R2020-117.1 2020-08-10RESOLUTION NO. R2020-117.1
A Resolution of the City Council of the City of Pearland, Texas, amending
the City's COVID-19 Community Impact Recovery Plan.
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS;
Section 1. That the City Council hereby amends the COVID-19 Community Impact Recovery
Plan attached hereto as Exhibit "A."
PASSED, APPROVED and ADOPTED this the 10th day of August, AD., 2020.
TOM REID
MAYOR
ATT T:
t%jf8TAL ROAN, TRMC, CMC
CITY SECRETARY
APPROVED AS TO FORM
DARRIN M. COKER
CITY ATTORNEY
Exhibit A
I' City of Pearland COVID- 19
COMMUNITY IMPACT
RECOVERY PLAN
1St Revision - August 2020
in
T - fir'• . ) . ;'' • ..i,
i
1 S\
City of Pearland COVID-19 Community Impact Recovery Plan
Table of Contents
Purpose...................................................................................................Pg 2
Pandemics................................................................................................Pg 2
Local Impact on Pearland — COVID-19 Pandemic.....................................Pg 3
COVID-19 Community Impact Recovery Plan.................................................Pg 3
Unified Incident Command...................................................................Pg 5
Economic Impact on the Community......................................................Pg 5
COVID-19 Labor Market Information......................................................Pg 6
Impact on Non -Profit Organizations, Charities and NGOs ........................... Pg 9
CARES Act — Coronavirus Relief Fund.........................................................Pg 9
Summary................................................................................................Pg 11
1St Revised Budget...................................................................Pg 12
I I P a g e 151 Revision Thursday, August 6, 2020
City of Pearland COVID-19 Community Impact Recovery Plan (1St Revision)
Purpose
Currently, the City does not have a formal plan for recovery beyond the necessary repairs and/or
replacements of City -owned property as described in Appendix J of the Emergency Preparedness
Plan. As it stands, the local economy and citizens are mostly left to their own devices when
recuperating from the impact of a major catastrophe.
Specific to the current major disaster facing the community — the Coronavirus pandemic (COVID-
19) — this document will establish a practical approach to pandemic disaster recovery for Pearland
in response to COVID-19. The need is critical, as there are economic issues facing businesses,
households and local government in Pearland. The community is deserving of some level of
collaborative, publicly funded efforts to spark recovery in the community.
This revised Plan contains information that documents proposed actions to be taken towards
recovery from the pandemic. These include, but are not limited to, restoring:
• economic losses to small businesses deemed non-essential that were forced to
temporarily close during the pandemic;
• household financial capabilities lost due to Coronavirus -related unemployment, business
closure, furloughs or other unexpected income challenges that impacted rent and utility
payments; and
• unbudgeted outlays by local government for the necessary expenditures towards
continuity of operations, public safety and emergency medical services provided during
the pandemic response.
Pandemics
A pandemic is a global outbreak of a new virus that is different from viruses currently circulating
within the human seasonal viral arena. The new virus is constantly changing, making it impossible
to isolate and provide treatment, infecting people easily and spreading efficiently from one person
to another.
The modern-day 2009 H1 N1 virus, in addition to SARS and other smaller endemic concerns from
other parts of the world, is probably our most recent example of a transglobal disease that brought
serious concern to bear for our country, and eventually called for the U.S. to monitor national
epidemiology and public health conditions carefully. However, the Coronavirus is the first
pandemic to have impacted modern society in a way that has met the definition of a catastrophic
event, and it has elicited national, state -level and local disaster considerations in the form of heavy
allocations of financial assistance to communities, largely for public health and safety measures
designed to deal with the spread of the virus.
While the "disaster" terminology is applicable to the pandemic, it is very different from other natural
disasters in several ways. The tangibly destructive, path -predictable and finite nature and scope
of a natural disaster is not the case with pandemics. The global spread of a deadly virus doesn't
respond to mitigation via infrastructure and can decimate a society without proper public health
and safety protocols aimed at remediating the impact of the disease.
