 of 1087 Waste & Recycling SCHEDULED RECYCLING SCHEDULED TRASH SERVICES SERVICES 789,982 lbs. 7,111,000 lbs. 6,126,000 lbs. 501,243 lbs. TOTAL WASTE SENT TO LANDFILL +24.4% 9,045,725 lbs. FY2023 FY2024 FY2023 FY2024 TOTAL WASTE DIVERTED -17.4% 3,761,419 lbs. FY2024 DIVERSION RATE = 29% 13 FY2024 DIVERSION RATE = 29%Page 626 of 1087 $24,181 Recycling 25000 1740 $23,058 Revenue 2630 20000 $17,817 1521 Miscellaneous 4489 15000 Pallets 18014 628 13558 Metal 10000 11924 Cardboard 5000 4266 Printer Cartridges 4687 1522 1084 0 -259 -747 FY2022 FY2023 FY2024 24 14 Page 627 of 1087Alternative Commutes AVERAGE ROUNDTRIP COMMUTE DISTANCE +2.9% 39.3 Miles NUMBER OF EMPLOYEES WHO TELEWORKED +1.2% 2,946 NUMBER OF TRANSIT PASSES ISSUED TO EMPLOYEES +12.2% NUMBER OF TELEWORKING HOURS 691 -0.4% 2,161,670 NUMBER OF RECORDED TRANSIT TRIPS -11.7% 16,947 15 Page 628 of 1087 Environmentally Preferable 30 Purchasing Percent Green Spending - Office Supply Category 16.0% # of Employees WHo TOOK EPP 15.1% 887 POlicy Training 14.0% 12.0% 9.4% 10.0% Green Spending Percentage at 3 16.9% of County’s Largest Vendors 8.0% 5.9% 6.0% 4.8% 30 TEX. ADMIN. CODE § 328.203 4.1% 4.0% PURCHASING PREFERENCE FOR RECYCLED MATERIALS 2.0% 10.0% EPP items can not exceed 10% of the cost of their non- 0.0% FY2020 FY2021 FY2022 FY2023 FY2024 environmentally preferable counterparts. 16 Page 629 of 1087RAYMOND WIND FARM HIGHLIGHTS 17 Page 630 of 1087ENROLLMENT IN GULF WIND FARM AUSTIN ENERGY Green Choice enrolled accounts comprised 62% of GREEN CHOICE 38% PROGRAM the electrical 62% usage at the County in FY2024 57 FMD Accounts currently enrolled. 31% of FY24 electrical usage 31% Austin Energy wind farms in was “Green South Texas generate zero Choice” at time of 69% emissions via Renewable Energy use. Credits (RECs) 4% 96% of Travis County’s electricity usage is eligible 96% for Green Choice 18 Page 631 of 1087 Reclaimed Water Line Expansion CITY OF AUSTIN AND TRAVIS COUNTY INTERLOCAL AGREEMENT Expansion to the Civil Family Court Facility (1700 Guadalupe St) and Probate Court Building (200 W. Eighth St) 18 19 Page 632 of 1087 County Clerk Expansion Sheetrock Project 45,385 lbs. 27% Wood & Lumber 11,654 lbs. 7% Cardboard 12,574 lbs. 8% Metal 24,201 lbs. 15% Trash 72,046 lbs. 43% 20 Page 633 of 1087 Building Automation System Expansion at Travis County Travis County Correctional Complex Health Service Building 32 Sheriff’s Office HVAC Air Duct Cleaning at Travis County Jail FY2024 ENVIRONMENTAL INITIATIVES Two New Emergency Power Generators at TCCC Boiler Upgrades at TCCC New Efficient Laundry Machines Disinfectant Stations installed at TCCC and TC Jail 21 Page 634 of 1087Recommendations Greenhouse Gases Culture Waste Utilities Transportation - Employees Transportation - Fleet Nature 22 Page 635 of 1087Questions? 23 Page 636 of 1087Acknowledgements Travis County Judge - Andy Brown Travis County Human Resources Management Department Precinct 1 Commissioner - Jeff Travillion Travis County Purchasing Office Precinct 2 Commissioner - Brigid Shea Travis County Finance Office Precinct 3 Commissioner - Ann Howard Travis County Auditor’s Office Precinct 4 Commissioner - Margaret Gómez Travis County Public Information Office Travis County Sustainability Team Travis County Constables Travis County Environmental Resilience Team Travis County Green Team Members Travis County Air Quality Staff Austin Energy Travis County Parks Staff Balcones Recycling Travis County Road & Bridge Staff Republic Services Travis County Fleet Staff Texas Disposal Systems Travis County Facilities Management Department JJ’s Waste & Recycling Travis County Sheriff’s Office and the team at the Del Reliable Tire Valle Correctional Complex Austin Metal & Iron Gardner Betts Juvenile Probation Staff CMC Recycling Travis County Information Technology Services Veolia 24 Page 637 of 1087Travis County • 2024 FY2024 - Annual Sustainability Report Travis County Sustainability Team Internal Operations Page 638 of 10871TABLE OF CONTENTS Title Page 1 Table of Contents 2 Message from the Director 3 Highlights 4 Climate Action Plan Update 5 GREENHOUSE GAS INVENTORY Summary 6 Methodology 7 Scopes 8 UTILITIES Electricity 13 GreenChoice Program 14 Water 16 Reclaimed Water 18 Natural Gas 21 CULTURE Waste & Recycling 22 Transportation 29 Nature-Based Solutions 31 Environmentally Preferable Purchasing 32 Outreach & Events 34 Travis County Sheriff’s Office (TCSO) 35 Environmental Resilience Team 36 Recommendations 37 Acknowledgements 39 Page 639 of 10872WELCOME TO TRAVIS COUNTY’S FY24 SUSTAINABILITY REPORT. Sustainability is about our ability to continuously maintain and support the wide array of things that we do as a community and as an organization to deliver services and enhance the quality of life in our community. Sustainability means developing processes and nurturing them continuously over time - or adapting to changing conditions. The basic concept is to create and maintain conditions under which we can exist in productive harmony as a community with nature, while ensuring social and economic well-being for our present-day community and for future generations. The intent of this report is to provide an overview of sustainability efforts and performance across Travis County operations including energy and water usage, waste management, diversion and recycling, transportation, and other County policies and practices. These activities affect our contributions to climate change as well as our efforts to mitigate climate change and adapt to a changing climate. We are taking a new approach to the report this year to better align ourselves with other jurisdictions focused on standardized reporting of Scope 1, 2, and 3 emissions. All of this is described in the body of the report. As always, collaboration and coordination are essential to our success. We continue to enjoy excellent support from the Facilities Management Department, the Office of Emergency Services, the Purchasing Office, the Planning and Budget Office, the offices of our Travis County Commissioners, and many others. We look forward to continuing these valuable relationships. Thank you to all who contributed to the information presented in this report. Sustainability is an organization-wide effort, and the results reported here would not be possible without the efforts of many County employees who are engaged on a daily basis in promoting positive change. SINCERELY, Jon A. White Director, Natural Resources & Environmental Quality Division Travis County Transportation & Natural Resources Department Page 640 of 10873Highlights By participating in Austin In 2024, the Sustainability Team facilitated several activities in Energy’s Demand Response recognition of Earth Month (April): Program, Facilities Earth Month Expo at 700 Lavaca Management Department Green Team Clothing Swap facilities saved 427 KW and Prescription Drug Take Back Day earned $23,382 in incentives. 1st Annual Spring Clean Creedmoor/Mustang Ridge Bulky Cleanup Gardner-Betts Educational Presentation Agreement with City of Austin to expand Purple Pipe Reclaimed Water System to: Civil and Family Court Facility 57 Facilities Management (1700 Guadalupe St) Accounts joined Austin Relaunch of Battery Probate Court Building (200 Energy’s GreenChoice Ambassador Program with 6 W. Eighth St) program: new Battery Ambassadors 19,443,503 KWh of Wind Energy 4,374.4 MT of CO2e Reduced First Annual Travis County Spring Clean 7 Travis County Parks in East 24 Water Bottle Refill Reimplementation of the Austin, Pflugerville, Manor, Del Stations were installed by Travis County Reuse Store Valle, and Webberville Travis County’s Facilities where unwanted/extra office 104 Volunteers Management Department in 16 supplies can be donated and 1100 lbs. of litter locations/facilities reused. 145 lbs. of recyclables # of Individuals that Received In-Person New Hire 20 New Employee Green Orientation Training on Team Members Sustainability at the County: 96 Travis County Parks spread 325 lbs. of wildflower seeds - Expanded sharps disposal enough to cover around 10-12 assistance to Park Rangers acres of parkland for the public to enjoy. Page 641 of 10874 Climate Action Plan Update The internal Climate Action Plan was approved by the Travis County Commissioners Court in 2020, right at the onset of the Covid-19 global pandemic. The intent of the plan was to act as a roadmap to help Travis County departments move towards greener business practices. 7 Key Focus Areas Energy Water Waste & Transportation Purchasing Culture Resiliency Consumption Consumption Recycling & Fuel & Procurement & Process Improvements Creating goals and implementing practices within each of these focus areas helps County departments reduce the greenhouse gas emissions that are produced as part of business operations. In 2024, staff began the process of updating the plan by meeting with 23 different work groups across County departments. These discussions aimed to capture information that would enhance our understanding of Travis County’s progress in reducing its carbon footprint as an organization. Next steps are to analyze the data, update the Climate Action Plan, and present it to the Commissioners Court for approval in FY2025. The Greenhouse Gas (GHG) Inventory serves as a critical foundation for understanding emissions sources and tracking progress in reducing environmental impact. However, the Climate Action Plan extends beyond emissions alone, encompassing interconnected areas such as Energy and Water Consumption, Waste, Transportation, Culture and Process Improvements, and Purchasing. While some of these categories directly influence the GHG Inventory, they collectively reflect a comprehensive approach to sustainability. Each component plays a vital role in the County's ongoing journey toward a more sustainable future, demonstrating a commitment to holistic and systemic improvements that align with long-term environmental goals. Page 642 of 10875Greenhouse Gas Emissions Inventory: Summary In this year’s report, we have introduced enhancements to our greenhouse gas (GHG) inventory methodology to provide a clearer and more comprehensive understanding of our emissions. Key updates include: Shift in categorization methodology: FY2023 FY2024 Emissions are now categorized based on scope (Scope 1, Scope 2, and Location- Based 48,939 47,087 Scope 3), replacing the previous Method Metric Tons CO2e Metric Tons CO2e sector-based approach. Total Expanded Scope 2 reporting: In Market- Based 41,270 36,938 alignment with updated best practices, Method Metric Tons CO2e Metric Tons CO2e Scope 2 emissions are reported using Total both the location-based and market- based methods. Depending on the method used Market-Based Method Location-Based Method to calculate Scope 2 emissions, 50000 48,939 Travis County's total greenhouse gas emissions 46,558 decreased by either 10.5% or 47,087 3.8%. e 2 45000 O C 43,040 s The most significant factors n o T 42,919 41,270 c contributing to this reduction i r t e 40000 are enrollment in Austin M Energy’s GreenChoice 36,938 program and an increase in the share of renewables on 35000 FY2020 FY2021 FY2022 FY2023 FY2024 the statewide electric grid Page 643 of 10876Greenhouse Gas Inventory - Methodology Travis County conducts its annual Greenhouse Gas (GHG) Inventory using the ClearPath tool developed by the International Council for Local Environmental Initiatives (ICLEI) and follows the Local Government Operations Protocol (LGOP). The LGOP serves as a standardized framework to help local governments accurately measure and report their GHG emissions. These emissions encompass various government sectors, including buildings, fleet vehicles, waste management, and employee commuting. By adhering to the LGOP, local governments like Travis County can establish emission baselines, formulate and implement climate action plans to mitigate their environmental footprint, and monitor progress toward sustainability goals. In the past, Travis County has categorized its emissions based on sectors. However, to enhance accuracy and better align with the Greenhouse Gas Protocol and ICLEI’s LGOP standards, this year’s inventory will adopt a scope-based reporting approach. Use of these standardized scopes facilitates consistent reporting and comparison across organizations and industries. S C O P E 1 S C O P E 2 S C O P E 3 Direct Emissions: Indirect Emissions: Other Indirect Fleet Vehicles Purchased Electricity Emissions: Fuel Combustion Solid Waste Employee Commutes Metric Tons (MT) CO2e: CO2e, or carbon dioxide equivalent, is a metric that expresses the impact of various greenhouse gases in terms of the amount of carbon dioxide needed to produce the same global warming effect. Page 644 of 10877 Scope 1: Emissions Direct Greenhouse Gas (GHG) emissions that occur from sources owned or controlled by Travis County Buildings & Facilities (Natural Gas) Vehicle Fleet FY2023 3,177 8,035 11,212 FY2024 3,085 7,794 10,879 Emissions MT CO2e Buildings & Facilities: Scope 1 emissions from buildings and facilities arise from the combustion of natural gas used in building operations. Vehicle Fleet: Scope 1 emissions for the vehicle fleet are determined by the volume and type of fuel consumed. CHANGE FROM In FY2024, Scope 1 Emissions declined 2.97% FY2023 SCOPE 1 EMISSIONS overall with most of the reduction occurring due Emissions from Scope 1 to changes in the composition of Travis County’s -3.0% sources declined 3% Vehicle Fleet. Characteristics such as vehicle from FY2023. types, fuel types, engine efficiency, vehicle age and condition all influence Scope 1 emissions. FUEL USED BY COUNTY FLEET -11,388 ~241 MT of CO2 were saved by In FY2024, Travis County purchased 92 all- GAL reductions in fuel consumption. electric, hybrid, or electric utility vehicles. Phasing out internal combustion engine vehicles that rely only on fossil fuels for electric vehicles and hybrid electric vehicles have contributed to 11 ELECTRIC VEHICLE CHARGERS Installed for fleet use. Travis County using 11,388 less gallons of fuel in its ground vehicle fleet than it did in FY2023, saving $105,805 dollars and approximately 241 Metric Tons of CO2e. NATURAL GAS USAGE -2.9% ~ 1.7 million less cubic feet of natural gas used in FY2024. Page 645 of 10878Scope 2: Emissions Scope 2 Emissions refer to indirect greenhouse gas emissions resulting from the consumption of purchased electricity, steam, heating, or cooling. Currently, Travis County only makes use of purchased electricity. Renewable Energy Credits (RECs): A REC is a tradable certificate equivalent to one megawatt-hour (MWh) of electricity generated from a third-party verified renewable energy resource. On April 2, 2024, Travis County joined Austin Energy's GreenChoice Program to cover all facilities managed by the Facilities Management Department (FMD). As part of this program, Austin Energy allocates Renewable Energy Certificates (RECs) to the County, derived from wind power generated at South Texas Wind Farms and certified by Green-e® Energy. In May 2024, ICLEI USA released updated guidance for U.S. local governments, reflecting the rising adoption of RECs and utility green power programs. The revised protocol now requires reporting both Location-Based and Market-Based Scope 2 emissions. Going forward, the County plans to maintain this dual-reporting method as long as it receives Renewable Energy Credits. GreenChoice Since Travis County's 57 FMD accounts joined GreenChoice partway through the year, 0% emissions can only be claimed for the months when GreenChoice was active. For the months prior to enrollment, emissions for these accounts must be calculated using the residual mix. Residual Mix The residual mix represents the remaining sources of electricity generation on the grid after renewable energy claims have been accounted for. This prevents double-counting of renewable energy claims and ensures emissions are accurately attributed to their sources. Similarly, accounts not enrolled in GreenChoice must also rely on the residual mix. Austin Energy determines its local emissions factor to quantify the CO2 emissions associated with each unit of 2023 2024 electricity consumed by its customers. Austin Energy reported its current Customer Carbon Factor as 536 496 536 pounds of CO2 per megawatt-hour (MWh) for 2024, up CO2 lbs./MWh CO2 lbs./MWh from 496 pounds of CO2 in 2023. Austin Energy Customer Carbon Intensity For other electrical providers serving Travis County, local 2024 emission factors and grid mix data were unavailable. Emissions for these accounts were calculated using the 774.298 2024 residual mix data for the ERCOT grid provided by CO2 lbs./MWh Green-e®. ERCOT Grid - Residual-Mix Carbon Intensity Page 646 of 10879 Scope 2: Emissions - Location-Based Method Location-based Scope 2 emissions reflect the average emissions intensity of the electric grid where the energy consumption occurs. In prior GHG inventories, Travis County utilized this approach for all our Scope 2 emissions. Buildings & Facilities (Electricity) 22,980 FY2023 20,884 FY2024 Emissions MT CO2e Buildings and Facilities: Travis County Scope 2 emissions associated with buildings and facilities arise from the consumption of purchased electricity. Travis County’s total electrical usage went up by ELECTRICAL USAGE +0.25% Electrical usage stayed 0.25% in FY2024, but we saw a 9.1% decrease in relatively static between location-based Scope 2 Emissions. This is largely FY23 and FY24 due to shifts in the composition of the electrical grid, which refers to the varying mix of energy SCOPE 2 EMISSIONS sources used to generate electricity. -9.1% Due to a large amount of renewables joining the Texas (ERCOT) Grid, the average Annually, the Environmental Protection Agency carbon emissions factor for the (EPA) and the Electric Reliability Council of Texas Texas grid decreased from 2023 (ERCOT) publish data on the makeup of the to 2024. electrical grid and provide an emission factor that outlines how much greenhouse gases are emitted for each unit of power generated. Between 2021 and 2023, the ERCOT energy grid, upon which Travis County relies, saw an 813.6 738.0 0.054 0.043 increase in the share of CO2 CO2 CO4 CO4 renewables powering the grid. As lbs./MWh lbs./MWh lbs./MWh lbs./MWh a result, the Greenhouse Gas emission factors for the ERCOT grid changed as follows: 0.008 0.006 N20 N20 lbs./MWh lbs./MWh Page 647 of 108710Scope 2: Emissions - Market-Based Method Market-based Scope 2 emissions are calculated based on specific energy contracts, choice of utility provider, or renewable energy purchases made by an organization. These emissions represent the greenhouse gases generated from the electricity that Travis County is “responsible” for. Buildings & Facilities (Electricity) 15,311 FY2023 FY2024 10,734 Emissions MT CO2e Since this was the first year that the County has used the CHANGE FROM Market-Based method, we went back and calculated out what FY2023 Market-Based emissions looked like in FY2023. FY2024’s 10,734 ELECTRICAL USAGE MT CO2e mark a 29.9% drop compared to FY2023. Electrical usage stayed +0.25% relatively static between The larger decrease in Market-Based Scope 2 emissions, FY23 and FY24 29.9%, compared to Location-Based Scope 2 emissions, 9.1%, can be attributed to two main reasons: SCOPE 2 EMISSIONS Primarily due to enrollment of -29.9% FMD’s Austin Energy accounts 1. Travis County buildings and facilities enrolled in Austin into the Green Choice program. Energy’s GreenChoice Program contribute zero emissions due to the Renewable Energy Credits. MT OF CO2 EMISSIONS SAVED BY 2. Austin Energy’s carbon intensity is lower than the rest of the 4374.4 GREEN CHOICE Without GreenChoice, Texas grid emissions would only have declined by 1.3% Market-based emissions can sometimes obscure the actual environmental impact by focusing on energy procurement choices, like renewable energy credits (RECs), without reflecting the emissions from the local grid's energy mix. This approach may create a disconnect between the company's reported footprint and the grid realities, especially in regions with varying emissions intensities. Reporting both location-based and market-based emissions ensures transparency, showing not only procurement efforts but also the true environmental impact of energy use. Page 648 of 108711Scope 3 Emissions: For local governments, Scope 3 emissions are indirect greenhouse gases resulting from activities within their operations but outside their direct control. These can include emissions from the goods and services they purchase, employee commute and business travel, waste disposal, and the lifecycle of infrastructure projects. Currently, the County only reports emissions associated with waste disposal and employee commutes, though is investigating quantifying and reporting additional Scope 3 emissions in the future. Employee Commute: Emissions generated by employees Employee Commute Solid Waste traveling to and from work, primarily through personal 15,324 vehicles, public transportation, 14,747 or other commuting methods. 1,891 1,519 Solid Waste: Emissions released during the decomposition and incineration of organic materials in landfills, wastewater treatment, and other waste management processes. CHANGE FROM 13,228 13,433 FY2023 EMPLOYEE SCOPE 3 EMISSIONS +3.9% +1.5% COMMUTE EMISSIONS AVERAGE EMPLOYEE SOLID WASTE +24.5% +2.9% COMMUTE DISTANCE EMISSIONS 39.3 miles FY2023 FY2024 Between FY2023 and FY2024, Scope 3 emissions rose by approximately 3.9%, driven by increases in both employee commute and solid waste emissions. Employee commute emissions grew by 1.5%, despite more employees using Transit in FY2024, due to fewer trips being recorded; likely stemming from CapMetro’s billing/tracking system errors in Spring 2024. The primary factor, however, was a rise in the average roundtrip commute distance from 38.2 to 39.3 miles. Teleworking hours remained relatively steady, decreasing by just 0.36%, but teleworking hours per capita dropped as the number of Travis County employees increased, which contributed to higher commute emissions. Meanwhile, the largest change in Scope 3 emissions came from a 24.5% surge in solid waste emissions, driven by an additional 1,776,042 pounds of waste sent to landfills compared to FY2023. Page 649 of 108712Utilities: Electricity Electrical Usage Travis County relies on a diverse energy mix to power its facilities. The County primarily receives its electricity from Austin Energy (non-renewable and renewable), but also receives power from Bluebonnet Electric Co-op, Pedernales Electric Co-op, and TXU Energy. Travis County’s electrical usage is one of its largest contributions to its total Greenhouse Gas (GHG) emissions, comprising approximately 44.4% (Location Based) or 29.1% (Market Based) depending on methodology. Usage (kWh) Cost Cost Per Employee $7,353,820 61,994,372 62,150,294 $6,648,458 $1,411 $1,302 0.25% 10.6% 8.4% FY2023 FY2024 FY2023 FY2024 FY2023 FY2024 Electricity usage from all sources stayed relatively flat between FY2023 and FY2024, however the costs of electrical usage increased by 10.6% across all County Departments. This can be attributed to enrolling in Austin Energy’s Green Choice Program, as well as changes in variable charges and adjustments. Page 650 of 108713AUSTIN ENERGY GREEN CHOICE PROGRAM Starting in May 2024, Travis County facilities managed by the Facilities Management Department (FMD) subscribed to Austin Energy's GreenChoice renewable energy program. The GreenChoice program allows residential, commercial, and industrial customers of Austin Energy to promote clean, renewable energy by selecting wind power as their energy source. As one of the largest green power programs nationwide, GreenChoice enables participants such as Travis County to receive verified Renewable Energy Credits (RECs) corresponding to their electricity usage. Currently, all 57 of Travis County’s FMD Austin Energy accounts are enrolled in the GreenChoice Program. 62% of Travis 38% County’s Austin The renewable energy for Austin Energy accounts Energy’s GreenChoice program is 62% are enrolled in the produced by 3 wind farms located in Green Choice South Texas. program. Green Choice enrolled accounts comprised 59.7% 60% of the electrical 40% usage at the County in FY2024 31% of total 31% electrical usage in FY2024 was from 69% wind energy at time of use. Page 651 of 108714 By switching to GreenChoice, Travis County reduced its emissions by approximately 96% of Travis County’s 4374.4 MT of CO2e in FY2024. 2025 will be electrical usage comes the first full fiscal year in which Travis from Austin Energy 4% County is a member of GreenChoice. accounts and is 96% eligible for Since the total electricity from the County’s GreenChoice GreenChoice enrolled accounts will have zero emissions, the County is projected to reduce its emissions in FY2025 by 8347.8 MT CO2e based on FY2024 usage. Further emission savings can be realized by enrolling all of Travis County’s Austin Energy Accounts (96.2% of total electrical usage) in the GreenChoice program. AUSTIN ENERGY DEMAND RESPONSE PROGRAM Demand Response (DR) programs, such as the one operated by Austin Energy, help to reduce strain on the electric grid and keep the overall cost of electricity as low as possible. When a DR event occurs, participating organizations voluntarily reduce their energy use temporarily and are eligible to earn incentives. Customers can earn up to $50-$80 per average kilowatt (kW) saved during DR events. Organizations can also enroll in Automated Demand Response where Austin Energy can remotely activate energy-saving measures. In FY2024, all 57 of FMD’s Austin Energy accounts participated in the Demand Response Program, 4 of which were upgraded into the Automated Demand Response program. By enrolling in Austin Energy’s Demand Response Program, Travis County’s FMD department has averaged 457 kw of savings in FY2024. As a result, the County has received an incentive of $25,062 for its participation. This was a 36% increase in electrical savings and incentives compared to FY2023. FY2023 FY2024 PERCENT CHANGE ELECTRICITY SAVED 336 kw 457 kw 36% REVENUE $18,447 $25,062 36% The Travis County Sheriff’s Office also participates in Austin Energy’s Demand Response Program and received approximately $9,853 in incentives for FY2024. Page 652 of 108715Utilities: Water Usage (gal) Cost Cost Per Employee 146,543,513 $2,236,432 140,915,367 $429 $1,986,701 $389 4.0% 12.6% 10.3% FY2023 FY2024 FY2023 FY2024 FY2023 FY2024 Travis County experienced a notable increase in water usage and associated costs between FY2023 and FY2024. Total water usage rose from 140,915,367 gallons in FY2023 to 146,543,513 gallons in FY2024, reflecting a 4.0% growth. However, water-related costs surged by a more significant margin of 12.6% during the same period. This disproportionate rise in costs can likely be attributed to several factors. One major contributor is increased water demand during peak billing months, which typically coincide with higher rates or tiered pricing structures. Additionally, a reduction in the use of reclaimed water, an often more cost-effective resource, may have played a role in driving up the overall expenditure. Page 653 of 108716 17 Travis County Water Sources More than 97% of Travis County’s water is TRAVIS COUNTY sourced from the Colorado River, specifically the Highland Lakes, with a small percentage WCID 17 coming from groundwater wells drawing on 2.1% the Edwards and Colorado River Alluvial Aquifer. MANVILLE WATER SUPPLY CORP. CITY OF AUSTIN The Lower Colorado River Authority (LCRA) 4.3% manages the water in the lake reservoirs, 88.9% ensuring an equitable distribution for GARFIELD WATER municipal, agricultural, and industrial use, as SUPPLY CORP. well as environmental needs. 4.3% Because the majority of Travis County’s water OTHER PROVIDERS comes from one source, it is extremely 0.4% susceptible to climatic conditions such as drought. Conditions Affecting Travis County’s Water Supply in FY2024 Since the majority of Travis County's water is sourced from LCRA-managed supplies, the organization plays a significant role in the County's water management. During Fiscal Year 2024, Central Texas faced varying degrees of drought. From September 2023 to June 2024, an "extraordinary drought" was declared, prompting the activation of Stage 2 in the LCRA's drought response plan. Under Stage 2, utility water customers, such as Austin Water, were required to implement additional water conservation measures to achieve a 20% reduction in water usage. For the remainder of the fiscal year, the County's water supplies remained under Stage 1 conditions. Map of Texas Drought Conditions: 10/3/2023 Map of Texas Drought Conditions: 10/1/2024 U.S. DROUGHT MONITOR: NATIONAL OCEANIC AND ATMOSPHERIC ADMINISTRATION, THE U.S. DEPARTMENT OF AGRICULTURE, AND THE NATIONAL DROUGHT MPageITIGAT I654ON CE ofNT E1087R (NDMC)Reclaimed Water (Purple Pipe) What is Reclaimed Water? Reclaimed water is treated water that has been recycled from wastewater generated by homes and businesses. It is safe to use for non-potable uses such as landscape irrigation, feeding cooling towers, and flushing toilets. Reclaimed water is clear, has no noticeable odor, and is harmless to humans through normal contact. Reclaimed water is also less expensive to use or treat and can cost as little as half the price of drinking water. Travis County has been a member of City of Austin’s reclaimed water system, nicknamed Purple Pipe after the color of its pipes, since 2018 and is its largest commercial customer. Participating Facilities Heman Marion Sweatt Courthouse Administration Building 1000 Guadalupe St 700 Lavaca St Criminal Justice Center & Gault Building Ned Granger Building 509 W. 11th St 314 W. 11th St Page 655 of 108718 Reclaimed Water Usage (Purple Pipe) Potable & Reclaimed Water Usage FY2023 & FY2024 (Gal) FY2023 - Potable Water FY2023 - Reclaimed Water FY2024 - Potable Water FY2024 - Reclaimed Water 2,500,000 2,000,000 1,500,000 1,000,000 500,000 0 r r r l t r e e e ry ry h i y e ly s e b b b a a rc r a n u u b o u u a p M Ju J g t m m n r A u m c e e a b M A te O v c J e p o e F e N D S At the four facilities that use purple pipe, potable water usage increased by 11.6 percent, likely driven by heightened operational demands. In contrast, reclaimed water usage, used for toilets, cooling systems, and landscaping, declined significantly by 33.8 percent. This drop signals changes in facility needs, voluntary reductions due to upgrades/drought response, and involuntarily reductions due to maintenance. For example, the Administration Building at 700 Lavaca underwent a cooling tower repair and replacement project in FY2024. Overall, total water consumption fell by 25.5% at these four facilities, reflecting impressive efficiency in managing water resources. FY2023 FY2024 PERCENT CHANGE Potable Water Usage 4,650,000 gal 5,191,200 gal + 11.6% Reclaimed Water Usage 20,807,300 gal 13,781,200 gal -33.8% Total Water Usage 25,457,300 gal 18,972,400 gal -25.5% % Purple Pipe 86.7% 75.3% -13.1% Cost Savings $219,368,60 $166,132.87 -24.3% Page 656 of 108719Reclaimed Water Line Expansion In 2024, Travis County and City of Austin entered into an Interlocal Agreement to allow for cost sharing of designing and building reclaimed water mains and pipes to the Civil and Family Court Facility and Probate Court Building. The estimated cost of construction and design for the reclaimed water mains is $5.3 million, of which Travis County would be responsible for approximately 42 percent. Civil and Family Court Facility Probate Court Building (200 W. Eighth St) (1700 Guadalupe St) Travis County’s Probate Courthouse is the The Civil and Family Court Facility (CFCF) former federal courthouse in downtown was intentionally designed to make use of Austin. Built between 1935 and 1936, Travis the City’s purple pipe system. Once the County acquired the building in 2016 and City’s reclaimed water system is extended moved into the courthouse in 2020 to the facility, it is expected that following substantial renovations. Although approximately 90 percent of the building’s its plumbing prevents full integration with water usage will be from non-potable the purple pipe system, the building will still sources such as rainwater, collected utilize reclaimed water for its cooling condensate from cooling systems, and system and other purposes. reclaimed water from purple pipe. Civil and Family Court Facility Maps displaying the proposed reclaimed water extension, marked in green, connecting to the Civil and Family Courts Facility (top) and the Probate Courts Building (left). The existing reclaimed water system is highlighted in purple. Page 657 of 108720Utilities: Natural Gas Usage (ft3) 58,302,003 Natural Gas Usage 56,615,403 At Travis County, natural gas is primarily utilized for hot water production or heating facilities that do not have electric-powered heating systems. In FY2024, natural gas usage in County facilities contributed approximately 3,085 MT CO2e to Scope 1 emissions. This represents either 6.5% or 8.3% of Travis County's total emissions, depending on whether the Location- 2.9% Based or Market-Based methodology is applied for Scope 2 emissions. FY2023 FY2024 Cost $ Price of Natural Gas($) in Texas $887,332 FY2023 FY2024 $8 $695,806 $6 21.6% $4 FY2023 FY2024 $2 Cost per Employee $174 $0 t v c n b r r y n l g p $134 c o e a e a p a u Ju u e O N D J F M A M J A S In FY2024, Natural Gas usage and its resulting CO2 emissions declined 2.9% year over year. Despite usage staying relatively flat, costs went down ~21.6%. The most likely cause for this decline appears to be a drop 23.0% in price of natural gas from FY2023 to FY2024. FY2023 FY2024 Page 658 of 108721Waste & Recycling FY2024 % Change Landfill Diverted from Landfill Totals from FY2023 Scheduled Trash Misc. Recycling WASTE SENT TO Solid Waste Contract Scheduled Recycling LANDFILL +24.4% 9,046,000 lbs. Misc. Trash Services Solid Waste Contract - Compost 7% WASTE DIVERTED 14% 24% 3,761,298 lbs. -17.4% 55% 21% TOTAL WASTE: 79% +8.3% 12,807,298 lbs. Category Descriptions Travis County FY2024 Waste Totals Scheduled Trash Services Solid Waste Contract Regularly planned pickups of non- 1,325,000 lbs. recyclable waste. 10% Misc. Trash 610,000 lbs. Scheduled Recycling Services Regularly planned pickups of recyclable 5% materials. Miscellaneous Recycling Misc. Recycling Unscheduled or ad-hoc recycling efforts, which may include special recycling 2,068,256 lbs. programs for items not covered by 16% standard recycling services. Miscellaneous Trash Sched. Recycling Services Unscheduled or irregularly collected 789,982 lbs. waste that falls outside the scope of 6.2% scheduled services. Sched. Trash Services Solid Waste Contract - Compost Solid Waste Disposal Contract 7,111,000 lbs. 903,060 lbs. Brush or solid waste that is taken directly 56% 7% to landfill by Travis County. Page 659 of 108722Waste - Scheduled Trash and Recycling Services Scheduled Recycling Services 789,982 lbs. Travis County practices single stream recycling, which means that all recyclable materials can go into one collection bin. Collected materials are taken to a Materials Recovery Facility (MRF), where they are sorted and processed. 501,243 lbs. Scheduled recycling services saw an increase of approximately 289,000 pounds compared to the previous year. This growth may be attributed to a mix of heightened awareness, improved training programs, and the expansion of recycling services. In FY2024, Travis County expanded recycling services to three new locations: Bee Creek Sports Complex and Arkansas Bend Park in western Travis County, and Webberville Park in eastern Travis County, bringing the total number of parks receiving scheduled FY2023 FY2024 recycling service to 13 of 28. CHANGE FROM FY2023 SINGLE STREAM RECYCLING +57.6% +288,739 lbs. SCHEDULED TRASH SERVICES +16.1% +985,000 lbs. Scheduled Trash Services 7,111,000 Travis County’s routine trash services handle Municipal Solid Waste 6,126,000lbs. (MSW), as defined by the EPA and State of Texas. MSW is composed of everyday items discarded by households and businesses in urban areas. This waste is collected and disposed of in one of the five active landfills in the Austin area. In FY2024, waste collected from scheduled trash services was up approximately 985,000 lbs. (16.1%). The most likely explanation for this is an increased physical presence by staff and the public compared to FY2023. The waste totals here are estimated based off the size of the containers when full and potentially do not reflect the amount of waste actually collected. FY2023 FY2024 Page 660 of 108723Miscellaneous Recycling Travis County contracts with vendors to manage specialized recycling services for materials such as tires, batteries, and metal. These items are not included in the County's single-stream recycling service, but collectively account for a significant portion of the County's overall waste streams. Commodity FY2023 FY2024 (lbs.) Shredded 594,124 740,340 Paper Pallets 111,825* 90,272 Construction & Demolition 353,247 380,800 Debris Metal 360,315 289,100 Tires 196,980 247,960 Cardboard 92,800 108,480 Compost 52,253 159,550 Automotive 25,619 21,114 Fluids Universal Waste 4,749 26,692 (Batteries & Lamps) Printer/Toner 2,500 3,840 Cartridges Other 7,338 230 *FY2023 number was unavailable so FY2022 Page 661 of 1087 number was used instead. 24Waste: Diversion Rate A diversion rate is a measure of the amount of waste material diverted away from landfills and instead redirected to recycling, composting, or reuse programs. It is calculated as the percentage of total waste that is not sent to landfills or incinerated. Higher diversion rates indicate more effective waste management and sustainability efforts. Between FY2023 and FY2024, the diversion rate fell from 39% to 29%. While scheduled trash services produced 16.1% more waste in FY2024, their recycling rate saw a dramatic 57.6% increase, contributing positively to the diversion rate. However, a significant 59.9% decline in brush delivered to the landfill under the Solid Waste Contract outweighed this gain and drove the overall rate lower. The FY2023 diversion rate had been boosted by the aftermath of an ice storm, which created substantial brush debris processed as compost. With no comparable event in FY2024, diversion rates naturally decreased. If the Solid Waste Contract were excluded from calculations, the diversion rate would have experienced a smaller shift, from 27.3% in FY2023 to 27.0% in FY2024. CHANGE FROM FY2023 Diverted 29% DIVERSION RATE -25.6% 29% SOLID WASTE CONTRACT - COMPOST -59.9% -1,347,040 lbs. than FY2023 DIVERSION RATE EXCLUDING Sent to Landfill -1.1% SOLID WASTE CONTRACT 71% 27.0% Diversion Rate: FY2020 - FY2024 50% 45% 40% 39% 35% 33% 31% 29% 30% 28% 25% FY2020 FY2021 FY2022 FY2023 FY2024 Page 662 of 108725 County Clerk Expansion Project County Clerk Expansion: Nelda Wells Spears Building (2433 Ridgepoint Drive) The County Clerk's office will expand into the space previously occupied by the Tax Office in the Nelda Wells Spears Building. This relocation will bring the entire County Clerk staff together in one centralized location. Like single stream recycling, where various recyclables are mixed in one bin, concrete, aggregates, untreated wood, cardboard, plastics, and metals are placed in a special dumpster for Construction and Demolition (C&D) recycling. These materials are then transported to a C&D recycling facility, where they are sorted and then repurposed, recycled, or sent to a landfill. Sheetrock 45,385 lbs. 27% Wood & Lumber 11,654 lbs. 7% Cardboard 12,574 lbs. 8% Metal 24,201 lbs. 15% Trash Photo of Texas Disposal System’s C&D Recycling 72,046 lbs. Facility taken by Green Team Member during tour. 43% In 2009, Travis County passed a Green Buildings Ordinance Resolution directing the adoption of LEED principles to the greatest extent practical and reasonable for renovation and rehabilitation projects. In 2015, Austin City Council enacted a “Construction and Demolition recycling ordinance,” requiring affected C&D projects—including the County Clerk Expansion project—to divert a minimum of 50% of C&D debris from landfills. Approximately 94,000 lbs. or 57% of the Construction and Demolition debris from the County Clerk Expansion project has been diverted from the landfill. Page 663 of 108726Recycling Revenue Travis County’s recycling revenue went up in FY2024 compared to FY2023, but it was still below FY2022’s levels. It remains to be seen if these increases will hold steady as the market and oversupply affect some of these commodities in FY2025. $24,182 $25,000 $23,058 $20,505 $20,000 $17,817 $15,368 $15,000 $10,000 $5,000 $0 FY2020 FY2021 FY2022 FY2023 FY2024 Printer Cartridges Cardboard Metal Pallets Miscellaneous FY2022 -259 4,687 18,014 1,740 $24,181 FY2023 -747 11,924 628 4,489 $17,817 FY2024 1,084 4,266 13,558 1,521 2,630 $23,058 0 5,000 10,000 15,000 20,000 25,000 Page 664 of 108727Universal Waste Alkaline Batteries 199 lbs. Universal Waste refers to products commonly used in Lead-Acid Batteries 106 lbs. businesses that can be dangerous to human health or the environment if not disposed of properly. These Lithium-Ion Batteries 38 lbs. items often contain toxic, flammable, corrosive, or reactive ingredients. The most common categories of NiCad Aircraft Batteries* 3 Units UW that Travis County generates are light bulbs, ballasts, electronics, and lead-acid, alkaline, and Vehicle Core Batteries* 600 Units lithium-ion batteries. Miscellaneous Batteries 1,133 lbs. In FY2024, Travis County employees collected and properly disposed of an estimated 26,600 pounds of Ttall Weight: 26,600 lbs. used batteries and 86 pounds of fluorescent lamps. *Unit to weight conversion factor from EPA used. Household Hazardous Waste ILA with City of Austin; Austin Resource Recovery Center Travis County and the City of Austin have an Interlocal Agreement (ILA) to provide Travis County residents the opportunity to use Austin Reuse & Recovery’s (ARR) Drop-Off Center for safe disposal of their household hazardous waste. The center accepts a wide range of materials in addition to HHW, including (but not limited to) recyclables, Styrofoam, e-waste, tires, and bulky items. FY2022 FY2023 FY2024 # of County 4,268 4,762 5,721 Households Served Cost $ $197,442 $228,406 $255,665 Cost per Capita $46.26 $47.96 $44.69 % Diverted 35% 42% 42% The City of Austin bills Travis County based on the County’s share of the cost of disposal for the residents who use of the facility. In FY2024, Travis County saw a 20.1% increase in the number of County households residing outside Austin municipal limits using the recovery center, but the cost to Travis County increased by only 11.9%. Travis County residents who live inside Austin’s city limits can now schedule appointments to have their household hazardous waste and other items picked up by ARR. Page 665 of 108728Transportation Electric Vehicle Fleet Transition Travis County is working diligently to implement its comprehensive fleet electrification policy by prioritizing the purchase of electric vehicles (EVs) and hybrids, with a goal of achieving a net-zero fleet. Travis County’s Vehicle Fleet contributes approximately 7,794 metric tons of CO2e; or about 16.6-21.1% of the County’s FY2024 carbon emissions. In FY2024, the County's vehicle fleet consumed 748,684 gallons of fuel, 11,388 less gallons than in FY2023, resulting in savings of approximately 241 metric tons of carbon dioxide emissions and $105,805. By transitioning away from vehicles that Travis County Ford F150 Lighting Truck rely on fossil fuels, Travis County will reduce its carbon footprint further in future years. In FY2024, Travis County purchased 15 all electric vehicles, 69 hybrids, and 8 EV utility vehicles. The County also installed 11 charging stations for fleet use. Travis County is working to upgrade its chargers in FY2025 to allow for better fleet management and tracking of electric vehicle charging quantities. EV Chargers at NE Metro Park FY2024 Electric Vehicle and Equipment Purchases: Electric Vehicles: 15 Hybrid Electric Vehicles: 69 Utility Equipment: 8 5 Toyota BZ4X EVs 11 Toyota RAV4 Hybrids 1 Gravely EV Mower 2 Chevy EV Blazers 6 Ford F-150 Hybrids 5 Ford EV Mowers 6 Ford 150 Lightning Trucks 52 Ford Explorer Hybrids 2 Cushman EV Carts 2 Ford E-Transit Vans Page 666 of 108729 30 ALTERNATIVE COMMUTES Alternative commutes like biking, walking, carpooling, or using public transportation help reduce greenhouse gas emissions by keeping cars off the road. Travis County employees can join the Commuter Leave Incentive Program (CLIP), which offers additional PTO as an incentive for adopting specific alternative commute methods. Change from FY2023 AVERAGE ROUNDTRIP COMMUTE DISTANCE +2.9% 39.3 Miles NUMBER OF EMPLOYEES WHO TELEWORKED +1.2% 2,946 NUMBER OF TELEWORKING HOURS -0.4% 2,161,670 NUMBER OF TRANSIT PASSES ISSUED TO EMPLOYEES +12.2% 691 NUMBER OF RECORDED TRANSIT TRIPS -11.7% 16,947 AVERAGE NUMBER OF EMPLOYEES TAKING TRANSIT PER MONTH +179.6% 99 The number of CapMetro transit passes provided to employees and average number of transit riders per month went up, however the total number of trips taken declined by 11.7%. In Spring 2024, CapMetro’s digital payment system had technical issues that may have resulted in a significant number of trips remaining unrecorded. This could explain the decrease in reported ridership. CapMetro has implemented a new payment system in Spring 2025, allowing for consistent payments and tracking of ridership metrics. Page 667 of 1087Nature-Based Solutions Resolution On June 18th, 2024, the Travis County Commissioners Court reaffirmed its commitment to sustainability by passing a resolution directing staff to prioritize the use of nature-based solutions in all future Travis County- funded public works, construction, and maintenance projects, including those under the 2023 Capital Improvement Bond package. This includes incorporating these principles in design standards and evaluation criteria for project proposals. B E N E F I T S O F N A T U R E B A S E D S O L U T I O N S Combatting Urban Heat: Nature-based solutions like expanding greenspaces, green roofs, and tree canopies mitigate the urban heat-island effect, providing cooling oases in urbanized areas. Flood and Water Management: Green infrastructure and alternate stormwater practices such as Low-Impact Development practices, permeable surfaces, vegetative filter strips, and rainwater collection systems help to absorb and redirect stormwater runoff, support recharging of aquifers, and offer cost-effective flood management strategies. Climate Mitigation: Nature-based solutions contribute to Travis County's climate goals by sequestering carbon in soils and vegetation, which helps to offset other operational greenhouse gas emissions. Public Health and Quality of Life: Nature-Based Solutions promote physical and mental well- being, which enhances the County’s capacity to adapt to climate-related challenges. L O O K I N G A H E A D Next year’s Sustainability Report will provide updates on the progress and implementation of these initiatives. RAIN GARDEN AND GREEN ROOF AT THE CIVIL AND FAMILY COURTS FACILITY: 1700 GUADALUPE ST Page 668 of 108731Environmentally Preferable Purchasing Travis County’s Environmental Preferable Purchasing (EPP) policy encourages County staff to purchase products and services that have a reduced impact on human health and the environment. Once a year and upon hiring, shoppers and Purchasing Office staff are required to take a training on the County’s EPP policy. Trainees learn about the policy’s goals and processes, how to track it within the County’s SAP system, and about alternative options such as the County’s Reuse Store and Purchasing Warehouse, where used but still functionable Office Supplies and Furniture can be acquired. In FY2024, 887 employees took the EPP policy training, up from 836 in FY2023 and 282 in FY2020 when the policy was implemented. G R E E N S P E N D & T O T A L S P E N D F O R L A R G E V E N D O R S The County requested data on “green spend” or environmentally friendly purchases from some of its largest vendors: Office Depot, Grainger, and Pollock. At these vendors, green purchases accounted for 16.9% of the total goods purchased by Travis County in FY2024. The number of green purchases at these vendors decreased by 2.8% from FY2023 to FY2024, primarily attributed to price hikes resulting from inflation. Percent Green Spending Green & Total Spend Grainger, Pollock, Office Depot Grainger, Pollock, Office Depot Green Spending 20% Non-Green Spending 4,000,000 15% 3,000,000 10% 19.7% 16.7% 16.9% 2,000,000 5% 1,000,000 0% 0 FY2022 FY2023 FY2024 FY2022 FY2023 FY2024 Page 669 of 108732Environmentally Preferable Purchasing O F F I C E S U P P L I E S C A T E G O R Y ( A L L V E N D O R S ) The County’s EPP policy states that departments should strive for a minimum of 50% of office supply purchases to be environmentally preferable products. In FY2024, 15.1% of office supplies purchased from all vendors were environmentally preferable. Percent Green Spending - Office Supply Category 16% 15.1% 14% 12% 9.4% 10% 8% 5.9% 6% 4.8% 4.1% 4% 2% 0% FY2020 FY2021 FY2022 FY2023 FY2024 Since many of the green spend items at the County’s largest vendors are not classified as office supplies, they are not reflected in this increase. The increase of green spending in the Office Supply category could be due to a variety of factors such as increased awareness of environmentally friendly choices, a decrease in price of green items compared to non-green items, training, and better classification within the County’s purchasing system. # OF EMPLOYEES WHO TOOK 887 EPP POLICY TRAINING 30 TEX. ADMIN. CODE § 328.203 PURCHASING PREFERENCE FOR RECYCLED MATERIALS 10.0% EPP items can not exceed 10% of the cost of their non- environmentally preferable counterparts. Page 670 of 108733 Outreach and Clean-Up Events OCTOBER 2023 - SEPTEMBER 2024 Travis County works to keep the community clean and green through events like trash pick-ups, Christmas tree recycling, and prescription take-back events. The Sustainability Team helps organize these events, engaging the community and providing support to ensure their success. This year, they launched the first-ever East Side Spring Clean, further promoting sustainability across the County. LOCO TRASH BASH 225 Volunteers 11 Sections Oct 28 5,840 lbs. Trash 2,480 lbs. Recycleables X-MAS TREE RECYCLING EVENT Dec-Jan Sustainability Team, Road & Bridge, and Parks 5 Locations 750 Trees 1ST ANNUAL SPRING CLEAN 104 Volunteers Apr 20 7 East Side Parks 1,095 lbs. Trash 145 lbs. Recycling CREEDMORE BULKY CLEAN UP Apr 27 11 Volunteers 30.23 tons Trash 4.55 tons Recycled NATIONAL PRESCRIPTION DRUG TAKE-BACK DAYS 5 Locations Apr/Oct Oct 2023: 302 lbs. Apr 2024: 559 lbs. 5 Permanent Kiosks: 504 lbs. 30TH ANNUAL LAKE TRAVIS CLEAN-UP Sep 15 595 Volunteers 15 sites and parks 4980 lbs. Trash 85 lbs. Recycling Page 671 of 108734Travis County Sheriff’s Office (TCSO) FY2024 ENVIRONMENTAL INITIATIVES The Travis County Sheriff’s Office has introduced various environmental initiatives at their facilities in FY2024, achieving the following: Building Automation Software (BAS) Expansion: Connected HVAC systems in the Health Services Building at the Travis County Correctional Complex (TCCC) to a centralized network for improved energy efficiency and equipment life with plans for future expansion to two additional buildings in FY2025. HVAC Air Duct Cleaning at Travis County Jail: Cleaned air ducts to remove decades of buildup, improving airflow, indoor air quality, and system efficiency. Travis County Jail Emergency Power Generators: Installed new fuel-efficient generators in two Correctional Complex buildings. Boiler Upgrades: Installed high-efficiency boilers in Correctional Complex buildings to save energy and cut costs. Laundry Equipment Upgrade: Introduced new washer-dryers that cut water use by 30%, saving thousands of gallons yearly. Disinfectant Stations: Installed systems at the TCCC and Travis County Jail that produce effective cleaning agents, reducing reliance on disposable products. Service Wing Anolyte Cleaning Generator Page 672 of 108735Environmental Resilience Team The Environmental Resilience Program works to reduce greenhouse gases in the atmosphere, mitigate the effects of climate change by focusing on nature-based solutions, and foster local resilience to climate hazards. I n 2 0 2 4 , t h e E n v i r o n m e n t a l R e s i l i e n c e P r o g r a m T e a m : ENHANCED COMMUNITY ENGAGEMENT Actively supported the Austin-led 5-county Climate Pollution Reduction Grant (CPRG) planning process and by extending the reach of their community engagement, especially with smaller cities, organizations, residents in Travis County outside of Austin. GREENHOUSE GAS REDUCTION PLANNING Engaged ICLEI - Local Governments for Sustainability to develop a road map for implementation of community greenhouse gas reduction strategies specifically in Travis County, building upon the CPRG process. CLIMATE EMERGENCY VULNERABILITY ASSESSMENT Worked closely with Texas State University’s Institute for Government Innovation to develop an assessment of the County's vulnerability to climate emergencies such as wildfires and flooding (completed in FY2025). This involved compiling more than 40 relevant reports and plans and arranging meetings with more than 70 county staff LOCAL PLANNING CONTRIBUTIONS across departments. Contributed to local planning efforts and committees including the Travis County Parks Comprehensive Plan update, the Austin-Travis County Community Wildfire Protection Plan update, the Urban Land Institute’s Local Climate Impacts Strategic Council, Austin Public Health's Climate and Health Committee, and the Austin Home Repair Coalition. Page 673 of 108736Recommendations This section highlights staff recommendations to further enhance the County’s sustainability efforts. These recommendations focus on improving resource efficiency, driving innovation, and supporting long-term environmental goals to help create a healthier future for our community and the planet. The proposed actions are a mix of achievable and aspirational goals; achieving all of them is possible, but would require additional resources, commitments, and thoughtful planning to implement. GREENHOUSE GASES Update the Climate Action Plan and develop processes on quantification and prioritization of strategies. Refine methodology for GHG inventory to prevent double counting. Update past inventories/data based on consistent standard/methodology. Draft an SOP/Guidebook on Sustainability Report methodology and processes. Investigate ICLEI’s ClearPath 2.0 for developing future Operations inventories. WASTE Install additional water bottle refill stations throughout the County. Perform a waste analysis of contents of trash cans to determine potential areas of improvement. Update core battery tracking process/provide training to employees at East and West Service Centers. Restart composting program at the Del Valle Correctional Complex. Encourage waste vendors to adopt on-board scale/weighing systems to remove estimations and uncertainties. Provide trainings on responsible disposal to key groups, including custodial staff. CULTURE Increase Green Team participation by adding impactful projects and in-person activities. Implement Green Team Incentive Program Work with vendors and Purchasing staff to improve Environmental Preferable Purchasing tracking and reporting. Revisit recycled paper policy and tracking of County’s paper consumption Encourage more frequent collaboration and information sharing across departments regarding sustainability initiatives and efficiency improvements. Update the Travis County and Conserve webpages to allow for better transparency and regular updates of sustainability initiatives/processes. Page 674 of 108737Recommendations Continued UTILITIES Expand participation in Demand Response Programs Upgrade facility HVAC systems to allow for participation in Automated Demand Response Programs. Enroll additional electrical accounts in Green Choice programs at Austin Energy and other providers. Encourage additional tracking, quantification, and reporting of water/energy efficiency projects. Investigate options for solar installation. TRANSPORTATION - EMPLOYEES Expand awareness/training on Commuter Leave Incentive Program (CLIP) Update tracking and reporting of employee transit use based on new CapMetro payment system Conduct an annual/biannual employee commuter survey to determine composition of the commuter fleet Install additional public facing EV chargers for employees and public use Update processes for calculating average employee commute distance. TRANSPORTATION - FLEET Develop a tracking and reporting system for fleet EV vehicle charging. Report on fleet EV infrastructure development. Conduct a fleet analysis/assessment to quantify fleet composition and develop metrics for implementation of Fleet Electrification plan. NATURE Develop metrics for tracking and reporting imlpementation of Nature-Based Solutions resolution. Develop methods and means to quantify sustainability benefits from ecosystem restoration projects, tree plantings, prescribed burns, etc. Page 675 of 108738Acknowledgements As we present this year’s annual sustainability report, we extend our heartfelt gratitude to everyone who has contributed to our journey toward a more sustainable future. This report is the result of the collective efforts and dedication of our elected officials, employees, partners, stakeholders, and communities, who share our commitment to making a positive impact on the world around us. WE ARE ESPECIALLY GRATEFUL TO THE INDIVIDUALS AND ORGANIZATIONS WHO MADE THIS ALL POSSIBLE, INCLUDING, BUT NOT LIMITED TO: Travis County Judge - Andy Brown Precinct 1 Commissioner - Jeff Travillion Precinct 2 Commissioner - Brigid Shea Precinct 3 Commissioner - Ann Howard Precinct 4 Commissioner - Margaret Gómez Travis County Sustainability Team Travis County Environmental Resilience Team Travis County Air Quality Staff Travis County Parks Staff Travis County Road & Bridge Staff Travis County Fleet Staff Travis County Facilities Management Department Travis County Sheriff’s Office Gardner Betts Juvenile Probation Staff Travis County Information Technology Services Travis County Human Resources Management Department Travis County Purchasing Office Travis County Finance Office Travis County Auditor’s Office Travis County Public Information Office Travis County Constables Travis County Green Team Members Austin Energy Balcones Recycling Republic Services Texas Disposal Systems JJ’s Waste & Recycling Reliable Tire Austin Metal & Iron CMC Recycling Veolia Page 676 of 108739 Travis County Commissioners Court Work Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Discuss and take action on Commissioners Court appointments to the Travis County Boards, Commissions, and Committees. (Judge Brown) Prepared By/Phone Number: Leo Carneiro, Agenda Coordinator, 512-854-9229 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Judge Brown Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: 1. 2024-02-06-Commissioners Court Voting Session 2. 2025 Commissioners Court Committees Page 677 of 1087 Page 678 of 1087Page 680 of 1087Page 681 of 1087Page 682 of 1087Page 683 of 1087Page 684 of 10872025-04-15-Travis County Commissioners Court Board & Committee Assignments Discussion Draft Board/Committee Appointee 1 Appointee 2 Appointee 3+ Staff Support Internal Committees of the Court Diversion Steering Subcommittee Judge Brown Commissioner Howard IJPA Green Steering Committee Commissioner Shea Commissioner Howard TNR Investment Advisory Committee Commissioner Travillion Commissioner Gómez PBO Legislative Subcommittee Commissioner Shea Commissioner Travillion IGR Oversight Committee - Operations Management Commissioner Gómez Commissioner Travillion OPS (including HRMD and Expo Center) Oversight Committee - Community Legal Services Commissioner Travillion Commissioner Howard CLS Oversight Committee - Emergency Services Commissioner Shea Commissioner Howard ES Oversight Committee - Health & Human Services Judge Brown Commissioner Gómez HHS Oversight Committee - Information & Technology Services Commissioner Travillion Commissioner Howard ITS Oversight Committee - Innovative Justice & Program Analysis Judge Brown Commissioner Gómez IJPA Oversight Committee - Planning and Budget Commissioner Gómez Commissioner Shea PBO Oversight Committee - Public Infromation Office Commissioner Gómez Commissioner Shea PIO Oversight Committee - Transportation and Natural Resources Commissioner Shea Commissioner Travillion TNR Oversight Committee - Veterans Services Commissioner Travillion Commissioner Howard VSO Palm School & Expo Center Development Commissioner Gómez Commissioner Travillion PBO Purchasing Board Commissioner Gómez Commissioner Travillion Special Subcommittee on LFRF Housing Investments Commissioner Gómez Commissioner Howard HHS, IGR Strategic Planning Committee All Court Members ITS, OPS Page 1 Page 686 of 1087External Boards & Committees Bail Bond Board Judge Brown IJPA Balcones Canyonlands Conservation Plan Coordinating Commissioner Shea TNR CapitalCommittee Area Council of Governments - General Assembly Judge Brown Commissioner Howard Commissioner Travillion IGR Member (CAPCOG) Capital Area Council of Governments - Executive Committee Judge Brown Commissioner Howard IGR Board (CAPCOG) Capital Area Council of Governments - Capital Area Emergency Judge Brown Commissioner Howard ES Communications District - Composed of the members of CAPCOG Exec. Comm for a concurrent term (CAPCOG) Clean Air Coalition (CAC) (CAPCOG) Commissioner Howard TNR Capital Area Metropolitan Planning Organization (CAMPO), TNR, IGR Executive Committee Judge Brown CAP METRO Jeff Travillion TNR, IGR CAMPO Transportation Policy Board Judge Brown Commissioner Travillion Commissioner Howard TNR, IGR Capital Area Private Defender Service (CAPDS) Oversight Board Commissioner Gómez JPS, CLS Capital Area Regional Transportation Planning Organization Commissioner Travillion TNR (CARTPO) Capital Area Rural Transportation System (CARTS) Commissioner Gómez TNR Community Advancement Network (CAN) Judge Brown Commissioner Travillion HHS, IGR Conference of Urban Counties (CUC) Commissioner Gómez, Board Member IGR CUC TechShare LGC Board Commissioner Gómez IGR, ITS, IJPA CORPORATIONS - Travis County Housing Finance President, Judge Brown; PBO Corporation; Travis County Health Facilities Development Vice President, Corporation; Capital Health Facilities Development Corporation; Commissioner Shea; Capital Industrial Development Corporation; Travis County Secretary, Commissoner Development Authority; Travis County Cultural Education Gómez; Treasurer, Facilities Finance Corporation; TCC Hill Country Development Commissioner Howard; Corporation; Capital Economic Progress Corporation; Travis Assistant Secretary, County Public Facilities Corporation Commissioner Travillion Greater Austin-San Antonio Corridor Council Commissioner Shea IGR, TNR Joint Subcommittee of the Austin City Council, Austin Commissioner Shea Commissioner Travillion HHS, IGR Independent School District Board of Trustees, and Travis County Commissioners Court Juvenile Board Judge Brown IJPA Sobering Center Commissioner Gomez HHS, IGR Page 2 Page 687 of 1087 Travis County Commissioners Court Work Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive 2025 Workplans from County Executives and Discuss Next Steps. (Commissioner Howard) Prepared By/Phone Number: Jessica Rio, County Executive, (512) 854-4455 Elected/Appointed Official or Department Head: Jessica Rio Commissioners Court Sponsor(s): Commissioner Ann Howard Press Inquiries: Hector Nieto, PIO 512-854-9020 Background/Summary of Request: This worksession will include a presentation from all Commissioners Court Departments to present their annual workplans. Staff Recommendations: Staff recommends discussion of workplans. Issues and Opportunities: Please see attached. Fiscal Impact and Source of Funding: Please see attached. Required Authorizations: N.A. Attachments: 1. FY 2025 Workplan Presentation 05152025 2. Travis County Work Plans FY 2025 05152025 Page 688 of 1087 Page 689 of 1087Receive short-term and long-term planning presentations from Commissioners Court departments MAY 15, 2025 Page 690 of 1087 Community Legal Services Emergency Services Health and Human Services and AgriLife Extension Intergovernmental Relations Office Departments Innovation Justice & Program Analysis Planning and Budget Office Public Information Office Technology and Operations Transportation and Natural Resources 2 Page 691 of 1087 SEVEN STRATEGIC GOALS Promote economic well-being and3 racial, ethnic, and economic equity. Provide services that support people’s physical and mental health. Provide services that support the safety of people in the community. Achieve environmental sustainability and prepare for major climate disruption. Assure mobility that is timely, predictable, and safe. Be a trusted and well-run county. Protect and provide opportunity for those most vulnerable and underrepresented. 3 Page 692 of 1087 4 Page 693 of 1087Community Legal Services 5 Page 694 of 1087Community Legal Services (short term) •Counsel at First Appearance (CAFA) •Public defense study •Quarterly community group meetings •Move attorney fees to CLS + improve vouchering (CAPDS) •CLS messaging (mission, vision, values, branding, website, social media, communications) •Recruitment and retention (including law school visits) •Move Dispute Resolution Center to civil courthouse •Continue seeking out leadership training •Respond to community legal needs 6 Page 695 of 1087Community Legal Services (long term) •Long-term plan for delivering right to counsel amid attorney shortages (post-study) •Family representation study •Plan for family representation delivery (post-family rep. study) •Explore managed assigned counsel for juvenile •Explore managed assigned counsel for family representation •Explore appellate pilot program •Explore state funding (criminal + civil) •Community engagement (speaking, tabling, hosting) •Respond to community legal needs 7 Page 696 of 1087Emergency Services 8 Page 697 of 1087 Emergency Services FY2025 - 26 Medical Examiner • New equipment: CT Scanner, data imaging software. • Facility improvements: Contracted facility maintenance, on-site water storage, other maintenance items. • Updating policies, procedures, and plans. Fire Marshal • Fire code enforcement in cooperation with ESD’s, per legislative action. • Updated fire code (2021). • Organizational improvements per Browning report. • Wildfire education and outreach. 9 Page 698 of 1087 Emergency Services FY2025 - 26 Emergency Management • Education and outreach; CERT training. • Drills and exercises; Incident management training for electeds and appointeds. • Hazard mitigation planning and related grant opportunities. Tech & Comm • Equipment refreshes for County radio users: TCSO, Constables, TNR, others. • Radio encryption rollout to TCSO. • Unmanned Aerial Vehicle (drone) program accreditation. 10 Page 699 of 1087 Emergency Services FY2025 - 26 Clinical Performance and Education • Medical direction for ESD’s, STAR Flight, TNR Parks PD, Constable Pct. 2, others. • Provider credentialing: EMT’s, Advanced EMT’s, Paramedics, RN’s. • Partner agencies in education: TxDPS, Ascension Seton, Dell Children’s, ATCEMS, AFD. STAR Flight • New hangar in Blanco County, in service in FY2025. • New helipad and quarters in ESD 2, FY2026. • Operational excellence, flight training standardization, interagency training. • Compensation plan approval and adoption. 11 Page 700 of 1087 Emergency Services Long Term CTECC 2.0 • 4 – 6-year plan to construct and implement a second, live CTECC in partnership with COA, Cap Metro, TXDOT, and perhaps others. Goal is resiliency and sustainability for 9-1- 1 response, traffic operations, and emergency operations. • Next steps include establishing governance, contracting for design and buildout, identifying funding, and defining operational plans for two live centers. STAR Flight • 2 – 3-year plan to replace current fleet of SF helicopters. • Goal is improved availability of aircraft while continuing to meet all service parameters as directed by the Court. 12 Page 701 of 1087 Travis County Health and Human Services and AgriLife Extension Travis CountyTravis CommissionersCounty Commissioners Court Court CountyCounty Executive Executive for Health for and Human HealthServices and Human and AgriLife Services Extension and AgriLife Extension158001 1580011 FTE 1 FTE Strategic Advisor Chief Deputy 158001 158057 1 FTE Sr. Planner 1 FTE 158001 1 FTE Office Mgr. Sr. Admin. Assoc. 158057 158001 1 FTE 1 FTE FacilityFacility Liaison Liaison & Fixed& Fixed Asset Asset158005 1580051 FTE 1 FTE Office of Technology Family FinanceFinance HealthPublic Planning Children’s Community AgriLifeAgriLife PlanningPlanning Project HumanHuman Support SupportiveSupportive Research & andHealth Partnerships Services ServicesServices Admin ExtensionExtension ManagerProject Resources Services HousingHousing PlanningPlanning 158004 158003158003 158007158007 Admin 158019 158027Admin AdminAdmin 158042 Manager158057 Admin 11158004 FTE’s 158002 1515 FTE’s FTE’s 1 FTE1 FTE 2 FTE’s 2158027 FTE’s 1580421 FTE’s 3158057 FTE’s 158010 3 SPW FTE 11 FTE’s 44 FTE’s FTE’s 3 SPW’s3 SPW’s 2 FTE’s2 FTE’s 1 SPW FTE 2 FTE’s 1 FTE’s 3 FTE’s 3 FTE’s Practicum Child Welfare engAGE Manor PflugervillePflugerville Practicum Child CDBG TAES Education & Family First 158030 158012 158013158013 Education & Welfare Family 158006 Horticulture 5.61 Gen. Fund 8 FTE’s 1010 FTE’s FTE’s Quality FirstParenting Parenting in 2.65 158042 Assurance Recovery .39.39 Grant Grant Fund Fund 2 SPW’s 5 SPW’s5 SPW’s Assurance in Recovery General 2 FTE’s Staffing 158021 158022 Fund FTE’s Home Repair/ CentralCentral Austin Austin CC 2 FTE’s 12 General 2.35 Weatherization TAESTAES Family Family & & JonestownJonestown CC158015158015 Fund FTE’s General Fund 228.01 FTE’s Grant FTE’s 158032 ConsumerConsumer 158014158014 15 FTE’s Early Manage Civil 21 FTE’s ScienceScience 5 FTE’s5 FTE’s 5 SPW;s Childhood Court FTE Grant Funded 13.74 FTE’s 158042158042 2 SPW’s2 SPW’s Healthy Neighborhood 22 FTE FTE Families CommunityCommunity Conference Special Project 24.00 FTE’s 158024 LiaisonLiaison Committee 158028 TAES 4-H, Del Valle Oak Hill Workers 16 FTE’s 158051158051 4 FTE’s Youth Dev. 158017 158018 Systems of MIECHV 11 FTE FTE 158042 6 FTE’s 7 FTE’s Care 5 Grant Deaf & Hard of 4.75 FTE’s Total 265.75 FTE’s 2 SPW’s 1 SPW’s Behavioral FTE’s Health Hearing 15803114 158026 FTE’s Social Worker SupportiveSupportive Case Child 10 FTE’s AmeriCorpAmeriCorp Case ManagementCase Protective WorkWork Based Based 158042158042 Management Management158011 Service LearningLearning 1580296 6 Grant6 Grant FTE’s FTE’s 158011 13158011 FTE’s BoardBoard 1580296FTE’s FTE’s 11 FTE’s 13 FTE’s Page 702 of 1087 HHS Highlights Diversion Designing HHS services for Diversion Center Enhancing Juvenile Justice Deflection and Diversion (NCC) Children’s Crisis Respite Child Care and Out of School Time Fund Operationalize, partnerships, contracting, evaluation, engagement Enhancing HHS Direct Services (SYEP and AgriLife) Modernizing financial and data systems (ECS & Financial Software) Streamlining the contracting and invoicing process Reorganizing Health Division Add Behavioral Health subdivision (ILAs, Diversion, SUD) State of Healthcare and Partner Budget Analysis Substance Use and Opioid Abatement Monitor SHIP construction and compliance Prepare for Child Community Based Care (CPS Cases) Prepare for funding losses in: public health, utility and food assistance, AmeriCorps, SYEP Employee Sense of Belonging Page 703 of 1087 Family Support Services, Health Planning and Partnerships, and Office of Children Services Short-Term: Long-term: Family Support Refine ECMS for better functionality and Improve housing and financial stability outcomes Services (FSS) outcome tracking Fully integrate ECMS data tracking Director: Expand food pantry selection and self-shopping Leslie Gaines models Reach Level 3 of the HHSC Community Partner program Address growing utility assistance demand Health Planning Short-Term Long-Term & Partnerships Strengthening behavioral health systems through (HPP) Leading public health coordination through regional partnerships and substance use planning. Director: interlocal agreements. Ana Almaguel, MPA Short-Term Long-Term Office of Implement the counseling center program Build a robust behavioral health continuum for Children’s youth and families Services Prepare updated Children’s Mental Health & Substance Misuse Plan through collaboration Expand Crisis Respite for children ages 8–12 Director: Expand outreach and prepare for Community- Broaden wraparound services and referral Laura Peveto Based Care. systems under Community-Based Care Page 704 of 1087 Supportive Housing and Research & Planning Long-Term: Short-Term: Ensuring long-term HUD compliance Supportive Housing Finalize contracts for 2,000+ affordable Monitoring construction and service delivery of housing investments. Director: housing units Seek additional supportive housing grant Monique Coleman, Launch new CDBG-funded housing services funding MPA, MCRP Launch HOME grant, begin new CDBG infrastructure projects, Re-start home Support diversion center with housing rehab program (40 homes) planning Short-Term: Long-Term: Complete Cycle 2 procurement for social Review Cycle 2 and Plan Cycle 3 services procurement for all issue areas Research & Planning Manage ARPA/general fund contracts and performance reporting Director: Contracts in place for child care and OST Implement Voter-Approved Child Care and Fund Korey Darling OST Fund Continue to support planning and problems Support informed decision making through solving in human services systems data analysis, research and reports Page 705 of 1087 Community Services and Agrilife Extension Short-Term: Long-Term: Community Improve Work-Based Learning & Summer Establish long-term youth employment Services Youth Employment programs pathways Director: Expand home repair and weatherization Promote age-friendly community Ross Stephens services initiatives. Short-Term: Long-Term: AgriLife Sustaining the 4-H Capital Program as a Meet targets in youth, health, Extension key after school offering agriculture, horticulture and community Director: development Maggie Johnson Deliver high-quality, research-based education countywide Page 706 of 1087 HHS Heroes “I was a bit nervous asking for help and starting the case management process, but he (case manager) has made me feel 2024-2025 4-H Capital Goat Project (AgriLife) welcomed, accepted and comfortable during this time in my life. I don’t have much family or much of a support system but knowing I could talk to him and feel heard has made me very appreciative of him and all that he does and I'm very thankful that Family Support Services for offering this service Community Outreach & Engagement (Supportive Housing) Page 707 of 1087 HHS Heroes NCC collaborates with the FSS provides a client-choice, self- Christian-Green Gallery at UT shopping model Austin (Community Services) Page 708 of 1087Intergovernmental Relations FTE: 4.5 FY 2025 General Fund Budget: $756,296 Page 709 of 1087 Intergovernmental Relations Short Term Goals Legislative • Pass Commissioners Court’s adopted legislative priorities • Defend legislative positions adopted in the Legislative Agenda Grants Administration • Complete the procurement of a new grants management software solution for Travis County • Complete grants management risk assessment Boards & Commissions • Adopt an appointment timeline and calendar for remaining 2025 appointments • Initiate Sobering Center joint appointment process Page 710 of 1087 Intergovernmental Relations Long Term Goals Legislative • Assist on implementation of legislation passed in the 89R Session • Refine County School curriculum to broaden use beyond delegation staff Grants Administration • Finalize a Grants Policies and Procedures Manual for offices and departments. • Complete 8 of the 15 course days required for the Grants Management Certificate Program: Pass-Through Track provided by Management Concepts. Boards & Commissions • Explore technology solutions to streamline front-end and back-end processes • Develop an onboarding process for new appointees and explore ways to offer ongoing support and contact with the Commissioners Court Page 711 of 1087 Innovative Justice and Program Analysis IJPA Short- and Long-Term Focus May 2025 23 Page 712 of 1087 $8,386,654 Budget IJPA 3 118 Divisions Positions 24 *adopted 2025 budget Page 713 of 1087 25 Page 714 of 1087 Counseling and Education Services 2025 Short Term Focus Long Term Focus: • Redesign CES education and • Develop a new CES service that provides AOD classes to under one counseling support for jurors service umbrella with unified • Staff Training policies and procedures. • Provide evidence-based practices and IJPA • Work alongside ITS and the counseling services for clients facing selected vendor to develop a substance use and mental health new e-files system; ultimately challenges, as well as intimate personal replacing Tiburon. violence. • Continuing cross- collaboration with IJPA programs to increase community resources and decrease client recidivism risk. 26 Page 715 of 1087 Reentry Resources 2025 Short Term Focus Long Term Focus • Expand the focus of program to • Remove barriers for systems additional vocational areas. impacted individuals in • Increase # of employers who will housing and workforce areas hire individuals with criminal • Policy changes for equitable IJPA history backgrounds and offer housing access livable-wage careers. • Increase access and support • Research, identify, and vet new services for the program via housing providers to increase expansion of peers and staff. access for program participants. 27 Page 716 of 1087 MH Diversion/Central Booking & Participatory Research 2025 Short Term Focus Long Term Focus • Management of MH Diversion/CB • Determine viable modalities and Center vendor priorities for vulnerable • Coordinate with PBO, ITS, Facilities, individuals involved in criminal IJPA HHS and other county Departments legal system. to execute Commissioner’s Court • Strengthen intervention project goals. opportunities across the • Facilitate Steering Committee, Sequential Intercept Model. project workgroups and community • Increase community events related to project connectedness across CJ based • Continue to expand learning, data county initiatives communication and evaluation strategies. 28 Page 717 of 1087 Data, Research, and Planning 2025 Short Term Plans Long Term Plans • Assist in the establishment of robust • Maintain and conduct quality data-sharing protocols and platforms assurance on server gateway to within Travis County. ensure report automation is working • Integrate predictive analytics IJPA efficiently. techniques and modeling capabilities • Finalize Asset Map into department workflows. • Finalize and launch the IJPA Data Hub • Develop proficiency in additional • Collaborate with vendors. data visualization tools. • Continue expanding knowledge of • Continue to support jail deflection data analysis software: RStudio, projects that include the Mental PowerBI, and Microsoft PowerApps. Health Diversion Center initiative and CAFA. 29 Page 718 of 1087 Planning & Budget Office FTE: 33 SPW: 6 FY 2025 General Fund Budget: $6,042,832 30 Page 719 of 1087 Planning & Budget Office ECONOMIC DEVELOPMENT & STRATEGIC BUDGET INVESTMENTS (EDSI) Select Budget Goals: Select EDSI Goals: •Maintain sound fiscal practices and adhere •Support innovative and informed decisions to the County’s financial and budgeting about the County’s long-term direction policies and guidelines. through strategic planning and analysis. •Maintain sound budgeting practices. •Promote, support, and increase economic equity for residents of Travis County by •Foster performance planning, budgeting, expanding and maintaining economic and evaluation, and reporting. community development opportunities. 31 Page 720 of 1087 PBO Short-Term Focus Budget • Analyze, prepare and adopt annual budget. • Coordinate County’s annual debt issuance and explore any appropriate refunding opportunities. • Continue work on TRE financial implementation. • Continue work on CAFA implementation. • Continue to track countywide LFRF expenditures. EDSI • Revise LGC Chapter 381/TC Code Chapter 28 Economic Development Program. • Continue collaborative efforts with the City of Austin and other County Departments on the Northeast Area Plan. • Work to promote the highest and best use of County assets with a focus on Palm School, Heman Marion Sweatt Travis County Courthouse, the Diversion Center/Central Booking Facility, and the Expo Center. • Create a comprehensive and detailed manual of operations for each reporting area within EDSI (Corporations, Economic & Strategic Planning, PIDs, Investments and DEI/Community Engagement). 32 Page 721 of 1087 PBO Long-Term Focus Budget • Present budget guidelines annually, including an updated 5-year financial plan and analyze, prepare and adopt annual budgets and corresponding annual work plan requirements related to budget adoption.. • Prepare, maintain and update a Capital Improvement Plan (CIP) in collaboration with Economic Development and Strategic Investments and user departments and offices. • Review and update County’s financial policies. • Research and implement a budget development system that includes performance measure tracking and capital planning. • Implement succession planning within Budget Division. EDSI • Continue work to improve the LGC Chapter 381/TC Code Chapter 28 economic development program in alignment with the Comprehensive Economic Development Strategy (CEDS), focusing on creating a program that, at minimum, equally benefits the community. • Develop an affordable housing policy and housing goals to better meet the need for such housing. • Research other investment vehicles that could enhance the return of the investments within the bounds of the Public Funds Investment Act. • Create workflows that facilitate interdepartmental and intergovernmental cooperation and consultation in support of County initiatives. 33 Page 722 of 1087Public Information Office FY 2025 GOALS 3 4 Page 723 of 1087 PIO Goals for Departments General • Continue to grow Travis County and Travis County Emergency Services’ social media presence through interactive and engaging content, such as polls, videos, and animated explainers. • Elevate the #FindItFriday series, which highlights a Travis County program or service to create public awareness, by creating day-in-the- life videos with each department overseen by the Commissioners Court. • Work closely with each department to inform and educate the public about what Travis County does for its residents and to celebrate the work Travis County employees do for the County’s residents. • Increase video production for County departments to help explain what they do and how the public benefits from the services. • Provide professional development opportunities to the Public Information Office staff. • Continue upgrades to TCTV equipment and resources. Justice & Public Safety and Community Legal Services • Collaborate with staff on keeping stakeholders and the public informed about the development of the Mental Health Diversion Program. • Engage in cross-departmental collaboration with Justice & Public Safety, Community Legal and Services, and Human Resources to advertise new positions as the two departments work to institute and expand new programs like the Counsel at First Appearance and the Mental Health Diversion Center. • Promote diversion programs funded by Travis County and partners, working with the elected officials that sponsor the programs. 3 5 Page 724 of 1087 PIO Goals for Departments Emergency Services • Continue to engage in the #PrepareTravisCounty social media campaign to bring awareness to the importance of emergency preparedness . • Coordinate with the Office of Emergency Management to improve emergency preparedness webpages on the Travis County website. • Utilize social media in creative ways to grow and build relationships with Travis County residents. Health & Human Services • Promote social safety net programs the Health & Human Services department offers by sharing their client’s direct impact stories. • Promote progress of Affordable Childcare initiative. Transportation & Natural Resources • Collaborate with the Public Works Department to keep the public informed on the progress of 2023 Bond projects. • Collaborate with the Public Works Department to keep the public informed on the progress of improving substandard roads that are on the 2024-2025 Shortlist of Roads. • Continue our close partnership with the Sustainability program and help promote various services they offer, such as a recycling drop-off locator, Christmas tree recycling program, and the biannual Drug Take Back Day. 3 6 Page 725 of 1087 PIO Goals for Departments Planning & Budget • Highlight Travis County’s Local Fiscal Recovery Funds (LFRF) allocation investments by presenting the complicated LFRF budget information in an easy-to-understand manner. Technology & Operations Management • Continue to partner with the Broadband and Digital Equity Office to share resources available to Travis County residents for digital literacy and internet access. • Work with Human Resources to promote job openings. • Assist Human Resources with their goal to better engage with Travis County employees and improve workplace culture. 3 7 Page 726 of 1087 Department Short-Term and Long-Term Goals County Executive for Technology and Operations Chief Deputy Administration Executive Asst Office of Information Enterprise Human Facilities Security and Technology Enterprise Risk Resources Management Mgmt Project Mgmt Protection Services Office Mgmt Dept Dept FTEs: 504 FY 2025 General Fund Budget: $346 million 38 Page 727 of 1087 INFORMATION TECHNOLOGY SERVICES Mission / Core Priorities • Offer the appropriate, reliable, and secure technology that enables every Travis County department to function at its highest level, so our County can live up to its strategic promise to be a trusted, well-run county • Implement systems that support the health and safety of people in our community • Use technology to benefit those most vulnerable and underrepresented Technology & Operations 39 Page 728 of 1087 INFORMATION TECHNOLOGY SERVICES Short-Term Goals •Improve Customer Experience  Complete Phase I of Information Technology Service Management (ITSM) Solution  Rebuild the TravisCountytx.gov Website  County-Wide Customer Support Survey  Continue to reduce the County’s reliance on paper •Develop Technology Strategic Plan •Enterprise Project Leadership  Establish Enterprise Project Management Office •Technology Innovation  Modernize Genetec Security System  Update and move in-house developed apps to secure cloud Technology & Operations 40 Page 729 of 1087 INFORMATION TECHNOLOGY SERVICES Long-Term Goals •Improve Customer Experience  Implement Phase II of Information Technology Service Management (ITSM) Solution  Workforce Focus on training, skills set, tools, and competitive compensation  Data Governance •Technology Innovation  Strategic Integration of Artificial Intelligence  Modernizing core infrastructure •Technology Lifecycle  Sheriff Records and Jail Management replacement  Sheriff and Electronics Health Record Systems replacement •Comprehensive Digitizing of Services Technology & Operations 41 Page 730 of 1087 HUMAN RESOURCES Mission / Core Priorities Be a Trusted and well-run county • Recruit, develop, and retain high-performing and diverse workforce • Foster a healthy, safe, and productive work environment for employees, departments, and the public • Position Travis County as an employer of choice Technology & Operations 42 Page 731 of 1087 HUMAN RESOURCES Short-Term Goals • Complete Phase III of Adaptive Workplace Implementation • Modernize Classified Pay System • Develop scalable, innovative County-wide recruiting strategies • Increase engagement of workforce in employee wellness initiatives Technology & Operations 43 Page 732 of 1087 HUMAN RESOURCES Long-Term Goals • Develop and implement a leadership development academy for emerging leaders. • Position Travis County as an employer of choice by fostering a culture grounded in trust, communication, collaboration, employee engagement, innovation, and leadership. Technology & Operations 44 Page 733 of 1087 ENTERPRISE RISK MANAGEMENT Mission / Core Priorities Be a Trusted and well-run county • Identify and mitigate risks • Ensure compliance with industry standards and regulations and foster a culture of security awareness • Protect and secure the County’s privacy data through comprehensive training, clear policies, and effective procedures Technology & Operations 45 Page 734 of 1087 ENTERPRISE RISK MANAGEMENT Short-Term Goals • Ongoing integration of NIST Framework  • Accessibility improvement tool • Strengthening risk assessment and reporting • Payment Card Industry Data Security Standard (PCI DSS) solution • Launch a multi-tiered HIPAA training and awareness campaign Technology & Operations 46 Page 735 of 1087 ENTERPRISE RISK MANAGEMENT Long-Term Goals • Addressing Artificial Intelligence and its role in the threat landscape • Risk Assessment Tool • Evolving HIPAA compliance into a comprehensive County-Wide program Technology & Operations 47 Page 736 of 1087 FACILITIES MANAGEMENT Mission / Core Priorities Be a Trusted and well-run county Achieve environmental sustainability and prepare for major climate disruption Promote services that support the safety of people in the community • Manage and provide professional and technical services for facility project delivery • Manage and maintain County facilities to ensure reliable, efficient, and safe buildings that support the strategic goal of trusted and well-run County Technology & Operations 48 Page 737 of 1087 FACILITIES MANAGEMENT Short-Term Goals • Diversion Center-Central Booking Intake Facility Design and Construction Project Management • Space Modernization • Improving Facility resilience to impacts of climate change • Implementation of 20 year rolling capital renewal planning system Technology & Operations 49 Page 738 of 1087 FACILITIES MANAGEMENT Long-Term Goals • Space Modernization • Workforce retention and recruitment • Enhancing capacity for Strategic Facility planning and forecasting • Transitioning operations to more proactive and predictive maintenance • Leveraging new and emerging technologies Technology & Operations 50 Page 739 of 1087 OFFICE OF SECURITY & PROTECTION Mission / Core Priorities Be a Trusted and well-run county Promote services that support the safety of people in the community • Provide a safe, secure working environment • Protect and secure Travis County officials, employees, facilities, and events Technology & Operations 51 Page 740 of 1087 OFFICE OF SECURITY & PROTECTION Short-Term Goals • Build and cultivate Executive Protection and Intelligence functions • Conduct Threat/Risk Assessments of Travis County facilities • County-Wide ID/Access Card Policy • County-Wide Key Control Policy • Integrate Travis County Parks onto the Security Platform Technology & Operations 52 Page 741 of 1087 OFFICE OF SECURITY & PROTECTION Long-Term Goals • Establishing partnerships and collaboration with local, state, and federal law enforcement and security organizations • Implement Parking Management System Technology & Operations 53 Page 742 of 1087Work Plan Focus May 2025 54 Page 743 of 1087Department Overview Budget $218,279,664 FTE’s 590.60 55 Page 744 of 1087Alignment with County Goals 56 Page 745 of 1087Focus Areas Promote economic well-being and racial, ethnic, and economic equity  Use of equity lens on road, water, and park projects  Support of the County’s economic development agreements and Public Improvement Districts 57 Page 746 of 1087Focus Areas Provide services that support people’s physical and mental health  Parks Comprehensive Plan – include operations, historical and cultural exhibits, land management and public safety components  Additional Park Facilities - Onion Creek Greenway, Arkansas Bend cabin sites, Bee Creek Sports Complex Phase 2  Balcones Canyonland Preserve Visitor Center – currently in design, and start construction 58 Page 747 of 1087Focus Areas Provide services that support the safety of people in the community  Ongoing planning and response to emergencies and weather events – ice, floods, wildfire  Conduct 12-24 prescribed burn/fuel reduction projects over 500 – 1,000 acres  Implement Park security comprehensive plan and system upgrades 59 Page 748 of 1087Focus Areas Achieve environmental sustainability and prepare for major climate disruption  Further development of water quality program, including testing of various County waterways, gathering baseline data for areas under development, and creating a public educational program  Continued electrification of County fleet and expansion of supporting infrastructure 60 Page 749 of 1087Focus Areas Assure that mobility is timely, predictable, and safe  Continued work on capital projects – transportation and drainage, substandard road improvements, and active transportation projects  CAMPO 2025 Long Range Transportation Plan Update (by May 2025)  Continue work on update of Travis County Transportation Blueprint, including potential active transportation/transit opportunities 61 Page 750 of 1087Focus Areas Be a trusted and well-run County  Revamp development review process and technology improvements, including greater self-service features for the development community and the public  Recruit high-quality talent, reduce hiring times, and provide training opportunities to enhance communication and accountability for all employees  Work with Purchasing to reduce procurement time, particularly on capital projects 62 Page 751 of 1087Focus Areas Protect and provide opportunities for the most vulnerable and underrepresented  Continue to work on solid waste disposal options across the County  Complete water availability study and define next steps  Water infrastructure projects in partnership with water utilities  Continued transit services/options for residents in the unincorporated area 63 Page 752 of 1087Questions and Discussion Page 753 of 1087Page 754 of 1087 TRAVIS COUNTY COMMISSIONERS COURT ANDY BROWN County Judge JEFFREY W. TRAVILLION BRIGID SHEA Commissioner, Pct. 1 Commissioner, Pct. 2 ANN HOWARD MARGARET J. GÓMEZ Commissioner, Pct. 3 Commissioner, Pct. 4 January 15, 2025 Judge Brown and Commissioners, Over the past year, we have gained significant traction in key areas while also navigating various challenges. As we reflect on these experiences, our focus is to build upon our achievements and seize opportunities for growth in the year ahead. Whether it is responding to severe weather emergencies, addressing the opioid overdose crisis, or helping underserved populations, we will be there to serve the constituents of Travis County. We embrace the chance for improvement that comes with the new year and remain committed to achieving our shared goals. Attached are the departmental Work Plans, which summarize FY 2024 challenges, accomplishments and lessons learned, in addition to the FY 2025 initiatives. Thank you for your continued support, and we look forward to a productive and successful year ahead. Geoff Burkhart Chuck Brotherton County Executive, Community Legal Services County Executive, Emergency Services Pilar Sanchez Julie Wheeler County Executive, Health & Human Services Intergovernmental Relations Officer Vicki Ashley Jessica Rio County Executive, Innovative Justice & Program County Executive, Planning and Budget Office Analysis Hector Nieto Paul Hopingardner Public Information Officer County Executive, Technology and Operations Cynthia McDonald County Executive, Transportation and Natural Resources Page | 2 Page 755 of 1087 TABLE OF CONTENTS Community Legal Services ........................................................................... 