Aim Hometown Innovations E-Magazine, Issue 4

HOMETOWN

INNOVATIONS I S S U E #4

Uncertain Times Community resources for adapting to the new normal

Supporting Local Businesses Inventive Community Gatherings Preserving Mental Health 1

Facing unprecidented challenges as municipal leaders Dear Member, Several weeks ago during a discussion with the Aim Board of Directors, I made a comment that never has our Joe Thallemer, organization been Aim President so important to Warsaw Mayor its members.

As we now navigate a very uncertain, challenging future, I hold onto that thought even more!

For Aim, 2020 started according to plan. Aim lobbyists were at the Statehouse doing what they do best: advocating for legislation to improve the fiscal well-being and efficient operation of municipal government.

A very critical Boot Camp for Newly Elected Officials, and release of the coveted Handbook for Elected Municipal Officials went off with great success. Gearing up next for Aim Roundtables for towns and small cities, Annual Budget Workshops, and Clerk-Treasurers School, our state was rocked by a global pandemic of historic proportions.

Since March, Aim has had to pivot and reimagine nearly everything we do as an organization. Our challenges, as you might expect, are a balancing act of protecting the health of Aim employees, members and other partners, while continuing to provide core services, like education, advocacy and a first-class medical insurance pool. In the face of a state shutdown that seemed to change by the hour, your Aim team responded rapidly and with innovation. We have all benefited from the remarkable way they responded!

The road ahead will be the next challenge that our entire Aim membership is ready to accept!

Through all of this, the Aim team has seen how virtual meetings can be very beneficial in many situations. Your participation and adaptation to this very effective form of communication

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was evidenced by the popularity of the fifteen COVID-19 Webinars held over the last few months. While we know there is value placed on sitting across from your peers and sharing stories, swapping best practices, and venting frustrations, we also know that the educational and advocacy needs of city and town leaders cannot be placed on hold until such time as we can all be together again.

Aim scheduled meetings and events for the rest of the year are currently being evaluated.

Public health conditions and planning considerations will dictate how these events will occur. The Aim team is working hard to finalize our schedule as soon as possible.

Our advocacy team has also made some course changes in recent weeks.

As they closed out the legislative session just days before the Governor’s stay-at-home order was issued, there wasn’t much time for rest. The team has quickly engaged with state officials, federal lawmakers, and the National League of Cities (NLC) to ensure cities and towns are not forgotten as new reimbursement and grant programs are being established. Their advocacy with state leaders has born some early fruit via the $300 Million CARES Act reimbursement funds recently allocated to local government. There is, however, much work to do as revenue replacement dollars have been omitted from all federal programs to date. Aim will continue working with NLC on their comprehensive national campaign to lobby for a federal solution to the lost revenue our members are certain to be confronted with.

The Aim Medical Trust team hasn’t skipped a beat either. Serving almost 10,000 municipal employees and their families, they have worked tirelessly to provide access to coronavirus information and treatment, improve testing capacity, and offer return to work resources as a compliment to the Trust’s services. The pandemic has been an unwelcome entry into our

lives, but the Trust has risen to the challenge and proven that having an insurance provider that understands the unique needs of cities and towns gives our members an unparalleled advantage.

The challenges to our communities are significant. Together, our strength as an organization will be even more significant and guide our response and resilience. Aim has never been more important than it is today.

In This Issue COVER STORY

COVD-19 Funding PAGE 10

Pool Re-opening Guidance PAGE 14

Community Mental Health PAGE 16

Strengthening Community Staying Connected While Staying Apart

Communities throughout Indiana are finding creative ways to keep citizens connected and healthy during the COVID-19 pandemic.

The City of Jasper continued an annual tradition virtually. Jasper Community Arts held it’s 17th Annual Chalk Walk Arts Festival. Instead of an in-person contest, residents of Jasper were encouraged to pick up a complimentary box of chalk from a drive-thru location and create chalk art on their sidewalk, driveway or fence. Participants then submitted a picture and entries were posted on the Jasper Community Arts Facebook page where the public voted on their favorite entries.