2 1 P a g e 151 Revision Thursday, August 6, 2020
The Coronavirus disease of 2019 (COVID-19) was first identified in December of 2019 in Wuhan,
the capitol of a Chinese province located in the Central China region. What began with
confirmation of 556 cases on January 21, 2020 in that region spread rapidly over the next 6 (six)
months to having affected 2.1 million by June 16, 2020, at which time there were also 116,140
COVID-19 deaths.' In the United States, confirmed cases reached 159,000 people by March 13,
2020, at which time President Donald Trump issued a nationwide emergency declaration.
Local Impact on Pearland - COVID-19 Pandemic
Unlike the impact natural disasters have had on Pearland, the pandemic is one that presents a
plethora of invisible, undetectable and historically untraceable impressions on our community. In
Pearland and typically with the types of disasters facing the Gulf Coast, one can easily see the
physical changes in weather, feel those changes, tap into technical and subject matter expertise
on matters of meteorology and storm tracking, and forecast the obvious route a natural disaster
takes when carrying out its destructive path. Aside from tornados, most of the work performed in
responding to a natural disaster of the type this region faces is easy to plan for.
With a pandemic emergency, particularly one on the global scale COVID-19 is, there is no visible
"cloud" for the physical form of the virus showing its spread, communication from one party to
another, or its presence on surfaces and in the atmosphere. In fact, the actual, direct impact of
the virus or disease associated with the pandemic may not impact large numbers.
During the pandemic, the City issued several local orders, most of which align with preceding
orders issued by the County, State and/or federal government. These have centered around
limiting the spread of Coronavirus through social distancing, the declaration of local rules that
result in closure of public facilities and local businesses has resulted in a major impact on the
community at -large. The Coronavirus pandemic resulted in the temporary closure of nail and hair
salons, gyms and other businesses deemed to be non-essential, and had a notable negative
impact on restaurants due to the call for suspension of in-house dining. The closures have all
resulted in reductions in sales, revenue and employment in many cases.
COVID-19 Community Impact Recovery Plan
There are several recovery action items implemented prior to addressing local unmet needs.
Temporary demobilization of the City's COVID-19 response -phase of its Incident Command
Structure and a transition into a recovery -phase of operations for the Incident Command Structure
are two that take place at the onset of local recovery efforts.
Others include:
1. Supporting pre-emptive orders for the reopening of local businesses in accordance with
safe/social distancing parameters and other cautionary practices outlined in federal
(CDC), State and local guidelines per local orders.
a. Limitations on the number of shoppers able to enter and shop simultaneously in
certain local businesses; specifically, dine -in restaurants and those with small
square footage.
' Mapping the Novel Coronavirus Pandemic. ESRI StoryMaps Team.
(https://storymaps.arc-gis.com/stories/4fdcOdO3d3a34aa485delfbOd2650eeO). April 26, 2020.
31 Page 1St Revision Thursday, August 6, 2020
b. Limitations on hours of operation.
c. Use of personnel/personal protective equipment when interacting with other
employees, customers and when handling retail and/or food service items.
d. Other protective measures.
2. Phasing in a reopening of local government and its facilities in accordance with safe/social
distancing parameters and other cautionary practices outlined in federal (CDC), State and
local guidelines per local orders.
a. Continued use of social distancing aids and personal protective equipment, as well
as employee health monitoring (thermometer fever testing).
b. Implement reopening of City facilities and public recreational spaces.
c. Progressive remediation of remote work schedules.
d. Continued use of virtual meetings and other distancing practices until remediation
of the Coronavirus occurs.