4 Emergency Services ................................................................................... 21 Health and Human Services and AgriLife Extension..................................... 61 Intergovernmental Relations Office ............................................................ 85 Innovation Justice & Program Analysis ........................................................ 90 Planning and Budget Office ...................................................................... 108 Public Information Office ......................................................................... 138 Technology and Operations ...................................................................... 154 Transportation and Natural Resources ...................................................... 246 Page | 3 Page 756 of 1087 Page | 4 Page 757 of 1087 Executive Summary The Community Legal Services Department came into its own in 2024. Travis County hired Geoff Burkhart to serve as the Department’s County Executive. The Department’s Administrative Office was rounded out with the hiring of Aaron Pepper (Financial Analyst Sr), Emily Steinberg (Office Manager Sr), and Jeremy Pellow (Business Analyst II). Meanwhile, the number of departments, divisions, and nonprofits connected to the Community Legal Services Department grew to seven: • Lora J. Livingston Travis County Law Library (County division) • Office of Parental Representation C( ounty division) • Office of ChildRepresentation (County division) • Dispute Resolution Center (Nonprofit) • Public Defender’s Office C( ounty department) • Capital Area Private Defender Service (Nonprofit) • Office of First Defense C( ounty division) Of special note is the creation of the Office of First Defense. This office will serve as a hub for the defense function at magistration and represent approximately half of all persons magistrated in Travis County. The remaining clients will be served by a combination of the Public Defender’s Office and the Capital Area Private Defender Service. Kristen Jernigan—former magistrate judge, defense attorney, prosecutor, and staff attorney to several courts of appeals—has been selected to lead the division as Chief Counsel. The Office of Child Representation also has a new Chief Counsel. Dylan Moench, who, in 2009, became the Office’s second employee, has returned to lead the Office. Mr. Moench has also served as a private attorney, mediator, and policymaker, most recently as one of the lead attorneys at the Texas Supreme Court’s Children’s Commission. Finally, Travis County’s contract with the Capital Area Private Defender Service (CAPDS) has moved from the judiciary to the Community Legal Services Department. With this move, the County has brought all legal services to the community under one roof. Now, when a person in Travis County cannot afford an attorney or legal services, there is just one department to turn to. Page | 5 Page 758 of 1087 Lora J. Livingston Law Library Lisa Rush, Director Mission/Description The Lora J. Livingston Law Library facilitates the resolution of litigation by providing accessible, relevant, accurate, and current legal information to all patrons. Patrons include self-represented litigants, judges, private attorneys, and county-employed legal staff. Reference Librarians. Reference librarians help ensure that all litigants have access to forms, statutes, and case law. Librarians serve as a vital link between those seeking information and the courts by answering questions and teaching patrons to use print and online resources. Reference librarians assist the reference attorneys by conducting triage interviews and providing forms and procedural information. Reference Attorneys. Reference attorneys assist self-represented litigants (SRLs) in the areas of family, driver’s license, and expunction law. The attorneys help self-represented litigants prepare their court forms. The family law reference attorneys submit cases to court for SRLs through the Civil District Courts submission process. Community Legal Clinics. The Travis County Law Library participates in community legal clinics, including the annual Travis County Expunction Expo. County Strategic Goal – Protect and provide opportunity for those most vulnerable and underrepresented. • Law Library Goal #1 - Facilitate access to legal information. Objective -- Provide accurate, current, and relevant legal resources to the litigants and courts community in the required format. • Law Library Goal #2. - Help ensure that those who cannot afford an attorney have equal access to the courts. Objective -- Increase the knowledge of self-represented litigants of what to expect and what is expected of them when they go to court. Objective -- Continue to explore new collaborative initiatives with legal services providers so that all county residents have access to legal information and services. Staffing 12 Regular Employees, 11.25 FTE 1 Law Library Director (1 FTE) 1 Attorney III / Reference Supervisor (1 FTE) 1 Law Library Tech Services Supervisor (1 FTE) 1 Attorney IV / Supervising Reference Attorney for Family Law (1 FTE) 1 Attorney III / Reference attorney for Family Law (1 FTE) 1 Attorney III / Refence Attorney for Criminal Records (1 FTE) 1 Attorney III / Refence Attorney for Driver’s Licenses (.5 FTE) 4 Law Librarians (4.0 FTE) 1 Paralegal (.75) Additionally -- 3 Special Project Worker Reference Attorneys (2.0 SPW) in Family Law Case Review and 1 Paralegal (1.0 SPW). Budget FY 2025 Budget: $ 1,651,343 ($1,080,702 Law Library Fund, including reserves + $570,641 Law Library General Fund) Page | 6 Page 759 of 1087 Law Library Stats FY 2023 FY 2024 FY 2025 Actual Actual Projected % of reference/research requests completed on day 99 100 100 of inquiry # of patrons assisted 31,566 30,944 30,944 % of materials processed and delivered within a week of arrival to keep existing sets current with new 100 100 100 law and annotations # of patrons assisted by family, driver’s license, and 7,966 7614 7614 expunction reference attorneys # of forms, brochures, web pages created or updated 99 78 50 in English (pages) # of forms, brochures, web pages created, updated, or translated into Spanish (pages) 155 58 27 FY 2024 Highlights and Accomplishments • The Law Library was renamed the Lora J. Livingston Law Library in honor of Judge Lora J. Livingston, a Travis County civil district judge who dedicated her career to improving access to justice. • Reference Services: • Worked with the County Attorney’s Office and the Austin-Travis County Family Violence Task Force in an ongoing effort to improve access to protective orders. Contributed to the Firearms Tactical Assistance Project (FTAP) working group. The FTAP grant is a project of the City of Austin Office of Violence Prevention that aims to reduce the lethality of intimate partner violence in part by addressing firearms early in the protective order process. • Expanded the librarian continuing education program to include the courts and other legal departments. FY 2024’s trainings included mental health first aid and providing trauma-informed legal services. • Hosted local Texas Y’ALL conference of Texas law librarians. • Co-hosted blood drive and virtual sloth adoption in honor of late District Clerk’s Office staff member. • Trained reference librarians from Austin Public Library on the services we provide and the best ways to connect APL patrons to the Travis County Law Library. • Tech Services • Implemented new case management system. Completed November 2024, LegalServer replaces multiple Access databases with one system. Patrons can sign up for Case Review online in both English and Spanish. • Increased the number of Spanish-language DocuSign forms templates, including for adult name changes and divorces involving prior child support orders. Page | 7 Page 760 of 1087 • Family Law Case Review: • Continued to develop services and efficiencies in the submission docket process. In FY 2022, the Case Review supervisor implemented an online appointment system using Microsoft Bookings that was then combined with online case review meetings using TEAMS. This made the remote case review process significantly faster. In most cases both sides attend the Teams appointment, meaning both sides have direct participation in the process. The final orders and decrees completed in the Teams appointments begin as DocuSign templates. In FY 2023 and FY 2024 additional templates were developed, including bilingual templates. In FY 2024, in partnership with the Civil District Courts, Case Review set up a shared network drive for uncontested cases that were set for hearing. When a Case Review case cannot be submitted via email, the reference attorney-prepared decrees and orders are saved in electronic format to a drive the judges access during hearings. • Criminal Records Program: • Collaborated with the Travis County District Attorney’s Office, County Attorney’s Office, and District Clerk’s Office to organize and staff the 2024 Travis County Expunction Expo. • Provided trainings on expunction and nondisclosure to various groups, including the County District Clerk Association of Texas Region IV meeting. • The Driver’s License Program assisted participants at the 2024 Travis County Expunction Expo. The reference attorney answered questions and provided intake to participants who were clearing arrest records but also had driver’s license issues. FY 2025 and Beyond Goals • Create a forms bank that will be accessible to civil district court staff. • Continue to increase capacity of Family Law Case Review to assist as many self-represented cases through the Civil District’s Courts submission process as quickly as possible. • Explore and implement forms automation solutions for expunction cases. • Participate in, and support, the process of establishing a family justice center for survivors of intimate partner violence. • Continue to host trainings for our co-workers in the courts and other legal departments. On January 30, 2025, host trainings by Asian Family Support Services of Austin and Capital Area Defender Services. • Assist with the 2025 Annual Travis County Expunction Expo on February 22, 2025. • Co-host a blood drive with Emergency Services on May 21, 2025. • Co-host a blood drive with District Clerk’s Office on August 14, 2025. Contribution to Emergency Preparedness - None. Page | 8 Page 761 of 1087 Office of Child Representation Dylan Moench, Chief Counsel Mission/Description The Travis County Office of Child Representation (OCR) provides high-quality legal services and case management for children and youth involved in civil Child Protective Services cases and works to decrease the cost of indigent defense by reducing the number of private attorney appointments that are necessary. Staffing 12 Full Time Employees 1 Chief Counsel 1 Attorney VI 1 Attorney V 2 Attorney IV 1 Attorney III 2 Social Workers 1 Paralegal Senior 1 Paralegal 1 Legal Secretary 1 Office Manager Sr Budget Fiscal Year 2025 Budget: $ 1,645,585 Emergency Preparedness OCR works with other Travis County departments to ensure organizational coordination during emergencies. OCR collaborates with social service providers, such as Child Protective Services, CASA, and the courts to ensure that clients’ basic needs are met during emergency situations. For instance, during the COVID pandemic, OCR staff worked diligently to ensure that all clients were receiving medical care as needed. Similarly, during winter freeze emergencies, OCR’s staff members check on clients and their placements as necessary. OCR Case Stats FY 2023 FY 2024 FY 2025 Actual Actual Projected Total CPS Cases Filed * Cases Handled by OCR 257 149 2024 New Clients Appointed to OCR 78 162 250 New Cases Appointed to OCR 62 127 200 Successful Case Closures 94 118 * The court is working on court data reports and estimates that accurate numbers will be available in early 2025 Page | 9 Page 762 of 1087 FY 2024 Highlights and Accomplishments Hybrid Work Environment The department worked diligently to identify strategies to handle remote work in an efficient and effective way. The results have been positive, with quality work being performed while OCR helps the County save resources and fight climate change. OCR is committed to continuing to refine procedures that will support a hybrid remote work environment as appropriate. Transitioning to LegalServer OCR has worked throughout FY 2024 to transition the office from the Travis County Database to LegalServer. LegalServer is a case management software application that is browser-based and works anywhere with an internet connection, including tablets and phones. OCR has been working with Legal Server throughout FY 2024 to identify data fields in the Travis County Database that will be ported over to LegalServer during the data migration as well as identify features of LegalServer that can make existing OCR operations and case management more streamlined and efficient. Streamlining Case-Related Travel OCR continues to create effective tools to group client travel to make the best use of department resources. The department has continued its focus on coordinating travel schedules for the entire department, rather than at the individual staff member level. OCR developed an electronic map that identifies all client placements in real time so that travel can be grouped more easily according to region. This has helped the department significantly improve efficiency and minimize some of the travel burden on staff. Strengthening Leadership Through Training OCR provided quality training for new and existing staff. Last year, the department conducted several Back to the Basics training on key department processes. Training topics include Safety and Security, Mental Health Basics, Defensive Driving, Case Documentation and Handling Crossover Cases. This training series allows the department to strengthen its operational excellence and maintain expertise. Goals for FY 2025 and Beyond Welcoming New Staff Members OCR welcomed a new Chief Counsel in FY 2025. Dylan Moench became only the second Chief Counsel for the office since its inception in 2009. In addition, our team welcomed new staff attorney Kim Vincent and anticipates hiring two social workers in the second quarter of FY 2025. Updating Policies and Procedures OCR has begun a project to update internal policies and procedures to ensure that written policies reflect the current workflow and operations and that the representation model reflects best practices. The information will be organized into three manuals: the OCR Practice Manual, the OCR Operations Manual, and the OCR Employment Policies Manual. The Practice Manual will cover the duties of the attorneys and social workers to their clients, codify best practices, and provide guidance for handling specific circumstances. The Operations Manual will cover how cases are assigned, prepared, organized, and tracked. This project is being developed by all OCR Staff and includes a comprehensive review of current systems and documentation of key duties. The Operations Manual will be revised once integration with the Legal Server case management system is in place. The Employment Policies will cover Travis County and OCR specific policies for employment. OCR anticipates completing all three manuals by the beginning of FY 2026 Page | 10 Page 763 of 1087 Rebranding OCR staff have voted to change the name of OCR to center “Child” as the focus of our office and our work. OCR is also working with Travis County staff on a new logo once a new name has been determined. Community Engagement In FY 2025, OCR will remain involved in important community collaborations such as the Travis County Model Court, the Travis County Collaborative for Children and the Standards of Representation and Legal Representation Committees of the Texas Supreme Court’s Children’s Commission. Develop a Social Work Program and Representation Model OCR is committed to developing a social work program and incorporating multidisciplinary support into our model of representation. The department plans to hire two social work positions, develop a procedure for categorizing a case by social work need, and create teams of social workers and attorneys for high-need cases. Growing Intern Program OCR is committed to helping grow the next generation of child welfare experts through its intern program. With support and supervision provided by the Chief Counsel, an OCR staff attorney has taken this on as a leadership project and will be working to expand the program going into FY 2025. OCR will look forward to welcoming law students and social work students into the program. Measuring Success OCR Staff have collectively determined internal benchmarks for providing quality representation to our clients. The chief counsel is working to ensure those benchmarks are prioritized in case management and data entry as the office transitions to LegalServer. Page | 11 Page 764 of 1087 Office of Parental Representation Jacquelyn Wilson, Chief Counsel Mission/Description The Travis County Office of Parental Representation (OPR), which began in 2009, is a public defender office created with the purpose of representing indigent parents in Travis County who have had their children removed by the Texas Department of Family and Protective Services (DFPS), or who are at risk of having their children removed by DFPS due to allegations of abuse and/or neglect. OPR helps to mitigate the growth of Travis County’s indigent defense costs by representing parents in these cases, thereby, reducing the need for private attorney appointments for primary parents in CPS cases. Additionally, OPR staff works exclusively with CPS cases, with the goal of obtaining a better outcome for families. Staffing 12 Full Time Employees when fully staffed 1 Chief Counsel 5 Attorneys (Attorney I-VII) 3 Paralegals (1 Paralegals Sr, 2 Paralegal) 2 Social Workers 1 Administrative Assistant I Current Staffing 1 Chief Counsel 1 Attorney VII 2 Attorney IV 1 Attorney II 1 Attorney I 1 Paralegal Sr 2 Paralegals 1 Social Worker 1 Administrative Assistant I Budget Fiscal Year 2025 Budget: $1,565,835 OPR Stats FY 2023 FY 2024 FY 2025 Actual Actual Projected % of cases with a Family Preservation outcome 83 92 88 % of cases with a Parental 75 79 70 Preservation outcome % of cases with a Child Preservation outcome 65 68 55 Total # of cases taken by OPR 116 85 200 Caseload per OPR attorney 36 21 30 # of cases withdrawn from 41 2 Page | 12 Page 765 of 1087 In FY 2024, OPR brough on three new attorneys. OPR was able to maintain its high standards of representation as reflected in our case outcomes. All case outcome percentages increased from FY 2023. The caseload per attorney number for FY 2024 was calculated by taking the total number of cases appointed and active during FY 2024 and dividing by 5 attorneys to create an average. FY 2024 Highlights and Accomplishments Since the FY 2023 return to in-person hearings at the Civil and Family Courts Facility, OPR attorneys and staff have been able to maintain a hybrid work schedule during FY 2024. In FY 2024, OPR Attorney Janet VanderZanden continued to represent OPR and advocate for quality parent representation on various committees with the Texas Supreme Court’s Children’s Commission, including a committee tasked with developing and implementing statewide standards of representation in Texas. In FY 2024, OPR Chief Counsel Jacquelyn Wilson hired and trained three new attorneys at OPR, developing a training module from scratch. Ms. Wilson also began work on obtaining Legal Server for OPR, which will be a major transition for the office inFY 2025. Ms. Wilson continues to serve on several Children’s Commission committees. In FY 2024, OPR updated its Standard Operating Procedures manual to align with current CPS litigation practices in Travis County. Goals for FY 2025 and Beyond OPR is coming out of a reconstruction period after several staffing changes in FY 2023 and new hires in FY 2024. For FY 2025, OPR will focus on on-going training so that all positions are filled with qualified professionals committed to the County’s and OPR’s missions. OPR looks forward to continuing work with the Community Legal Services executive team and working collaboratively with the community to advocate for parents in CPS cases. Internships In FY 2025, OPR will have its first Social Work intern in 10 years. The Chief Counsel and OPR’s Social Worker, Sarahi Trevino-Martin, have worked with Texas State to restart an internship program. OPR hopes to continue working with Texas State and other local universities to supply student intern opportunities. To help with on-going recruitment, OPR hopes to develop a law student intern program. OPR previously worked with law students from the University of Texas School of Law in this capacity in 2013-2014. OPR also hopes to explore developing a relationship with the University of Texas School of Law, as the local option, and Texas Tech University School of Law, where the Chief Counsel attended law school, to participate in on-campus interviews and career fairs so that rising second- and third-year law students are aware of career opportunities in child welfare law and at OPR in Travis County. Social Work Clinical Hours OPR hopes to develop a program to allow LMSW-level social workers employed by OPR to obtain clinical hours for their work at OPR. This will allow OPR social workers to become LCSW-level practitioners. Obtaining clinical hours and supervision through OPR will improve OPR’s ability to Page | 13 Page 766 of 1087 recruit social workers and to provide higher-quality case management services to OPR clients. OPR is in the process of hiring a second social worker for FY 2025. Continuing Legal Education As a leader in parent representation in Travis County and in Texas, OPR will continue participating in local and state CLEs as presenters and attendees. OPR Attorney Janet VanderZanden will speak at the Advance Child Protection Law CLE in March 2025. The Chief Counsel is scheduled to attend the National Association for Public Defense Leadership Institute in April 2025. Peer Support OPR is interested in exploring options to hire peer support advocates. These advocates are parents with lived experience in Child Protective Services cases who could mentor and provide guidance to OPR clients. Partial outside funding may be available for these positions. Pre-Petition Work OPR is interested in exploring how it can expand its representation of Travis County residents beyond the courtroom. There is space in child welfare law for representation and advocacy in the investigation stage before a lawsuit is filed. Pre-petition work is a growing field in Texas and could be utilized to reduce the need for children to be removed from their parents and placed foster care. OPR is interested in how it can support organizations already in this space. Title IV-E Funding OPR is interested in exploring whether OPR and Travis County can obtain Title IV-E reimbursements. Data-tracking is a crucial part of obtaining Title IV-E reimbursements. At a minimum, OPR would need a new database capable of tracking numerous unique datapoints and compiling reports. A data analyst at OPR or CLS could be necessary to achieve this goal. CLS hired a business analyst in FY 2025, and Legal Server should be implemented in FY 2025 allowing OPR to work towards Title IV-E funding. Page | 14 Page 767 of 1087 Office of First Defense Kristen Jernigan, Chief Counsel Mission/Description The Office of First Defense is a new division in Travis County that provides representation for arrested individuals during magistration. The attorneys who represent these clients are the first contact that an arrestee has with an advocate. The mission of the Office of First Defense is to provide holistic, client-centered representation to each individual and to achieve the best outcome for that individual during their bail hearing. The Office, which has been in operation for approximately two months, is fully participating in CAFA shifts and is staffed by attorneys who have been trained to identify Mental Health issues, address family violence concerns, and implement strategies for ensuring each client receives the highest level of representation. As a new office, staffing efforts are continuing as well as plans for emergency preparedness. Staffing 10 Full Time Employees when fully staffed 1 Chief Counsel 1 Attorney VI 4 Attorney III 2 Case Workers 2 Legal Secretaries Current Staffing 1 Chief Counsel 1 Attorney VI 1 Attorney III 1 Law Clerk II 1 Legal Secretary Budget Fiscal Year 2025 Budget: $1,285,367 FY 2024 Highlights and Accomplishments • Fully participating in CAFA shifts within two months of operation. • Training modules have been created and implemented. • Developed a holistic, client-centered intake form for each Arrestee which is sent to the Attorney ultimately appointed with the goal of recording crucial information obtained just after arrest and provide continuity in representation. FY 2025 and Beyond Goals • Continue staffing and training efforts • Implement an Emergency Preparedness plan • Collaborate with Integral Care for their participation at CAFA shifts Page | 15 Page 768 of 1087 Public Defender’s Office Adeola Ogunkeyede, Chief Public Defender Mission/Description The Travis County Public Defender's Office (PDO) is a comprehensive public defender office envisioned to be client-centered, independent in its legal operations, and innovative to the needs of Travis County residents. Consistent with nationally recognized best practices, the PDO provides high-quality holistic defense representation and other support to indigent people, including juveniles and those living with serious mental illness/intellectual or developmental disability. Fiscal year 2024 was the first year in which the Public Defender’s Office began operations as a single entity encompassing three previously standalone County public defender offices. The department is continuing to develop a unified organizational structure and identity that best supports the client representation and staff across all divisions and leans into the opportunities created by breaking down the silos between the formerly separate offices. As a start to the restructuring process, as of FY 2025, departmental financial and technology staff (Financial Analyst Sr., Application Architect, Business Analyst + Office Specialist) have been pulled out of the Adult Division funds center into the Chief Public Defender funds center to better reflect their department-wide responsibilities. Additional reorganization and refined performance measurement is anticipated. There is also work within each division to expand and/or better support the holistic services provided, including new grant funding from the Office of Juvenile Justice and Delinquency Prevention to expand access to education rights advocacy for youth represented in the Juvenile Division; a dedicated caseworker within the Mental Health Division to expand and support access to housing opportunities for public defender clients experiencing homelessness; and working to drive/launch systemic initiatives like Counsel at First Appearance and the public defense workload study within the Adult Division. The below information represents the current structure and operations of the PDO across the 3 divisions as they continue to provide high-quality representation for all clients and work to realize the full potential of the merger. The unified PDO continues to be guided by the goals articulated by local community members, including those directly impacted by the legal system, who participated in the process to create a countywide public defender’s office: Community-defined Goals for Public Defense in Travis County: 1) Promote a client-centered culture that values and respects client dignity 2) serve as a strong, independent, institutional voice for public defense 3) provide a training ground that produces excellent defenders 4) raise the quality of criminal representation for all people charged with crimes in Travis County who cannot afford an attorney 5) be resourceful and responsive to the evolving needs of the community. Page | 16 Page 769 of 1087 Public Defender’s Office Leadership Chief Public Defender Adeola Ogunkeyede Division Directors Ruben Castaneda, Public Defender – Juvenile Melissa Shearer, Public Defender – Mental Health Caroline Solis, Director of Holistic Practice Carrie Ellis, Director of Trials and Training Jeremy Kaplan-Lyman, Legal Director Finance and Legal Technology Joshua Lane, Financial Analyst Sr. Nicolas Sawyer, Application Architect (working title: Director of Legal Technology) Staffing Total: 114.0 FTEs & 2.0 SPWs Public Defender’s Office 5.0 – Regular Positions (5.0 FTES) General “Adult” Division 71.0 – Regular Positions (71.0 FTEs) 1.0 – Case Worker – Special Project Worker (1.0 SPW) Juvenile Division 21.0 – Regular Positions (21.0 FTEs) 1.0 – Legal Secretary - Special Project Worker (1.0 SPW) Mental Health Division 17.0 – Regular Positions (17.0 FTEs) Public Defender’s Office FY 2025 Budget: $15,276,221 PDO FY 2025 Performance Measures (unified):1 Measure Name FY 2023 FY 2024 FY 2025 Actuals Actuals Projected Hours dedicated to training offerings inclusively serving NA 10 20 Juvenile, Mental Health, and General "Adult" Division staff One or more systemic advocacy initiatives intended to raise quality of legal representation, services, NA 1 1 and/or outcomes for all PDO clients across all divisions 1 PDO leadership is currently working to develop and refine its unified and program-specific measures to ensure we are appropriately capturing and conveying data that reflect the work we do; previous/existing measures either were developed in response to grant requirements that no longer exist or were developed many years prior to the FY24 merger, when the work was done across three distinct entities. Page | 17 Page 770 of 1087 Division-Specific Staffing, Performance Measures/Data and FY 2024 Highlights, FY 2025 planning: Juvenile Division The Juvenile Division originated as a standalone Juvenile Public Defender’s Office in 1971; at the time, it was the first public defender office in the country dedicated solely to youth representation. The Division provides legal representation and services to children and families involved in the juvenile legal system and recognizes that youth defense is a highly complex and specialized practice, requiring competent and diligent advocacy. The Division is committed to providing superior services through zealous, ethical, and vigorous legal representation to ensure that every child receives exceptional advocacy in a holistic and client-centered manner. Staffing: - 21 FTEs + 1 SPW, including, attorneys, social/case workers, investigators, paralegal, legal secretaries, and other core administrative support professionals.2 Performance Measures/Data (select)3: FY 2024 FY 2023 Revised FY 2025 Select JPD Performance Measures Actuals Projections Projected Number of “cases” represented by Juvenile 1,286 1,520 1,700 Division Average number of cases per attorney 117 138 155 FY 2024 Highlights/FY 2025 Plans (select) • The 21st Annual Elaine Carpenter Attorney Certification Training Seminar, which is a required training for attorneys receiving juvenile court appointments in Travis County, saw its highest attendance to-date of 90 participants across the 2-day event (FY 2024) • Completed the 6-month process (July 2024 - December 2024) to migrate to a unified case management system shared across all 3 PDO divisions (FY 2024/25) • Awarded and will begin working on the “Enhancing Youth Defense” grant from the Office of Juvenile Justice and Delinquency Prevention to provide education rights advocacy to youthful clients and their families (FY 2024/25) • Continue to develop and implement performance measures that meet or exceed national and state best practices and are consistent with the goals of Travis County (FY 2024/25) Mental Health Division The Mental Health Division exclusively serves adults accused of criminal offenses, complicated by significant psychiatric, developmental, and neurocognitive challenges. Each client works with a team consisting of an attorney and a social/case worker who provide holistic legal defense and intensive social services support. The team focuses on resolving criminal charges in ways that disentangle the clients from the criminal legal system and support their goals for life in the community. Once the legal case is closed, the social/case worker remains engaged with the client until they are securely connected to responsive community resources. 2 The Juvenile Division also supervises students in the Juvenile Justice Clinic at UT Law, which see between 8- 12 students participating each spring semester. 3 See footnote 1. Page | 18 Page 771 of 1087 Staffing: • 17 FTEs including, attorneys, social services manager, social/case workers, peer support specialist4, investigator, administrative assistant, and other core administrative support professionals. Performance Measures/Data: FY 2023 FY 2024 FY 2025 MHPD Stats Actuals Revised Projected Projections # New misdemeanors appointed 307 510 510 # New felonies appointed 134 112 112 # Total legal caseload 767 695 695 # Supported reintegration connections 1,656 1,900 1,900 # Total Attendance at MHPD sponsored 36 200 200 continuing education (in person & recorded) FY 2024 Highlights/FY 2025 Plans (select) • Twelve clients continued placement in Permanent Supportive Housing units with HATC Emergency Housing Vouchers; 2 clients newly placed in Permanent Supportive Housing using HACA Vouchers, including one with Integral Care support (FY 2024) • Secured new operational funding ($50K) and staffing (caseworker) to launch expanded Supportive Housing programming to serve more clients experiencing homelessness across Mental Health & Adult Divisions (FY 2025) • Begin 6-month process (January 2025 - June 2025) to migrate to a unified case management system shared across all 3 PDO divisions (FY 2025) • Continue to develop and implement performance measures that meet or exceed national and state best practices and are consistent with the goals of Travis County (FY 2024/25) General “Adult” Division The “Adult” Division provides client-centered, independent, and innovative representation to County residents. Consistent with nationally recognized best practices, the division provides high-quality holistic defense representation and other support to people accused of criminal offenses of all levels and case types (1st degree felonies; 2nd degree felonies; 3rd degree felonies; state jail felonies; felony mental health; misdemeanors; misdemeanor mental health). Guided by the County's mission of “Building a Travis County where all people can thrive with dignity and respect,” the division strives always: to listen to those in the community who are directly impacted by the criminal legal system when defining and prioritizing goals; to promote an internal culture that is sustainable, supportive, inclusive and equitable; and to recognize clients’ inherent dignity and capacity to transform and advocate that others do the same. Staffing: • 71 FTEs + 1 SPW including attorneys, social services manager, social/case workers, investigators, paralegals, legal secretaries, interpreter, office specialist, and other core administrative support professionals. 4 The PDO worked with the Reentry Resources division of IJPA to create this new job title within the County for use by departments that work with/represent system-involved community members and hire dedicated staff to provide peer-based support to said individuals. Page | 19 Page 772 of 1087 Performance Measures/Data (select): Measure Name FY 2023 FY 2024 FY 2025 Actuals Revised Projected Projections New cause numbers represented 3,398 4,131 4,131 by PDO Percent of cause numbers granted 53% 54% 54% personal bond Number of community engagement/outreach initiatives 4 3 3 per year FY 2024 Highlights/FY 2025 Plans (select) • Wrapped compliance with four-year Texas Indigent Defense Commission [TIDC] grant – successfully awarded renewed funding for all years of grant term (FY 2024) • Successfully piloted, began, and continued implementation of Counsel at First Appearance – all public defender attorneys (MH and Adult Division), social services staff (MH and Adult Division), and legal secretaries (Adult Division) have staffed CAFA to provide vertical representation to clients (FY 2024/25) • Spearheaded effort to secure training and technical assistance from Center for Justice Innovation to assist in application of National Public Defense Workload Study to Travis County (FY 2024/25) • Continue to develop and implement performance measures that meet or exceed national and state best practices and are consistent with the goals of Travis County (FY 2024/25) Public Defender’s Office Emergency Preparedness Planning In the event of a declared emergency, the Public Defender staff could provide support in the following ways: • Social Workers, all licensed with master's degrees, can provide counseling and crisis intervention services for individuals and groups dealing with trauma and instability because of the emergency. • Attorneys can assist with preparing legal documents such as claims and insurance paperwork. • Paralegals can connect individuals to local resources for housing, food, education, public benefits, healthcare, and driver’s licenses/photo IDs. Page | 20 Page 773 of 1087 Page | 21 Page 774 of 1087 MEMORANDUM DATE: January 3, 2025 TO: Travis County Commissioners Court FROM: Chuck Brotherton, County Executive RE: Emergency Services 2025 Work Plan Please accept the attached Emergency Services work plan for 2025, which provides an overview of 2024’s accomplishments, 2025’s initiatives, and future goals for the Emergency Services divisions, which include the County Executive’s Administrative Office, Division of Clinical Performance and Education (DCPE), Office of Emergency Management (OEM), Office of the Fire Marshal (FMO), Office of the Medical Examiner (MEO), STAR Flight, and Technology and Communications. As 2024 wraps up, we are focused on preparing for severe weather, increasing our resiliency both as an enterprise and a community, undertaking a continuity-of-operations planning process that we expect to roll out to County departments, and hiring a consultant to help us plan for sustaining EMS delivery into the future. We’re also recruiting and hoping to hire a “permanent” fire marshal in the first quarter of 2025, and we’re looking to the upcoming legislative session to help resolve our continuing issues around fire code enforcement with some of our Emergency Services Districts. Major successes in 2024 include: • Fire Marshal’s Office reset: We worked with HRMD Director Dr. June Mighty and the Commissioners Court to “reset” the Fire Marshal’s Office, including having Chief Deputy Gary Howell promoted to an interim term (thank you, Gary), and hiring consultants to review and assess the Office’s work environment and operational issues. In 2025, we will hire a “permanent” (i.e., one appointed for up to the statutory limit of two years rather than 90 days) fire marshal, then lay out a roadmap to adopt many of the changes recommended by the consultants. • Finalized agreements, LFRF: We entered ILAs with our Emergency Services Districts to distribute up to $5.3 million in LFRF dollars to reimburse their costs for updated radios and mobile data computers. Initial agreements were executed in summer 2024, with amendments to expand the program, due to savings and additional need, approved in December. • STAR Flight billing contractor: With big help from Purchasing, we solicited and executed a contract with a new outside billing firm to handle STAR Flight invoicing, negotiations with insurers, payments, and transfers to the County. The old contract with Digitech (formerly Intermedix, formerly R-1), in place since 2015, was overdue for an update. The solicitation resulted in a new contract with what appears to be a more sophisticated, experienced, and energized service provider, EMS Management and Consultants, Inc. • Strengthening Partnerships: We continued working to strengthen regional partnerships including those between our Fire Marshal’s Office and ESD’s enforcing fire codes, with new executive leadership at CAPCOG, and with new leadership at City of Austin. o Gary Howell and his team have made excellent progress repairing long-neglected connections with our ESD’s by reaching out, communicating, and partnering wherever possible. We look forward to much healthier relationships between FMO and our County fire chiefs going forward. Page | 22 Page 775 of 1087 o CAPCOG Executive Director Betty Voights retired in 2024 after 28 years in that role. New Executive Director Chris Miller comes to the job with little experience in 9-1-1 technology and public safety communications – two major funding areas for CAPCOG. We will do our best to work closely with Chris and his team to keep our relationship strong and productive. o Austin has a new City Manager, Deputy City Manager, and Assistant City Manager for Public Safety – all from Dallas – taking over at a time when critical shared programs are due for refreshing and expanding. CTECC and GATRRS, our two major public safety communication platforms, are at crucial points in their lifespans. There are plans under development for a second CTECC to complement the original one, while GATRRS has become one of the largest public safety radio systems in the State. Governance of both programs, and the partnerships that built and sustain them, are at inflection points. These are major areas of focus in 2025. • New Emergency Services staff: In addition to those already mentioned, new team members with the Fire Marshal’s Office, Medical Examiner’s Office, Office of Emergency Management, and STAR Flight are helping us meet our growing demands for service: Andy Mosley FMO Deputy I Raul Garcia FMO Deputy III Jason Estrella FMO Wildfire Mitigation Specialist Tyler Stowell ME ME Investigator I Lori Takahashi ME ME Investigator I Alexandra Swanson ME Autopsy Tech Olivia McLean ME ME Investigator I Rachel Diaz ME Records Analyst Isabel Santoyo ME ME Investigator I Claire Porter ME Autopsy Tech Gilberto Ramos ME Autopsy Tech Vanesa Hernandez ME Office Specialist Sr Cassandra Lagasca ME Records Analyst Asst Alyssa Green ME Office Specialist Sr Dylan Coss ME ME Deputy Andrea Betancourt ME Office Specialist Sr Jessica Cartwright ME ME Investigator I Courtland Ballou OEM Deputy Emergency Management Coordinator Nathan Bradshaw OEM Deputy Emergency Management Coordinator Eva Zapata OEM Community Engagement Specialist Leanne Kelley OEM Community Engagement Specialist Katie White SF Flight Nurse Luis Alexis Diaz Morales SF Helicopter Mechanic Melissa Duetsch SF Admin Associate In 2025, Emergency Services will continue working to strengthen the County’s resilience to emergencies and disasters. Among other efforts, OEM’s FUSE Fellow Maria Yuan will conduct a pilot project to build a “Community Resilience Network,” to improve information gathering and delivery, to understand community needs, and provide local access to resources. We will also undertake a study, using an outside consultant, to help guide the Court on sustaining delivery of high-quality EMS response across the County, as the cost of this service grows as quickly as the County’s population. Page | 23 Page 776 of 1087 Emergency Services is committed to being an active, engaged, and contributing partner within our region and our state. In 2025 and beyond, we will continue cultivating and strengthening relationships with our partners at City of Austin, at the Emergency Services Districts and small cities, at the Capital Area Council of Governments, and at the Capital Area Emergency Communications District. As our region continues growing and the Texas legislature continues its efforts to reduce the tax burden on our residents, we see these strong, regional partnerships as the key to our ongoing success. Emergency Services Staffing and Budget Overview: Pers & Ops Emergency Services Divisions FTE Budget Dept. 138, Medical Examiner's Office 60 $10,950,331 Dept. 159, EMS - STAR Flight 42 $10,947,907 Dept. 147, Fire Marshal's Office 16 $1,642,482 Dept. 147, Office of Emergency Management 9 $1,861,854 Dept. 147, ES Admin (County Exec has 6 direct reports) 6 $1,011,769 Dept. 159, EMS - Clinical Performance and Education 5 $1,010,159 Dept. 147, Technology & Communications 1 $6,500,424 TOTAL 136 $33,924,926 Page | 24 Page 777 of 1087 Emergency Services Division Org Charts and Work Plans • Department 138, Medical Examiner Medical Examiner’s Office 2025 Work Plan • Chief Medical Examiner Dr. Keith Pinckard Medical Examiner Responsible Status Procure new CT scanner and Keith Pinckard, Our current CT scanner is failing, and we will be data imaging software Beth Devery working closely with Purchasing to develop the specifications for the solicitation. We will then assist in evaluating bids and selecting vendors. Participate in several facility Keith Pinckard, Our office is working with FMD on a water related improvements Beth Devery retention system. We are also working on the procurement of a facility manager. Continue to improve data Keith Pinckard, With the change to a new database, we have mining efforts Beth Devery been challenged with obtaining data from the system. New tools are needed and are being explored with the assistance of ITS. Update Policy and Procedures Keith Pinckard, Policies and Procedures were updated two years and Mass Fatality Plan Beth Devery ago but need to be reviewed and updated due to some workflow changes. The Mass Fatality Plan has not been updated since we moved to our current facility and needs extensive updates. These should be completed by August 2025. Prepare Annual Report Keith Pinckard, Annual Report preparation will begin in April and Beth Devery should be completed by May 2025. Participate in initiatives to Keith Pinckard, Currently, our office participates with local address drug overdose deaths Beth Devery health officials to report on overdose deaths in Travis County. In addition, the office receives frequent requests for data involving overdoses. Based on preliminary reports, we expect there to Page | 25 Page 778 of 1087 Medical Examiner Responsible Status be increased accidental drug overdose deaths and further efforts to address them locally, regionally and nationally. Prepare for annual NAME Keith Pinckard, Our office reviews requirements for NAME reaccreditation Beth Devery accreditation yearly and performs a self- assessment, which is submitted to NAME for review. The deadline for submission is July 2025. Page | 26 Page 779 of 1087 Department 147: ES Administrative Office, Office of EmergencyManagement, Fire Marshal’s Office, and Technology and Communications Page | 27 Page 780 of 1087 ES Administrative Office 2024 Work Plan • County Executive Chuck Brotherton ES Administrative Office Responsible Status Disaster Chuck Emergency Services efforts dedicated to preparedness, Preparedness, Brotherton, response, and resiliency in 2025 include: Response, and Patrick Phillips, - Winter and other severe weather preparedness, as Resiliency Office of described in OEM’s work plan below. Emergency - Wildfire mitigation efforts led by the Fire Marshal’s Office, Management, described below. Fire Marshal’s - Contingency contracts for emergency response, Office described below. - Improving emergency communications and our emergency communications center (PIO, GATRRS, CTECC), described below. - Allocating approved Resiliency funding to provide backup power for four County facilities (efforts begun in 2024 and are ongoing). Contingency Chuck 2023 and 2024: At the Court’s direction, we worked with Contracts Brotherton, Purchasing to solicit and award contracts for emergency Develop a strategic Patrick Phillips, needs. Statements of work were finalized, solicitations were procurement process Eric Carter, issued, and vendors selected in 2023 for: to address the need Blake - Point-of-distribution (POD) services for food, water, for “spot” purchases Clampffer, and other necessities during disasters. during emergencies Mitchell Goertz - Testing and vaccination services. and disasters, particularly but not A contract for testing, vaccination, and healthcare point-of- exclusively during distribution services with Longview International Technology partial and full Solutions, Inc., was executed on 3/26/2024. activations of the Emergency Our 2023 request for information, or RFI, from bottlers and Operations Center. distillers – to convert their operations to provide the County drinking water for distribution – received no responses. In 2024, at the Court’s direction, we issued a formal Request for Services, reaching out to a larger list of prospective vendors. A single response was received. A contract for POD set-up and operation services was pursued, finalized, and ultimately canceled due to unacceptable fees imposed by the contractor, who was the only respondent to our RFS. To date, we have not taken this effort any further. 2025: We will execute a contract for emergency drinking water with Blue Triton Brands, Inc., a local distributor of bottled drinking water, just to have them available to us under direct contract. Other water providers are available via cooperative contract. All these, in addition to the pallets of bottled water we keep on hand at the Purchasing Warehouse, should suffice to meet much of our need in times of emergency. Page | 28 Page 781 of 1087 ES Administrative Office Responsible Status Improving Chuck 2025: Caroline Vasquez was brought on board in General Emergency Brotherton, Administration (in Hector’s office) in mid-2023. She is now Communications Hector Nieto, fully integrated with Hector’s team, currently working to Eric Carter, develop “canned” messaging to be used via social media and New FTE, Public Caroline Warn Central Texas in times of disaster or emergency. Information Vasquez Specialist, on board to focus on emergency communications Page | 29 Page 782 of 1087 ES Administrative Office Responsible Status CTECC (Combined Chuck CTECC, 2024: Transportation, Brotherton, A strategic plan was drafted in 2020 with four focus areas Emergency, and Patrick Phillips, around facilities, employees, operations, governance. Communications Eric Carter, County and City leadership drafted a briefing for our Center) Strategic Adam Johnson, respective governing authorities, recommending capital Planning Mitchell Goertz funding for a new shared facility to complement the existing, Together with the with operations to be divided between the two in a fashion parties to the CTECC TBD. The proposal was presented to the Emergency Services interlocal agreement subcommittee (Commissioners Daugherty and Shea) pre- (COA, CapMetro, COVID but has not been brought forward to Court and TXDOT), continue Council, due to ongoing changes and interim staffing at the implementing the City Manager’s Office. strategic plan to determine short- and In 2024, City of Austin purchased the Tokyo Electron building long-range goals for and campus in southeast Austin, with one stated purpose the facility. CTECC being to use it as the CTECC 2.0 facility. While the building houses the Travis appears to have the right space and technological and County-City of Austin structural “bones” for this purpose, there has not yet been a combined Emergency complete assessment done based on CTECC 2.0 Operations Center, 9- requirements. 1-1 call taking and dispatch operations CTECC, 2025-2027: for City of Austin CTECC 2.0 planning is in the early stages but there is crucial (APD, AFD, ATCEMS) work to be done. and Travis County - A “letter of intent” regarding CTECC 2.0 should be (TCSO and developed shared with governing bodies of the four Constables), CTECC parties in 2025. intelligent - Governance for the new facility, to include the transportation existing facility, needs to be developed. While an ILA operations for TxDOT governs the original CTECC, the new facility might be and COA better served by a Local Government Corporation to Transportation, and better serve the partners. network operations - The partners must work to determine how their for all parties. operations will spread across two live, primary facilities. Meanwhile, the 9-1-1 Backup Center – currently housed in space provided by CAPCOG – will need to remain in place when CAPCOG’s lease expires in 2027. The plan is to roll that space into the City’s lease on the same property. The new City of Austin leadership, with our involvement, needs to consider and address this matter as soon as possible. Emergency Services Districts ESDCC (Emergency Chuck ESDCC, 2024: Services Districts Brotherton, Regular face-to-face meetings of ESDCC resumed in 2023, on Commissioners Patrick Phillips, a quarterly basis. In addition, the County Executive began Council) Lauren Hill attending ESD board meetings once or twice a month and will Established by the continue doing so in 2024. 2008 “Relationship” interlocal signed by ESDCC, 2025: Page | 30 Page 783 of 1087 ES Administrative Office Responsible Status TC and all ESD’s, the The County executive has made recommendations to the ESDCC “advises and Court on ways to improve the accountability of ESD boards to makes their appointing authority, such as through a standardized recommendations to appointment process including a uniform application and the participating discussion of each appointment by the entire Court in members about executive session. So far, these recommendations have not matters related to been adopted. emergency services in Travis County and to In late 2023, the County Judge moved to take ESD board promote greater appointments and reappointments off the Court’s consent efficiency and agenda and began working with other Court members to effectiveness in the gather resumes and other application materials for the entire delivery of emergency Court to consider. services within Travis County, including pre- The County Executive will continue attending ESD board hospital emergency meetings, ensuring he appears at one meeting of every ESD transport and medical board each year. services.” ESSAT (Emergency Chuck ESSAT, 2024: Services Standards Brotherton, The County executive joined all ESD chiefs (or assistant Advisory Team) Patrick Phillips, chiefs) in September 2024 for a two-day retreat and strategic Established by the Lauren Hill planning session. The session focused on improving the 2008 “Relationship” ESD’s effectiveness in communicating with the Court and interlocal agreement with Austin agencies. By presenting a united front, by signed by TC and all “speaking with one voice,” the ESD’s might better represent ESD’s, the ESSAT has themselves and be more effective in their messaging. the mission of “recommending Also in 2024, ES Administration worked with the ESD’s and operation standards ATCEMS successfully to resolve, and reverse, a change that for medical first had been made at EMS Dispatch that seriously delayed, and response and sometimes prevented, ESD fire engines’ responses to emergency medical emergency calls. This problem has been fixed. services, fire protection services, ESSAT, 2025: hazardous materials The ESD Chiefs in 2024 developed a Wildland Action Plan to containment and document their approach to wildland fire response and services, mutual aid, wildfire evacuations. The plan was presented in mid- homeland December to the ES Subcommittee. In 2025, the ESD’s will security, and other continue fleshing out the plan to include evacuation details, emergency services district by district, and will work to share and exercise the that may be provided plan with AFD and other first responder agencies. by the Participating Members.” Page | 31 Page 784 of 1087 ES Administrative Office Responsible Status ESD 13 Services Chuck 2024: Enhancement Brotherton, Services from Elgin VFD are sub-standard, with several As one of two Travis Patrick Phillips incidents responded to inadequately, necessitating response County ESD’s without from the closest Travis County ESD, Manor Fire (ESD 12), its own fire backed up as needed by Austin Fire. The situation demands department (ESD 4 is attention from the County executive, ESD leadership, and the now very well served Commissioners Court. under contract with Austin Fire), ESD 13 is Very little was accomplished in 2024 due to other, more unique because it is pressing ESD matters. We will refocus in 2025 and work to served by a FD make progress. situated outside Travis County that is 2025: not a professional The County executive will continue working with the ESD 13 (i.e., with full-time board and Commissioner Travillion’s office to determine the staff) agency. While best path forward, with the proposed goal of identifying a the service from Elgin Travis County ESD that might be contracted to provide fire Volunteer Fire response into ESD 13. (EMS response is provided via the ATC- Department has been EMS interlocal and by STAR Flight.) marginal-to-adequate in the past, expected growth within ESD 13 indicates that this Travis County entity will be better served by a full-time department. ESD’s and Fire Code Chuck 2023 and 2024: This was a major focus in 2023 and 2024. In Enforcement Brotherton, consultation with County Attorney, it was determined that the Patrick Phillips Court’s only paths forward that are fully aligned with current statute are 1) to direct the fire marshal to enforce the fire code throughout unincorporated Travis County, or 2) to dissolve the office of the County fire marshal. 2025: We will work with Julie Wheeler to introduce and promote legislation to allow the County to enter into ILA’s with ESD’s to share and/or delegate fire code enforcement. Even with that statutory authority, there will be details to negotiate with each ESD. A standard agreement will not be possible. EMS / STAR Flight Austin-Travis County Chuck ATCEMS ILA, 2025: Emergency Medical Brotherton, The FY 2023 cap of a 3% increase in the annual fee has Services Patrick Phillips, proved to be a bit unrealistic due to the City’s negotiated Mitchell salary increases, staffing needs, and other cost drivers. Goertz, Lauren Hill The fee for EMS services over the past 5 budget cycles is as follows: FY 2021 – $13,708,106, an increase of 4.1% over the FY20 amount. Page | 32 Page 785 of 1087 ES Administrative Office Responsible Status FY 2022 – $15,467,534, a 13% increase. FY 2023 – $15,931,560, a 3% increase. FY 2024 – $17,662,618, an 11% increase. FY 2025 – $18,288,605, a 3.54% increase. ATCEMS’s compliance with the metric of meeting response time goals 90% of the time has fallen short consistently throughout COVID and beyond, initially due to responders needing extra time to comply with COVID response and safety protocols, and more recently due to staffing shortages at ATCEMS. ATCEMS Chief Robert Luckritz and Chuck Brotherton meet regularly to discuss the ILA, dispatch concerns of the ESD’s, and other topics. In 2025, we will work to revise the cost model ATCEMS uses to calculate our annual fee, to improve transparency, to approach “full-cost recovery,” and to better justify, for PBO and the Court, how the fee is determined. EMS Funding and Service Delivery Optimization Study, 2025 In 2024, the Court authorized the County Executive to hire a consultant to conduct a comprehensive review of the efficiency, effectiveness, and equity of the delivery of emergency medical services that are funded, both directly and through interlocal cooperation agreement, by the County, and to recommend opportunities for sustainment and improvement over the next decade and beyond. The Court authorized a not-to-exceed amount of $400K to pay for this study. Through the summer and fall, a statement of work was developed, reviewed by internal and external stakeholders, and finalized. In December 2024, Purchasing will issue a Request for Services to solicit proposals, which will be reviewed in February. We hope to have a consultant in place by March 2025. STAR Flight Billing Chuck 2025: In December 2024 we went live with a new billing Brotherton, contractor, EMS Management & Consultants, that is highly Patrick Phillips, regarded both in the industry and among our EMS peers in the Mitchell region. We look forward to greater billing transparency, Goertz, Lauren improved communications between us and our contractor, Hill and better customer service for us and our patients. Page | 33 Page 786 of 1087 Office of Emergency Management 2025 Work Plan • Chief Emergency Manager Eric Carter In alignment with County and Departmental objectives, we have tailored the OEM work plan to complement overarching goals. Recognizing the dynamic nature of our responsibilities, we anticipate that this work plan will dynamically evolve to reflect the completion of tasks and the assumption of new ones. The ensuing activities underscore our unwavering commitment to fortifying the resilience of our community and ensuring that Travis County stands equipped to respond adeptly to emergencies and disasters both in the present and the future. 2024 was a growth year for the division. We developed our capabilities in preparedness outreach, communications, resilience, and mitigation. We employed a deputy emergency management coordinator and two grant-funded outreach workers to help encourage preparedness throughout the county with focus on socially vulnerable populations. This team worked to meet people where they were at, and significantly increased our community engagements both in-person, and virtually with the launch of social media on Facebook, X, Instagram, and YouTube. Programmatic components for a County Community Emergency Response Team were developed and we expect to see a team creation later in 2025. In addition to social media, communications were developed through our ESRI Hub site to promote timely preparedness, incident, and administrative communications with the public. On our ESRI Hub, we enhanced the Local Emergency Planning Committee page with refreshed information and began publishing a quarterly LEPC Newsletter to the site. We partnered with the Facilities Management Department and Information Technology Services to develop and support an employee emergency notification system operated by facility Building Security Division. We worked with grant funded contractors to develop a notification system for internal and external partners for implementation in 2025. We promoted internal emergency management capabilities through shelter training and emergency operations center training. We partnered with Urban Area Security Initiative Grant partners to fund a regional emergency operations center training with the Texas Engineering Extension Service in College Station. In 2024 we partnered with the FUSE Corporation to select a Resilience Grant-funded FUSE Fellow. This FUSE Fellow held listening sessions throughout the county to gauge community resilience capabilities and perceptions. The FUSE Fellow studied internal County resilience efforts and presented recommendations for pilot projects to occur in 2025. The division employed a deputy emergency management coordinator to focus on mitigation planning and projects throughout the county. In 2025, we expect to see focus on the FEMA-approved hazard mitigation plan with greater awareness of projects and opportunities throughout the county. Significant Achievements • Employed two vacant deputy emergency management coordinator positions, • Employed two grant-funded public outreach special project workers to significantly increase public outreach and resiliency • Contracted with FUSE for a FUSE Fellow to assist with County resilience planning • Launched Community Emergency Response Team planning efforts • Launched preparedness accounts on Facebook, X, Instagram, YouTube • Sponsored Emergency Operations Center Training for local officials and staff at TEEX in College Station Page | 34 Page 787 of 1087 • Awarded an Urban Area Security Initiative grant to support outreach and community preparedness activities. In 2025 we expect to see continued growth in our capabilities for preparedness, response, recovery, and mitigation. As population and development continue to grow in unincorporated areas and jurisdictions outside of the City of Austin, our focus must shift to these areas. We will continue to develop our relationships with community organizations around the county and support all jurisdictions in the county. Office of Emergency Management Accountable Status Program Goal: Improve education, awareness, and resiliency of our community to disasters and other emergencies. Provide or arrange emergency Operations – Responder Training: OEM plans to management related training for Internal Training, support the delivery of six training courses elected officials, employees, and the Gardy for Travis County officials, employees, and community Community community responders in fiscal year 2025. Training, Ballou With funding from a UASI Grant, OEM is co-sponsoring an emergency management course for policy makers through the Texas A&M Extension Service in February 2024. Community Training: OEM plans to partner with community organizations to offer emergency preparedness training. OEM plans to offer a series of community workshops to focus on emergency awareness. Foster a collaborative environment Operations – Shelter Training: OEM developed and with government agencies, non- Internal, Gardy delivered an emergency shelter training governmental agencies, private Community, course to county employees in 2024. sector and the public Ballou In 2025 OEM will continue to work with community organizations and seek private contractors to support sheltering and mass care operations. Non-governmental Agency Collaboration: Staff is working to complete MOU with Meals-On-Wheels related to information sharing. This effort will serve as a template for use with other community-based organizations on information sharing. This campaign was deferred in 2023 due to staffing levels and restarted late in 2024 due to staffing levels. Page | 35 Page 788 of 1087 Office of Emergency Management Accountable Status In 2025 OEM plans to work closely with APH to join their community outreach efforts. Operations – Public Preparedness Messaging: OEM Ballou / Santos uses social media and a branded ESRI Hub page to disseminate personal and family preparedness messages. In 2024-2025 OEM will develop seasonal preparedness campaigns and continue to update the website to share emergency preparedness literature and information. OEM will continue to partner with the County PIO’s Office to support messaging and seek website support from ITS. https://oem.traviscountytx.gov Plans - Santos GIS Decision Support and Intelligence: Develop GIS based decision support tools to enable timely educated decisions in times of disaster or emergency and every day. 2024 – OEM launched preparedness accounts on Facebook, X, Instagram, YouTube. 2025 – OEM will continue to develop social media use to promote preparedness throughout the county. Program Goal: Ensure County is prepared to deliver essential services in times of disaster and emergency Deliver NIMS training for Travis Operations - NIMS Training: National Incident County work force and community Gard Management System training prepares responders community emergency responders to work together in a disaster. In fiscal year 2022, OEM worked with the Auditor’s Office to develop a process to track ICS training in the Learning Management System. In fiscal year 2024, OEM will continue efforts to document NIMS and emergency management related training in the LMS. Foster a culture of accountability and Operations – Continuous Improvement Program: OEM continuous improvement Clampffer will research and determine feasibility to implement a continuous improvement program in 2024 like FEMA’s Continuous Improvement Technical Assistance Program. Page | 36 Page 789 of 1087 Office of Emergency Management Accountable Status AAR Tracking: OEM will continue work to track After Action Reports from significant community emergencies and provides a framework for tracking responses and updates. Operations – Responder Training: OEM will offer EOC Gardy Orientation and WebEOC Fundamentals courses to County elected officials, employees and community responders. Drills and Exercises: During fiscal year 2024, OEM consulted with Emergency Service Districts, and the Austin Fire Department as they developed community evacuation plans. In 2025 OEM will work to coordinate and deconflict plans for the whole county. Finance – Mars Disaster Finance Support: OEM will work with county departments to provide disaster accounting training, review department disaster accounting plans, and suggest improvements to improve the county's disaster accounting capabilities. Logistics – Logistics: OEM will continue to work with McCauley Purchasing to identify vendors for disaster related services and supplies. Critical areas for sourcing this year include Site/Event Management, Point of Distribution Support, Shelter Support, Emergency Food and Water. OEM will continue to develop a comprehensive inventory management system for emergency equipment and supplies. Program Goal: Ensure County compliance with federal, state, and local emergency management related requirements Support county hazardous materials Operations – AFD HAZMAT ILA: The interlocal and response capabilities Clampffer agreement with the Austin Fire Department was renewed for an additional five years in 2023. OEM will work with the Austin Fire Department to monitor agreement performance and improve collections. Operations – Local Emergency Planning Committee Carter (LEPC): OEM will seek to increase LEPC membership and implement a program of Page | 37 Page 790 of 1087 Office of Emergency Management Accountable Status training and exercises in 2025. OEM will work to increase membership to include all membership categories in 2025. The LEPC will provide a forum for community input collaboration on hazardous materials response plans and response. The Local Emergency Planning Committee is an unfunded mandate from the Federal government and State of Texas. Ensure county emergency Plans – Gardy Emergency Management Plan: OEM management related plans are made significant planning efforts to current and socialized with the whole transition from annexes to emergency community support functions in 2024. OEM will seek to develop an emergency support function implementation plan in 2025. County-City Emergency Management Support Interlocal Agreement: OEM is negotiating with the City of Austin to update the agreement related to shared services and program support. The ILA was expected to be reviewed and taken to Commissioners Court between January- March 2023; however, progress has been stalled, and additional support is needed to complete in 2025. Plans – Hazard Mitigation Planning: The County Bradshaw, Hazard Mitigation Plan was adopted in Santos 2023 with GIS layers completed in 2024. In 2025 OEM will work to implement a County Hazard Mitigation Dashboard. Community and internal planning teams will be reconstituted for active project monitoring and awareness of funding opportunities. OEM will research feasibility and apply for grant funding when hazard mitigation grant opportunities are available. Plans – Carter Resiliency Planning: Staff is working with TNR, to facilitate an internal county planning team related to coordinating efforts to strengthening resiliency throughout the county. This effort includes Page | 38 Page 791 of 1087 Office of Emergency Management Accountable Status supporting FUSE Fellowship, county infrastructure, and community resilience. Ongoing or New Initiatives in FY 2025 OEM Facilities Planning Operations – Ongoing Initiative: OEM is in planning Carter discussions with the City of Austin Homeland Security Emergency Management Department to identify joint space requirements. Areas under discussion include: • CTECC 2.0 planning • New Backup EOC facility The logistics/warehouse facility discussions have been abandoned as not meeting the County needs for timeliness of completion. Alternative options will be pursued. Disaster Staffing Policy Review / Operations – Ongoing Initiative: Staffing during Reservist Program, and Warehouse Carter emergencies and disasters continues to Staffing present response challenges for Travis County. Chief barriers include shortages in the labor market (for-hire and contract), remote work policy, and available funding for reserve staff. Also, current HRMD policies do not incentivize salaried employees to participate in emergency response operations. OEM is continuing to work with County Executives, department heads, and County Judge to develop strategies to address this challenge, including addressing disaster pay policies. EM Internship / Specialist Operations - During the FY 2023 and 2024 budget Clampffer planning, OEM requested funding for a student internship. The requests were not funded. OEM will develop and seek funding for an internship program for fiscal year 2026. Public Outreach Special Project Operations – OEM requested two special project Workers Carter workers for 2024 and 2025 to deliver public outreach programs that foster preparedness and resilience. The focus is to develop a program and key performance metrics focusing on the most socially vulnerable residents in unincorporated areas of the county. Page | 39 Page 792 of 1087 Office of Emergency Management Accountable Status The Special Project Workers will continue into 2025 to conduct 4 to 10 events monthly into all areas of Travis County to enhance resiliency and preparedness. Emergency Logistics Support Logistics – OEM will develop a logistics response McCauley program to provide for detecting needs and delivering emergency relief supplies to unincorporated areas of the county. Program will strive to support municipalities when their resources are exhausted. Fire Marshal’s Office 2025 Work Plan • Fire Marshal Gary Howell Fire Marshal’s Office Accountable Status Fire Code – Record Management Howell, Implementation of the new RMS has been System Padula completed to include the following: • Inspection 360 (RMS) contract approved, The recent pandemic has and software purchase. highlighted the importance of • Data migration completed from previous implementing a virtual platform to record systems. accept electronic plans, permit • Plan Review and Permitting modules applications, inspection requests, implementation complete. and other paperwork associated with the enforcement of the Travis Remaining Items: County fire code. The Fire Marshals • Inspection module programming is still identified, requested, and received being processed with the estimated funding for a record management completion occurring within the next three system the provides a seamless months. online platform for all necessary • The online payment portal is currently functions. This system also provides delayed awaiting the County’s new PCI for complete transparency with the approval process. community, contractors, and our local fire departments, allowing Status Update 2024/25: them to access all necessary data The Fire Code Record Management System is online in real-time. We went live with nearly complete, except for the PCI component. most of the system at the beginning We recently initiated discussions with the County of November. We still have a few for implementation of this component. Our next remaining phases to complete. step is the vendor intake meeting. We anticipate finalizing the Fire Code Record Management System by the end of the first quarter of 2025, which includes the PCI component. New Mobile Command Trailer Howell, TNR Fleet has applied for licensing and We took delivery of the new trailer in Padula, registration. Next phase will include the following: November of 2022. Our office is Timmons completing the final modifications Status Update 2024/25: required on the trailer to reduce Page | 40 Page 793 of 1087 Fire Marshal’s Office Accountable Status overall costs and expedite project After discussions with Adam Johnson and Patrick completion. The new trailer Phillips, it has been determined that this trailer measures 24 feet in length and, will better serve the operational needs of both the when complete, will be outfitted TCES division and TCFMO, rather than being with a robust county radio system, exclusively designated for TCFMO. Priority use will Cradle-Point system, dual-band Wi- be given to support incident command posts, Fi internet, dual AC and Heat, enabling the execution and support of mission- mobile weather station, and critical operational tasks during large mass miscellaneous operational gathering events. To maximize its utility components such as large monitors, throughout the year, the trailer can also be computer, and printer. utilized as needed by TCES. It will be collectively outfitted and put into service through collaboration between TCES and TCFMO, leveraging budgets and equipment from both divisions. This outfitting will include internet capabilities, radio communications, technology, logistical equipment, tables, chairs, and storage solutions, ensuring the trailer is equipped to handle a wide range of operational demands effectively. Auxiliary Reserve Peace Officer Howell, We will need to coordinate with H.R. to create Program Padula non-paid slots. The commissioned slots will Implementing an Auxiliary Peace require Commissioner Court approval. Officer Program will provide the following benefits. We will also need to create a mechanism for recruitment of applicable auxiliary staff. • Assist in diversifying the overall abilities of the Status Update 2024/25: TCFMO by adding Auxiliary This program is being reevaluated due to areas of Peace Officers with unique concern with the implementation in 2023/24. The backgrounds and skillsets following areas will be addressed in the • Create an efficient way to reevaluation and should lead to a well- supplement full time TCFMO documented and functional program that staff in times of need in a provides the Fire Marshal’s Office with the very cost-effective manner assistance these programs are normally created • Provide the ability to hold the to implement. commission of eligible ESD personnel that have 1. Ensuring proper policies are in place for the completed peace officer selection, commissioning, and credentialling licensing requirements of Auxiliary Personnel. • Provide ESD commissioned 2. Ensuring proper policies for conducting officers with the ability to background investigations are in place. legally assist with arson 3. Ensuring there is proper documentation of the investigations Commissioner’s Court acceptance of the • Assist greatly towards the program. creation of county-wide fire 4. Ensuring there is proper policies on the investigation task force conduct, duties, limitations, and expectations of Auxiliary Personnel. Page | 41 Page 794 of 1087 Fire Marshal’s Office Accountable Status All this information should be prepared by mid fiscal year and a full reevaluation of the current auxiliary person will be conducted. Implementation should be completed by end of the current fiscal year. Fire Investigation Records Howell, An appropriate software program has been Management System Padula identified. The software program has cleared I.T. security for compliance. Local Government Code 352 requires that the County Fire We have identified a potential funding source. Marshal keep a record of all investigations. We are currently Our next step is to request that purchasing assign working with ITS and TCSO to a buyer to evaluate contract options. identify and implement a new RMS system for TCSO that we will be a We have identified a potential funding source that part of. we will need to discuss with PBO after we receive approval from purchasing. As part of this system, we would like to acquire additional licenses for Status Update 2024/25: each of Emergency Service Districts. This program has been approved and This would allow for seamless implemented. All fires investigators respond to communication of necessary and fire calls are utilizing this program, and we have required information between our had several incidents where the captured agencies in a uniformed manner. information has been easily retrieved and The ESD’s are very much in support redacted. of our efforts to move towards this RMS system. TESLA Project Howell, We average 260 inspections a month at Tesla (all- TESLA continues to work towards Mosley inclusive). constructing the largest manufacturing facility in the nation. Approximately 15 staff hours are required per This project requires our office to week for coordination meetings related to ongoing conduct technical plan reviews and proposed projects. We do not anticipate a related to all building/fire codes, decline with any of the aforementioned areas over hazardous materials storage and the next year (2023). handling, fire sprinkler/suppression systems, fire alarm systems, and Status Update 2024/25: the associated inspections to verify The Tesla project remains the largest Fire Code compliance. Additionally, they have endeavor for our office. Over the past year, we already begun to design and have experienced a significant increase in construct ancillary structures on workload, averaging 95 plan reviews, 62 permits, adjacent properties to support their and 150 fire safety inspections each month. manufacturing needs. The current economic performance agreement Throughout the year, the FMO team between the County and the accomplished three significant milestones at the Colorado River Project, LLC, also Tesla project: known as TESLA, specifies plan reviews to be completed by the 1. Eliminated the Permit Backlog: We successfully County within specific accelerated addressed the backlog of permits that had been timelines. The Fire Marshal’s Office Page | 42 Page 795 of 1087 Fire Marshal’s Office Accountable Status continues to meet the required hindering project development and permitting timelines with the use of additional processes. third-party reviewers. 2. Timely Review Completion: We consistently completed reviews within the contractual timeframes, enhancing our efficiency and responsiveness. 3. Mitigated Risks in Construction: By resolving the backlog and ensuring timely reviews, we were able to halt all “at risk construction, which was allowed by the prior Authority Having Jurisdiction (AHJ). This has reduced ongoing construction issues and reducing costs for fixes, all while improving compliance and safety oversight. As Tesla expands its production line and further develops the facility, we anticipate continued growth in fire code activity on-site. This upward trend underscores the importance of our ongoing efforts to ensure compliance and safety throughout the project. New Fire Code Adoption Howell, Status Update 2024/25: Adoption of 2021 Edition of the Padula The adoption of the 2021 International Fire Code International Fire Code (IFC) will mark our first step in aligning with local departments responsible for enforcing the fire code. Our next step will be to collaborate with our partners to develop fire code amendments for the upcoming code cycle, aiming to establish a standardized code throughout Travis County. Maintenance Inspections Program Padula, We are in the process of returning to normalcy Our maintenance inspection Markey with many of these inspections. We are also programs are comprised of the Howell working closely with Facilities on a following three categories. comprehensive assessment of all County • Complaint Generated facilities to include forecasting an appropriate Inspections timeline for when the emergency systems should • Annual Fire Inspection be replaced, including but not limited to fire Programs Implementing a pumps, fire sprinkler systems, fire alarm systems, Risk-Based Approached generators, and exhaust systems. • County Owned and Operated Facilities Our comprehensive inspection and associated assessment of County facilities correlate to the County Facilities County's continuity of operation planning. Our office attempts to inspect all County owned and operated Status Update 2024/25: facilities on an annual basis. This The inspection program for the Fire Marshal’s annual program was directly Office is currently centered around meeting affected by the pandemic. As a statutory requirements for new constriction. The result, we transitioned to only office saw a 92% increase in inspections last year conducting inspections on the and a 61% increase in plan reviews. The office will Page | 43 Page 796 of 1087 Fire Marshal’s Office Accountable Status licensed facilities, such as the continue to provide inspections for new correction facilities and those construction, county owned buildings, and state requested by Facilities due to fire licensed facilities as before. system impairments. We are actively seeking to hire three (3) fire inspectors as part of our new Specialized Public Works (SPW) initiative. Our goal is to fill these positions with candidates qualified under Deputy I or Deputy II classifications. Currently, our personnel divide their time between enforcing fire codes for new construction projects and conducting fire investigations. The new SPW positions will specifically target existing buildings, focusing on assembly areas, hazardous materials facilities, and multi-family occupancies. By adding these roles to our team, we aim to address a critical gap in our fire safety program and enhance our overall fire code enforcement efforts. Wildfire Mitigation Program Gillman, We currently have been unable to fill the second During FY 2022, the Travis County Estrella wildfire mitigation position due to lack of funding. Fire Marshal’s office created the We will need to revisit the salary range with H.R. formal position of Wildfire Mitigation and potentially request additional funding from Officer (WMO) to lead the program the Court. designed to improve Travis County resident’s safety in the event of Additionally, much of the equipment funded more wildfire. The position recognizes the than two years ago has remains on order to continuing risk posed by wildfire include the two trucks for the associated throughout Travis County and the positions and the wildland UTV. We hope to need for a full-time comprehensive receive the remaining equipment within the next program of education and field risk four – six months. evaluation to reduce risk and improve community resilience in the Status Update 2024/25: face of wildfire threats. The division hired a Wildfire Mitigation Specialist, secured essential equipment, and identified and developed funding needs to prepare for future projects and programs. The division recognizes outreach and education as a fundamental tool to provide safety and provided public outreach support as requested. The strategy has not been aggressively pursued due to limited capacity within the TCFMO. The division provided support for six outreach events which included internal and external presentations as well as tabling events for the public. Page | 44 Page 797 of 1087 Fire Marshal’s Office Accountable Status Relevant goal(s) from FY 2025 Wildfire Mitigation Division Strategic Plan Evaluate, develop and implement interagency and interdepartmental frameworks to support broad and sustainable community safety programs. Establish education and outreach programs at multiple scales that address all community safety concerns and are targeted, routine, and engaging. Establish administrative and management procedures to ensure staff, equipment and resources are managed properly. Neighborhood Scale Wildfire Risk Gillman During FY 2023, we expect to conduct 25 new Assessments (WRA) neighborhood Wildfire Risk Assessments throughout the county but will work to increase Recognizing that the first step in that number with an accelerated and coordinated reducing wildfire risk is determining education outreach plan informing residents of the vulnerabilities of our the value of the WRA’s for protecting their communities, the Travis County Fire neighborhoods from wildfire. Marshal’s office initiated a program of community and neighborhood Status Update 2024/25: field evaluations that screened No Neighborhood Scale Wildfire Risk areas of the county for susceptibility Assessments (WRA) were conducted. to wildfire. Based upon the results of the preliminary assessments, Relevant goal(s) from FY 2025 Wildfire recommendations for improving Mitigation Division Strategic Plan wildfire safety were provided to the Evaluate, develop and implement interagency and residents. A total of 11 interdepartmental frameworks to support broad neighborhood or community and sustainable community safety programs. Wildfire Risk Assessments were delivered during FY 2022. Home Ignition Zone Assessments Gillman For FY 2023, the goal is to conduct at least 200 The fundamental wildfire protection HIZ’s throughout the county as part of a effort is based on the individual coordinated education outreach and public homes and property of our information campaign. residents. Recognizing that structures can be strengthened or Status Update 2024/25: “hardened” against the impacts of There were fewer than 12 Wildfire Risk wildfire, frequently in a very cost- Assessments requested and the majority of those effective manner, increases the were recommended to and managed by the resilience of the individual homes responsible fire department. The division and the overall safety of completed one assessment. neighborhoods in the event of wildfire. 