ACCOMMODATIONS FOR PEOPLE WITH DISABILITIES WILL BE PROVIDED UPON REQUEST. For assistance, please contact the City Clerk’s Office at 360-794-7400 in advance of the meeting.

THE CITY COUNCIL MAY ADD AND TAKE ACTION ON OTHER ITEMS NOT LISTED ON THIS AGENDA

MONROE CITY COUNCIL

Finance & Human Resources Committee Meeting

Tuesday, April 20, 2021, 5:30 PM Zoom Online Meeting Platform

Councilmembers Patsy Cudaback

Jason Gamble Kirk Scarboro

Page

1. CALL TO ORDER

1.1.

Virtual Participation Information:

The City Council meeting will be held virtually via Zoom Meeting. Due to the COVID-19 pandemic, and Proclamation 20-28.14 issued by Governor Jay Inslee, in-person meetings are not being held at this time.

Join Zoom Meeting:

• Click link

• Dial in: (253) 215-8782

• Meeting ID: 828 3757 6052

• Password: 187488

2. ROLL CALL

3. NEW BUSINESS

3.1.

2021 Beginning Fund Balance Analysis and 2021 Budget Amendment discussion - Becky Hasart

Agenda Bill - 2021 Beginning Fund Balance Analysis - Pdf

2 - 6

3.2.

Utilizing 2021 salary savings for Internship Program - Rich Huebner

Agenda Bill - Internship Program funding - Pdf

7 - 9

3.3.

American Rescue Plan Act Allocation Alternatives - Deborah Knight

Agenda Bill - American Rescue Plan Act Discussion - Pdf

10 - 14

4. NEXT COMMITTEE MEETING

4.1.

May 18, 2021 at 6:00 p.m.

5. ADJOURNMENT

Page 1 of 14

AGENDA BILL Meeting Date: April 20, 2021 Staff Contact: Becky Hasart, Finance Director/Interim City Clerk Department: Finance

SUBJECT:

2021 Beginning Fund Balance Analysis and 2021 Budget Amendment discussion

REQUESTED ACTION: None. Informational only. POLICY CONSIDERATIONS: RCW 35A.33.120 allows the Council to amend the City's budget to true up beginning fund balances, adjust revenues for unanticipated collections, and adjust expenditures as deemed appropriate. While a public hearing is not required, the Ordinance must pass with one plus a majority to become effective. DESCRIPTION/BACKGROUND: Each year the City amends its current fiscal year budget to reflect actual beginning fund balances. In addition, the first budget amendment would include those adjustments that acknowledge expenses not spent in the prior year but carried over into the new fiscal year, emergent expenses that were not part of the budget development, and expenses already approved through Council action to date. For tonight's discussion, we will focus on beginning fund balances and the Real Estate Excise Tax (REET) transfer/sweep into the new F330 Building Capital Fund. ALL NUMBERS ARE PRELIMINARY and subject to change as we continue to complete the year end closeout. Attachment 1 compares our current beginning cash balances for each fund against the budgeted beginning fund balances along with an analysis on any material differences. Additional detail will be discussed during the committee meeting. As part of the 2021 Budget Ordinance Adoption, the City created a new Fund 330 Building Capital. This fund is intended to house resources needed for future municipal building capital projects, inclusive of capitalized repairs. Resources for this fund will be derived from the sale of any non-utility City owned property and a transfer of any excess first quarter REET receipts over the anticipated budgeted amount from the prior year. Attachment 2 represents the first quarter REET receipts received during fiscal year 2020. Actual receipts exceeded budget by $152,107.16. The budgeted transfer amount was $67,000. As part of the 2021 Budget

Page 2 of 14

Amendment, it will be proposed that the amount transferred from REET to Fund 330 will be increased from $67,000 to $152,107, an $85,107 increase in resources for Fund 330. FISCAL IMPACTS: All numbers are preliminary and subject to change as the City completes its fiscal year 2020 close out. Currently, the aggregate beginning fund balances are estimated to exceed budget by $2,797,191. The budgeted transfer from REET to Fund 330 is anticipated to be $152,107, an $85,107 increase from the $67,000 budget. TIME CONSTRAINTS: There is no immediate time constraint. However, any budget amendments need to be completed before the end of the current fiscal year. It is traditional to true up beginning fund balances before we start the 2022 Budget development, which is scheduled to begin in July 2021. ALTERNATIVES TO REQUESTED ACTION: None at this time. ATTACHMENTS: Attch1_FHR 4-20-21 Attachment - BFB Analysis Attch2_2020 REET First Quarter Receipts

Page 3 of 14

Fund Description Budgeted Beginning Balance

Actual Cash Beginning Balance

Difference Comments

001 General Fund 3,886,207 5,189,995 1,303,788

Tax revenues came in higher than expected by approximately $900K. Specifically, general sales taxes (exclusive of public safety) came in $571K better than budget; utility taxes came in $158K better than budget. Expenditures were less than budgeted by approximately $690K due to the Mayor's emergency order, positions remaining empty during the pandemic, and various programs on hold during the lock downs.