Along the lines of economic recovery, there are eight elements to local recovery that will be critical
towards rebuilding the economy and the community's capacity for responding to future
pandemics. Within those elements, specific action items are in place to cover the exact unmet
needs facing the community:
• Restoring local government programs and services to normal, pre -pandemic conditions;
• Accessing and implementing economic stimulus programs aimed at various elements of
local recovery from the pandemic;
• Optimizing the processes of activating and sustaining proper emergency management
and incident command structures within the local government organization, towards
continuity of operations and prevention of the spread of pandemic conditions, and with the
capacity to handle multi -hazard emergency management and mitigation should other
disasters occur simultaneous to a pandemic in the future;
• Providing subject matter expertise in economic recovery and development in response to
pandemic conditions, through small business counseling and technical assistance
resources;
• Securing necessary resources and strategies to build ancillary capacity for supporting
local economic recovery such as child-care, workforce re-entry and development,
restoration of academic operations, and job creation/retention;
• Resource allocation for social services programs and resources in the community that
support local needs for citizens facing challenges stemming from the impact of the
pandemic on household economies in Pearland (food banks, emergency assistance for
rent and utilities, counseling, services to the elderly and disabled, etc...);
• Updating the City's hazard mitigation plan and related annexes towards the call for the
City to prioritize disaster recovery as a component of hazard mitigation; and
4 1 P a g e 151 Revision Thursday, August 6, 2020
Developing and implementing increased capacity for local public health and epidemiology
efforts within Pearland that provide the best practices surveillance and mitigation for public
health matters affecting the City.
The City will play a supportive role in the phased reopening of local businesses and organizations
in the aftermath of intense pandemic conditions, in ways that preserve and promote ongoing
safety and health, which may include a variety of efforts. Pearland municipal government and its
programs and services should benefit the public by implementing strong planning and guidance
when recovering from a pandemic or other disaster. Therefore, it is important that public and
private sector leadership and stakeholders work together to ensure proper implementation of all
Plan elements.
Unified Incident Command
The City has activated a Unified Incident Command Structure for the purpose of providing
management and oversight for the recovery phase. The organization chart below provides the
structure for this activity, which may be adjusted to reflect changing conditions as the recovery
phase moves towards completion of certain objectives.
Unified Command Unified Command
Fraser, Ron McDonald, John
C -0C Coordinators
Policy Group
Martin, Peter
Pearson, Clay
Roberts, Mellanee
Legal Officer
Public Information Officer
Lee, Josh
Coker, Darnn
Operations Section Chief Planning Section Chief Finance Section Chi
Hardy, Joel McKinnis, Ryan VanceDaugherty, Rhonda
This structure allows for the planning and distribution of funds, proper financial management and
oversight, public information and communications, policy development and compliance with
applicable laws. Emergency Operations Center activation continues, with Emergency Manager
Peter Martin and his staff coordinating that resource in support of applicable incident objectives.
Economic Impact on the Community
The pandemic nature and scope of the event in Pearland is a subset of similar situations
everywhere, so the economic conditions relative to employment centers, retail shopping, hotels
and convention centers, entertainment and other facets of the commercial base are .negative.
Whether an employee is one that works in a local business, commutes elsewhere for work, or is
a local entrepreneur, workforce conditions face widespread negative conditions that impact our
locality, no matter how low the threshold of public health epidemiology concerns are for Pearland.
Fortunately, there are some technical datasets in place from surveys and actual conditions that
are providing important bases for the economic assumptions the City will need to act on, one of
5 1 P a g e 1st Revision Thursday, August 6, 2020
which is in the form of a survey done by the Greater Houston Partnership and another in the form
of actual unemployment information available via the Bureau of Labor Statistics. Cumulative
findings are available from a 9 -day survey period of data collection from 73 businesses in
Pearland, which as of 3/31/2020 the following results were made available to the City:
• Small businesses are feeling the impact of the COVID-19 slowdown.
0 21 % are unable to receive supplies or services
0 27% are unable to deliver goods or services
0 20% are operating at zero capacity
0 58% are operating below half capacity
0 41 % can survive the slowdown/shutdown for only 1 to 4 weeks
• Remote work is a challenge for small businesses.
0 33% are unable to offer remote work to any employees
0 45% are unable to offer remote work to at least half of their employees
• Companies are split about paving emplovees who temporarily can't work.