108 homes were given a Relevant goal(s) from FY 2025 Wildfire Home Ignition Zone Assessment. Mitigation Division Strategic Plan Establish education and outreach programs coordinated through the Fire Marshal Page | 45 Page 798 of 1087 Fire Marshal’s Office Accountable Status Administration with assistance from the Education Outreach Coordinator at multiple scales that address all community safety concerns and are targeted, routine, and engaging. Evacuation Planning Howell, The FY 2023 goal will be to complete at least three Travis County is home to many Gillman, Wildfire Evacuation plans for neighborhoods unique neighborhoods that are Estrella identified as having elevated risk of wildfire surrounded by wildland areas and impacts. have limited access and egress in the event of an emergency such as a Status Update 2024/25: wildfire. Identifying and evaluating There were no requests for Neighborhood Fire potential routes into and out of Drills. The division did assist in multiple neighborhoods in the event of an evacuation planning meetings, but no clear emergency is critical for planning responsibilities were assigned to the Wildfire and safety. Mitigation Division. The Travis County Wildfire Mitigation Relevant goal(s) from FY 2025 Wildfire Division continued an effort started Mitigation Division Strategic Plan in 2020 to identify those Evaluate, develop and implement interagency and neighborhoods that were interdepartmental frameworks and funding susceptible to wildfire and required mechanisms to support broad and sustainable additional planning for evacuation in community safety programs. the event of an emergency. Planning for the evacuation of a neighborhood is a complex task requiring interaction among public safety agencies, community resources, and individual residents. Wildland Fuels Moisture Gillman, During FY 2023, we planned to add at least 10 new Monitoring Estrella sampling sites to better reflect the overall county A key indicator of increase or wildfire conditions. This would be a multi-agency decrease in the wildland fire effort with TCTNR, Balcones Canyonlands potential is the moisture content of National Wildlife Refuge and the City of Austin major wildland fuels including the Water Quality Preservation program. Juniper (“Cedar”) trees throughout the county. The Travis County Fire Status Update 2024/25: Marshal’s Office, working with other The LFM Monitoring Program continues to county and City of Austin agencies, function as designed and improvements made as continues to conduct biweekly fuel necessary. moisture sampling to track the changes in vegetation ignitability. Relevant goal(s) from FY 2025 Wildfire This important information is used Mitigation Division Strategic Plan by the Fire Marshal to make Support land and fire management activities and recommendations to the Travis establish standards that promote fire safety and County Judge and Commissioners ecosystem resiliency on public and private lands. as to the need for a Burn Ban. Support suppression operations/departments and interagency wildland fire working groups. Page | 46 Page 799 of 1087 Fire Marshal’s Office Accountable Status Wildfire Workgroup Gillman, Status Update 2024/25: The Wildfire Mitigation Officer Estrella, In FY 2025, this effort will continue with an represents the Travis County Fire Howell increase in creating messages on wildfire safety Marshal’s Office as an active and wildfire resilience across the county from the participant in a variety of multi- western woodlands to the eastern grasslands agency and departmental working with regional specific information for residents groups focused on public safety that will increase their safety. including the Austin – Travis County Wildfire Coalition Working group, Relevant goal(s) from FY 2025 Wildfire the Travis County Engagement Mitigation Division Strategic Plan group, and the Travis County Evaluate, develop and implement interagency and Resilience Working group. interdepartmental frameworks to support broad and sustainable community safety programs. Support suppression operations/departments and interagency wildland fire working groups. Prescribed Burning Program Gillman, Status Update 2024/25: Support Estrella The support of public and private fuel mitigation is The Wildfire Mitigation Officer a fundamental function of the division. The participated in 28 prescribed burns division has provided planning and coordination in Travis County Parks and the Lady support for multiple wildland fire management Bird Johnson Wildflower Center to programs in the county, has assisted with 10 fuel document the behavior of local treatments to include the management of a wildland fuels and fire behavior. project at the East Service Center, and has also These burns give a level of reality to assisted with state and national efforts as the way that Travis County requested. The division provides a weekly vegetation could burn in a wildfire assessment of fire conditions to the Fire Marshal and offer “real-world” examples that to use when making Burn Ban determinations and contribute to our understanding of is working with internal and external partners to how Central Texas fire will behave if develop an improved assessment system. they occur. The division has collaborated with fire departments and land managers in the development of a wildland fire training program and participated in the delivery of 6 courses. The existing training program is being evaluated due to changes in federal and state policy and multiple training programs are likely necessary to meet the needs of the fire departments, land managers, and the public. Relevant goal(s) from FY 2025 Wildfire Mitigation Division Strategic Plan Establish routine, high-quality training across all disciplines and for all constituents, to include land managers, fire departments, partners and the public. Page | 47 Page 800 of 1087 Fire Marshal’s Office Accountable Status Support land and fire management activities and establish standards that promote fire safety and ecosystem resiliency on public and private lands. Support suppression operations/departments and interagency wildland fire working groups. Fire Safety Funding – Grants TCMFO The goal is to seek alternative funding, i.e., grants, A significant source of funding for to enhance outreach activities in diverse and fire safety programs is the underserved communities; apply to 1-2 grant Department of Homeland Security opportunities annually; seek additional funding (DHS), Federal Emergency through the budget process to maintain Management Agency (FEMA), and standards. Assistance to Firefighters Grant (AFG) Program. These grants Status Update 2024/25: support activities in two areas: The division developed a home hardening concept 1) Activities designed to reach and ultimately a grant application in cooperation high-risk target groups and with Meals on Wheels Central Texas, Emergency reduce deaths and injuries Service District 2, and supported by the Travis caused by fire-related County Grants Administrator and Writer. The hazards, and initial application was denied; however, we are 2) Research and development further developing this program and will look for activities aimed at improving grant funding again at the next opportunity. fire safety and public education campaigns. Relevant goal(s) from FY 2025 Wildfire Mitigation Division Strategic Plan Evaluate, develop and implement interagency and interdepartmental frameworks to support broad and sustainable community safety programs. Establish education and outreach programs at multiple scales that address all community safety concerns and are targeted, routine, and engaging. Support suppression operations/departments and interagency wildland fire working groups. Wildfire Mitigation Division FY 2025 Strategic Goal 1 Evaluate, develop and implement interagency and interdepartmental frameworks to support broad and sustainable community safety programs. Wildfire Mitigation Division FY 2025 Strategic Goal 2 Establish education and outreach programs at multiple scales that address all community safety concerns and are targeted, routine, and engaging. Wildfire Mitigation Division FY 2025 Strategic Goal 3 Establish routine, high-quality training across all disciplines and for all constituents, to include land managers, fire departments, partners and the public. Wildfire Mitigation Division FY 2025 Strategic Goal 4 Support land and fire management activities and establish standards that promote fire safety and ecosystem resiliency on public and private lands. Wildfire Mitigation Division FY 2025 Strategic Goal 5 Page | 48 Page 801 of 1087 Fire Marshal’s Office Accountable Status Establish administrative and management procedures to ensure staff, equipment and resources are managed properly. Wildfire Mitigation Division FY 2025 Strategic Goal 6 Support suppression operations/departments and interagency wildland fire working groups. Fire Safety Education Program and Howell, Status Update 2024/25: Outreach Trailer Padula This program will be evaluated during this fiscal year to determine the effectiveness and viability Our Fire Safety Education Program of maintaining the program. The Fire Marshal’s and Outreach Trailer is a valuable Office is dedicated to conducting education and tool that takes our fire safety and outreach in all areas related to fire safety. exit drills message to schools, businesses, events, or One area to be evaluated will be the collaboration neighborhoods. The trailer can with the various ESD’s in the county for the use of facilitate programs for both the county Fire Safety Training Trailer. Working adults/children with audio-visual with the ESD’s to provide the targeted fire safety equipment and training props. The message needed for each area would be a better trailer provides a hands-on use of the county resource and better allow for experience rather than just a attaining the overall goal. didactic lecture. Unfortunately, we were unable to utilize the trailer over the last few years due to the pandemic. Collaboration with Community TCFMO Status Update 2024/25 Partners The Fire Marshal’s Office has undergone several changes during FY 2023/24, to include a change in We will continue to prioritize leadership and vision. With this new outlook, the coordination efforts with our Fire Marshal’s Office has been working to create community partners to develop and better relationships and partnerships with the execute new engagement tools. county ESD’s as well as the various county departments we interact with daily. Improving neglected relationships is a priority in the vision of the new leadership and will greatly improve the image of the Fire Marshal’s Office as well as the Emergency Services Division of Travis County. These improved relationships will allow for greater collaboration with our community partners and open communication with our Education and Outreach Coordinator, who will be leading the charge in this area. Page | 49 Page 802 of 1087 Division of Technology and Communications 2025 Work Plan • Emergency Radio Communications Manager Adam Johnson Tech and Comm Responsible Status GATRRS (Greater Austin-Travis Adam Johnson, Central Travis County/Downtown (2020-2026): County Regional Radio System) Patrick Phillips, A capital project to restore the regional radio Coverage Enhancement Chuck system's coverage and capacity (as designed and Brotherton built between 1999 and 2003) to meet the needs of Austin and Travis County today and into the future was approved by City Council in December 2019. This $28 million project has been ongoing but delayed due to the impact of the COVID Pandemic. The County's share of the capital cost is approximately 23% or $6.5 mil that that will be included in the annual GATRRS budget over the 7-year project timeline. The City of Austin, as the GATRRS program manager, will manage the project in collaboration with Travis County and the other core partners. The radio system continues to perform extremely well, with no significant outages and with continued good to excellent coverage across the County. However, as the County has continued to grow in areas that were sparsely populated when the radio system was built, we have identified system improvements necessary to sustain the level of coverage and building penetration of the system as it was originally designed in 1999. GATRRS Radio Encryption Adam Johnson, During the summer of 2023 the City of Patrick Phillips Austin Police Department (APD) and the Travis County Sherriff’s Office (TCSO) began encrypting their operational talk groups. APD has completed full encryption of all their agency talk groups. TCSO encrypted most of their non-dispatch talk groups to allow other agencies they provide dispatch services for to upgrade their radio hardware to accept the encryption functionality. Over this next year, a 2nd phase of encryption roll- out is being planned for TCSO to fully encrypt all their talk groups, including the primary dispatch channels. This roll-out will be coordinated with the other public safety departments in the County. SLFRF Grant Funding – Radio Adam Johnson, During the assessment and planning phases of Hardware Reimbursement for Patrick Phillips, the Public Safety Encryption Project we identified TC Emergency Services Chuck numerous Departments with outdated radio Districts Brotherton equipment that would not support the necessary encryption protocols. Travis County secured Page | 50 Page 803 of 1087 Tech and Comm Responsible Status funding through SLFRF to assist the Emergency Service Districts (ESDs) with updating their radio equipment through a reimbursement process. Technology and Communications is currently working with the ESDs finalize the Interlocal Agreements (ILA) which will be used to reimburse them for qualifying radio and MDC purchases. We will continue to work with the ESDs and the County Auditor’s office to process their reimbursement requests throughout the year. GATRRS Adam Johnson, The GATRRS Interoperability Guide workgroup Interoperability/Operability Patrick Phillips began meeting in early 2022 and is approaching a Guide Revision, including final document draft with many changes and Expansion of Interoperability updates. The Austin/Travis County workgroup and Special Event Zones & Talk expanded its scope to include our regional groups partners and work collaboratively to update both the regional plan and the local plan. The core document has been approved and distributed to stakeholders. The workgroup is now working on regional training via a series of video presentations and other materials to assist with knowledge and understanding of the interoperable communications on the GATRRS system. Travis County Correctional Johnson Technology and Communications will work with Complex In-Building Amplifier the TCSO Corrections Division over this Fiscal Replacement Year to install updated in-building radio booster systems in the remaining buildings on the west side of the TCCC campus. This includes the Kitchen/Warehouse, Inmate Housing Buildings 1- 3, and the Health Services Building. This project was fully funded in FY 2025 and has gotten underway as of November 2024. We have also received funding to upgrade all the desktop consolettes in TCSO Corrections to units capable of accepting encryption during FY 2025. This work will coincide with planned upgrades to the control rooms in the various TC Corrections facilities at TCCC and TCJ. Travis County Unmanned Adam Johnson, The Technology and Communications Division Aircraft Systems (UAS, i.e., Patrick Phillips has established a Public Safety UAS (Drone) Drone) Pilot Program Program that provides services to multiple Travis County Departments. We will be establishing a UAS Workgroup with TNR Parks & Land Management, TC Facilities Security, TC Fire Marshall, Media Relations and TC STAR Flight to continue growing this program and ensure Page | 51 Page 804 of 1087 Tech and Comm Responsible Status consistency in the application of this technology to serve the community. We have assisted in getting pilots established in the Fire Marshall’s Office and the TNR Parks Police Department. We continue to work with regional partners on the development of a standardized regional training program for all UAS teams. This year we will work toward obtaining Accreditation through the Airborne Public Safety Association (APSA). TELLUS Implementation – Adam Johnson, The Tellus project began in 2017 with the goal of ATCEMS, STAR Flight, Patrick Phillips connecting the CTECC computer-aided-dispatch Williamson County EMS (CAD) system, which is shared by Travis County and the City of Austin, with the CAD systems being utilized in Williamson County. Technology and Communications will continue to work with the City of Austin, Austin-Travis County EMS, STAR Flight and CTECC Public Safety IT to implement the EMS portion of the Tellus CAD to CAD interface. This implementation will facilitate STAR Flight requests for service without the need for phone- based processing. Technology Improvements – Adam Johnson, With the planned opening of a STAR Flight station Blanco County / STAR Flight Patrick Phillips in Blanco County, we intend to establish a CAD- to-CAD interface with Blanco County. This interface will facilitate STAR Flight requests without the need for phone processing. Additionally, we will add the STAR Flight Primary radio resource to the Blanco County dispatch consoles to facilitate direct radio communications. Page | 52 Page 805 of 1087 • Department 159, Emergency Medical Services: Division of Clinical Performance and Education, STAR Flight Division of Clinical Performance and Education 2025 Work Plan • Division Chief Lynn Burttschell DCPE Accountable Status Medical Direction Lynn In FY 2024/25, DCPE will transition the role of Burttschell, Medical Director for the 14 represented agencies Dr. James from Dr. James Kempema to Dr. Taylor Ratcliff. Kempema Upon transition of the Medical Director, we will begin a search for a new Associate Medical Director to assist Dr. Ratcliff in providing coverage to the county. In addition to maintaining ongoing programs, DCPE is working with the ESDs to increase the number of credentialled Advanced EMTs and Paramedics in the county through our Advanced EMT and Paramedic development and mentor programs. Agencies served by DCPE Lynn Burttschell Travis County Emergency Services, Staff- Travis County STAR Flight, Division Chief – Lynn Burttschell Travis County Park’s Police, Admin. Assistant – Jennifer Travis County ESD 3, Travis County ESD 5 (new to Lapaglia DCPE in 2024), Training Captain – Stephen Maier Travis County ESD 6, Training Captain - William Travis County ESD 8, Hanson Travis County ESD 9, Training Captain – Mike Summers Travis County ESD 10, Page | 53 Page 806 of 1087 DCPE Accountable Status Medical Director – James Travis County ESD 11, Kempema Travis County ESD 12, Associate Medical Director – Travis County ESD 14, Taylor Ratcliff Bastrop - Travis ESD 1, Travis County Constable Pct 2 Credentialing Lynn Current credentialed providers: 542 Conduct provider credentialing, Burttschell, Newly credentialed in 2023-24: allowing clinicians new to the James - EMT’s = 68 system or providers who have Kempema - Advanced EMT’s = 7 enhanced the level of their - Paramedic / RN’s = 8 licensure to practice under the license of the Medical Director. Partner Agencies in Education Lynn Burttschell - Texas Department of Public Safety, - Ascension Seton - Dell Children’s Medical Center - Austin / Travis County EMS - Austin Fire Department Education Programs Delivered Lynn Burttschell - On-line medical education Collaborative education - Medical lecture series authored and instructed for Field - Hands-on medical education Training officers for System - Medical skill education and verification providers (COA and TC) Paramedic and Advanced EMT development program - Wilderness medicine workshops - Water safety and survival for peace officers, STAR Flight Helicopter Rescue Specialist academy - HRS Instructor development course, - STAR Flight Instructor based education – rescue - STAR Flight Instructor based education - medical STAR Flight 2025 Work Plan • Director of Aviation Operations Craig Hilzendager • Director of Medical Operations Justin Soulier STAR Flight Responsible Status STAR Flight Helicopter Fleet SF Leadership STAR Flight Helicopter Fleet Replacement Replacement and Emergency It has been determined that our current fleet of Services exec aircraft are no longer feasible, causing a need to leadership. replace. This is in part due to the excessive premature failure of the parts and components of the helicopters. This creates excessive and unacceptable down times of being out of service, where we are unable to deliver life- saving services to our community. In addition, our Helicopter Maintenance Technicians are Page | 54 Page 807 of 1087 STAR Flight Responsible Status heavily burdened in keeping up with unforeseeable maintenance demands. Furthermore, the extensive operating costs of the current fleet far exceeds the industry norms for comparable aircraft. SF is working with an aircraft consultant to review comparable suitable aircraft to aid in selecting a potential fleet replacement model. Aircraft fleet replacement initiative will be one of SF’s main areas of focus. All other projects such as, satellite bases, two 24-hour operations, and the ability to meet the needs of our community, all depend on having the correct and appropriate “tools” to be successful. The “right” or suitable aircraft is paramount to our ongoing success. Compensation Comparison SF Leadership STAR Flight Compensation Comparison Collaboration STAR Flight and and Emergency STAR Flight is working diligently with HRMD to TC HRMD Services exec perform a Collaboration Compensation study to leadership, TC ensure our staff are being appropriately HRMD compensated. Initial findings are corroborating STAR Flight’s understanding of our staff being under compensated. The end goal is to allocate funding to bring all STAR Flight employees to the appropriate levels as compared to our industry colleagues. STAR Flight Cooperative Director of SF Relationships Relationship Building Aviation Ops Many meetings and ideas have been shared. The In cooperation with ATCEMS, Craig Hilzendager SF perspective of continuing to build on AFD, surrounding county / Director of relationships and collaboration has proven to be regional EMS services, local Medical Ops extremely positive and has brought a much more Healthcare networks and their Justin Soulier efficient process resulting in great benefit to the associated Specialty Teams, and community we serve. Blanco County develop and implement ideas to improve Continue to conduct public-relations and first- efficiency of service and responder training events to improve response establish a positive cultural efficiency and patient outcome. Response from relationship benefiting Travis other agencies has been outstanding. This effort County, and regional residents. is on-going with no end date. Much training coordination is ongoing with ESD’s, AFD, EMS, and other counties as well. In addition, SF has collaborated with Williamson County EMS to develop an “Auto-Launch” criteria to increase efficiency in communication when requesting medical transports from trauma related calls inside of Williamson County. SF is Page | 55 Page 808 of 1087 STAR Flight Responsible Status also working with Blanco County on a similar initiative. This is ongoing with a continuous process improvement, no end date. Aircraft Maintenance Record Director of Electronic Maintenance Record Keeping Keeping System Aviation Ops System Implement an approved Craig Hilzendager The current system is not as functional or Electronic Maintenance Record / Director of efficient as needed to retain required Federal Keeping System. Maintenance Aviation Administration (FAA) Helicopter Frank Veliz Maintenance Records. SF is working with TC Purchasing and ITS to select and implement this system. The replacement system will require sufficient time to migrate current records, train all STAR Flight personnel who need access, and validate system effectiveness before going through an FAA approval process. Aircraft Hangar Director of STAR Flight Hangar Update/Exploration Aviation Ops The current hangar facility has become Updating essential fuel delivery Craig Hilzendager surrounded by urban sprawl, creating noise equipment. Early feasibility / Director of pollution issues for the surrounding community. exploring options of satellite Maintenance SF needs to move away from using the current bases that would best serve the Frank Veliz / hangar facility as a base of operations, and only community and move from an Director of use it when major maintenance is needed. outdated “Central Hub” model. Medical Ops Satellite bases offer an advantage of reducing This would allow the current Justin Soulier response times to outlying areas of Travis hangar facility to be kept as a County. depot level maintenance facility, rather than a base of operations. Additionally, the current hangar facility is beginning to reach the “life-expectancy” for some of the mission-critical equipment, such as fuel delivery equipment.… STAR Flight is working on the replacement of essential equipment of the current facility to meet our needs. Any future aircraft changes may be affected/restricted by our outdated/aging hangar facility. A continuous evaluation of repair expenditures for continued operations is recommended. STAR Flight Revenue Director of SF Revenue Develop and implement a plan Aviation Ops It is the intent of SF Management to continually to pursue the continual Craig Hilzendager improve and explore the maximum capability of development of external revenue / Director of our equipment to make sure we are utilizing all of sources to support STAR Flight Medical Ops capabilities to capture revenue wherever operations. Justin Soulier possible, for example by implementing and expanding capabilities, auto-launches, as well as collaborating with hospital teams on critical care protocol for helicopter usage, etc. STAR Flight investigated ways to improve and streamline our billing processes while ensuring that barriers to pay do not become a barrier to Page | 56 Page 809 of 1087 STAR Flight Responsible Status the highest quality healthcare. Numerous opportunities were discovered to improve the revenue return from patient transports and reduce negative impacts to patients. Work is presently being done to make improvements on those identified opportunities and positive financial impact is being realized. Additional improvements to revenue stream are expected with current transition to a new third party billing vendor. The new vendor will provide improved reporting, increased communication and collaboration regarding billing barriers, and the addition of credit card payment option. All these improvements are expected to significantly impact revenue recovery. STAR Flight to add Additional Director of STAR Flight West Base / Blanco County Operational Base Location Aviation Ops Finalizing build of hangar and Crew Quarters Blanco County, in partnership Craig Hilzendager facility near Round Mountain, in Blanco County. with STAR Flight began a / Director of This additional operational base is anticipated to partnership to build an Medical Ops improve response times to western rural Travis additional operational base Justin Soulier County, as well as increase access to western location for STAR Flight to region of operations. occupy in northeast Blanco County. This development is nearing completion and anticipating being operational in Q1 or Q2 of 2025. STAR Flight Staffing Director of SF Assistant CMS / CCS Staffing STAR Flight is continuing to Aviation Ops Create an assistant position, like the Assistant explore expansion of staffing to Craig Hilzendager Chief Pilot, for the Chief Medical Supervisor and increase programmatic / Director of Chief Clinical Supervisor to conduct program performance. Medical Ops clinical and public mission training for all STAR Justin Soulier Flight staff, as well as relief staffing to cover sick/vacation shifts. The addition of these positions was not fully supported in this year’s budget allocations, however, staff members functioning in a light duty capacity due to temporary medical restrictions have significantly contributed to the program and demonstrate how valuable these assistant positions will be. STAR Flight Future Aircrew Staffing STAR Flight, along with our ACS/MEDCOMM partners, have developed improved data capturing metrics to identify potential “gaps” in service availability times. The data being captured, is highlighting the need and benefit of staffing two twenty-four-hour aircraft. This would be increasing life-saving service capabilities to our community. Page | 57 Page 810 of 1087 STAR Flight Responsible Status STAR Flight Safety Director of Safety SF Safety Partnership location helipad Joe LeBrecque Continue providing appropriate log-in cameras refresh credentials to our partnership agencies. Confirm responsible parties for invoicing at our partnership hospitals. Install 3 new cameras. One at DCMC North and two at the Blanco County location. Ongoing and continuous: SF is in cooperation with ESD/AFE/EMS currently in the development of a formal AAR process for joint responses to significant incidents. We are now developing multiple and regularly scheduled training events to better understand the capabilities of each agency and how to better manage a joint response scene. Continue to be main liaison between STAR flight and hospital partners regarding helipad development, construction, and improvements. Continuous communicator to stakeholders regarding helipad hazards. STAR Flight Training and Chief Pilot Taylor STAR Flight Internal Standardization Initiative Petty / Asst. Chief SF in conjunction with DCPE have identified and Pilot Marc Jones developed new SF Instructors to teach Public Missions such as hoisting or firefighting. Interagency Training Focused Interagency training to facilitate a more cohesive operational approach through collaborative relationships. STAR Flight Operational All department SF Quality Management Excellence and Innovation leadership The SF Leadership Team has evaluated data being collected as part of the Quality Management plan. We have made some improvements to ensure consistency and validity of that data. The team has also identified Key Performance Indicators (KPI) that have been further developed to include metrics, goals, targets, and action plans. Additionally, those KPIs are being used to drive cascading goals of staff with the intent to continuously improve quality and safety. Commission on Accreditation of Medical Transport Systems (CAMTS) Accreditation Ongoing evaluation for improvement in QM/KPI data collection and improvement implementation for all medical transports. Audit Page | 58 Page 811 of 1087 STAR Flight Responsible Status completed and accreditation completed FY 2022. Initial application submission is occurring in December 24 with expected site visit 1st Qtr. CY25. Airborne Public Safety Association (APSA) Accreditation Ongoing evaluation for improvement in QM/KPI data collection and improvement implementation for all public mission flights. Audit completed FY 2023. Full accreditation received. Continue maintaining APSA standards to maintain 3-year accreditation. ESO – Charting Software Program Electronic Health Care Record (EHR) software changing to ESO. The previous EHR (ePCR Zoll) agreement between STRAC and T.C. SF is end of life. ESO go live date projected for 1 FEB 2025. This transition will significantly improve data reporting capabilities, quality assurance/improvement efforts, staff efficiency, and compliance. STAR Flight Clinical Training Chief Clinical Simulation Training Supervisor Ongoing in-house training, focusing on Airway (vacant)- / Chief Management, (ALS) Advanced Life Support, Medical Critical Care Transport and Rescue Medicine. Supervisor James Implementation of regular crew-based hands-on Esquivel clinical training is already receiving good reviews from team members and positively impacting competency maintenance. Medical Continuing Education Online clinical education platform providing SF clinical staff with Flight Medicine/Critical Care Continuing Education to meet CE credentialing requirements. Ongoing since FY 2020. Additional required certification courses: ACLS, PALS, BLS, NRP, CFRN, FP-C, RN license renewal, State and National Paramedic license renewal. MedToMarket Austin Cadaver Lab SF Clinical Staff attend annual training at MedToMarket’s Cadaver Lab. SF is utilizing MedToMarket to provide a customized, lab focusing on trauma skills and airway management. This clinical education is a functional requirement of CAMTS accreditation. KPI Database and Charting QM Program Page | 59 Page 812 of 1087 STAR Flight Responsible Status 100% chart review by SF Clinical Providers. Provides real-time feedback to individual dashboard for each SF clinical provider and provides feedback on overall clinical program performance metrics required to be captured for CAMTS accreditation. DCPE Clinical Education Work with the Department of Clinical Performance and Education to collaboratively support SF Clinical Staff through development and delivery of self-led, instructor led, simulation based, and exercise-based training to meet the extensive clinical training requirements for the SF Clinical Providers. Page | 60 Page 813 of 1087 Page | 61 Page 814 of 1087 Department Overview HHS provides a full range of health and social services, through a combination of directly provided programs and investments in community-based partners. We strive to address the needs of our community in the most efficient and effective manner possible to provide the greatest possible value to the residents of Travis County. HHS’s work encompasses multiple County goals, and we have recently updated our purpose statement to guide and describe our department’s collective work. County Goals: Updated HHS Purpose: 1. Promote economic well-being and racial, Improve the quality of life of the people we ethnic, and economic equity. serve, honoring their humanity with dignity 2. Keep people physically and mentally healthy. and respect. 3. Keep people safe. 4. Achieve environmental sustainability and HHS serves all people of Travis County to prepare for major climate disruption. enhance social, economic, health, and 5. Protect and provide opportunity for those most educational well-being. vulnerable and underrepresented. 6. Assure mobility that is timely, predictable, and We empower and engage the community to safe. remove barriers and bring forth opportunities 7. Be a trusted and well-run county. for people in need. HHS provides services directly, supports other organizations through partnerships and investments, and contributes research, data, and information to achieve our vision. In the following annual update, you will find themes recurring over the years. These include broad community-level issues, issues focused on smaller sub-sets of the community, and issues internal to the department. We believe that our efforts in response to these conditions support the County- wide goals adopted by the Commissioners Court. HHS remains focused on providing and enhancing our ongoing programs and services while also implementing new or expanded initiatives in County priority areas including behavioral health, affordable housing, violence prevention, and childcare and afterschool/summer programming. During 2024 HHS obligated remaining federal pandemic recovery funding, implemented the second of a three-year process to procure new contracts in all social service investment issue areas, and launched a new enterprise client management system to improve efficiency and access for staff and clients. As part of our Diversity, Equity, Inclusion and Belonging strategy, the department provided leadership training for all supervisors and for individual contributors interested in leadership development. We also launched Strategic Resource Groups, which are voluntary, employee-led groups that aim to foster a diverse, inclusive workplace by creating connections and support networks. Looking ahead, HHS will continue to refine priorities and processes in both purchased and direct services to ensure that limited resources are applied to the greatest effect on our most pressing needs. Page | 62 Page 815 of 1087 Page | 63 Page 816 of 1087 Community Context in 2024 The work of Travis County HHS is influenced by a wide range of community conditions: demographic, social, and economic. HHS must understand and adapt to shifting conditions to effectively meet the needs of our community and clients. Among the most significant are the following: • Demographic Trends: o Population growth: An ongoing challenge facing HHS, and Travis County overall, is continued rapid population growth. In 2023, Travis County had a population of 1,334,961, a 5% increase from 2019. (2019 and 2023 American Community Survey 1-Year Estimates) o Age distribution: While Travis County continues to be characterized by a large working age population (18-64), and a relatively younger median age (36.1 compared to the US average of 39.2), older adults 65 and over are the fastest growing age group and increased by 18% (23,378 individuals) between 2019 and 2023. (2019 and 2023 American Community Survey 1-Year Estimates) o Racial/ethnic diversity: Nearly one-half of the Travis County population identifies as non-Hispanic White (47%), followed by Hispanic or Latino of any race (32%), Black or African American (8%), Asian (8%), and Two or More Races (4%). The other race groups include Native Hawaiian or Pacific Islander and American Indian or Alaska Native. Together, these make up slightly less than 1% of the total population. The Asian population and those identifying as Two or More Races are among the fastest growing racial/ethnic groups in Travis County. (2023 American Community Survey 1-Year Estimates) • Economic Trends: o Despite Travis County’s overall economic prosperity, the benefits are not shared among all community members. . 24% of residents (302,437 individuals) were living below 200% of the poverty threshold in 2022. (2018-2022 American Community Survey 5-Year Estimates) . There are significant racial/ethnic disparities in poverty rates due to structural and systemic factors that influence economic status and create inequities at the individual level. During 2018-2022, the poverty rate was 17% for Black/African American residents of Travis County, 17% for the smallest populations5, 17% for Hispanic or Latino (any race) residents, 12% for Asian residents, 11% for residents who identify as Two or More Races, and 7% for White, Non-Hispanic residents. Residents who were Hispanic or Latino (any race) and Black/African American were overrepresented in the population experiencing poverty compared to their share of the total population. (2018-2022 American Community Survey 5-Year Estimates) . Children under 18 years old experience higher than average poverty rates with 14% living below 100% of the poverty threshold and 30% living below 200% of the poverty threshold during 2018-2022. In comparison, during this same period, 11% of the total population lived below 100% of the poverty threshold and 24% lived below 200% of the poverty threshold. (2018-2022 American Community Survey 5-Year Estimates) 5 The Smallest Populations group consists of Alaskan Native, American Indian, Native Hawaiian, Other Pacific-Islander and Non-Hispanic Other Race groups. Due to a small sample size of the smallest populations, the poverty rate is not reliable at the 90% confidence level and should be used with caution. Page | 64 Page 817 of 1087 o Cost of Living: Travis County is an increasingly expensive community in which to live. This is most evident in the cost of housing which has become unaffordable for many Travis County residents. . A Travis County family of 4 needs an income of $108,585 for a modest yet adequate standard of living. (https://www.epi.org/resources/budget/budget-factsheets/#/2779 . Eighty-seven percent (87%) of all owner-occupied homes are valued at over $300,000; while homes valued at less than $200,000 represent just 7% of all owner-occupied units. Home values have shifted significantly during the past 5 years--from 2019 to 2023, homes valued below $300,000 decreased by 59% (- 59,387 units) while homes valued at or above $300,000 increased by 67% (+111,518 units). (2019 and 2023 American Community Survey 1-Year Estimates) . Renter occupied housing has seen a similar trend. In 2023, nine percent (9%) of rental units had rents less than $1,000 compared with 31% of units with rents of less than $1,000 in 2019. (2019 and 2023 American Community Survey 1-Year Estimates) . Among renters, over half (52% or 145,504 units) face a housing cost burden— meaning they spend 30% or more of income on housing costs— and nearly one- quarter (23% or 64,821 units) face a severe cost burden and spend 50% or more of their income on housing costs. The number of renters facing a severe cost burden has increased by 20% since 2019. (2019 and 2023 American Community Survey 1-Year Estimates) . Affordability is increasingly prominent as a challenge beyond housing. Costs to meet all types of family need continue to rise faster than family incomes, including such critical needs as food, childcare, and transportation. During the past 5 years, overall costs have risen about 23%. (October 2019 to October 2024 CPI Inflation Calculator (bls.gov) • Labor Market: Most current data (October 2024) from the Texas Workforce Commission indicates an unemployment rate of 3.4% (30,293 unemployed out of a total labor force of 887,674). While unemployment is lower than the height seen during the pandemic (5.2% in October 2020), the current rate is still higher than pre-pandemic unemployment (2.5% unemployment in October 2019). (https://texaslmi.com/LMIbyCategory/LAUS) • State and Federal Policy and Funding: Decisions across a range of subjects at the state and federal policy level can represent significant impacts to the work of our department. During the past several years, the current focus has been completing the implementation of the County’s ARPA LFRF funding, a substantial portion of which has been allocated to HHS related projects (over $150 million). With the upcoming 89th Texas legislative session and the new incoming federal administration, HHS will continue to monitor key legislative issues that impact our work and our clients’ well-being. Page | 65 Page 818 of 1087 • Cross-Cutting Issues: HHS also plays an increasingly critical role in addressing cross-system and community-wide challenges including: o Decreasing criminal legal system involvement by increasing access to health and human services supports, services, and treatment. o Preventing gun violence and ensuring victims of violence have support and services. o Finding solutions to the impacts of housing unaffordability including preventing evictions and investing in enhanced services that help keep residents housed, healthy and thriving. o Addressing substance use disorders and overdose deaths through harm reduction, prevention, awareness, and creating a SUD Consortium for regional planning. o Creating access to affordable, quality childcare and afterschool and summer programming to ensure parents can continue their education, increase their participation in the workforce, and improve their family’s economic stability. Highlights and Goals, 2024-2029 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) Emergency HHS staff continue to fulfil Implement updated Work with other County Response leadership roles related to department plans to ensure departments to identify a social and behavioral effective and appropriate cadre of County employees health services within the representation in EOC to assist in Emergency EOC structure. operations. Response and Recovery, including the staffing of Implement emergency Mass Shelters. Ensure that response plans to optimize those County employees HHS operations and meet are well trained and fully the needs of the equipped to meet response community. and recovery needs. Identify an appropriate compensation structure for County employees assigned to response and recovery duties. Information • ECMS production • Tech staffing (new and • TRE Application launch. Technology launch. reclassed) to support • Expand HHS Tech Team • HHS Tech Team the new Childcare and services. creation. After School • Enhance contract and • TCM system upgrade programming. invoice tracking and to support the Office • RFP for contract and payment process across of Children Services. payment tracking HHS. system for new • HHS IT staff Salesforce childcare services , certified to support staff development, and with ECMS that is on a testing. Salesforce platform. • ECMS Change Request process developed. • E-Document library. • CABA sunset. Page | 66 Page 819 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) Social General Fund- Conducted General Fund- Procurement General Fund- Review Cycle Services procurement in 2024 for in 2025 for new FY 2026 2 procurement processes Investments new FY 2025 contracts: contracts: and begin planning for • Supportive Services • Access to Basic Cycle 3 procurement, which for Community Living Supports restarts procurement of all • Housing Continuum • Behavioral Health nine issue areas. • Early Childhood Social Services • Public Health Social Cycle 3 procurement ARPA/LFRF- Implemented Services schedule by Issue Area: remaining American Rescue Plan Act Local ARPA/LFRF- Contract Procurement in 2028 for Fiscal Recovery Funds management and reporting new FY 2029 contracts: (ARPA LFRF) allocated for for ARPA LFRF contracts. • Early Childhood social services. Ensured • Workforce Development all funds were • Youth Development encumbered by December 31, 2024. Procurement in 2029 for Investments in: Workforce new FY 2030 contracts: Development, Childcare • Access to Basic Services and System, Supports Access to Food, Eviction • Housing Continuum Prevention, Youth • Supportive Services for Development, Behavioral Community Living Health, Community Violence Intervention. Procurement in 2030 for new FY 2031 contracts: • Behavioral Health Social Services • Public Health Social Services • Safety Intervention Services ARPA/LFRF- Contract management and reporting for ARPA LFRF contracts. Ensure all funds are spent by December 2026. Fair and Supportive Housing SHIP - Finalize contracts SHIP - Monitor construction Affordable Initiative Pipeline (SHIP) – with all 11 partners; of over 2,000 new SHIP Housing HHS Assumed leadership construction on over 2,000 affordable housing units for SHIP in July 2022. The affordable units begins. across 11 properties. Supportive Housing Work with internal County Division was created in departments and Monitor compliance to June 2023 with the contracted provider to ensure partners are installation of the new ensure compliance and providing supportive Supportive Housing construction advances as services to the vulnerable Division Director. Project planned. populations their new management across housing will serve. Page | 67 Page 820 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) multiple county CDBG – Complete departments to establish Consolidated Plan for CDBG – Implement Annual policy standards, develop Program Years 24-28. Plans to support Goals internal County process to Implementation of Annual outlined in the PY24-28 support implementation. plan for PY22, PY23, and Consolidated Plan. Nine of 11 planned PY24, and complete CDBG- Maintain compliance with agreements have closed. CV investments. HUD requirements and work to meet the annual Complete Community Launch the new HOME timeliness test. Development Block Investment Partnerships Grant- Disaster Relief Program grant from HUD. (CDBG-DR), food mitigation projects, and Collaborate with other CDBG-Coronavirus cities in the region to (CDBG-CV), and programs relaunch the regional – infrastructure projects, Analysis of Impediments to home rehabilitation, and Fair Housing working homebuyer assistance group. focused on neighborhoods with high concentration of low- moderate-income families. Implement CDBG-CV funded public service contracts. Basic Needs In April 2024, the Family In 2025, FSS will continue FSS will continue to realize Assistance: Support Services (FSS) to work with ITS (Central efficiencies through the use Family transitioned from using and HHS) staff and and refinement of ECMS. Support the CABA database to CoreSphere to refine ECMS ECMS will provide better Services using ECMS. The to improve and enhance tracking of outputs and development of ECMS functionality. This work will outcomes, including took approximately a year involve Maintenance and tracking housing and and a half and included Operations cycles that financial stability of clients active staff involvement include FSS Change receiving social work and throughout the process. Control Committee supportive case ECMS is built on the members helping to management services, Salesforce platform, and prioritize needs and staff in including rent or mortgage this transition was a major many positions assistance, with the goal of change for FSS staff and participating in User increased housing and/or clients. It took some time Acceptance Testing. financial stability over time for staff to learn the new of clients who participated system, which is Case management in these services and organized quite differently assessments still need to received assistance for and has greater be fully developed in ECMS. rent/mortgage. functionality than CABA. Once these assessments There have also been are functional, FSS will be FSS will continue to expand numerous changes that able to track client progress self-shopping opportunities have needed to be made on housing and financial at the community center to ECMS to improve stability measures and food pantries. functionality, some of evaluate these outcomes in Page | 68 Page 821 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) which rolled out during relation to the Social Work FSS will increase the level of 2024 and some which will and Supportive Case our partnership in the HHSC come. Management service Community Partner provision, including Program to Level 3, which ECMS allows clients to rent/mortgage assistance. will enable our staff to apply online directly into become Case Assistance the ECMS system. This FSS will continue to explore Navigators that can provide reduces the need for data feasibility and options for a greater level of support to entry of client applications creating self-shopping clients who are applying for and provides a client opportunities at the other or renewing benefits portal option so that four community center food through Texas HHS. clients can check on the pantries. Additionally, FSS status of their application is working on becoming a and have an easier time member of the Central reapplying in the future. Texas Food Bank Wholesale While staff were learning Food Club to improve the ECMS, they also had to availability of food in the assist clients in applying food pantries. The using this new method. Wholesale Food Club FSS purchased iPads so provides an option for CTFB that clients coming in partner agencies to person to the community purchase additional food centers to apply for from CTFB. services also can apply FSS is exploring options to online, and these were set address the increased up in the community demand for utility centers at the end of FY assistance and case 2024. management services. FSS will begin calendar year For the community center 2025 with a change in the food pantries, FSS has prioritization procedure for been working to increase utility assistance, limiting the availability of self- priorities only to accounts shopping. This model, in that have been which clients directly disconnected rather than select the food they also accounts that are at receive from the food risk of disconnection. FSS pantry, is a best practice. will evaluate the impact of Depending on the building this change on workflow layout, space, service and the movement of the demand, staffing, and non-prioritized application other factors, a self- on the waiting list, which shopping model can be a have often been at a challenge to implement. standstill due to the influx The Jonestown of priority cases. FSS will Community Center has also continue to explore had a self-shopping model and implement additional since the summer of 2022. changes to increase In 2024, FSS was able to efficiency and will plan implement a self- regarding case shopping model at the management and social Page | 69 Page 822 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) Oak Hill Community work staffing needs to Center. To implement this provide case management change, rooms were services to more families. rearranged, and the building was modified to expand the food pantry area. Additional equipment and furniture were also purchased. Workforce Workforce Development Participate in planning Continue to manage and Development Master Community Plan: efforts pertaining to monitor portfolio of WFD Fully Implement WFD Mobility and Infrastructure, investments. Begin initial Plan, including strategies with the emphasis towards preparation for next for education, supporting the creation of solicitation for FY 2029. employment, and support the Infrastructure Academy services (e.g. childcare). with Workforce Solutions Implement and monitor and the City of Austin. LFRF WFD investments until Currently in year 3 of the end of 2026. current “Hire Local” Plan. Participate on the steering committee for the 2Gen Continue work with Tax Rate election created Coalition with United Way. Workforce Solutions and dedicated funding stream other community partners to help families access Expand WFD community to monitor progress toward quality childcare and planning efforts into other goals of the “Hire Local” ensure parents can areas such as diversion and plan. continue their education, opportunity youth. increase their participation in the workforce, and improve their family’s economic stability. See next row for details. Children and ARPA funding was Continue working with 2026: Conduct solicitations Youth invested in contracts with ARPA funded investments. for remaining strategies. Services: United Way and Contracts in place for TRE Workforce Solutions to Plan and implement TRE funded childcare and Childcare increase access to early funded services across 4 afterschool/summer and care and education strategies. Hire staff. programming in all four Afterschool services. Conduct community strategies. and Summer engagement to inform Programming As directed by the program design and 2027: Services fully Commissioners Court, evaluation. Begin providing operational. Manage through the Travis County services through expansion contracts. Third-party Cares resolution, HHS of current contracts. Create evaluation underway. collaborated with other Community Advisory departments to take Council. Seek policy necessary steps to hold a approval by TCCC Tax Rate Election (TRE) on throughout program design. November 5,2024. The Plan solicitations for TRE was approved by services. Begin solicitation Page | 70 Page 823 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) Travis County voters and process for some strategies created a dedicated and evaluation services in funding stream (estimated Fall 2025. $75.8 M) to support access to quality childcare and afterschool and summer programming. Children and A campaign was launched Actively participate in the Update the Travis County Youth in FY 2024 utilizing LFRF process to update the Plan for Children’s Mental Services: funds to address and Travis County Plan for Health and Substance improve the mental Children’s Mental Health Misuse and release to the Children, wellness of children and and Substance Misuse, community by fiscal year Youth, and youth. This campaign including participating in 2026, with a planned their included the community- focus groups, collecting update to the Court. Families wide training of Youth and analyzing data, and Mental Mental Health First Aid engagement in the Steering Monitor the mental health Health with the County funding Committee. Collaborate of children, youth, and their 2,000 community training with Kids Living Well to families with a focus on slots and 10 trainers, a promote and regularly suicides and prevention, media campaign (Ask, update the Data Dashboard crisis response, and ED Listen, Talk Repeat) with on children and youth well- visits. billboards, social media, being. website, and bus wraps, Identify gaps in behavioral and the distribution of HHS continuously monitors health services and conversation cards that the Interlocal Agreements supports for children, youth promote communication with Integral Care for their and their families and make between children and impact, value to the recommendations to their caregivers. community, and individual address and/or eliminate client improvement. those gaps in collaboration Integral Care opened a with the System of Care – Crisis Care Respite Monitor and support Community Advisory Board. Facility for Youth, the first County investments in respite facility in Travis behavioral health services Monitor and expand the County for youth. The for children, youth, and Counseling Program with County supported this their families. the Practicum Education initiative with funding for Unit of OCS. minor renovations, rent, Monitor the impact of the and daily meals for the new service rates in the Explore and identify grant youth. The CPS Board System of Care MSO opportunities to expand authorized $15,000 in contract to ensure access to behavioral health furnishing and activities sufficient funding and services for children, youth, for the respite facility. anticipated effect on the and their families. provider network. Kids Living Well initiated Expanded resources for focus groups to update Monitor the access and substance use services for the Travis County Plan for utilization of the new Crisis youth and their families. Children’s Mental Health Care Respite Facility for and Substance Misuse. Youth and begin exploring These focus groups Page | 71 Page 824 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) include targeted sustainability and geographic areas and expansion options. community leaders, providers, and families. Explore opportunities to The information gathered expand access to from the focus groups will substance use services for be used to inform the youth and their families. plan. Implement the Counseling The Center for Child Program within the Protection contract Practicum Education Unit transitioned to HHS from of OCS. the DA’s Office and was integrated into the Safety Intervention Services issue area portfolio. OCS will provide programmatic oversight of this contract. The Parenting in Recovery/Family Drug Treatment Court (PIR/FDTC) applied for and was awarded a Governor’s Grant for Specialty Courts. The funds are utilized for participants’ access to specialized services. Travis County investment in behavioral health services through the Interlocal with Integral Care, local mental health authority, for children, youth, and families include Child and Family Mobile Crisis Outreach Team (MCOT), Families with Voices, Child Therapist for PIR/FDTC, and Safe Landing. System of Care Managed Service Organization (MSO) is a contract supporting the individualized behavioral health needs of children, youth, and families Page | 72 Page 825 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) through the development and maintenance of a Provider Network. A collaborative community team completed their review of the rates and types of services under this contract at the end of FY 2024. The new rates and updated services were implemented November 2024 and are expected to improve the breadth and depth of the network. System of Care – Community Advisory Board successfully expanded their membership and supported increased access to wraparound supports. Commissioners Court authorized funding to expand the services under the Practicum Education Unit of Office of Children Services to provide counseling services to children, youth and their families through a new Counseling program utilizing interns. Children and Healthy Families was Collaborate with County Renew grants and identify Youth awarded in FY 2024 the Departments to ensure new grant opportunities to Services: MIECHV Grant for Early MIECHV grant execution expand Office of Children Childhood, with four and compliance. Services impact. Early renewal options. This Childhood/ grant funds an additional Family First program will Explore expanding Family Maternal unit of the Healthy actively participate in the First services through DFPS Health Families program, second, more in-depth contract if the Nurturing expanding the program’s evaluation of the Nurturing Parenting Program reach and the number of Parenting Program curriculum, based on families served. The curriculum. evaluation results, program serves women becomes an approved prenatally and with their Family First will expand service on the children up to the age of 3, their services into the jail Clearinghouse. Page | 73 Page 826 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) with a focus on maternal and begin providing group health, childhood sessions to parents Family First to maintain and development, and parent- incarcerated with the goal if appropriate expand their child relationship. of improving their parenting group services in the jail. skills and abilities, so they As described below, in the are better prepared to take Healthy Families have and Substance Use Disorder on their parenting role once maintain referral partners in section, the Santa Maria released from jail. the criminal legal system. residential SUD facility for women and their children Healthy Families will focus is expected to be on increasing their referral operational in the Fall partners and explore 2025. This program relationships with those provides a focus on with criminal legal maternal health, involvement. childhood development, and parent-child relationship, while addressing parental substance use disorder. This expansion of services to Travis County was supported by an investment from Travis County utilizing Opioid Abatement Funds. Developed a vendor relationship with Bookspring to ensure all enrolled families across OCS programs have access to books as part of their enrollment. Child Abuse Prevention Month activities included an informational board, Court proclamation, and a community event at the new Civil Court building celebrating families and highlighting ways to mitigate the risk of child abuse and neglect. Family First in collaboration with CASEY Family Programs and DFPS is participating in an evaluation of the Page | 74 Page 827 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) Nurturing Parenting Program curriculum. To evaluate the impact, outcomes and value of the curriculum to the individuals served and the community. Children and Children Without Prioritize engagement in the Reduce the number of Youth Placement (CWOP), which Child Welfare Race Equity children in CWOP status Services: are children placed in Collaboration to design through increased hotels and supervised by ways to reduce the community-based services Child DFPS staff because a disproportionality rates for including Wraparound Protective licensed placement Black/African American Model and through the Services cannot be secured for children in the Child development of specialized them, remains an issue for Welfare system. programs for youth 15-17 Travis County youth. In FY with complex behavioral 2024, through a variety of Collaborate with CPS to health needs. efforts both locally and provide active support to statewide the number of Travis County youth who Transition to Community children in CWOP and the are in CWOP (children Based Care model for child length of their stay has without placement) status. welfare ensuring through decreased significantly advocacy and engagement from an average of 15 Collaborate with the 126th that the needs of Travis youth to 5 regionally with District Court and other County children, youth and only 1 to 2 youth from stakeholders on a proposed families are met through the Travis County at any given grant opportunity with Single Source Continuum moment. CASEY to improve holistic Contractor (SSCC) selected care for children and youth by DFPS. Begin planning Community Based Care with co-occurring needs stage II and III of CBC. (CBC), a legislative driven including both behavioral Reduce the process to privatize the and physical that are disproportionality in CPS child welfare system, involved in the child welfare system in Travis County for continues across the system. black/African American State. Travis County which children to at or below the is Region 7 B Capital Area Collaborate with Travis State rate. of CBC continues to County and Regional and engage in community- local partners on the wide planning for this implementation of transition and the impact Community Based Care it will have locally to (CBC)i Inform internal service providers, the County stakeholders of legal system and HHS CBC and the impact to the programs that serve child County. welfare involved families. Child and The Summer Youth Improve Training Sign-Up Surpass the 750-placement Youth Employment Program Process: Youth registered goal to increase access to Services: (SYEP) had an incredible for job readiness training quality summer internships using the QFlow software for Austin-area youth. Work Based 2024, marked by innovation, growth, and a system, which also sent Learning/ text and email reminders to Summer steadfast commitment to Page | 75 Page 828 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) Youth delivering an even more families about upcoming Create opportunities that Employment impactful experience for sessions. The system establish a pipeline to long- our participants. While allowed families to cancel term employment for navigating several key training and search for participants, with the aim of changes, we kept our alternative dates encouraging employers to focus on empowering. independently., QFlow. increase their participation. proved to be user- by demonstrating the value young people at the unfriendly for staff and of their investment. forefront. created issues when families attempted to sign Secure participation from This year, we successfully up multiple children. We large tech companies such recruited an estimated are working on a better as Apple, Google, and Dell. 1,500 youth, resulting in online process. 977 submitted digital Hire temporary staff to applications—a seamless Strengthening assist with job readiness transition to an online Collaboration with the trainings, enabling the process that reflects the Juvenile Probation program to host smaller, realities of today's job Department: The SYEP more interactive sessions market. team plans to continue that provide a personalized offering on-site job approach to training. We trained 549 readiness training for participants and placed residents at the Implement an e-learning 405 of them in meaningful Intermediate Sanctions software platform to fulfill job opportunities across Center (ISC) and aims to the job readiness training the County. While this increase the number of ISC requirements for returning represents a decrease residents participating participants. This would from the 633 youths successfully in the allow participants to placed in summer 2023, program. Our goal is to continue expanding their the change was a contribute to the work readiness knowledge deliberate decision to wraparound services without needing to attend scale back the number of provided by TCJPD, helping sessions designed for first- placements to create to eliminate barriers to self- time participants. The e- capacity for piloting new sufficiency for this at-risk learning software would program initiatives. By population. increase staff capacity by introducing smaller, more offering separate learning interactive job readiness Increase Participation from tracks for first-time SYEP training sessions and Travis County and City of participants and returning consolidating the Austin Departments: Before participants. schedule into a single 7- the pandemic, more County week session, we and City departments delivered a more hosted interns, aligning immersive experience for with the diverse interests of both participants and youth—particularly in high- employers. demand career fields. To help youth feel excited and To ensure that every optimistic about their participant’s basic needs employment prospects, we were met, our SYEP team must center their voices in provided food at every job our efforts. Many youths readiness training and have expressed specific orientation, ensuring all industry interests through Page | 76 Page 829 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) youth had access to their interest forms or meals during these applications, and it is our sessions. Our dedicated responsibility to help make team of four staff those connections. members facilitated all the trainings, showcasing Acquire an Evidence-Based their commitment to Job Readiness Curriculum: delivering high-quality To enhance the quality and programming. effectiveness of our Additionally, we training, we aim to acquire collaborated with two an evidence-based job community readiness curriculum. This organizations—longtime curriculum will serve as a supporters of the SYEP foundational resource, mission—to help facilitate complementing the three of the dozen materials developed by our trainings conducted. own staff. By tailoring it to reflect the cultural nuances With the support of and specific needs of our community volunteers, as community, we can ensure well as staff from Travis the training is both relevant County and the City of and impactful for Austin, participants had participants. the opportunity to engage in mock interviews during the job readiness trainings. These sessions allowed youth to practice this vital skill, an essential part of the employment process, in a supportive and constructive environment. These program enhancements were driven by invaluable feedback from youth, families, and employers, enabling us to better prepare participants for the workforce and continue advancing the program’s mission. Serving TC HHS staff play Represent Travis County on Continue working toward a Seniors leadership roles in the City’s Commission on diverse and inclusive age important community Aging in the development of friendly community, with a planning efforts: City departmental and local focus on transportation, policies affecting of older housing, volunteerism, adults. Support social participation, respect Page | 77 Page 830 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) • Commission on Aging implementation of the Age- and social inclusion, civic /Age-Friendly Austin Friendly Austin Plan. participation, Plan – implementation Support Aging Services communication and underway around 8 Council goals around information, employment, domains that influence resources, education and community support and health and quality of advocacy, and emergency health services. life preparedness. • Aging Services Council –focus on emergency Represent Travis County on preparedness the CAPCOG Area Agency resources and on Aging in regional caregiver advocacy and planning and state funding support allocations for congregate • Area Agency on Aging – and home-delivered meal focus on services to programs, providing support and advocate ombudsman services that for the health, safety, help advocate for older and well-being of older adults living in long-term adults care and assisted living facilities, caregiver support services, and updating the region’s area plan for older adult services. Adult Travis County investment HHS is transitioning the If the AOT, ACT Team, and Behavioral in behavioral health adult BH initiatives from the Jail-Based Intake and Care Health services through Office of Children Services Navigation programs Interlocal with Integral to the Public Health continue to perform as Care, the local mental Division. The transition is expected, HHS will seek health authority, includes: for initiatives that serve sustained funding for these Assertive Community individuals who intersect three programs. Treatment (ACT) Team, with law enforcement and EMCOT, Jail-Based Intake have a BH illness. This is an Collaborate with the and Care Navigation, and effort to resource this community and County Outpatient Competency growing issue area Departments to ensure high Restoration (OCR). All appropriately. quality behavioral health programs were fully services and close the gaps functioning in FY 2024 and HHS continuously monitors for the most vulnerable meeting expected the Interlocal with Integral including those that are contract performance Care for their impact, value unhoused and/or have measures. to the community, and criminal legal involvement. individual client During FY 2024, as part of improvement. Evaluate existing and the FY 2025 budget implement new creative process, the Court HHS will identify and solutions for those cycling continued pilot status for document all Interlocal in and out of jail with mental the ACT Team and Jail- with Integral Care across health challenges. Based Intake and Care the County Departments Navigation programs and and entities to understand When indicated, integrate funded the Assisted and coordinate the Crisis Care Diversion Pilot Outpatient Treatment investments. processes and learnings Page | 78 Page 831 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) (AOT) program, which was into the diversion system for formerly SAMHSA grant- Travis County. funded. For all three HHS will coordinate two programs, the Court Court work sessions with Support the design and authorized two years of Integral Care: 1) Financial implementation of a funding (FY 2025-26). overview, staffing, and diversion system that infrastructure and 2) includes a diversion center The Crisis Care Diversion Program and performance, and central intake facility. Pilot with Integral Care, with a focus on adult funded by LFRF, began in diversion. Continually monitor and late FY 2024. The program identify gaps in the service has expanded services at HHS continues to support continuum, particularly in PES and repurposed an the diversion system with a areas of comorbidity with existing facility to provide focus on wraparound substance use disorders a 90-day respite using a services and supports. and intellectual and wraparound service developmental disabilities. model. The pilot is HHS closely monitors the designed to deflect and Crisis Care Diversion Pilot divert individuals with contract with Integral Care mental health needs from and will evaluate and report jails and hospital out on its implementation. emergency departments. HHS participates in and provides support to all pilot As part of the Crisis Care task groups. HHS will Diversion Pilot, HHS is collaborate on the work to supporting task groups design a program facilitated by Integral evaluation of the pilot, Care. Task groups are under a contract with the small, collaborative Dell Medical School working groups engaged in managed by IJPA staff. intensive efforts to achieve specific objectives under the Pilot program design. The task groups include Management, Deflection, Diversion, Data and Measurables, and Clinical Interventions and Community Resources. HHS is supporting the larger County diversion system efforts, focusing on identifying the wraparound services and supports that people need so that they do not recidivate. HHS collaborates with other County departments on Page | 79 Page 832 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) diversion system efforts including IJPA-led initiatives. Substance A revised SUD Onboard the vendor of the The SD Consortium is fully Use Consortium MOU with contract for SUD functioning and able to lead Disorders City of Austin, Central Consortium Convener the community through an Health and Travis County Services and support their effective community (SUD) was approved at Court. launching of the SUD planning process. Each entity identified Consortium. Provide ongoing funding for their routine technical A comprehensive SUD plan portion of the SUD assistance and guidance to that outlines investment in Consortium. An RFS was the vendor with close a continuum of services released for Convener monitoring of community that spans from prevention, Services for the SUD membership and harm reduction, Consortium and a vendor participation. intervention, treatment, to was selected. Contract recovery. negotiations are Establish and document underway. the working relationship Further develop and between the Public Health implement resources that Commissioners Court Commission and the SUD include peer recovery authorized $469,559 in Consortium. support specialists and Opioid Abatement funding recovery housing options. to support Santa Maria’s Review SAMSO contract efforts to bring a rates and services utilizing Community accepts SUD as residential SUD treatment a community team to a public health issue and facility for women and update rates and enhance crisis which dramatically their children to Travis the service array, mirrored reduces the stigma against County. HHS has an after the process used for diagnosis and treatment. executed contract with the System of Care MSO Santa Maria, and Santa contract. Community implements a Maria has secured a recovery-oriented system of property for their facility in Invest $400,000 in opioid care that allows for a Travis County. abatement funds that were person directed path to authorized by the Travis recovery. Opioid Abatement and County Commissioners Public Health Crisis Court. SUD services are accessible Declaration on Opioid and divert from criminal Overdoses and Deaths: Monitor effectiveness of legal system engagement. Extended the crisis Naloxone distribution declaration through through Be Well and Reduce overdoses and October 1, 2026, after its identify any unmet needs overdose deaths in the expiration in October for Naloxone in the community. 2024. Closely monitored community. contracts for methadone treatment services and Continue to support Travis peer recovery supports. County having a fully Executed a NARCAN functional residential SUD distribution and training treatment facility for plan 13 NPOs and women and their children in targeted distribution to Page | 80 Page 833 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) County Departments and the last quarter of the fiscal programs. 8,762 doses of year. Narcan were distributed in FY 2024. Training has HHS closely monitors the been provided to 425 implementation of the two individuals. Collaborated new BJA grants and with Austin Public Health executes contracts for and Central Health service provision. through monthly meetings to ensure coordinated Provide the Commissioners response across all Court with updates on the entities’ opioid Opioid Abatement Funds remediation efforts. and solutions. Monitor and Engaged with TxCOPE to support the 3 contracts explore utilization of their funded with Opioid app for reporting of Abatement Funds and overdoses and reversals. explore options for funding Completed contract beyond FY 2025. Continue negotiations with vendor, the distribution and training received approval from of Narcan to NPOs and County Legal, and expect County Departments and the sharps collection programs. Monitor kiosks to be placed at 4 utilization of sharps community-based sites in collection kiosks and first quarter of FY 2025. explore expansion of kiosks Ongoing updates made to across the community. media campaign and Monitor and apply for grant website in collaboration opportunities through the with Austin Public Health, Texas Opioid Abatement Central Health, and Fund Council. Integral Care to increase public awareness and Continue to work with education. Provided Central Health and the City updates to Court and of Austin to coordinate the Public Health use of Opioid Abatement Commission on opioid funds and implement abatement funds and solutions. remediation efforts. Hosted a collaborative meeting for methadone providers to better understand community needs and investment opportunities. Awarded $932,000 in a Bureau of Justice Assistance, Bryne Discretionary Grant to fund two pilot programs. These programs will Page | 81 Page 834 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) introduce expanded peer support services and offer an opportunity to pilot these services in new settings including an emergency department and local courts. Awarded $1.6 million in a Bureau of Justice Assistance Grant to launch the Jail-Based Substance Use Intake Program. The program will expand access to evidence-based treatments, including medication-assisted treatment (MAT) with long- lasting injectables, as well as harm reduction strategies and peer recovery services. It is designed to provide a continuum of care that begins in the Travis County Jail and extends into the community after release. Public Health Added spay/neuter Continue collaboration with Successful implementation Response services by outside the Office of Animal of violence prevention Across vendors to the Animal Services of the City of initiatives. Services Interlocal Austin in work with the Systems Agreement to address the outside vendor providing Reduce number of pets on overpopulation of stray spay/neuter services to waitlist for spay/neuter dogs and cats in the address the overpopulation services. Reduce County. of dogs and cats in the overcrowding of animals at County. Staff are facilitating city animal center. Staff worked with the financing the use of the Ascension Seton to County Expo Center as well Improved cross agency complete the LFRF as involving the County PIO collaboration in response to subrecipient documents, team to alert the residents emergencies and disasters. including the work of the community about the statement and budget. free spay/neuter, vaccine, Dell Seton Medical Center and microchipping services at The University of Texas offered by the outside and Dell Children’s vendor. Medical Center Emergency Departments County staff will be hired “credible receiving technical Page | 82 Page 835 of 1087 Long-Term Goals 2024 Highlights 2025 Goals (2026-2029) messengers” (community assistance, along with the members with lived staff from Dell Seton and experience), to implement Dell Children’s Hospital the Hospital-based Emergency Departments Violence Intervention Pilot implementing the Hospital- Program. based Violence Intervention Program, from the agency Due to logistical issues, that created the evidence- staff were able to based model for HVIPs, the negotiate a memorandum Health Alliance for Violence of understanding with the Intervention to ensure that City of Austin in regard to the HVIP in Travis County is executing Trauma successful and serves as a Recovery Center valuable resource to the collaboration effort by community and a valuable reallocating $1,000,000 of member of the Violence County LFRF funds Interruption Ecosystem. committed to City of Austin Trauma Recovery Staff are meeting with Center to the County LFRF partners from the Office of Diversion Efforts, with the Violence Prevention and City of Austin reallocating with other staff from Austin $1,000,000 of funds Public Health to discuss committed to County performance of the Harvest Diversion Efforts to City of Trauma Recovery Center on Austin Trauma Recovery a quarterly basis. Center Project, resulting in net zero change in Staff are meeting with other budget and allowing both members of the community projects to proceed with working on a “Safer Central required resources. Texas”, an effort spearheaded by both the Justice Coalition and Cities United. Page | 83 Page 836 of 1087 Long-Term Goals Looking ahead, beyond the next five years, it is difficult to predict what we will be facing at the programmatic or even issue level. As COVID-19 demonstrated, we do not know what needs or issues may arise due to changing technology, policy, environment, demographics, etc. There are, however, some basic principles that current and future leadership in Health and Human Services will follow. • We will pursue service delivery strategies, including our use of facilities and technology, that are appropriate to our community and agile enough to adapt to change. • Shift to home/community-based approaches that bring services to individuals and families where they are. • We will strive to develop and implement strategies at a capacity sufficient to meet community needs. • We will continue to more accurately measure and effectively evaluate our work to support more outcome-based investment in both direct and purchased services. As all the work described in the table above moves ahead, we will develop more specific, program related Long-Term Goals. Page | 84 Page 837 of 1087 Page | 85 Page 838 of 1087 TRAVIS COUNTY Intergovernmental Relations Office MEMORANDUM DATE: January 2, 2025 FROM: Julie Wheeler, Intergovernmental Relations Officer TO: Travis County Commissioners Court SUBJECT: Intergovernmental Relations FY 2025 Work Plan The Intergovernmental Relations Office (IGR) was first established in 2008 to advance Travis County’s legislative agenda and has since grown to encompass additional functions that support the core mission of the office. Over time, the duties and reach of the office have grown to include projects requiring cross-departmental collaboration as well as external partners, such as the County’s Census program and coordination of the County’s hosting duties for the 2023 National Association of Counties Annual Conference. Most recently, the mission of the IGR Office has grown to encompass coordination of the County’s efforts around grants administration. Mission: The mission of the Intergovernmental Relations Office is to represent and promote the principles and policies of the Travis County Commissioners Court to a wide variety of external stakeholders. The mission of Grants Administration is to manage the entire lifecycle of externally sourced grant funds by researching, coordinating, planning, negotiating, monitoring, and evaluating grant projects with Travis County Offices and Departments. Guiding Values: . Serve the Commissioners Court and, through them, the people of Travis County, with excellence, ethics and integrity. . Seek continuous innovation and improvement in all we do. . Identify and nurture new leaders, especially through internships. . Collaborate effectively and respectfully with fellow County public servants. . Witness to “the joy of public happiness” and gratitude for the opportunities of public service. Core Functions: . Legislative policy development and advocacy at the state and federal level. . Community leadership recruitment and development [via the Uniform Appointment Process (UAP)]. . Community engagement at the leadership and grassroots level. . Grants coordination and administration. Page | 86 Page 839 of 1087 . Additional assignments at the direction of the Commissioners Court. FY 2024 Highlights During the past year, the Intergovernmental Relations Office has spent a considerable amount of time in preparation of the 89th Regular Legislative Session, which will convene on January 14, 2025. In advance of the session, much of 2024 was focused on meetings with internal and external stakeholders to begin crafting the Court’s draft legislative agenda, which was adopted in October. Our activities also focused on following the legislative interim process, which oftentimes serves as a preview of priority issues in the next session. Last year, IGR set out to develop a “County School” curriculum to help educate our legislative delegation about the mechanics of county government ahead of the 89th Legislative Session. IGR developed nine learning modules for a series of monthly meetings which were held across the year. Sessions covered a wide range of topics, including county government structure, the criminal justice system, and affordable housing. County elected officials and subject matter experts were brought in to help lead these discussions and provide real-world examples of issues facing counties. In addition to the county school sessions, we organized tours of the downtown booking facility, veterans court, the Del Valle Correctional Complex, Gardner Betts Juvenile Center, and the Medical Examiner’s Office to provide an opportunity to legislative staffers to see how policy translates into service delivery. General feedback has been very positive, and IGR has been discussing how to make this a regular part of our interim efforts. This past year also saw a great deal of activity around the appointments process, with many recurring vacancies. In the previous year, IGR tried to revamp its standard application form and create an ongoing sign up for the public to join the open call notification list. These efforts have been beneficial to the overall administration of the UAP, but it has become evident with time that the office should begin putting more emphasis on how to support existing appointees, as well as better communicating the true demands of serving on a board to interested candidates. In 2025, we hope to continue our work at refining the appointment process and make it more accessible to a broader pool of candidates, with an eye to ensuring board member success. Lastly, IGR has continued to support of the newly established grants division. FY 2024 accomplishments of Grants Administration include: . Successfully awarded 5 of 8 grant applications written by the division totaling $3,328,736. . Completed a comprehensive performance evaluation of Travis County’s grant application process, with finding and recommendations reported to Commissioners Court on April 25, 2024. . Completed the first stage of a new Grants Policy with application, letters of support, and Community Project Funding procedures implemented. . Completed a Request for Information for a new grants management software solution, and received funding approval for a budget request that will fund a solution on an ongoing basis. . Hired a Grants Manager with primary responsibility for writing grant applications. Page | 87 Page 840 of 1087 Goals and Objectives for FY 2025 Legislative Policy Development and Advocacy - State Successfully represent the County during the Regular Session of the 89th Legislature by: . Advancing the Court’s priorities while defending against policies inimical to counties. . Working closely with members of the Travis County delegation to accomplish these goals. . Collaborating with fellow counties, the Texas Conference of Urban Counties, County Judges and Commissioners Association of Texas, and the Texas Association of Counties in the execution of our agenda. Legislative Policy Development and Advocacy - Federal . Develop a strategy for more effective participation in federal legislative and rulemaking processes. . Further develop engagement with National Association of Counties (NACo). . Continue membership in National Association of County Intergovernmental Relations Officials (NACIRO). . Coordinate the County’s efforts for submitting Community Project Funding requests. Regional Policy Development, Outreach and Engagement IGR will be exploring ways to strengthen its engagement with local governmental entities and community partners to communicate the Court’s priorities. We hope that a focused effort in this area will be beneficial to all department program areas, including community grant partnership opportunities and bolstering the Court’s recruitment efforts for boards and commissions. . Continue to organize and host quarterly meetings of the Central Texas Regional Intergovernmental Steering Group. . Expand the IGR Steering Group to be more inclusive of the business and social welfare communities of Central Texas. . Continue quarterly meetings with the mayors and administrators of the 21 municipalities (not including the City of Austin) located within Travis County. Community Leadership Recruitment The Uniform Appointment Policy was adopted by the Commissioners Court in December 2011 and formalized the process for recruiting and selecting candidates for the Court’s appointments to boards and commissions for organizations that play an important role in the community, such as Central Health and the Central Texas Regional Mobility Authority. While this policy has created a streamlined and successful program for appointments, after more than ten years since its implementation, it is time to revisit the code and modernize some of its practices. Over the next year, IGR would like to accomplish the following: . Review existing procedures outlined in the County Code and make suggestions for revisions. . Explore technology solutions to streamline the application process for both front-end and back-end use. . Develop an onboarding process for new appointees and explore ways to offer ongoing support and contact with the Commissioners Court. . Further, IGR would like to leverage the curriculum developed for County School to help create a similar learning opportunity for the community to help develop a pipeline of future leadership. Page | 88 Page 841 of 1087 Grants Administration Grants Administration continues to implement its core functions by monitoring for new grant solicitations and assisting Offices and Departments with creating competitive application packages. Additionally, Grants Administration is working on completing the procurement of a new grants management software solution that will allow it to more easily research funding solicitations for Travis County departments. The division is also working to complete a policies and procedures manual that will house the procedures for receiving approval to submit a grant, but also requirements for grant funded projects or programs that will ensure Travis County can implement and administer the funding in an efficient and effective manner. Finally, the division is working toward having each staff person receive the same credential from Management Concepts to ensure all staff have the same set of foundational knowledge for administering grants. Goals and Objectives for FY 2025 . Half of all offices and departments submit a project for grant funding so that the division can more readily research funding opportunities. . Finalize a Grants Policies and Procedures Manual for offices and departments. . Complete the procurement of a new grants management software solution for Travis County. . All staff complete 8 of 15 course days required for the Grants Management Certificate Program: Pass-Through Track provided by Management Concepts. . All Travis County congressional delegation members submit a Travis County project for Community Project Funding. Conclusion The Intergovernmental Relations Office will remain focused on the advancement of the County’s priorities and principles as it relates to both legislative initiatives and community engagement throughout FY 2025. Although IGR will primarily be focused on the legislative session, the office will continue to further improve upon the UAP process as well as develop the County’s capacity for seeking new grant opportunities. IGR looks forward to collaborating with new partners, the Commissioners Court, and the county executive team in accomplishing the office’s mission. Page | 89 Page 842 of 1087 INNOVATION JUSTICE AND PROGRAM ANALYSIS FY 2025 WORK PLAN Page | 90 Page 843 of 1087 EXECUTIVE SUMMARY In FY 2024, the reorganization of the divisions within the Justice & Public Safety Department (JPS) was completed and the Commissioners Court officially renamed the remaining divisions the Department of Innovative Justice & Program Analysis (IJPA). A central aspect of our work in IJPA is serving as a connector, a role we fulfill in various ways. We act as conveners and facilitators, bringing people together to share ideas and perspectives. By creating space for innovative solutions to emerge, we guide and support the collaborations necessary to bring those solutions to life. Our core team serves as the backbone, maintaining momentum on initiatives that lack clear lines of supervision or management. We collaborate across government, private, nonprofit, and community sectors to build and leverage cooperation among groups and individuals who might otherwise operate in silos—or even in conflict with one another. Our role is not to implement the solutions directly but to cultivate and coordinate an environment that fosters collaboration and solution-building. This approach enables us to scale our impact at IJPA, serving as an incubator and facilitator for innovation within our systems through collective efforts. The County Executive for IJPA (previously JPS) has been directed by Commissioners Court Resolution with leading and coordinating the County’s multi-departmental work to develop a mental/behavioral health diversion center, ideally to be co-located with a new central booking and downtown jail facility. To assist with this work, two special project worker positions were created and filled: a Program Manager, Sr. and a Strategic Advisor. In 2025 and beyond, this team will continue its work, in collaboration with internal IJPA divisions, other County departments, and external stakeholders and community members. The County Executive for IJPA was also tasked with facilitating the design and implementation of procedures necessary to begin providing legal representation prior to magistration for persons arrested in Travis County – a program known as counsel at first appearance, or CAFA. In FY 2024, working groups were formed along with an advisory committee of elected and appointed officials whose departments include staff necessary to the implementation of CAFA. Operational test shifts began and increased in frequency from late April 2024 through September 2024. In FY 2025, beginning on October 1, 2024, phased implementation of the CAFA program began and is on target for full implementation before the end of FY 2025. The remainder of this summary focuses on the distinct divisions of IJPA: Community Engagement and Participatory Research; Mental and Behavioral Health Diversion Planning; Counseling and Education Services (CES); Data, Research, and Planning (DRP); and Reentry Resources. While these are distinct divisions for reporting purposes, the teams within each division work collaboratively with the others as their work intersects. Counseling and Education Services (CES) plays a crucial role in promoting public safety, crime reduction, and supporting crime victims. Through clinical assessments, education classes, and community engagement, CES addresses the diverse needs of individuals involved in the criminal justice system. The department serves clients, administers specialty court services, and engages in community initiatives. CES's goals for FY 2025 include continuing to enhance client service delivery by identifying service gaps and redesigning classes to be under one service umbrella with unified policies and procedures. CES also strives to expand its services to diverse populations, including persons who are reentering the community following a period of incarceration, and providing counseling for eligible jurors following certain trials. Page | 91 Page 844 of 1087 Data, Research, and Planning (DRP) focuses on data analysis, project planning, and program evaluations. The team strives to meet the needs of both internal and external stakeholders, such as providing detailed jail population reports, creating dashboards, and conducting in-depth analyses on various topics. DRP's research priorities include jail population trends, data automation, and supporting behavioral health initiatives. Goals for FY 2025 include creating and launching an IJPA data hub to serve as a central repository for both internal and public facing data and reports to increase transparency and trust. The team of planners in DRP continually strives to expand their data analysis skills. The Reentry Resources team aims to positively impact public safety by providing reentry and employment services for individuals with criminal records. The department has successfully implemented programs like commercial driver’s license training (CDL) and assistance in obtaining employment and housing upon release. Goals for FY 2025 and beyond involve expanding the types of vocational training programs available, exploring on-the-job training opportunities, and establishing a presence in additional correctional facilities. The Innovative Justice and Program Analysis Department, through its divisions, is committed to improving public safety, addressing community needs, and supporting individuals involved in the justice system. The following workplans and goals underscore the department's dedication to innovation, inclusivity, transparency, and continuous improvement in delivering essential services to Travis County residents. Page | 92 Page 845 of 1087 COMMUNITY ENGAGEMENT & PARTICIPATORY RESEARCH Mission/Description Facilitate and support collaborative and community-engaged approaches to inform and influence the design and evaluation of programs and initiatives in the criminal legal system in Travis County. Key functions of the work include: • Network Strengthening: Building relationships, facilitating collaborations, and contributing to existing collective work across Travis County departments and with external leaders, networks, and organizations. • Community Involvement: Developing programs for community engagement and involvement in IJPA program design, research, and evaluation. • Strategic Consultation: Providing technical and strategic advice, analysis, data collection, and facilitation support to IJPA and IJPA- adjacent initiatives and departments on data, research, and evaluation projects. • Data Communication & Learning: Designing and executing communication tools and learning experiences to help translate insights and increase the use of data and research. Staffing Number of Full-Time Employees: [1] • Strategic Advisor Budget Personnel Costs: To be determined Operating Costs: $8,800 for community engagement costs for hosting conversations, such as space rental fees and translation/interpretation services. Department Stats* Page | 93 Page 846 of 1087 Highlights and Accomplishments • Convened multiple community conversations and convenings to build relationships, identify needs and assets, and highlight assets at the intersection of mental health and the criminal legal system. • Convened data working groups for jail population analysis and CAFA to develop and implement learning strategies. • Synthesized IJPA's portfolio of work into a collaboratively delivered presentation to help inform the public and commissioners about the work of the department. • Synthesized multiple reports and data sources to effectively communicate key insights for elected and appointed officials on multiple topics. Priorities and Goals • Continue to expand learning, data communication, and evaluation strategy consultation programming and collaborations. • Grow participatory and community engaged research offerings and resources, both internal and external for new and existing initiatives. • Build more collaborations with universities and research institutions. Long-Term Goals • Increase community connectedness and involvement in IJPA and all county initiatives at the intersection of the criminal legal system. • Teams across Travis County will have the skills and desire to use participatory strategies to gain insights and inform key decision making. • IJPA will have institutionalized and funded collaborations that help to sustain and scale data work and community engaged, participatory strategies. Page | 94 Page 847 of 1087 MENTAL & BEHAVIORAL HEALTH DIVERSION Mission/Description Individuals struggling with mental and substance use disorders often find themselves in the criminal justice system because of psychiatric conditions that contribute to disruptive or erratic behavior, leading to arrest. In many cases, there is no criminal intent; rather, laws are broken due to the symptoms of the illness. Unfortunately, once entangled at the intersection of the criminal justice and behavioral health systems, individual outcomes are often suboptimal due to the complex, fragmented, and misaligned goals of these systems. These compounded barriers result in a disproportionate number of individuals with mental and substance use disorders languishing in the criminal justice system, where behavioral health treatment could have provided significantly better outcomes for both the individual and the community. The IJPA Mental & Behavioral Health Diversion program was created to: • Support the prevention of these individuals from entering the criminal legal system (when appropriate). • Increase access to resources and treatment options for those navigating the system. • Facilitate reentry into the community after incarceration by connecting individuals with appropriate resources. The division achieves its mission by identifying and documenting capacity gaps and opportunities at a systems level, providing policy insights, and convening key institutions and policymakers to drive meaningful change. Staffing Number of Full-Time Employees: [1] • Senior Program Manager (Special Projects Funding) The division currently has one dedicated staff member: a senior program manager hired as a special projects worker with budget funds that expire at the end of FY 2025. The Senior Program manager is currently supporting initiatives in coordination with various other Travis County departments and partner organizations. Budget While there is currently no budget funds specifically committed to the IJPA Mental & Behavioral Health Diversion division’s operating budget, PBO has reserved funds that have been designated for Diversion purposes. To access these funds, IJPA must collaborate with PBO and other departments to define the specific need, and where applicable, negotiate contracts that involve the expenditure of these funds, and present these contracts and funds transfer requests to the Commissioner’s Court for approval. Department Stats This new division did not develop specific performance measures during its first year in existence. However, future performance measures could be developed in the following areas: • Collaboration and Relationship Building • Problem Solving and Analytical Contribution • Project Support and Facilitation • Strategic Alignment • Knowledge Sharing and Capacity Building • Personal and Professional Development Page | 95 Page 848 of 1087 These measures should be defined in alignment with division goals, considering inter- departmental collaboration dynamics as well as organizational design and processes. Highlights and Accomplishments • Identified next steps to implement Dell Medical School Mental Health Forensics report priority recommendations related to building a Diversion Center and developing Data Sharing arrangements. • Formation of a community-wide, executive steering committee to help define system priorities, provide oversight of working groups developing recommendations for specific programs/interventions, and ensuring availability of necessary resources. The Steering Committee met 4 times during the latter half of 2024. • Designed an initiative to begin compiling data and insights for the potential segments of the Diversion Center target population including development of a detailed data inventory by topical area, data elements, and departmental owners and insights memoranda outlining finding for key areas likely to influence Diversion Center design. • Guiding an effort to expand information being collected by the IJPA DRP team on resources beyond the Sequential Intercept Model to include more community-based resources and others in domains such as Healthcare, Housing, and other Social Services. Collecting community feedback on significant gaps in currently available diversion-related resources. • Development of a Scope of Work for the Dell Medical School to provide expertise and support in creating initial care delivery design recommendations for the Diversion Center, outline data use cases, elements of sharing agreements and guiding creation, execution of those agreements. • Design a program evaluation for the Crisis Care Diversion pilot to support program optimization and effective stewardship of public funds. • Supporting issuance of a Request for Qualifications for a team of consultants, including Architects and Engineers, to guide Diversion Center design and evaluating prospective vendors. • Conducted community feedback sessions and ongoing outreach and relationship building to support continuing development of diversion capabilities and programs. As a follow-up to community info session drafted FAQs and responses posted on the TC Diversion website. Contracted Services • Dell Medical School – Diversion Center design, Data Enablement, and Crisis Care Diversion Pilot Evaluation Statement of Work (agreement in process of being finalized and presented to Commissioner’s Court a/o December 16, 2024). • FrontLine Advisory Group – Enterprise Project Management covering activities adjacent to the Diversion Center design project to ensure alignment, coordination, and quality outputs (SOW being finalized for presentation to Diversion Sub-Committee and Commissioner's Court a/o December 16, 2024). 