002 Contingency Fund 1,082,314 1,085,656 3,342 N/A. Difference less than 0.5%. 008 Donation Fund 12,403 13,134 731 Expenditures less than anticipated.

105 Street Fund 465,372 571,396 106,024 Development related revenues came in higher than anticipated; expenditures were below budget.

109 Tourism/Lodging Tax Fund 29,580 74,591 45,011 Revenues were adjusted down due to COVID lockdowns. Most programs supported with LTAX were also cancelled.

114 Narcotic/Drug Buy Fund 51,702 51,902 200 N/A. Difference less than 0.5%.

117 REET Fund 1,106,896 5,104,295 3,997,399

Tax and interest revenue higher than estimated. Due to timing of the projects, budgeted transfers for Lake Tye Fields and North Hill Park have not yet occurred. These transfers will be included in the 2021 Budget Amendments.

203 Governmental Debt Fund 3,458 3,476 18 N/A. Difference was about 0.5%.

307 General CIP Fund 18,397 2,642 (15,755) Difference due to timing of BGC costs versus reimbursement receipt.

317 Parks CIP Fund 5,009,874 1,315,093 (3,694,781) Budgeted REET transfers for Lake Tye Fields and North Hill Park have not yet been executed due to timing for these projects.

318 Street CIP Fund 1,254,538 2,072,040 817,502 Impact fees were higher than anticipated; capital costs were less than estimated.

319 North Kelsey Development Fund 105,427 149,979 44,552 Interest earnings for all funds were higher than anticipated. Expenditures associated with deelopment of the are were less than estimated.

411 Water Fund 976,924 971,232 (5,692) N/A. Difference is 0.58%.

412 Water CIP Fund 4,887,240 7,247,257 2,360,017 Interest earnings and connection fees were higher than anticipated. Capital expenses were less than estimated.

421 Sewer Fund 1,309,998 1,526,073 216,075 Sales were higher than anticipated and expenses were below budget.

422 Sewer CIP Fund 9,676,212 10,174,616 498,404 Capital fees higher than anticipated and expenses less than estimated.

431 Stormwater Fund 376,719 444,288 67,569 Sales were higher than anticipated and expenses were below budget.

432 Stormwater CIP Fund 3,676,635 525,596 (3,151,039) Due to timing of capital projects, reimbursement based grant revenues have not yet been received.

450 Revenue Bond Reserve Fund 2,818,211 2,827,345 9,134 N/A. Difference less than 0.5%.

510 Info Technology Fund 191,880 302,406 110,526

Expenses were less than estimated as this cost center shifted efforts to COVID related needs for IT infrastructure. Costs associated with COVID purchases were done through and reimbursed to the General Fund (CARES Act money).

520 Fleet & Equipment Fund 5,254,750 5,295,571 40,821 Sale of surplus items and interest revenue higher than anticipated. In addition, expenses were less than estimated.

530 Facilities Management Fund 94,761 138,106 43,345

Expenses were less than estimated as this cost center shifted efforts to COVID related needs. Costs associated with COVID purchases were done through and reimbursed to the General Fund (CARES Act money).

42,289,498 45,086,689 2,797,191

PRELIMINARY RESULTS - NUMBERS SUBJECT TO CHANGE AS THE ANNAUL REPORT IS FINALIZED2021 Beginning Cash Balance vs. Budgeted Beginning Balances

1 Page 4 of 14

REET Analysis1st Quarter %

% of % of % of % of % of average 2020 2020 % diff2015 total 2016 total 2017 total 2018 total 2019 total % Budget Actual Difference from budget

Month

Jan 11,643.11 3.14% 37,075.76 7.87% 29,985.35 3.70% 51,717.46 7.76% 32,673.37 4.90% 5.47% 22,871.95 88,281.32 65,409.37Feb 17,929.47 4.83% 37,417.95 7.94% 45,307.23 5.59% 122,353.23 18.35% 43,910.15 6.58% 8.66% 36,194.75 36,267.81 73.06