This summer, the Town of Zionsville is partnering with the Zionsville Chamber of Commerce to launch Night on the Bricks. On Thursday evenings from 5 p.m. – 9 p.m., several tables will be set up on Main Street and residents will be able to order food from local restaurants while social distancing. Individuals who attend are required to bring their own chairs to reduce the risk of spreading COVID-19.

“The idea of this event is to provide a bright spot during a challenging time for local restaurants,” said Mayor Emily Styron. “This is a chance for the community to come together socially, let our restaurants spill onto the Brick Street and support our local restaurants and retailers.”

In addition to helping local restaurants, the goal is to encourage residents to shop at local retailers lining Main Street.

“This is Zionsville at its best – we are piloting an idea that brings our residents and businesses together in a responsible way,” said Zionsville Town Councilor Joe Culp. “I’m very excited for the inaugural event and to continue working with businesses, residents and government to ensure we make the most of these strange times.”

Another focus for cities and towns has been helping the most vulnerable stay healthy.

In Evansville, Mayor Lloyd Winnecke is partnering with the Catholic Diocese of Evansville to use the Diocese’s Sarto

Retreat House for people experiencing homelessness to voluntary self-isolate during the pandemic.

"Thanks to the collaboration between homeless shelters and outreach staff, volunteers, healthcare facilities, and the Catholic Diocese; our community's most vulnerable citizens will have temporary housing where they can fully recuperate," said Mayor Lloyd Winnecke.

"Establishing this center also will help prevent the further spread of COVID-19 in our community."

To protect the elderly, the Greenwood Police Department and Greenwood Fire Department began offering medication delivery for elderly residents who lived in the city.

These are just a handful of so many examples of what cities and towns are doing to keep their residents healthy and connected to their communities.

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CHANGING THE GAME

COVID-19 SPARKS CREATIVITY IN PARKS DEPARTMENTS Parks departments throughout Indiana have made several adjustments to their programming to keep residents safe while remaining active during the COVID-19 pandemic.

The Town of Culver’s Parks Department and Culver Academies Wellness Director put together activity suggestions or challenges for families and email them out using the town’s listserv. Some of the suggested activities include Scavenger Hunt Bingo and building an Obstacle Course.

One local business distributed chalk through town to encourage residents to create encouraging messages or art.

In the City of Greenwood, the Parks and Recreation Department utilized Facebook Live and a YouTube channel to share fun activities each day of the week while residents remained at home.

Now, as the state begins to re-open, cities and towns continue to work on safely opening parks in compliance with Governor Eric Holcomb’s executive orders. Communities will continue to take a phased approach to reopening.

In Zionsville, they outlined four stages for reopening, including Zionsville Golf Course opening on May 22nd, park shelters, basketball courts, tennis courts, and skate parks on May 24th, Zion Nature Center on June 24th and their splash pad on July 4th.

“Our staged approach to opening Town of Zionsville parks facilities is based on Governor Holcomb’s Back on Track plan and CDC guidance,” said Park Board President Tim Casady.

“As we slowly reopen parks facilities, we remind residents to stay vigilant about protecting themselves and their families.”

Reopening will continue to be a balancing act for communities.

“We have taken the Governor’s guidelines and plan into account as we move forward with our plan, as it fits Zionsville,” said Mayor Emily Styron. “We appreciate all the work the community has done so far but we are not in the clear yet. We continue to balance the health and safety of our community and our employees with the balance of reopening our facilities and allowing activities to take place.”

As we slowly reopen parks facilities, we remind residents to stay vigilant about protecting themselves and their families.

— Tim Casady, Zionsville Park Board

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COMMUNITY SUPPORT FOR SMALL BUSINESSES In response to the economic lockdown precipitated by the COVID-19 pandemic the United States Congress approved $349 billion in loans to small businesses through the Paycheck Protection Program (PPP).

These loans were intended to support businesses through the lockdown period while they were receiving little or no revenue. 13 days after going active, the funds for the loan program were depleted.

In subsequent bills, congress refilled the PPP coffers, so the program is once again issuing loans. However, the speed with which this historic stimulus was exhausted is illustrative of the magnitude of the need in the small business community. Indiana’s cities and towns have stepped up to meet this need and support their local businesses and communities.