0 50% will not pay workers during the COVID-19 hiatus
0 31% will pay full wages
0 67% are concerned about finances and liquidity
0 55% are "unsure" if they will have to make permanent layoffs in the next 6 months
COVID-19 Labor Market Information
Along with the GHP survey (issued May 1, 2020), Workforce Solutions issued labor market data
and statistics from the Texas Workforce Commission (TWC), obtained from the U.S. Bureau of
Labor Statistics for the months of March and April 2020. The 13 -County Gulf Coast Region is
made of the same counties reflected in the planning area formed by the Houston -Galveston Area
Council (HGAC), comprised of Austin, Brazoria, Chambers, Colorado, Fort Bend, Galveston,
Harris, Liberty, Matagorda, Montgomery, Walker, Waller, and Wharton counties. The chart below
shows the historical initial weekly claims from March 7, 2020 to April 18, 2020.
80,000 76,999
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
3/7/2020 3/14/2020 3/21/2020 3/28/2020 4/4/2020 4/11/2020 4/18/2020
Clearly, the region is in a significant state of emergency from the standpoint of unemployment,
even though there are only 5 counties with notable COVID-19 statistics and less than 10,000
confirmed cases within those jurisdictions. This shows the exponential level of indirect
catastrophic impact the pandemic is having on the local economy.
The table below shows the pandemic epidemiology of the top -five HGAC area counties affected
by COVID-19 at the time of this report (May 6, 2020).
6 1 P a g e 1s' Revision Thursday, August 6, 2020
Totals 9873 935 210
To put into historical terms, initial claims for unemployment insurance (monthly averages) in
the Gulf Coast Region (HGAC 13 -County Area), based on historical estimates and actual claims,
have never been as high as they are as a result of a major economic crisis, as shown by the
chart below.
The images below (April 1990 — April 2020) compare the current COVID-19 crisis to the economic
impact of Hurricanes Katrina and Ike, overlapping with historical national recession periods, and
the U.S. "Shale Bust" economy following the 2014 OPEC oil policy crisis.
100,000
NBER National Recession Apr -20
90,000 88,561
Shale Bust
80,000 -Estimated Initial Claims
70,000 -TWC Reported Official Claims (4 -week avg)*
60,000
50,000
40,000 Hurricane
Hurricane Ike
30,000 Hurricane Great Harvey
Katrina Recession
20,000 Sep -17
Oct -05 Sep -08 10,916
10,000 6,019 6,667
0
Jan -90 Jan -93 Jan -96 Jan -99 Jan -02 Jan -05 Jan -08 Jan -11 Jan -14 Jan -17 Jan -20
As a result, unemployment rates for Pearland have risen sharply over a month due to COVID-19.
During the month of March 2020 alone, the Pearland unemployment rate jumped from around
2.7% to 4%.
71Pagc 15' Revision Thursday, August 6. 2020
Location Confirmed Recovered Deaths
Brazoria Count 566 277 7
Harris Count 6,838 - 133
Galveston Count 648
Fort Bend Count 1,187 163 28
354 28
Montgomery
Count
634
141
14
Totals 9873 935 210
To put into historical terms, initial claims for unemployment insurance (monthly averages) in
the Gulf Coast Region (HGAC 13 -County Area), based on historical estimates and actual claims,
have never been as high as they are as a result of a major economic crisis, as shown by the
chart below.
The images below (April 1990 — April 2020) compare the current COVID-19 crisis to the economic
impact of Hurricanes Katrina and Ike, overlapping with historical national recession periods, and
the U.S. "Shale Bust" economy following the 2014 OPEC oil policy crisis.