March 33,331.71 8.99% 27,984.26 5.94% 28,201.57 3.48% 39,581.35 5.94% 42,455.95 6.36% 6.14% 25,666.69 27,795.63 2,128.94April 14,944.94 4.03% 45,767.00 9.71% 175,686.10 21.67% 29,753.58 4.46% 47,432.13 7.11% 9.40% 39,277.46 35,261.08 (4,016.38)May 15,970.80 4.31% 39,140.27 8.31% 47,761.22 5.89% 38,392.08 5.76% 59,649.35 8.94% 6.64% 27,755.08 32,573.51 4,818.43June 22,229.03 5.99% 31,866.50 6.76% 90,071.71 11.11% 70,719.64 10.61% 59,711.05 8.95% 8.68% 36,299.77 17,348.28 (18,951.49)July 40,083.53 10.81% 33,769.08 7.17% 41,491.34 5.12% 77,210.97 11.58% 64,056.57 9.60% 8.85% 37,009.80 50,006.98 12,997.18Aug 38,917.10 10.49% 41,137.61 8.73% 93,607.36 11.55% 38,035.59 5.71% 69,662.04 10.44% 9.38% 39,218.08 59,868.41 20,650.33Sept 34,705.67 9.36% 31,060.58 6.59% 56,729.19 7.00% 51,337.81 7.70% 61,298.74 9.19% 7.97% 33,298.71 48,174.82 14,876.11Oct 24,168.98 6.52% 63,552.99 13.49% 51,592.02 6.36% 42,133.43 6.32% 61,642.28 9.24% 8.38% 35,047.39 42,047.68 7,000.29Nov 51,464.54 13.87% 38,470.05 8.16% 65,304.63 8.06% 49,554.58 7.43% 65,429.32 9.80% 9.47% 39,568.19 89,200.20 49,632.01Dec 65,564.88 17.67% 44,004.54 9.34% 84,957.93 10.48% 55,882.89 8.38% 59,395.95 8.90% 10.96% 45,792.14 43,281.44 (2,510.70)

Total 370,953.76 100.00% 471,246.59 100.00% 810,695.65 100.00% 666,672.61 100.00% 667,316.90 100.00% 100.00% 418,000.00 570,107.16 152,107.16 36.39%

% increase from prior year 27.04% 72.03% -17.77% 0.10% -37.36%

Total

January February March April May June July August September October November December2015 11,643.11 17,929.47 33,331.71 14,944.94 15,970.80 22,229.03 40,083.53 38,917.10 34,705.67 24,168.98 51,464.54 65,564.88 370,953.76 2016 37,075.76 37,417.95 27,984.26 45,767.00 39,140.27 31,866.50 33,769.08 41,137.61 31,060.58 63,552.99 38,470.05 44,004.54 471,246.59 2017 29,985.35 45,307.23 28,201.57 175,686.10 47,761.22 90,071.71 41,491.34 93,607.36 56,729.19 51,592.02 65,304.63 84,957.93 810,695.65 2018 51,717.46 122,353.23 39,581.35 29,753.58 38,392.08 70,719.64 77,210.97 38,035.59 51,337.81 42,133.43 49,554.58 55,882.89 666,672.61 2019 32,673.37 43,910.15 42,455.95 47,432.13 59,649.35 59,711.05 64,056.57 69,662.04 61,298.74 61,642.28 65,429.32 59,395.95 667,316.90 2020 88,281.32 36,267.81 27,795.63 35,261.08 32,573.51 17,348.28 50,006.98 59,868.41 48,174.82 42,047.68 89,200.20 43,281.44 570,107.16

4/14/2021 F:\Becky\Tax analysis spreadsheets\2020\2020 REET

Page 5 of 14

11,6

43.1

1

17,9

29.4

7 33,3

31.7

1

14,9

44.9

4

15,9

70.8

0

22,2

29.0

3 40,0

83.5

3

38,9

17.1

0

34,7

05.6

7

24,1

68.9

8

51,4

64.5

4

65,5

64.8

8

37,0

75.7

6

37,4

17.9

5

27,9

84.2

6 45,7

67.0

0

39,1

40.2

7

31,8

66.5

0

33,7

69.0

8

41,1

37.6

1

31,0

60.5

8

63,5

52.9

9

38,4

70.0

5

44,0

04.5

4

29,9

85.3

5 45,3

07.2

3

28,2

01.5

7

175,

686.