Noblesville introduced the Small Business Resiliency Grant program at the beginning of April. It is focused on helping businesses with immediate needs like paying rent, utilities, and payroll so that they can remain operational throughout the crisis. Each

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grant is for up to $10,000.

Mayor Chris Jensen described the program saying, “Noblesville’s grant program will be focused on those businesses that may not be eligible for other assistance or that have immediate needs beyond that which can be met by other federal and state assistance programs. COVID-19 has impacted nearly every segment of our national and local economy. Due to required closures and other restrictions imposed to protect public health, many local businesses have experienced severe reductions in revenues. Small businesses are crucial part of the fabric of our community and we hope this grant will provide assistance and promote economic vitality within the city.”

Even in smaller communities like Culver, towns have stepped up to provide aid. In early April, the Culver town council made $150,000 in grants available to small businesses that demonstrate a commitment to the community. The grants are worth up to $7,500 to businesses inside Culver.

Several communities have leveraged money in their redevelopment commissions to support businesses during COVID-19. This money was always intended to be used for transformative economic development projects. There is nothing better for economic development than supporting small businesses in a time of crisis.

The Mooresville Redevelopment Commission made $50,000 in loans to businesses to pay for rent or a mortgage for property within the TIF area that had been repaired, rehabbed, or built within the last 2 years.

Whiting, too, is focusing on the health of its existing economic development districts focusing their COVID-19 relief on their Downtown Business District and Indianapolis Boulevard Business District. The businesses in these districts usually attract visitors to their community and are the hardest hit by the COVID-19 shutdowns.

County and city governments as well as economic development organizations have been partnering to help their communities. The Monroe County Industrial Development Corporation has made $10,000 loans available to small businesses in the hardest hit industries for working capital support. The Kosciusko County Economic Development Corporation has developed a revolving loan program for the whole county and partnered with the city of Warsaw with a commitment of $100,000 in loans within the city limits.

“Our small businesses are suffering from the loss of working capital due to circumstances beyond their control, and it’s important we do all we can to help employers and their employees make it through this crisis,” said Monroe County Executive Adam Bello, “By offering no-interest loans of up to $10,000, we are helping support the vital small businesses that serve as this region’s economic engine through their time of greatest need.”

The state of Indiana has partnered with our communities to support local efforts to retain jobs and businesses throughout the public health crisis.

Indiana’s Office of Community and Rural Affairs (OCRA) has been

By offering no-interest loans of up to $10,000, we are helping support the vital small businesses that serve as this region’s economic engine through their time of greatest need.

— Adam Bello, Monroe County Executive distributing money from the federal Community Development Block Grant (CDBG) fund to local communities to produce locally tailored responses to the pandemic. For example, two Johnson County communities, Franklin and Edinburgh, are using these funds from OCRA to provide over $300,000 in small business relief grants.

“Indiana has awarded more than $10.7 million to our rural communities,” said Lt. Governor Suzanne Crouch whose office oversees OCRA, “From increasing access to necessary testing and medical supplies, to providing businesses and their workers with much-needed relief, these funds are directly assisting in the fight against COVID-19.”

Indiana’s cities and towns are not in this fight alone. Local chambers of commerce and other community organizations have been repurposed almost overnight to supporting their community through this pandemic.

The Indianapolis Chamber of Commerce has made loans of up to $75,000 available to small businesses, leveraging federal funds, in their Rapid Response Loan Fund. In South Bend, Accion, a credit union serving Illinois and Indiana, is providing $260,000 in loans for cash flow to small businesses within the city limits.

The entire philanthropic and business community has been activated to fight this pandemic and support the people in their communities who are most in need.

The federal government, state, cities, towns, counties, and community organizations all recognize the same fact: none of us will be strong as we move through this pandemic unless our

communities, and the small businesses that serve them, are healthy. The businesses in a community must be able to weather this storm in order that local governments have the revenue they need to provide essential services.

“City leaders believe it is vital that we support local businesses experiencing negative impacts from the COVID-19 pandemic at this time,” said Warsaw Mayor (and Aim President) Joe Thallemer, “Small businesses generate local jobs, incomes, and tax revenues that keep our community growing.”

