Currently holds the office of Austin City Mayor until December 31, 2026.
Candidate for Austin City Mayor in 2022 Texas Consolidated Municipal Runoff Election.
View your personalized ballot, check your voter registration, make a plan to vote, and research every name and measure on the ballot with BallotReady.
Get StartedAustin’s small businesses, including minority-owned and women-owned enterprises, are absolutely essential to our local economy — they allow countless Austinites to afford to live here. That’s why City government should constantly seek to improve programs that support these businesses, and to ensure that municipal contracts are awarded to local businesses equitably. This means, at a minimum, that the City must not only perform legally-required disparity studies, but must also act on them to ensure proper procurement and awarding of contracting opportunities. Learn more
Finally, the City of Austin must work very closely with Workforce Solutions, a private, publicly-funded workforce development non-profit, to help ensure that our community’s workforce plans are succeeding. Learn more
T’s time to shift our focus to ensuring that Austinites are well-positioned to fill available local jobs and, more than that, to build prosperous careers. With that goal, I propose to collaborate with our community’s business, educational and labor leaders to identify, on an ongoing basis, the jobs and careers that will be in highest demand over the coming decade – including those that don’t require four-year degrees – and to advance programs that help Austinites plug directly into those opportunities. This could include bringing Austin ISD, Austin Community College and trade unions together to create and expand joint training, accreditation and apprenticeship programs. Learn more
We should set our goals higher and elevate the City’s efforts to strengthen local businesses, with a focus on making Austin more affordable in a more equitable way. Learn more
We should also find new ways to support and scale already-successful programs like the Make It Movement, which connects high schoolers to skilled careers and career-oriented educational opportunities. Learn more
And, very importantly, we need to carefully track exactly how we’re supporting our workforce and what’s actually working by using data from The Ray Marshall Center at the University of Texas and others. Learn more
We should also find new ways to support and scale already-successful programs like the Make It Movement, which connects high schoolers to skilled careers and career-oriented educational opportunities. Learn more
T’s time to shift our focus to ensuring that Austinites are well-positioned to fill available local jobs and, more than that, to build prosperous careers. With that goal, I propose to collaborate with our community’s business, educational and labor leaders to identify, on an ongoing basis, the jobs and careers that will be in highest demand over the coming decade – including those that don’t require four-year degrees – and to advance programs that help Austinites plug directly into those opportunities. This could include bringing Austin ISD, Austin Community College and trade unions together to create and expand joint training, accreditation and apprenticeship programs. Learn more
The City can make a big difference for family budgets, our workforce, our children, and Austin’s economic future by expanding affordable, high-quality childcare and pre-kindergarten options in every part of the city. To that end, I propose to launch the Mayor’s Task Force on Childcare. Our goal would be to bring sector leaders together with other experts and parents to rethink how we fund and deliver childcare in our community, and to fully explore options – potentially including a dedicated tax rate election – to remake Austin into the best place in America to raise kids. Learn more
As mayor, I would bring the City together with local ISDs, Travis County, Capital Metro, ACC and other jurisdictions to find new ways to collaborate, coordinate and potentially consolidate operations that could allow us to save taxpayer money. Learn more
Importantly, Austin also owns and operates our own electric utility, Austin Energy. In a period of crisis, we should take every possible step to stabilize the cost of electricity. Rate increases, such as the one proposed for next year of nearly 20% (about $15 per month for the typical ratepayer), should be deeply scrutinized – especially after a summer of historic heat and higher electricity bills. Learn more
Particularly as our region’s meteoric growth fuels an explosion of sales tax revenue and property tax base, the City can take a more aggressively cost-conscious approach to budgeting without constraining or compromising the quality of City services. I propose that this should include: 1) Starting each budget with an assumption of a no-new-revenue tax rate – the property tax rate that would allow the City to collect the same amount of revenue from the same taxpayers as it did the year before – and then having a transparent public discussion about what expenditures, if any, may justify a rate increase; 2) Asking hard questions about the effectiveness of every City function, and being willing to cut out-of-date programs and eliminate long-vacant, unnecessary positions; 3) Revisiting our fiscal policies, including the use of reserve funds; and 4) Asking our City staff to recommend new ways to deliver essential services more efficiently. Learn more
As mayor, I would hold public “accountability sessions” at least every six months, where Austinites will receive a detailed briefing on the status of each of our major transportation projects, including information on equity outcomes, and be able to ask direct questions to project managers. Learn more