10

47,7

61.2

2

90,0

71.7

1

41,4

91.3

4

93,6

07.3

6

56,7

29.1

9

51,5

92.0

2

65,3

04.6

3 84,9

57.9

3

51,7

17.4

6

122,

353.

23

39,5

81.3

5

29,7

53.5

8

38,3

92.0

8

70,7

19.6

4

77,2

10.9

7

38,0

35.5

9

51,3

37.8

1

42,1

33.4

3

49,5

54.5

8

55,8

82.8

9

32,6

73.3

7

43,9

10.1

5

42,4

55.9

5

47,4

32.1

3

59,6

49.3

5

59,7

11.0

5

64,0

56.5

7

69,6

62.0

4

61,2

98.7

4

61,6

42.2

8

65,4

29.3

2

59,3

95.9

5

88,2

81.3

2

36,2

67.8

1

27,7

95.6

3

35,2

61.0

8

32,5

73.5

1

17,3

48.2

8

50,0

06.9

8

59,8

68.4

1

48,1

74.8

2

42,0

47.6

8

89,2

00.2

0

43,2

81.4

4

J A N U A R Y F E B R U A R Y M A R C H A P R I L M A Y J U N E J U L Y A U G U S T S E P T E M B E R O C T O B E R N O V E M B E R D E C E M B E R

1ST QTR REET COLLECTION2015 2016 2017 2018 2019 2020

4/14/2021 F:\Becky\Tax analysis spreadsheets\2020\2020 REET

Page 6 of 14

AGENDA BILL Meeting Date: April 20, 2021 Staff Contact: Rich Huebner, Management Analyst Department: Executive

SUBJECT:

Utilizing 2021 salary savings for Internship Program

REQUESTED ACTION: Move to approve a recommendation to the City Council that $34,536.00 be allocated to the Internship Program from salary savings. POLICY CONSIDERATIONS: Pursuant to RCW 35A.33, the City Council adopts the operating budget for the City of Monroe. This is an opportunity for the Finance & Human Resources Committee to consider recommending to the City Council a reallocation of salary savings to support the City's Internship Program for 2021. DESCRIPTION/BACKGROUND: The City has lacked a full-time equivalent employee in the City Clerk Department since December 3, 2020. In the intervening period, the duties of the City Clerk have been performed by the Interim City Clerk, with support from the two Management Analysts. This vacancy, as well as that of the Senior Park Planner position, has resulted in cost savings of approximately $67,300 in First Quarter 2021. Yearly Salary Yearly Benefits 1st Qtr. Salary 1st Qtr. Benefits City Clerk $84,349.00 $40,925.29 $21,087.30 $10,073.83 Sr. Park Planner $100,883.00 $43,660.79 $25,220.79 $10,915.20 Total: $46,308.09 $20,989.03 Salary Savings: $67,297.12 However, the City Clerk vacancy has also resulted in delays to projects anticipated to be completed by the Executive Department due to the additional duties being handled by the Management Analysts. The Executive Department has identified the hiring of interns as an opportunity to assist young professionals considering careers in public service gain valuable experience, and to alleviate the department's project backlog.

Page 7 of 14

The Executive and Human Resources/Information Technology Departments identified four projects that interns would assist the City in completing; the projects and prospective intern duties are:

• Imagine Monroe: o Assist with community outreach initiatives, represent the City at community

events, design communication collateral, and track project progress • Communication:

o Review and update City website, participate in website redesign, assist in maintenance of City social media sites, and recommend communication initiatives

• Change Management: o Assist Implementation Team in transition to SharePoint, make recommendations

on layout and design of City intranet, review global directory for duplicates, and make recommendations for structure and relocation of files and documents

• Human Resources: o Review HR policies for compliance and update as needed, and assist in

organization of personal files and digital database for retention and storage of records

A posting for the position of Intern was publicized in late March. A total of seven applications were received; one applicant withdrew from consideration before interviewing due to accepting an offer of full-time employment elsewhere. Management Analysts Rich Huebner and Tyler Christian interviewed the six remaining applicants, and identified four candidates best qualified to complete the above detailed projects. The Executive and HR/IT Departments would like to hire the four identified candidates, at an hourly rate of $18.00 per hour, matching the pay rate offered for Parks and Public Works seasonal positions. Hiring the four identified candidates for up to 16 weeks, at the $18.00 per hour pay rate, is an estimated expense of $49,536. In the 2021 adopted budget, $15,000 was allocated to the Internship Program. Intern Cost Analysis