2025 Current Goals • Participate in the Diversion Center design team solicitation process by assessing vendor qualifications and developing recommendations made to the Commissioner’s Court. • Develop recommendations for priority diversion-related workstreams across Travis County departments and coordinate activities for various initiatives. • Coordinate with the grants management office to identify potential funding opportunities relevant to the development of the Diversion Center or broader capabilities in the diversion ecosystem. Page | 96 Page 849 of 1087 Long-Term Goals (In Process) • Continue to pursue Commissioner's Court priorities for the development of the local diversion ecosystem. • Further, define roles for the MH Diversion division and the nature of collaboration with other TC departments and external partners. • Support proposal to Texas State legislature for use of the ASH campus to support diversion. • Determine viable pilots and priorities during the Diversion Center construction phase (if applicable). • Support the development of a comprehensive Re-entry strategy that includes housing and other social services for individuals being deflected and diverted through various interventions across the Sequential Intercept Model. Page | 97 Page 850 of 1087 COUNSELING AND EDUCATION SERVICES Mission/Description CES is diverse by nature and inclusive by choice. CES promotes public safety, serves justice- involved clients and supports agencies benefiting crime victims. We value and encourage unique voices and contributions that help us create a respectful, inclusive, and diverse space. We are dedicated to building community trust and creating a welcoming environment that is collaborative, safe, and supportive for all. We appreciate how far we have come and embrace continued growth. CES fulfills our mission through the following services: Clinical Assessments Our goal is to assist the Travis County courts and officers of the court by delivering thorough assessments and educational programs to individuals involved in the criminal justice system. These evaluations ensure clients are placed in appropriate classes aimed at reducing crime and promoting public safety. These assessments include: • Alcohol and Drug (AOD) • Driving Risk Index (DRI) • Domestic Violence o Both intimate and non-intimate violence Education and Alcohol/Drug Classes CES provides a range of classes tailored to meet the intervention levels identified through our clinical assessments. These classes include state- mandated courses, cognitive education, alcohol and drug support, as well as various resources and educational opportunities. Community Referrals and Linkages CES facilitates direct referrals to community programs, including anger management and Batterer Intervention and Prevention Programming (BIPP). Additionally, CES is dedicated to supporting clients with co-occurring disorders by offering mental health stabilization resources and connecting them to appropriate higher-level care services when needed. Staffing Number of Full-Time Employees: [48] • 1 CES Director • 1 Social Service Director • 4 Social Services Program Coordinators 1 Administrative Associate • 1 Office Manager Sr. • 2 Office Managers • 2 Office Supervisors • 2 Office Managers • 2 Office Supervisors • 8 Chemical Dependency Counselors Sr. • 9 Chemical Dependency Counselors 14 Office Specialist Sr. • 5 Office Specialist • 30 Temporary Employees Budget Budget: $5,345,829.51 • Personnel Costs: $4,887,413.00 • Operating Costs: $458,416.51 Page | 98 Page 851 of 1087 Department Stats* *Projected number because the year is still pending. Highlights and Accomplishments • CES has transitioned to in-person assessments two days per week, increasing our capacity to serve Travis County while maintaining a hybrid model that supports work-life balance for our staff. • CES has restructured its leadership team, creating numerous opportunities for growth and development across various staff positions and job titles. • In collaboration with ITS and a private vendor, CES has implemented a new system called Q-Flow to enhance in-person client services. • In collaboration with DRP, CES has introduced the "Judges’ Dashboard," offering real-time, transparent information to help judges make timely and well-informed decisions on cases. Research Priorities • Transitioning outdated data collection and translation into a streamlined, more simplistic methodology. • Collaborating with DRP with the goal of utilizing Power BI to redesign how CES is collecting data and how we report out our data to stakeholders and partners. 2025 Current Goals • Redesigning CES education and AOD classes to be under one service umbrella with unified policies and procedures. • Continuing to work alongside ITS and the selected vendor to develop a new e-files system; ultimately replacing Tiburon. • Continuing cross-collaboration with IJPA programs to increase community resources and decrease client recidivism risk. Long-Term Goals • Partner with the County Clerk's Office to develop a new CES service that provides counseling support for jurors following the conclusion of trial hearings. • Work towards continuing to increase growth opportunities' for CES staff through both intern and external training opportunities as it aligned with their personalized goals for the FY 2025. • In the long-term, CES aims to establish a partnership with IJPA programs, cross- departmental initiatives, and community-based organizations to provide counseling services for clients facing substance use and mental health challenges. Page | 99 Page 852 of 1087 DATA, RESEARCH, & PLANNING Mission/Description Data, Research and Planning upholds its mission and vision by supporting the Travis County Commissioner’s Court and key stakeholders via data analysis, planning, implementing, and overseeing countywide initiatives for the enhancement of public safety. The Data, Research, and Planning (DRP) team is a small cohort of planners and analysts who provide research, analysis, and administrative support to the Travis County Commissioner’s Court, IJPA and other Travis County departments, and external stakeholders, including the public. DRP has expertise in data analysis, planning, program development, implementation, facilitation, and evaluation. Staffing Number of Full-Time Employees: [5] • 1 Planning Manager • 1 Project Planning Manager 3 Senior Planners • 1 Temporary Worker for Mental Health Diversion Center Project Budget Budget: $667,650 • Personnel Costs: $667,650 • Operating Costs: N/A Department Stats* *In early FY 2024, IJPA hired a full-time strategic advisor who drastically improved the coordination among internal and external stakeholders, resulting in an increase in collaborative meetings. Additionally, the team began producing weekly line-by-line reports to help expedite jail release. Highlights and Accomplishments • Fully automated the weekly reporting process, reducing manual data preparation time from several hours to just minutes. This allowed the team to quickly access up-to-date information and focus on higher- level analysis and strategic decision-making. • Automated the State Jail Felony Report, ensuring critical information was readily available in minutes rather than hours. This streamlined process supported faster interventions, more informed case assessments, and improved the team’s ability to address emerging issues promptly. • Developed and integrated the Jail Population Dashboard, providing a comprehensive, real- time view of custody trends and historical population trends. This tool enabled our team— and stakeholders—to better understand booking patterns, identify system bottlenecks, and make data-driven decisions to improve overall efficiency. Page | 100 Page 853 of 1087 • Presented a high-level version of the Hate/Bias report during an executive meeting, offering key insights. Once finalized, the report will be published on the department’s website to enhance community awareness and inform proactive measures addressing the growing threat to community safety and resident well-being. • Enhanced the understanding of the Batterer's Intervention and Prevention Program (BIPP) by actively observing class sessions to gain deeper insights into its structure and impact. • Developed the layout and sections for a professional, informative, and user-friendly website for the department, ensuring it effectively meets stakeholder needs. • Played a key role in revitalizing the Jail Population Report by contributing to its new layout with enhanced and robust data. Additionally, developed targeted focus group questions and a comprehensive facilitation plan for the Jail Population Focus Groups to gather meaningful insights. • Contributed to the Reentry Resource Fair by designing and creating informative handouts for attendees. Attended the fair to connect with the community about asset mapping efforts. • Implemented updates to the Juvenile Public Defender Dashboard to provide numbers for annual budget and attorney performance. • Worked with ITS to create a server gateway solution that gives IJPA analyst the ability to automate data reports. • Collaborated with Counseling Education Services (CES) to create the Evaluated Clients List Dashboard to track monetary transactions between CES and clients monthly. In addition, created the CES Compliance Dashboard for judges to easily monitor class attendance. • Coordinated with the Mental Health Diversion Center workgroup to conduct several projects related to the planning and design of the Center. • Worked with internal and external stakeholders to gather input on expanding the asset map to include a continuum of care services. • Collaborated with various community providers to collect data on programs and services for individuals experiencing a behavioral health crisis. Used this data to expand the existing asset map to include additional continuum of care services. • Supervised an intern throughout the development of a digital asset map that includes the expanded continuum of care services. • Collaborated with internal stakeholders to create informational papers about existing programs and services available to people experiencing a behavioral health crisis, such as the PSY/MH flag process at the jail, emergency holds and involuntary commitments, case declinations, and the personal bond program. • Documented policies and procedures related to each program/service. • Conducted in-depth data analysis on each program/service. Collaborated with the County Attorney’s Office to produce a report that flags individuals in jail with only misdemeanor charges. The report includes additional information to assist TCAO in determining whether any individuals’ releases could be expedited. • Collaborated with Harvard University to gain support to implement the Justice Study in Travis County. It offers recently arrested individuals, who have been assigned bail that they cannot pay and are willing to participate, a 50-50 chance of being placed in either the Extra- Chance Group or the Regular Pre-Trial Group. The study is projected to begin in Travis County by early 2025. • Assisted with development, release, scoring, and implementation of two RFSs (Request for Services): the HHS Housing Continuum solicitation and the IJPA Transitional Housing solicitation. These projects will provide temporary housing; permanent supportive housing; and ancillary support services to vulnerable Travis County residents most impacted by homelessness and housing insecurity. Page | 101 Page 854 of 1087 • Alongside Travis County and City of Austin colleagues, created a summary report and group charter for the Northeast District Plan Working Group. This cross-jurisdictional project will explore inequities and disinvestments around public transportation, housing, displacement, infrastructure, economic development, and food access. Proposed solutions will be led by impacted residents in the community and developed in collaboration with the working group. • Successfully completed a two-year term as the appointed Travis County representative on the Homelessness Response Leadership Council. This group is responsible for setting the policies and procedures for the governance, operations, and written standards for assistance and coordination of the Homelessness Response System and Continuum of Care funds. • Analyzed and compiled a report exploring the potential impact of a mandatory 3-day hold on PR Bonds. This analysis was conducted to compare the effects of granting PR Bonds within 72 hours of arrest versus a longer period. Currently, many individuals are issued a PR bond at magistration, allowing them to post bond and be released quickly. This report examines how a delayed release on PR Bonds could affect the individuals involved and impact the county's costs. Historical jail booking and bond data was analyzed and compared to a hypothetical scenario in which individuals who stayed less than 3 days were required to remain in jail for a minimum of 3 days. • Throughout FY 2024, a newly appointed Strategic Advisor was engaged to enhance coordination with both internal and external stakeholders. A key component of this effort involved collaborating closely with the DRP team to improve data analysis and data visualization, ensuring that complex information could be effectively communicated to community members. This collaboration also led to a significant improvement in community communication, successfully gathering valuable input for the planning and design of the Mental Health Diversion Center, as well as for the asset mapping initiatives. Research Priorities • Travis County jail population trends analysis. • Support Travis County’s ongoing Mental Health Diversion System/Diversion Center work and ancillary projects. • Support data analysis efforts that amplify arrest deflection efforts in Travis County. • Automation of data reports and data dashboards. Contracted Services • DRP staff currently monitors contracted services for the Austin/Travis County Reentry Roundtable and transitional housing. 2025 Current Goals • Finalize and launch the IJPA Data Hub to establish a centralized repository for internal data and reports, streamlining information access and facilitating more efficient decision- making within the organization. • Gain proficiency in network mapping tools and techniques to enhance visualizations within the Asset Mapping Project, enabling clearer representation of service networks and resource relationships. • Continue to strengthen data analysis and data visualization techniques by completing data analysis certification. • Refine the Hate/Bias report for publication on the website. • Finalize and launch the Domestic Violence Asset Map to improve access to information about existing domestic violence programs. This resource follows the format of the current Travis County Diversion Asset Map and has the potential to serve as an addendum, seamlessly integrating into the broader Diversion Asset Map. Page | 102 Page 855 of 1087 • Conduct focus groups with stakeholders to gather feedback on the Jail Population Report, aiming to refine its structure, enhance data presentation, and ensure it provides actionable insights to support informed decisions for expediting jail releases • Assist CES with migrating reporting applications from Crystal Reports to Microsoft Power BI. • Finalize and launch the IJPA Data Hub to establish a centralized repository for internal data and reports, streamlining information access and facilitating more efficient decision- making within the organization. • Maintain and conduct quality assurance on server gateway to assure report automation is working efficiently. • Assist Inter-Governmental Relations by gathering criminal justice related information and data for 2025 legislative delegation for session. • Complete the expansion of the asset map to include continuum of care services and provide a landscape of available programming in Travis County for individuals experiencing a behavioral health crisis. • Collaborate with the consultants on the planning and design of the Mental Health Diversion Center, using the informational packet to guide the decision-making process. • Continue expanding knowledge of data analysis software and tools, including RStudio, PowerBI, and Microsoft PowerApps. Enroll in various training programs to gain proficiency in these software applications. • Update the division's website and include a forum with FAQs. Successfully close out the BJA Postconviction Testing of DNA Evidence grant. The grant expanded staffing, testing, and expert witness testimony (as needed) in the District Attorney's Office and het Capital Area Private Defender’s Service. The goal is to provide post-conviction DNA reanalysis and re-testing, where appropriate, in cases of violent felony offenses where actual innocence might be demonstrated. The grant was initially extended after a delayed start, followed by receipt of supplemental federal funding. • Implement the next steps and recommendations laid out in the Northeast District Plan Working Group charter. Participate in community-led activities, including site visits and focus groups. • Explore funding streams/alternative funding to secure a long-term DRP intern or fellow to assist with ongoing projects and activities. Discuss these opportunities with local universities in lieu of limited Travis County resources that are available to fund an ongoing internship/fellowship. This may be a cost effective and more immediate response to the team’s need for additional staffing. Page | 103 Page 856 of 1087 Long-Term Goals • Assist in the establishment of robust data-sharing protocols and platforms within Travis County, fostering improved interdepartmental communication, broader data access, and deeper insights through collaborative analysis. • Integrate predictive analytics techniques and modeling capabilities into department workflows, enabling proactive identification of trends, resource optimization, and more strategic long-term planning. • Develop proficiency in additional data visualization tools (e.g., Tableau, Qlik) to diversify capabilities, adapt to evolving technological needs, and deliver more flexible and impactful data-driven solutions. • Participate in interactive sessions designed to equip the team with the skills and knowledge necessary to effectively share the Travis County Forward vision within the department. • Navigate Culture Transformation and the Adaptive Workplace training. • Learn how to facilitate trainings. Leverage the playbook to rollout culture forward activities. • Train and engage the department in the Travis County Forward Adaptive Workplace Implementation Initiative. • Develop proficiency in additional data visualization tools to expand capabilities, adapt to evolving technological demands, and provide more flexible and impactful data-driven solutions. • Enhance stakeholder engagement and collaboration by establishing a consistent feedback loop through surveys, focus groups, and regular consultations, ensuring that the department’s initiatives are aligned with community needs and expectations. • Advance knowledge in organizational development and change management to better support the implementation of new processes, tools, and strategies within the Justice Planning division, fostering a culture of continuous improvement and adaptability. • Provide technical support and training to CES staff to ensure new reports and reporting procedure are effectively achieving the needs of CES. • Complete the expansion of the asset map to include continuum of care services and provide a landscape of available programming in Travis County for individuals experiencing a behavioral health crisis. • Update the division's website and include a forum with FAQs. • Continue to support IJPA in jail deflection projects that include the Mental Health Diversion Center initiative. Collaborate with the consultants on the planning and design of the Mental Health Diversion Center, using the informational packet to guide the decision-making process. • In collaboration with IGR (and possible co-collaboration with other Travis County departments), pursue additional grant and alternative funding opportunities to support IJPA long range focus areas such as employee training, learning, and enrichment; housing (both short- and long-term); and mental health diversion and deflection initiatives. • Reclassify DRP planning staff to analysts. A reclassification will better reflect the evolution of the work by DRP staff; will address the needs of our justice stakeholders more efficiently; and will align with the technical nature of DRP’s current assignments and job duties. DRP requires staff that are highly skilled in problem solving, data retrieval and analysis, strategic thinking, and verbal and written communication capabilities. Reclassifying DRP staff to analysts is reflective of the background and skills needed to foster staff retention and promote a better match when making future hiring decisions. • Expand DRP. Additional data analysts are needed to meet enhanced expectations and increasing demands. DRP will target talent with strong technical backgrounds and data analysis skills and experience/interest in social justice and equity. Page | 104 Page 857 of 1087 • Form a DEI (Diversity, Equity, and Inclusion) committee within our division that includes staff from all departments at the supervisory and line staff level. Three primary focus areas for this committee are recommended: training, hiring, and data. This committee’s first charge will be to create a definition of DEI that incorporates the nuances of the work we are engaged in and is agreed upon by all JPS departments. DRP will lead facilitation efforts and data analysis to convene and support this committee. Page | 105 Page 858 of 1087 REENTRY RESOURCES DEPARTMENT Mission/Description Our mission is to support system impacted individuals at any iteration of their reentry journey to obtain tools, skills and holistic support for upward mobility breaking intergenerational cycles. Vision Statement With a diverse and committed team, Reentry Resources aims to walk in a shared vision where dignity, solution-oriented practices and hope are key elements of our system of support. We strive to help formerly incarcerated individuals in their reentry process fostering empowerment and creating a space for them to narrate their journeys. Staffing Number of Full-Time Employees: [8] • 1 Planning Manager • 2 Senior Planners • 5 Planners Budget Budget: $1,268,550.27 • Personnel Costs: $869,321 • Operating Costs: $399,229 Department Stats* Page | 106 Page 859 of 1087 Highlights and Accomplishments • The CDL program has increased enrollment as new vocations are identified to support and promote. • Expanded employment readiness for the women and men's population at the Travis County jail. • Collaborative reentry workshops were hosted in the community. Partnered with select apartment complexes to expand housing access for program participants. • Expanded programming and accessibility for the female population. Increased the number of program participants served each year. Research Priorities • Develop and enhance robust data collection on the long-term impact of services on program participants with a goal to identify solutions to ID access and increase housing options. • Identify and streamline processes for effective operations. Continue to seek out partnerships with community-based organizations to achieve maximum impact. • Work with DRP to capture the long-term success rates of individuals deflected and diverted from incarceration and/or rearrest. Contracted Services • Temporary emergency housing Vocational Training. 2025 Current Goals • Expand the focus of our program to four vocational areas. • Increase the number of employers who will hire individuals with criminal history backgrounds and offer livable-wage careers. • Research, identify, and vet new housing providers to increase access for program participants. Long-Term Goals • Break down barriers for system-impacted individuals in housing and workforce development. • Identify opportunities for local policy changes for equitable housing access and work with system partners to affect these changes. • Secure additional funding to increase access and support services for the program. Page | 107 Page 860 of 1087 Page | 108 Page 861 of 1087 Planning & Budget Office – FY 2025 Work Plan Budget Division GOAL Maintain sound fiscal practices and adhere to the County’s financial and budgeting policies and guidelines. • Objective: Ensure adherence to County debt policies and follow best practices to maintain County’s AAA bond rating. • Objective: Review financial policies on a scheduled basis to ensure that best practices are incorporated. • Objective: Update and present budget guidelines annually that incorporate Commissioners Court objectives within sound financial parameters. • Objective: Establish, maintain and update mid-term and long-term financial and capital improvement plans in collaboration with Economic Development & Strategic Investments (EDSI) and user departments and offices. • Objective: Use economic data, best practices, forecasting and benchmarking to guide policy development. GOAL Maintain sound budgeting practices. • Objective: Prepare the annual County budget under Commissioners Court guidance that is balanced and meets all statutory requirements. • Objective: Provide analytic, administrative and research support to the Commissioners Court and County departments and offices on issues with potential budget impacts such as elected officials’ salary setting process, the fee setting process, the Tobacco Settlement, and indirect cost rate study. • Objective: Ensure that all County offices and departments work within their approved annual budgets and comply with the annual budget rules and facilitate solutions to budget issues that arise throughout the fiscal year. GOAL Foster performance planning, budgeting, evaluation, and reporting. • Objective: Foster the use of performance measures that explain and demonstrate the relationships between the level of service and the level of an appropriation. • Objective: Facilitate the evaluation of existing and proposed programs to determine if programs are working as intended. • Objective: Assist departments and offices in expanding assessment tools by focusing not only on the measurement of inputs and outputs to the measurement of outcomes and service level quality with a focus on results and process improvement. • Objective: Facilitate the reporting of accurate and meaningful performance data via the preliminary and adopted budget documents and other formal and informal sources. Page | 109 Page 862 of 1087 GOAL Operate in an ethical and transparent manner and provide budget information in an understandable, timely and comprehensive manner. • Objective: Improve budget document presentation through peer review by participating in the GFOA Budget Award program. • Objective: Enhance transparency, accountability and resident involvement with the budget process and budget information both in print and online and in response to media requests. • Objective: Improve the budget process, management, and control functions by planning and coordinating major systems upgrades in SAP and other related systems in cooperation with the Auditor’s Office and Information Technology Services (ITS). GOAL Represent the corporate budget perspective in County and external committees and working groups. • Objective: Serve on County committees such as the Employee Benefits and Compensation Committees, legislative overview team, Security Committee, and other groups as needed. • Objective: Serve or provide support for external committees such as City/County interlocal teams, multijurisdictional Joint Subcommittee, and other groups as needed. FY 2024 Work Plan and Overview of Achievements 2024 Work Plan Items: 1. Analyze, prepare, and adopt annual budgets and execute corresponding annual work plan requirements related to budget adoption, including the preparation, maintenance and review of annual 5-Year Financial Plan considering revenue caps. As part of the annual guidelines, PBO presented a five-year financial outlook and discussed the continued implications of 2019’s SB 2 on projected tax revenue. The FY 2025 Budget Guidelines were approved on February 27, 2024. During the FY 2025 budget process, the Budget Office continued several transparency platforms available to local governments and appraisal districts. Travis County residents were able to comment on the FY 2025 tax rate and Preliminary and Adopted budgets through public comment opportunities at Commissioners Court voting sessions both in-person and virtually, by using the Travis Central Appraisal District portal, budget feedback site, and through the Planning and Budget Office website. This year’s budget investments were organized by the County’s functional areas of General Government, Justice System, Corrections & Rehabilitation, Public Safety, Health and Human Services, Infrastructure & Environmental Services, and Community & Economic Development in the Adopted Budget Executive Summary for the second consecutive year. The County budget documents, financial summaries, and tables are organized this way and assist the public to better understand changes between the two most recent fiscal years for interrelated programs and services in each functional area. The FY 2025 Budget Documents include Volume I: Budget Overview, Volume II: Department and Fund Summaries, Volume III: Detailed Expenditure Budget, and for the first time, Volume IV: Performance Measures that contains all performance measures for County programs arranged by Office or Department submitted as a part of the FY 2025 budget process to further promote transparency of the results of taxpayer resources. Also included is the FY 2025 Budget in Brief in English and Spanish, FY 2025 Budget Rules, and the Planning and Budget Office’s recommendations for the FY 2025 Preliminary Budget along with other documents that provide information on how the FY 2025 Adopted Budget was developed. In addition to adopting the budget, the Budget Office assisted with the approval of other related Page | 110 Page 863 of 1087 items such as Budget Guidelines, the adoption of the Elected Officials Salary Order on August 27, 2024, the setting of County fees, as well as the approval of the FY 2025 Budget Rules on September 17, 2024. 2. Prepare annual tax rate information for Commissioners Court to consider and adopt annual tax rate, including the review of exemptions and any potential tax rate election options under SB 2. The Planning and Budget Office provides support to the Commissioners Court in the adoption of the budget and tax rate. The Commissioners Court adopted the FY 2025 tax rate on August 13, 2024, and the budget on September 24, 2024. The budget for the General Fund totaled $1.51 billion and the total for all funds was $1.97 billion. The FY 2025 Adopted Budget was balanced at a tax rate of 34.4445 cents per $100 of taxable value, comprised of a maintenance and operations tax rate of 30.6204 cents and a debt service tax rate of 3.8241 cents per $100 taxable value. This rate was 3.979 cents more than the FY 2024 Adopted Tax Rate of 30.4655 cents. The Adopted Tax Rate of 34.4445 cents was 2.5 cents above the voter approval rate due to a proposed Tax Rate Election (TRE). PBO reviews exemptions with the Commissioners Court annually. In June 2024, the Commissioners Court increased the Optional 65 and Older or Disabled Homestead for Tax Year 2024 (Fiscal Year 2025) from $124,000 to $136,400, a $12,400 change. This change lowered the County portion of the property tax bill for those taxpayers with a 65 and Older or Disabled Homestead Exemption by $42.71 compared to if the previous exemption was still in place based on the Adopted Tax Rate of 34.4445 cents per $100 of taxable value. 3. Track countywide COVID expenditures and managed federal funding related to the pandemic. Travis County was awarded $247.5 million from the Local Fiscal Recovery Fund created under the American Rescue Plan Act of 2021. The Commissioners Court fully allocated the total $247,450,630 from the LFRF into three project tracks, detailed below. • Track 1 consists of projects that continue emergency assistance programs begun during calendar year 2020 to immediately address the impact of COVID-19. Such projects used funding from the Coronavirus Relief Fund (CRF) provided as part of the CARES Act of 2020 to quickly respond to the effects of the ongoing health emergency and Track 1 resources continued that response. • Track 2 funding includes projects prioritized by the Travis County Commissioners Court for long-term planning purposes, along with the Supportive Housing Initiative Pipeline (SHIP) and additional projects prioritized by Commissioners Court on April 20, 2023. • Track 3 provides resources for the County’s immediate emergency response to the ongoing COVID-19 public health emergency by funding personal protective equipment, facilities modifications to promote social distancing, and vaccination provisions to disparately impacted communities. The Supportive Housing Initiative Pipeline is the largest component of the County’s projects, totaling $114,687,587 from the LFRF for direct construction of affordable housing. Page | 111 Page 864 of 1087 After a community engagement process and review of additional requests for LFRF funding from both internal and external stakeholders, the Commissioners Court allocated all remaining LFRF funds on April 20, 2023. Since that time, The Planning and Budget Office has worked with relevant departments to ensure that all projects meet eligibility requirements and that all projects are executed in the time frame required by Federal regulation, which states that all LFRF funding must be obligated by December 31, 2024, and expended by December 31, 2026. This included working with County departments, Guidehouse consultants and the County Auditor’s Office on appropriate revenue replacement strategies as well as working with the County Attorney’s Office on appropriate contract terms and the use of Memorandums of Understanding as laid out by the Treasury. 4. Provide financial support for 2.5 cent Tax Rate Election (TRE) for Childcare and afterschool programing passed by voters in November 2024. PBO provided financial support and analysis of proposed TRE that totaled $75.8 million based on a 2.5 cent tax rate election approved by voters in November 2024 for the purpose of increasing access to affordable and high-quality childhood care and after-school/summer programing and related services for low-income families and developing and administering related workforce and economic development programs. 5. Coordinate County’s annual debt issuance and explore any appropriate refunding opportunities. PBO coordinates the issuance of bonds, certificates of obligation and refunding bonds. The County successfully issued $275,365,000, consisting of $182,855,000 for Permanent Improvement Bonds, $47,090,000 for Certificates of Obligation, and $45,420,000 for Road Bonds on April 23, 2024. Higher interest rates impacted the County’s ability to refinance existing debt as all callable debt was issuance at lower interest rates. The combined gross savings from refunding issuances since 1992 is $44,524,690. The County continuously reviews interest rates and recommends refunding opportunities when they result in notable savings to taxpayers. 6. Provide lead financial support for the implementation of Council at First Appearance (CAFA). PBO worked with key justice stakeholders for the staffing plan to implement Council at First Appearance (CAFA). PBO participated in various updates to Commissioners Court that resulted in the approval of 43 FTEs and budget of $6,080,604 for the “B” shift (2 pm to 11 pm) seven days a week with an Earmark against the Allocated Reserve of $9,681,023, including $1,436,974 for additional B shift TCSO costs as well as $8,254,045 for potential “A” shift requirements (6 am to 2 pm), with the goal of implementation of the A shift seven days a week before the end of FY 2025. 7. Continue to update fees and revenue generating contracts for full cost recovery and develop fee compendium with a regular review schedule. At the direction of the Commissioners Court, the Budget Rules were changed for FY 2020 to include a requirement that, when considering entering into a service agreement, an office or department must work with PBO and other County support departments to develop a full cost estimate of the service to be provided and present it to Court. This estimate was important given the limitations that SB 2 has placed on local governments’ ability to ensure sufficient funding base for its operations. Since that time, PBO shifted our focus to the most critical cost recovery efforts or fees that have not been updated in several years. In FY 2025, PBO stated that we would continue to work on Page | 112 Page 865 of 1087 major cost recovery endeavors where appropriate and that we would likely continue to recommend a 15% cap on increases for revenue generating contracts considering the likely revenue challenges faced by other jurisdictions. On September 17, 2024, Commissioners Court approved the 2025 fees for the Sheriff and Constable Offices, Medical Examiner fees, and park user fees. A summary of these fee changes is described below. • There were no proposed changes for the 2025 Sheriff and Constable Fees as compared to 2024, however this schedule must still be adopted annually. PBO intends to do a deeper state-wide comparison of its Constable and Sheriff fees and propose recommended changes as part of the FY 2026 depending on the results of the analysis. • Out of County autopsy, external examinations and Court Testimony fees charged by the Medical Examiner were increased to better reflect the cost of providing these services. PBO intends to do a deeper state-wide comparison of its Medical Examiner fee structure and propose recommended changes as part of the FY 2026 depending on the results of the analysis. • In TNR, there were several fee changes related to Trailer and Cabin Camping fees, Athletic and Synthetic Sport Fields usage fees, Concession Building Rental fees, BMX Track Event Parking fees, and new fees associated with the Casa Blanca rental at the RDK Ranch Park. These fee changes will better reflect the cost of the associated programs. • The Travis County Sheriff’s Office proposed, and the Commissioners Court approved, a change to benchmark the daily vehicle impound rate to the current Texas Department of Licensing and Regulation (TDLR) daily rates. These rates are usually updated by the State legislature, so this change will allow the fees to automatically adjust without further action by Commissioners Court. PBO works with MAXIMUS annually to develop a County indirect cost rate. While PBO has used this rate to assist in determining the full cost of certain revenue generating contracts, the report that is produced serves more purpose in the application of federal grants to receive resources for these “overhead” costs in addition to the award for the actual programs. Given this, PBO and Grants Administration within Intergovernmental Relations (IGR) have discussed transferring the responsibility of working with MAXIMUS to generate this report from PBO to IGR, while still providing support on collecting needed data and reviewing the results. A final determination will be made in early spring 2025. County offices and departments submit information on fees and revenue generating contracts as part of the annual budget submission. This information allows PBO to note proposed fee or contract increases, and to assist departments with calculating the full direct and indirect costs for new and revised revenue generating contracts to ensure full cost recovery to the County. 8. Continue reviewing and updating County’s overarching financial policies, work is needed on the following new policies: • Revenue Policy (in collaboration with the County Auditor’s Office). • Operating Budget Policy. • Capital Planning Policy. Work in FY 2024 focused on reviewing and updating Chapter 22: Debt Policy and Chapter 24: Reserves and Fund Balance Policy. Changes to both policies were brought forward in early FY 2025. Page | 113 Page 866 of 1087 Page | 114 Page 867 of 1087 9. Assist with countywide strategic planning efforts as requested. PBO staff served on Goal Teams the development of the County’s strategic plan. Work was completed on developing indicators, key performance measures, factor maps, research, strategies, and key activities for each goal. The County Executive participated with the Commissioners Court and other County Executives during a one-day retreat workshopping the development of next steps in the process. PBO is ready to continue assisting the Strategic Planning process and has requested further involvement with work involving the County’s performance measures. Other Work Performed in FY 2024: 10. Improve County’s Performance Management Program. All County departments are using the SBP performance management solution within SAP’s SBP (SAP’s Budget and Planning Module.) The system provides a central information repository of performance data for reporting and analyzing program performance objectives and results. Ultimately, the system will allow for easy reporting of planned and actual performance metrics and how these results are connected to the mission and goals of the offices, departments and the County which will improve over time. The Planning and Budget Office worked with offices and departments to further refine their program measures and clarifying information in SBP. Progress made by PBO in FY 2023 included: • PBO improved performance reporting to better integrate with budget publications. • PBO identified programs that did not have outcomes and suggested possibilities for new outcome measures to offices and departments. • PBO identified programs that were co-mingled with other programs to begin the process of establishing separate fund centers so that each program would be housed in its own division. In FY 2025, PBO published Volume IV: Performance Measures as part of the Adopted Budget publication. This volume contains all performance measures for County programs arranged by Office or Department submitted as a part of the FY 2025 budget process to further promote transparency of the results of taxpayer resources. 11. Submit budget for GFOA Award Program and use feedback to improve document. Travis County’s Adopted Budget has been awarded GFOA’s Distinguished Budget Presentation Award since FY 2014. PBO submitted Volumes I, II, III and IV of the FY 2025 Adopted Budget to GFOA for consideration in December 2024. Feedback is reviewed each year and improvements are made annually to make the document more accessible to the public. Both the County Executive and the Budget Director are budget reviewers and seek out improvements from a broad base of county budgets from across the country. PBO published the FY 2025 Budget in Brief in Spanish for the second time in October of 2024. 12. Monitor Texas Legislature Interim Charges. The 88th Texas Legislature met for its regular session in 2023. During the interim between legislative sessions, the Speaker of the House and the Lieutenant Governor directed the committees of each chamber to study various topics and report back to the full body prior to the beginning of the next legislative session with analysis and recommendations. PBO monitored these interim charges as needed. Page | 115 Page 868 of 1087 The 89th Texas Legislature will convene on January 14, 2025. PBO and the Intergovernmental Relations Office will work with Departments across the County during and after the session to understand how legislative changes will affect the use of budgets during FY 2025 as well as the development of following fiscal years’ budgets. 13. Provide fiscal analysis and support for various human resource initiatives. PBO provided support to HRMD and the Commissioners Court that resulted in the inclusion of a Compensation Reserve in the adopted budget of $30,279,567 for a 5.0% classified Across the Board increase for all employees and vacant positions, as well as an increase of 5.0% at the minimum and maximum of the classified pay scale, a step increase for all eligible Peace Officer Pay Scale (POPS) employees, an increase of 3.0% at the minimum and maximum of the POPS, a 5.0% increase for elected officials, an increase to the shift differential pay from $1.25/hour to $1.50/hour, as well as amounts to adjust overtime budgets based on these higher compensation rates. Funding approved in FY 2024 for the implementation of Bilingual Pay was carried forward into FY 2025. PBO will bring forward appropriate budget adjustments to distribute these resources to Departments and Offices in FY 2025. 14. Coordinate the grant submission and approval process. Prior to FY 2025, The Planning and Budget Office managed the process of placing all grant submissions on the Commissioners Court agenda for consideration and approval. PBO provided fiscal analysis and review of stated performance measures, for programmatic and long-term budgetary impacts and ensures that each grant has been reviewed by the Auditor’s Office and County Attorney’s Office before it is presented the Commissioners Court. In addition, PBO worked with offices and departments to plan for the eventual costs of grant-funded programs to the General Fund after the conclusion of the grant term. Finally, PBO maintained various grant portals on the behalf of the County and assists with ad-hoc grants requests where applicable. For FY 2025 and beyond, the coordination of grant submissions to the Commissioners Court was transitioned to the Intergovernmental Relations Department. Nevertheless, the Planning and Budget Office will continue to provide fiscal analysis and review of stated performance measures, for programmatic and long-term budgetary impacts. PBO will also work with offices and departments to plan for the eventual costs of grant-funded programs to the General Fund after the conclusion of the grant term. 15. Participate in Business Continuity Planning efforts as requested. No requests were made to participate in Business Continuity Planning during FY 2024, but Budget is ready to participate, when requested. 16. Work on other projects as requested. The Budget Director lead Financial Support for the Central Booking Interlocal Negotiating Team. PBO provided direction and costing submitted to the City of Austin for their FY 2024 contribution for the shared cost for the County to operate the Central Booking facility. The increase is approximately $3 million over what the City paid the County in FY 2023 and more accurately reflects the City share of these costs. Page | 116 Page 869 of 1087 FY 2025 Focus 1. Analyze, prepare and adopt annual budget and execute corresponding annual work plan requirements related to budget adoption. 2. Prepare, maintain and update a five-year Financial Plan considering revenue caps and economic instability and provide Commissioners Court options on priorities. 3. Update budget documents and create relevant reports to comply with updated GFOA requirements. 4. Coordinate County’s annual debt issuance and explore any appropriate refunding opportunities. 5. Continue work on TRE financial implementation. 6. Continue work on CAFA implementation. 7. Continue work on long-range capital planning in collaboration with Economic Development and Strategic Investments and user departments and offices. 8. Continue to update fees and revenue generating contracts, including full cost recovery analysis and develop fee list with a regular review schedule. 9. Continue to track countywide LFRF expenditures. 10. Provide fiscal analysis and support for various human resource initiatives including: i. Weekly Personnel Amendments. ii. Market Study. iii. Potential increase beyond the $21.84 minimum wage. iv. Review of Peace Officer Pay Scale as appropriate. v. Review of Classified Employees Pay Scale as appropriate. 11. Continue reviewing and updating County’s overarching financial policies, including: i. Revenue Policy (in collaboration with the County Auditor’s Office). ii. Grants Policies and Procedures (in collaboration with IGR). iii. Operating Budget Policy. iv. Capital Planning Policy. 12. Assist with countywide strategic planning efforts as requested including work related to key performance measures. 13. Participate in Business Continuity Planning efforts asrequested. 14. Participate in Emergency Preparedness efforts as requested. Page | 117 Page 870 of 1087 FY 2026-2031 Work Plan 1. Present budget guidelines annually, including an updated 5-year financial plan and analyze, prepare and adopt annual budgets and corresponding annual work plan requirements related to budget adoption. 2. Participate in GFOA’s Distinguished Budget Presentation Award Program. 3. Prepare, maintain and update a Capital Improvement Plan (CIP) in collaboration with Economic Development and Strategic Investments and user departments and offices. 4. Support bond elections as well as any tax rate elections that may be considered. 5. Coordinate County’s annual debt issuance. 6. Continue to monitor compliance with use of federal COVID-19 related funds and support efforts for reimburse from FEMA for eligible expenses. 7. Review and update County’s financial policies. 8. Participate in the Employee Health Benefits and Compensation Committees. Provide support and costing for items such as the Health Benefits Plan, Retirement Contribution, and compensation items. 9. Continue work to update fees and revenue generating contracts for full cost recovery and update fee compendium based on review schedule. 10. Research and implement a budget development system that includes performance measure tracking and capital planning. 11. Continue to improve the transparency and accountability of financial and performance data to share with the public in conjunction with the County Auditor’s Office and Information Technology Services. 12. Prepare a long-term performance measurement and management plan. 13. Begin reporting departmental performance in a separate annual performance report. 14. Implement succession planning within Budget Division. Page | 118 Page 871 of 1087 Economic Development & Strategic Investments (EDSI) GOAL Support innovative and informed decisions about the County’s long-term direction through strategic planning and analysis. • Objective: Assist Commissioners Court and departments reporting to Court in the strategic planning initiative as recommended in the Travis County Operational Review Report. GOAL Provide the planning and analysis required to carry out the strategic initiatives of the Commissioners Court. • Objective: Rebrand the Travis County Long-Range Strategic Master Plan to the Comprehensive Facility Plan, maintain the CFP for each location and functional area, and create and maintain a comprehensive implementation plan tied to the debt model. • Objective: Provide project management, oversight and/or technical assistance on bond election processes and special projects for County offices and departments. • Objective: Evaluate County office and departmental facility needs on an ongoing basis with the objective of maintaining mid-term and long-term plans to address those needs. • Objective: Pursue mutually beneficial opportunities for co-locations with other county agencies or other local governments that support operating efficiencies. GOAL Promote, support, and increase economic equity for residents of Travis County by expanding and maintaining economic and community development opportunities. • Objective: Identify and establish new programs to encourage economic development, targeting priorities established by the Board for all Corporations and the Commissioners Court. • Objective: Continue to administer existing, Hill Country Home Down Payment Assistance Program with a focus on re-evaluating current program guidelines to better serve Travis County residents. • Objective: Continue to evaluate qualifying factors for the Housing Finance Corporation’s 9% low- income housing tax credit loan program. • Objective: Identify and establish new housing-related equity-focused programs using revenue earned from TCHFC’s role as General Partner and General Contractor in 4% multifamily tax credit/bond transactions and the Public Improvement District program’s community benefit fee. • Objective: Manage Public Improvement Districts and Chapter 381 Rebate/Abatement Program agreements to ensure that public benefit requirements of the contractual agreements are met and advance equity. • Objective: Increase interdepartmental cooperation on Travis County economic development initiatives and policy. • Objective: Manage the redevelopment of County owned properties to address facility needs and maximize their benefit and value to Travis County residents. • Objective: Perform due diligence determining the most appropriate projects and programs that will maximize equitable opportunities to build a better County through strategic public investment and bring before the Board or Commissioners Court for approval. • Objective: Implement and negotiate projects and programs that maximize opportunities to address economic equity gaps. • Objective: Foster and develop collaborative relationships with County staff and departments, as well as City departments, industry organizations and others, to better serve our constituents and enable EDSI to expand programs effectively, equitably, and efficiently. Page | 119 Page 872 of 1087 GOAL Pursue and process private activity bond issuance and other business and economic development opportunities via all EDSI programs. • Objective: Process applications requesting private activity bonds from all County Corporations. • Objective: Ensure that the Corporations’ portfolio is in compliance with bond Regulatory Agreements, Land Use Restriction Agreements and/or other documentation outlining income qualifications by project, particularly TCHFC’s multifamily property portfolio; ensure staff is educated on relevant regulatory and bond market changes. • Objective: Ensure that all projects or investments are reviewed for economic equity, community benefit and/or fair housing compliance. GOAL Invest County funds based on sound investment practices that adhere to the parameters of the Public Funds Investment Act and the Travis County Investment Policy and Procedures. • Objective: Maintain clear priorities of 1) preservation and safety of principal; 2) maintenance of adequate liquidity; and 3) investing to yield the highest possible rate of return, while ensuring that the first two priorities are met first. • Objective: Successfully selecting appropriate, low-risk investments that maximize yield and fit the County’s investment parameters and cash flow needs. • Objective: Perform economic analysis on each potential investment as well as existing financial market conditions to determine proper fit with regards to risk, liquidity, and return. • Objective: Maintain both short and long-term County cash flow forecasting to ensure maximization of all investment opportunities. GOAL Maximize the County’s investment return within the parameters of the County’s cash needs as well as the rules set forth by Federal, State, and County laws and directives. • Objective: Evaluate approved investment opportunities within the guidelines of the PFIA that are not currently used to determine their appropriateness to meet the objectives of the County and increase interest income. • Objective: Provide analytic, administrative and research support to evaluate investment strategies to maximize the rate of return while meeting cash flow needs. GOAL Effectively and efficiently manage the Depository Contract. • Objective: Continue to closely analyze and manage the monthly account analysis to maximize the earnings credits up to $10,000 which are allowed to be carried forward each calendar year and work with departments using banking services to maximize the value to the County of services used. • Objective: Conduct ongoing review of each account holder’s services and needs to ensure that the account holder is using all viable fraud protection services and minimizing the costs of their business services by using the latest technology sanctioned by the County Auditor’s office. • Objective: Coordinate with the County Auditor’s office to ensure there is consistency and compliance across the account holders with any service and reporting issues. • Objective: Continue to advise County departments with bank accounts, introducing and encouraging appropriate changes to current procedures due to updates in technology and best practices. Page | 120 Page 873 of 1087 GOAL Operate in an ethical and transparent manner and provide programmatic information in an understandable, timely and comprehensive manner. • Objective: Review and update policies and procedures routinely or as mandated. • Objective: Continue longstanding close working relationship with the County Auditor and her staff to maintain compliance to all GASB accounting rules. • Objective: Continue to work closely with other peer groups and professional organizations to track and monitor potential legal changes at the Federal and State level that could have an impact on EDSI’s programs. • Objective: Ensure all continuing education and training needs are met in accordance with State and Federal law and certification requirements. • Objective: Establish relationships with credible and approved third party consultants, including the Financial Advisor, to provide the most comprehensive vetting and assessing of potential projects and programs in industry sectors new to EDSI. • Objective: Reconvene the Cross-County Departmental Planning Group to establish standards and equity-awareness for the analysis and presentation of internal and external data to elected officials and the public with the flexibility to take on other planning related tasks through this structure. • Objective: Maintain a staffing pattern that supports the work assignment given to EDSI. FY 2024 Work Plan and Overview of Achievements Economic Development 1. Prepare program management procedures for the Chapter 381 economic development program, revise the policy, and monitor compliance of projects with existing agreements. Revision of Policy Update: A temporary suspension on work for the Chapter 381/TC Code Chapter 28 Economic Development Program revisions occurred in 2023 due to other prioritized work. When staffed asked for direction, the Commissioners Court prioritized revising the Public Improvement District (PID) policy revisions first. Policy revision work for the Chapter 381 economic development program will commence in 2024 with a work session at Commissioners Court to discuss this policy work. The FY 2025 budget included funding to staff a new position to facilitate the development revisions to the County’s Chapter 28 policy. Once filled, this position will lead the policy development process in the second half of FY 2025. The Chapter 28 policy revision work will include a continuation of ongoing community engagement work undertaken in FY 2024. The Community Engagement Team finished meeting with TAPP in April and shortly after compiled a report summarizing feedback received in the series of meetings. Page | 121 Page 874 of 1087 Monitoring Compliance of Projects with Existing Agreements: • Apple i. Compliance reviews for 2023 are complete and the County has found the company compliance with performance requirements and paid the rebate due for 2023. • Charles Schwab i. Compliance reviews for 2022 are complete (this agreement has a two-year lookback) and the County has found the company compliance with performance requirements and paid the rebate due. • Colorado River Project i. Compliance for 2020, 2021, and 2022 are ongoing. ii. Staff has continued to meet with the Company to assist the company in providing documentation of compliance. These discussions are ongoing and expected to continue in FY 2025. • East Blackland Solar Project i. For performance years 2021, 2022, and 2023 compliance review of submitted materials is complete. Staff has sent the company a letter of non-compliance with a 30-day cure period. As of December 30, 2024, the company has not responded. • FRV AE Solar i. Compliance for 2021, 2022, and 2023 was completed in FY 2024 and all rebates due have been paid. • HID Global i. Compliance for FY 2022 was completed and the rebate paid. ii. Compliance reviews for 2023 are ongoing. The City’s third-party contractor has submitted the final compliance report and as of December 30, 2024, the County has requested corrections for several errors contained in the report. Once the errors are corrected, the final rebate will be paid, and the contract will expire. • Samsung i. Compliance reviews for 2023 are complete and the rebate due has been paid. • Simon Properties i. The 2019 compliance review is complete, and staff received notice of settled property values for 2019. The rebate due has been paid. ii. Staff has received notification that property values for parcels included in the agreement for tax years 2020, 2021, 2022, and 2023 are under protest/litigation. Thus, no further compliance work will be completed until the protests/lawsuits are settled. Page | 122 Page 875 of 1087 2. Finalize the revision of the Public Improvement District (PID) Program policy, lift the moratorium, hire additional staff, continue to work on the implementation of current PIDs and new PIDs and work with the Commissioners Court on projects and program to be funded with the PID Community Benefit Fee. Policy Update On January 30, 2024, Commissioner’s Court approved the repeal and replacement the Chapter 481 PID Policy, setting a PID Petition fee of $150,000.00 and lifting the moratorium effective February 1, 2024. The revised PID policy reflects the County Commissions Court priority on Affordable Housing and Worker Protections Compliance. The FY 2024 budget reflected the hiring of additional staffing in the County Attorney’s office, Purchasing Office, and Planning and Budget Office. Implementation of Current PIDS 2024 Annual Service Plan Updates were completed and approved by Commissioner’s Court for Bella Fortuna, Wildhorse Ranch, Longview 71, and Turners Crossing PIDs. Wildhorse Ranch PID Improvement Area #2 Levy Request was submitted, and the Administrative and Community Benefit escrow agreements were approved by Commissioner’s Court and TCDA on December 10, 2024. Levy assessment and request for Bond Issuance is anticipated in 2025. Turners Crossing request for Assessment Revenue Bonds issuance of 10.46M for IA#1 Commercial Lot 98 and IA#2 Projects was approved by the TCDA and County Commissioner’s Court on December 17, 2024, with planned bond closing on January 16, 2025. Travis County Development Authority, Contract Assessment Revenue Bonds, Series 2024 (Bella Fortuna Public Improvement District 7.859M) closed on April 17, 2024. Longview 71 PID Assessment Order and Acquisition and Reimbursement Agreement for IA#1 were approved by Commissioner’s Court on October 29, 2024, TCDA and Commissioner’s Court approved the issuance of Assessment Revenue Bonds for IA#1 in the amount of 10.105M, with final approval of issuance on December 3, 2024, and bonds closed on December 17, 2024. Lagos Austin PID Developer submitted a Second Amended PID Creation Petition and was approved by Commissioner’s Court on January 23, 2024. Developer submitted revised supporting documents in August of 2024 and in September of 2024, TCDA requested additional funds to the escrow account for continued review of the request and the funds were replenished in late October of 2024. The Lagos Austin Developer, PID staff and consultants continue to work though the updated documents particularly focused on completed construction and effective tax rate and the negotiation of the Community Benefit Fee proposal at the end of 2024. New PID Petition Received Twin Creek Developer submitted a petition for PID Creation under the 2024 PID Policy in late September of 2024 and established Administrative Escrow Agreements for payment of District Formation and Bond Issuance Costs on December 10, 2024. Page | 123 Page 876 of 1087 PID Staff A PID Managing Director was hired in September 2024. The PID Administrative Associate will be hired in 2025. The County Attorney and Purchasing Offices hired all allocated positions in FY 2024. 3. Continue implementation of TCTX Thrive 2.0 and 3.0 Senior Financial Analyst to assist with the implementation of the TCTX Thrive programs was hired and began in June 2023. TCTX Thrive 2.0 (serving the TCTX Thrive 1.0 waitlisted businesses) On January 24, 2023, Commissioners Court approved an implementation plan for TCTX Thrive 2.0 (formerly 2A). Contract with the TCTX Thrive Administrator, BCL of Texas, was finalized and the Notice to Proceed was issued on July 25, 2023. After a due diligence process, the TCTX Thrive 2.0 beneficiary contracts were processed for 40 businesses in December 2024. Payments of grant awards to businesses and business technical assistance services will occur in 2025. TCTX Thrive 3.0 (new program using ARPA dollars) On April 4, 2023, Commissioners Court modified the ARPA SLFRF funding amount for TCTX Thrive from $5 million to $2.5 million. Staff completed community engagement with small business stakeholders, conducted research and recommended a program strategy during 2023 to provide small business technical assistance and training to businesses outside of the City of Austin but within Travis County. This program was adopted by Commissioners Court in 2023. The procurement process for these services is nearing completion and contracted services are anticipated to be provided in FY 2025. 4. Support the Palm/Expo Subcommittee to move plans forward on both projects. Meetings were held every other week to discuss facility and planning items impacting both the Palm School and Travis County Exposition Center. Palm School On January 24, 2023, Commissioners Court approved a Concept Plan model for the Palm School property. To implement the Concept Plan, staff focused on the creation of a community-based Steering Committee to assist with the creation of recommendations for a community engagement process and a draft Concept Plan for the Commissioners Court consideration. Activities included the creation of an application and selection process, meetings with key stakeholders, and the steering committee make up and charge. Staff presented several times, over the course of the year, to Commissioners Court, resulting in the approval of the Palm School Steering Committee structure/composition and selection process, recommendations for partner organizations to be appointed to Palm School Steering Committee, composition of a Selection Team to review applications submitted by the community to be on the Expo/Palm Subcommittee, and the engagement of the University of Texas at Austin VOCES oral history program. Palm School Steering Committee Selection team members began individual review of 28 Interest Forms submitted by community members to serve on the Palm School Steering Committee. In November 2023, the Selection Team met to review scores and identify a short list of candidates to interview. Page | 124 Page 877 of 1087 Starting in mid-January 2024, the Selection Team interviewed 13 candidates to the Palm School Steering Committee. On April 2, the Selection Team met to discuss and make recommendations for a slate of nine candidates for the community seats on the committee, in addition to the four representatives from partner organizations. That slate was presented to Commissioners Court and approved on May 21. Additionally, Commissioners Court gave staff direction to do its due diligence in potentially adding the Save Palm School Coalition as the fifth partner organization. An orientation for the Palm School Steering Committee was held on August 9. In mid-September, Commissioners Court approved the addition of Save Palm School Coalition to the Steering Committee, along with their representative. On September 14, the County hosted a Welcoming Party to introduce the Committee to members of the community. Additional Related Items Staff is refining the scope of work to be used in the procurement of services to work with staff and the steering committee to develop the Palm School Concept Plan. The Commissioners Court approved the use of the prequalified list for selection of the consultant and will be brought onboard in FY 2025 to begin the work of developing the plan. An interlocal agreement between Travis County and the VOCES Oral History Center at UT Austin was reached in FY 2024. The team is collaborating with VOCES staff and interviews for Palm School stakeholders occurred in December 2024. Expo Center While the Policy and Planning Staff continues work on the Northeast Area District Plan, EDSI staff will continue to work on long-term planning for the Expo Center. An internal meeting is scheduled for January 2025 to plan for a Commissioners Court work session in FY 2025 to review conditions of the facility, capital investment history, previous plans and studies and other documentation relevant to facilities planning for the site to present to Court for direction. Northeast Area Plan In 2023, EDSI worked with the Subcommittee to bring forward a presentation about the Marshall Plan concept to the entire Commissioners Court. This concept identifies quality public investments and funding mechanisms to support communities in East Travis County that have faced displacement and systemic racism that has left people of color falling further behind economically; made them more likely to be in a generational cycle of poverty; and less resilient to natural disasters, weather events, and national or personal economic or health crises. In August of 2023, Commissioners Court adopted a resolution to create the Northeast Area Plan in collaboration with the City of Austin. An interlocal agreement between the City and County was adopted in FY 2024 and a 14-person working group including representatives from the City of Austin and various County departments was formed. This group is working to advance the tasks assigned in the interlocal agreement and the work is expected to continue through FY 2025. Page | 125 Page 878 of 1087 Facilities Planning 1. Revise the planning process for the CFP to ensure appropriate alignment among county departments and offices, a comprehensive implementation plan, and an equity lens. In FY 2024, Staff met with all County departments and officials operating in the Central Campus area to revisit staffing projections and work practices (including telework) to develop an updated interim write up for space needs to be provided to the consultant to be selected for the development of the new Central Booking/Mental Health Diversion facility. In FY 2025, staff will continue this work, focusing on users outside of the Central Campus area. Additionally, staff will work with the selected consultant on the validation of data gathered in FY 2024. 2. Work to promote the highest and best use of County assets with a focus on Palm School, Heman Marion Sweatt Travis County Courthouse, the Diversion Center/Central Booking Facility, and the Expo Center. Diversion Center/Central Booking Facility In March 2023, the Travis County Commissioners Court provided direction via resolution to move forward with the planning implementation of a reimagined Central Booking Facility and a new Mental Health Diversion Center. Since that time, EDSI has collaborated with FMD to lead a work group related to the planning and future construction of physical space that meets the intent of the approved resolution. In 2024, we have: • Held bi-monthly meetings to discuss planning needs, possible implementation scenarios, and discussing scope of work components for planning and design. • Assisted in the development of a scope of work for the design of the facility. • Attended site visits to see other Diversion Center models across the Country. • Reviewed zoning, capital view corridors, and completed a build out analysis for parcels adjacent to the San Antonio Garage site. • Participated in the selection process for operations and design consultant teams. HMS Courthouse In 2024, EDSI brought forward a Preservation Plan for the HMS Courthouse and oversaw the grant application to the Texas Historical Commission for funding to complete the courthouse restoration in accordance with the plan and the grant parameters. Since the County was not selected to receive grant funding, additional flexibility regarding uses in the space are now available. In FY 2025, EDSI staff will work with FMD in developing options for HMS in the context of other County projects in the Central Campus area. For Palm and Expo related updates visit the “Support the Palm/Expo Subcommittee to move plans forward on both projects” section above. Other Work Performed: Precinct 2 Relocation In 2024, EDSI staff participated in the review of several potential sites for the Precinct 2 relocation in collaboration with FMD. While a final site has not been recommended, EDSI will continue work on this project into FY 2025. Page | 126 Page 879 of 1087 Affordable Housing 1. Work to promote economic development to benefit Travis County residents through increased affordable housing opportunities. Since 2012, the TC Housing finance corp. has delivered 9,819 units of housing (operational or currently under construction) with 98% or 9,576 of those units considered affordable throughout the County with over an estimated 2000 additional units in the predevelopment pipeline. Travis County Corporations has twenty-three developments with a total of 6,022 units under construction in FY 2024. Ten of those developments completed 100% construction and were fully operational by the end of FY 2024. One development was over 90% complete and started pre- leasing by the end of FY 2024. 2. Continue to work towards affordable housing policy specific to the Corporations, building upon work sessions, meetings with elected officials and external stakeholders that took place in 2022. EDSI participated in the Housing Subcommittee during FY 2024 and that work continues. The bulk of affordable housing policy work stemmed from the PID policy. Additionally, Corporations had discussions with the Board about its revenue and projections in 2023. Continued conversations with the Board about setting policy and priorities with revenue generated from the work of the Corporations will occur in 2025. With the PID policy revision coming to an end, attention will shift to the Corporations’ affordable housing policy for the Board’s consideration. Strategic Planning 1. Create, participate and/or support cross-department planning and collaboration efforts including but not limited to data, mapping, community engagement and equity. EDSI is leading cross-departmental planning and collaboration efforts on community engagement. The Travis County Community Engagement Collaborative presented to Commissioners Court at the May 4, 2023, work session. The working groups completed their tasks related to developing a resource HUB and working on a draft policy for compensating community members for participation in some engagement activities. The group continues to meet monthly as a space to discuss community engagement activities and collaborate as needed. EDSI participates in the following: Cross-departmental planning and collaboration efforts around resiliency and green initiatives. Cross-departmental conversations around asset mapping. This conversation is connected to the data conversation. In September 2023, the TNR GIS team has created a beta site of the asset map. Staff were working actively on review of the beta site when the TNR staff person assigned with project left the County in December 2023. No further work has occurred, and the project has not been reassigned to a TNR analyst to date. This effort will likely revive in 2025 due to the Northeast Area District Plan. Page | 127 Page 880 of 1087 Cross-departmental and cross-agency planning and collaboration effort on Austin-Travis County food system planning. The Plan was adopted by both the City and the County in FY 2024. The Policy and Planning Manager was a member of the Transit Development Plan Update Steering Team. The Transit Development Plan is led by the Transportation and Natural Resources Department and CapMetro to identify areas of transit need in locations where CapMetro and CARTS cannot provide transit per Federal rules. The Steering Team helps work collaboratively with the updates to the Plan every three years. EDSI participates in activities with the Urban Land Institute Austin (ULI). ULI Austin brings together cross-disciplinary real estate and land use professionals to create and sustain thriving communities, leveraging their collective expertise to provide technical assistance and learning opportunities. 2. Assist with countywide strategic planning efforts as requested. EDSI participated in countywide strategic planning efforts as needed by attending several meetings on specific goals. 3. Participate in Business Continuity Planning efforts as requested. No requests were made to participate in Business Continuity Planning during FY 2024, but EDSI is ready to participate, when requested. 4. Participate in emergency preparedness as requested. EDSI staff attended two meetings of the Hazard Mitigation Plan update process and is monitoring those communications and materials for potential EDSI connections. The Hazard Mitigation plan was finalized in FY 2024. Investments 1. Manage the County’s investments strategically in a rapidly rising rate environment where there is also a great deal of economic uncertainty that could impact future cashflow and operating needs. Staff continues to manage the County’s investments to ensure the greatest return while in full compliance with the Public Funds Investment Act. In FY 2022 and FY 2023, the interest rates rose rapidly as the Federal Reserve increased the Fed Funds rates. Since the investments are made anywhere from 1 year to 5 years out to meet projected cash flow needs, it has resulted in the returns of the portfolios falling behind the benchmark. 2. Continue to monitor and participate in discussions related to PCI compliance. The Chief Investment Officer worked with ITS, Purchasing and Chase Bank (the Depository Bank) to review and assess financial products to move the County to be PCI compliant. In addition, EDSI Investment staff worked with several departments and the bank to adopt newer financial services and products that provide greater security. The Investment Manager performed a monthly review of the banking services and costs to ensure that service charges are correct and where warranted, provide options to reduce the banking fees. 3. Manage the County’s Bank Depository Contract. Page | 128 Page 881 of 1087 Investment management manages the County’s Bank Depository Contract including the RFA process, when needed. JPMorgan Chase continues to be the Travis County Depository Bank. Investment Management continuously reviews new bank products for various offices and departments to provide efficiency and lower costs, regardless of the timing of the expiration of the contract. Diversity Equity and Inclusion & Community Engagement 1. Create a diversity, equity and inclusion lens for EDSI and its policies and programs. Continuing the work from FY 2023, technical assistance on the equity framework continued with EDSI related projects. DEI Officer serves as a member of, and advisor to, the Northeast Area District Plan. 2. Complete International City/County Management Association Equity Officer Institute. DEI officer completed the Institute during FY 2024. 3. Develop or identify DEI training for EDSI staff. DEIO developed materials and launched DEI Discussion Group series in July 2023 that meets monthly. DEIO continued facilitating DEI Discussion Group and provided intensive training to EDSI staff on the Equity Framework. 4. Collaborate with ESP Community Engagement Team to provide equity focus to community engagement projects. The Community Engagement team merged with DEI in March 2023 with the community engagement team now reporting to DEIO. DEIO provided support for the Palm School Concept Plan and Steering Committee application and selection process and the Comprehensive Facility Plan. 5. Provide status updates to Commissioners Court on EDSI’s work and cross-department collaboration around equity. DEIO presented multiple times during FY 2024 as part of the Palm School Steering Committee and Northeast Area District Plan projects with a focus on the work being completed in conjunction with equity. 6. Build organizational capacity to support EDSI’s work for equitable economic outcomes. DEIO finalized the EDSI Equity Framework which serves as the basis for all policy and project work to address economic equity and has worked with various staff members provide training on model and its implementation. DEIO developed EDSI Equity Framework Quick Reference Guide and assisted with onboarding PID Managing Director with orientation to equity framework on equity onboarding checklist. 