The one way in which the COVID-19 pandemic has not been a tragedy is in the way it has brought communities together. Every community partner, from the government to business, from schools to charities, has put the needs of the community first throughout this crisis. We all know that in order to emerge from this pandemic stronger is to work collaboratively.

Cities and towns are the governments closest to the people and have been on the front lines of fighting COVID-19 since it began. Community leaders are also the best positioned to understand the needs of the small businesses that are the lifeblood of their communities. As we continue to move through this pandemic and safely reopen, it will continue to be important for communities to consider the needs of their small businesses and work collaboratively with them.

Part of having a strong community is having a vibrant local economy. All across Indiana, community leaders are recognizing the need and stepping up to build a stronger, safer, economy.

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COVID-19 & THE AIM MEDICAL TRUST Amy Eberwine, Deputy Director, Aim Medical Trust In March of 2020, the COVID-19 pandemic began to unfold across the state of Indiana. As a member owned organization, the Aim Medical Trust was uniquely positioned to respond quickly to this crisis. In an effort to support our members and their employees during this difficult time, several steps were taken to address the needs of our member municipalities.

First, COVID-19 health plan benefits were expanded in ways which could provide municipal employees both public health protection and remove any financial barriers they may face.

These benefits include: • Employee cost share for ALL Virtual Visits (for any diagnosis, not only COVID-19 related) was reduced to $0 between March 18, 2020 and June 18, 2020. The Trust also elected to extend the $0 employee cost share on Virtual Visits for PPO Plans through the end of 2020.

• Additionally, the Trust enacted $0 deductibles and co-payments for treatment related to COVID-19 from February 4, 2020 to May 31, 2020.

• Employee cost share also was waived for COVID-19 tests and test-related visits between February 4, 2020 and May 31, 2020.

Secondly, when the Aim Medical Trust staff and service provider team moved to a virtual environment, we worked to seamlessly continue providing top notch service and benefits for our municipalities. Some of the services enacted were: • The Aim Medical Trust website was updated to include a link to Aim’s COVID-19 resources page. This site offered numerous informational documents to assist our members and their employees in addressing the many challenges created by the pandemic. Additionally, our members received regular communications including educational materials to assist employees in utilizing the benefits offered through the health plan and ancillary coverages.

• The annual Members Forum was offered virtually in a webinar format. Our partners at UnitedHealthcare discussed the annual Health Plan Review and also gave an interactive demonstration of their eSync platform.

• A special webinar was also presented to address the Aim Medical Trust COVID-19 response and featured representatives from UnitedHealthcare and City of Monticello Mayor Cathy Gross.

Mayor Gross worked closely with the Aim Medical Trust as the City was developing their COVID-19 Policy and shared her valuable experience and insight.

Lastly, the Aim Medical Trust recognizes that the mental health effects of COVID-19 are as essential to address as are the physical health effects. To act upon this and expand the access to care for its employees, the Aim Medical Trust recently partnered with Preventia, a mental health and lifestyle care telehealth marketplace platform. Aim Medical Trust member employees will be offered 5 scheduled virtual visits with a licensed mental health professional per year, as well as unlimited use of their COVID-19/Anxiety Hotline for on-demand counseling. This service will be rolled out to members later this summer.

The COVID-19 public health crisis has changed the way our members live and work, but the Aim Medical Trust has continued provide stability, resources, and assistance to meet the needs of Indiana municipalities.

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COVID-19 FUNDING

RESOURCES TO HELP MUNICIPALITIES RECOVER FINANCIALLY

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S

ince the appearance of the coronavirus in the United States, it is hard to believe how deeply this pandemic has impacted families, businesses, and state and local governments nationwide. An important component of the COVID-19 response for local governments is to seek funding opportunities at both the state and federal levels.

On March 27th, President Trump signed into law the Coronavirus Aid, Relief, and Economic Security Act (the CARES Act).

This $2 trillion economic relief package ushered in a host of different programs to help the country respond to and recover from the public health and economic impacts of the coronavirus pandemic.

The Coronavirus Relief Fund

A critical component of the CARES Act was a $150 billion appropriation to the Coronavirus Relief Fund (CRF) for state and local governments to be reimbursed for unexpected expenditures that are directly related to COVID-19 response efforts.