Four (4) Interns 172 Hrs./Month Avg. 16 weeks Total $18.00/hour $3,096.00 $12,384.00 Individual $12,384.00 $49,536.00 Total Sum Cost FISCAL IMPACTS: The proposed cost of the Internship Program for 2021 is not to exceed $49,536.00, an increase of $34,536.00 from the adopted budget. The additional $34,536.00 is available through the cost savings the City has realized through vacancies since January 1, 2021. Approval of this Agenda Bill would not result in a budget increase. TIME CONSTRAINTS:

Page 8 of 14

The majority of intern applicants will finish the 2020-2021 academic year in mid-to late- May 2021. Approval is requested as soon as possible so that conditional employment offers can be extended. A delay in extending offers may result in having to re-advertise the positions to find qualified applicants. ALTERNATIVES TO REQUESTED ACTION: Do not recommend the requested action to the City Council.

Page 9 of 14

AGENDA BILL Meeting Date: April 20, 2021 Staff Contact: Deborah Knight, City Administrator Department: Executive

SUBJECT:

American Rescue Plan Act Allocation Alternatives - Finance Committee

PREVIOUS DISCUSSION: Economic Development Advisory Board; 4/15/2021 Community Human Services Advisory Board REQUESTED ACTION: Review the federal limitations on how American Rescue Plan Act (ARPA) funds may be allocated, and Mayor Thomas' proposed approach for distributing ARPA funds. Share and discuss board member proposals for allocating funds with Mayor Thomas and city staff, POLICY CONSIDERATIONS: The Community Human Services Advisory Board is an advisory board to the Mayor and City Council on issues related to homelessness, poverty, and those impacted by a crisis. Mayor Thomas is seeking board member input on how to best allocate a portion of the city's ARPA funding to assist residents in need and implement the Homeless Policy Advisory Committee (HPAC) recommendations. DESCRIPTION/BACKGROUND: What is the ARPA? On March 11, 2021, the American Rescue Plan Act ("ARPA" or "ARP") was signed into law. ARPA is a $1.9 trillion package that includes direct relief to states, counties, cities, and towns as well as public utilities, libraries, and transit agencies. The ARPA includes direct funding for rental assistance, housing, food security, and unemployment benefits:

• $5 billion for housing support and rental assistance • $21.5 billion allocated for Emergency Rental Assistance adding to the $25 billion

provided by Congress for rental assistance in December. • $800 million for elementary and secondary school emergency relief fund – can be used

for schools to identify homeless children and youth, and then provide them with COVID-related wrap-around services that are sufficient for them to attend school and participate fully in school activities.

Page 10 of 14

• $1 billion additional support for families through TANF – The Temporary Assistance for Needy Families program.

• Housing Choice Vouchers for people experiencing or at risk of homelessness, survivors of domestic violence, and victims of human trafficking.

• Extension of supplemental unemployment benefits – These benefits were scheduled to run out on March 15 but are now extended until September.

How can cities use the funds? The City of Monroe expects to receive approximately $3.5 million. The U.S. Treasury will disburse payments in two installments, or “tranches,” with the first distribution expected by June 9, 2021, and the second distribution no earlier than twelve months after the first payment. These local fiscal recovery funds will remain available to cover qualifying expenses through December 31, 2024. ARPA funds can be used by the city:

• To respond to the public health emergency caused by COVID-19; • To provide assistance to households, small businesses, and nonprofits related to the

negative economic impacts of COVID-19; • To aid impacted industries such as tourism, travel, and hospitality; • For premium pay (hazard pay) up to $13/hour to eligible local government essential

workers; • For grants to eligible private employers to provide hazard pay to essential workers; • To provide government services to the extent of the reduction in revenue due to COVID-

19; or • To make necessary investments in water, sewer, or broadband infrastructure.

Cities and counties may also transfer funds to private nonprofit organizations. When transferring funds to private organizations or individuals, local governments must be mindful of the prohibition on gifts of public funds in Washington State. The State Attorney General has clarified that funds may be spent “for the primary purpose of protecting and promoting public health which may have an incidental benefit on private citizens and entities.” Loans or grants are permissible if local governments can establish a clear nexus between such programs and either protecting the local economy or promoting compliance with public health guidelines. Local governments are ultimately responsible for the appropriate use of funds and must ensure that proper internal controls are in place, as well a proper documentation of expenditures. What are the city's priorities? Mayor Thomas has proposed three categories for investing the city's ARPA funds:

1) supporting recovery; 2) building resiliency; and 3) reconnecting community.