100,000
NBER National Recession Apr -20
90,000 88,561
Shale Bust
80,000 -Estimated Initial Claims
70,000 -TWC Reported Official Claims (4 -week avg)*
60,000
50,000
40,000 Hurricane
Hurricane Ike
30,000 Hurricane Great Harvey
Katrina Recession
20,000 Sep -17
Oct -05 Sep -08 10,916
10,000 6,019 6,667
0
Jan -90 Jan -93 Jan -96 Jan -99 Jan -02 Jan -05 Jan -08 Jan -11 Jan -14 Jan -17 Jan -20
As a result, unemployment rates for Pearland have risen sharply over a month due to COVID-19.
During the month of March 2020 alone, the Pearland unemployment rate jumped from around
2.7% to 4%.
71Pagc 15' Revision Thursday, August 6. 2020
Location Confirmed Recovered Deaths
Brazoria Count 566 277 7
Harris Count 6,838 - 133
Galveston Count 648
Fort Bend Count 1,187 163 28
354 28
Montgomery
Pearland City: Unemployment Rate (NSA)
10.0 Mar 2005 to Mar 2020
NBER National Recession
Shale Bust
8.0 Jul -09 —' — — Unemployment Rate
6.7 • • • • • • Historical Average
6.0
V Mar -20
4.0
4.0 ..... .......... ............................... ......... .........I...... .,�
Historical Average Y
4.2 A
2.0
Apr -19
2.4
0.0
Mar -05 Seo -06 Mar -08 Seo -09 Mar -11 Seo -12 Mar -14 Sea -15 Mar -17 Seo -18 Mar -20
It should be noted that Pearland has the lowest unemployment rate increase in the region
compared to all other larger cities, and the region as a whole. This is in alignment with pre-
COVID-19 labor statistics, as the City also has a similarly -situated low poverty rate.
Pearland
League City
Sugar Land
Friendswood
Conroe
Houston
Rosenberg
Gulf Coast
Missouri City
Alvin
Galveston
Deer Park
La Porte
Huntsville
Pasadena
Lake Jackson
Texas City
Baytown
8 1 P a g e
March 2020 (NSA)
a,
2.0 4.0 6.0 8.0
151 Revision
10.2
10.0
Thursday, August 6, 2020
1 2.0
Impact on Non -Profit Organizations, Charities and NGOs
Generally speaking, social services are in high demand, operating with low levels of philanthropic
support, but with the strength of donations from goods and services. Grant funding infused by
stimulus allocations should help these agencies in the long run, but those that don't provide
services that connect to certain needs will suffer tremendously.
Agencies that provide stipends or emergency subsistence for essential needs like housing,
utilities and services for the elderly and disabled will receive direct and/or indirect allocations of
funding from the COVID-19 Recovery Fund, local grant -making, subrecipient awards from
Community Development Block Grant allocations, and cash donations from individuals and
philanthropists. However, those that rely on corporations and local businesses for funding from
community investments, and that also don't help households in the community meet basic needs,
may suffer.
According to Kim Sterling, president and founder of Houston-based nonprofit consultancy Sterling
Associates, "Houston nonprofits are getting hit hard and in such different ways. It's not just the
charitable giving that's changed, but it's also the impact on the need for services and other
revenue sources."2 With limited staff and few dollars for program delivery costs, all charities will
struggle with the ability to keep job retention priorities alive, and Pearland will be no different. The
Pearland Recovery Plan highlights specific resources and local causes that will be supported by
the City, mainly through CDBG funding and CARES Act allocations of other money from the
federal government.
Due to the importance of meeting HUD National Objectives as part of the City's normal CDBG
program priorities, heavy emphasis will be placed on assisting entities that can administratively
and programmatically deliver services directly to those needing assistance, as part of an existing
framework of the City's CDBG Subrecipients. Once that has been established, other agencies
may qualify for assistance through the program and serve the community in ways necessary per
the impact from COVID-19. As valued and innovative as services may be, now is the time for
basic needs to be met amongst those that are suffering the most. Therefore, emergency
assistance for rent and utilities, meal delivery to the elderly and disabled, and mental health
service delivery to the uninsured and low -moderate income residents in our City will take
precedent over all other activities.