7. Collaborate internally across county departments and build external partnerships in the community to support EDSI’s focus on advancing DEI in our work. Joined the Northeast District Plan working group, a City/County collaboration, to support a focus on equity in the group’s efforts; provided training on the EDSI Equity Framework. Provided consultation to the Compensation Committee in developing the demographic section of the application for at-large members. Page | 129 Page 882 of 1087 8. Develop meaningful relationships with key community stakeholders and neighborhood groups. Community Engagement staff met with 493 people during the FY 2024 related to Palm School, Chapter 28 policy revisions and housing, among others. 9. Support EDSI projects with community need and data to provide community voice to the work. DEI/CE was lead for the Palm School planning process through initial actions including the seating of the Steering Committee. The Steering Committee was seated, an orientation was provided a welcoming party occurred during FY 2024. Staff participated in the food policy engagement efforts with the City of Austin and that project completed in FY 2024. Staff met with community organizations in a collaborative project with Policy & Planning around for Equitable Homeownership. External stakeholder meetings began in August 2023 and continued into 2024. An interim report was produced in May 2024. Continued work was put on hold to accommodate other priorities but will be revisited in the future. Staff met with the Central Texas Anti-Poverty Project about Economic Development Agreement requirements for future policy considerations. Conversations began in 2023 through April 2024 summarized in a report for use later in FY 2025 once an Economic Development Manager is hired. Administrative 1. Make EDSI work more present by providing more frequent updates to the Commissioners Court and public. EDSI has been to Commissioners Court frequently on PIDs, facility related items, economic development agreements, affordable housing and investments during FY 2024. A substantive update to the EDSI related webpages will occur and be in alignment with the County’s website refresh. EDSI will continue schedule regular updates to Court, via presentation or email, on a variety of topics throughout FY 2025. 2. Hire and onboard any vacant and/or new positions and strengthen supports for new staff to quickly calibrate to EDSI work. As of December 2024, EDSI currently has 23 positions including a new Economic Development Manager position in the FY 2025 budget. Nine positions are vacant, including the new ED Manager approved in October; however, active interviews are occurring for six of the nine positions as of the end of December 2024. 3. Other Work Performed in FY 2024: EDSI staff have participated in regular calls for American Rescue Plan Act State and Local Fiscal Recovery Plan funds. EDSI serves and project manager for the Guidehouse contract and coordinated technical assistance between County Departments and the consultant. EDSI also assisted with reports to Treasury and the management of a subrecipient contract for the REED Plan. EDSI is currently providing support to several different Commissioners Court subcommittees Page | 130 Page 883 of 1087 including PBO, Housing, Supportive Housing, and Palm/Expo. FY 2025 Focus Economic Development 1. Revise LGC Chapter 381/TC Code Chapter 28 Economic Development Program to include new subchapters related to mid-sized businesses and small business assistance and monitor compliance of projects with existing agreements. 2. Continue to Implement TCTX Thrive 2.0 & 3.0. 3. Participate in external collaborative and networking opportunities to promote EDSI goals. Economic Policy & Strategic Planning 1. Create, participate and/or support cross-department planning and collaboration efforts including but not limited to data, mapping, community engagement and equity. 2. Participate in external collaborative and networking opportunities to promote EDSI goals. 3. Support the Palm/Expo Subcommittee to move plans forward on both projects including the Palm School Concept Plan and conversations with the Commissioners Court about the possibilities for the Expo Center. 4. Continue collaborative efforts with the City of Austin and other County Departments on the Northeast Area Plan. 5. Monitor and track legislation for the upcoming legislative session. 6. Participate in County wide strategic planning efforts, as requested. 7. Participate in Business Continuity Planning efforts as requested. 8. Participate in emergency preparedness as requested. Facilities Planning 1. Continue working on the Travis County Forward effort to inform the revision of the planning process for the CFP to ensure appropriate alignment among county departments and offices, a comprehensive implementation plan, and an equity lens. 2. Update space standards, align facility plans with any new policy priorities related to adaptive workplace directives, and continue the implementation of the facilities comprehensive plans and ready facilities projects for consideration for Certificates of Obligation or a future bond election. 3. Work to promote the highest and best use of County assets with a focus on Palm School, Heman Marion Sweatt Travis County Courthouse, the Diversion Center/Central Booking Facility, and the Expo Center. Affordable Housing 1. Work to promote economic development to benefit Travis County residents through increased affordable housing opportunities. 2. Continue to work towards affordable housing policy specific to the Corporations, building upon Page | 131 Page 884 of 1087 work sessions, meetings with elected officials and external stakeholders that took place in 2022. Public Improvement Districts 1. Manage the Public Improvement District (PID) program to ensure maximum community benefits are realized, full cost recovery and efficiencies in implementation. Investments 1. Manage the County’s investments strategically in an uncertain interest rate environment. 2. Continue to monitor and participate in discussions related to PCI compliance. 3. Manage the County’s Bank Depository Contract. Diversity Equity and Inclusion & Community Engagement 1. Create Equity Analysis Tools based on the EDSI Equity Framework for use in assessing EDSI actions (policies, programs, processes) for equity impact. 2. Develop or identify DEI training for EDSI staff. 3. Collaborate with EDSI teams to provide equity focus to all EDSI projects. 4. Build organizational capacity to support EDSI’s work for equitable economic outcomes. 5. Collaborate internally across county departments and build external partnerships in the community to support EDSI’s focus on advancing DEI in our work. 6. Develop meaningful relationships with key community stakeholders and neighborhood groups. 7. Support EDSI projects with community need and data to provide community voice to the work. Administrative 1. Make EDSI work more present by providing more frequent updates to the Commissioners Court and public. 2. Hire and onboard any vacant and/or new positions and strengthen supports for new staff to quickly calibrate to EDSI work. 3. Each reporting area within EDSI (Corporations, Economic & Strategic Planning, PIDs, Investments and DEI/Community Engagement) will create a comprehensive and detailed manual of operations. 4. Assist with the continued implementation of the SLFRF funds via management of the GuideHouse consultant contract and the management of the REED subrecipient agreement. FY 2026 – FY 2031 Work Plan Assist the Commissioners Court with the following: 1. Continue work to improve the LGC Chapter 381/TC Code Chapter 28 economic development program in alignment with the Comprehensive Economic Development Strategy (CEDS), focusing on creating a program that, at minimum, equally benefits the community. 2. Manage the Public Improvement District (PID) program to ensure maximum community Page | 132 Page 885 of 1087 benefits are realized, full cost recovery and efficiencies in implementation. Page | 133 Page 886 of 1087 3. Review and improve facilities and strategic planning processes to promote greater collaboration with other county departments and offices, keep Commissioners Court informed of the planning process, and better align with the capital planning and bond election processes. 4. Research and identify opportunities relating to promoting economic equity by using authority within County Corporations, P3 partnerships, and other tools. 5. Review, improve and manage the process for identifying underutilized properties, monetizing assets, co-locating with other governmental agencies, and bringing private capital to projects. 6. Create or support cross-departmental planning groups to improve collaboration and reduce duplicative or cross-purpose work. 7. Develop an affordable housing policy and housing goals to better meet the need for such housing. 8. Continue to evaluate all aspects of the investment policy and procedures to assure the Court that the County’s investment objectives are met and maximized. 9. Continue to manage the investment portfolio in a manner that capitalizes on any changes in the interest rate environment and the economy, within the bounds of the Public Funds Investment Act and the Travis County Investment Policy. 10. Research other investment vehicles that could enhance the return of the investments within the bounds of the Public Funds Investment Act. 11. Manage the depository contract to maximize the services each department uses and/or needs which includes analyzing the account analysis to ensure that the appropriate fees are being charged as stated in the contract. This also includes the assessment of the contract after the first four years to advise the County on the allowable two-year extension. 12. In FY 2028, preparations for renegotiation of a new depository contract will begin and the initial meetings with County departments that use the depository services will begin to determine their needs and to assess the security of the financial services that each department uses and/or needs. This work will continue in FY 2029. 13. Continue to assess the latest technology to maximize the security of the financial services that the various County departments are using in conjunction with the County’s Depository Bank and the County’s ITS department. 14. Continue to pursue general partner/general contractor role in affordable housing projects to extend housing opportunities affordable to households at 30%-140% of the Area Median Income and align with any affordable housing goals adopted by the Commissioners Court and/or Board. 15. Continue to pursue appropriate affordable housing and other deals that benefit from Private Activity Bond issuance that improve access to opportunity, equity and fair housing. 16. Develop, manage and implement tools, policies, and strategies that ensure that the community has access to accurate information about County initiatives and is given frequent, meaningful, and equitable opportunities to provide opinions, concerns, and feedback. 17. Continue to research and find opportunities for small business assistance programs to assist beyond economic recovery from the COVID-19 pandemic. 18. Create workflows that facilitate interdepartmental and intergovernmental cooperation and consultation in support of County initiatives. 19. Engage the community in meaningful ways to inform EDSI work, promote equity, and support placemaking and development that supports the community’s vision for itself. 20. Continue to expand on the work of the DEI Officer to improve equity throughout all EDSI programs. Page | 134 Page 887 of 1087 PBO Appendix I: Performance Measures Actual FY Actual FY Actual FY Projected Projected Projected 2021 2022 2023 FY 2024 FY 2025 FY 2026 Measure Measure Measure Measure Measure Measure Measure Budget Accuracy of General Fund expenditure estimate compared to actuals 96% 97% 97% 97% 97% 97% County bond rating - Standard and Poor's (AAA=1, AA =2; D=15) AAA AAA AAA AAA AAA AAA Total number of budget requests reviewed for Preliminary Budget 434 542 522 500 550 555 Investment Management Portfolio yield over 12 month rolling 2-year treasury 34 -1 -2 -1 3 4 Economic and Strategic Planning Number of PID petitions received 0 0 0 2 6 4 $ Amount of PID bonds issued (in 000s) 0 $8,685 $3,479 $7,859 $20,000 $20,000 Total jobs required by Chapter 381 economic development agreements 11,313 14,327 15,327 15,327 15,919 13,893 % of facilities with documented plans 97% 97% 97% 98% 98% 99% Corporations Number of Issuances - Other Corporations (PID) 0 1 1 2 4 2 Number of bond issuances and workforce projects TCHFC 5 3 5 3 4 4 Number of additional affordable, income restricted multifamily units created by Corporations 2,267 1,100 1,637 1,912 1,250 1,250 Diversity, Equity & Inclusion Number of EDSI or non-EDSI projects requesting technical assistance on DEI/Equity Analysis 0 7 10 5 3 3 Number of community members participating in meetings/ engagement opportunities to inform an EDSI project 0 75 300 300 300 300 Page | 135 Page 888 of 1087 PBO Appendix II: Planning and Budget Office Staff Assignments Jessica Rio, County Executive Debra Garcia, OfficeManager 854-9106 Michael Chang, Business Consultant I 854-9336 Tammy Hutchinson, Business Consultant I, SPW 854-1774 Vacant, Business Consultant I Budget Division Travis Gatlin, Budget Director, 854-9065 Vacant Alex Braden 854-1160 854-4741 Assistant Budget Director Assistant Budget Director Vacant Planning & Budget Ld. Op. Analyst Michelle Surka Latif Zaki 854-1764 854-4456 Sr. Capital Analyst Planning and Budget Analyst I Gabrielle Douthitt Miguel Segura 854-9344 854-1746 Planning and Budget Analyst I Planning and Budget Analyst I Miranda Best William Kelly 854-1772 854-1745 Planning and Budget Analyst I Planning and Budget Analyst I Economic Development & Strategic Investments Division Christy Moffett, Director, 854-1161 Vacant Erika Humke Senior Financial Analyst LFRF Program Coordinator, SPW 854-9516 Economic & Strategic Planning Amy McWhorter Julie Mech Economic & Strategic Planning Managing 854-1161 Planning Manager 854-2214 Director Long Range Facility Planning Bill Wilsom Vacant Planning Manager 854-1763 Planning Project Manger Policy & Planning Long Range Planning Vacant Kristin Harrison Senior Planner Community & Economic Development 854-9502 Policy & Planning Spec. Vacant Economic Development Manager Policy & Planning Diversity, Equity & Inclusion & Community Engagement Sergio Plaza Selena Munoz 854-4742 Community Engagement 854-1737 Diversity Equity & Inclusion Officer Planning Manager Page | 136 Page 889 of 1087 Madai Montes Jasmin Gardner 854-9505 854-7057 Community Engagement Specialist Community Engagement Specialist County Corporations Vacant Vacant Managing Director Corporations Program Manager Vacant Jacob Muehlbauer 854-5012 Compliance & Grants Administrator Corporations Project Coordinator Vacant Corporations Operations Specialist Investment Management Deborah Laudermilk Reagan Grimes 854-9779 854-9085 Chief Investment Officer Investment Manager Page | 137 Page 890 of 1087 Page | 138 Page 891 of 1087 MEMORANDUM TO: Travis County Commissioners Court FROM: Hector Nieto, Public Information Office DATE: January 3, 2025 RE: Public Information Office FY 2024 Recap & FY 2025 Work Plan: Short-term and Long-term Goals The Public Information Office (PIO) continues to reach the public throughout Travis County and beyond. Our goal to communicate with the public where they are and keep them informed about Travis County information, resources, and accomplishments continues. We also continue to highlight the work of the Commissioners Court voting sessions and the work of our various departments, and elected officials. Please know that our accomplishments as an office were only possible because of the dedication and commitment to excellence of the staff in both the Public Information Office and Media Services Office. Their flexibility and willingness to take on new challenges is a testament to their work ethic. While we are proud of the 2024 accomplishments, our office remains committed to developing new strategies to reach our constituents to tell the story of Travis County all while being mindful of the restrictions constituents may face. This document will outline FY 2024 accomplishments and the short-term and long-term goals for the office during the FY 2025. Page | 139 Page 892 of 1087 At a Glance Press Releases Media Inquiries Internal Public Inquiries Social Media Requests Posts (# of press (# of media (# of questions releases, media requests fulfilled (# of requests and inquiries (# of posts on advisories, and by providing from Travis from members of Travis County and email information, County the public via TC Emergency communications interviews, and departments for email or social Services sent to local, other materials assistance with media Facebook, X, state, and helpful to each media and public interaction) Instagram, and national news reporter’s story) outreach) Nextdoor) outlets) Page | 140 Page 893 of 1087 Project Highlights Total Solar Eclipse On April 8, 2024, a big portion of Travis County was in the path of totality of a solar eclipse. Witnessing a total solar eclipse is an awe-inspiring moment. Even though total solar eclipses occur once every 18 months or so, they happen in the same spot only once about 400 years. Because the event was expected to draw a lot of people to Central Texas, the PIO coordinated with Travis County Parks, Travis County Sheriff’s office, and Travis County Constables to create and distribute a significant amount of public safety and resident preparation messaging. #TravisCountyCountdown Webpages in English and Spanish 1,625 people visited these two pages from December 2022 to April 2023. Page | 141 Page 894 of 1087 Extensive News Coverage News outlets from the Austin area, as well as other parts of Texas, covered the local disaster declaration and other aspects of Travis County’s preparation for the total solar eclipse. The PIO wrote and sent out four press releases on the disaster declaration, parks reservation system, and general safety messaging. Page | 142 Page 895 of 1087 Social Media Outreach TC X (Twitter): 47 posts, 57,224 impressions TC Facebook: 25 posts, 53,992 accounts reached TC Instagram: 24 posts, 7,518 accounts reached Nextdoor: 8 posts, 231,592 accounts reached ES X (Twitter): 41 posts, 37,300 impressions ES Facebook: 26 posts, 5,760 accounts reached Total number of people who saw our posts: 393,386 Page | 143 Page 896 of 1087 Job Fair The PIO promoted two job fairs hosted by the Human Resources Management Department. The first one was held in September (FY 2024) and drew more than 700 attendees. The second one in October (FY 2025) welcomed more than 200 job seekers. Press Releases and Subsequent News Coverage The PIO sent out two press releases promoting the September job fair, which resulted in numerous print, digital, and TV news outlets previewing the event. Page | 144 Page 897 of 1087 Social Media Outreach TC X (Twitter): 6 posts, 3,115 impressions TC Facebook: 6 posts, 9,334 accounts reached TC Instagram: 5 posts, 2,588 accounts reached Nextdoor: 1 post, 16,229 accounts reached Total number of people who saw our posts: 31,266 Page | 145 Page 898 of 1087 National Preparedness Month Using the slogan “Ready Today, Safe Tomorrow” and hashtags #PrepareTravisCounty and #NPM2024, the PIO engaged in a monthlong National Preparedness Month campaign to urge Travis County residents to plan for winter months and prepare for all types of emergencies. Throughout the month of September, the PIO highlighted the 10 most helpful items Travis County residents could have in their emergency kits. Ready Today, Safe Tomorrow Webpage In September 2024, 284 people visited the webpage the PIO created for National Preparedness Month. Page | 146 Page 899 of 1087 Social Media Outreach TC X (Twitter): 18 posts, 11,315 impressions TC Facebook: 18 posts, 6,284 accounts reached TC Instagram: 18 posts, 2,151 accounts reached Nextdoor: 3 posts, 159,021 accounts reached ES X (Twitter): 18 posts, 19,610 impressions ES Facebook: 22 posts, 11,607 accounts reached ES Instagram: 18 posts, 323 accounts reached Total number of people who saw our posts: 210,311 Page | 147 Page 900 of 1087 Videos The National Preparedness Campaign featured videos (reels) to convey our safety messages in a more engaging way. The PIO collaborated with the Fire Marshal’s Office, Travis County Parks, and Austin- Travis County EMS on some of the content. The videos across all social media platforms received 8,548 views. Page | 148 Page 901 of 1087 Social Media Growth Followers on Travis County Accounts Followers on Emergency Services Accounts *The PIO created the Emergency Services Instagram account in July 2024. Page | 149 Page 902 of 1087 Project Requests Tracking Requests from Various Departments Health and Human Services reached out to the PIO 12 times for assistance with outreach efforts, which the PIO fulfilled by creating videos, webpages, social media posts, and more. Transportation and Natural Resources had 10 requests, followed by Technology and Operations Management with 9 requests. Page | 150 Page 903 of 1087 FY 2025 Goals As you can see, progress and growth continue throughout all aspects of the Public Information Office. As we move forward, the goals below will guide us through 2025. As always, we will remain nimble and flexible to accommodate changes based on actions taken by the Commissioners Court and events that may require immediate attention. General • Continue to grow Travis County and Travis County Emergency Services’ social media presence through interactive and engaging content, such as polls, videos, and animated explainers. • Elevate the #FindItFriday series, which highlights a Travis County program or service to create public awareness, by creating day-in-the-life videos with each department overseen by the Commissioners Court. • Work closely with each department to inform and educate the public about what Travis County does for its residents and to celebrate the work Travis County employees do for the County’s residents. • Increase video production for County departments to help explain what they do and how the public benefits from the services. • Provide professional development opportunities to the Public Information Office staff. • Continue upgrades to TCTV equipment and resources. Justice & Public Safety and • Collaborate with staff on keeping stakeholders and the Community Legal Services public informed about the development of the Mental Health Diversion Program. • Engage in cross-departmental collaboration with Justice & Public Safety, Community Legal and Services, and Human Resources to advertise new positions as the two departments work to institute and expand new programs like the Counsel at First Appearance and the Mental Health Diversion Center. • Promote diversion programs funded by Travis County and partners, working with the elected officials that sponsor the programs. Emergency Services • Continue to engage in the #PrepareTravisCounty social media campaign to bring awareness to the importance of emergency preparedness . • Coordinate with the Office of Emergency Management to improve emergency preparedness webpages on the Travis County website. • Utilize social media in creative ways to grow and build relationships with Travis County residents. Health & Human Services • Promote social safety net programs the Health & Human Services department offers by sharing their client’s direct impact stories. • Promote progress of Affordable Childcare initiative. Page | 151 Page 904 of 1087 Transportation & Natural • Collaborate with the Public Works Department to keep Resources the public informed on the progress of 2023 Bond projects. • Collaborate with the Public Works Department to keep the public informed on the progress of improving substandard roads that are on the 2024-2025 Shortlist of Roads. • Continue our close partnership with the Sustainability program and help promote various services they offer, such as a recycling drop-off locator, Christmas tree recycling program, and the biannual Drug Take Back Day. Planning & Budget • Highlight Travis County’s Local Fiscal Recovery Funds (LFRF) allocation investments by presenting the complicated LFRF budget information in an easy-to- understand manner. Technology & Operations • Continue to partner with the Broadband and Digital Management Equity Office to share resources available to Travis County residents for digital literacy and internet access. • Work with Human Resources to promote job openings. • Assist Human Resources with their goal to better engage with Travis County employees and improve workplace culture. Conclusion: FY 2025 will bring a significant number of opportunities for the Public Information Office to communicate directly with the community and promote how Travis County is working for them. We remain focused on identifying challenges before they occur and will adjust when necessary. This will allow us to better serve constituents, the county executive team and their departments, and the Commissioners Court, all while fulfilling Travis County’s vision, mission, and goals. Page | 152 Page 905 of 1087 Page | 153 Page 906 of 1087 A Note from the County Executive I am happy to report that FY 2024 has been a year full of progress and accomplishments within the Technology & Operations (TOPs) service group. We spearheaded major projects that tie directly into our county’s mission to become a place “where all people can thrive with dignity and respect,” including an effort to make broadband accessibility a reality for all, as well as supporting the launch of the new Diversion Center project, with the goal of encouraging rehabilitation over incarceration. New leadership in Human Resources and Facilities Management continue to strengthen their respective departments and position them for success. Our work in TOPS is not only to serve the County residents, but the employees for all of Travis County. The work continues to support, protect, and advocate for all staff. We will be improving the process through an increased focus on customer service. This work has grown in scope and success throughout FY 2023. Two initiatives, (1) the Travis County Forward Adaptive Workplace and (2) the Compensation Market Salary Survey (MSS), go directly toward making Travis County a fair, equitable, and market-competitive place to work. Looking ahead, FY 2025 will see a continued push toward progress for both our residents and our staff. A key driver of our future success will be how we integrate generative artificial intelligence (AI) and comprehensively digitize our services. Information technology governance, data governance, information security, privacy, facility maintenance, and compensation initiatives will continue to emerge as key issues. Work on the Diversion Center will ramp up significantly, and both the Travis County Forward - Adaptive Workplace and MSS will remain a major focus. Our dedicated teams continue to thrive in a challenging and changing environment. Those teams continue to show up with creativity and perseverance, and I am thrilled to see what we accomplish in the year to come. Paul Hopingardner County Executive, Technology & Operations The People of TOPs Shaping Our Vision Technology & Operations includes over 500 employees with a budget of $346M and encompasses six departments: Compliance & Privacy, Facilities Management, Human Resources, Information Security & Risk Management, Information Technology Services and the Office of Security & Protection. The services provided by TOPs departments are fundamental for enabling County departments and offices to achieve their missions. Page | 154 Page 907 of 1087 Enterprise Projects As our County continues to grow and gaps within services or structure are identified, enterprise-wide projects are initiated to address these needs as well as foster innovation and enable our departments to operate at the highest level. Technology and Operations touches almost everything the County does. Below are some of the major initiatives and projects we are involved in or leading. These projects represent a comprehensive effort across many departments and teams within Travis County to help ensure the County fulfills its vision to …be recognized as the best county in the US for all racial, ethnic, and economic groups. Enterprise Project Management The list of major initiatives below requires a great deal of TOP’s capacity and resources and are in addition to many other necessary initiatives you will see reflected in TOP’s departmental workplans. This represents a significant challenge to efficient and successful implementation. To this end, the Court authorized TOPs to establish an Enterprise Project Management Office (EPMO) in 2025. Efforts are underway to research and collaborate with other similar organizations and programs and fill the positions for this team. We expect to launch the EPMO office this year. Once this initiative is established it will help with capacity, coordination, efficiency, and reduce risk with large scale projects and initiatives. Compensation / Market Benchmark HRMD will continue the work to modernize and strengthen the County’s Classified Compensation system in 2025. Milestones expected in this effort include completion of theHRMD pay equity study; completion of a Benchmark Survey; and the development of a new model that streamlines the current classification system and allows for greater flexibility in making market adjustments. The project will be presented in June. Diversion Center In May 2022, Commissioners Court contracted with Dell Medical School to address the growing number of people within the County jail needing care for mental health and/or substance use disorders. This resulted in five recommended actions, including the development of a Diversion Center to encourage rehabilitation and recovery over incarceration. This project will require substantial efforts from TOPS departments in the coming years, including Facilities Management, ITS, and InfoSec. Counsel at First Appearance (CAFA) In September 2024, Travis County Commissioners Court allocated $15.5 million to offer a counsel at first appearance program. This requires a major effort across numerous departments and offices. TOPs departments including ITS, InfoSec & Risk Management, Human Resources, and Facilities Management are actively engaged in support of this effort and will be through the rest of 2025. Travis County Forward - Culture & Space Modernization The Travis County Forward initiative aims to significantly enhance the workforce experience, by creating a culture that fosters a more inclusive, responsive, and equitable environment within Travis County. By evaluating successes and addressing areas for improvement, it seeks to build a culture of continuous improvement and adaptability. This effort will also assess real estate operations for potential long-term transformation. By modernizing how the County intakes, justifies, and prioritizes capital spending, they can balance culture, workforce, and mission priorities while remaining responsible stewards of taxpayer dollars. Page | 155 Page 908 of 1087 Information Technology Service Management (ITSM) Implementation The current ITSM system does not meet today’s standards and makes it next to impossible to determine how ITS is functioning as a service provider. The new platform is an advanced solution designed to enhance efficiency and improve user experiences. Phase I allows ITS to reimagine how to do work and streamline many business processes based on a world class ITSM. Change Management will be paramount! In Phase II, additional functionalities will be implemented, including IT asset management, a service catalog, new integrations, automations, and other business partners onto the platform. Accessibility Plan In 2023, a third-party vendor, performed an audit of Travis County’s facilities and parks in relation to the accessibility requirements outlined by the Americans with Disabilities Act (ADA). Based on their recommendations, a five-year implementation plan was developed that will impact over 100 sites and require interaction and coordination enterprise wide. As the second year of this project continues, Risk Management, along with Facilities Management, PBO, and other departments continue to implement the recommendations provided by the vendor to ensure our infrastructure is accessible to all. Broadband Accessibility Travis County and the City of Austin conducted a community needs assessment to better understand our community’s needs regarding internet and digital access. This project included data collection through surveys, advisory workshops, focus groups, and data convenings. A final report with findings from the study and strategies to improve internet access for all will be published this fiscal year. For more information, check out https://www.traviscountytx.gov/bdep. Data Governance To keep Travis County data not only secure but reliable, our data management and governance must consistently evolve to meet not only the growing size of the County, but the ever-expanding scope of modern requirements. An enterprise-wide initiative has begun to address this need and keep our County’s data safe, secure, and accessible. Capital Renewal Planning System FMD has been collaborating with Planning and Budget Office to evaluate capital requirements for future years. Historically FMD has not had the resources or staff to perform this function on a regular and consistent basis. This initiative will create a permanent and ongoing system to make strategic asset management a core function of Facilities Management Department. In the attached department work plans you will become familiar with their services, staffing, key initiatives, and issues. You will see several key drivers and challenges described. All our efforts are designed to improve the quality of our services and prepare Travis County for future opportunities and challenges. Our goal is to enable the County to fulfill its strategic promise to be a trusted and well-run county. Page | 156 Page 909 of 1087 Page | 157 Page 910 of 1087 Page | 158 Page 911 of 1087 A NOTE FROM THE HIPAA COMPLIANCE & PRIVACY OFFICER For FY 2025, the Compliance and Privacy Office (CAP) will remain steadfast in proactively addressing and adapting to evolving state, federal, and industry regulations, with a strong emphasis on Health Insurance Portability and Accountability Act (HIPAA) rules and requirements. Our focus will be on ensuring that our workforce is continually informed about legislative updates while developing, implementing, and maintaining comprehensive policies and procedures. In FY 2024, the CAP Office made significant strides by improving our HIPAA Compliance Auditing Program tailored to meet the HIPAA Privacy Rule’s mandates for internal auditing and monitoring. We successfully completed four detailed audits. To ensure our documentation remains current and relevant, we undertook a thorough review and revision of our HIPAA policies and procedures. We also updated our annual HIPAA training program to reflect the latest regulatory changes. In addition to digital training modules, we conducted several in-person group training sessions and facilitated round- table discussions, where staff provided valuable feedback and suggestions. This interactive approach helped us address staff concerns more effectively and ensure that our training meets practical needs. Our goal is to cultivate a culture of privacy within the County, emphasizing the critical role each employee plays in protecting our constituents’ data. These initiatives described below are designed to enhance our organizational capabilities, engage our workforce, and ensure we are well-prepared for the challenges and opportunities of the upcoming year. Monisha Perryman HIPAA Compliance & Privacy Officer Page | 159 Page 912 of 1087 THE PEOPLE OF CAP SHAPING OUR VISION MISSION To build a trusted and well-regarded Compliance and Privacy program where employees, customers, and constituents are treated with dignity and respect. Our program will equip users with the knowledge needed to protect and secure the County’s privacy data through comprehensive training, clear policies, and effective procedures. VISION The Travis County CAP program will be recognized as one of the top compliance programs in Texas, exemplifying excellence in supporting the safety of people in the community and advancing the County’s vision to be recognized as the best county in the US. PRIMARY INITATIVE In today’s increasingly digital and interconnected world, the need for robust privacy protections has never been more critical. As organizations handle vast amounts of personal and sensitive data, the importance of safeguarding this information from unauthorized access and misuse is paramount. To meet these growing challenges, we are launching an initiative aimed at transitioning to a full Privacy Office—an integrated, strategic function dedicated to overseeing privacy management across all facets of the County. This transition will not only strengthen our compliance with global data protection regulations but also build a culture of privacy that aligns with our commitment to transparency, trust, and accountability with our customers, partners, and stakeholders. COMPREHENSIVE PRIVACY PROGRAM To evolve the HIPAA compliance and privacy program into a comprehensive privacy program that supports all county divisions. CORE PRIORITIES In FY 2025, our HIPAA Compliance and Privacy Program will continue to prioritize strengthening administrative and physical safeguards to enhance the protection of sensitive health information. Page | 160 Page 913 of 1087 ♦ Administratively, we will focus on refining and updating our policies and procedures to align with the latest regulatory requirements and best practices. ♦ Physically, we will continue to work with both Information Security and the Office of Security & Protection to bolster facility access controls, workstation security, and equipment management to prevent unauthorized access and ensure the secure handling of PHI. Environmental safeguards will be reinforced to protect our physical and electronic records from potential threats. SERVICES Our services provide a range of services designed to ensure adherence to HIPAA regulations, protective sensitive health information, and manage risks: ♦ Privacy and Security Audits ♦ Training and Education ♦ Incident Response and Management ♦ Access Control and Management ♦ Policy Development and Maintenance ♦ Risk Assessment and Management ♦ Vendor and Business Associate Management KEY INITIATIVES UPGRADE PHYSICAL AND ADMINISTRATIVE SECURITY MEASURES Implement and enhance physical and administrative safeguards to protect PHI. This includes upgrading physical security controls (e.g., access controls, surveillance, secure storage) and administrative measures (e.g., access management, incident response procedures). The initiative will focus on ensuring that all physical locations and administrative processes comply with HIPAA requirements and effectively safeguard sensitive information. LAUNCH A MULTI-TIERED HIPAA TRAINING AND AWARENESS CAMPAIGN Develop and implement a multi-tiered training program tailored to different roles within the County. This initiative will include initial training for new employees, role- specific training for those with access to PHI, and ongoing education to keep staff updated on the latest HIPAA regulations and best practices. The campaign will use interactive and scenario-based training to improve engagement and retention and will be evaluated through feedback and performance metrics. BOLSTER LEADERSHIP ENGAGEMENT AND OVERSIGHT The Travis County HIPAA Governance Committee, composed of key members with extensive knowledge of HIPAA regulations and organizational risk factors, will play a vital role in this initiative. We anticipate increased engagement from board members and a more frequent meeting schedule to reinforce consistent compliance standards and effective oversight. Page | 161 Page 914 of 1087 REVIEW ALL BUSINESS ASSOCIATE AGREEMENTS (BAAS) This review is essential for ensuring comprehensive compliance in the management of HIPAA data shared by Travis County. Ensuring that business associates adhere to HIPAA requirements and contractual obligations helps mitigate the risk of data breaches and non-compliance, protecting both the organization and its patients. RISKS & CONTINGENCY PLANS Through the auditing and monitoring program, CAP has recognized two issues that hinders the success of its compliance program:  Insufficient Training and Awareness - Through staff discussions, it has been determined that online, web-based training alone is insufficient. Staff have expressed a strong preference for additional training options, including one-on-one and in-person sessions. These formats will provide opportunities for direct interaction, allow participants to ask specific questions, and engage in interactive scenarios. To address this feedback, the HIPAA Compliance and Privacy Program will incorporate a variety of training methods, ensuring a more comprehensive and engaging professional development experience.  Vendor and Business Associate Compliance - Monitoring Business Associates (BAs) for compliance is a critical component of a robust HIPAA Compliance and Privacy Program. Ensuring that BAs adhere to HIPAA requirements and contractual obligations helps mitigate the risk of data breaches and non-compliance, protecting both the organization and its patients. For FY 2025, the CAP Office will regularly review and update any changes in regulation or business operations. Before engaging with a new BA, an initial risk assessment will be performed to evaluate the vendor’s data protection practices and historical compliance. COLLABORATIONS & PARTNERSHIPS The CAP Office partners and supports all the business units under the Hybrid Order. We collaborate and work together as a team to ensure that all protected health information is safe and secure. LOOKING AHEAD This year, advancing the efforts in HIPAA compliance with renewed dedication and transformative initiatives is aimed at enhancing the overall privacy and security practices. The HIPAA Compliance and Privacy Office strives for continuous improvement in all areas by regularly evaluating the effectiveness of the compliance program and implementing stakeholder feedback on the program’s effectiveness. For FY 2025, the CAP Office will continue its commitment to audit readiness through enhanced auditing and risk assessment efforts. Additional audits will be performed to further bolster compliance and address any newly identified issues. By providing these services, the Program can ensure robust protection of PHI, adherence to regulatory requirements and effective management of privacy and security risk. The focus remains on ensuring compliance by identifying and addressing potential vulnerabilities in the data collected and maintained by the County. This proactive stance reaffirms the dedication to protecting sensitive information and maintaining rigorous data security standards. Page | 162 Page 915 of 1087 Page | 163 Page 916 of 1087 Page | 164 Page 917 of 1087 Table of Contents A NOTE FROM THE FACILITIES MANAGEMENT DIRECTOR ................................................... 166 MISSION ........................................................................................................................... 167 GUIDING VALUES .............................................................................................................. 167 PRIMARY INITATIVE ........................................................................................................... 168 SHARED INITIATIVES ......................................................................................................... 168 ADMINISTRATIVE DIVISION ................................................................................................ 170 CORE PRIORITIES .............................................................................................................. 170 FINANCIAL MANAGEMENT SERVICES ................................................................................ 170 HUMAN RESOURCES SERVICES ........................................................................................ 170 REAL ESTATE SERVICES ..................................................................................................... 170 WAREHOUSE SERVICES .................................................................................................... 170 KEY INITIATIVES ................................................................................................................. 170 PLANNING, DESIGN, & CONSTRUCTION ............................................................................ 171 CORE PRIORITIES .............................................................................................................. 171 SERVICES ......................................................................................................................... 171 INDUSTRY BEST PRACTICES .............................................................................................. 171 KEY INITIATIVES ................................................................................................................. 171 BUILDING MAINTENANCE & REPAIRS 173 CORE PRIORITIES ............................................................................................................. 173 SERVICES ......................................................................................................................... 173 SUSTAINABILITY ................................................................................................................ 173 KEY INITIATIVES ................................................................................................................. 173 BUILDING CUSTODIAL SERVICES ...................................................................................... 175 CORE PRIORITIES .............................................................................................................. 175 CUSTODIAL SERVICES ...................................................................................................... 175 MOVE SERVICES ............................................................................................................... 175 KEY INITIATIVES ................................................................................................................. 175 GROUNDSKEEPING SERVICES 176 CORE PRIORITIES .............................................................................................................. 176 SERVICES ......................................................................................................................... 176 KEY INITIATIVES ................................................................................................................. 176 EXPOSITION CENTER ........................................................................................................ 177 CORE PRIORITIES .............................................................................................................. 177 SERVICES ......................................................................................................................... 177 KEY INITIATIVES ................................................................................................................. 177 FY 2025 BUDGET ............................................................................................................... 178 LOOKING AHEAD ............................................................................................................ `182 Page | 165 Page 918 of 1087 A NOTE FROM THE FACILITIES MANAGEMENT DIRECTOR Effective facilities management is crucial for ensuring the smooth and efficient operation of any organization. From office buildings to court facilities, garages to community venues, the quality of facilities management significantly impacts the productivity, safety, and overall well-being of employees and residents. The Facilities Management Department (FMD) is a vital part of the County’s infrastructure, supporting environmental sustainability and the safety of our community. FMD manages 80 facilities across Travis County, accounting for over 3,857,520 Square Feet (SF) and has a total of 274 full-time equivalent (FTE) positions. To effectively manage these facilities, FMD consistently employs proactive solutions by addressing issues before they become critical. Our staff’s ability to make frontline decisions enables us to swiftly respond to individual customer requests while effectively serving the broader needs of the County. FMD is deeply committed to safety, the well-being of our employees, regulatory compliance, and collaboration with state and location governments. We are dedicated to fiscal responsibility, ensuring efficient and effective use of allocated funds. FMD manages a total budget of $74,583,024 which consists of personnel, operating expenses, leases, utilities, and revenue and project funds. Our budget process is designed to prioritize the maintenance and enhancement of County facilities, ensuring a safe, comfortable, and productive environment for all occupants. In the coming year, we will prioritize process optimization and sustainability to enhance operational excellence, cost-effectiveness, and the overall value of our facilities. Our dedicated teams will achieve these goals through diligent planning, efficient resource allocation, continuous improvement initiatives, and proactive facility management strategies. We look forward to working collaboratively with all stakeholders to ensure our facilities continue to meet and exceed expectations. Gabriel Stock, AIA, LEED AP BD+C Director, Facilities Management Page | 166 Page 919 of 1087 MISSION To manage and provide professional and technical services for project management, planning, design, construction, maintenance, operations, and leases for Travis County facilities that effectively and efficiently meet the economic and functional needs of Travis County. GUIDING VALUES Our guiding values govern how we execute our mission and guide our decisions and behavior. 1. Accessible and Open Department 2. Equity and Fairness 3. Excellent Customer Service 4. Teamwork and Professionalism 5. Responsible Use of Public Resources The People of Facilities Management Shaping Our Mission Page | 167 Page 920 of 1087 PRIMARY INITATIVE This initiative is a strategic planning effort intended to establish the processes, resources and systems necessary to perform ongoing condition assessments, and utilize that information to accurately forecast capital renewal requirements to keep County facilities in good working order and avoid the financial and operational disruptions associated with unplanned or deferred maintenance. IMPLEMENT ROLLING 20 YEAR CAPITAL RENEWAL PLANNING SYSTEM FMD has been working with a vendor to collect facility condition data and assess the capital renewal requirements for County facilities. Some examples of these requirements include roofing, HVAC, plumbing, elevators, structural systems, fire protection, and building envelope repairs. FMD has been collaborating with Planning and Budget Office to evaluate capital requirements in future years. Historically FMD has not had the resources or staff to perform this function on a regular and consistent basis. This initiative will create a permanent and ongoing system to make strategic asset management a core function of Facilities Management Department. Phase I will include the hiring of two new Assistant Director positions for the Administration and Planning, and Operations wings of the department. Part of their duties will be to leverage the data collected so far and develop and establish this system. FMD will be collaborating with other Facility owners in Travis County such as Juvenile Probation and Travis County Sherrif Office to prepare a work session briefing for the Court to review these facility infrastructure issues and forecasted needs. Phase II will mature this system so that each building in FMD’s portfolio has a capital renewal plan and Facility Condition Score that is maintained and reviewed annually and will roll up into an aggregated estimate of capital renewal requirements. This phase will also integrate and align the maintenance and operations activities of FMD with the priorities established by these requirements. SHARED INITIATIVES FMD plays a pivotal role in ensuring the efficient operation and maintenance of the County’s physical assets and infrastructure. This department is responsible for creating a safe, comfortable, and productive environment for employees, clients, and visitors. To achieve these goals, the Facilities teams collaborate on a variety of key initiatives that align with organizational objectives, enhance operational efficiency, and promote sustainability. CAPITAL IMPROVEMENTS IMPLEMENTATION This initiative is a part of the effort described above to implement improved capital renewal planning and focuses on capital expenditures for building upgrades, including a prioritized list of repairs intended to extend the longevity of County buildings. It includes Electrical/Lighting, Fire Alarm, and Mechanical Piping Systems. Due to limited funding, repairs will be prioritized in FY 2025, with less urgent projects postponed until additional funds are available. EVALUATE WORK ORDER SYSTEM SOFTWARE SOLUTIONS Page | 168 Page 921 of 1087 FMD has partnered with Information Technology Services (ITS) and Purchasing to identify a new work order system software that will streamline the management of maintenance work orders. INTEGRATE ENERGY MANAGEMENT SOFTWARE Currently, FMD collects basic utility data, including cost and usage, in an Excel spreadsheet as part of the largely manual utility bill processing workflow. Energy Management Software will streamline the utility bill processing workflow by establishing a centralized system that will monitor, control, and optimize energy consumption and usage patterns across buildings managed by FMD. In turn, this will promote energy efficiency, cost reduction, and environmental sustainability. ASSESS REDUNDANT ENERGY OPTIONS AND PRIORITIZE FACILITIES Depending on potential grant eligibility criteria, FMD may hire a design consultant to complete a feasibility study for County buildings to review and suggest alternative backup power options. The study will prioritize facilities to determine which are most suitable for receiving solar generators. Page | 169 Page 922 of 1087 ADMINISTRATIVE DIVISION CORE PRIORITIES The Administrative Services division offers administrative services to all divisions in the Facilities Management Department (FMD), handling department-wide workflow coordination and customer engagement. The division operates a 7,200 SF warehouse for FMD, provides budget tracking, financial services, strategic planning, human resources, warehouse operations, and vehicle management. This collaborative approach ensures the County’s resources are utilized efficiently and effectively. FINANCIAL MANAGEMENT SERVICES ♦ Develop the annual operating, and capital budgets. ♦ Provide on-going financial support by collaborating with the Auditor’s Office, Purchasing, Planning and Budget Office and various vendors. ♦ Conduct monthly encumbrance reviews to track available funds and improve automated invoice processes for enhanced revenue tracking. HUMAN RESOURCES SERVICES ♦ Manage essential HR functions in collaboration with HRMD. ♦ Coordinate division-wide training initiatives. ♦ Explore alternative recruitment methods to fill regular and part-time vacancies. REAL ESTATE SERVICES ♦ Administer County building and parking leases. ♦ Oversee negotiations for new leases, renewals, easements, and modifications with property owners. ♦ Manage the development and renewal of County space license agreements and facilitates real estate asset transactions with brokers and departments. WAREHOUSE SERVICES ♦ Oversee equipment, materials, and supplies for County buildings. ♦ Receive deliveries of parts and supplies from vendors and delivered for building repairs. ♦ Maintain inventory and distribution to janitorial and maintenance employees. ♦ Assess inventory for obsolete equipment, facilitating its disposal. KEY INITIATIVES ASSESSMENT MANAGEMENT SYSTEM Building a comprehensive facility condition assessment and asset management system to forecast and accurately predict ongoing capital renewal requirements and costs to keep Travis County facilities operating in good condition and mitigate and prevent the pitfalls of deferred maintenance. Page | 170 Page 923 of 1087 PLANNING, DESIGN, & CONSTRUCTION CORE PRIORITIES The Planning, Design, and Construction (PDC) division provides comprehensive project management and interdisciplinary professional services. The division collaborates with other departments throughout all project phases, from concept development to completion, including budget preparation, design, construction, moves, and transitions. PDC promotes creative and sustainable design solutions to support growth and meet customer needs applying industry and departmental standards for cost-effective and high-quality facilities. SERVICES ♦ Project management lifecycle ♦ Short-term and master planning ♦ Building inspections, facility assessments, and emergency evaluations ♦ Interior and exterior facilities renovations, additions, and new construction ♦ Furniture, fixtures, and equipment assessments and requirements ♦ Occupancy transitions and movie-in services ♦ Warranty management and oversight INDUSTRY BEST PRACTICES ♦ This team includes members who hold LEED AP BD+C (Accredited Professional-Building Design and Construction) certification. ♦ The division utilizes REVIT, a state-of-the-art Building Information Management (BIM) computer aided drafting (CAD) software, with 3D imaging and data integration tools. ♦ PDC uses the Construction Specification Institute (CSI) 48 Division format and ARCOM MasterSpec software to draft specifications. ♦ PDC division collaborates with consultant Architects, Engineers, and other professionals to provide full planning, design, and construction management services by using the following methodologies: Design-Build (DB), Competitive Sealed Proposal (CSP), Construction- Manager-At-Risk (CMAR) and Job Order Contracting (JOC). ♦ The team used the hybrid P3 (Public-Private-Partnership) delivery method for the new Civil and Family Courts Facility (CFCF). KEY INITIATIVES DIVERSION CENTER PROJECT MANAGEMENT FMD is partnering with IJPA providing project management support for the facility design and construction for the Diversion Center project. Award of a contract for professional services to begin programming and design is anticipated in 2025 SPACE MODERNIZATION The County’s hybrid work model blends remote and in-office work, providing greater flexibility to accommodate staff priorities. This model reduces space requirements and shifts the focus to shared workspaces, guiding space allocation practices to align more closely with operational needs. Page | 171 Page 924 of 1087 Page | 172 Page 925 of 1087 BUILDING MAINTENANCE & REPAIRS CORE PRIORITIES The Building Maintenance and Repair division provides comprehensive maintenance and repair services for 3,857,520 (SF) of County facilities in 80 buildings. The division offers a range of maintenance services, including preventive and emergency maintenance. Additionally, the teams assist the PDC division with new building start-ups and supports consultants on various HVAC projects. The division initiates, manages, and executes major maintenance work throughout the year by providing needed HVAC and electrical repairs, replacements, and upgrades. SERVICES • Works with other departments to repair and upgrade building equipment, fostering cross- departmental teamwork. • Provides customer service to employees and departments, tracking and analyzing work orders for performance. • Proactively addresses equipment issues to minimize downtime and enhance efficiency. • Continually upgrades HVAC systems to reduce energy use intensity (EUI). • Oversees contracts for fire alarm systems, pest control, elevator maintenance, and HVAC water treatment. SUSTAINABILITY Demonstrating a deep commitment to energy efficiency and environmental sustainability, the teams rigorously ensure that all aging HVAC equipment is retired from service and replaced with new, highly rated EER (Energy Efficiency Ratio) and efficiency models. The new environmentally friendly HVAC units contain eco-friendly refrigerants for cooling compressors and building chillers. The teams use a new cloud-based refrigerant tracking program to comply with the current government mandate EPA-608. The division emphasizes the use of reclaimed water as a sustainable alternative to Potable City Water in the make-up cooling towers in HVAC central plants of the Ned Granger Building, HMS Courthouse, 700 Lavaca Building, and CJC Complex buildings. Utilizing reclaimed water for HVAC conserves freshwater and promotes sustainable resource use. By capturing condensed water from the HVAC system to supplement the cooling towers, the team actively contributes to conserving potable water resources. Recognizing the importance of environmental stewardship, the teams annually report the buildings’ electricity usage to the City of Austin in compliance with city ordinance. KEY INITIATIVES FREEZE PROTECTION UPGRADE PROJECT This initiative will help preclude freeze damage of building equipment and building piping systems. Specifically, this project will encompass modifications to building mechanical equipment, domestic water piping, mechanical water piping, and fire protection water piping. These upgrades will limit future equipment and piping ruptures due to a major Page | 173 Page 926 of 1087 winter freeze event, and County operations can continue to operate at near or full capacity after the freeze event. IMPROVE SCHEDULED PREVENTATIVE MAINTENANCE WORK ORDERS PROCESS This initiative seeks to assess current percentage of scheduled preventative maintenance work orders to reactive maintenance that arises on a day-to-day basis. By analyzing this data, FMD will develop strategies for Divisions to move more towards proactive versus reactive repairs. The goal is to minimize work stoppages and downtime for essential systems like HVAC, elevators, water systems, etc. and improve operational efficiency. Page | 174 Page 927 of 1087 BUILDING CUSTODIAL SERVICES CORE PRIORITIES The Building Custodial Services division ensures that County buildings are clean and safe by maintaining a well-trained workforce and applying best management practices. The division will continue to provide deep cleaning and disinfecting in all Travis County buildings and offices in accordance with CDC and EPA guidelines. The division will prioritize ongoing education and training on current Coronavirus variants, securing the presence of disinfectants and maintaining ready-to-use equipment. CUSTODIAL SERVICES • Quality assurance for cleaning, sanitizing, and disinfecting services. • Install restroom dispensers, hand sanitizer stations, and interior/exterior trash receptacles. • Manage waste disposal across buildings • Enhance exterior facilities aesthetic by maintaining building entrances and outdoor areas • Manage and maintain custodial tools and machinery and restock as necessary • Ensure proper cleaning procedures for health and safety compliance • Follow environmental and sustainability guidelines for cleaning products MOVE SERVICES • Install and rearrange office furniture as needed. • Transport County departmental fixed assets (e.g., furniture, equipment) to the Purchasing Department warehouse for auction. • Manage move requests. KEY INITIATIVES STREAMLINE OFFICE CLEANING SCHEDULE The purpose of the initiative is to notify custodians when offices need to be cleaned and prevent entry when it’s not needed. In turn, this will improve efficiency and reallocate custodians and resources to buildings with greater cleaning needs. Page | 175 Page 928 of 1087 GROUNDSKEEPING SERVICES CORE PRIORITIES The Groundskeeping Services division provides year-round landscape maintenance on 203 acres of Travis County land, including 42 FMD properties. The division retains skilled groundskeepers who effectively perform all required ground maintenance. SERVICES • Manage facilities landscaping by mowing, edging, and fertilizing lawns, and maintaining plants • Manage irrigation system • Ensure outdoor spaces are free of hazards • Maintain landscaping tools and equipment KEY INITIATIVES OUTDOOR SPACE IMPROVEMENT The Groundskeeping Services division is preparing for a series of upcoming activities aimed at upkeeping and improving outdoor spaces. The division will prioritize irrigation system repairs, sealing pavement cracks, repairing potholes, and restriping and signage installations in various parking lots. Additional undertakings include pond and drainage maintenance in compliance with local guidelines and regulations. Page | 176 Page 929 of 1087 EXPOSITION CENTER CORE PRIORITIES The Exposition Center division maintains a versatile event complex for hosting a wide range of events for the public including music concerts, wedding receptions, car shows and festivals. The complex is located on 128 acres of park land and includes a 6,400 seat Luedecke arena, 220,000 SF covered show barn, approximately 25,000 SF of air-conditioned meeting space, and paved parking for over 4,000 vehicles. The division is entirely self-sustaining and does not rely on tax dollars or subsidies. Therefore, the division’s top goal is to consistently generate annual revenues exceeding operational costs for managing the complex. Since 2007, the division has consistently grown its net revenues, establishing itself as a self-sustaining, profitable County asset. It has also maintained fund reserves, collected from profits since 2007, to enhance the center facilities. SERVICES • Ensure seamless planning, organization, and execution of a wide range of events • Create memorable and successful experiences for attendees KEY INITIATIVES EXPO CENTER ENHANCEMENTS The division is committed to carrying forward and building upon the projects initiated in FY 2023, including the replacement of the Banquet Hall chiller, updating the Banquet Hall storefront, finishing Phase 3 of the Arena Insulation Project, and completing various lighting upgrades. Upon completion, these projects will enhance the facility’s energy efficiency and promote competitiveness in the Austin event market, leading to more bookings and increased revenue. Page | 177 Page 930 of 1087 FY 2025 BUDGET OPERATING/PERSONNEL REQUESTS REQUESTED / REQUEST DESCRIPTION APPROVED Maintenance and Repair Division – Funds to increase the Maintenance $2,200,000 & Repair Division Operating Fund. Medical Examiner Building Maintenance Services – Funds for a $300,000 maintenance agreement. Operations Division Assistant Director – Funds to hire an FTE to support $145,871 the FMD Director with management of the operations. Civil and Family Courts (CFCF) Maintenance Agreement – Funds to pay $120,299 for the maintenance agreement and miscellaneous ongoing items. Executive Assistant – Funds for an FTE to support and assist the FMD $88,321 Director with administrative workload. Office Pool Vehicle – Funds to purchase one small SUV to use as a pool $63,510 vehicle for various divisions to travel throughout the County to conduct County business. Signage & Miscellaneous Replacements – Funds for miscellaneous $50,000 signage upgrade, replacement, modification, new, throughout the County facilities that are not part of budgeted projects. Operations Division Additional Funding – Funds to purchase janitorial $37,000 supplies that have incurred the highest price increases due to inflation. 700 Lavaca Building – Funds for a conference room scheduling software and $31,000 hardware solution. CAPITAL REQUESTS REQUESTED / EQUEST ESCRIPTION APPROVED R D 700 Lavaca Building – Funds for the upgrade of the existing passenger $4,700,000 elevators. 700 Lavaca Building - Funds for the replacement of the HVAC equipment $4,400,000 system. West Service Center Campus – Funds for the first phase of construction $4,120,000 for a new 36,000 SF Fleet Services Bldg., two 6,000 SF equipment storage buildings and a temporary building. Page | 178 Page 931 of 1087 REQUESTED / EQUEST ESCRIPTION APPROVED R D Criminal Justice Center Backup Generator – Funds for an emergency $3,600,000 back-up generator. $2,400,000 700 Lavaca Building – Funds to upgrade chillers to energy efficient chillers. $2,000,000 Criminal Justice Center – Funds to replace HAVC units. Heman Marion Sweatt Courthouse – Funds for new furniture and re- $900,000 cabling the 2nd floor. 5501 Airport Blvd. – Funds for additional construction and FFE funds for the $744,000 County Clerk Expansion Project. Collier Building – Funds for a new 2,960 sf building to protect assets and $700,000 create a safe and efficient work environment. USB Building – Funds for renovation for the Public Defender Office $650,000 renovation. $600,000 East Side Service Center – Funds for a building automation system. Kristin E. McLain Building – Funds to replace the older hangar doors at the $560,000 STAR Flight. 502 Highland Mall – Funds for the repaving and restriping of the employee $500,000 and client parking lot. Building Automation System (BAS) HVAC Controls – Funds to procure a $450,000 BAS which will control equipment for the Water Source Heat Pump Central Plant for the Collier, Post Road, & Palm Square Facility Central Plant li Portable Electric Generator Equipment – Funds to procure a mobile $420,000 electrical generator. Collier Building – Funds for an adjustment for construction and equipment $400,000 at this project due to anticipated escalation costs. Portable HVAC Chiller Equipment – Funds to procure a mobile HVAC $390,000 Chiller. $300,000 Manor Community Center – Funds to replace the HVAC boiler. Page | 179 Page 932 of 1087 REQUESTED / EQUEST ESCRIPTION APPROVED R D $300,000 Gault Building – Funds to procure a building automation system. Nelda Wells Spears Building – Funds for to procure a security (anti-climb) $300,000 fence. Asset Management Hardware & Software – Funds to procure a new asset $280,000 management system. 5501 Airport Blvd Building – Funds to renovate space vacated for the $270,000 Sheriff’s Office. Precinct One Building – Funds to replace the property wooden privacy $250,000 perimeter fence. $250,000 502 Highland Mall – Funds to procure a building automation system. Pflugerville North Community Center – Funds for a minor renovation so $215,000 that HHS can backfill the existing WIC space and re-cable the new MDF room. Nelda Wells Spears Building – Funds for repairs in the parking lot to prevent $185,000 further deterioration of the parking lot and provide the occupants with a safer walking surface. 800 Lavaca Parking Garage – Funds to hire a design consultant and $160,000 contractor to design and repair the stairwells. $150,000 502 Highland Mall – Funds for the installation of a new fire alarm system. Ronald Earle Building –- Funds to procure a water leak detection system $140,000 that will preclude a water damage event due to water pipe rupture or failure. $108,000 Criminal Justice Center – Funds to upgrade the automated chiller system. 700 Lavaca Building – Funds to renovate a portion of the 700 Lavaca, 1st $100,000 Floor for a press briefing room. Executive Office Building – Funds to procure a water leak detection system $100,000 which will include early notification of a water damage event due to water pipe rupture or failure. 5501 Airport Blvd. Building – Funds to upgrade the County Clerk’s Office $87,000 lobby upgrades. Page | 180 Page 933 of 1087 REQUESTED / EQUEST ESCRIPTION APPROVED R D Keith Ruiz Building – Funds for the construction of a bridge to connect 5555 $81,000 Airport Blvd. and 5501 Airport Blvd. Building. Del Valle Community Center – Funds to add a small ramp at the small $65,000 loading/unloading area to help with mobility. Nelda Wells Spears Building – Funds to build a wall within the existing Tax $40,000 Office space to allow for more supervisor offices. Gault Building – Funds for new cubicles and a scanning work area for the $33,500 District Clerk’s Office. RESERVES REQUESTED / REQUEST DESCRIPTION APPROVED Building Equipment Renewals – Funds for other identified deferred $15,000,000 maintenance. Heman Marion Sweatt Courthouse – Funds to issue an RFQ and hire an $10,000,000 architect and engineering team to provide design services for the HMS Courthouse. $5,430,000 Exposition Center – Funds for the replacement of the existing roof of the arena. Exposition Center – Funds for the replacement of the cooling tower and $3,100,000 upgrade the arena air handler units. Refrigerant Transition – Funds the Refrigerant Transition Project for replacing $1,500,000 of refrigerant with new refrigerants with low global warming potential. Medical Examiner Emergency Water Storage Construction – Funds for the $1,200,000 construction of an emergency water system and equipment to allow for change over between city water to emergency, $500,000 Exposition Center – Funds for critical repairs and upgrades to the banquet hall and arena. Automated Demand Response – Austin Energy - Funds to enable automatic $425,000 participation in ERCOT’s Emergency Response Service and Austin Energy’s Commercial Demand Response programs. Page | 181 Page 934 of 1087 REQUESTED / REQUEST DESCRIPTION APPROVED $146,211 Building Manager – Funds to hire a building manager to support the operations in at the CFCF Courthouse. Energy Management Software – Funds to purchase energy management $75,000 software for tracking, monitoring, analyzing, reporting energy consumption and sustainability data. Real Estate Fund for Appraisals and Due Diligence – Funds for unexpected $75,000 real estate items such as appraisals, due diligences, environmental assessments, and related costs. LOOKING AHEAD As the County moves forward, its success will depend on FMD’s ability to strengthen staffing, planning, operational oversight, and key partnerships to address several critical drivers and challenges facing the department and industry. Key factors influencing FMD’s progress and outcomes include: • Workforce retention and recruitment • Development of new and improved processes and systems to transition operations to a more proactive and predictive stance • Leveraging of new and emerging technologies • Enhancement of capacity and capability for strategic facility planning, including capital renewal forecasting, asset management, and space allocation FMD is committed to the success of its customers and partners so Travis County can live up to its strategic promise to be a trusted, well-run County. Page | 182 Page 935 of 1087 Page | 183 Page 936 of 1087 Table of Contents A NOTE FROM THE CHIEF HUMAN RESOURCES OFFICER ...................................................... 186 VISION .............................................................................................................................. 187 MISSION ............................................................................................................................ 187 GUIDING PRINCIPLES ......................................................................................................... 187 PRIMARY INITIATIVE .............................................................................................................. 188 TOTAL REWARDS .................................................................................................................. 190 CORE PRIORITIES ............................................................................................................... 190 COMPENSATION ................................................................................................................ 190 SERVICES ...................................................................................................................... 190 KEY INITIATIVES .............................................................................................................. 190 COLLABORATIONS & PARTNERSHIPS ............................................................................... 190 BENEFITS .......................................................................................................................... 191 SERVICES ...................................................................................................................... 191 KEY INITIATIVES .............................................................................................................. 191 COLLABORATIONS & PARTNERSHIPS ............................................................................... 191 HUMAN RESOURCES INFORMATION SYSTEM (HRIS) ............................................................. 192 SERVICES ...................................................................................................................... 192 KEY INITIATIVES .............................................................................................................. 192 COLLABORATIONS & PARTNERSHIPS ............................................................................... 192 TALENT, PLANNING & ENGAGEMENT .................................................................................... 193 CORE PRIORITIES ............................................................................................................... 193 EMPLOYEE RELATIONS ....................................................................................................... 193 SERVICES ...................................................................................................................... 193 KEY INITIATIVES .............................................................................................................. 193 COLLABORATIONS & PARTNERSHIPS ............................................................................... 194 RECRUITMENT ................................................................................................................... 194 SERVICES ...................................................................................................................... 194 KEY INITIATIVES .............................................................................................................. 194 COLLABORATIONS & PARTNERSHIPS ............................................................................... 194 LEARNING & DEVELOPMENT ............................................................................................... 194 SERVICES ...................................................................................................................... 194 KEY INITIATIVES .............................................................................................................. 195 COLLABORATIONS & PARTNERSHIPS ............................................................................... 195 EMPLOYEE WELLNESS CLINIC .............................................................................................. 196 CORE PRIORITIES ............................................................................................................... 196 SERVICES ...................................................................................................................... 196 Page | 184 Page 937 of 1087 KEY INITIATIVE ................................................................................................................ 196 COLLABORATIONS & PARTNERSHIPS ............................................................................... 196 CORE PRIORITIES ............................................................................................................... 197 SERVICES ...................................................................................................................... 197 KEY INITIATIVE ................................................................................................................ 197 COLLABORATIONS & PARTNERSHIPS ............................................................................... 197 ADMINSTRATION SERVICES .................................................................................................. 198 CORE PRIORITIES ............................................................................................................... 198 SERVICES ...................................................................................................................... 198 KEY INITIATIVES .............................................................................................................. 198 COLLABORATIONS & PARTNERSHIPS ............................................................................... 198 FY 2025 BUDGET ................................................................................................................... 199 LOOKING AHEAD .................................................................................................................. 201 Page | 185 Page 938 of 1087 A NOTE FROM THE CHIEF HUMAN RESOURCES OFFICER Travis County is committed to be a Trusted and Well-Run County in equitably rewarding your successes through competitive compensation and benefits. Travis County considers it a high priority to recruit, motivate, and retain employees capable of providing exemplary service to the residents of Travis County by using a total compensation system that is fair, flexible, and market competitive. The Human Resources Management (HRMD) department's strategic focus is supporting the County’s strategic goal of becoming a trusted and well-run county building a Travis County where ALL people can thrive with dignity and respect. We do so by fostering culture of continuous improvement, providing support and resources to empower employees to actively contribute to our county’s mission and goals, driving our collective success. HRMD brought several proposals that were approved by the Commissioners Court and implemented during FY 2024. These initiatives included an increase to the County’s minimum wage from $20 per hour to $20.80 per hour, a four percent across the board increase, implementation of bilingual pay for classified employees, and an increase in shift differential from $1 per hour to $1.25 per hour which applied to both civilian and law enforcement personnel. Other changes for employees on the Peace Officer Pay Scale (POPS) included additional pay increases for POPS employees and a one-time vacation leave buyback program that offered eligible POPS employees the opportunity to sell back up to 120 hours of surplus vacation leave to be paid out at the end of FY 2024. Additional pay and aggressive recruiting by the Travis County Sheriff’s Office have reduced the number of vacancies in the Corrections Bureau by approximately 28% since June of 2023. An additional change to the Catastrophic Sick Leave (CSL) program allowed, for the first time since the program’s inception, the ability for employees to apply for CSL even though they had not previously contributed hours to the CSL bank. This opportunity was created due to the CSL’s healthy surplus of hours built up since the program’s inception. On August 6, 2024, the Court voted to move forward with Phase III of the Adaptive Workplace. Phase III will provide the infrastructure necessary to implement a sustainable standard for culture and performance, while enabling productivity and collaboration through space modernization strategies. This final deliverable will extend the successful framework, and lessons learned from Phase II to additional County departments, promoting an effective adaptive workplace. • Apply learnings from leadership interviews and focus groups from Phase II to inform cultural strengths and barriers to achieving desired culture. Host Leadership Visioning Lab and deploy tailored Culture Forward survey to determine desired future state. • It will deliver change management, communications, and leadership training to share insights across the organization and identify quick wins to see progress, with the aim of establishing a trusted and well-run county that fosters a culture of support and self-understanding. • Support collection and tracking of culture KPIs to track progress over time and the development and deployment of communication campaign(s) of positive culture successes through leadership and enterprise communication channels. • This expansion demonstrates a dedication to optimizing operational efficiency and accommodating the evolving needs of the workforce. Embracing Phase II anticipates further improvements in collaboration, productivity, and employee satisfaction across the board. Travis County is committed to providing best-practice solutions to our stakeholders and residents in an ever-changing workplace landscape. Page | 186 Page 939 of 1087 VISION To support the County’s mission of building a Travis County where ALL people can thrive with dignity and respect. MISSION Through strategic partnerships and collaboration, the Human Resources Management Department recruits, develops, and retains a high-performing and diverse workforce and fosters a healthy, safe, and productive work environment for employees, departments, and the public to maximize the individual and organizational potential to position Travis County as an employer of choice. GUIDING PRINCIPLES Our guiding principles will govern how we execute our Vision and Mission and guide our decisions and behavior. Those principles include: • Valuing, encouraging, and supporting a diverse workforce • Continually improving individual and organizational effectiveness • Anticipating and meeting the changing needs of the workforce • Championing career and professional growth • Creating and enhancing strategic partnerships • Enhancing services through technology The Human Resources Management (HRMD) department champions Travis County’s goal to become an employer of choice and a well-run county with strong culture, employee growth and development opportunities, talent and change management, performance management, health and wellness, and technology and innovative solutions to create a flexible work experience. These programs align with the County’s goal of “Be a trusted and well-run county.” Page | 187 Page 940 of 1087 PRIMARY INITIATIVE IMPLEMENTATION OF TRAVIS COUNTY FORWARD, ADAPTIVE WORKPLACE IMPLEMENTATION (PHASE III) Phase III of the Adaptive Workplace Initiative aims to strengthen our organizational culture and cultivate an even more successful environment for our employees to thrive in. As the first step in Phase III, a Leadership Alignment Lab was held with the Commissioners Court and County Executives in early November. Discussions addressed the current state of County culture, modernization of physical workspaces, the County’s future vision, and how to get there. Next, Travis County participated in a critical Culture Forward survey, offering candid and honest feedback that provided valuable insights into our current culture. This feedback will enable us to create a more engaging, inclusive, and supportive work environment that reflects the needs and values of Travis County. HRMD is committed to advancing the primary initiative through several departmental key initiatives. Each initiative plays a crucial role in enhancing the overall impact, ensuring sustainable progress, and effective outcomes. Total Rewards MODERNIZED CLASSIFIED PAY SYSTEM Present to Commissioners Court a new model that modernizes the current classification system and allows for greater flexibility in making market adjustments. The project will be presented in June. LEAVE PLANS ADMINISTRATION By June 2025, conduct a survey with existing users of Sedgwick services to evaluate the effectiveness of their services and identify any areas for improvement where HRMD can enhance service to our customers. Page | 188 Page 941 of 1087 Talent, Planning, & Engagement RECRUITMENT STRATEGY There exists a chronic workforce shortage that is being encountered by organizations nationwide that finds employers having difficulty filling roles. TPE will develop a scalable county wide recruiting strategies that equip the organization to explore innovative recruiting and sourcing strategies to build a strong employer brand that positions Travis County as an employer of choice and attract top talent by April 2025. Administrative Services MANAGE BUDGET Implement new software to create and streamline financial reports to help the Administrative Services team effectively manage the Human Resources budget by March 2025. Employee Wellness Clinic OPEN HOUSE Collaborate with vendors, and TC stakeholders to host an employee wellness fair by April 2025 and secure the attendance of at least 500 employees. Page | 189 Page 942 of 1087 TOTAL REWARDS CORE PRIORITIES The Total Rewards division consists of three teams: Compensation, Benefits and Human Resources Information Systems (HRIS). These teams help create a competitive, budget-conscious program promoting a healthy work-life balance for County employees. The division’s focus is on improving compensation and benefits to stay competitive, align with business goals, and retain employees. This will enhance our county’s reputation as a trusted and well-run county. COMPENSATION SERVICES ♦ Manage the County’s classification and compensation system ♦ Conduct annual market salary surveys and present recommendations ♦ Perform job analyses, draft job descriptions, and determine FLSA status ♦ Administer and provide recommendations for new positions and reclassifications ♦ Analyze and complete daily actions related to compensation changes, organizational unit and cost center maintenance. ♦ Review and assess the Peace Officer Pay Scale (POPS) compensation and structure ♦ Serve as an advisor to department liaisons, County leadership, Commissioners Court, and key committees on matters of policy creation, change, application, and other compensation matters. KEY INITIATIVES CONDUCT BENCHMARK SURVEY The Compensation team will conduct a benchmark survey of 75 jobs to receive updated market information and will report the information to Commissioners Court in June. HRMD PAY EQUITY STUDY The team will work with a consultant on performing the County’s first employee equity study. Initial results are expected in December with a planned update to Commissioners Court in February. MODERNIZED CLASSIFIED PAY SYSTEM Present to Commissioners Court a new model that modernizes the current classification system and allows for greater flexibility in making market adjustments. The project will be presented in June. COLLABORATIONS & PARTNERSHIPS The Compensation team works closely with other County business units on topics such as personnel and legal matters and compensation financial implications. They also collaborate with elected and appointed officials on issues, policies, and operational procedures. Of particular importance will be collaboration with the Auditor’s Office on the transition to a new software program for HR actions. The software conversion process will require the review of numerous Page | 190 Page 943 of 1087 policies, workflows, approvals, and business cases necessary to update the current software introduced in 2012. BENEFITS SERVICES ♦ Manage the self-insured health fund and approve expenditures ♦ Review all benefits plans and present recommendations ♦ Ensure compliance with federal and local regulatory and legislative requirements ♦ Oversee management of FMLA administration and other leave programs such as the Catastrophic Sick Leave (CSL) Pool and Paid Parental Leave (PPL) KEY INITIATIVES LEAVE PLANS ADMINISTRATION By June 2025, conduct a survey with existing users of Sedgwick services to evaluate the effectiveness of their services and identify any areas for improvement where HRMD can enhance service to our customers. MAINTAIN COMPREHENSIVE BENEFIT OFFERINGS Explore and research new offerings in the marketplace, in addition to education of employees and retirees on the many tools and services available to them by March 2025. THIRD-PARTY ADMINISTRATION Initiate a request for proposal process to evaluate the Third-Party Administrator (TPA) contracted services for the Medical Plan by March 2025. This is beneficial to evaluate the plan administration and health initiatives provided to employees and retirees, while potentially reducing the annual trend increases experienced by the self-fund health plan. COLLABORATIONS & PARTNERSHIPS The Benefits team works with all Travis County employees and retirees to provide customer service for issues regarding insurance claims, eligibility, or bills. Additionally, they serve as an interface between internal and external customers and core team members. The team collaborates with insurance vendors to identify and monitor disparities, trends, and outliers in benefit programs and recommend next steps. You should be far more concerned with your current trajectory than with your current results. - James Clear Page | 191 Page 944 of 1087 HUMAN RESOURCES INFORMATION SYSTEM (HRIS) SERVICES ♦ Process Personnel Action Forms (PAF) and coordinate with payroll personnel ♦ Provide reports as requested by HR teams and other departments ♦ Deliver technical support to the onboarding and applicant tracking system KEY INITIATIVES PERSONNEL ACTION FORM (PAF) WORKFLOW Collaborate with the Auditor’s Office to automate the PAF workflow process via the new SAP online Employee Central Module, the business rules and way the departments make the request to process to improve and automate these transactions, the target date of completion is 05/2025. ASSIST WITH MOVE TO ELECTRONIC FILING SYSTEM Convert all current and future personnel records from a paper system into an electronic system, this involves scanning and uploading all records from Iron Mountain, the personnel record room. This projected is targeted for completion September 2025. COLLABORATIONS & PARTNERSHIPS The HRIS team works closely with all the County departments to process all PAFs for new hires, transfers, promotions, and terminations. They partner with the applicant and the onboarding tracking vendor to ensure the platform meets the County’s needs. Page | 192 Page 945 of 1087 TALENT, PLANNING & ENGAGEMENT CORE PRIORITIES The Talent, Planning & Engagement (TP&E) division contributes to the strategic goal of being a trusted and well-run county by encouraging transparent dialogue and assigning a dedicated point of contact to each department. The division will focus on fostering a culture of open communication among employees and supervisors to enhance work relationships and boost employee engagement. The division also administers recruitment, retention, onboarding, employee relations, investigations, and many other services meant to keep our workforce engaged, successful, and equitable. EMPLOYEE RELATIONS SERVICES ♦ Manage confidential third-party complaint reporting (TCShareIt!) ♦ Investigate complaints, including Title VII issues ♦ Provide HR guidance to all departments on a variety of related topics ♦ Oversee the performance management program ♦ Manage compliance activities to include Equal Employment Opportunity (EEOC) program ♦ Conduct grievance processes KEY INITIATIVES RECRUITMENT STRATEGY There exists a chronic workforce shortage that is being encountered by organizations nationwide that finds employers having difficulty filling roles. TPE will develop a scalable county wide recruiting strategies that equip the organization to explore innovative recruiting and sourcing strategies to build a strong employer brand that positions Travis County as an employer of choice and attract top talent by April 2025. THIRD PARTY EXIT SURVEY By May 2025, TPE will connect with our internal customers to gain their perspective of the current process and utilize that feedback in the selection of a vendor to administer the county’s exit survey process. Information related to the motivators that lead to employment exits can be valuable in addressing recruitment and retention human capital. CUSTOMER SERVICE SURVEY By December 2024, conduct internal customer service survey to assess customer satisfaction with HRMD services. This survey will gather information from employees across the county to share their perspective about their work environment, benefits, management in an anonymous and secure way. This will encourage honest feedback from employees to allow departments to address issues and make positive changes. Page | 193 Page 946 of 1087 COLLABORATIONS & PARTNERSHIPS The Employee Relations team consults and guides other Travis County offices and departments on applying county policy as well as state and federal legislation regarding employee relations and performance management for personnel. They also conduct the grievance process, investigates internal complaints, provides HR guidance to all departments on a variety of related topics, and manages the Equal Employment Opportunity (EEOC) program. This team also collaborates with the union on individual employee situations as needed. RECRUITMENT SERVICES ♦ Manage both County and third-party requisition postings ♦ Work with departments to create a recruiting strategy specific to the department’s needs ♦ Administer the Recruiting Bonus Program ♦ Recruit candidates from a variety of sources ♦ Plan and direct on-site and virtual job fairs KEY INITIATIVES USE OF AI AND TECHNOLOGY In efforts to bolster recruitment and increase efficiency in our recruiting process. Pursue opportunities for chatbots, video/digital resources for applicants and other modern recruitment resources to show County’s commitment to being a progressive employer, by August 2025. COLLABORATIONS & PARTNERSHIPS The Recruitment team works with the Human Resources Liaisons from around the county to manage and oversee a full cycle recruitment process to ensure the organization hires qualified candidates to fill department vacancies. In addition, this team also manages third party professional recruiter contracts, and partners with colleges to connect graduating students with job opportunities in the County. LEARNING & DEVELOPMENT SERVICES ♦ Administer the Level Up Leadership Training Program ♦ Work with departments to create and provide training specific to the department’s needs ♦ As the Subject Matter Expert (SME), create relevant training materials and courses ♦ Provide training for soft and hard skills relevant to Travis County work processes Page | 194 Page 947 of 1087 KEY INITIATIVES FUTURE OF AI IN HR Explore and identify specific uses for transforming human resource processes using Ai and develop training to share with HRMD staff and county departments on how they can use to improve services. To be completed by June 2025. NEW HIRE ORIENTATION (NHO) REFRESHER Reengage with the design of a NHO refresher course, currently online. Originally created to provide compliance and security training on an annual or biannual frequency for all county staff. In addition to new in-person orientations and updates to policy and process, the Refresher program and process will have to be re- evaluated and updated to meet new designs, to be completed by end of fiscal year 2025. COLLABORATIONS & PARTNERSHIPS The Learning & Development team creates and conducts onsite New Hire Orientation and Onboarding, as well as partners with LinkedIn Learning to offer employees diverse online courses. This helps cultivate development skills, technical expertise, and industry awareness, while promoting self-directed professional growth for greater organizational success. Additionally, the team works closely with County departments to create customized training programs. Page | 195 Page 948 of 1087 EMPLOYEE WELLNESS CLINIC CORE PRIORITIES The Employee Wellness Clinic provides health plan participants with chronic disease management, preventive healthcare and screening to help reduce overall health plan costs, hosts annual vaccination events, and promotes workplace productivity. These services help support physical and mental health by empowering Travis County employees through education, prevention, medical care, and personal responsibility. SERVICES ♦ Health care for those covered on the health plan, including retirees ♦ Education and preventative programs ♦ Health Screenings ♦ Immunizations ♦ CARE (Checkups, A Healthy Outlook, Regular Physical Activity, Eating Right) program ♦ Annual vaccination events KEY INITIATIVE OPEN HOUSE Collaborate with vendors, and TC stakeholders to host an employee wellness fair by April 2025 and secure the attendance of at least 500 employees. IMPLEMENT A NEW ELECTRONIC HEALTH RECORD (EHR) SYSTEM Implement an enterprise-wide EHR by the end of April 2025. FACILITIES ENHANCEMENT Provide aesthetic updates to the three clinic facilities by March 2025. COLLABORATIONS & PARTNERSHIPS The Wellness Clinic team works closely with various departments as well as Commissioners Court to support their health and wellness needs. Decide the type of person you want to be. Prove it to yourself with small wins. – James Clear Page | 196 Page 949 of 1087 ORGANIZATIONAL COMPLIANCE AND SOLUTIONS CORE PRIORITIES The Organizational Compliance and Solutions (OCS) division aides the county in staying in compliance with statutorily mandated programs, like the Americans with Disabilities Act (ADA), Drug and Alcohol-Free Workplace and the US Department of Transportation Drug and Alcohol Testing Programs, and Workers Compensation. These programs help reduce our liability and overall cost to the County by maintaining federal and state compliance as well as ensuring fines are not assessed due to noncompliance, the ability to continue providing vital services such as STAR Flight, County Road and Bridge Maintenance, Jail Services, and the like, which enhances public and employee safety. SERVICES ♦ Americans with Disabilities Act (ADA) ♦ US Department of Transportation Drug and Alcohol testing ♦ Federal Drug and Alcohol-Free Workplace Requirements ♦ Workers Compensation ♦ Occupational Safety and Health ♦ Ergonomics KEY INITIATIVE EMPLOYEE TRAINING Absorb existing County positions and/or create new positions within the division to provide essential training and services across the County that are not currently able to be provided by end of fiscal year 2025. COLLABORATIONS & PARTNERSHIPS The OCS division works with all County departments to support Federal and State compliance efforts, reduce exposure to liability, and enhance safety and wellbeing of the public and County employees. Page | 197 Page 950 of 1087 ADMINSTRATION SERVICES CORE PRIORITIES The HR Administration division supports all HRMD divisions, and the financial and administrative focus for organizational units complying with federal laws, such as Health Insurance Portability and Accountability Act (HIPAA), the Fair Labor Standards Act (FLSA), the Immigration Reform and Control Act (IRCA) and many others. The division focuses on core priorities aimed at ensuring fiscal responsibility, maintaining HR policy compliance and consistency, and supporting departmental efficiency. These core objectives exemplify our division’s commitment to enhancing the efficiency and trustworthiness of our county’s operations. SERVICES ♦ Manage the financial analysis, reporting, and budget ♦ Administer all HR policies and procedures ♦ Provide project support and clerical assistance KEY INITIATIVES MANAGE BUDGET Implement new software to create and streamline financial reports to help the Administrative Services team effectively manage the Human Resources budget by March 2025. COLLABORATIONS & PARTNERSHIPS The division partners with financial key stakeholders (various Commissioners Court offices, Planning and Budget Office, Purchasing, Auditor’s Office, and Treasurer’s Office) to assist with budgetary or financial needs. They also collaborate with HR divisions and departments around the County to complete annual project needs; including asset inventory and budget requests, to name a few. Page | 198 Page 951 of 1087 FY 2025 BUDGET NEW REQUESTS REQUESTED / APPROVED REQUEST DESCRIPTION Online Recruiting Platforms – Funds for online recruiting resources to $30,000 assist in a broad distribution of open postings across the county. Replacement Electrocardiogram (EKG) Machines – Funds to replace the Electrocardiogram (EKG) machines which unexpectedly will be $18,320 phased out by the manufacturer and will become unusable with the pending IT Windows 11 deployment. Employee Assistance Program (EAP) – Funds for an increase in EAP Services. This will allow the County to continue providing these $10,000 services to all County Staff and their households. HUMAN CAPTIAL REQUESTS REQUESTED / APPROVED REQUEST DESCRIPTION Director of Organizational Culture – Funds for one FTE to lead the $236,633 establishment of a new Organizational Development (OD) division within the department. RESERVES REQUESTED / APPROVED REQUEST DESCRIPTION Contractual Consulting – Funds to engage with outside consultants $140,000 that will aid in the development of a workforce that is both engaged and well-supported. Learning & Development Programming - Organizations continue to $80,000 face challenges that will affect the workplace to include: • Attracting and retaining talent while dealing with a diminished available labor force • Debates concerning remote/hybrid workplace issues • Shifting legal and social landscapes Page | 199 Page 952 of 1087 REQUESTED / APPROVED REQUEST DESCRIPTION Employee Engagement Survey Year 2 – Funds to conduct an $45,000 employee engagement survey. Bilingual Testing Funding – Funds to continue funding of a bilingual $10,000 pay stipend of $125 per month for employees on the classified pay scale. Deferred Compensation Consultant Fee Adjustment - The Deferred Compensation Oversight Committee has worked with a consultant $10,000 since 2007. The consultant is required to provide deferred compensation and financial industry expertise and to assist the Commissioners Court with their fiduciary responsibility. Page | 200 Page 953 of 1087 LOOKING AHEAD HRMD is looking forward to an exciting year ahead, one marked by a series of strategic undertakings. Immediate commitments include the onboarding of a new Director of Organizational Culture and continued collaboration with Commissioners Court in implementing a new compensation plan. HR will also focus on creating an adaptive workplace that will empower our employees to thrive in an ever-changing work environment. The review of HR policies and procedures has been successfully completed and is now in the final stages of a legal assessment. After receiving approval, these documents will be uploaded to the County’s policy management software, moving another positive step forward. New challenges and opportunities that lie ahead will be fully embraced that will benefit every member of the Travis County family and the community served. HR anticipates a year of progress, development, and making a positive impact in our County. Page | 201 Page 954 of 1087 Page | 202 Page 955 of 1087 Table of Contents A NOTE FROM THE CHIEF INFORMATION SECURITY OFFICER ................................................ 