The money will be distributed between 2021 and 2022 and must be spent by December 2024. Mayor Thomas proposes to invest the money in short-term (6 month), mid-term (6-18 month)

Page 11 of 14

and long-term (18 months - 3 years) projects to match the funding distribution schedule and spread the benefits over the life of the program. 1. Supporting Recovery: People and businesses are hurting. Businesses need capital to reopen doors, and people need assistance with rent, mortgage payments, utilities, and skills development to match them to available jobs. While it is important to consider an investment’s impact beyond the immediate term, providing such immediate help is a necessary baseline for a longer-term recovery. What programs can we invest in to help our most needy residents and businesses? How can we ensure we are leveraging other funding available through the ARPA? How can we make racial equity a part of our plan to support those who are often excluded? 2. Building Resiliency: ARPA funds are non-recurring so their use should be applied primarily to non-recurring expenditures. Investment in critical infrastructure is particularly well suited use of ARPA funds because it is a non-recurring expenditure that can be targeted to strategically important long- term assets that provide benefits over many years. However, project proposals should assess any on-going operating costs that may be associated with the project. The Government Financial Officers Association (GFOA) recommend local governments avoid creating new programs or add-ons to existing programs that require an ongoing financial commitment. One issue that received attention during the pandemic is broadband access and its role in keeping everything moving from our local economy to our children's education. Having a more robust broadband network available to everyone may also contribute to collective resilience. A big part of this relates to systems thinking—when we invest in resiliency and build stronger systems then we can save many more in reactive response when disaster strikes. It's important to ask, what have we learned from COVID-19, and how can we be better prepared for the future? 3. Reconnecting Community: COVID-19 has forced us into social distancing, isolation and quarantine. These conditions may foster widespread anxiety and loneliness in our community. However, they’ve also made the need for socially connected, vibrant public spaces, such as city parks, and community events obvious to everyone. It’s important to remedy negative emotional climates with strategies to reconnect our community. What activities, events, and programs can we support to bring children, seniors, and others isolated during the pandemic back into public spaces? How can the city use funding to support the arts, and performance venues closed during the pandemic? Economic Development Advisory Board Recommendations The Economic Development Advisory Board discussed ARPA funding investments at their March 25, 2021 meeting. The Board recommends the City Council considering the following:

• A grant program to assist business owners not eligible for 2020 City grants.

Page 12 of 14

o A specific example was business owners that did not record at least a 25% revenue loss - or were not behind on lease/rent payments - due to dipping into personal savings, using credit cards, or taking out loans.

• A grant program to support building owners to make capital improvements by providing funds to match the owner's investment.

o Example would be the owner needing to provide at least 25% of the overall project cost.

• A grant program for businesses that received no prior assistance, such as sole proprietors that recorded no income.

• A utility assistance program that directly assists tenants. o Example would be when tenants paid utility costs to landlord, landlord didn’t pay

their City utility bills and thus received forgiveness; landlord benefitted twice. o Would likely include an application process in which the applicant would provide

the City copies of their lease (or invoice from the landlord) that details the tenants utility obligations.

Community Human Services Advisory Board Recommendations The Community Human Services Advisory Board discussed ARPA funding investments at its April 15, 2021 meeting. The Board discussed a number of proposals. A second discussion is scheduled at the Board's next meeting on May 6, 2021. Projects considered by the Board included:

• Rental assistance for individuals who don't meet Federal, State, or County guidelines for assistance. This may include individuals making more than 80% Area Median Income (AMI)

• Assistance for undocumented workers and their families who are not eligible for Federal, State, and County assistance

• Assistance for individuals and business owners who depleted savings, added debt, or took other measures that affected family assets to stay current on household payments

• Mortgage assistance for homeowners • Microloans and business assistance expertise • Completing construction of 179th/147th intersection improvements • Quite Train (Reduced Noise) crossing improvements • Support for theater, art, and music groups • Development of a low-power FM radio station • Mental health services

FISCAL IMPACTS: The city is expected to receive $3.5 million in two distributions beginning in June 2021. Mayor Thomas and city staff are assessing government operations and community needs to develop a recovery plan that leverages the money across systems and levels. The city is soliciting input from stakeholders, like the Community Human Services Advisory Board, to help create a comprehensive needs assessment and list of projects and programs for the city council to consider and approve. TIME CONSTRAINTS:

Page 13 of 14

The city council should make a final decision on how the first round of funding will be allocated before the first distribution of $1.75 million is received in early June 2021. ALTERNATIVES TO REQUESTED ACTION: Provide feedback and recommendations to Mayor Thomas and city staff.

Page 14 of 14