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Capital Delivery Services outlines public process to pare $3.9B needs list down to roughly $700M bond package
Summary
Deputy director Eric Bailey described a new pre‑bond project vetting process intended to produce more accurate project costs and said the city’s initial $10.4 billion capital needs assessment has been narrowed to about $3.9 billion for further prioritization toward an approximately $700 million 2026 general obligation bond package.
Eric Bailey, deputy director of Capital Delivery Services, presented an overview of the 2026 general obligation (G.O.) bond development process to the Music Commission on Sept. 8, explaining how city staff are vetting projects and planning public outreach ahead of the next bond election.
Bailey said the department has convened city asset-owning departments through directors’ roundtables, program teams and integrated development teams to develop a needs assessment and scoring matrices. He said the initial capital-improvement needs assessment started at about $10.4 billion and has been reduced to approximately $3.9 billion after review for bond eligibility and realistic delivery time frames; that $3.9 billion list will be further prioritized to an approximate $700 million bond package for the 2026 election.
Bailey described a procedural change from prior bond cycles: staff aim to develop scope, schedule and budget for candidate projects before the ballot language is finalized so cost estimates are more accurate when voters decide. “We’re moving the project planning to before the bond election,” he said, explaining that past practice sometimes led to underestimates that required later supplemental funding.
He listed typical G.O. bond categories (flood and erosion control, city facilities, housing, streets, parks, public safety and land purchases) and noted exclusions (routine maintenance, improvements to leased space, salaries). He also emphasized that Austin Energy and Austin Water projects, which rely on enterprise revenue bonds, are not eligible for this G.O. bond.
Bailey outlined the program’s guiding principles — equity, affordability, innovation, sustainability and resilience, proactive prevention, and customer trust — and said departmental technical criteria align with the citywide strategic plan. He described a schedule of public outreach and bond advisory task-force meetings through 2025 and into early 2026, noting specific public meetings and an online portal where community members can submit ideas.
Commissioners asked whether cultural and music projects should be proposed through ACME; Bailey directed commissioners to department staff in ACME for program-specific ideas and said Capital Delivery Services’ role is convening departments and vetting scope, schedule and budget against the criteria.
Ending: Bailey encouraged commissioners and the public to use the bond websites and upcoming public meetings to submit project ideas and said the bond election advisory task force will continue meeting as staff reduce the needs list toward a recommended bond package for council consideration.