This is partially due to the need for immediate service to the community, the importance of
subrecipient agencies having the known and proven administrative capacity for managing CDBG
funds, and the ability for the City to track their performance abruptly without the need for an
agency to "ramp up" or develop organizational capacity to serve the public. There are valid
prerequisites for utilizing federal funds that must be in place, and the citizens have very limited
time available for certain needs to be met.
CARES Act — Coronavirus Relief Fund
The COVID-19 national emergency declaration resulted in the consideration and adoption of a
U.S. Senate Bill (3548) that would create the Coronavirus Aid, Relief, and Economic Securities
I Mathews, Chris. Donations Needed: Houston Nonprofits 'Getting Hit Hard' with Immense Need, Declining
Revenue. Houston Business Journal, pg. 12. May 1-7, 2020.
9 1 P a g e 1st Revision Thursday, August 6, 2020
Act (CARES Act), a $2 trillion stimulus initiative designed to assist communities in responding to
and recovering from the impact of the pandemic. Federally -issued CARES Act funding has been
allocated to this extent, as Texas, its counties and municipalities, will receive the benefit of these
appropriations. Because Pearland has been impacted by the pandemic and there are
unprecedented community, housing, economic, and public health effects, the City's disaster
response must be followed by a recovery effort, and this plan intends to outline the various
components of implementation needed to restore Pearland to pre-COVID conditions.
The most solvent opportunities for local economic recovery have come in the form of direct
investments in local businesses from the Payroll Protection Program (PPP), other Small Business
Administration loan programs, individual assistance via U.S. Treasury payments of $1,200 -
$2,400 to low and moderate income households with incomes below $99,000 ($198,000 for joint -
filers), and allocations being directed at federal economic development agencies that will deliver
funds to States and communities via grants and other public assistance programs.
Localities have been provided with CARES Act funding via the Coronavirus Relief Fund (CRF),
as $150 billion has been allocated directly to States and localities with populations of 500,000 or
more, with provisions for States to offer local governments with populations below 500,000
portions of the funds. Based on a $55 per capita allotment of CARES Act method of distribution,
the City will receive a direct allocation of $6,374,005 based on the portion of its population that
resides in Brazoria County, and two smaller allocations per that same formula from Fort Bend
($56,155) and Harris ($288,035) counties in consideration for the areas of Pearland in those
counties.
Based on the socioeconomic and public health conditions facing the City due to COVID-19, the
City should use CRF funds towards local recovery as follows:
1. Distribute 2% (of the CRF Fund 355 allocations to Medical expenditures; specifically,
telemedicine capabilities for local COVID-19-related mental health services;
2. Allocate 40% of the funds to Public Health expenditures;
3. Reimburse the City's payroll expenditures for employees dedicated to Coronavirus
pandemic (33%); and
4. Utilize 25% of the funds to administer measures to stimulate local economic recovery and
support other efforts that support City continuity of operations.
The 1St Revised Budget, attached to this Plan, represents the official proposed budget being
presented to the City's governing body for adoption with the Plan. Should City Council adopt the
revised Plan, this shall constitute the official adopted budget for use by the City to meet the
aforementioned spending objectives (1 —4). This revised spending plan is now compliant with
the State's Coronavirus Relief Fund's rules, which require that 75% of the funds be spent
on medical, public health and/or payroll expenditures for employees dedicated to
Coronavirus pandemic response and recovery. This will not be required to the additional
funds being disbursed to the City via Fort Bend and/or Harris counties.
Summary
The priorities herein provide the City with the plan for achieving two important recovery objectives:
101 Page 1 s Revision Thursday, August 6, 2020
• Ensure proper public health and economic recovery efforts are implemented that prioritize
the safety and wellness of citizens as they return to the workforce, look for new or
replacement jobs for those that may have been lost, and that provides those in need with
supportive emergency subsistence; and
• Provide a seamless transfer back to normal local government operations.