204 MISSION ............................................................................................................................... 205 VISION ................................................................................................................................. 205 SECURITY OPERATIONS .................................................................................................... 206 CORE PRIORITIES .......................................................................................................... 206 SERVICES ...................................................................................................................... 206 KEY INIATITIVES ............................................................................................................. 206 COLLABORATION & PARTNERSHIPS............................................................................... 207 INFORMATION ASSURANCE .............................................................................................. 207 CORE PRIORITIES .......................................................................................................... 207 SERVICES ...................................................................................................................... 207 KEY INITIATIVES ............................................................................................................. 207 COLLABORATION & PARTNERSHIPS............................................................................... 208 RISK MANAGEMENT .......................................................................................................... 209 CORE PRIORITIES .......................................................................................................... 209 SERVICES ...................................................................................................................... 209 KEY INITIATIVES ............................................................................................................. 209 COLLABORATION & PARTNERSHIPS............................................................................... 209 FY 2025 BUDGET ................................................................................................................... 210 LOOKING AHEAD .................................................................................................................. 211 Page | 203 Page 956 of 1087 A NOTE FROM THE CHIEF INFORMATION SECURITY OFFICER To holistically address enterprise risk, the Information Security and Risk Management teams have been consolidated under a single structure. This transition, moving Risk Management from Human Resources to Information Security, enhances the County’s ability to safeguard assets and ensures a more streamlined and efficient approach to managing risk across the organization. As we move into FY 2025, our security and risk management teams see chances to improve how we handle risks and stay up to date with business needs and regulations. The typical "one size fits all" approach is no longer enough to manage the fast-changing threats we face. We're planning to retrain and refocus staff to build flexible security programs that work closely with business operations and adapt to new risks, like those from generative AI. This change will help cybersecurity become more of a business asset, aligning our security strategies with County’s goals to support both resilience and innovation. A key part of our plan is to implement adaptable security models that can adjust with ever changing business requirements. This will include regular risk assessments, tabletops, and stronger teamwork between business and security teams. The goal is to embed cybersecurity and risk management into all business activities. To make this happen, we look to create a culture where employees are aware of and actively engage in secure practices as part of their daily tasks, helping to lower overall risk. Our team also plans to improve how we report risks to strengthen the County’s risk management efforts. By increasing transparency, we’ll give stakeholders clearer insights into financial risks, loss events, and the County's overall risk profile. This will allow for better decision-making and strategic actions to reduce future risks. Brandon Rogers Chief Information Security Officer (CISO) Page | 204 Page 957 of 1087 The People of Information Security & Risk Management Shaping Our Vision MISSION To safeguard the County’s assets and personal and institutional data through a culture of shared responsibility and accountability. Information Security & Risk Management will achieve this by identifying, evaluating, and mitigating risks, ensuring compliance with industry standards and regulations, and fostering a culture of security awareness. VISION To collaboratively create a risk-aware culture that places a high value on efficiently protecting information and assets entrusted to Travis County. Page | 205 Page 958 of 1087 SECURITY OPERATIONS CORE PRIORITIES The Security Operations (SecOps) team will focus on implementing efficient and effective measures to fortify the County’s defenses, ensuring the utmost protection of the County and its assets. Concurrently, the team will prioritize swift and proactive incident response, enabling them to react promptly to any security threats. At the center of their priorities is ensuring minimal disruption to the County’s operations, safeguarding the organization’s continuity and reputation. SERVICES The SecOps team provides these services: ♦ Log management ♦ Threat management ♦ Vulnerability management ♦ Incident response ♦ Data Loss Protection (DLP) KEY INIATITIVES REMOTE VENDOR SecOps is working on modernizing the remote vendor onboarding process to ensure the vendor’s accessibility is based on the least privileged concept, restricting access rights to only those resources absolutely required to perform their functions. This practice aims to reduce the risk of exploitation and access to the County’s data and assets. APPLICATION SCANNING While the County is not explicitly mandated to adhere to Texas Government Code 2054.516 (Information Resources), the team recognizes the importance of maintaining rigorous data security practices in line with state and federal partners. In a concerted effort to align and reinforce the security of digital platforms, SecOps team continues to complete comprehensive application security scans. This proactive measure ensures the applications remain robust against potential threats and the community has the utmost assurance of data safety. AUDIT CAPABILITY TOOL This initiative aims to enhance organizational cybersecurity by systematically evaluating and improving security practices. This initiative involves selecting a tool that will rigorously assess the effectiveness of existing security measures, identify vulnerabilities, and ensure compliance with industry standards and regulations. By providing actionable insights and detailed reports, SecOps helps the County strengthen their defenses, optimize security protocols, and respond proactively to emerging threats, ultimately fortifying their overall security posture. Page | 206 Page 959 of 1087 COLLABORATION & PARTNERSHIPS The SecOp team works closely with other IT departments, identifying and prioritizing vulnerabilities and remediations with the Endpoint Management team. They work daily with Applications & Identify Management team (AIM) to enforce standards, encryption, authentication, and configuration. Enterprise Application Services (EAS) is yet another partnership where these two teams fine-tune security policies for applications. INFORMATION ASSURANCE CORE PRIORITIES The Information Assurance (IA) team’s primary goal is to ensure the security, availability, integrity, and confidentiality of the services Travis County offers to its residents, reflecting their unwavering commitment to being a trusted and efficient county. By diligently managing information risks, the team ensures that sensitive data remains protected against threats, which bolsters public trust in the County’s operations. SERVICES The Information Assurance team provides these services: • Operational compliance assessments (HIPAA, CJIS, PCI, State and Federal laws) • Risk Management • Third Party Risk Management • Business Continuity and Resiliency • Security Awareness and Training KEY INITIATIVES IMPLEMENT PAYMENT CARD INDUSTRY DATA SECURITY STANDARD (PCI DSS) COMPLIANT SOLUTION Travis County has partnered with external vendors to provide credit card services, which include digital online payment portals for constituents, management portals for staff, and point of sale devices to address in-person payments. This initiative ensures the County will stay compliant with PCI DSS standards along with offering a safe and secure payment process. ONGOING INTEGRATION OF NIST FRAMEWORK The IA team is committed to safeguarding the County’s systems and data. The adoption of NIST 800-53 Controls has enhanced our capabilities to identify, detect, protect against, respond to, and recover from information security incidents. This proactive approach ensures the implementation of efficient and effective measures to bolster the County’s cybersecurity posture. Page | 207 Page 960 of 1087 RISK ASSESSMENT TOOL The team is currently researching Governance, Risk, and Compliance tools that will streamline and centralize the processes involved in risk management, policy management, compliance management, continuous monitoring and reporting, and governance. Using this tool, the Information Assurance team will be able to streamline processes, provide real-time insights, automate workflows, and ensure that governance, risk, and compliance activities are effectively managed. Additionally, implanting this tool will reduce manual effort, improve accuracy, and enhance the team’s ability to protect the County from risks while staying compliant with rules regulations. COLLABORATION & PARTNERSHIPS The Information Assurance division is dedicated to serving every facet of the County. Collaborating closely with various departments, the team actively identifies potential information security risks, ensuring that the operations meet industry standards and exhibit resilience. Page | 208 Page 961 of 1087 RISK MANAGEMENT CORE PRIORITIES Risk management and safety are intrinsically linked to being a trusted and well-run county. By proactively identifying and mitigating potential hazards, a safe environment directly supports the safety of everyone in the workforce and our customers. SERVICES The Risk Management team supports these services: ♦ Risk Fund Management and Reporting ♦ Safety Programs ♦ Americans with Disabilities Act (ADA) Accommodations Program KEY INITIATIVES ACCESSIBILITY IMPROVEMENT PLAN The Risk Management team brought in a third party to conduct an audit of Travis County’s facilities and parks to assess compliance with the accessibility requirements outlined by the ADA. Based on their findings, a five-year implementation plan was developed, impacting over 100 sites and requiring enterprise-wide coordination. An annual report from the ADA consultant will provide updated recommendations and strategies for retrofitting facilities to maintain continuous compliance. RISK ASSESSMENT AND REPORTING The Risk Management team plans to that strengthen the organization’s risk management efforts by enhancing risk reporting. This initiative enables stakeholders to make strategic choices based on data-driven insights into the Risk Fund's performance and claims patterns. Risk reporting promotes accountability, ensuring departments take ownership of their risks. Over time, this reporting helps refine risk management strategies, making the County better equipped to handle emerging risks. DEVELOP INSURABLE ASSETS INVENTORY To proactively manage liabilities, a pilot program to compile a detailed inventory of insurable assets will start this fiscal year. A key objective of this initiative is to decrease auto insurance claims. COLLABORATION & PARTNERSHIPS The Risk Management team collaborates with departments, raising awareness about opportunities to mitigate operational risks. Beyond internal collaborations, Risk Management also engages with neighboring counties and cities. This partnership allows them to share insights and industry best practices, ensuring they stay ahead of potential risks and proactively minimize the County's exposure. Page | 209 Page 962 of 1087 FY 2025 BUDGET STANDARD & CONTINUING REQUESTS REQUESTED / REQUEST DESCRIPTION APPROVED Cybersecurity Annual Tabletop Exercises – Funds to support the annual $100,000 tabletop exercises to continue improving the responses to emerging cybersecurity threats. Property Insurance – Funds to support the increase in Travis County’s $432,534 property insurance. Aviation Insurance – Funds to support the increase in Travis County’s $262,994 aviation insurance for STAR Flights operations. Cybersecurity Insurance – Funds to support the increase in Travis County’s $ 27,432 cybersecurity insurance. HUMAN CAPTIAL REQUESTS REQUESTED / REQUEST DESCRIPTION APPROVED Contractors – One-time resources for ad hoc consulting services in $175,000 Information Security, including the contract review and legal consulting services project, which is needed to ensure that Travis County contracts comply with all Information Security requirements Staffing – Funds to support one Special Project Worker (SPW) dedicated to $107,674 ADA. Page | 210 Page 963 of 1087 LOOKING AHEAD The Information Security & Risk Management department remains steadfast in its commitment to uphold the highest standards of security and data integrity across the organization. As the technological landscape and enterprise risk requirements evolve at an accelerating pace, the County must adapt to become a more secure digital environment. AI-ENABLED WORKFORCE AI is transforming the business landscape, automating tasks, and refining data analysis. In line with forward-thinking approach, InfoSec is devoted to securely and efficiently integrating AI technologies into daily operations. This commitment involves comprehensive risk assessments, robust data management practices, and real-time monitoring to align AI-driven initiatives with established security protocols. ADDRESSING THE FUTURE THREAT LANDSCAPE As cyber threats grow in complexity and scale, the commitment to investing in advanced threat detection and prevention technologies has never been more crucial. In the coming year, the focus will be on preparing the employees to counter advancing threats such as: • Automated Attacks: Cybercriminals are leveraging AI to automate tasks like password cracking, vulnerability detection, and large-scale, customized phishing attacks. • Adaptive Malware: AI-enabled malware can adapt to its environment, evading traditional detection mechanisms. • Social Engineering 2.0: By analyzing extensive datasets, AI can tailor phishing or social engineering attacks to specific individuals, making these attacks increasingly convincing. The team will also keep a vigilant eye on emerging threats like quantum hacking, AI-driven cyber- attacks, and advanced persistent threats, updating the County’s defenses accordingly. ENSURING REGULATORY COMPLIANCE & ACCESSIBILITY In a continuously shifting regulatory landscape, compliance remains a cornerstone of the security strategy. To stay ahead of emerging legislation around data protection and cybersecurity, Information Security will conduct regular audits, facilitate staff training, and update their data governance policies as needed. In FY 2025, the County will place a strong emphasis on enhancing accessibility, safety, and compliance through several key initiatives. ADA staff and supervisors will receive ongoing training, with quarterly onsite classes and monthly webinars aimed at ensuring County programs remain accessible and safe for residents and visitors. The journey ahead promises both opportunities and challenges. By responsibly embracing innovations like AI, proactively addressing evolving threat landscapes, and maintaining strict regulatory compliance, the County has securely positioned itself for a future marked by security (risks?) and innovation. The Department remains unwavering in its dedication to safeguarding the organization's most valuable assets: its data and its people. Together, the Team will continue to set new benchmarks in operational excellence and security. Page | 211 Page 964 of 1087 Page | 212 Page 965 of 1087 NOTE FROM THE IT DIRECTOR Throughout FY 2024, Information Technology Services (ITS) continued investing in collaborative projects, working across teams and departments to enable a safer, more modern, and reliable county. Within ITS, we relished the opportunity to reimagine many facets of how we conduct business. Last fiscal year, we revamped the technology assessment process and will continue to refine it to ensure our technology exceeds technology and security standards. Our Data & Analytics team made great progress working with several departments to modernize their digital presence by implementing MS Power BI and Power Path technologies. Along with these and other investments we continue to move the County towards future automations and data-driven initiatives. We are proud to say that the new Health and Human Services (HHS) case management system went live this year. The new system enables automation for manual processes, adds enhanced capabilities, and, most importantly, provides services to the residents of Travis County faster. ITS is a dynamic ensemble of skilled and dedicated teams working collaboratively to foster innovation and achieve a standard of excellence. The collective expertise enables us to provide seamless technological solutions, ensuring efficiency, security, and continuous advancement across the county. The ITS framework prioritizes equity in all its endeavors and focuses on outcome-based programs and services to effectively address the needs of our residents. We have developed three core priorities for FY 2025: 1. Offer the appropriate, reliable, and secure technology that enables every Travis County department to function at its highest level, so our County can live up to its strategic promise to be a trusted, well-run county 2. Implement systems that support the health and safety of people in our community 3. Use technology to benefit those most vulnerable and underrepresented We will continue to learn, we will continue to improve, and we will continue being your technology partner at Travis County. I am immensely proud of the talent and dedication shown by these teams to serve the County and our residents. The next year promises to be equally demanding, but I have full faith that ITS will meet these challenges head-on and continue to deliver new and improved digital services to our residents, preserve our history, and protect our data. Ralph Warren Information Technology DirectorPage | 213 Page 966 of 1087 MISSION Execute, secure, and sustain technology services that benefit Travis County residents. VISION Travis County is a tech community at heart, as such we will aspire to be as innovative with our services as the residents we serve. GUIDING PRINCIPLES Our guiding principles will govern how we execute our vision and mission and guide our decisions and behavior. Those principles include: ENHANCE CUSTOMER EXPERIENCE • Hire and invest in an innovative workforce • Focus on outcomes that exceed our business partners’ and residents’ needs • Ensure seamless access to information anytime, anywhere, with a commitment to its continuous availability, accuracy, and security • Enhance Travis County service delivery through optimizing the use of the information we possess • Partner with elected officials, departments, and residents to execute and sustain a county- wide IT Strategic Plan to ensure strong collaboration and focus on meaningful outcomes The People of ITS Shaping Our Vision Page | 214 Page 967 of 1087 PRIMARY INITIATIVE This ITS initiative is a strategic effort designed to align technology investments with business objectives, ensuring that the County’s IT infrastructure, resources, and projects support long-term goals. This initiative focuses on optimizing IT systems, improving operational efficiency, and enhancing scalability, all while mitigating risks and fostering innovation. By providing a clear roadmap for technology integration, resource allocation, and project execution, this implementation aims to enhance decision-making, streamline workflows, and ensure that the organization's IT capabilities are adaptable to evolving market demands. Through collaboration and careful analysis, this initiative is set to drive sustainable growth and ensure that ITS remains a key enabler of business success. IMPLEMENT INFORMATION TECHNOLOGY SERVICE MANAGEMENT (ITSM) SOLUTION The current system does not meet today’s standards and makes it next to impossible to determine how ITS is functioning as a service provider. The new ITSM platform, ServiceNow, is an advanced solution designed to enhance efficiency and improve user experiences. Phase I allows ITS to reimagine how to do work and streamline many business processes based on a world class ITSM. Change Management will be paramount! In Phase II, additional functionalities will be implemented, including IT asset management, a service catalog, new integrations, automations, and other business partners onto the platform. Page | 215 Page 968 of 1087 ENTERPRISE APPLICATION SERVICES CORE PRIORITIES Enterprise Application Services (EAS) core priorities are to enhance the County’s governance by improving constituent services and providing accessibility for all. The team will continue to provide excellent customer service and ensure access at any time, and from any location. Automating workflows and providing dashboards to enable data-driven decision making is just one of the customer-driven initiatives that EAS will focus on this fiscal year. Enterprise Application Services supports applications such as iJury and BEAR, the Law Enforcement Affidavit Application, to enhance the departments’ capabilities to provide opportunities to those who are most vulnerable. APPLICATION DEVELOPMENT SERVICES The Application Development (AppDev) team provides the following services: ♦ Custom application development ♦ Ongoing feature improvement for existing applications ♦ Onboarding new use cases into existing applications ♦ Providing consultancy, expertise, and examples for different LCNC solutions and integrations KEY INITIATIVES ELEVATE APPLICATION EXCELLENCE THROUGH INNOVATION, DEVELOPMENT, AND OPTIMIZATION All custom applications are in the process of being evaluated, catalogued, and upgraded to current long-term support (LTS) standards. COLLABORATIONS AND PARTNERSHIPS The AppDev team optimizes Travis County custom apps so they can be offered to other departments, counties, and agencies. The recently rebuilt Jury applications (iJury and eJury) have been shared with several other jurisdictions, and the codebase continues to be refined with this in minds. Several other applications, such as Buscalo, our custom framework for custom search applications, and BEAR, our Law Enforcement Affidavit Application, are possible candidates for broader reach both among other departments than the existing stakeholders, and with other counties, municipalities, and organizations. DIGITAL AND WEB SERVICES SERVICES The Digital & Web Services team provides the following services: ♦ Digital content strategy ♦ Creating and consulting services on ♦ Technical writing digital standards ♦ User research and interface design ♦ Public facing form creation and ♦ Web development and administration publication ♦ Web content distributor program Page | 216 Page 969 of 1087 KEY INITIATIVES REBUILD THE TRAVISCOUNTY.GOV WEBSITE This is a multi-year project to rebuild Travis County’s main website. The goal of the rebuild is multi-faceted and is intended to improve accessibility and the ease of which site visitors can find and navigate county services and information. Content will be updated, connected and streamlined into new page templates with defined digital standards. IMPROVE ACCESSIBILITY FOR ITS MANAGED PUBLIC-FACING WEBSITES The team will continue accessibility improvement efforts for seven public websites managed by ITS. The goal is to meet or exceed accessibility standards established by Web Content Accessibility Guidelines (WCAG) 2.1 Level A/AA. This initiative, as well as the rebuild of TravisCountyTX.gov, both align with the County’s strategy to “Make Travis County’s public outreach materials and communication channels widely accessible.” COLLABORATIONS AND PARTNERSHIPS The Digital & Web Services team has an ongoing collaboration with the City of Austin Digital Services team, sharing insights on strategy, products, and services. Additionally, the team’s long-standing cross-departmental partnership within Travis County places a focus on continually optimizing community engagement. ENTERPRISE APPLICATION SUPPORT & DATABASE SERVICES SERVICES The Enterprise Application Support & Database Services team provides the following technical support and services: ♦ Tiburon ♦ Facts (Pre-Trial) ♦ TechShare ♦ SolarWinds ♦ Enterprise Justice ♦ SharePoint ♦ Civil Process ♦ OnBase DocuSign ♦ ChangeGear ♦ ♦ Expunctions KEY INITIATIVES CREATE STANDARDIZED BUSINESS PROCESSES Create structured business processes that incorporate best practices and knowledge base articles to better support service delivery. ESTABLISH A CUSTOMER SERVICE PROGRAM Create and implement services that will emphasize the importance of a positive customer service experience and promote a stronger work environment. Page | 217 Page 970 of 1087 UPDATE SOFTWARE & HARDWARE LIFECYCLE MANAGEMENT PLANS Formalize hardware and software lifecycle strategies to optimize versioning, vendor support, and server upgrades. COLLABORATIONS AND PARTNERSHIPS The team will continue to partner with the Project Management Office (PMO) to develop and implement a healthy process to effectively manage all operational enterprise applications. The team will also work closely with the Helpdesk to improve response times and better define the roles and responsibilities for each team. ENTERPRISE DATA & ANALYTICS SERVICES The Enterprise Data & Analytics team provides the following services: ♦ Modernize reporting and mobilize data ♦ Enhancing reporting capabilities by creating analytical reports and visuals, utilizing tools such as Power BI and Power Automate, to aid in making data-driven decisions. KEY INITIATIVES IMPLEMENT A POWER BI SERVICE-BASED ARCHITECTURE Implement a program that strategically moves data and reporting to Power BI Service. The move away from SQL Server Reporting Services needs to be done in a way that does not simply change the location of reports, but rather helps consumers see the full potential of a modern platform that can consume cloud data. CREATE DATA REPOSITORIES & REPORTING PLATFORMS The team will establish a process to create architected data repositories (including data hubs, data virtualizations, data lake houses, etc.) designed for reporting and analytical activities. The data repositories will serve as a tool to help predict and analyze data trends to anticipate potential future outcomes. CREATE ROBOTIC PROCESS AUTOMATION (RPA) TO REPLACE REPETITIVE TASKS AND PROCESSES Automate repetitive tasks and processes in data analytics by using Robotic Process Automation (RPA). RPA can enhance data accuracy, reduce human error, and improve overall efficiency in data analytics workflows. COLLABORATIONS AND PARTNERSHIPS The Enterprise Data and Analytics team serves as a vital resource for other departments by providing expert insights and data-driven recommendations that inform strategic decision-making. By collaborating closely with teams, they help translate complex data into actionable strategies tailored to specific departmental goals. This support not only fosters a culture of data-driven decision- making but also enhances the overall effectiveness and efficiency of projects across the County. Page | 218 Page 971 of 1087 ENTERPRISE INFRASTRACTURE SERVICES CORE PRIORITIES As a trusted and well-run County, all critical IT systems and services must be available and running at peak performance levels to meet business needs. The Enterprise Infrastructure Services (EIS) division also provides high-quality technical support to ensure customer needs are met. All Travis County data, confidential, controlled, or public, must be continuously monitored through advanced security measures to protect against cybersecurity threats. Travis County also ensures annual compliance with industry regulations and best practices without compromising service availability or performance. APPLICATIONS & IDENTITY MANAGEMENT SERVICES The Applications & Identity Management (AIM) team manages: ♦ User identification & access management ♦ Multi-factor authentication ♦ Cloud-based collaboration tools ♦ Digital certificates ♦ Remote connectivity services KEY INITIATIVES PROTECT & SECURE USER IDENTITIES The AIM team continues to focus on seamless user experiences, such as single sign on (SSO). Another top priority is securing identities through the adoption of technologies such as multi-factor authentication (MFA). These two solutions, along with other best practices, ensure Travis County’s data continues to be protected and secured. REVIEW PRODUCT SERVICE CATALOG & LIFECYCLE MANAGEMENT PLANS To improve user experience, the team will review the product service catalog and lifecycle plans to see if there are new features and upgrades to effectively manage both user and application identities. CREATE, EVALUATE & SHARE TECHNICAL DOCUMENTATION The team places a strong emphasis on technical documentation, such as processes, procedures, and troubleshooting guides, to ensure knowledge is transferred and valuable expertise is shared within the team. MODERNIZE IDENTITY AND ACCESS MANAGEMENT The team plans to undergo a transformational update to the technologies and directories that provide the County’s identify and access management. Page | 219 Page 972 of 1087 RISKS & CONTINGENCY PLANS AIM provides engineering expertise and assistance in the design and implementation of critical IT systems with an emphasis on high percentage of availability and business continuity solutions. The team would also play a vital role in the recovery effort of a system outage. COLLABORATIONS AND PARTNERSHIPS Working alongside many county departments, AIM provides technical leadership and enterprise architecture for projects, emphasizing the importance of scalability, efficiency, and adaptability for any given technical solution. ENDPOINT MANAGEMENT SERVICES The Endpoint Management team provides these services: ♦ General management and support for computers, mobile devices, printers, collaboration systems and associated accessories, and peripheral equipment ♦ Hardware lifecycle delivery and decommission ♦ Advanced hardware diagnostics and repair ♦ Software & operating system distribution and patching ♦ Administration and distribution of platform configurations, policies, and profiles ♦ End user technical solutions consultation and advocacy ♦ In-person and remote customer service and support KEY INITIATIVES IMPLEMENT MODERN DEVICE MANAGEMENT TECHNOLOGIES The Endpoint Management team strives to improve efficiency and productivity through the implementation of Modern Device Management methodologies. The standardization of endpoint management tools and technologies helps protect Travis County data and assets through vulnerability management and enables the team to control endpoint operating system settings, policies, and updates. ESTABLISH ASSET MANAGEMENT CATALOG The Asset Management Catalog is an effort to migrate known and unmanaged applications into the Company Portal. Application versions will be standardized and made available for ease of access and installation through centralized management tools. This reduces end user dependency on support staff and improves security posture on County devices. ESTABLISH ENDPOINT CATALOG The Endpoint Catalog intends to present approved and supported hardware options to Travis County users in need of technical tools and equipment. The catalog will encourage standardization in equipment that meets the Endpoint Management recommendations for user experience, performance, and supportability. This will improve fleet management, endpoint security, and time to resolution. COLLABORATION SYSTEM ADOPTION The Endpoint Management team is engaging departments and users to deliver consistent and functional collaboration spaces across the County’s facilities. The implementation of standardized hardware and software solutions ensure consistent user experience with familiarity of operation. The adoption of standards Page | 220 Page 973 of 1087 collaboration technology will improve employee communication and mobility in support of our hybrid workforce goals. RISKS & CONTINGENCY PLANS The management of endpoints faces increased challenges with the introduction of systems and software that do not meet the standards and requirements of our modern device management tools. The team should be engaged to help end users identify the best endpoint resources to meet their objectives. COLLABORATIONS AND PARTNERSHIPS The team works directly with Department IT staff to support the needs and goals of their users and provides an operational baseline of recommended hardware, software, and security. This collaboration empowers the staff to focus on department-specific goals and user support. HELPDESK SERVICES The Helpdesk team provides these services: ♦ Remote desktop support ♦ User account administration and access ♦ Escalate issues to technical teams as appropriate ♦ Communicate IT maintenance and outages to stakeholders KEY INITIATIVES MAINTAIN KNOWLEDGE BASE ARTICLES The Helpdesk strives to maintain and update the Knowledge Base articles, which are critical to the ability to reduce ticket resolution times by providing documentation of chronic and arbitrary issues. These articles also provide information for all applications. IMPROVE TICKET SUBMISSION PORTAL The team will participate in the upgrade of our IT Service Management (ITSM) solution, focusing on the ticket submission portal. The main objective for a new portal will be to improve the information provided, reducing the need to reach out to the user to resolve the issue. REDUCE CALLER’S HOLD TIMES To reduce the holding times for callers, the Helpdesk team needs to be fully staffed, along with having the right tools and training to resolve issues quickly. The faster calls can get completed, the faster they can receive the next call from the queue, thus reducing hold times. COLLABORATIONS AND PARTNERSHIPS The Helpdesk provides technical support to vendors, agencies, and constituents to ensure their needs are met with the same quality of service they provide to users, acting as a critical bridge between these groups and the technical resources they require. By offering prompt and efficient assistance, the Helpdesk addresses a wide range of inquiries—from troubleshooting software issues to facilitating access to essential tools and platforms. This commitment to high-quality service not only enhances user satisfaction but also fosters strong relationships with external partners, ensuring that all stakeholders feel supported and valued. Page | 221 Page 974 of 1087 LOCAL / WIDE-AREA NETWORK SERVICES The Local / Wide-Area Network (LAN/WAN) team provides these services: ♦ Design, install & maintain local-area, wide-area, and cloud-based networks ♦ Troubleshoot network hardware components and infrastructure problems ♦ Monitor network capacity to ensure continuous service delivery KEY INITIATIVES REMOTE ACCESS The remote access initiative will provide remote access to all users and devices regardless of their location, ensuring applications, data, and services are safe and secure. MAINTAIN & UPDATE DOCUMENTATION With new equipment upgrades, documentation for equipment removal and replacement is necessary to provide needed information when troubleshooting network issues. HARDWARE LIFECYCLE PLAN TO UPGRADE NETWORK EQUIPMENT The hardware lifecycle plan is a driving factor to provide the latest technology. Six County locations will receive new network equipment to replace end-of-life items. At the internet facing edge, LAN/WAN will be replacing the routers and firewalls with more powerful hardware to continue to maintain network-level security protection. At the core of the County network, LAN/WAN will be re-architecting the core routers to allow for higher bandwidth, more flexibility, and a smaller physical footprint within the data center. ESTABLISH NETWORK ANALYTICS PROGRAM The LAN/WAN team will begin a new program that will allow them a comprehensive view of the endpoint data flaws. The implementation of a network analytics tool will provide traffic analysis, visibility into all components on the County’s network and network and application metrics. COLLABORATIONS AND PARTNERSHIPS The network is the foundation of all the County’s digital communications, and the team collaborates with all departments to ensure network maintenance windows are documented and followed. The team and Travis County are partners with the Greater Austin-Area Telecommunications Network (GAATN) who provides fiber connectivity to county sites wherever possible. LAN/WAN frequently coordinates with GAATN partners on various fiber projects or incidents. Page | 222 Page 975 of 1087 SERVER LIFECYCLE MANAGEMENT SERVICES The Server Lifecycle Management (SLM) provides these services: ♦ Server and storage management ♦ Patch management ♦ Incident response ♦ Operational management of physical servers, storage, backup & recovery systems involve the day-to-day maintenance, monitoring, and optimization of server resources KEY INITIATIVES MODERNIZE IT INFRASTRUCTURE Infrastructure design is key initiative that shapes the entire IT backbone, a robust and scalable framework that aligns with Travis County needs and future growth. The team leverages the latest technology trends and best practices to enhance agility, scalability, and performance. They continuously monitor, perform maintenance, and optimize resources to minimize downtime and maximize operational effectiveness. TIMELY TICKET RESOLUTION Timely and effective responses to user requests is a customer-focused initiative that prioritizes any technical issues, fostering satisfaction and productivity while maintaining a robust IT environment. RISKS & CONTINGENCY PLANS SLM supports Travis County departments by ensuring all data on servers are backed up and can be restored after the data has become inaccessible. SITE OPERATIONS SERVICES The Site Operations team provides the following services: ♦ Equipment installation at data centers and IDF/MDF closets ♦ Moving and adding computers and phones for users, departments, and infrastructure ♦ Infrastructure design assistance ♦ Install and repair outside and inside plant network connectivity ♦ Maintain inventory of physical assets and consumable items Page | 223 Page 976 of 1087 KEY INITIATIVES SUPPORT CONSTRUCTION PROJECTS The Site Operations team is responsible for the operational support of the underpinning EIS infrastructure used to provide services to all customers. As part of a group that supports multiple complex infrastructure systems, documentation and knowledge distribution is a critical success factor in sustainable service delivery. PROVIDE INFRASTRUCTURE SUPPORT The Site Operations team is responsible for the efficient functioning of infrastructure services, such as: outside and inside plant cable, data center management, moves/adds/changes and network expansion and improvement. RISKS & CONTINGENCY PLANS Current challenges are meeting Travis County department deadlines for construction projects, etc., as well as working to restore services in the event of failure due to natural and man-made causes. The team has in place cable specifications that exceed current BICSI standards to mitigate cable failures. The growth of Travis County increases the challenges of mitigating risk and completing future construction projects. COLLABORATIONS AND PARTNERSHIPS For constructions projects, the Site Operations team works directly with all Travis County departments and vendors to provide support networking services, data centers, moves/adds/changes. These partnerships ensure construction projects are completed on time and functional for Travis County and users. The team and Travis County are partners with the Greater Austin-Area Telecommunications Network (GAATN). This collaboration plays a vital role in the County’s outside fiber plant to ensure access at any time and from any location to Travis County’s data center resources. UNIFIED COMMUNICATIONS SERVICES The Unified Communications team provides the following services: ♦ Telephone call recording ♦ Voicemail to email ♦ Voicemail transcription ♦ Auto attendant menus ♦ Telephony statistics and reporting ♦ Call center management ♦ Call center statistics and reporting ♦ Faxing (Analog and IP) ♦ Building, area, and group paging ♦ WebEx video conferencing ♦ E911 services for Travis County sites Page | 224 Page 977 of 1087 KEY INITIATIVES EXPLORE CLOUD CALLING SERVICES The team will assess cloud calling services in FY 2025 to determine viability including calling, contact centers, call recording, and other services to improve overall performance and new functionality. PROVIDE OPERATIONAL SUPPORT Unified Communications has the responsibility for the operational support of the underpinning EIS infrastructure used to provide services to all customers. As part of a group that supports multiple complex infrastructure systems, documentation and knowledge distribution are critical success factors in sustainable service delivery. RISKS & CONTINGENCY PLANS Current risks include keeping our on-prem environment up to date to mitigate security risks. As Travis County continues to grow, additional challenges are presented with how to scale our telephony services to meet the needs of not only our end users, but also Travis County constituents. COLLABORATIONS AND PARTNERSHIPS The Unified Communications team works directly with all Travis County departments and vendors to ensure telephone and call center functionality are available 24/7. Page | 225 Page 978 of 1087 PROJECT MANAGEMENT OFFICE CORE PRIORITIES The Project Management Office (PMO) will focus on the following core priorities through FY 2025. First, to enable Travis County departments to become trusted and well-run, the team will be using good project management practices on all technology projects. Second, the team will champion projects that impact public safety, public health, and those who are most vulnerable. SERVICES ♦ The Project Intake Team improves project outcomes through thoughtful business analysis, project evaluation, and process and document standardization. ♦ The Project Management Team manages centralized technology projects, using an enterprise project platform, by coordinating schedules, managing resources, and controlling costs. ♦ The Portfolio Team oversees the technology project portfolio by analyzing current or proposed projects based on PMO’s core priorities. KEY INITATIVES PROVIDE TIMELY, VALUABLE INFORMATION TO STAKEHOLDERS AND COUNTY LEADERSHIP Continue to improve the reporting tool that was implemented in FY 2024 to provide better visibility into project status, execution, risks, and issues, along with developing a standardized timeline for status reports. Custom reports will also be built for external departments such as TCSO. IMPROVE VISIBILITY FOR RESOURCE AND BUDGET FORECASTING Project managers will create a roadmap for each project to enable better planning, coordination, and decision-making. Reviewing the roadmap with project stakeholders and leadership on a bi-monthly basis will serve as a valuable tool for alignment, managing expectations, and achieving project objectives. RECORDS MANAGEMENT SYSTEM /JAIL MANAGEMENT SYSTEM PROJECT The RMS/JMS project will replace the existing legacy Tiburon system with a modern, enterprise application. The new replacement system will provide more efficient public safety services to Travis County residents by streamlining record entry, decreasing manual processes, and interfacing with newer technical systems. Vendor selection should be completed in late FY 2024 or early FY 2025. Planning and configuration phases of the project will begin in FY 2025, along with cleanup and preparation of the current Tiburon data. Page | 226 Page 979 of 1087 ELECTRONIC HEALTH RECORD PROJECT The County is reviewing the future of the Electronic Health Records (EHR) Management system, currently NexGen Healthcare. The new EHR information system is expected to improve collaboration and information sharing between multiple participating departments within the Sheriff’s Office and external entities. The new system will provide the ability for different departments to access and share patient data in real-time, streamlining communication and coordination of care across the organization. The project completed the RFI phase in FY 2025 and will enter the RFP Phase in FY 2025. A vendor will be chosen by late FY 2025. COUNSEL AT FIRST APPEARANCE (CAFA) This is a new program the County is implementing from scratch including the team, workflows, and digital capabilities. The solution will provide video and audio functions to allow attorneys the ability to meet with their client. It will be compliant with jail and Americans Disability Act (ADA) standards. RISKS & CONTINGENCY PLANS The team will continue to focus on a plan that includes funding future staffing needs through project- specific budgets (contract staffing) and continuing to prioritize their work in line with County strategic goals. COLLABORATIONS AND PARTNERSHIPS The Portfolio Manager creates partnerships with key departmental personnel. Together they develop a strategic technology roadmap, providing the Court with greater visibility into new initiatives. Seven strategic roadmaps exist with plans of adding an additional three this fiscal year. The Intake Team works together with the Project Governance Committee to prioritize all initiatives, helping to develop a list of the most important County projects. PMO has forged a strong partnership with Enterprise Application Services, where the Project Manager acts as scrum master and works on important development projects, including the redesign of the Travis County website. Page | 227 Page 980 of 1087 RECORDS MANAGEMENT OFFICE CORE PRIORITIES The Records Management office will contribute significantly to making the County well-run and trusted to both residents and stakeholders by embracing digitization to ensure information is easily accessed. This division will continue to empower the County with knowledge and foster community pride by preserving the County’s heritage by acquiring and digitizing historical records and artifacts. The Records Management Office will transition from traditional processes reliant on extensive paper and microfilm-based repositories to a dynamic and modernized digital environment. SERVICES ♦ The Archives Team plans the annual History Day, an event that celebrates the rich history of the county. They are also responsible for maintaining and growing the County’s digital archives. ♦ The Document Imaging Team continues to convert departments’ paper-based documents into digital documents. ♦ The Support Services Team delivers County-wide mail and packages along with offering complete printing services. KEY INTIATIVES SEEK NEW OPPORTUNITIES FOR THE DIGITIZATION PROGRAM Records Management continues to seek opportunities with Travis County departments to transform paper documents into digital documents, providing easier access and maintaining departmental information. UPGRADE DIGITAL ARCHIVE SOLUTION Archival digital records are currently being maintained within a digital archive solution where storage is limited and does not allow for future growth. If funds become available in FY 2025, Records Management hopes to transition to an upgraded solution that offers increased storage capabilities, functionality, and expansion for long-term preservation for historical records. PRESERVE TRAVIS COUNTY RECORDS Many records produced by Travis County have permanent retention and/or historical information and must be preserved to retain the County’s past. Records Management works closely with other departments and agencies to acquire, protect, and digitize these artifacts to ensure accessibility for everyone. COLLABORATIONS AND PARTNERSHIPS Records Management regularly collaborates and communicates with many County departments and organizations. They partner with the Texas State Library and Archives Commission and other local Archives to ensure they are adopting best practices, along with keeping updated with ever-changing industry standards. The Archives Team is currently planning a new exhibit space at 700 Lavaca Corridor of Art in collaboration with Austin Friends of Folk Art. Additionally, this team will present the 17th annual History Day event and exhibit opening in November 2024, which will feature the Courthouses of Travis County. Page | 228 Page 981 of 1087 FY 2025 BUDGET STANDARD & CONTINUING REQUESTS REQUESTED / APPROVED REQUEST DESCRIPTION End-of-Life Hardware – Funds to replace both equipment and $4,675,999 infrastructure that are outdated and no longer supported. Central Computer Replacements – Funds to replace outdated $3,925,180 hardware and to equip new FTEs with the necessary technology. Maintenance Agreements/SaaS/Contracted Increases – Funds that $3,052,897 provide software and hardware to broadly support County operations. Upgrade Security System – Funds to upgrade the County’s security $2,750,000 camera system. Server, Storage, and Network Growth – Funds to support the growth $1,620,000 of County IT, including storage, networking power, and backup capabilities. Travis County Correctional Complex – Funds for improving fiber optic $1,085,000 cabling, copper cabling, and telecommunications infrastructure. Cabling and Infrastructure Expansion – Funds for installation, $810,000 maintenance, and improvement of the infrastructure that allows County employees to stay connected. Archives Storage - Funds to purchase shelving units to enhance the $200,000 storage capacity, which otherwise would run out of available space. Copier Leases – Funds for new copier leases for departments moving $54,069 into the Civil and Family Courts facility. Travel & Training – Funds for ITS travel and training. These funds have $49,365 been restored from the FY 2021 budget cuts. Page | 229 Page 982 of 1087 COUNTY IT REQUESTS REQUESTED / REQUEST DESCRIPTION APPROVED Web Accessibility & Improvements Project – An increase in operating resources to hire contractors to continue the Web Accessibility and $1,279,982 Improvements project and an additional FTE to support this ongoing work Law Enforcement Enterprise Camera System – Funds for implementing $1,127,838 the fourth phase of this project, which keeps Travis County ahead of regulatory requirements such as House Bill 579. HHS Enterprise Client Management System Phase IV – Funds for the $890,471 fourth phase of the implementation for this system. IT Service Management Platform – Funds to continue the transition to $678,000 a new IT Service Management (ITSM) solution. HUMAN CAPTIAL REQUESTS REQUESTED / REQUEST DESCRIPTION APPROVED Law Enforcement RMS/JMS Staffing – Funds for the second year of five $660,903 SPWs (3 Business Analysts / 2 Project Managers) to support the County- wide RMS/JMS projects. Law Enforcement Electronic Records (EHR) Staffing – Funds to $395,200 continue contractors to support the HER project. $285,636 Law Enforcement RMS/JMS Staffing – Funds for two new SPW (2 System Analyst Seniors) to support the County-wide RMS/JMS projects. PMO Staffing – Funds to reclassify two Special Project Workers (SPW) to $271,110 FTEs to assist with the increase of IT projects. Counsel at First Appearance (CAFA) Staffing - Funds for one new SPW $148,812 (Business Analyst III) to support the County-wide CAFA project. Page | 230 Page 983 of 1087 RESERVES REQUESTED / ACCEPTED REQUEST DESCRIPTION Integrated Justice System Reserve – Funds reserved for projects associated $14,656,485 with the new Integrated Justice System (IJS). PCI Payment System - Funds to assist the Tax Office in acquiring a compliant $734,000 system for accepting credit cards. Network Analytics Tool – Earmarked from Allocated Reserves to purchase $500,000 a tool that will monitor the network traffic in Travis County, identify baselines of normal operation, and notify of any anomalies. Privileged Access Management (PAM) – Earmarked from Allocated $350,000 Reserves to purchase a privilege access management tool to prevent the unwanted escalation of access by a malicious attacker to any County endpoint. $282,130 Network Segmentation – Earmarked from Capital Acquisition Resources (CAR) Reserves to continue to fund the network segmentation project. Printer Replacement – Earmarked from Allocated Reserves to replace up to $200,000 250 County-wide printers that are old and will not work on Windows 11 platform. $150,000 Postage – Funds for increased postage requirements. DocuSign – Funds reserved in anticipation of an increase in DocuSign annual $150,000 renewal. Asset Management Solution – Funds to purchase an asset management $200,000 solution. Page | 231 Page 984 of 1087 LOOKING AHEAD As ITS moves forward, it is essential to maintain a steadfast commitment to the department’s core principles, which include continued support for valued business partners and residents. Success has always been built upon strong partnerships and the trust of the community. The team remains dedicated to enhancing the quality of life for residents, ensuring services meet their evolving needs and expectations. One of the key drivers of future success is implementing a new ITSM platform. This solution will integrate a wide range of functionalities, including automated ticketing, real-time performance monitoring, and streamlined incident management. With advanced analytics and reporting features, the system will provide actionable insights to proactively address issues before they escalate. This transition represents a significant step forward in ITS’ commitment to providing top-notch IT services while embracing innovation to meet the evolving needs of the County. Another key driver will be the strategic integration of artificial intelligence (AI). AI has the potential to transform operations, making services more efficient, responsive, and personalized. Whether it's streamlining administrative processes, optimizing resource allocation, or improving customer service, AI will play a pivotal role in efforts to provide meaningful outcomes for partners and residents. Furthermore, there is a commitment to comprehensively digitizing services. This involves leveraging technology and designing solutions that are accessible and user-friendly. Digitization will not only improve the ease of doing business but also improve the ability to collect and analyze data, enabling data-driven decisions that benefit stakeholders. Investing in employees remains a top priority. The workforce is our most asset, and their skills and dedication drive success. Continued investment in training and development ensure that the team is equipped with the latest knowledge and tools. A well-trained and motivated workforce is essential for delivering outstanding services and innovative outcomes. Page | 232 Page 985 of 1087 Page | 233 Page 986 of 1087 Table of Contents THE OFFICE OF SECURITY & PROTECTION ......................................................................... 235 MISSION ........................................................................................................................... 235 VISION .............................................................................................................................. 235 GUIDING VALUES .............................................................................................................. 235 EXECUTIVE PROTECTION UNIT .......................................................................................... 236 CORE PRIORITIES .......................................................................................................... 236 SERVICES ...................................................................................................................... 236 KEY INITIATIVES ............................................................................................................. 236 COLLABORATIONS AND PARTNERSHIPS ........................................................................ 236 PHYSICAL SECURITY OPERATIONS .................................................................................... 237 CORE PRIORITIES .......................................................................................................... 237 KEY INITIATIVES ............................................................................................................. 237 ELECTRONIC SECURITY SERVICES .................................................................................... 237 CORE PRIORITIES .......................................................................................................... 237 SERVICES ...................................................................................................................... 238 KEY INITIATIVES ............................................................................................................. 238 COLLABORATIONS AND PARTNERSHIPS ........................................................................ 238 SECURITY OPERATIONS CENTER ....................................................................................... 238 CORE PRIORITIES .......................................................................................................... 239 SERVICES ...................................................................................................................... 239 KEY INITIATIVES ............................................................................................................. 239 COLLABORATIONS AND PARTNERSHIPS ........................................................................ 239 PARKING ENFORCEMENT SECTION ................................................................................... 240 CORE PRIORITIES .......................................................................................................... 240 SERVICES ...................................................................................................................... 240 KEY INITIATIVES ............................................................................................................. 240 COLLABORATIONS AND PARTNERSHIPS ........................................................................ 240 LOCK & KEY ....................................................................................................................... 241 CORE PRIORITIES .......................................................................................................... 241 SERVICES ...................................................................................................................... 241 KEY INITIATIVES ............................................................................................................. 241 COLLABORATIONS AND PARTNERSHIPS ........................................................................ 241 FY 2025 BUDGET ............................................................................................................242 LOOKING AHEAD ...........................................................................................................244 Page | 234 Page 987 of 1087 THE OFFICE OF SECURITY & PROTECTION On April 9, 2024, Commissioners Court approved the creation of the Office of Security & Protection to consolidate the County’s physical security and other related functions. The design of this Office transforms the current Travis County Safety and Security programs into a complete and comprehensive security framework that is managed under one umbrella. Departments transitioning to this Office focus on performance measures and services more aligned with their primary mission. Establishing this domain further expands the capacity to assess and mitigate risks and provide strategic direction to addressing vulnerabilities, risks, and threats to Travis County personnel and assets. The Office includes additional security services to ensure that Travis County’s mission, vision, and goals are achieved safely and securely. MISSION The mission of the Office of Security & Protection (OSP) is to support the mission of Travis County by providing a safe and secure working environment using personnel, processes, intelligence, and technology to protect and secure Travis County officials, employees, facilities, and events. VISION The vision of the Office of Security & Protection (OSP) is to become a recognized leader in safety, security, and protection services by demonstrating professionalism, excellence, and exceeding customer expectations. GUIDING VALUES Safety: We will strive to provide a safe and secure working environment for all Travis County personnel, visitors, and patrons of our properties. Accountability & Trust: We will maintain accountability, trust, and support from our community by accepting full responsibility for our actions, meeting and/or exceeding expectations, and earning their trust. Integrity: All OSP personnel will be held to the highest ethical standards. Equity: We value and respect individual differences, equitable practices, and inclusion to create a welcoming safety and security environment. Page | 235 Page 988 of 1087 EXECUTIVE PROTECTION UNIT CORE PRIORITIES The Executive Protection Unit is responsible for the protection of Travis County executive elected officials and when directed by the Commissioners Court, may provide protective services to other Travis County elected officials based on risk and threat assessments. The Executive Protection Unit also provides, as directed, protective services to visiting dignitaries on official business. This includes advance security assessments, safe and secure transportation, protection at designated venues, and collaboration with law enforcement, and other services as required. SERVICES The Executive Protection Unit provides the following services: • Physical protection and security • Risk and threat assessments • Open-source Intelligence monitoring, assessment, evaluation, and dissemination KEY INITIATIVES BUILD & CULTIVATE TEAM Establish the Executive Protection and Intelligence functions by recruiting, hiring, and training a talented team of executive protection and intelligence professionals. Procure the equipment, technology, tools, and materials necessary to support the Executive Protection and Intelligence Teams. DEVELOP A FRAMEWORK Create Executive Protection and Intelligence Standard Operating Procedures (SOP’s), policies, and protocols. ESTABLISH PARTNERSHIPS & COLLABORATIONS Collaborate with local, state, and federal law enforcement and security organizations to enhance information sharing, risk identification, and threat mitigation strategies. COLLABORATIONS AND PARTNERSHIPS The Executive Protective Unit plays a critical role in ensuring the safety of elected officials and key personnel. The Unit partners with local law enforcement to align safety protocols, enhance situational awareness, and improve response capabilities. Additionally, it coordinates with local, state, and federal law enforcement, security organizations, as well as emergency management teams, to create a unified security approach and effective incident management during public engagements. Collaborating with the County Attorney and the Public Information office helps the Unit navigate complex security and public relations challenges. Collectively, these partnerships enable the Executive Protective Unit to safeguard elected officials and ensure that protective measures are in place to mitigate threats to their safety. Page | 236 Page 989 of 1087 PHYSICAL SECURITY OPERATIONS CORE PRIORITIES The Physical Security Operations division is dedicated to ensuring the safety and security of Travis County’s people, property, equipment, and assets through the most effective and efficient methods available. Additionally, the division conducts vulnerability, risk, and threat assessments to enhance overall security. They perform these essential functions through four distinct teams: Electronic Security Services, Security Operations Center, Parking Enforcement Section, and Lock and Key. KEY INITIATIVES GARAGE SECURITY CAMERAS Install security cameras at 700 Lavaca Parking garage to establish effective surveillance measures and enhance safety for County personnel and visitors. ANTI-CLIMB FENCING Construct security anti-climb fencing around a key facility to enhance security and restrict unauthorized access. THREAT/RISK ASSESSMENT Conduct an in-depth threat assessment of each Travis County facility to identify the necessary security measures required at each location. ELECTRONIC SECURITY SERVICES CORE PRIORITIES The Electronic Security Services (ESS) team safeguard the County’s assets, both physical and digital, by implementing and maintaining robust access control systems. The team is committed to protect sensitive information and critical infrastructure from unauthorized access. Their goal is to build a secure environment that instills confidence among employees, partners, and clients to foster trust. Page | 237 Page 990 of 1087 ESS strive for continuous improvement by regularly updating and reviewing our systems and policies to address emerging threats and technological advancements. SERVICES The Electronic Security team provides the following services: • Ensuring that only authorized individuals can access certain areas or information • Continuously monitoring access to detect and respond to unauthorized attempts • Educating employees about the importance of access control and how to follow the established procedures KEY INITIATIVES COUNTY-WIDE ID/ACCESS CARD POLICY Establish standardized procedures for the issuance and management of identification and access cards for all County employees and authorized personnel. The initiative will enhance security, streamline access to County facilities, and ensure that only authorized individuals can enter restricted areas. NEW ID/ACCESS CARD OFFICE As part of the County-Wide ID/Access Card Policy, new ID/Access cards will be issued at 5501 Airport Boulevard, with a customer-friendly access experience. This initiative will further enhance security while providing convenient access for all authorized personnel and visitors. INTEGRATE TRAVIS COUNTY PARKS ONTO THE SECURITY PLATFORM Deploy security infrastructure in all county parks including the installation of cameras, card readers, and physical keys. This upgrade will enhance safety and accessibility across the parks, ensuring a secure environment for both visitors and staff. COLLABORATIONS AND PARTNERSHIPS The ESS team collaborates with ITS and facilities management to integrate security measures into existing infrastructure. They also work with legal and compliance departments to ensure regulatory compliance and raised organizational security awareness through educational workshops and information sharing. External partnerships with technology providers and local law enforcement introduce the latest innovations and promote proactive measures. SECURITY OPERATIONS CENTER Page | 238 Page 991 of 1087 CORE PRIORITIES Operating a 365/24/7 Security Operations Center (SOC) demands a relentless commitment to safeguarding assets, personnel, and information across various environments. This team also upholds the safety and continuity of operations, making the SOC a vital component of Travis County’s security strategy. Our staff is well-trained, adaptable, and capable of making critical decisions under pressure which ensures immediate detection and response to potential threats, unauthorized access, or suspicious activities. SERVICES The SOC team provides the following services: ♦ Continuous monitoring of security systems, including alarms, surveillance cameras, and access control mechanisms ♦ Manage and disseminate information rapidly and accurately, ensuring that all relevant parties are informed and that actions are taken to mitigate risks effectively ♦ Analyze real-time data from multiple sources, coordinate responses with on-ground security teams, and escalate issues to law enforcement or emergency services when necessary ♦ Support incident management and crisis response by maintaining detailed logs of all security-related activities, preparing incident reports, and conducting after-action reviews to improve protocols and response times KEY INITIATIVES NEW DISPATCH AND REPORT MANAGEMENT SYSTEM Implement a centralized system designed to track and manage dispatch activities effectively while enabling streamlined report generation for improved operational efficiency. INTEGRATE ALL TRAVIS COUNTY PARKS INTO SECURITY OPERATIONS CENTER MONITORING Incorporate all County parks into the security monitoring system to create a unified view, enhance response times and facilitate comprehensive, proactive management of security concerns. COLLABORATIONS AND PARTNERSHIPS Partnering with local law enforcement provides SOC real-time intelligence for swift threat response, while collaboration with technology teams offers advanced tools for improved surveillance and incident management. SOC also engages with local businesses and community organizations to raise security awareness and gather valuable insights. Together, these efforts strengthen operational resilience and ensure a safe environment. Page | 239 Page 992 of 1087 PARKING ENFORCEMENT SECTION CORE PRIORITIES The Parking Enforcement Section (PES) manages and enforces parking policies and space utilization. PES manages the County’s five parking garages, seven flat-lots, and two contracted electric charging spaces, which include over 3,500 parking spaces. Additionally, PES provides site-specific parking and traffic management support at additional sites. SERVICES The Parking Enforcement team provides the following services: ♦ Patrolling parking facilities to aid in crime prevention ♦ Enforcing parking regulations, checking for unauthorized vehicles, issuing warning citations and towing of unauthorized vehicles as needed ♦ Additional support and participation in any special events or assignments elsewhere in the County KEY INITIATIVES IMPLEMENT PARKING MANAGEMENT SYSTEM Introduce a parking management system designed to manage access, improve traffic flow, and ensure maximum availability and efficient use across the County. STREAMLINE EXISTING PARKING RULES Enhance clarity and compliance for all users. Simplify regulations and eliminate redundancies to create a more efficient parking experience for County personnel and visitors alike. COLLABORATIONS AND PARTNERSHIPS PES collaborates with county officials and transportation agencies to align strategies with broader urban transportation objectives, ensure compliance, and support efficient traffic flow. Engaging with community organizations promotes transparency and trust, enabling the team to collect valuable feedback that can inform policy development. Jointly, these partnerships create a compliance- focused and structured parking environment. Page | 240 Page 993 of 1087 LOCK & KEY CORE PRIORITIES The Lock & Key team serves as the first line of protection for every single Travis County property. They manage and oversee the key-control management system for newly built facilities, as well as established long-term facilities that utilize cylinder locking systems. This small, but mighty, team of two employees, manages over 30,000 locks throughout the County. SERVICES The Lock & Key team provides the following services: ♦ Fix and maintain locks and cut keys ♦ Manage different keyways and padlocks ♦ Repair and maintain all types of doors, door closers, exit devices, panic hardware, electronic gates, and other related hardware KEY INITIATIVES COUNTYWIDE KEY CONTROL POLICY Continue to manage and oversee the key-control management system for newly built facilities, as well as, established long-term facilities that utilize cylinder locking systems. IMPLEMENT TWO NEW CUSTOM LOCKSMITH VANS Two custom-built locksmith vans will be fully equipped for fieldwork, offering flexible on-site locksmith solutions, faster response times and improved customer service. COLLABORATIONS AND PARTNERSHIPS The Lock & Key team coordinates internally with ITS and facilities management to ensure integration of all locking systems with building security protocols and technology. Externally, the team collaborates with vendors to ensure seamless integration and continuity of services. Page | 241 Page 994 of 1087 FY 2025 BUDGET OPERATING REQUESTS REQUESTED / APPROVED REQUEST DESCRIPTION Security Office & Personnel – This funding establishes the Security $1,831,045 Office and Executive Protection Unit. This includes funding for 5 new FTEs, and associated security software, vehicles and radios. Electronic Security Open Maintenance – Funds to support Preferred $125,000 Technologies maintenance needs. Ongoing Expenses – Funds to maintain electronic security equipment $125,000 and services. Equipment Replacement – Funds to purchase replacement security $115,000 scanning equipment and take over the maintenance contract for security scanning equipment. Security Division Operating Fund Increase – Funds to cover increased $100,000 costs of security items, uniforms, and locksmithing. Security Screening Machines – Funds for continued contracted $15,000 maintenance services for various screening equipment throughout Travis County. $ 2,712 Radio Equipment – Funds for radio equipment. HUMAN CAPITAL REQUESTS REQUESTED / APPROVED REQUEST DESCRIPTION Security Guard – Funds for one FTE to provide security services to the $77,393 East Rural Health Clinic in Manor, Texas. Security Coordinator – Funds for one night shift FTE to the Security $76,369 Operations Center. Page | 242 Page 995 of 1087CAPITAL REQUESTS REQUESTED / APPROVED REQUEST DESCRIPTION Parking Garages – Funds to provide additional cameras in parking $500,000 garages. Emergency Security Radios – Funds to add two-way radios for $220,000 additional communication resources to the Security Division. 