Importantly, Austin also owns and operates our own electric utility, Austin Energy. In a period of crisis, we should take every possible step to stabilize the cost of electricity. Rate increases, such as the one proposed for next year of nearly 20% (about $15 per month for the typical ratepayer), should be deeply scrutinized – especially after a summer of historic heat and higher electricity bills. Learn more
When Austinites voted ten years ago to adopt a system of district representation, I believe they were expressing a desire to localize decision-making, including decisions about development and housing policy. I propose that the best way to make progress is to stop trying to force every Austin district to adopt the same type of code reforms, and instead allow each Council member to bring forward a set of district-specific reforms. Learn more
It’s long past time for the City of Austin to conduct a comprehensive, transparent evaluation of its development review process, with the goal of reforming our policies and procedures to support the immediate delivery of more housing options and then to act on it. I suggest we base that review process on the one utilized by the Texas Sunset Commission, the nationally-recognized body that regularly reviews nearly every agency in Texas government. My goal as mayor would be to complete such a review, and adopt resulting reforms, within nine months of taking office. Learn more
That’s why I propose to bring the City of Austin, Travis County, Austin ISD, Austin Community College, Capital Metro, and the University of Texas together to form the Central Texas Housing Partnership – a standing coalition designed to capitalize on the resources and roles of each partner group. Each entity controls significant assets, including underutilized land; combined with the regulatory authority of the City and County, I’m convinced that this proactive, collaborative approach could quickly deliver new housing solutions, both for each partner’s constituents – such as teachers, students and public employees – and for the community at large. Learn more
For infill development, the City’s estimated fee is around $41,300 per unit, while the average estimated fee among other big cities is around $14,400. While Austin is facing a housing emergency, I believe we should designate projects under City review that will fill critical needs and temporarily cut development fees for those projects by at least 50%. If necessary to prevent any negative impact on the development review process, we could utilize the City’s Stabilization Fund to fill any budget gap created by fee cuts. Learn more
Changing vertical mixed-use zoning to allow more height in exchange for more affordable housing units. Learn more
Streamlining the process of subdividing and developing or redeveloping larger single-family lots. Learn more
Creating a new City site plan process for simple projects that need less oversight. Learn more
Proactively identifying greenfield and large underutilized commercial areas and facilitating the development of new housing, including by utilizing incentives. Learn more
Ensuring that the City’s use of voter-approved bond funds for affordable housing projects is based on detailed, transparent plans, and that results are shared in real-time. Learn more
Creating “pop-up permitting” events to allow homeowners to more easily get permits for minor projects, helping to reduce development review backlog. Learn more
As mayor, I would capitalize on a new state law that codifies the use of security deposit insurance. Rather than requiring a large security deposit to sign a lease, security deposit insurance allows landlords or tenants to purchase an insurance policy for a monthly fee that covers renter defaults, like unpaid rent or damages. At a minimum, I believe Austin should require that all housing projects constructed with the help of City financing give renters the option of using security deposit insurance. We should also explore whether there are incentives that could encourage all landlords in Austin to offer this option to renters, and to ensure that it increases affordability as much as possible. Learn more
Changing City development rules to encourage construction of appropriate duplexes and Accessory Dwelling Units rather than McMansions on single-family lots. Learn more
While the City completed a park Master Plan in 2019, the estimated cost of executing that plan was $800 million – not only an entirely unachievable budget but, I would argue, also now entirely the wrong plan. Given the housing emergency facing Austin today, I believe we should change course at Lake Walter E. Long and instead pursue a vibrant, mixed-use, transit-oriented development that could help reshape our city’s housing future – and still create at least the second-largest park in Travis County. Learn more
When it comes to housing, I believe that Austinites want to expand the availability of a full range of options without damaging the essential character of our existing neighborhoods, or putting our environment at risk. Obviously that’s easier said than done – and of course every innovative idea has obstacles to overcome and details to work out. Learn more
I believe Austin should require that all housing projects constructed with the help of City financing give renters the option of using security deposit insurance. We should also explore whether there are incentives that could encourage all landlords in Austin to offer this option to renters, and to ensure that it increases affordability as much as possible. Learn more
When Austinites voted ten years ago to adopt a system of district representation, I believe they were expressing a desire to localize decision-making, including decisions about development and housing policy. I propose that the best way to make progress is to stop trying to force every Austin district to adopt the same type of code reforms, and instead allow each Council member to bring forward a set of district-specific reforms. Learn more
Reducing compatibility and reducing or eliminating parking requirements in targeted areas. Learn more