The recommended distribution of available funding is based on local economic conditions as
supported by unemployment statistics, local sales tax reports, unpaid rent and utilities for the
months of April and May 2020, actual City -incurred expenses specifically dedicated to
Coronavirus emergency protective measures, and the need to continue to provide certain levels
of support and readiness through the remainder of the 2020 calendar year.
There are other funding sources that will play a role in socioeconomic and business recovery in
the community, as well as those that will support ongoing public health and safety needs. FEMA,
the U.S. Department of Housing and Urban Development (HUD), Department of Justice (DOJ),
Economic Development Administration, and the U.S. Department of Education are just a few that
also have CARES Act funds that are to be distributed locally.
Some of these are competitive opportunities, but there is currently no less than $335,376 in
funding from federal and State agencies for Coronavirus relief and related economic stimulus that
the City has secured (HUD CDBG CARES Act, DOJ Coronavirus Emergency Supplemental
Funds, and Texas Department of State Health Services). While the above-mentioned funds
cannot be used along the same lines of discretion as the Coronavirus Relief Fund dollars can,
they will be allocated to provide PPE (personnel/personal protective equipment), emergency
medical services, and vehicle decontamination systems that will help continue to prevent the
spread of Coronavirus locally and within our employee population that comes into contact with
the public. Finally, planning for the use of HUD stimulus funds (CDBG CARES Act — CDBG-CV)
will take place during the final quarter of FY 2020, so as to have available economic recovery
resources in place beyond December 30, 2020, when the use of the City's direct CRF CARES
Act funding expires.
City staff will continue to apply for funding opportunities that equip the community with resources
towards Coronavirus recovery, as there are funds in the normal course of pursuing grants for
firefighters, police equipment, housing and community development on an ongoing basis. As
funds from the Fort Bend and Harris County CRF allocations become available, staff will present
those budget amendments to Council and request concurrence with the need to make
adjustments to Fund 355.
111Page 15' Revision Thursday, August 6, 2020
1St Revised Budget - Coronavirus Relief Fund
City of Pearland - Special Revenue Fund 355
Allocation Formulas
Jurisdiction
Direct (Brazoria)
Harris County Fort Bend County
TOTALS
Population 115,891 5,239 1,021
122,151
Per -Capita Allotment $55.00 $55.00 $55.00
$55.00
FEDERAL GRANTS Coronavirus Relief Fund (CARES Act) $6,374,005 $288,145 $56,155 $6,718,305
Type Description TDEM CRF Harris County Fort Bend County TOTALS:---
SOCIAL
OTALS
SOCIAL SERVICES
Mental Health Services
$100,000
$100,000
SOCIAL SERVICES
Rental/Utility Assistance
$645,000
$100,000
$50,000
$795,000
$745,000
$100,000
$50,000
$895,000
PUBLIC HEALTH
Public Health Advisory Services
$40.000
PUBLIC HEALTH
Assistance to Local Public Schools
$260,000
PUBLIC HEALTH
Medical Testing Reimbursements
$200,000
$500,000
$0
$0
$500,000
ECONOMIC REVITALIZATION
Economic Loss
$800,000
$188,035
$988,035
ECONOMIC REVITALIZATION
Preventative Maintenance and Expenditures
$1,000,000
$1,000,000
$1,800,000
$188,035
$0
$1,988,035
SALARIES, WAGES & BENEFITS
Field -Based Assignment Pay
$575,000
$575,000
SALARIES, WAGES & BENEFITS
Personnel - Dedicated
$1,555,504
$1,555,504
MATERIALS & SUPPLIES
Supplies and Materials
$300,000
$300,000
COMPUTER HARDWARE
Technology Enhancements
$148,501
$6,155
$154,656
BUILDINGS & GROUNDS
Facilities Improvements
$573,501
$573,501
PROF/CONTRACTUAL SVC MISC
Contracts & Services (Sanitization)
$176,499
$176,499
$3,329,005
$0
$6,155
$3,335,160
Revised Budget
$6,374,005
$288,035
$56,155
$6,718,195
121 Page
Rev: August 2020