700 Lavaca – Funds for Phase II of the Digital Console for Security $180,000 Operations Center (SOC). RESERVES REQUESTED / APPROVED REQUEST DESCRIPTION Physical Security Implementation Phase IV – Funds to address $400,000 findings that will improve the physical security of Travis County. Page | 243 Page 996 of 1087 LOOKING AHEAD This fiscal year promises to be a dynamic period for Office ofSecurity and Protection, filled with both exciting opportunities and inevitable challenges. As the team establishes itself, there will be ample room for growth, innovation, and the chance to implement fresh strategies that align with the County’s goals. However, navigating the complexities of the department’s early stages will require adaptability, collaboration, and problem-solving. With the right mindset and approach, these challenges will transform into valuable learning experiences, paving the way for long-term success. As we move forward into this pivotal year, OSP’s ability to leverage its strengths and embrace a forward-thinking mindset will be key to overcoming obstacles and capitalizing on emerging opportunities. By fostering a culture of collaboration, continuous improvement, and resilience, the team is well-positioned to make a meaningful impact. Together, OSP and the County can navigate the road ahead and set a strong foundation for future achievements. Page | 244 Page 997 of 1087 TRANSPORTATION AND NATURAL RESOURCES WORK PLAN FY 2025 Page | 245 Page 998 of 1087 TRANSPORTATION AND NATURAL RESOURCES EXECUTIVE SUMMARY FY 2024 ACCOMPLISHMENTS Promote economic well-being and racial, ethnic, and economic equity • Continuing support of the County’s economic development agreements and Public Improvement Districts Provide services that support people’s physical and mental health • Continued to support the Travis County Parks Foundation who launched the TCPF Night Sky Program to build on programming at Reimers Observatory, hosted free public programs in our parks ranging from soccer clinics with the 4ATX Foundation to therapeutic hikes with Vet Rec Outdoors to a free concert with Los Texmaniacs and Flaco Jimenez at the annual For the Love of Parks celebration • Acquisition and conservation of over 2,200 acres of park land using 2023 Bond funds. • Managed and hosted Total Solar Eclipse events at various TC Parks (April 2024) Provide services that support the safety of people in the community • Completed four(4) of prescribed burns and seven (7) fuel reduction projects • Continued work on study to develop mitigation alternatives to flood prone areas in the Onion Creek, Maha Creek, and Plum Creek watersheds, as well as alternatives for low water crossings • Continued enforcement of development regulations to address health and safety concerns (750 development-related complaints, 423 site investigations) Achieve environmental sustainability and prepare for major climate disruption • Established a partnership with the Lower Colorado River Authority (LCRA) to contribute water quality data to the TCEQ-administered Clean Rivers Program • Coordinated the First Annual Spring Clean for eastern Travis County parks Assure that mobility is timely, predictable, and safe • 2023 Bond Program – 8 projects in design/design procurement • Continued progress on 2017 Bond program. Be a trusted and well-run County • Continued process improvements in Development Services including: o Enhancements to My Government Online for development applications o The launch of OnBase2 system that allows digital access to public records, o Improvements to the fuel management system o Expanded use of Docusign for faster routing and execution of critical or time-sensitive documents Protect and provide opportunities for the most vulnerable and underrepresented • Received Design Excellence award from Texas Recreation and Park Society (TRAPS) for the Mosasaur All Abilities playground at Southeast Metropolitan Park. • Hosted National Gay Flag Football tournament November 1-3, 2024, at Northeast Metropolitan Park, with 88 teams participating from around the world. • Completed revitalization of Historic Cabin at East Metro Park. Page | 246 Page 999 of 1087 FY 2025 ACTION PLAN Promote economic well-being and racial, ethnic, and economic equity • Continuing support of the County’s economic development agreements and Public Improvement Districts. Provide services that support people’s physical and mental • Develop Parks Comprehensive Plan to include park operations, historical and cultural exhibits, land management and public safety components. • Continued work on major park projects including the Onion Creek Greenway, Arkansas Bend cabin sites, Bee Creek Sports Complex Phase 2. • Continued work on Balcones Canyonland Preserve Visitor Center – finish design and start construction. Provide services that support the safety of people in the community • Ongoing planning and response to emergencies and weather events. • Conduct 12-24 prescribed burn/fuel reduction projects over 500 – 1,000 acres. • Park security comprehensive planning and system upgrades. Achieve environmental sustainability and prepare for major climate disruption • Further development of water quality program, including testing of various County waterways, gathering baseline data for areas under development, and creating a public educational program. • Continued electrification of County fleet and expansion of supporting infrastructure. Assure that mobility is timely, predictable, and safe • Continued work on 2023 Bond – transportation projects, substandard road improvements, and active transportation projects. • CAMPO 2025 Long Range Transportation Plan Update (by May 2025). • Continue work on update of Travis County Transportation Blueprint, including potential active transportation opportunities. Be a trusted and well-run County • Continued work on revamping development review process and technology improvements, including greater self-service features for the development community and the public. • Ongoing efforts to recruit high-quality talent, reduce hiring times, and provide training opportunities to enhance communication and accountability for all employees. • Continued emphasis on working with Purchasing to reduce procurement time, particularly on capital projects. Protect and provide opportunities for the most vulnerable and underrepresented • Continue to work on solid waste disposal options across the County. • Launch water availability study. • Water infrastructure projects in partnership with water utilities. • Continued transit services/options for residents in the unincorporated area. Page | 247 Page 1000 of 1087 MISSION & STRATEGIC GOALS Originally created in 1987 as the Public Improvements Transportation Department (PITD), today’s Transportation and Natural Resources Department (TNR) is responsible for several functions and programs throughout the County. The mission of TNR is to provide the citizens living in the unincorporated areas of Travis County with comprehensive transportation, natural resources management, and public service systems to promote public safety, health and welfare in compliance with Texas laws and mandates of the Travis County Commissioners Court. The strategic goals that support TNR’s mission and the County’s goals and guiding principles are: GOALS TNR provides a variety of services and programs that support Travis County’s strategic goals: Promote economic well-being and racial, ethnic, and economic equity. o TNR: Support the County’s economic development initiatives. Provide services that support people’s physical and mental health. o TNR: Provide a sustainable system of signature parks and nature preserves. Provide services that support the safety of people in the community. o TNR: Provide public safety in County parks, and assisting other agencies as needed. o TNR: Provide roadway support and maintenance during extreme weather events. o Achieve environmental sustainability and prepare for major climate disruption. o TNR: Protect persons and property from storm water flooding; and other natural events. o TNR: Protect the quality of the natural environment (including monitoring programs, conservation easements, nature preserves). o TNR: Educate the public on preparation for the impacts of major environmental shifts and disruptions, and ways to reduce their carbon footprint. Assure that mobility is timely, predictable, and safe. o TNR: Provide a cost-effective, efficient and safe transportation system. Be a trusted and well-run County. o TNR: Manage and maintain a county fleet of vehicles and county equipment. o TNR: Enhance the effectiveness and efficiency of TNR by improved leadership and management practices. o TNR: Collaborate with all local public entities within the county and other local, state and federal regional partners to maximize the effectiveness and efficiency of County services. Protect and provide opportunities for the most vulnerable and underrepresented. o TNR: Coordinate and assist with transit solutions to unincorporated areas. Page | 248 Page 1001 of 1087 DEPARTMENTAL HISTORY ORGANIZATIONAL CHART Page | 249 Page 1002 of 1087 PERFORMANCE PLANNING & MANAGEMENT TNR has a very diverse workforce, with over 500 employees and 50+ temporary employees. TNR personnel are also spread geographically throughout the County, at locations including two road maintenance offices (East and West), 30 parks, Balcones Canyonland Preserve (BCP) offices, and at the County Administration Building in downtown Austin. Additionally, the various programs in TNR routinely work cross-functionally towards shared goals and initiatives. Mobility and accessibility, for example involve Development Services (both Long Range Planning and Development Review), Public Works (CIP, Traffic Engineering, and Road Maintenance) and staff in our Environmental Quality program. Another example is environmental and natural resource stewardship which is carried out in Parks Land Management, BCP Management, Environmental Quality, and Floodplain Management. And underlying all the operations are shared management and support functions including Real Estate, Fleet Services, TNR-Human Resources, Safety, Records, and Finance. By integrating these operations, TNR can efficiently deliver services to the public. As part of the County’s Adaptive Workplace initiative, TNR participated in a pilot-program to test out various scenarios and activities across our divisions. TNR will continue to work to provide flexibility to staff while ensuring our service delivery meets the needs of our constituents. The following table depicts TNR’s Core Services and their alignment to County Goals. Page | 250 Page 1003 of 1087 ACHIEVEMENTS TNR’s major highlights for FY 2024 are listed below. More detail and other accomplishments are discussed in each Division Section. • Acquisition and conservation of over 2,200 acres of park land using 2023 Bond funds. • Managed and hosted Total Solar Eclipse events at various TC Parks (April 2024). • 2023 Bond transportation projects – 8 in design phase. • Received Design Excellence award from Texas Recreation and Park Society (TRAPS) for the Mosasaur All Abilities playground at Southeast Metropolitan Park. • Hosted National Gay Flag Football tournament November 1-3, 2024, at Northeast Metropolitan Park, with 88 teams participating from around the world. • Completed revitalization of Historic Cabin at East Metro Park. • Additional process and system improvements to development review and permitting. HURDLES AND CHALLENGES There were several challenges encountered in FY 2024 and continue to have an impact on our operations. Global supply chain issues continue to increase prices and contribute to longer lead times. These conditions have affected our capital improvement project construction costs, materials and supplies for road maintenance and park operations and prices for fleet replacement vehicles and equipment. Prices for real estate have cooled slightly but remain at historic highs. Therefore, the County can anticipate continuing funding challenges and/or shortfalls for capital projects, land acquisitions, vehicle purchases, and materials. The effects of climate change present multiple challenges across all divisions of TNR. Severe and extended drought conditions continue to highlight concerns about water availability and the ability for water utilities to meet the growth in demand that is evident in the heavy volume of development applications. Drought also affects the ability to plant and sustain trees and other vegetation, creating potential for wildfire throughout the County – including in County parks and preserves. Climate change also results in in multiple weather events that will affect TNR operations – drought, winter storms, floods, etc. TNR will continue to respond accordingly to ensure critical roads are passable, particularly for first responders. Road Maintenance will continue to utilize their after-hours response staff as needed. Parks has also created response teams for significant events to ensure preventive protective measures are taken, as well inspect for damage during and after an event. We anticipate additional debris management scenarios that we experienced last year with Winter Storm Mara. The Texas Legislature is in session in 2025. TNR has already begun reviewing bills and monitoring any actions that could impact operations. As the session progresses, we will need to start conversation on addressing those changes. We also anticipate some of the changes will have fiscal impact for the County. Lastly, TNR expects to be impacted by continuing employee turnover, particularly due to retirements. We will continue efforts on recruiting high-quality talent, and work on knowledge transfer. We have made good progress in reducing our posting-to-hire turnaround times. However, we will be challenged to fill critical management and skilled/professional positions due to compensation constraints. Page | 251 Page 1004 of 1087 PUBLIC WORKS PROGRAM GOALS Road Maintenance Provide a cost-effective, efficient, and safe transportation system on County roads and rights-of- ways that have been accepted for maintenance in accordance with Commissioners Court mandate to: • Maintain the County road system to an average Pavement Index of 70% for all accepted road in Fair or Better condition and 75% for arterial and collector roads • Maintain non-regulator signs and regulatory signs meeting Texas Manual on Uniform Traffic Control Devices (TxMUTCD) for maintenance operations that conform • Disaster preparedness (planning, resources, and collaboration in place) to provide response to extreme weather conditions that affect public travel on roads accepted for maintenance such as flooding, winter weather, and storms with high winds that cause trees to fall into the road. In addition, R&B supports other public needs by helping for such things as bulk water distribution, logistics for wild fires, etc. Capital Improvements Program (CIP) • Responsible for development and implementation of capital improvement projects that include road, bridge, drainage, sidewalk/trail, park facility, and other public infrastructure projects. • Provide accurate land surveying services within the timeframe acceptable to customers Fleet Services • Establish an efficient and effective County Fleet Servies by providing a safe, reliable, economically sound transportation and related services that are responsive to the needs of customer groups ACHIEVEMENTS For FY 2024, Road and Bridge launched a career ladder which is providing an opportunity to develop and promote employees. The Road and Bridge Supervisors and Managers have worked diligently to create curriculum and assessment documents to ensure the success of the career ladder. Road and Bridge successfully promoted multiple employees due to the success of the career ladder. The Capital Improvement Program (CIP) kicked off the 2023 Bond Program in late FY 2024 with 8 projects already in Design or Design Procurement, and 2 in Parkland Acquisition. CTRMA has been assigned a portion of the 2023 Bond roadway projects with a single in-house Project Manager’s oversight. CIP continues to make progress finishing out the 2017 Bond program as well as the last remaining projects from the 2011 program. Both Purchasing and TNR have continued improving efficiencies in the procurement process to reduce time. A master schedule continues to track schedules and stages on all the remaining 2017 Bond projects as well as all 2023 Bond projects. Fleet Services has been able to make updates to the Fuel Management system and are now tracking and collecting data via Asset Works as well as tracking fuel consumption through Voyager. Fleet is in the process of getting EV charging stations in place and will be managing them through the Fuel Management system after the system is set up to allow the management of the EV chargers. Fleet Services continues to purchase hybrid and EV vehicles and will continue replacing the non-hybrid with either a Hybrid or EV units as they come up for replacement, including law enforcement when there is a Hybrid or EV option. Fleet is concentrating on the purchase of more electric-only vehicles Page | 252 Page 1005 of 1087 including Parks and FMD maintenance units and will continue buying more EV units as they become available. HURDLES AND CHALLENGES CIP continues to address options to remove capital improvement projects from the City of Austin’s ETJ and associated city permit requirements to reduce cost and schedule for the remaining 2017 Bond projects and future 2023 Bond projects. Removal from the Austin ETJ will reduce cost by an average of 50% and reduce schedule by an average of 32 months per project. The majority of the 2017 Bond projects are coming to the end of the design stage, which has identified multiple projects with right-of-way needs and possible utility conflicts. Furthermore, construction costs have increased significantly and have already triggered a handful of cost escalation requests. Construction estimates are also seeing a significant increase reflecting the quickly changing material and labor increases related to supply chain issues and inflation. CIP is anticipating increased construction bid prices in FY 2025. The number of miles maintained by Road and Bridge (R & B) continues to grow (to roughly 1,400 miles) and is expected to continue to increase. There is also a shift from rural road maintenance to include a more urban street setting, and therefore current equipment is no longer applicable. It will take time to transition equipment as it comes up for replacement to best suit the changing needs for roadway maintenance. Fleet Services continues to see cost increases on all vehicles across the board ranging from 6% to 30% depending on vehicle type. The availability of units has increased for all units except the Chevy Tahoe. This greater availability will help improve delivery times after purchase orders have been approved. Fleet can purchase more electric-only (EV) vehicles, though some of the manufactures have reduced production due to the lack of sales. Fleet continues to have charging infrastructure challenges, such as needing to place new electric panels or replace existing electric panels or transformers to meet the supply demand, getting charging station usage contracts in place, and working with multiple electric companies with differing requirements. PUBLIC WORKS – Road Maintenance SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Work Order Responding to call from the Road and Bridge continues to collaborate with the Response public on various issues relating Travis County Sheriff’s Office for high impact dumping to County roads and dead on Travis County roadways. animals along the roads. Roadway Programs include To increase productivity, 18-yard dump trucks are being Maintenance reconstruction, purchased. Operations have shifted to mill and overlay rehabilitation, surface to improve the safety of the roads. treatment, shoulder restoration, and patching Traffic Signs, barricades, and striping A new striping truck is being purchased. Drainage Two categories: Greater than Due to new development with enclosed drainage 500-man hours, and less than infrastructure, Road and Bridge is purchasing a closed- 500-man hours. circuit television (CCTV) van to help with line investigations and to accurately pinpoint repairs to drainage lines. Page | 253 Page 1006 of 1087 PUBLIC WORKS – Road Maintenance SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Right of Way Mowing and brush control of the A new chipper truck with a larger capacity has been Maintenance right of way along County roads. purchased for brush operations. Mowing restructured operations to increase productivity. Pedestrian Way Repair and installation of Will continue to make repairs and utilize funds Maintenance sidewalks to comply with the approved for contracted services for sidewalk repairs. ADA requirements. Sign Fabrication Maintenance of all regulatory Sign Fab implemented a service request system to signage along County Roads. increase efficiencies and meet goals. Pavement Conduct a digitized pavement A new survey is under solicitation and is scheduled to Condition Survey condition survey of the entire occur in 2025 with the results being used in the roadway network. planning of the 2026 work plan. PUBLIC WORKS – Road Maintenance MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Employee Division Development of Work Road and Bridge is evaluating the division to find more Development Force efficient and productive ways to improve and meet the needs of constituents. Work Order New Work Order System The new work order system has been implemented into System most programs. Continued issues with the mobile application still exist and staff is working with the vendor to resolve the problems. The vendor stated that the mobile application should be available in FY 2025. Obtaining accurate reports due to the software not meeting functional needs continue to exist. Employee Supervisor/Crew Leader Continuing ongoing training supported through TNR’s Development Accountability Human Resource Division to encourage and enhance leadership skills among front line leads/supervisors. Supervisors and Managers are becoming more involved in their operational needs and functions. PUBLIC WORKS – Road Maintenance LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Pavement Conduct a digitized pavement Every five years, a pavement condition survey is Condition Survey condition survey of the entire conducted. The next survey Is scheduled for 2025 with roadway network. the following study scheduled for 2030. Data in the Work Include all aspects (CIP The full functionality of the new work order system is Order System projects, utility cuts, location by critical for the expansion plans of the work order GPS on fixtures on the road, tracking system for current and future years. These etc.) that affect county- additional aspects will be evaluated to determine the maintained roads to be included feasibility of implementation. in the new work order system. Page | 254 Page 1007 of 1087 PUBLIC WORKS – CIP (Projects) SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Arkansas Bend Park Complete overnight facilities with Construction complete. Awaiting Phase 2 [Emerson] infrastructure and associated amenities. Final Acceptance. TCEQ approved a Water Storage Tank Installation. permit on 10/21/2024, and the contractor’s PO was issued. Arroyo Doble/Twin Design and construct subdivision Construction expected to begin in Creeks Drainage drainage improvements and make Q4 2025, pending COA Permitting. drainage improvements to the adjacent Bethel Church Road, Polk Road, and Wirth Road. -- Project Broken down to 7 Phase--- Phase 1 and 2 to be bid this schedule. Bee Creek Sports The first Phase of Bee Creek Sports Construction complete. Fields 1-4 Complex Complex will have soccer and baseball were finally accepted on fields, parking, restrooms, trails, 12/05/2023, and field 5 was playground area, maintenance building, accepted on 09/14/2023. and other amenities and associated infrastructure. Blake Manor Road Widen Blake Manor Rd. from 2-lane to 4- Construction complete. Awaiting (2011 Bond Program) lane from Taylor Lane to the proposed Final Acceptance. Wildhorse Connector (close to the Manor City Limits). Blake Manor Road SUP Shared use path from proposed Construction scheduled to be Wildhorse Connector to EMP. complete in Q2 2025. Braker Lane North Extend Braker Lane from Samsung Blvd Design expected to be complete in (Design Only) to Harris Branch Park as a 4-lane divided Q3 2025. arterial. The environmental process is part of the scope and is being performed by the engineer. Cameron road (2011 Widen and realign the existing 2-lane Construction complete. The project Bond Program) road to a 4-lane divided arterial with bike was finally accepted on lanes and sidewalks from Gregg Lane to 09/30/2024. SH 130. CDBG Kennedy Ridge Improvements to existing KRWSC low Construction complete. The project WW Improvements pressure WW system. was finally complete as of 8/8/24. CDBG-DR Crystal Federal disaster project via GLO to Construction complete. The project Bend Drainage improve existing culvert on Crystal was finally completed on Improvements Bend. 1/25/2024. Citation Avenue Drainage improvements near Citation The project is on hold for COA ETJ Drainage Retrofit Avenue. resolution. County Line Road at Replace the undersized bridge and Construction complete. The project Elm Creek adjacent structure on County Line Road was finally accepted on where Elm Creek crosses. 10/28/2024. C19 Austin to Manor The Austin to Manor Trail will be a 5.5- Construction complete. Awaiting Trail – TC Match CAR mile-long trail beginning near Daffan Final Acceptance. Lane and ending near Ben E. Fisher Park in Manor, Texas. The trail will connect to Page | 255 Page 1008 of 1087 PUBLIC WORKS – CIP (Projects) SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE the existing Southern Walnut Creek Trail and follow the proposed Capital Metro green line. Dee Gabriel Collins This project consists of earthwork, Upload 90% plan to COA. COA Road drainage, and roadside safety design and permit fees mod with improvements for Dee Gabriel Collins Kimley Horn. The project is on hold Road. for COA ETJ resolution. E William Cannon New 4-lane arterial from McKinney Falls Construction complete. The project Phase 3 (2011 Bond Parkway to US 183 -Broken down into was finally accepted on Program) Three Phase- Phase 1 and Phase 2 12/20/2023. construction complete. East Metro Park Group Design of a new 7,500 SF building 100% design deliverable is under Building featuring updated amenities to meet review. The project was officially current expectations of the community removed from COA ETJ on (e.g., Air-Conditioned space, supply 11/22/2024. room, changing room, etc.). FM 1626 Widen roadway. Construction complete. Awaiting Final Close-out by TxDOT FM 969 Phase 2 Widening FM 969 from FM 973 to This project is at the punch list Hunters Bend Road. stage, construction is managed by TxDOT, and TDLR inspection is pending. FM 973 SUP & Elroy Rd Shared use path and sidewalk. 100% complete. TxDOT finalized the SW project construction costs, a refund of $47,393.06 was sent by TxDOT to Travis County. FM 973 to Blake Manor New 4-lane Divided Arterial Road from Wildhorse Ranch PID (Public Road Connector Parmer Lane to FM 973. Improvement District) is created. The design phase is in progress. Lagos PID is in the process of being created. Fitzhugh Road Add 4-foot shoulders on both sides of Construction scheduled to begin in Shoulder Widening Fitzhugh Road and resurface the existing Q3 2026, pending COA permitting. roadway from US290E west 1.9 miles to the bridge over Long Branch Creek. Gilleland Creek Plan, design, and engineer the 19-mile Design expected to be completed in Greenway – Phase 1 greenway between Northeast Metro Park Q2 2025, pending COA permitting. and the Colorado River. Phase I includes the section between Northeast Metro Park to Ben E Fisher Park. Hamilton Pool Road Phase 2 - Safety Improvements along Construction scheduled to begin in Phase 2 Hamilton Pool Road; Addition of Q1 2026. shoulders, turn lanes, and increasing curve radii from 1.7 Miles East of Pedernales River to East of High Plains Drive. Page | 256 Page 1009 of 1087 PUBLIC WORKS – CIP (Projects) SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Hodde Ln Realign roadway. Construction scheduled to begin in Q2 2025. Jesse Bohls Realign Design and ROW to relocate exist JB Rd The ILA amendment to include to E. Pf PKWY - E of Weiss Ln to using the CoPf existing detention Cameron as a 4-Ln w/shared path. From Pond is being discussed. the City Limits of East Pflugerville Parkway Extension in the City of Pflugerville to 670’ West of Wilbarger Creek bridge on Existing Jesse Bohls Road. Kellam Rd Bridge Kellam Road Bridge approach repair. 90% plan 3/27. Structural engineering and permit mod delivered need revision. On Hold for COA ETJ resolution. Ledgestone Terrace @ Drainage Structure to replace Construction scheduled to begin in Pen Creek Tributary undersized cross culvert. Q4 2025, pending COA permitting. McNeil Drive McNeil Drive Drainage improvements. Design scheduled to be complete in Q3 2025. Construction scheduled to begin Q2 2026, pending COA permitting. North Walnut Creek Sprinkle Road to Old Manor Road, 60% design submittal is under Trail Phase 3 engineering and right-of-way only for review. shared use path Old Lockhart Road Add pavement on both sides of Old Construction scheduled to begin in Lockhart Road to facilitate bike facilities Q2 2027. On Hold by CTRMA from Capital View Drive to Thaxton awaiting COA permitting and Road. potential changes to ROW footprint. Old Manor Rd. Safety Improve the existing 2-lane roadway and Construction scheduled to begin in Improvements add shoulders from Ferguson cut-off Rd. Q3 2025. Awaiting completion of to Johnny Morris Rd. and add left turn COA Permitting. lanes at major intersections. Old San Antonio Road Add pavement on both sides of Old San Construction scheduled to begin in Antonio Road from FM1626 to Puryear Q2 2027. On Hold by CTRMA Road to facilitate bike facilities. awaiting COA permitting and potential changes to ROW footprint. Onion Creek Greenway Phase 2 - trail from SH 71 to Confluence Construction scheduled to begin in II at Onion Creek to the Colorado River; Q3 2025, pending COA permitting. install water, wastewater, and electric services for a new restroom and parking lot with lighting at the confluence; install new boat ramp Page | 257 Page 1010 of 1087 PUBLIC WORKS – CIP (Projects) SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Onion Creek Greenway Design and construction of a concrete Construction scheduled to begin in Improvements III hike and bike trail from Richard Moya Q2 2025, pending COA permitting. Park to Barkley Meadows Park. Pearce Ln @ Kellam Widen Pearce Lane from Kellam Road to Design scheduled to be completed Rd. Intersection the Bastrop County Line at Wolf Lane. in Q1 2026. On Hold by CTRMA Improv. Also add left turn lanes on Pearce at awaiting COA permitting and approaches to the intersection with potential changes to ROW footprint. Kellam Road: Note that Project extended, and EV scope added for FED funding. Pedernales Canyon The drainage structure to replace Construction scheduled to be Trail @ Lick Creek undersized culverts has been canceled Complete in Q1 2025. Drainage by the Commissioners Court. Proposed Installation of an additional environmental sensor station (ESS) and providing flood warning and detection traffic control devices. Ross Road South Widen the existing 2-lane roadway to a Construction scheduled to begin in 3-lane divided roadway with bike lanes Q1 2026. On Hold by CTRMA and sidewalks from Pearce Lane to awaiting COA permitting and Heine Farm Road. potential changes to ROW footprint. Rowe Intersection At traffic signals 90% of Plans are sent to the City of Pflugerville. – Round About plan layout being done by the consultant to resolve the issue of which type of intersection; also, major widening project pending design. PUBLIC WORKS – CIP (PROJECTS) MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Active Active Transportation Safety Projects Initiate an Active Transportation Task Force Transportation connected to Travis County Roadways, Committee comprised of knowledgeable Safety Projects including projects for safe routes to and motivated community advocates to help school, sidewalks, shared use paths, staff prepare an active transportation bike lanes, and/or signals. program aimed at identifying and prioritizing sidewalk, bike lane and trails throughout Travis County. Patterson Road Sidewalk – Design scheduled to begin in Q1 2025. Arkansas Bend Constructing Group Building at Arkansas Construction scheduled to begin in Q2 2025. Group Building Bend Park. Arterial A Finish outdated 95% design, ROW and (2023 Bond) Preliminary Engineering Report construction Construction for a new 4 lane divided (PER) scheduled to begin Q2 2027. roadway with bike lanes and sidewalks. Construction scheduled to begin Q2 2030. North/South Arterial Capacity to provide Page | 258 Page 1011 of 1087 PUBLIC WORKS – CIP (PROJECTS) MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE relief to the local community dealing with cut through and truck traffic. Provides connections to Braker and US290. Bee Creek Road Improve from a 2-lane undivided roadway (2023 Bond) Preliminary Engineering Report from Lakehurst with no shoulders to a SAFE2 cross (PER) expected to start in Q1 2025. Road to Highland section that includes a 2 laned divided Boulevard roadway with two-way left turn lane, shoulders and a shared use path on one side from Lakehurst Road to Highland Boulevard. Bee Creek Sports Complete Project (additional fields and (2023 Bond) Preliminary Engineering Report Complex - Phase 2 Pavilion). (PER) expected to start in Q1 2025. (Fields - 2, Trail, Pavilion) Blake Manor Road Widen from a 2-lane undivided roadway to (2023 Bond) Preliminary Engineering Report (Taylor Lane to a 4-lane divided roadway with shoulders (PER) expected to start in Q1 2025. Burleson Manor from Taylor Lane to Burleson Manor Rd. Road) Cameron Road Widen from a 2-lane roadway without (2023 Bond) Preliminary Engineering Report East of SH130 shoulders to a 4-lane divided roadway (PER) expected to start in Q1 2025. with a shared use path from Pecan Street to Fuchs Grove Road. Howard Lane SUP Install at Shared Use Path (SUP) on the (2023 Bond) Preliminary Engineering Report south side of Howard Lane (aka McNeil (PER) expected to start in Q1 2025. Road) from McNeil Drive to McNeil- Merriltown Road. Rowe Lane Improve from a 2-lane undivided roadway (2023 Bond) Preliminary Engineering Report (SH130 to Hodde with no shoulders to a SAFE2 cross (PER) expected to start in Q1 2025. Lane) section that includes a 2-lane divided roadway with two-way left turn lane, shoulders and a shared use path on one side from SH130 to Hodde Lane. Southeast Metro Synthetic turf on 4 soccer fields and 4 (2023 Bond) Preliminary Engineering Report Park Improvement softball fields with irrigation upgrade and (PER) expected to start in Q1 2025. lights & design, engineer & construct new maintenance facility. PUBLIC WORKS – CIP (PROGRAM) SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Page | 259 Page 1012 of 1087 CIP Program Updated program management Utilize General Engineering Consultant: (Texas Management approach utilizing an external Transportation Partners) to supplement in-house staff program management consultant to manage Capital Improvement projects, ROW and general engineering Acquisition, and Utility Relocation consultant(s) to supplement Utilize Central Texas Regional Mobility Authority to internal resources. supplement in-house staff to manage Capital Improvement Projects. Utilize the Program Manager Consultant (Front Line Advisory Group) to provide key performance indexes such as Cost Performant Index (CPI) and Schedule Performance Index (SPI) Provide quarterly reports to the Court on the status of the 2017 and 2023 Bond and CO projects. The Program Manager Consultant will be providing the quarterly updates. Travis County Project Managers will maintain the Public Works website with specific project updates. Improve substandard roads to acceptable levels. Improve Traffic flow by performing Traffic Mitigation projects Improve Drainage by performing CIP level drainage mitigation projects. Continue to seek CO funding through the annual budget process for projects recommended by the Citizen’s Bond Advisory Committee and approved by Commissioners Court. Continue to evaluate and log future bond and CO projects proposals. Utilize project management and project repository software called ProCore for tracking and scheduling of all Bond projects. Program Evaluate performance measures Utilizing the Program Manager Consultant, track Performance on project schedules and budget performance measures such as Schedule and discuss possible Performance Index (SPI) and Cost Performance Index improvements to tracking (CPI) on all Bond Program Projects through measures and evaluation. completion. PUBLIC WORKS – CIP (PROGRAM) MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE CIP Staff Training Evaluate additional training Continued training and evaluation of additional training needs for in- house CIP needs as CIP Engineers continue work on bond projects, Engineers to grow and improve substandard road projects, traffic mitigation projects, in response to changing and other infrastructure related projects (i.e. Community demands. (Project Management Block Development Grants, Texas Water Development Professional training, conflict Board Grants, Texas Parks and Wildlife Grants, and resolution training, Forensic federal infrastructure grants.) Engineering, etc.) Page | 260 Page 1013 of 1087 Legislative Propose and support any future Support future legislation that will help reduce Changes legislative needs that affect CIP construction costs and utility delays. project schedules and Budget. Future Bond Preparation of future bond Anticipate future bond referendum in 2028. Planning referendum. PUBLIC WORKS – CIP (PROGRAM) LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Transportation Monitor and respond to Evaluate saturation rates of autonomous vehicles and Planning changing driving characteristics respond to needed infrastructure needs as as it relates to electric and transportation networks evolve. Continue to monitor autonomous vehicles. transition from gas powered vehicles to electric vehicles as it relates to roadway design characteristics and vehicle use patterns. PUBLIC WORKS – Fleet Services SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Comprehensive Consulting contract to perform a Continue comprehensive “right-sizing” Fleet Analysis comprehensive analysis of Fleet recommendation to reduce carbon footprint. Operations. Vehicle Charging Working with contractor to get EV chargers are being installed by priority of parking Infrastructure quotes and install EV charging location where the EV units will be parked. equipment. Purchases of Purchase all scheduled Working with each department on replacement vehicles and replacement and new Vehicles & vehicles or added new vehicles. Replacing vehicles equipment Equipment. with Hybrid or EV units where they are a fit to reduce carbon footprint. FY 2023 Fleet Work on solutions to address Contracted with NAPA to provide in-house parts Audit Report issues identified in the fleet support for the maintenance shops. This will increase audit. Pursue additional efficiencies in getting parts to needed repairs. Received personnel recommended in the 4 new Tech positions in the FY 2025 budget and are in audit. the hiring process. Both items were recommended by the report. PUBLIC WORKS – Fleet Services MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Comprehensive Consulting contract to perform a Working with all departments, PBO and Fleet Analysis comprehensive analysis of Fleet Commissioners Court to carry out Operations. recommendations from Fleet Consultant. This includes purchasing and disposal of equipment and daily operations. Page | 261 Page 1014 of 1087 Alternative Fuels Look at what alternative fuels A review of alternative fuels that would improve the could be used for the county that carbon footprint of the county vehicles. Purchasing would reduce emissions hybrid vehicles since 2019 and EV units since 2022. and move from gasoline Will continue to replace units with Hybrid and EV units consumption. where they are a fit. PUBLIC WORKS – Fleet Services LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Comprehensive Follow Court directed objectives Continue the rightsizing of the vehicles with emphasis Fleet Evaluation outlined in the Implementation on alternative vehicles. and Analysis Plan. Integration of Implementation of alternative Set in motion a program that would reduce the carbon Alternative fuel fuel vehicles and infrastructure. footprint of the county’s emission from vehicles. In very Vehicles early stages of electrification of the fleet with anticipation of manufacturers goals of full electrification by 2035. Page | 262 Page 1015 of 1087 PARKS MISSION STATEMENT Travis County Parks enhances the quality of visitors’ lives through diverse outdoor experiences, connections to regional Texas history and culture, and stewardship of natural resources. We are committed to... • Providing diverse outdoor recreational and educational opportunities for everyone. • Preserving natural, historical, and cultural resources. • Improving outdoor experiences for everyone. • Maintaining clean, safe parks and facilities. • Outstanding customer service and hospitality. • Innovative approaches to resource conservation. PROGRAM GOALS Support the health and wellbeing of Travis County residents by: • Providing diverse recreational opportunities. • Providing clean, safe, comfortable parks. • Providing access to natural areas. • Supporting multi-modal transportation for all ages and abilities. Protect natural and cultural resources by: • Designing and maintaining environmentally sustainable parks and facilities. • Managing land to achieve greatest ecological value. • Balancing recreational and ecological needs. • Preserving cultural resources and ecological diversity. Utilize Travis County resources responsibly by: • Using cost-effective operation and maintenance practices. • Leveraging resources through partnerships that promote conservation and recreational opportunities. • Promoting local and regional use of County parks. • Mitigating the impact of natural hazards. • Engaging the public to identify recreational preferences. • Constructing parks to the planned aesthetic and performance standard. Travis County Parks system consists of 13,030 acres with 30 parks open to the public and manages an additional 18,821 acres of Travis County School Land property in Throckmorton County. TC Parks serves the entire population of Travis County and is primarily responsible for building and maintaining parks in unincorporated Travis County. In addition, County parks are heavily used by residents of adjacent Williamson County, Bastrop County and Hays County and from the Houston, Dallas and San Antonio metropolitan areas. The park system initially consisted of small parks, many of which were Lake Travis and Lake Austin- front properties. By the 1980s, the County was operating a substantially larger system, managing seven (7) LCRA properties on Lake Travis and acquiring larger parks of its own, including Hamilton Pool Preserve and Webberville Park. Page | 263 Page 1016 of 1087 The emphasis on providing water-related recreational opportunities, continued through the 1990s. In the latter part of the decade, though, the county started developing metropolitan parks that are primarily facility-based: they have major sports complexes and special use facilities such as skateboard parks and BMX tracks as their main attractions. By locating them near high growth areas – Pflugerville, Manor, and Del Valle – Travis County Parks established a greater presence in eastern Travis County. Most recently, Travis County Parks has renewed its focus on natural resource-based recreation. In 2005, with voter approved bond funds, the County initiated development of river and creek trail corridors throughout the county, a commitment supported by successful passage of both 2011, 2017 and 2023 bond packages. Continued commitment to land acquisition and conservation efforts was supported by the passage of Proposition B in November of 2023. Proposition B included $200,000,000 in bond funding for the acquisition and conservation of parkland and open space throughout Travis County and an additional $76,000,000 for park project improvements. ACHIEVEMENTS Acquisition and Planning • Continued to support the Travis County Parks Foundation who launched the TCPF Night Sky Program to build on programming at Reimers Observatory and serve diverse communities at parks through the County, initiated the Travis County Greenways Initiative with the release of the greenways map and other activities to champion the vision of a 70-mile network of eastern Travis County Greenways that connects our growing regional trail system, hosted free public programs in our parks ranging from soccer clinics with the 4ATX Foundation to therapeutic hikes with Vet Rec Outdoors to a free concert with Los Texmaniacs and Flaco Jimenez at the annual For the Love of Parks celebration, and supported the addition of 12 new Travis County parks staff to operate, maintain and stewards our growing park system in the FY 2025 Travis County budget. • Acquisition and conservation of over 2,200 acres of park land using 2023 Bond funds. • Began the process of updating the TC Parks 2016 Master Plan to a more comprehensive plan to guide the growth of the TC Parks department including acquisition and planning, operations, land management and park rangers for the next ten years. • Received 2023 Bond funding and began the process of updating project plans to meet current codes and design standards on for Bee Creek Sports Complex fields 6 and 7 and the Arkansas Bend Community Building. • Received approval from TCEQ for the Arkansas Bend Park water storage system upgrade. • Completed construction and opened the permanent Hamilton Pool Preserve restroom building. Land Management • Filled the Park Land Resource Manager position (March 2024). • Filled the Natural Resource Specialist Senior positions for Forestry & Stewardship. • Secured four (4) new positions to support management of existing and newly acquired park properties. • Expanded management responsibilities to include three additional buildings and new land tracts. • Implemented comprehensive monitoring, reporting, and tracking systems to improve project Page | 264 Page 1017 of 1087 organization and prioritization. • Joined the Texas Intrastate Fire Mutual Aid System (TIFMAS) to strengthen wildland fire response capabilities. • Became a member of the County Resource Coordination Group to support staffing needs during critical fire conditions. • Conducted 15 National Wildfire Coordinating Group (NWCG) trainings in collaboration with partner agencies. • Represented Travis County Parks in the Austin/Travis County Wildfire Executive Coalition. • Participated in the Green Steering Committee and Carbon Cohort, advancing sustainability initiatives. • Acquired a second Type 6 engine to enhance prescribed fire operations on county and cooperator properties and aid emergency response. • Completed four prescribed burns. • Executed seven fuel reduction projects. Park Ranger Program • TC Park Rangers have been certified police officers and emergency medical technicians (EMT) for many years. In 2022, they began the process of training personnel to become Wildland Firefighters. During 2024, this process was completed with exceptions being mostly new personnel. Being triple-certified is a distinction only a few agencies in Texas and nationwide have attained. We are proud of this achievement and work very hard to maintain the certifications for each. Being triple certified benefits all of Travis County and makes us a force multiplier for Land Management with their wildland fire mitigation duties. Given our county-wide responsibilities, personnel can quickly respond to virtually any type of emergency in a lead capacity or backup role. This results in much better outcomes to emergency events, increased efficiencies and, most importantly, better protects citizens and properties. • The Park Rangers purchased and deployed a considerable amount of new medical equipment to include medical bags, medical supplies, ice coolers, ZOLL Pro Automatic External Defibrillators (AEDs), and numerous other medical devices. With this equipment, the Park Rangers have the increased capability for seamless interoperability with other law enforcement, medical, and fire agencies. In addition, the Park Rangers have integrated six, tactical utility vehicles (UTVs) specially equipped for emergency response to all types of calls regardless of terrain or weather conditions. Two UTVs are specifically equipped for medical response, two are equipped for specialized law enforcements functions, and two are equipped for basic patrol. • The Parks Rangers completed our first in-house EMT – Basic medical school and our second is now underway. Bringing the private training academies in-house has saved considerable time, funding, and is much more convenient for personnel. In addition, much of this training is being taught by our own cadre which has resulted in them becoming more proficient. At present, we are transitioning away from EMT – Basic to Advanced EMT and have started hiring personnel that already hold higher levels of medical certification to include paramedic. We are also allowing personnel to obtain their EMS Instructor certifications which allows them to teach courses. Approximately one half of personnel have obtained their instructor certification with the remaining doing so over the next 12 – 18 months. • Through a collaboration with Balcones Canyonlands Preserves (BCP) personnel and approval of the Commissioner’s Court, the Park Rangers have increased the number of personnel assigned fulltime to BCP law enforcement duties. Previously 1.75 personnel were assigned these duties on an as needed basis. Now that number has increased to 5.75. This includes a sergeant, corporal, and three rangers. At present, the sergeant, corporal, and one ranger are Page | 265 Page 1018 of 1087 performing full-time duties with two others attending the basic police officer academy and the last one in the hiring process. • The Park Rangers took the lead developing some of the county operational plans for the 2024 Solar Eclipse Event. The park plans touched many other county agencies as well as local and state agencies and has given us a template for future events. This was a tremendous effort for all of parks and other agencies which would not have been possible except for the leadership of Travis County Emergency Services. • TC Parks Rangers are concluding year three of personnel being commissioned through Travis County Constables Office Precinct 5 and are proud to be a part of this office. Through the leadership of Constable Carlos Lopez and his staff, the Parks Rangers have a program that certainly speaks to our motto of “Protecting Our Parks and Preserves.” Park Operations • Received funding for four (4) new Park Supervisor I positions and four (4) Park Operation Specialists. • With the assistance of the Park Rangers and Constables Office Precinct Five, eleven park/land management supervisors and personnel are now Criminal Justice Information System (CJIS) certified to maintain and inspect main distribution frame (MDF) rooms. MDF rooms are strategically positioned across park properties to help maintain connectivity within the county’s IT infrastructure. Entry into these rooms is strictly controlled and limited to CJIS certified personnel. Having these personnel in place has removed this responsibility from the Parks Rangers. • Began coordinating with Great Springs Project and Tejas Trails to create a long-distance trail run route at Southeast Metro for future run events. • Successfully managed Total Solar Eclipse Events at several TC Parks on April 8, 2024. • Received Design Excellence award from Texas Recreation and Park Society (TRAPS) for the Mosasaur All Abilities playground at Southeast Metropolitan Park. • Use of Del Valle Sports Complex, Northeast Metro Park and Richard Moya Park by Pets Alive for service events including spay/neuter clinics. • Coordinated with City of Pflugerville to approve easement through Northeast Metropolitan Park for the installation of a secondary raw water line. • Implemented Paymentus credit card system as a temporary system to allow online credit card payment of reservations and park use fees. • Coordinated East Parks Spring Clean with Travis County Parks Foundation and Colorado River Alliance on April 20, 2024. • Coordinated Lake Travis Clean Up with the Colorado River Alliance on September 15, 2024. • Lower Colorado River Cleanup October 26, 2024 – LoCo Trash Bash organized by user groups of the river and sponsored by Travis County Parks Foundation (TCPF) and TC Parks. • USA BMX Gold Cup national race series October 4-6, 2024, hosted at Northeast Metropolitan Park in coordination with Visit Austin-Austin Sports Commission. First year of a five-year commitment. • National Gay Flag Football tournament November 1-3, 2024, hosted at Northeast Metropolitan Park, with 88 teams participating from around the world. • Completed revitalization of Historic Cabin at East Metro Park. • Completed Parks Concrete Hike and Bike Trail upgrades at Northeast and Southeast Metro Parks. • System wide safety assessment completed for Park Light Poles. • East District Parks Light Upgrades to LED substantially completed at Northeast Metro, East Metro and Webberville Parks. Page | 266 Page 1019 of 1087 • Three additional park staff received the Certified Park and Recreation Professional (CPRP) certification offered by the National Recreation and Park Association (NRPA). The CPRP certification is the national standard for all Parks and Recreation professionals. Attaining the CPRP designation shows that staff have met education and experience qualifications and illustrates commitment to the profession as well as knowledge and understanding of key concepts within parks and recreation. Twenty hours of Continuing Education Units (CEUs) are required to maintain the certification which must be renewed every two years. Six (6) Travis County Park staff now are now designated with this certification. • Generated over $160,800 through the Commercial Boat Permit Program which is an increase of over $16,000 from 2023 and this was accomplished under severe drought conditions. • Coordinated over 60 programs and events in TC Parks: Event Park Event Name Company / Org. 11/1-11/4 East Metro Park NADGT National National Amateur Disc Championship Golf Tour 11/3/24 Pace Bend Park Swim run Austin Endurance OTILLO Race 11/10/23 Reimers Ranch Reimers Salmagundi Trail Trail Roots Running Run Community 11/11-11/12/23 Webberville Park Cyclocross bike race Violet Crown Sports Assn 11/4/23 Northeast Metro Park Rocket Launch Boy scouts of America 11/25/23 Pace Bend Park CranksGiving bike race Austin Ridge Riders 11/29/23 Bob Wentz Park Gorton's commercial Gorton's Fish sticks 12/10&12/2023 Tom Hughes Park UT Student Film Shoot University of Texas at Austin 1/6/24 Richard Moya Park Half Marathon run For Glo LLC 1/20/24 Richard Moya Park Cancer Awareness 5k Run For Glo LLC 1/28/24 Northeast Metro Park Time Travel 1/2 Marathon Bodies Race Company 1/31/24 & 2/1/24 Pace Bend Park GMC Photoshoot Flux Capacitor Studios 2/10/24 Richard Moya Park Valentine's Day Breast For Glo LLC Cancer 5k Run 2/13/24 Reimers Ranch Sunday Afternoon Hats / Sunday Hats photoshoot 2/24/24 Richard Moya Park Sunrise Breast Cancer 5k For Glo LLC Run 3/3/24 Pace Bend Park Texas Senior Games 2024 City of Austin Parks 3/9 & 10/24 Pace Bend Park Austin Subaru’s 2024 bike The Meteor Café and race AKERMAN 3/23 & 3/24/24 Pace Bend Park Bevoman Triathlon University of Texas Triathlon Club 3/30, 4/27 & 5/4/24 Richard Moya Park GLO 5k and 10k Run The Best Races 4/7/24 East Metro Park Women’s Golf Professional Disc Golf championship Assoc 4/11- 4/14/24 East Metro Park Women’s Golf National MS Society championship Page | 267 Page 1020 of 1087 Event Park Event Name Company / Org. 4/13/24 Northeast Metro Park Rocket-Thon Boy Scouts of America 4/17/24 Pace Bend Park TV Commercial Academy Sports 4/20&21/2024 Pace Bend Park Xterra ATX Sprint Triathlon Xterra ATX 4/27/24 Webberville Park 2024 Texas MS 150 bike race MS150 stop 5/9 -5/12/ 24 East Metro Park US Women’s Golf Professional Disc Golf championship Assoc 5/26/24 Hippie Hollow Park 1st Splash community event Local Sponsor 5/27-6/24/24 Timber Creek Speed Test for Autonomous Pipedream Lab Robot 5/29/24 Richard Moya Park Youth Birding Camp Travis Audubon 5/30/24 Richard Moya Park Travis Audubon Youth Birding Camp 6/5/24 Del Valle Softball Pet Spay Neuter Clinic Emancipet Complex 6/6-6/7/24 Richard Moya Park Arborist Rescue Class City of Austin Parks 6/8-6/9/24 Northeast Metro Park Kickball 365-Austin Kickball 365 tournament 6/26-27/24 Cypress Creek Nissan Commercial Parking Biscuit Film Works LLC 6/29/24 Del Valle Softball Pet Spay/Neuter Clinic Emancipet Complex 6/29-6/30/24 Del Valle Softball DOS XX Softball Festival USSSA Complex 6/29-6/30/24 Southeast Metro Park DOS XX Softball Festival USSSA 7/3/24 Del Valle Softball Pet Spay/Neuter clinic Emancipet Complex 7/6/24 Del Valle Softball Law Day Softball Travis County Sherrif's Complex Tournament Office 7/13/24 Hippie Hollow Park Otter Fest community event Local sponsor 7/17/24 Del Valle Softball Pet Spay/Neuter clinic Emancipet Complex 7/27/24 Northeast Metro Park Soccer Tournament-kids Local Sponsor - Renaud Sotelo 7/27/24 East Metro Park Community Yoga Class Shine with Lara 8/1/24 Del Valle Softball Pet Spay/Neuter clinic Emancipet Complex 8/2/24 Southeast Metro Park DVISD Convocation DVISD 8/5, 8/10, 8/23/24 East Metro Park Yoga Class Shine with Lara 8/23/24 Southeast Metro Park Cross County High School Westlake HS/Eanes UIL ISD 8/30-9/2/24 Northeast Metro Park Austin Labor Day Soccer Lone Star Tournament 8/31/24 Richard Moya Park Austin Labor /Day Run 5k For GLO LLC run Page | 268 Page 1021 of 1087 Event Park Event Name Company / Org. 9/1/24 Hippie Hollow Park Last Splash community Local Sponsor event 9/4/24 Del Valle Softball Pet Spay/Neuter clinic Emancipet Complex 9/6/24 Northeast Metro Park 5K Cross Country Event UIL Pflugerville ISD run 9/7/24 Richard Moya Park Austin Sunrise Race 5k For GLO LLC 9/7/24 Pace Bend Park Mellow Trail Run Tejas Trails 9/13/24 Northeast Metro Park Friday the 13th Jam skate Thirsty Skate Shop jam 9/18/24 East Metro Park Cross Country Event UIL run Manor MS 9/20/24 Northeast Metro Park Adaptive Athlete Clinic USA Triathlon 9/21/24 Northeast Metro Park Pack 406 Rocket Derby Cub Scout Pack 406 9/21/24 Southeast Metro Park Vivax Crew Party Vivax 9/21/24 East Metro Park Dashain Soccer Tournament Local Sponsor - Rupak Shrestha 9/28/24 Richard Moya Park Donut & Coffee Lovers Run For GLO LLC 5k 10/3/24 Richard Moya Park Field Day Austin Sports & Social Club 10/3-10/6/24 Northeast Metro Park BMX Nationals Capitol City BMX 10/4/24 Southeast Metro Park Tx-Dot Ribbon Cutting Tx-DOT 10/10 - 10/13/ 24 East Metro Park US Women’s Disc Golf Professional Disc Golf championship Association 10/11-10/13 Webberville Park Limon Family Reunion Local sponsor 10/14/24 Northeast Metro Park City Wide Training for Pflug City of Pflugerville staff Parks and Rec. 10/19/24 Pace Bend Park Falcon Invitational (Cross Valor School Country) 10/26/24 Webberville Park 2024 LoCo Trash Bash Local sponsor 10/26/24 Southeast Metro Park Jamboree baseball event Del Valle Little League 10/26-10/27/24 Richard Moya Park Cyclocross Race bike race USA cycling 10/26-10/27/24 Northeast Metro Park 3rd Soccer Tournament Deusi Re 2024 10/31/2024 - 11/3/24 Northeast Metro Park Gay Bowl 2024 (Flag National Gay Flag Football) Football League 11/1/24 Arkansas Bend Park Hill Country Kickoff Dash Fit Foundation (5K/10K) 11/2/24 Richard Moya Park Austin City Run 5k run For GLO LLC 11/3/24 Pace Bend Park Endurance Triathlon OTILLO 11/8-9/24 Mansfield Dam Park UT Student Film Project UT Student 11/9/24 Reimers Ranch Salmagundi Trail Race Trail Roots Page | 269 Page 1022 of 1087 Event Park Event Name Company / Org. 11/9/24 Pace Bend Park Texas High School Bass Texas High School Assn. Bass Assn. 11/2-11/3/24 Webberville Park Cyclocross Race bike race Violet Crown Sports 11/3-11/10/24 East Metro Park National Championship- National Amateur Disc Disc Golf Golf Tour 11/9/24 Del Valle Softball Cancer Charity Softball Cancer Charity Complex Tournament 11/15-16/24 Bee Creek Sports Austin Lacrosse Fall Lake Travis Youth Complex Invitational Assoc 11/16/24 Pace Bend Park Spicewood Starry Skies - Travis County Parks Star Party Foundation 11/21-11/22/24 Northeast Metro Park NIRSA Championship National Intramural- Recreational Sports Association 11/22-24/24 Bee Creek Sports LTE Fall Shootout Lake Travis Youth Complex Assoc 11/29/24 Arkansas Bend Park Colorado River Run ATX Active 11/30/24 Pace Bend Park Cranksgiving Road bike race Austin Ridge Riders 12/6/24 Southeast Metro Park Community Star Party TC Parks Foundation 12/13/24 Southeast Metro Park GRIN (short film) UT Student 12/14/24 East Metro Park Heart of Tx Tour (disc golf) Professional Disc Golf Assoc HURDLES AND CHALLENGES TC Parks will continue to manage issues created by increased demand for park services while also maintaining facilities subject to heavy use and aging infrastructure. While the County has been successful securing funds for capital improvements, escalation of labor and material costs makes project budgeting challenging and often extends the timelines and schedules of CIP bond projects. Given the parks get high public use, it is critical to maintain and repair aging infrastructure. Funding for adequate maintenance and repairs continues to be an ongoing concern. There continues to be an increasing demand for access to parks, recreation and open space as more people “Take it Outside” and as our population in Travis County continues to grow. People are choosing outdoor activity to get both mental and physical health benefits and are looking for varied recreational experiences. Less than 5% of land in Texas is public, making the pressure on county, city and privately maintained park spaces to provide this critical infrastructure even greater. Additionally, TC Parks continues to be challenged by the loss of institutional knowledge and experienced leadership due to retirement of both upper management personnel and supervisory field personnel. Additional staff development, increasing skills atl al levels, and position reclassifications will be necessary to have an administrative structure that can effectively manage the increasing number of FTE’s (currently 203) and keep pace with projected new hires as bond projects are completed. Although the recent salary increases and adjustments authorized by Commissioner’s Court have helped, the high cost of living in central Texas still makes it difficult to attract qualified personnel. Page | 270 Page 1023 of 1087 The lack of, or challenge of implementing, a Point of Sale (POS) System and Reservation System allowing for use of a cashless system (credit/debit cards) for park entry and other uses and seamless reservations of facilities, affects staff operations and customer satisfaction. Our current cash/check system plus ad hoc credit card system offers a temporary system to make reservation requests but does not integrate into fully managing a booking system. Supply chain issues have affected routine park maintenance especially ongoing fleet maintenance. Basic parts are often back ordered or sometimes unavailable. Additionally, the ability to quickly address equipment maintenance needs has been hindered with the growth in Parks’ fleet that has been added to the system. Staff are not able to complete their work efficiently or effectively without operational equipment. TC Parks manages 71 athletic fields (24 baseball, 8 softball, 20 soccer, 8 multi-uses, 2 cricket, 2 synthetic turf baseball/softball, and 7 synthetic soccer). During spring and fall seasons the field use is booked at 100% capacity. Natural grass fields are capped at 24 hours a week for soccer field use and 36 hours per week for baseball to reduce the impact on ability to grow healthy turf. Demand in the community for additional game and practice space continues to grow and the current number of TC Parks athletic fields is not able to accommodate all requests. This makes sports field use management an ongoing challenge even as we increase the number of synthetic turf fields in parks. In addition, lack of significant rainfall impacts the subgrade around the fields and requires closing some fields due to safety issues from cracks in the ground and shifting surfaces. The current work order system software will not be renewed due to risk concerns from ITS. Parks is working on a solution to implement a new system that will allow for ease of submitting work order requests, manage parks inspections, and complete daily job reports. The effects of climate change, including winter storms, freezes, floods, droughts, wildfires, invasive species, and protected species management add to the challenges of meeting both day-to-day park operations standards as well as development of new park and trail projects. Specific impacts include: • Gilleland Creek running through Northeast Metropolitan Park floods over the low water crossing bridge on a consistent basis when the area receives even small amounts of rain. This impacts park uses and requires ongoing maintenance to restore the bridge. Inspection of the Hamilton Pool grotto in 2021 led to its closure due to the threat of rock fall, and to closing the pool to swimming. Limited access to the pool for swimming has been re- established, but the safety issue continues to create both short and long-term challenges in the operation of Hamilton Pool Preserve. • The Fatmucket Mussel in Onion Creek has slowed the development of the Onion Creek Greenway while mitigation measures are reviewed. • The current drought impacts lake levels necessitating boat ramp closures, and extensions, and decline in vegetation and wildlife all effecting park management. • Ground water issues continue to create challenges for park water wells. Inspections are necessary to determine if drought or age are negatively impacting our public water systems. • Most park staff spend the vast majority of or their entire shift working in the elements whether it hot or cold weather. Given the average rise in temperatures, especially during summer months, park staff are experiencing more effects from the heat. During peak summer months, staff are regularly exposed to temperatures well more than 100 degrees for hours at a time. This applies to personnel performing park maintenance or Park Rangers wearing non- breathable, heavy body armor and medical equipment. All of this takes a considerable toll on personnel which requires many additional breaks and leads to more fatigue or exhaustion. Page | 271 Page 1024 of 1087 • Due to the high clay content of the soil profile on the eastern side of the county, prolonged periods of drought permanently impact safety of trails, athletic fields, and structural integrity of building foundations and other infrastructure. Land Management Through 2027, Land Management will continue to face escalating socio-environmental challenges driven by urbanization and intensifying climate impacts. Economic and legal frameworks will further add complexity to managing parkland properties. Collaborative efforts across various sectors of government will continue to be critical to reduce vulnerabilities and ensuring resilience in both ecological and human communities. On the west side of the county, sensitive species like the golden-cheeked warbler, black-capped vireo, and karst species poses limitations for comprehensive vegetation management. These species’ habitats require special protections, which constrain opportunities for proactive land management on large tracts of park land properties. This adds to the complexity of maintaining ecological health, while addressing growing community needs, particularly as it relates to wildland fire risks. Compounding these hurdles, is the increasing prevalence of oak wilt and the widespread impact of drought killed trees caused by severe and prolonged drought conditions. The spread of oak wilt has been observed on park land properties which continues to threaten the integrity of the forested communities, while the dead and downed vegetation create additional fuel loads for wildfires. Managing these threats will require regular monitoring, targeted treatments, and effective resource allocation to preserve the county’s ecological resilience and public safety. Park Rangers With the acquisition of properties in FY 2024, we are incurring increased proactive workloads to protect these properties. Both RGK and LaFleur are not factored into our current work plans but require attention to protect them. This reduces our capacity to be proactive in other areas and results in less public safety in our parks and other areas of responsibility. We are experiencing significant supply chain issues with respect to law enforcement vehicles. This not only impacts our ability to respond to public safety calls it also reduces our ability to hire additional personnel because we do not have the law enforcement vehicles. At present, we are obtaining older, turn-in vehicles from Fleet which are not as reliable or cost-effective. This is mainly a result of acts of God and manufacturer delays. Regardless of the reasons, vehicles shortages are becoming a substantial problem for us. When you combine this with an ageing fleet, it creates unnecessary challenges and significant extra work from parks and fleet management. PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Historic African Provide repairs to an existing Structural repair is substantially complete. American School historical structure within East Draft interpretive signage has been received and Preservation at Metro Park and incorporate working on edits and format. East Metro Park interpretive signage. Parks Concrete Provide repairs to existing Work completed with FY 2023 & FY 2024 budget. Hike and Bike Trail concrete trails and flatwork Identifying additional areas to use FY 2025 Upgrade throughout the parks as budget. needed. Page | 272 Page 1025 of 1087 PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Cabin Services - Complete construction and Water storage is required to support the cabins. Arkansas Bend open 18 cabins at Arkansas Storage system has been approved by TCEQ and Park Bend. construction should be complete in 2025. Comprehensive Comprehensive rethinking and The Parks Rangers continue to work with IT, Park Security development of strategies to Facilities, and outside contractors on this Systems better protect parks and project. At present, Hippie Hollow and development and preserves. Southeast Metro are completed with many upgrades others in the assessment and development stage and a few farther along awaiting equipment orders to arrive for installation. This project has encountered a few unexpected challenges with the addition of RGK and LaFleur properties as well as other park properties outside of the initial scope. Parks Light Pole Perform an engineering Assessment completed and addressing items Repair assessment of the light poles in identified in the report. parks to determine needed remediations. Hancock Dam Maintenance and Dam temporary stabilization project is Ranchlands Dam Engineering Design complete. Currently working with qualified dam engineers to secure a 30% project design for permanent dam improvements. Late FY 2025 will be securing 100% design on dam improvements pending adjacent land acquisition. Irrigation Supply Replace the irrigation supply Scope of work in draft and then seeking bids for Lines lines at East Metro and SE design. Replacement at Metro Park to provide better East & SE Metro water management and reduce Parks maintenance time and costs. Park Infrastructure Rehabilitate natural turf sports Purchase order issued to rehabilitate six of eight Reinvestment fields based on current use NEM baseball fields. Currently two fields are Initiative—Turf patterns and statistical data completed and another started. Will resume Rehab from the Facility AuditMate construction in spring. Identifying additional program. fields for FY 2025 budget Pace Bend – Boat Extend the boat ramp at Tatum CIP project to extend the boat ramp at Tatum Ramp Extension Cove in Pace Bend Park. Cove in Pace Bend Park. With low lake levels this is an opportunity time to extend the ramp. No fiscal impact to TC, funding through the LCRA CIP account. Bee Creek Sports Add batting cages to the Bee Contractor hired using Buy Board. City of Complex – Batting Creek Sports Complex. Lakeway permit issued and construction began Cages October 2024. Page | 273 Page 1026 of 1087 PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Mansfield Dam Expand the curtesy dock at CIP project to expand the curtesy dock at Park – Dock Mansfield Dam Park. Mansfield Dam Park. No fiscal impact to TC, Expansion funding through the LCRA CIP account. Parks Water Wells Inspect parks water wells for Travis County Parks has several locations with Inspections preventative maintenance and water wells that need to be inspected on a semi- constant water sources. annual schedule for preventative maintenance and to maintain a constant water source. These wells are in Arkansas Bend Park, Reimers Ranch, Pace Bend, Bee Creek, Southeast Metro Park, East Metro Park and Hamilton Pool. Travis County Grazing Lease 10-year grazing lease began June 1, 2024. School Lands – Oil and Gas Leases Throckmorton Oil and Gas lease research completed by County Landman. Next steps: Send data to Bureau of Economic Geology for a Resource Analysis. Define roles & responsibilities for monitoring oil and gas leases. Park Roads Maintain Park roads and Received bids for contract and finalizing Rehabilitation parking lots on Travis County contract. Parks properties. East District Parks Replacement to aging outdated Retrofit at NEM, EM, and Webberville Light Upgrades to park lighting and fixtures for substantially completed. LED parking lot lights, restroom lights, courtyard, and entrance lights in parks. Northeast Metro Redesign and update the BMX Phase 1 of 2 completed. Second phase Park – BMX Track track to accommodate national anticipated to begin end of 2024. Improvements events. Park Restroom Replacement of the aging park Northeast Metro substantially completed and Fixture Upgrades restroom facility infrastructure Southeast Metro in progress. to maintain compliance with health code. Southeast Metro Replace aging ranger residence We have completed the design phase with MWM Park – Ranger at Southeast Metro. Design Group and will now commence the next Residence phase which will be discussions between MWM Housing Design Group and American Youth Works (AYW) to begin discussion about the transition process from design to construction. This phase went a little quicker than initially expected since most of the design effort was duplicated from the Arkansas Bend Ranger Residence. Park Signage Install new wayfinding and Design completed at Hamilton Pool and Reimers Replacement entry way signage at all TC Ranch with construction ready to begin. Moving Program Parks (4-to-5-year program). to NE Metro and SE Metro next. Page | 274 Page 1027 of 1087 PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Bee Creek Sports Construct 2 additional fields Secured bond funding. Plan updates are Complex – Phase 2 and design and construct a underway with Half Associates for Fields 6 & 7. pavilion. Arkansas Bend Construct Community Building Secured bond funding. Design plan updates are Community underway with project bidding anticipated for Building Summer of 2025. Onion Creek Design and construct greenway Funded through the 2023 Bond election. Plans / Greenway E & W of trail associated improvements. design anticipated to begin in 2026. Sat 4 Trailhead Strategic Parkland Acquire parkland in the Lake RGK Park, 1500 acres, purchased in 2024. Acquisition – West Travis and adjoining water Castletop parcel, 490 acres, adjacent to sheds and Pedernales River Reimers purchased in 2024. area. Strategic Parkland Acquire Parkland along existing La Fleur and Ards and Ends parcels purchased Acquisition – East greenway corridors. for Wilbarger Creek Greenway in 2024. Gilleland Creek Work with design consultant on Ongoing – Design consultant is currently working Greenway preparing for shovel ready on Segment 1 (NE Metro to Ben E Fisher Park), Development (CIP) project. design nearly complete. Working on creek crossing designs to reduce costs and waiting on ETJ removal. Funding for Segment 1 construction in 2023 Bond. Construction anticipated to begin in 2026. Onion Creek Review and approve Ongoing – The trail layout and design will be Greenway consultant’s design work; submitted for permitting in Nov. 2024. Development – monitor construction of trail. Completed the ILA with ABIA for trail on airport Moya to Barkley property. Meadows (CIP) Onion Creek Design and construct greenway Approved for design and construction in 2023 Greenway trail and amenities from Bond election. Combine design with OCG trail Development – Trailhead east to Moya Park. from trailhead west to McKinney Falls SP. Sat. 4 to Moya Park (CIP) Onion Creek Coordinate demo of existing Ongoing – Design is at 75 percent complete. Greenway site (after relocation of fuel Needs to be submitted for ETJ removal. Development – island and water sales). Review Received TPWD grant for trailhead development. Sat. 4 Trailhead and approve consultant’s Water sales stand needs to be relocated / (CIP) design work; monitor removed prior to construction start. construction of trailhead park. Onion Creek Determine Location, funding Ongoing –Regional Maintenance Facility located Greenway source and design for OCG at SE Metro. Funding determined in October Maintenance maintenance facility. 2024. Design to begin Spring of 2025. Facility Bulk Water Resolve water service issues Ongoing – Resumed charging cost recovery fees Relocation on Sat. with residents without potable on October 15, 2023. Collecting survey 4 (CIP/Planning) water service in East County. information from customers to understand community need. Working with TNR Engineers Page | 275 Page 1028 of 1087 PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE on grant money to extend water line to additional service areas. Timber Creek Park Work with the USACE on the Budget shortfall for construction due to rising Improvements design-build project for prices since initial scope. Review of contract (CIP) USACE/County funded park with USACE has found that there is cost sharing improvements and monitor that was not anticipated. Planning to terminate construction. agreement with USACE due to their budget shortfall as well as ours. Arkansas Bend Monitor construction Construction ended July 2023. Park Camping Working on water supply issue prior to opening Loop cabins. Improvements (CIP) Parks Septic Perform an engineering Professional services agreement for assessment System assessment of the septic is in Purchasing. Once processed the systems in our parks and engineering firm will begin assessment to needed remediations. develop repair and replacement priorities. East Metro Park Design and construct new Expecting final design plans March of 2025. Community group building to replace old Construction funding secured with project Building (CIP) building. bidding in late 2025. Reimers Ranch Develop a Master Plan for both Funding included in FY 2025 budget. Develop Park and RGK Reimers Ranch and RGK Ranch scope of work and hire consultant to begin plan Ranch Park Master Parks including camping, trails in FY 2025. Plan will identify development for Planning and other amenities and a future bond elections. connection between the two parks. Reimers Ranch Construct Flow Trail. On hold for TPWD grant contract. Reviewing Park Flow Trail additional project scope for inclusion by using (CIP) Parkland Dedication funds. Point of Sale (POS) Develop a new POS system that Discussions in legal to finalize contract. System (O&M) accepts credit cards at TC Parks. ADA Risk Address county wide risk Identify and prioritize immediate ADA issues and Assessment assessment findings. develop multi-year response to address all issues and secure funding. Park Land Parkland and open space Ongoing Efforts: Completed 12 prescribed burns Management management through covering 496 acres and six pile burn projects. Prescribed Burns prescribed burning . (O&M) FY 2025 Goal: Conduct 12–24 projects targeting Brush control management. 500–1,000 acres. Training Initiatives: Delivered NWCG courses, including S-231, S-130/190, S-212, S-215, Basic Engine Suppression Tactics, and Interagency Wildland Fire Safety Refresher. Assisted with the Capital Area Wildfire Academy and 2-Day Saw Safety Training. Page | 276 Page 1029 of 1087 PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Support and Integration: Supported the County Resource Coordination System during elevated wildfire conditions and joined the Texas Intrastate Fire Mutual Aid System to contribute to state wildfire response efforts. Park Land Manage greenways, flood plain Ongoing Activities Management – buyout parcels and support Managing over 132 greenway and floodplain Stewardship land acquisition. parcels, including nine agricultural leases and (O&M) the monitoring of conservation easements. Support land management goals for developed parks. Supporting land management objectives across Neighborhood Parks, Connectors, Metropolitan, Monitor conservation Regional, and Community Parks. easements and agricultural leases. Addressing needs associated with new property acquisitions, such as facility maintenance, access improvements, roads, gates, fencing, and demolitions. Park Land Mitigate tree hazards through NR Specialist Senior started in February 2024. Management - proactive inspections, rapid Additional forestry staff member has improved Forestry response. the hazard mitigation response efficiency leading to safer parks. Improve tree health and Bartlett Tree Experts was added as a contractor manage for disease and pests. in 2023. Their expertise in providing proactive tree health care will help enhance longevity of Identify tree planting and mature trees in established parks. Oak wilt reforestation opportunities. mitigation projects underway in Arkansas Bend and Pace Bend Parks. Update the Forest Management Tree planting and reforestation projects are Plan. planned for East Metro, Arkansas Bend and Southeast Metro Parks. RFP for update of Dave Resource Group Park Forest Management Plan being prepared for bid solicitation in Spring, 2025. Land Management Develop management plans for Pilot an approach to developing and Program – all park land. implementing management plans at one east Stewardship and one west park. Will be developing plans for Reimers/RGK to start. Park Land Develop standards and To include inspection schedule and checklist, Management – protocols for land maintenance standards, protocols for Stewardship management. addressing hazards, neighbor concerns, other issues. Checklist in progress plan to implement early 2025 as additional staffing is secured. Onboard Training Orient permanent and part- Ongoing (O&M) time staff to county park operations. Develop a TC Develop scope of work and Scope of work developed, and consultant hired. Parks contract with a consultant to TC Parks Foundation received an assistance Page | 277 Page 1030 of 1087 PARKS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Comprehensive create a new comprehensive grant from NPS for community engagement. Plan parks plan that includes Plan to be complete and adopted by CC in early Historical and Cultural, Land 2026. Management, O&M and Public Safety components. Monitor legislation Work with the Legislation Ongoing. impacting park Intergovernmental Relations development and Office (Julie Wheeler). operations Electric fleet Develop locations appropriate Ongoing - Working with Fleet on obtaining conversion / to install charging stations. electric vehicles and equipment. Working with sustainability of Identify Park vehicles and Environmental Project Management office on parks operations equipment for conversion to grants for charging stations. Evaluating / testing solar, wind etc. electric. electric equipment. Replacing Parks fleet equipment, budgeted fleet assets, with electric in 2025 as EVs become available. Pursue grant Seek grant opportunities to Ongoing - Working with TPWD on contracts for opportunities supplement park project two previously awarded grants. Work with development and offset rising Dashiell. construction costs. PARKS MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Southeast Metro Park Engineering and construction Bond funding approved in 2023. Design to – Synthetic Fields of synthetic sports fields. begin in 2026. Gilleland Creek Design and construct Complete land acquisition and determine Greenway – greenway improvements from funding for design. South of Ben E Fisher Ben E Fisher Park to the Confluence of the Colorado River. Land Management Develop monitoring program. Identify partnership opportunities for natural Program – resource monitoring. Staff have been identified Stewardship to complete training in fire effects monitoring to better capture and monitor effects of Rx fire on county properties. Additionally, we will be implementing quarterly monitoring reports for all park land properties. FM 973 & Colorado Develop site for park use Develop a master plan for site use as parkland. River including a boat ramp. Develop standards and protocols for land management. Improve Comanche Design and construct park On hold pending Planning capacity and bond Trail Park Facilities improvements at Hippie election funding. Hollow and Bob Wentz Parks. Master Plan Facilities Coordinate assessment of TC Assessment complete – determine funding to Assessment Park facilities with Cobb complete master plan through budget Fendley Master Plan report. process. FMD received funding to design Bldg. A & B in FY 2023. Page | 278 Page 1031 of 1087 PARKS MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Pace Bend Park Develop Master Plan for On hold pending Planning capacity and camping and day use areas. funding. Manchaca Gardens Develop site for park use. Develop a concept plan for site use as Park (O&M) parkland, need to determine funding. Playground Coordinate restoration of Ongoing – Evaluate and budget annually for Restoration Program park playgrounds systemwide playground restoration. for safety compliance. Strategic Parkland and Acquire land for future TC Ongoing project to protect water resources, Conservation Parks and conservation heritage farms and ranches, critical Easement Acquisition easement agreements. environmental features and other (CIP/Planning) environmental resources. Develop Operations Develop operations and Timeline to be developed based on greenway and Maintenance maintenance standards and construction schedules. Program for staffing levels for greenway Greenways operations. PARKS LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Wilbarger Creek Develop Master Plan On hold pending land acquisition, planning Greenway capacity. Acquisition funding approved in 2023 bond election. Gilleland Creek Determine Location, funding Determine timing based on greenway Greenway source and design for OCG construction. Maintenance Facility maintenance facility. Land Reclamation Steger Pit Develop scope of work for contactor to assist with understanding issues and opportunities, and to implement land reclamation plan for this site (adjacent to Onion Creek Greenway & in the Floodplain). LCRA Lease Revisions Work with LCRA to revise On hold pending LCRA action. (O&M) existing lease. Strategic Parkland Acquire land for future TC Ongoing project to protect water resources, and Conservation Parks and conservation heritage farms and ranches, critical Easement Acquisition easement agreements. environmental features and other (CIP Planning) environmental resources. Prepare bond Prepare preliminary list of Ongoing. package for next park and land conservation election (Planning) projects for CBAC and public review. Page | 279 Page 1032 of 1087 NATURAL RESOURCES & ENVIRONMENTAL QUALITY PROGRAM GOALS Natural Resources • Natural Resources Consultation and Management. Provide subject-matter expertise and analysis to elected officials, County agencies, TNR divisions, and public on natural resources issues. • Implement Balcones Canyonlands Conservation Plan (BCCP): Coordinate with BCCP partners on Endangered Species Act permit; Administer Public Participation; Acquire habitat; Manage BCP lands and habitat; Monitor County BCCP compliance; Manage public access and provide public outreach and education; Monitor and report on preserve status to US Fish & Wildlife Service. • Conservation Easement Acquisition and Monitoring: Work with private landowners, conservation advocacy organizations, Parks division and other agencies to create partnerships conserving open space, agricultural lands, and other significant natural/cultural resources. Monitor Conservation Easements (CE) and ensure compliance with CE terms in perpetuity. • Manage grants for Natural Resources, Parks and Environmental Quality Projects. Analyze funding sources. Administer grants. Assist other divisions and departments as needed. Environmental Quality • Environmental Quality Consultation and Management. Provide expertise and program support services regarding environmental compliance, policy and technical matters. • Implement programs to protect surface and groundwater resources. Including: o Storm Water Management Program (SWMP) involving inspections, enforcement, and technical review to reduce or eliminate pollutants in runoff associated with development and land use. . Program to ensure compliance of TNR operations and CIP projects with SWMP requirements. . Maintenance program for county-owned water quality control structures. . Program to require and manage water quality control structures for private development projects. o Monitor surface and groundwater quality on specific projects, systematically evaluating ambient stream water quality, and post-closure care of closed landfill operations. o Coordinate water quality protection efforts with other local and regional jurisdictions. • Implement programs to promote and improve sustainability and resiliency for County operations, functions, and facilities as well for the Travis County community at large. Includes: o Coordinate conservation and waste recycling/disposal efforts, including single stream recycling at all Travis County facilities. o Provide Household Hazardous Waste services for residents and optimize proper disposition and reclamation of many miscellaneous types of discarded materials in County operations. o Coordinate solid waste management efforts with other local and regional jurisdictions. o Manage County’s closed 290 Landfill. o Work with regulated community, stakeholders and other jurisdictions to ensure environmental protection at solid waste management facilities. o Provide leadership, policy and technical analysis, and planning support on efforts to Page | 280 Page 1033 of 1087 develop County policies and actions to improve sustainability and resiliency especially considering climate change. o Carry out projects and actions in support of County resiliency and sustainability policies. o Engage public and stakeholder participation to improve equitability of County actions. • Participate in efforts to maintain air quality through regionally focused air pollution abatement efforts, encourage Travis County employees to utilize alternative commutes to work. NREQ addresses and provides consultation on environmental policies, water and air quality, solid waste management, natural resources conservation, endangered species protection, climate change mitigation, conservation land acquisition and conservation land management. NREQ serves as an environmental resource, working closely with the other departments and TNR divisions to ensure environmental compliance, recommend policies for environmental protection, and consult on emerging environmental and natural resources issues. There are five programs within Environmental Quality. In 2025, the Environmental Quality (EQ) program is dividing into two: EQ-Water Quality and EQ-Sustainability. The EQ-Water Quality programs include: The Stormwater Management Program This program is responsible for compliance with the County’s TCEQ MS4 Stormwater Permit under the Texas Pollutant and Discharge and Elimination System Program. The stormwater program provides expertise and program support services regarding environmental compliance, policy and technical matters and implements programs to protect surface resources, including: • Inspections, enforcement, and technical review to reduce or eliminate pollutants in runoff associated with development and land use. • Ensuring compliance of TNR operations and CIP projects with SWMP requirements. • Maintaining county-owned water quality control structures. • Monitoring surface water quality on specific projects, systematically evaluating ambient stream water quality, and post-closure care of closed landfill operations. • Coordinating on water quality protection efforts with other regional jurisdictions. The Water Quality Program Created in FY 2024, this program assesses and monitors local water bodies for physical, chemical, and biological parameters; identifies potential pollution or contamination sources; and tracks environmental changes throughout seasons. The program is partnered with the TCEQ’s Clean River Program, a coordinated monitoring effort across the state, to provide data that can help guide local policies, enforce regulations, and inform conservation efforts. Additionally, the program focuses on public education and community awareness about water issues and best practices by giving presentations, participating and hosting community outreach events, and supports collaboration with other agencies, municipalities, stakeholders, and constituents. The EQ-Sustainability programs include: The Air Quality Program The Air Quality Program encompasses initiatives to reduce the County’s adverse operational impacts on air quality and educate County employees and the public on sustainable transportation options. Program initiatives include the Commute Connections Program, which includes the Commuter Leave Incentive Program, free transit passes, and the free Guaranteed Ride Home Program; Ozone Page | 281 Page 1034 of 1087 Alert Day announcements; electric vehicle charging station placement; and educational resources. Travis County is a member of Clean Air Coalition, a voluntary association of organizations that supports regional efforts for improvement of air quality in the Austin-Round Rock Metropolitan Statistical Area (MSA). Staff participates in air quality initiatives with other regional partners to improve the region’s air quality. The Operational Sustainability Program The Operational Sustainability Program’s role is to keep the County in compliance with federal and state solid waste management laws, most notably the Resource Conservation and Recovery Act (RCRA). The Program manages all solid waste that is not landfilled, rather recycled, or managed as hazardous waste, for all county operations. This customer service program assists all Travis County departments with education and hands-on outreach such as administering the Green Team and providing regular site visits to county facilities. The Sustainability Program coordinates and reports on outreach and education events; develops and supports implementation of the County’s operational Climate Action Plan; and compiles the annual Sustainability Report, which tracks materials management, climate goals, and an operational greenhouse gas inventory. The Environmental Resilience Program The Environmental Resilience Program (ERP) works collaboratively to create a safer, more resilient future for the Travis County community through comprehensive planning, strategic partnerships, research, and education. ERP’s main goals are to 1) Reduce greenhouse gases in the atmosphere by encouraging the reduction of greenhouse gas emissions in the community and increasing carbon sequestration by natural systems. 