Creating designated hubs of density – especially along transit corridors – where the City requires minimum development as opposed to setting limits. Learn more
As part of localizing our approach to code reform, I believe we should create an incentive for Council districts to embrace changes that will deliver more housing options in their area. When new housing comes online, it not only addresses affordability, but also generates new property tax revenue, both from the new housing and from the new office and retail projects that should go along with proper development. Those districts that adopt pro-housing code reforms should benefit directly from the new revenue those reforms will generate in the form of an Affordability Annuity – a dedicated, ongoing funding stream that neighbors could choose to devote to local parks, pools, libraries, displacement prevention, rental assistance, or other initiatives. Learn more
Creating incentives to convert office buildings into residential buildings, add housing to existing parking lots, and encourage employers to participate in building workforce housing. Learn more
Creating designated hubs of density – especially along transit corridors – where the City requires minimum development as opposed to setting limits. Learn more
Our airport connects us to the world and as such plays a vital role in growing and sustaining our economy; when it underperforms, it has a real impact on Austinites. If elected mayor, I’ll make it a top priority to fast-track the ABIA expansion plan. Learn more
Reducing compatibility and reducing or eliminating parking requirements in targeted areas. Learn more
As mayor, I would hold public “accountability sessions” at least every six months, where Austinites will receive a detailed briefing on the status of each of our major transportation projects, including information on equity outcomes, and be able to ask direct questions to project managers. Learn more
To that end, I propose to work together with public and private sector partners to launch “511” transportation information services in Austin and Central Texas. “511” is the FCC-designated three-digit dialing code for travelers to access information about road conditions; it is active at the state level in other parts of the country, but only regionally (in the Dallas-Fort Worth area) in Texas. In addition to “511” phone service, I propose also to launch 511atx.com and a companion mobile app to provide drivers with real-time mapped information on construction, accidents, events, and traffic conditions, and allow travelers to easily plan routes to minimize delay. If elected, my goal will be to bring “511” service online by early 2024. Learn more
To optimize our approach, as mayor I would work to create a regional Transportation Construction Command Center – a new, daily working partnership between the City of Austin, the Texas Department of Transportation, the Central Texas Regional Mobility Authority, the Austin Transit Partnership, Capital Metro, county governments, public safety, and emergency response agencies, and potentially a range of other stakeholders, to create an integrated ongoing approach to managing our major mobility projects. Command Center partners should aggressively collaborate to streamline and optimize the planning, design, contracting, permitting, and construction of projects, including developing and executing strategies to mitigate impact. Learn more
Particularly as our region’s meteoric growth fuels an explosion of sales tax revenue and property tax base, the City can take a more aggressively cost-conscious approach to budgeting without constraining or compromising the quality of City services. I propose that this should include: 1) Starting each budget with an assumption of a no-new-revenue tax rate – the property tax rate that would allow the City to collect the same amount of revenue from the same taxpayers as it did the year before – and then having a transparent public discussion about what expenditures, if any, may justify a rate increase; 2) Asking hard questions about the effectiveness of every City function, and being willing to cut out-of-date programs and eliminate long-vacant, unnecessary positions; 3) Revisiting our fiscal policies, including the use of reserve funds; and 4) Asking our City staff to recommend new ways to deliver essential services more efficiently. Learn more
As mayor, I would bring the City together with local ISDs, Travis County, Capital Metro, ACC and other jurisdictions to find new ways to collaborate, coordinate and potentially consolidate operations that could allow us to save taxpayer money. Learn more
And, very importantly, we need to carefully track exactly how we’re supporting our workforce and what’s actually working by using data from The Ray Marshall Center at the University of Texas and others. Learn more
Finally, the City of Austin must work very closely with Workforce Solutions, a private, publicly-funded workforce development non-profit, to help ensure that our community’s workforce plans are succeeding. Learn more
Thus, as mayor, I would champion an immediate increase in salaries and the Living Wage for all City employees (I support the proposal to pay $22 per hour). I would also launch a new program to help employees pay down student debt. Learn more
The City of Austin must work very closely with Workforce Solutions, a private, publicly-funded workforce development non-profit, to help ensure that our community’s workforce plans are succeeding. Learn more
As mayor, I would champion an immediate increase in salaries and the Living Wage for all City employees (I support the proposal to pay $22 per hour). I would also launch a new program to help employees pay down student debt. Student debt can be a huge hurdle for young people, and the City should reduce that burden wherever possible for those who choose a career in local public service. Learn more
View your personalized ballot, check your voter registration, make a plan to vote, and research every name and measure on the ballot with BallotReady.