2) Foster local resilience and adaptation to climate hazards. ERP develops and regularly updates a community greenhouse gas inventory that tracks the major sources of emissions in Travis County and is working to develop a Climate Action Plan for the Travis County community. The program is a resource and information hub for all things regarding climate change for the region and acts as a liaison between Travis County departments and regional climate initiatives. Staff educate the public on how to reduce their net greenhouse gas emissions to slow the rate of climate change and mitigate the impacts of major environmental shifts and disruptions. ACHIEVEMENTS Natural Resources Program Natural Resources (NR) continues to focus its efforts on habitat protection for endangered species and general land conservation. Ongoing activities include issuance of endangered species take permits for residential and commercial land development through the Balcones Canyonlands Conservation Plan (BCCP); general administration of the BCCP to complete the terms of a Federal permit issued in 1996; land acquisition and conservation easement purchases for completion of the Balcones Canyonlands Preserve (BCP); intensive land management and species monitoring for the County’s BCP lands and caves. NR manages 13,167 acres of County lands and easements dedicated to the BCP (total 33,273 acres) to ensure compliance with the BCCP and Regional Permit. NR presented the schematic design for the BCP Visitor Center to the Commissioners Court and obtained approval to proceed with the $32 million project. NR continues to work with Jackson McElheney Architects and the Facilities Management Department (FMD) to develop constructions plans and obtain site development permits from the City of Austin. Staff worked with FMD on in-house design and management for BCP Building’s 2nd floor to create new offices for NR staff, currently based at the NR Field Office and downtown. A preliminary design Page | 282 Page 1035 of 1087 was developed for the 3rd floor that will provide space for Park Rangers and FMD Security on the west side and additional NR offices and interpretive exhibit space on the east side of the BCP Building. The NR Program follows and regularly updates long-term plans for BCP operations, maintenance and staffing that were initially developed in 2020. NR continues to implement plans for - one time improvements and long-term maintenance of the road and trail system on the County BCP lands. Annual work on fuel mitigation and fencing is carried out from September 1 through February 28 as usual, to avoid disturbances during the nesting season for the golden-cheeked warbler. The crews normally used to create or maintain shaded fuel breaks on BCP boundaries were redirected to cleanup of downed limbs and trees felled during Winter Storm Mara. NR developed plans for restoration and mitigation projects to address the effects of climate change on the BCP landscape. Land restoration projects have been identified and prioritized and implementation began on the first project on the Medway tract, where degraded areas are being restored by constructing berms and swales to retain water and using volunteers to plant and establish vegetation in these areas. Environmental Quality Program Stormwater Management: In 2024, the Travis County Stormwater Management Program successfully completed its 2019 MS4 plan regulated by TCEQ TXR040000 and began work on its new plan that will be in effect from 2025-2030. Recognized leaders in their field of expertise, Travis County SWMP staff are regularly consulted by internal partners and outside jurisdictions for advice and guidance on how best to conduct environmental protection operations in their areas. As part of the effort to ensure that water quality resources remain protected in Travis County, program staff regularly conduct construction site inspections, complaint response investigations, and educational outreach events, and enact and ensure all best management practices are being followed by County staff and contractors. These actions have a direct effect on keeping the waters of Travis County clean, as demonstrated by the Walnut Creek watershed’s recent delisting and reclassification from a previously impaired waterbody to one safe for contact. Water Quality: The new Water Quality program, launched this year, is now fully staffed. One of its first actions was to establish a partnership with the Lower Colorado River Authority (LCRA) to contribute water quality data to the TCEQ-administered Clean Rivers Program. As part of this program, staff will conduct water quality testing at 13 previously unmonitored sites across the county, which will establish important baseline data for the health of local waterways. In addition, the team has set up systems for tracking and mapping new wastewater permits throughout the county and is developing public education and outreach materials. Air Quality: The Air Quality Program continues to assist County employees with commute alternatives such as carpool matching and bus passes. EQ program staff have been very active in supporting telework implementation, commute alternatives, and the transition to electric vehicles through policy work, planning, and seeking state and federal funds. The Air Quality Program works with other government entities and private businesses to develop strategies to improve air quality through Central Texas. Sustainability: The EQ Sustainability Program made strides in improving service to County facilities through proper disposal of solid waste materials (including recyclables, universal waste, compost, and reusable materials), and this year coordinated the First Annual Spring Clean for eastern Travis County parks. Staff have improved communication with Travis County employees via the intranet site, improved signage around county facilities, and focused on relationship-building. The Program continues to develop new SAP trainings to educate staff on sustainability initiatives and proper Page | 283 Page 1036 of 1087 disposal practices and has recently expanded training offerings to include in-person New Hire Orientation sessions. The Green Team continues to meet monthly and has increasing participant numbers. Efforts are underway to update the County’s operational Climate Action Plan. The principal results of the Sustainability Program are outlined in the Sustainability Report, presented annually to the Commissioners Court in April and available on the county’s website. Environmental Resilience: The Environmental Resilience Program is about to start its third year. The team is nearing completion of a climate vulnerability assessment, working with Texas State University’s Institute for Government Innovation. The assessment will identify threats to Travis County facilities and key operations and will provide information to assist County staff in improving the climate resilience of operations and facilities. A key point of emphasis for the Environmental Resilience Program is to incorporate climate change projections and equitable climate mitigation strategies into the County’s review and action plans. The team is working with ICLEI – Local Governments for Sustainability – to develop a community level Climate Action Plan and to update the communitywide Greenhouse Gas Inventory. ERP works closely with the City of Austin’s Office of Sustainability (OoS) to ensure regional collaboration and avoid duplication of efforts. This includes playing a supporting role in the federally funded regional Climate Pollution Reduction Grant planning process, led by the OoS. HURDLES AND CHALLENGES NREQ Division-wide Several issues that apply Division-wide will be top priorities for FY 2025. • The Division Director’s retirement and transition plan will necessitate hiring one new Program Manager. The addition of the EQ-Water Quality Program Manager position will necessitate hiring another. That, together with restructuring the EQ Program into two (Water Quality and Sustainability), will require significant attention. We have been planning for this purpose for more than a year and will continue to work with staff and TNR leadership to ensure success. • FY 2025 will bring expanded staffing for: o The BCP Visitors Center (still under development). o Attention to water quality and availability, including a new Program Manager for EQ- Water Quality and new plan review and active construction inspection staff in the Stormwater program to meet growing needs resulting from ETJ releases. o Expanded land management efforts related to climate effects in the BCP. o Further exploration of how the county wants to address protection of at-risk species not covered by the BCCP. o Enhancing or rebuilding working relationships with key partners at TCEQ, City of Austin, LCRA, and stakeholder communities. Many of these issues are driven by retirements and reorganization both within Travis County and among our partners and stakeholder entities. o Climate change adaptation and mitigation planning will be needed across the board in NREQ programs. Natural Resources Program The project to remodel the 2nd floor of the BCP Building at 11920 Wilson Park for the new Natural Resources offices is a high priority due to the lack of office space for new hires. Employees are sharing space at Nootsie and teleworking in the interim. The construction project for the 2nd floor is anticipated to go out to bid in early 2025. Page | 284 Page 1037 of 1087 BCCP documents need to be updated to streamline, modernize, and clarify the habitat conservation plan. The next steps in 2025 are to hire a consultant to separate the local Habitat Conservation Plan from the Federal Environmental Impact Analysis and assist with permit renewal. Efforts to protect habitat and wildlife from the effects of climate change are a high priority that will require increasing resources in the upcoming years. NR is building a team to analyze impacts, identify measures that need to be taken to for preserve resilience, design measures to restore, mitigate or prevent harmful impacts, and implement resilience projects. Common myths and misunderstandings about wildfire behavior in Central Texas and the BCP’s juniper-oak woodlands continue to require significant amounts of staff time for community outreach and education. NR works in the Austin Travis County Wildfire Coalition to maintain expertise on wildfire risk. NR staff carry out mitigation projects each year from September through February. The group is guided by the Austin Travis County Community Wildfire Protection Plan, to be updated in 2025-2026. Environmental Quality-Water Quality Program Development continues to grow in Travis County at a great pace and as a byproduct increases workload demands for the SWMP and County as a whole. Pressure from the development community and the State Legislature for faster and more streamlined service, shortened timeframes for review, and de-annexation legislation that expands our geographic responsibilities continue to be challenges. Thankfully actions taken by Commissioners Court have begun to help stem the tide; new funding approved for FY 2025 for an additional SWMP plan review FTE and an additional inspector will assist greatly. We will continue to monitor program growth trends and actions taken by the state legislature to evaluate program impacts. Continued development and extended drought, exacerbated by climate change, are bringing to the forefront serious concerns about water availability and the failure of existing water delivery systems and fundamental water planning processes to ensure critical, sustainable water supplies in Central Texas. These issues are exacerbated by recent legislative actions. Changing rainfall distributions will require revised approaches to stormwater management and greater need for both structural management and for new approaches including low-impact design. The Nature-Based Solutions resolution approved this year will help guide some of these initiatives. Tree mitigation remains a significant issue both in policy and implementation and will be a focus in FY 2025. Status of the closed Travis County 290 Landfill remains unresolved pending a recent attempt to purchase the property. Management of the property remains challenging given that the County is responsible for the landfill but does not own the site. Environmental Quality-Sustainability Program Travis County has exceeded the National Ambient Air Quality Standard (NAAQS) for ozone for a second consecutive year, and for the first time, the standard for fine particulate matter. It is anticipated that the EPA will designate Travis County as being in nonattainment for fine particulate matter no later than Feb. 7, 2026, and for ozone soon afterward. Climate change and development growth are combining to challenge our compliance with the NAAQS standards. The Operational Sustainability Program (OSP) and Environmental Resilience Program (ERP) are addressing new areas of emphasis for Travis County. OSP has grown from one staff person to three since 2019, and ERP was created with two new positions hired in 2022. OSP involves a wide array of long-standing programmatic efforts (recycling, hazardous wastes, etc.) combined with a new emphasis on reducing County operations’ greenhouse gas emissions and increasing operational Page | 285 Page 1038 of 1087 resilience to climate hazards. ERP works to reduce community-wide greenhouse gas emissions and to increase climate resilience through nature-based solutions. Each of these subject matter areas requires unique programmatic expertise and the ability to stay abreast of a broad range of issues in a quickly changing field. Collectively this can be very challenging for these small staff teams. Equally challenging is developing and maintaining relationships with the vast array of internal and community partners that must be engaged to effectively address these issues. Significant challenges include 1) understanding the nature and scope of relevant issues, 2) engaging diverse partners and stakeholders, 3) collecting data from diverse sources, 4) identifying actions that are feasible and equitable, and 5) supporting their implementation. NREQ – Natural Resources SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE BCCP Continue ongoing analysis to fulfill BCCP Coordinating Committee and Completion BCCP permit requirements. Commissioners Court authorized BCCP Negotiate terms of permit renewal with Officer to submit a request to USFWS to the USFWS. renew/extend the BCCP permit for 15 Update BCCP documents. years. This process is underway. Automate BCCP Permit application Studied Karst areas with high potential as a system using MyGovernmentOnline. substitute for lost or taken caves named on Design/create dashboard for reporting permit. BCCP status: Move ahead with Karst Track take coverage and mitigation credits substitution documentation to USFWS. remaining. Evaluate acquisition needed and opportunities. BCP Acquire property or conservation 33,293 acres GCWC and BCVI habitat Acquisitions easements to meet the terms of BCCP protected. Permit. 13,187 acres managed by Travis County. Achieve configuration goals. 53 of 62 required caves protected or have Meet target acres in each macrosite. some level of protection. Acquire land to offset losses within the Pursue acquisition of key tracts to desired acquisition zone. complete requirements for configuration, Protect full extent of caves named on caves, & macrosite acreage goals permit. BCP O&M Develop long-term plans for BCP Continue to implement 5-Year BCP planning and buildings, roads and trails, fencing, and Operations and Maintenance Plan for FY budget vegetation management. Includes 2021 - FY 2025. assessment of needs, development of Updates to the BCCP Fire Management costing principles, project cost Chapter underway, in coordination with estimation, and development of long- City of Austin BCP. range plan and budget. Obtain site BCP Visitor Center schematic design was development permits for BCP Building approved in February 2023. projects. Visitor Center NR 2nd floor Plans for Natural Resources Program offices. Solicit bids for construction offices on 2nd floor of BCP Building were firm. completed in August 2022; project ready to bid pending HVAC design Engineering firm hired to design new HVAC for entire building Visitor Center site development permitting was delayed pending HVAC design. Page | 286 Page 1039 of 1087 NREQ – Natural Resources SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Conservation Secure significant long-term public Staff analyzed projects; developed Easement benefits through acquiring strategic plans for new CE acquisitions. Bond Program development rights from willing Partner with Parks. landowners. Preserve and protect Balance remaining in 2017 bonds to be natural, scenic, or open-space values used in conjunction with new funds of real property and/or assure authorized by 2023 CE bond election. properties remain available for agriculture, recreation, or open-space use. BCP Fuel Provide hazardous fuels reduction work Wildfire mitigation projects are planned Mitigation (shaded fuel breaks) in the Wildland and implemented each year on the BCP Urban Interface (WUI) on Preserve land boundaries from Sept 1 through Feb 29. behind developments and along Cleanup of Winter Storm Mara damage roadways. continues to be a high priority for fuels TC BCP lands have 140 miles perimeter mitigation crews. boundary 1,083 parcels adjacent to TC Three winter seasonal positions on staff to BCP lands. conduct wildfire mitigation /debris cleanup, in addition to work by AYW, LTFR, and other contractors. Provide leadership role via the Austin Travis County Wildfire Coalition in developing an update to the Community Wildfire Protection Plan. BCP Fence Construct new fences and maintain Fence projects are conducted each year Construction existing fences on BCP lands. from Sept 1 through Feb 28 to avoid GCWA and Repair nesting season. BCP roads & Maintenance & improvements to roads, Pave high priority roadway segments that trails trails and associated drainage. provide essential access Road and trail vegetation management in progress Contractor improvements on primitive roads and trails continue to be done. BCP Manage BCP lands and facilities Management of 13,167 acres is ongoing Operations & according to BCCP Permit Ongoing management of vegetation, Maintenance requirements. invasive species, etc. O&M budget continually evolving and being refined to ensure fiscal and operational sustainability. Management and education on tawny crazy ants in our parks and on the BCP continue. Karst Contract for professional services to Karst studies continue at Kotrla property; professional perform Surface/subsurface drainage extensive, previously unknown cave services basin delineations: systems found. Substitutes for Cave mapping. lost/damaged permit caves identified; DNA Karst invertebrate taxonomy work. analysis conducted to confirm species. Page | 287 Page 1040 of 1087 NREQ – Natural Resources SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Karst feature surveys assessments & Unknown/ unnamed species have been excavations. found. Conduct Annual karst surveys of County-managed caves BCCP Monitor presence and populations of Ongoing annual. Monitor and report on Monitoring endangered species by various protected species by appropriate Threatened & standardized techniques. techniques: GCWA, BCVI, karst species, Endangered Jollyville Plateau Salamander, Tricolored Species bat; requires application of field Monitoring techniques, but increasingly requires development of new techniques and critical analysis existing approaches. Biological Research on specific species, Ongoing work on Tawny Crazy Ants. Cave Research communities and climate change. monitoring for the presence of the tricolored bat is underway. Ad hoc research projects identified and carried out as need arises. Identify research needs for effective biological management. BCP Climate Develop and implement projects to EPM analyzed preserves, identified Change improve climate change site resiliency. projects, prioritized, began Projects implementation. Berm/swale water retention and planting projects underway. Volunteers used to plant area. NREQ – Natural Resources MID TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE BCCP Analysis of the BCP with respect to Continue land acquisition as tracts Completion specific requirements set forth in the become available. Acquisition of essential BCCP Endangered Species Act permit. tracts cannot be pursued until owners are Issues include: willing to sell – eminent domain cannot be • Preserve completion. used time frames cannot be predicted. • Total area preserved. Issue takes permits for development and • Minimum acreage for GCWA and infrastructure projects. BCVI. • Macrosite size and configuration. • Cave and karst preservation Permitted take issuance. • Take authorization remaining. • Take permits issued for development and infrastructure. • Mitigation credits used by managing Partners. Page | 288 Page 1041 of 1087 NREQ – Natural Resources MID TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE BCP Planning Develop necessary plans for managing Negotiate renewal and 15-year extension BCP lands and facilities. of the BCCP permit. Design and construct Visitor Center at BCP Building. BCP Operations Manage BCP lands and facilities Update and refine a fiscally sustainable and according to BCCP Permit O&M plan for BCP. Maintenance requirements. Manage preserves in perpetuity. Update remaining chapters of the Tier II BCP Land Management Plan. Update Tier III (individual tract) management plans. BCP Building Implementation of the Buildings Convert Nootsie Field Office to and Facilities Disposition. Plan approved by research/seasonal housing after staff Commissioners Court in 2011 and moves to BCP Building. Complete one- revised in 2014. time repairs, updates and maintenance at Snowden. BCP Roads Maintain essential roadways and trails Implement plan for BCP Roads & Trails within the BCP Maintain primitive roads and trails for land management access, guided hikes, and volunteer projects. NREQ – Natural Resources LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE BCCP Analysis of the BCP with respect to Follow plan selected in FY 2019/FY 2020 Completion specific requirements set forth in the for BCCP Permit, per Permit Options BCCP Endangered Species Act permit. report. Five options have varying time Issues include: frames. If selected, two of those options • Preserve completion would require significant work and • Total area preserved. expense during this period. • Minimum acreage for GCWA and BCVI. • Macrosite size and configuration. • Cave and karst preservation Permitted take issuance. • Take authorization remaining. • Take permits issued for development and infrastructure. • Mitigation credits used by managing partners. BCP Fence Develop long-range plan for fencing Fence construction and maintenance Construction construction and maintenance. activities conducted from Sept- Feb each and Repair year, outside GCWA nesting season. Update fencing priorities annually to consider new tract needs, trespass issues, changes in adjacent land use, reduce internal fencing. Page | 289 Page 1042 of 1087 NREQ – Natural Resources LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE BCP Operations Manage BCP lands and facilities Manage preserves in perpetuity. & Maintenance according to BCCP Permit Update remaining chapters of the Tier II requirements. BCP Land Management Plan. Update Tier III (individual tract) management plans. NREQ – Environmental Quality - Water Quality SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Environmental Establish the Water Quality Program as a Hire WQ Program Manager early in 2025. Quality: Water separate program on an equal basis as Hire Hydrogeologist. Quality Program Natural Resources and Environmental Integrate Hydrogeologist into NREQ and Quality-Sustainability. develop plans and protocols to integrate the NREQ and DS water quality and water availability programs. This is underway Complete current hydrological studies of Western Travis County with University of Texas and SWTCGCD and identify additional study needs. Complete Eastern Crescent Water Availability study SWMP Demonstrate compliance with the Ongoing - daily operations for the storm implementation County’s NPDES Phase II storm water water program permit. New TCEQ MS4 permit to be implemented in FY 2025. Hire new plan review and active construction inspector FTEs in early 2025. Continue to assess and accommodate increased workload resulting from Increased development activity and De-annexations from ETJs Tree Mitigation Consider adopting and implementing Cross-division implementation team program restart tree mitigation program materials development in process. resulting from Texas State study, including revisions to Chapter 482.973 and a new public-facing program manual. Develop the Test water quality parameters in Program is fully staffed. Water testing Water Quality waterways throughout Travis County. has begun, and creation of educational Program Gather baseline data for areas under materials is underway. development. Create an educational program and a public-facing webpage. Page | 290 Page 1043 of 1087 NREQ – Environmental Quality - Water Quality SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Storm Water Continue working with cities and other Ongoing. Review ILA with COA. Identify ILAs local jurisdictions on better ways to other ILA needs as warranted. implement storm water programs. SWMP program staff are recognized at state-wide level for their expertise and effective program. Will continue to provide leadership, training, and outreach via conferences and coordination with jurisdictions. Manage Post- Continue to work with the CIP team on Ongoing work with CIP. Construction developing storm water management Storm Water facilities for the remaining 2017 Bond Program for Road & Bridge projects plus projects bonded CIP emerging from 2023 bond election projects Manage the Manage the landfill in compliance with Address non-compliance issues in closed Travis State regulation leading to satisfying TCEQ Notice of Violation (in process). County 290 post-closure care requirements. Correct leachate leaks Landfill Restore leachate collection system to optimal function Stabilize areas damaged by erosion and feral hogs Correct ponding in identified subsidence areas Continue ongoing site maintenance. Implement new maintenance contract with improved clarity and enhanced oversight by NREQ staff and consultant. Continuing to manage issues with new landowner. Assess current conditions with focus on identifying issues preventing completion of post-closure care requirements and options for addressing these issues. NREQ – Environmental Quality - Water Quality MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Tree mitigation Active implementation team in place, Planning and preparation work currently program regular calls for projects, effective underway. implementation tracking of incoming funds, and efficient spending of program funds. Page | 291 Page 1044 of 1087 Water Quality Program planning and design to create Staff are currently developing public Volunteer regular opportunities to engage education materials and establishing Engagement residents in water quality education and relationships with other agencies and testing, modeled after successful jurisdictions to learn about how these programs in other jurisdictions. programs operate. NREQ – Environmental Quality - Water Quality LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Water Quality Program in place to provide regular Staff are currently developing public Volunteer opportunities to engage residents in education materials and establishing Engagement water quality education and testing, relationships with other agencies and Program modeled after successful programs in jurisdictions to learn about how these other jurisdictions. programs operate. Implementation of this program may require additional staff resources. NREQ – Environmental Quality-Sustainability SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Increase recycling rates Recycle more and generate Ongoing - County recycling rates are on and proper disposal of more revenue by “selling back” the rise. Work with all County facilities universal waste at county recyclable materials. to support proper disposal of universal facilities waste. Providing select solid Provide HHW disposal, Ongoing coordination with City of waste disposal services pharmaceutical take-back, Austin on HHW disposal for county residents Christmas tree disposal, and Regularly scheduled pharmaceutical other opportunities to residents. take-back events with promotion. Be a resource for residents to Christmas tree recycling. understand their options for Lake Travis Cleanup plus eastern river solid waste disposal. cleanup. Services are integrated into Sustainability and Environmental Resilience programs. Maintain and enhance education and outreach efforts. Revisit legislative proposal to address donut hole issue in statute. Identify options for TDMS sites for disaster management. Update the online Recycling and Waste Drop-off Locator. Plan for public education and outreach re: waste disposal options if transfer station in Bee Cave is discontinued. Page | 292 Page 1045 of 1087 NREQ – Environmental Quality-Sustainability SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Staff the GreenTeam and Provide staff support and Green Team and Green Steering Green Steering facilitate meeting for County Committee meetings are monthly and Committee staff volunteers who serve to ongoing. improve recycling and conservation within their departments (Green Team). Provide staff support for Green Steering Committee meetings, a subcommittee of Travis County Commissioners Court. Revise County Code as needed. Climate Action Plan Change internal operations and Continue to develop reliable data input (CAP) for Travis County culture to reduce our for ICLEI Clear Path tool to assess operations greenhouse gas emissions and County carbon footprint. Update the impact on climate. operational Climate Action Plan. Create a GHG inventory Understand where the majority Continue to track and refine GHG data for the TC community of GHG emissions are coming for biennial updates. Identify from within Travis County. opportunities at community level for GHG reduction in coordination with jurisdictions and stakeholders. Community Climate Support Climate Pollution Participate in and support regional Action Planning Reduction Grant (CPRG) climate action planning through the planning and conduct Travis CPRG process. Conduct community County community climate engagement to identify priorities for planning. climate action in Travis County and develop relationships with implementation partners. Work with ICLEI to develop models for effective and feasible community climate action. Conduct a vulnerability Understand how the threats of We are currently working with Texas assessment for TC climate change will impact State University on this project. It facilities & operations county facilities and operations should be concluded by Spring 2025. and provide staff with information to assist them in improving the County’s operational resilience. Support Fleet transition Install and operationalize The first EV chargers are now to electric vehicles. electric vehicle charging operational, with more planned for FY stations to support new EVs and 2025. hybrid gas-electric vehicles in the County Fleet. Page | 293 Page 1046 of 1087 NREQ – Environmental Quality-Sustainability MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Create and implement Create a plan that will help Currently working with ICLEI – Local a Community Climate educate the community on Governments for Sustainability to develop the Action Plan the threats of climate plan. Coordinating with the regional Climate change and what they can Pollution Reduction Grant planning process, led do to reduce and mitigate by the City of Austin. The Travis County their impacts. It will include Community Climate Action Plan will be actions the County can take completed in the next 2 years. Implementation to reduce community will be ongoing as staff work with community emissions. stakeholders to achieve net-zero community- wide emissions by 2050. Continue to introduce Electric vehicles produce Continue work with TNR Fleet to identify electric vehicles and zero emissions and are the opportunities for electric vehicle replacements charging stations into best for air quality. and to get additional charging stations up and the running, as needed. County fleet Prepare County Preserve farmland and We are currently in discussion with the City of owned farmland for a provide access to farmable Austin on connecting the Walnut Creek Farm Walnut Creek Farm land to local farmers project with the adjacent city park project. pilot project Ongoing. Solid Waste Support implementation of Support disaster debris management through Management disaster debris Debris collection contract management plans. Debris Monitoring contract Hazardous waste debris management and Provide support to identify related contracts and implement residents’ Development and implementation of a cross- options for handling solid agency team for managing disaster debris waste needs. cleanup Working toward Identifying and developing temporary debris management sites. Providing public information Preparing for eventual closure of Eco Depot and improvements to 1431 Citizens Collection Station. Successful implementation of some of these goals may require additional staff capacity. NREQ – Environmental Quality-Sustainability LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Identify and Reduce illegal dumping. Actions to be based in part on the findings of the implement ways for Reduce distance and other Solid Waste Needs Study and dependent upon Travis County barriers to securing additional staff resources. residents to properly disposal/recycling for dispose of solid residents. waste Page | 294 Page 1047 of 1087 Continue to Change internal operations Implementation will be ongoing as staff work implement the and culture to reduce our with departments across the County to achieve Climate Action Plan greenhouse gas emissions the goals of the Operational Climate Action (CAP) for Travis and impact on climate. Plan. County operations Continue to Working with community Implementation will be ongoing as staff work implement the members, agencies, and with community stakeholders to achieve net- Community Climate organizations in Travis zero community-wide emissions by 2050. Action Plan County, support implementation of the Travis County Community Climate Action Plan. Page | 295 Page 1048 of 1087 DEVELOPMENT SERVICES & LONG-RANGE PLANNING PROGRAM GOALS Development Services & Permits • Ensure suburban and rural land development complies with County subdivision, land development, traffic safety, and drainage standards. Long Range Planning & GIS • Provide professional planning skills in the development and implementation of long-range land development, natural resources protection, and multi-modal transportation plans that reflect the needs and desires of most of all Travis County residents and promote public safety, health and welfare. • Provide and coordinate GIS program support to all TNR Divisions, other county departments, the Commissioners Court, our regional partners and the public. • Collaborate with all local public entities within the county and other local, state and federal regional partners to maximize the effectiveness and efficiency of County services. • Incorporate best practices for public engagement throughout the county to ensure the Commissioners Court understands and adequately prepares for the needs of all Travis County residents as best it can. • Maintain knowledge of state and federal policy discussions that pertain to TNR programs to inform the Travis County IGR staff and Commissioners Court of possible positive and negative impacts to county operations and budget. ACHIEVEMENTS During FY 2024, Development Services staff reviewed various types of development applications and issued 4,756 permits, performed 2,302 inspections for OSSF and driveway, 1,376 construction inspections, and investigated over 750 development related complaints with 423 site investigations to ensure that development in Travis County meets applicable standards to protect the health and safety of our citizens. As part of the overall revamp of the development application and review process, Development Services launched an extensive update of our website and implemented improvements to our permit system with our vendor, My Government Online (MGO). These efforts rea to add enhanced processes and functionality for review and issuance of permits and to better provide information and transparency to our customers. The MGO improvements also provide the greater ability to track applications through the review process to also monitor volume/workload and performance metrics for management purposes. Development Services received a state Flood Infrastructure Fund Grant from the Texas Water Development Board to perform Atlas 14 studies for western Travis County, develop mitigation alternatives for flood prone areas in the Onion Creek, Maha Creek and Plum Creek watersheds, and develop mitigation alternatives for low water crossing. Additionally, the Wilbarger Watershed Study picked up by the state FEMA Cooperative Technical Partner to update FEMA Flood Insurance Rate Maps with Atlas 14 floodplain mapping, and the Maha Watershed Atlas 14 study is currently under review at FEMA to update the effective FEMA Flood Insurance Rate Maps through a physical map revision. Development Services staff continue to work on the Stream and Rain Gauge Program and the Floodplain Structure Inventory and continue to seek out grant and partnership opportunities for watershed studies on flooding. Page | 296 Page 1049 of 1087 The Long-Range Planning/GIS staff continue to work with other TNR Divisions and Travis County Departments, as well as other entities, to implement the Transportation Blueprint the Court adopted in July 2019 and developed an amendment process for this planning tool. Planning staff completed the Hamilton Pool Road at Pedernales River Crossing Study and implemented “No Through Truck” signage along Hamilton Pool Road where large trucks consistently crash, causing significant safety and negative budget impacts. Additionally, planning staff completed an update to the County’s Transit Development Plan (TDP) which was approved by the Travis County Commissioners Court and the CapMetro Board. Planning staff continued collaborating and coordinating on regional transportation solutions through involvement with the Capital Areal Metropolitan Planning Organization (CAMPO). Planning staff also continued to support the implementation of CAMPO’s Regional Transportation Demand Management Plan and develop applications for CAMPO’s Surface Transportation Block Grant project call. Other TNR Planning staff accomplishments this year included working with the Commissioners Court to provide official comments to the Central Texas Regional Mobility Authority (CTRMA) regarding the MoPac South project, as well to Hays County and that jurisdiction’s proposed SH 45 Gap Project. TNR Long Range Planning staff continue working with other regional transportation partners to identify and secure project readiness funding for Travis County’s priority regional transportation corridors identified in the CAMPO Corridor Project Readiness Program. TNR-GIS staff has been providing continuing strategic support in relation to floodplain management activities to include, but not limited to, mapping support for the application to the Texas Flood Infrastructure Fund grant, technical and logistic support for the Flood Risk Viewer, general mapping and data support, and maintenance of our current floodplain layers for the TNR viewers. TNR-GIS provided data for the road inventory and condition survey and developed data collection apps for the BCP field staff. TNR-GIS has collaborated with PBO and TCSO Justice Planning on developing an asset mapping application and taken on GIS services and mapping for the County Corporations as well as providing apps and maps for Facilities Management and the Office of Emergency Management. TNR-GIS also created mapping and public engagement material development for the 2023 Bond election. TNR-GIS also completed an analysis for electric vehicle charging locations at Travis County facilities. The TNR-GIS group is continually developing and providing a wide variety of tools for Travis County staff and constituents to have access to retrieve a wealth of geospatial information about locations within Travis County including roads, drainage, and other infrastructure. Some of the GIS Web map sites include the Geocortex viewer. HURDLES AND CHALLENGES Per the Court’s adopted goal that 75 percent of county staff work remotely 75 percent of the time, most of our staff continues to function in a hybrid work environment (both remote and in-person). Septic, subdivision and enforcement inspectors continue working remotely and doing field inspections and investigations. We have strived to learn and adapt and use our tools as we work to meet our customers’ needs. During the last legislative session, the State of Texas adopted several pieces of legislation concerning the development review process which have significant impacts on how we do business. While the code and process changes have been approved and enacted, due to the magnitude of the changes, it may take several years for review staff as well as the regulated community to fully adjust. In this legislative session the State of Texas also passed legislation making it possible for land owners to opt Page | 297 Page 1050 of 1087 out of being in a municipality’s Extra Territorial Jurisdiction (ETJ) and this will also have serious implications for the County. Balancing time constraints and work products continues to be challenging. It is to the Travis County Commissioners’ Court credit that County departments are encouraged to champion innovative ideas. As development cycles through industry trends, there is increased pressure for alternative design standards. Deviating from standards creates increased workload on staff and leads to increased review times. Additionally, the Court has re-evaluated their legal authority over non- traditional forms of subdivision. A revision to Travis County Development Code is recommended to clarify the requirements for these non-traditional subdivisions. Aging infrastructure and development that went through the entitlement process prior to the County adopting modern development standards often leads to challenges to our street and drainage networks. After a flooding event, structures that were originally allowed (but would not be permitted today) are often severely impacted. It is also a challenge that many of the existing lots available in older subdivisions utilize on-site wastewater systems that are the poorer quality lots and have been the last to sell because of topographical problems and small lot size. These lots will have systems that are difficult-to-design and will increase the number of professionally designed systems reviewed. Complaint investigations are expected to increase over the next several years as the 40,000+ on-site wastewater systems in the County continue to age resulting in more failures. An additional component of failures results from the increasing number of persons moving into the urban county areas that have not lived in homes being served by onsite wastewater and therefore increases the likelihood of misuse of those systems. TNR continues to experience examples of development that attempt to avoid regulatory compliance. The County is challenged by these developments that start out as dividing the land through an exception to platting, and then being further subdivided without the benefit of going through the subdivision process and without the benefit of utilities. Relationship building in a changing landscape is ongoing. Responding to jurisdictional changes, an evolving external environment and new legislative mandates necessitates regular reevaluation of policies and procedures. In this fast- changing environment, it is critical to engage affected parties to prevent or minimize conflict with planning efforts in other departments and jurisdictions. TNR is actively looking to increase our use technology to help track projects and be more transparent in reporting. There is also the need to keep pace with the advances in technology. The TNR GIS Team will continue to identify, implement, and extend the use of GIS resources outside of the current user. Additionally, staff will migrate from the current software, ArcMap, to ArcGIS Pro which will cause a significant change to current workflow but is a necessary change. This will require significant training. TNR Planning staff continues to seek innovative ways to combat the region’s congestion issues. The implementation of new programs identified in the Transportation Blueprint as well as future direction on Safe Streets and Routes For All implementation are important parts of the region’s congestion puzzle that may require additional staff resources to undertake. Planning staff received a grant award from the US Department of Transportation under the Safe Routes for All (SS4A) program to complete a County-wide Safety Action Plan. The Public Improvement Districts (PID) process requires a rather significant amount of staff time. TNR will continue to work with the Economic Development staff to better align the PID projects with the County’s goals under LWTP and other plans. Page | 298 Page 1051 of 1087 DSLRP - Development Services SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Stream and Rain Develop and implement a rain gauge Project is currently awaiting low water Gauge Program and streamflow (hydrologic and crossing mitigation recommendations being hydraulic) project to facilitate gathering developed as part of the Travis County information on flooding events as they Master Flood Plan / Flood Infrastructure occur to better address flood Fund Grant expected by the end of 3rd prediction and response quarter 2025. Efforts. Benefit/Cost Develop a methodology to use to Recommendations obtained in the Flood Methodology determine costs to taxpayers vs. tax Mitigation Report produced in response to Development income for properties located within the 2015 flood events in Travis County are the floodplain. This tool will be used to being re-evaluated as part of the Travis evaluate flood mitigation projects. County Master Flood Plan using Atlas 14. Updated mitigation alternatives provided by the end of the 3rd quarter 2025. Flood The grant application is to develop a The Flood Infrastructure Fund Grant is Infrastructure Master Flood Plan for the County that scheduled to be completed by the 3rd Fund Grant will incorporate updated floodplain quarter of 2025. studies for western Travis County using Atlas 14 rainfall along with mitigation alternatives for flood prone areas in eastern Travis County and for low water crossings. Development Review development applications for On-going Application compliance with applicable Review regulations to ensure the health and safety of our citizens. MGO/Camino Develop enhancements and On-going functionality in to provide transparency in the permitting process along with process improvements for tracking and workflow. Chapter 482 Revise Chapter 482 to make it more Scope to be prepared by end of 2nd quarter consolidation user friendly. 2025. DS&LRP - Development Services MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Floodplain Compile an inventory of structures Project ongoing. Compilation of structural Structure and finish floor elevations within the elevation information is ongoing and will be Inventory floodplain to better determine which used to help assess mitigation actions going watersheds pose the greatest risk in forward. Information will be incorporated into terms of potential flood hazards and GIS layers. flood damage. Develop a flood risk mitigation assessment methodology Page | 299 Page 1052 of 1087 DS&LRP - Development Services MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE to provide cost-benefit input to the flood mitigation decision process. Community Apply for entry into the Community Due to the implementation of Risk Rating 2.0 Rating System Rating System so that the citizens of for the rating of flood insurance and the (CRS) Travis County can have discounted continued inability to adopt building codes by flood insurance premiums to reflect Texas County’s, an evaluation needs to be the reduced flood risks resulting from performed to determine the benefit. Next the community actions meeting the step is to engage a consultant to prepare a three goals of CRS: reduce flood cost benefit analysis to the County. damage to insurable property; strengthen and support the insurance aspects of the NFIP; and encourage a comprehensive approach to floodplain. Floodplain/Flood Provide educational material Engage a consultant to help develop material Insurance associated with floodplain risk and that will provide floodplain education and Outreach flood insurance availability. outreach for the availability of flood insurance. 4th quarter 2024. DS&LRP - Development Services LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE 1445 Agreements Review existing 1445 agreements and Re-evaluate after next legislative session. recommend changes as appropriate. Community Manage the Community Rating System Re-evaluate after recommendation from Rating System so that the citizens of Travis County can consultants. (CRS) have discounted flood insurance premiums to reflect the reduced flood risks. DS&LRP - Long Range Planning & GIS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE CAMPO 2050 Long Provide planning support to the Plan adoption May 2025. Range Transportation MPO’s regional plan update. Plan Update Public Engagement Public engagement for various Ongoing planning efforts. Priority Climate Action Provide planning support to Ongoing Plan Natural Resources to identify projects for future grant implementation applications. Page | 300 Page 1053 of 1087 DS&LRP - Long Range Planning & GIS SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE TxDOT monthly Meet with TxDOT to coordinate future Monthly coordination meetings on-system transportation projects. CAMPO/CTRMA Support members of Transportation Monthly Regional Policy Board through CAMPO/CTRMA Transportation Briefings and participation on coordination CAMPO Technical Advisory Committee meetings. Internal Coordination Coordinate on improving project Ongoing of Transportation identification and project planning Blueprint for and review between Subdivision Subdivision Review and Reviewers/ and Capital Improvements Program. CIP Innovative Technology Stay current on developing Ongoing Monitoring technologies and possible implementation opportunities. Innovative Technology GIS analysis to locate potential Ongoing Implementation electric vehicle charging infrastructure sites. GIS support for Maintain viewer for the Ongoing Transportation Transportation Blueprint. Blueprint DS&LRP - Long Range Planning & GIS MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Transportation Coordinate and develop applications for Ongoing Blueprint: CAMPO future CAMPO project calls for Federal Project Funding and State funds. Calls Update of Continue update of Plan. Plan update July 2026. Transportation Blueprint Update Active In conjunction with update of Plan. Plan update July 2025. Transportation Plan element of Transportation Blueprint Page | 301 Page 1054 of 1087 DS&LRP - Long Range Planning & GIS MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Transit Update TDP Ongoing Development Plan Update GIS support for Support Transportation Planners on Ongoing TNR planning staff CAMPO call for projects, Collector plan, needs potential SS4A planning grant and LWTP update. Prepare and plan Migrate GIS Desktop users from ArcMap Ongoing for changing GIS to ArcGIS Pro. environment GIS support for Support Transportation Planners on Ongoing TNR planning staff CAMPO call for projects, Collector plan, needs potential SS4A planning grant and LWTP update. DS&LRP - Long Range Planning & GIS LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Update LWTP Update the LWTP every 5 years. Ongoing Update Update the Transportation Ongoing Transportation Blueprint every 5 years. Blueprint Update CAMPO Work with MPO to update the Ongoing Regional current Regional Transportation Transportation Plan every 5 years. Plan GIS Services Continue to provide the best Ongoing service, analysis and advice on geospatial issues. Page | 302 Page 1055 of 1087 REAL ESTATE PROGRAM GOALS • Right-of-way services to acquire real property interests needed for CIP projects, typically purchased under threat of condemnation (to include legal requirements and notification to owners associated with the County’s power of eminent domain). • Acquisition of fee simple and easement rights for the Parks Division (open space & floodplain buy-outs), as well as BCP – land areas for conservation and preservation of endangered species. • Evaluation, analysis, and strategic recommendations to County regarding disparate real estate issues, to include support of the County Attorney’s Office in condemnation. • Negotiation and preparation of contracts and agreements, to include Professional Services Agreements, Purchase Contracts, Deeds, Easements, License Agreements, Closing Documents, Public – Private Participation Agreements, and Interlocals. • Disposition of real property assets owned by the County via auction, sale, or exchange. ACHIEVEMENTS • Completed acquisition of all real property interests necessary for the Wyldwood Road @ Slaughter Creek (2017 Bond: Prop. A) drainage and roadway project. • Acquired four (4) additional parcels – now totaling just over 80% of necessary total – required for drainage and roadway improvements within the Arroyo Doble / Twin Creeks (2018 CO) project. Condemnation supports ongoing. • Obtained six (6) license agreements for temporary use (easements) in support of the Old Lockhart Road project (now under redesign). • Ongoing support provided to the County Attorney’s Office in active condemnation for the final two (2) remaining parcels owned by the City of Austin (COA) necessary for the Spicewood Springs Low Water Crossing project (2017 Bond: Prop. A). The current plan is to allow use, or convey ownership, of a parcel from Travis County to the COA, after construction completion and opening of the new roadway. If the expected plan proceeds, an Interlocal Agreement between both governmental entities would allow the existing bridge crossing to serve as a hike, bike, and pedestrian trail. • Completed all acquisition of real property interests (parcels) necessary for construction of the 2017 Bond (Prop. A) Fitzhugh Road project. • Acquired several large and highly important tracts of land, located south of Manor near Gilleland Creek and totaling approximately two-hundred, thirty (230) acres, under the Strategic Parkland Acquisitions (2023 Bond, Prop. B) program. • Closely worked in partnership / conjunction with the Texas Nature Conservancy and TNR Parks in successfully acquiring several large tracts of undeveloped ranchland. Totaling more than 1,900 acres, and dubbed the Castletop and RGK Ranch properties, these large acreage tracts are located near the County’s Milton Reimers Ranch Park in Precinct 3. • Conveyed one (1) fee simple and two (2) easement parcels – identified as excess / unnecessary property – to an adjacent property owner near / at F.M. 969 and Decker Lane. • Conveyed fee simple interests from Travis County to Jaffco 812, LLC, over a significant swath of land that previously divided a large tract immediately southeast of the Burklund Farms Road and F.M. 812 intersection. HURDLES AND CHALLENGES In January 2024, TNR real estate transactions were severely impacted by the departure of two County Attorneys, and the learning curve needed to bring other attorneys up to speed. Page | 303 Page 1056 of 1087 Two other major hurdles for ROW acquisition were notably impactful in 2024. Firstly, the City of Austin’s assertion of oversight and control in Travis County’s public projects located within the City’s Extra-Territorial Jurisdiction (ETJ) created a deleterious impact and adverse consequences by delaying Travis County progress in public works development. This COA claim to oversight of County projects has and continues to be a major challenge for most areas in TNR, including ROW / Real Estate. Secondly, challenges continue to be encountered in getting accurate information (i.e., maps, plans, drawings / sketches, and improvement details) that is necessary to conduct real estate ROW acquisition work. ROW/Real Estate will continue to work with Public works to resolve inconsistencies in the design process and output. Real Estate SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Hamilton Pool Rd. (Phase Improve roadway; replace culverts, ROW acquisition complete; condemnation 2), 2018 CO drainage improvements, etc. support underway. Hodde Lane Widen and improve 2-lane ROW acquisition complete; condemnation roadway. support underway. Old Lockhart Road, 2017 Roadway, bicycle safety, and ROW acquisition completed; additional Bond associated drainage ROW acquisition will begin following improvements. redesign of project. Onion Creek Greenway Acquire additional real property to ROW acquisition ongoing; condemnation Improvements accommodate modified trail support underway. alignment. Arroyo Doble / Twin Roadway, bridge / culvert, and ROW acquisition ongoing; approximately Creeks drainage improvements. 80% complete; condemnation support underway. Spicewood Springs Road Safety project to realign and ROW acquisition ongoing; City of Austin Low water remove existing bridge structure (Parks Dept.) participation necessary to Crossing from floodplain. proceed. Hamilton Pool Road Dispose (sell) waterline utility Disposition actions ongoing, with TNR Parks (WTCPUA) easement and temporary West office concurrence. construction easement. Manor Downs South, LLC Exchange electrical easement Gilleland Creek Trail public access and (Hill Lane) rights on County land for vehicular parking lot (between Hill Lane and SH 130) access rights. would be possible with planned exchange; expected closing in Q2 2025. Burleson Road Dispose (sell) excess, unused Currently under contract for sale; expected ROW. closing in Q1 2025. 2023 Bond Projects Public infrastructure ROW / Real Estate acquisitions – scale, improvements timelines, and priorities pending. Real Estate MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Thoroughbred Farms (aka, Construct subdivision drainage Awaiting design and survey; prior ROW Citation Drive) improvements; residential acquisition and condemnation completed. buyouts. Page | 304 Page 1057 of 1087 Real Estate MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Gilleland Creek Land Acquisition Property acquisition to focus on Greenway Parkland approximately five tracts of land necessary Acquisition for the ultimate long-term goal of uninterrupted linkage between NE Metro Park and the Colorado River. Eastern County Land Acquisition Property acquisition of land areas possibly Parkland; 2023 Bond located within watersheds of Wilbarger Creek, Cottonwood Creek, Decker Creek, Elm Creek, Gilleland Creek, and various tributaries. 2023 Bond Projects Public infrastructure ROW / Real Estate acquisitions – scale, improvements timelines, and priorities under TNR Parks purview at present. Expected acquisition of numerous tracts in 2025 – 2027. Real Estate LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Balcones Canyonlands Land Acquisition; BCP / BCCP – Property acquisition ongoing. Joint Governmental 2023 Bond Projects Public infrastructure ROW / Real Estate acquisitions – scale, improvements timelines, and priorities pending. Page | 305 Page 1058 of 1087 ADMINISTRATIVE SERVICES PROGRAM GOALS Human Resources Our goal is to actively recruit, retain, and cultivate a skilled and dedicated workforce that embraces continuous improvement. We prioritize creating and maintaining a healthy, safe, and productive work environment that supports the well-being and productivity of all employees. Employee Training: We will design, coordinate, and implement a comprehensive range of training, education, and career development programs tailored to meet the diverse needs of our workforce. This process will involve a thorough collaboration with various TNR departments to accurately assess their specific training requirements. Additionally, we will efficiently manage and track training requests through the Learning Management System (LMS), ensuring that all employees have access to the resources they need for their professional growth and development. Support and Guidance: We are committed to providing ongoing coaching and guidance to both employees and supervisors. This will involve regular training sessions, workshops, and one-on-one mentoring to foster a respectful, inclusive, and professional work environment. We will place a strong emphasis on enhancing customer service skills to ensure that our team consistently delivers exceptional service to the residents we serve. This approach will not only build a positive workplace culture but also empower employees to excel in their roles. Safety Create and maintain a secure work environment that prioritizes the health and safety of all employees. This includes implementing comprehensive safety protocols, conducting regular training sessions on workplace safety, and ensuring that all employees are aware of emergency procedures. In the event of an incident, it is crucial to respond swiftly and effectively to mitigate any injuries or damages. This involves conducting a thorough investigation to understand the cause, documenting the incident accurately, and providing necessary support to affected employees. Furthermore, take proactive measures to analyze the root causes of incidents and develop targeted strategies to prevent similar occurrences in the future, thereby fostering a culture of safety and continuous improvement within the organization. Records Management The management of TNR business information encompasses the entire lifecycle of records, which includes several critical processes: • Creation of Records: Establish clear protocols for the systematic creation and documentation of records to ensure accuracy and completeness in the information captured. • Use of Records: Implement standards and guidelines for the proper utilization of records to support business operations while ensuring data integrity and confidentiality. • Maintenance of Records: Develop processes for the regular review and updating of records to reflect current information and maintain their relevance. • Retention of Records: Establish a comprehensive retention policy that specifies how long different types of records should be kept based on legal and operational requirements. • Preservation of Records: Identify and safeguard records that are considered historically significant, ensuring they are preserved for future generations and assigned permanent retention status as appropriate. • Destruction of Records: When records are no longer needed or have exceeded their retention Page | 306 Page 1059 of 1087 period, ensure that there are secure methods in place for their destruction to protect sensitive information and comply with applicable laws. • Compliance: Adhere strictly to the requirements set forth by the Public Information Act and the Local Government Records Act to ensure transparency and accountability in the management of public records. • Availability of Records: Ensure that an efficient system is in place toprovide timely access to records to meet the operational needs of the business and respond to public information requests effectively. • By meticulously managing each aspect of the lifecycle of TNR business information, we can maintain an organized, compliant, and historical archive of valuable records. Administrative Support Deliver comprehensive administrative support services that effectively address the operational requirements of the department. This includes managing schedules, coordinating meetings, preparing necessary documentation, and ensuring smooth daily operations to enhance overall efficiency and productivity. ACHIEVEMENTS The Administrative Services Team came together to organize the All-TNR Employee Recognition Event, which took place at the Exposition Center. This special event was designed to honor employees who have reached significant milestones in both their service to the company and their safe driving records. During the celebration, attendees enjoyed a variety of activities and presentations, highlighting the achievements of their colleagues. The event not only recognized the hard work and dedication of these individuals but also fostered a sense of community and motivation among all employees to continue striving for excellence in their roles. Over the past year, TNR-Human Resources, in collaboration with our divisions, has successfully maintained a low vacancy rate by streamlining the hiring process. TNR-HR has played a key role in creating and implementing a Career Ladder for Road & Bridge employees and has uploaded all relevant training classes into the Learning Management System (LMS), providing development opportunities and promoting upward mobility for employees. Additionally, TNR-HR acts as the department liaison for various projects and collaborates closely with consultants and HRMD. TNR-Safety continued expanding the use of the TNR-LMS system for scheduling, tracking and notifying employees of training classes. Safety continues to revise the monthly safety meetings to address time-sensitive issues such as backing and spotter usage. Records Management continues digitization of large maps, plats and plans which allow for remote access by staff, reducing the need to travel downtown. OnBase phase 2 has allowed internal and external customers to access digital records which in turn promotes transparency and saves staff time. HURDLES AND CHALLENGES The most significant challenge facing Administrative Services is retirement of senior management and other key positions within the next several years. A significant volume of corporate knowledge will leave which makes Knowledge Transfer a critical and ongoing project. TNR-wide, the workforce is aging with 1/3 of our workforce currently eligible for retirement or eligible within 5 years. This will result in significant turnover throughout the Department, with some turnover within specialty, one-of-a-kind positions which may present difficulty to fill. Page | 307 Page 1060 of 1087 The decision to not implement the Segal compensation study will have far reaching and adverse effects on recruitment and retention of TNR employees. More than 75% of TNR employees would have been positively impacted by the results of the study and more than 95% of TNR jobs would have been placed in a pay grade with a higher minimum salary than their current pay grade. Research and analysis of the most critical positions is ongoing, and TNR will attempt to internally fund salary increases. While retention of our valuable employees is key, attracting qualified applicants with pay ranges that are non-competitive in the highly competitive Austin market will be difficult to overcome. Administrative Services SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Human Resources Employee Enhance the workplace through Continue focused development at the front-line Training and training and development to through crew leader/supervisor training Development improve employee morale and initiatives. Continue to utilize TNR Learning productivity. Management Solutions. Employee Mitigate the number of Ongoing development for managers/supervisors Relations employee complaints and to positively impact the Department from the top claims by proactively down. Initiative launched in Road and Bridge and addressing Parks to positively shift culture with plans to employment/workplace issues expand to other departments. through regular training and consultation with employees, supervisors, and managers. Talent Attract, recruit, hire, and Continuous development of TNR supervisors and Acquisition maintain highly qualified talent managers. Revisions to interviewing tools, committed to the vision of TNR Classification Skill Set Matrix. Proactively and fostering and working in updating department information and strategies healthy and safe work to attract talent of all ages. environment. Safety Employee Safety Assess on-the-job hazards, Ongoing. Workplace hazards are identified and providing appropriate Personal associated risks are eliminated and/or Protective Equipment. controlled. Monthly operational safety training Employee Safety Training to conducted as appropriate in addition to periodic minimize injury and/or other specialty task detailed sessions as needed. forms of loss. Have seen a decrease in employee injury claims costs in FY 2023. Incident Manage safety-related Ongoing. Continuing online versions of Regular Response incidents, ensure complete and and Professional Truck Driver DDC courses with accurate reporting. new hires completing within 90 days and all employees completing every 3 years. Employee Provide in-house training for Safety employees have received CPR/AED Training employees that is cost-effective certification and will soon receive Flagger and timely. Instructor Training – this allows in-house training to occur quicker and cheaper than before. Safety Review and ensure compliance Will conduct an audit of all safety processes to Compliance with best practices and industry ensure compliance and provide process standards. improvements where necessary. Records Management Page | 308 Page 1061 of 1087 Administrative Services SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Record Retention Implement practices and Continue the digital imaging of historical maps and Preservation procedures to govern how and construction plans, including other TNR information is maintained, how permanent retention records. This effort long it must be kept, and contributes to increasing the inventory of whether and how it is protected electronically available records. and secured. Digital imaging efforts will provide improved records protection and preservation by reducing the retrieval rate and use of the original paper copies. Compliance with Administer a public information Processed 2,124 public information requests in Public program that is in compliance FY 2024. Information Act with the Public Information Act. Communicate policies and procedures to staff to ensure compliance throughout the department. Transparency – Make TNR digital records Continue to monitor satisfaction with OnBase as Digital Records available online for public the Public Portal is used by customers. accessible to the access. Explore utilizing the Public OnBase system to provide access to staff and the public. Also, expand public access to information in the My Permit Now system. OnBase Phase 1 Several key aspects of OnBase Business Consultant and Records along with ITS non-deployed Phase 1 still need to be will partner to ensure OnBase is a fully items implemented. functioning software for internal and external users. Future of Due to many services being Prepare for the future of Records as more and Records provided online, assess records more duties are conducted online and self- department practices. directed. Administrative Services Travel & Training Continue use of T-card for ease Administrative Associate been using T-card to process of registering and paying for process travel and training. Addition of P-card for improvements travel and training. online registrations will occur within the next year. Administrative Services MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / STATUS UPDATE DESCRIPTION Human Resources Employee Training and Enhance the workplace Continue to build training library of Development through training and courses specific to our operations. development to improve Enhance New Employee Orientation to become more interactive. Page | 309 Page 1062 of 1087 Administrative Services MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / STATUS UPDATE DESCRIPTION employee morale and productivity. Define HR Processes Continue to review and Continue to coordinate functions and to revise processes and develop consistent, efficient processes procedures for efficient and procedures. Human Resources practices. Talent Acquisition Attract, recruit, hire, and Continue to improve recruitment maintain highly qualified practices and strategies to attract the talent committed to the most qualified candidates. vision of TNR and fostering and working in healthy and safe work environment. Safety Training Enhance the workplace Continue to identify and implement through different appropriate training resources for our methods of training to diverse employee groups. improve employee safety and productivity. Records Management Convert Microfilm Images to Convert records currently Continue to convert sheets of microfiche Digital Images only available on sheets to digital image files. of microfiche to scanned digital images. Administrative Services LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / STATUS UPDATE DESCRIPTION Future of Administrative Review structure and Focus on continuous improvement and Services processes of make changes as needed. Administrative Services to ensure appropriate support is provided to TNR. Page | 310 Page 1063 of 1087 FINANCIAL SERVICES PROGRAM GOALS • Timely procurement of goods and services for TNR to support operational activities • Provide TNR employees with accurate paychecks • Prepare and submit budget package for upcoming fiscal year • Monitor current year budget for adequate funding and proper transaction recording • Maintain internal controls and safeguard assets that are consistent with GAAP and the Local Government Code TNR Financial Services manages the financial operations for the department, including budgeting, expenditure tracking, payroll, procurement, and fiscal compliance. In addition, Financial Services is actively involved in other department objectives such as software implementation, disaster response, financial policy and procedures, and business process improvement. ACHIEVEMENTS Financial Services has maintained operations remotely with the goal of continuing to provide and ensure customer support. Financial Services holds monthly staff meetings as well as other ad hoc meetings in person as necessary. The TNR Central Cashier’s Office is now open four times a week to handle increase financial transactions and customer service needs. Additionally, a Point-of-Sale machine has been set up in the Cashier’s Office to facilitate payment via credit card. Financial Services expanded the use of Docusign to additional areas such as Road & Bridge as well as continued use by the Capital Improvement Program. The division has participated in the Auditor’s Office Procurement and Travel Card Pilot Program. Initially, 4 cards were issued to various TNR departments for use. To date, 11 cards have been issued for use. Financial Services also worked with ITS and TC Parks to implement the second phase of credit card processing. This phase included setting up point of sale machines at specific TNR Park fee booths to facilitate the payment of park daily fees and water sales. Like the online payment processing, this achievement has resulted in a more streamlined payment process and options for customers as well as a more efficient reporting process for Financial Services. Subsequent phases will include rolling out these services to all TNR parks across the county. HURDLES AND CHALLENGES Staffing continued to be challenging in FY 2024. Financial Services experienced a few personnel changes - welcoming a new Accountant Associate, and two new Financial Analysts. An additional Financial Analyst Lead position was developed, resulting in the Operations and Capital Improvement Program within Financial Services each having their own respective lead position. The division is in the process of hiring for additional Financial Analyst Sr vacancy that will be filled in early FY 2025. Due to the number of new staff, a major emphasis has been placed on training, updating processes and procedures, and reviewing the scope of Financial Service’s duties and responsibilities to ensure a high level of support is provided to internal and external customers. This will continue into FY 2025. With the recent compensation adjustments, the department expects to attract highly qualified applicants for these critical positions. It is expected that TC Parks will implement a new enterprise reservation system and increased payment options system-wide. Development Services has implemented an expedited review option for development permits. Both improvements are expected in FY 2025 and will require a great deal of effort from Financial Services to ensure the appropriate controls and processes are in place and reporting is sufficient to protect County assets. Page | 311 Page 1064 of 1087 Financial Services SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Development Work with Auditor’s Office to New fees were approved by Commissioner’s Services- establish escrow and G/L Court in FY 2024. The expedited review process Expedited accounts for expedited review has been reviewed and adopted, with testing Process-Escrow services and process. slating to being in early FY 2025. Increase Projects Work with SAP team to create Auditor shared 5 licenses with TNR for an excel functionality in better project reporting and analysis tool to assist with SAP reporting. Due to SAP tracking of CIP projects in SAP staffing challenges, little progress was realized. not currently available Training on this tool will be resumed in FY 2025 through BI. once vacancies filled. New Parks Permit Work with cross- Parks enterprise reservation system will start Point-of-Sale & departmental team on implementation has been delayed to FY 2025. Reservation replacing current point-of- Parks online credit card capabilities have been System sale with credit card implemented at the cashier’s desk and select capability, reconciling, and parks. Additional credit card capabilities to be reporting. implemented in FY 2025. Financial Work with cross- In progress. Some processes were documented in Services departmental team on anticipation of staff changes. Continuing to Processes, updating processes, develop and update internal processes to obtain Policies and procedures, and cross efficiencies and ensure processes are Procedures, Self- training. documented and reviewed on a regular basis in FY Audits 2025. Will implement new processes as needed. Transfer Work with cross- Still a work in progress. Refundable Park departmental team to transfer Reviews began in FY 2020 and some accounts Facility Deposits deposits from liability to were reconciled and closed in FY 2022. There are to Revenue revenue. still open balances that require further review by Reservations. Due to staffing shortages, now anticipate completing the remaining part of the project in FY 2025. Auditor’s Office is assisting with this effort. New Pay Station Work with cross- Still a work in progress. at Loop 360 departmental team on setting This requires a Merchant Agreement from JP up agreement with JP Morgan Morgan Chase, the sole provider of credit card Chase for credit card services for the VenTek pay station installed in FY services. 2020 at Loop 360. We Encountered Technical/PCI compliance issues and this project is on hold pending resolution with credit card issues. With the county-wide credit card solution now being implemented, this project can move forward with an expected completion in FY 2025. FY 2025 Budget Analyze and report on current Ongoing; continuing to work closely with all Monitoring & year operating and capital programs regarding their approved budget and Reporting expenditures, and revenues. funding options for unbudgeted items. Emphasis on identifying ways to streamline reporting with SAP and limit the reliance on manual data analysis and reporting. Page | 312 Page 1065 of 1087 Financial Services SHORT TERM (1 year) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE FY 2026 Budget Preparation of the FY 2026 Starting in January 2025, to be completed by Preparation & TNR budget. September 2025. Identify areas of opportunity for Submission streamline and efficiencies. 2023 Bond Work with cross- The 2023 bond was approved in November 2023, Projects departmental team on with approximately $500M in approved projects. funding and planning process Will work with other departments on the financial for projects approved as part and budgetary impacts of these projects and of the 2023 bond. provide support during project setup, implementation, and close out processes. Financial Services MID-TERM (2-4 years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Prepare for Work with cross-departmental Will begin working with other TNR divisions when future bond team on implementation of schedule determined in anticipation of a future elections approved CIP funding and bond election. planning process. Financial Services LONG-TERM (5+ years) ACTION ITEM OBJECTIVE / DESCRIPTION STATUS UPDATE Prepare for Work with cross-departmental Will work with other TNR divisions on planning and future bond team on implementation of preparation for a future bond election, tentatively elections approved CIP funding and estimated to be 2028/2029. planning process. Page | 313 Page 1066 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Consider and take appropriate action on the Tenant Representative appointment to the Strategic Housing Finance Corporation, including: (This item may be taken into Executive Session under Government Code section 551.074 Personnel Matters exception and Government Code section 551.071, Consultation with Attorney exception) A. Conduct interviews for the tenant representative position; and B. Make a final selection (Judge Brown) Prepared By/Phone Number: Julie Wheeler, Intergovernmental Relations Officer, (512) 854-4774 Elected/Appointed Official or Department Head: Julie Wheeler Commissioners Court Sponsor(s): Judge Brown Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: The Travis County Commissioners Court makes appointments to the Strategic Housing Finance Corporation (SHFC) Board of Directors for two-year terms. In October of 2021, the Commissioners Court added two additional positions to the SHFC Board designated for current or former tenants. Appointments to both boards are governed by the Uniform Appointment Process adopted by the Court on March 6, 2012. Staff Recommendations: IGR recommends the Commissioners Court interview the two candidates for the tenant representative vacancy on the SHFC Board. Issues and Opportunities: N/A Fiscal Impact and Source of Funding: N/A Required Authorizations: Attachments: 1. Tenant Representative Applications Page 1067 of 1087Page 1068 of 1087Page 1069 of 1087Page 1070 of 1087Page 1071 of 1087Page 1072 of 1087 STRATEGIC HOUSING FINANCE CORPORATION BOARD OF DIRECTORS APPLICATION Applicant Name Hollis Edwards Statement of Purpose In 150 words or less briefly summarize why you are seeking this appointment. II’m running for this board position because we, as tenants, deserve better. Unfortunately, decisions about “affordable” housing are made without the voices of those who actually live in these communities. I want to contribute to the efforts that ensure the funding and policies meant to improve and create affordable housing actually lead to material benefits for tenants.Although we pay our rent and keep our end of the bargain, we’re still left dealing with towing, potholes, overflowing trash, and maintenance that takes far too long. Developers receive funding to provide “quality affordable housing ”, but as I’ve seen and heard while talking with my neighbors, that’s simply not the case. If I’m on this board, I’ll push to make sure developers are held accountable. I’ll advocate for practical, necessary improvements that actually affect our daily lives. Housing should be safe, clean, and functional, period. Education/Training History High School or equivalent (G.E.D.) Edward S Marcus High School Undergraduate School: University of North Texas Degree: Radio, Television, Film Graduate School: n/a Degree: n/a Licenses/Certifications: n/a Current Employment Information Name Collier Talent Work # (512)236-0500 Email heather@colliertalent.com TRAVIS COUNTY COMMISSIONERS COURT SHFC Board of Directors Ethics Affidavit Page 1 Page 1073 of 1087Address Collier Talent Agency 500 N. Cap of Texas Hwy. Building 2 Austin, TX 78746 Most Recent Past Employment Employer Smoking Burnouts Smokeshop Job Title Clerk Other Highlights Other Relevant Work, Public Service, or Civic Participation Experience Served in the United States Marine Corps as a an 0341/ Lance Corporal pl Please Share Any Other Relevant Information Not Covered in This Application TRAVIS COUNTY COMMISSIONERS COURT SHFC Board of Directors Ethics Affidavit Page 2 Page 1074 of 1087STRATEGIC HOUSING FINANCE CORPORATION BOARD OF DIRECTORS Certification of Applicant I hereby certify that the foregoing and any attached statements are true, accurate and complete. I agree that any misstatement, misrepresentation, or omission of a fact may result in my disqualification for appointment. I assign and hereby give Travis County full authority to conduct background investigations pertinent to this application. I agree to file the following affidavit of eligibility prior to being considered for an appointment by Travis County. I further agree to file an amendment in the event my status should change during the tenure of my appointment. Further, I understand that the information provided in this application will be considered a government record and is subject to the disclosure and exception provisions of the Texas Public Information Act and all other statutory requirements. Lastly, I understand that interviews will be conducted in a public forum in accordance with the requirements of the Texas Open Meetings Act and any other statutory requirements or exceptions. Hollis Edwards Hollis Edwards Printed Name Applicant’s Signature 3/12/2025 Date More information about the Texas Open Meetings Act and the Texas Public Information Act can be found by visiting https://www.texasattorneygeneral.gov. TRAVIS COUNTY COMMISSIONERS COURT SHFC Board of Directors Ethics Affidavit Page 3 Page 1075 of 1087STRATEGIC HOUSING FINANCE CORPORATION BOARD OF DIRECTORS Affidavit of Eligibility for Appointment Hollis Edwards I, _______________________________________, declare or affirm that I am capable of making this affidavit and that the information contained in this government record/document is true and correct. I am making this affidavit to establish that I meet all eligibility requirements established by the Travis County Commissioners Court for appointment to the Strategic Housing Finance Corporation and submit the information under the penalty of perjury, on _____________________,March 12 2024. Accordingly, I hereby affirm that all of the following statements are true: 1. I am a resident of Travis County. 2. Neither I, nor my spouse or minor children, own 10 percent or more of the voting stock of a corporation, partnership, or other business association that transacts business with the Strategic Housing Finance Corporation. 3. Neither I, nor my spouse or minor children, owns either 10 percent or $15,000 or more of the fair market value of a corporation, partnership, or other business association that transacts business with the Strategic Housing Finance Corporation. 4. Neither I, nor my spouse or minor children, received more than 10 percent of our gross personal income last year from a corporation, partnership, or other business association that transacts business with the Strategic Housing Finance Corporation. 5. I have not been or am not barred, suspended, or terminated from procurement in a state or Federal program or listed in the U.S. Department of Housing and Urban Development’s System for Award Management (SAM). 6. I have not been convicted of a state or federal felony crime involving fraud, bribery, theft, misrepresentation of material fact, misappropriation of funds, or other similar criminal offenses. 7. I am not subject to an enforcement or disciplinary action under state or federal securities law or by the NASD; am not subject to a federal tax lien; and am not the subject of a proceeding in which a Governmental Entity has issued an order to impose penalties, suspend funding, or take adverse action based on an allegation of financial misconduct or uncured violation of material laws, rules, or other legal requirements governing activities considered relevant by the Governmental Entity. 8. I have not breached a contract with a public agency and failed to cure that breach within the time frame provided or allowed by contract. 9. I have not been found by the Board of Texas Department of Housing and Community Affairs (the TRAVIS COUNTY COMMISSIONERS COURT SHFC Board of Directors Ethics Affidavit Page 4 Page 1076 of 1087 “Department”) to be ineligible based on a previous participation review performed in accordance with 10 TAC Chapter 1 Subchapter C. 10. I am not delinquent in any loan, fee, or escrow payments to the Department in accordance with the terms of the loan, as amended, and am otherwise not in default with any provisions of such loans. 11. I am not subject to a state revolving door or other standard of conduct or conflict of interest statute, including §2306.6733 of the Texas Government Code, or a provision of Chapter 572 of the Texas Government Code, that might involve the Department. 12. I am not or have not been a member of the TDHCA Board or employed by the Department as the Executive Director, Deputy Director, Director of Housing Programs, Director (Chief) of compliance, Director of underwriting, or low income housing tax credit program manager, a manager over the program for which an Application has been submitted, or any person exercising such responsibilities regardless of job title that is in violation of §2306.6733 of the Texas Government Code. 13. I am not subject to any pending criminal proceedings. Hollis_______ Edwards____________________________ Signature TRAVIS COUNTY COMMISSIONERS COURT SHFC Board of Directors Ethics Affidavit Page 5 Page 1077 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Conduct interviews for the tenant representative position Prepared By/Phone Number: Julie Wheeler, Intergovernmental Relations Officer, (512) 854-4774 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None Page 1078 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Make a final selection (Judge Brown) Prepared By/Phone Number: Julie Wheeler, Intergovernmental Relations Officer, (512) 854-4774 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None Page 1079 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive briefing and take appropriate action regarding Travis County security and 1,4 & 6 information security issues. (Commissioner Travillion & Howard) Prepared By/Phone Number: Randy Lott, ITS Division Director, 512-854-5847 Elected/Appointed Official or Department Head: Paul Hopingardner Commissioners Court Sponsor(s): Commissioner Travillion, Commissioner Howard Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: To be discussed in Executive Session. Staff Recommendations: To be discussed in Executive Session. Issues and Opportunities: To be discussed in Executive Session. Fiscal Impact and Source of Funding: To be discussed in Executive Session. Required Authorizations: Jeffrey Travillion, Commissioner Precinct One Ann Howard, Commissioner Precinct Three Paul Hopingardner, County Executive for Technology and Operations Attachments: None Page 1080 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive legal briefing and take appropriate action concerning the development, compliance, and possible litigation issues related to the 290 landfill property.1&2 (Judge Brown) n/a Prepared By/Phone Number: Gina Hernandez, Legal Secretary Sr., 512-854-6477 Elected/Appointed Official or Department Head: Commissioners Court Sponsor(s): Press Inquiries: Delia Garza, County Attorney Background/Summary of Request: Staff Recommendations: n/a Issues and Opportunities: n/a Fiscal Impact and Source of Funding: n/a Required Authorizations: Delia Garza, Travis County Attorney, (512) 854-9415 Leslie Dippel, Executive County Attorney, (512) 854-9841 Hon. Andy Brown, Travis County Judge, (512) 854-9555 Cynthia McDonald, County Executive, TNR (512)854-9418 Jon White, Environmental Quality Division Director, TNR (512)854-7212 Ann Greenberg, Assistant County Attorney, (512) 854-4166 Cynthia Veidt, Assistant County Attorney, ( 512) 854-2911 Christopher Gilmore, Assistant County Attorney, (512) 854-9455 Melissa Hargis, Assistant County Attorney, (512) 854-1477 Sameer Birring, Assistant County Attorney, (512) 854-5985 Todd Clark, Assistant County Attorney, (512) 854-3118 Attachments: 1. AGENDA REQUEST - EXECUTIVE SESSION 290 landfill agenda request for 051325 Page 1081 of 1087 Page 1082 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: AGENDA LANGUAGE: Prepared By/Phone Number: Auto populates, (512) Auto populates Elected/Appointed Official/Dept. Head: Delia Garza, County Attorney Commissioners Court Sponsor: Hon. Andy Brown Press Inquiries: N/A Background/Summary of Request: N/A Staff Recommendations: N/A Issues and opportunities: N/A Fiscal Impact and Source Funding: N/A Required Authorizations: Attachments: None AGENDA REQUEST & BACKUP MATERIALS DEADLINE: Agenda requests and backup materials must be submitted online using CivicClerk Portal by 12 noon on Tuesday in order to be considered for inclusion in the following week’s voting session. 1146577 000.1936 Updated: August 2023 Page 1083 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive briefing from outside counsel and take appropriate action regarding groundwater, wastewater, surface water, land use, and water availability issues, including permit applications submitted by Clancy Utility Holdings LLC to the Southwestern Travis County Groundwater Conservation District, the Hays Trinity Groundwater Conservation District, and the Texas Commission on Environmental Quality and a service extension request granted to Mirasol Springs, LLC by the West Travis County Public Utility Agency to provide water service to the Mirasol Springs development.1&2 (Commissioners Shea & Howard) n/a Prepared By/Phone Number: Gina Hernandez, Legal Secretary Sr., 512-854-6477 Elected/Appointed Official or Department Head: Delia Garza, County Attorney Commissioners Court Sponsor(s): Commissioner Brigid Shea and Commissioner Ann Howard Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: To be discussed in Executive Session. Staff Recommendations: To be discussed in Executive Session. Issues and Opportunities: To be discussed in Executive Session. Fiscal Impact and Source of Funding: To be discussed in Executive Session. Required Authorizations: Commissioner Brigid Shea, (512) 854-9222 Commissioner Ann Howard, (512) 854-9333 Delia Garza, County Attorney, (512) 854-9513 Leslie Dippel, Executive County Attorney, (512) 854-9513 Ann-Marie Sheely, Assistant County Attorney, (512) 854-9513 Ann Greenberg, Assistant County Attorney, (512) 854-9513 Page 1084 of 1087 Cc: Cynthia McDonald, TNR County Executive, (512) 854-9383 Attachments: 1. May 13 2025 Agenda Request -- Briefing from outside counsel relating to groundwater and land useincluding applications filed by Clancy Utility Holding Page 1085 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: May 13, 2025 Agenda Language: Receive briefing from outside counsel and take appropriate action regarding groundwater, wastewater, surface water, land use, and water availability issues, including permit applications submitted by Clancy Utility Holdings LLC to the Southwestern Travis County Groundwater Conservation District, the Hays Trinity Groundwater Conservation District, and the Texas Commission on Environmental Quality and a service extension request granted to Mirasol Springs, LLC by the West Travis County Public Utility Agency to provide water service to the Mirasol Springs development (Executive Session pursuant to Tex. Gov’t Code §551.071, Consultation with Attorney) Elected/Appointed Official or Department Head: Delia Garza, County Attorney Commissioners Court Sponsor(s): Commissioner Brigid Shea and Commissioner Ann Howard Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request and Attachments: To be discussed in Executive Session Staff Recommendations: To be discussed in Executive Session. Issues and Opportunities: To be discussed in Executive Session. Fiscal Impact and Source of Funding: To be discussed in Executive Session. Required Authorizations: Commissioner Brigid Shea, (512) 854-9222 Commissioner Ann Howard, (512) 854-9333 Delia Garza, County Attorney, (512) 854-9513 Leslie Dippel, Executive County Attorney, (512) 854-9513 Ann-Marie Sheely, Assistant County Attorney, (512) 854-9513 Ann Greenberg, Assistant County Attorney, (512) 854-9513 Cc: Cynthia McDonald, TNR County Executive, (512) 854-9383 1274108 Page 1086 of 1087 Travis County Commissioners Court Voting Session Agenda Request Meeting Date: Tuesday, May 13, 2025 Agenda Language: Receive briefing on a possible acquisition of a property in central Austin, Texas.1&2 (Judge Brown) Prepared By/Phone Number: Christy Moffett, Director, 512-854-1161 Elected/Appointed Official or Department Head: Jessica Rio Commissioners Court Sponsor(s): Andy Brown, County Judge Press Inquiries: Hector Nieto, PIO@traviscountytx.gov or (512) 854-8740 Background/Summary of Request: Staff Recommendations: Issues and Opportunities: Fiscal Impact and Source of Funding: Required Authorizations: Attachments: None Page 1087 of 1087