Local governments with a population of over 500,000 and all states were eligible to receive a direct distribution from the U.S. Treasury. The amount, if any, to be allocated to smaller units of local governments depends on each individual state’s administration. Governor Holcomb has earmarked $300 million of Indiana’s $2.4 billion distribution for Indiana cities, towns, and counties.

Each county and municipal unit has been allocated a share of the $300 million based on population. This is not a direct distribution, however. Units that have eligible expenses must apply to the Indiana Finance Authority (IFA) for reimbursement.

The Treasury Department has released guidance on the sorts of expenditures that are eligible, and the state has answered some frequently asked questions about the expenditures that qualify.

In general, the IFA will only reimburse expenses that were not accounted for in the most recent budget and were necessary expenses due to COVID-19 incurred between March 1 – December 30, 2020 – think expenses like personal protective equipment, sanitation measures, overtime expenses for public safety and public health officers, and providing teleworking capabilities, all of which were expenses necessitated by the pandemic. Although a broad array of expenses may be reimbursed, Treasury has made clear that revenue replacement is not an eligible expense.

The one-page reimbursement form is on the IFA’s website.

Disbursements are made to local governments on a rolling basis, with the goal of processing requests within fourteen days. The State Board of Accounts Examiner has advised local units to submit separate submittals for different categories of expenses, especially if there is an expense that will questionably be approved for reimbursement. If a questionable request is made on the same form as a clearly qualified expense, it may delay disbursement unnecessarily for something that could have been made as a standalone request.

In accordance with the CARES Act, each unit’s allocation will be available through the end of 2020, and any funds not spent on eligible expenses made March 1 through the end of 2020 must be returned to Treasury.

Many of the items that may be reimbursed from the CRF may also be eligible for reimbursement through FEMA or other federal agencies. In these circumstances, it is important to weigh all the different options and plan strategically. For example, some administrative costs of applying for and

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implementing a particular program may be reimbursable under one option, but not the other. Some programs require a local match. There also may be different requirements for when and how funds may be used, which should factor into the decision of which option to choose. Regardless, it is important to note that federal agencies may not duplicate awards.

these programs are subject to change and potentially eligible for future rounds of funding from Congress. Stay in contact with agency liaisons that may be able to help navigate the sometimes complex web of funding opportunities at the state and federal level.

often tweaks and changes that become necessary. For this reason, be sure to check in with the Treasury guidelines and the Indiana Finance Authority for the most recent information before submitting requests for reimbursement.

In March, some Community Development Block Grants (CDBG) were directed to assist rural communities with COVID-19 related needs. The first phase of the program has now ended, but OCRA has launched the LongTerm Recovery Phase. Non-entitlement communities can apply for up to $250,000 in order to provide grants or loans to businesses to retain low-tomoderate jobs. For community-specific questions, we would advise you to reach out to your OCRA Community Liaison.

Future Challenges & Potential Assistance

In Indiana, local leaders have met the new challenges presented by COVID-19 head on, and continue to lead their communities in inspiring ways. We know, however, that there will be a long road to recovery.

Office of Community & Rural Local governments are already Affairs (OCRA) COVID-19 experiencing drops in revenue from As with many new programs, there are Response Program several key sources like Motor Vehicle

Other CARES Act Provisions

In addition to the $150 billion provided in the Coronavirus Relief Fund, there were several other provisions that created new programs or provided supplemental funding to existing programs to help local governments, residents, and businesses weather the economic consequences of the pandemic. Some highlights include: *I have an idea for a chart, but I’m not sure whether there will be room? If not, I think it is fine to cut this section and/ or just provide a couple of bullet points with big highlights As with the CRF Program, many of

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Addressing Cash Flow Needs

Under Executive Order 20-05, taxpayers who do not escrow their property taxes are not subject to penalties for late property tax payments until July 11, 2020. This presents a serious cash flow issue for some local governments. The Indiana Bond Bank is offering cashflow assistance through the Advance Funding Program.

Highway funds, food and beverage tax and gaming revenue, utility delinquencies and/or reduced usage, and various miscellaneous fees and permits.

We can also expect that property tax collections will likely be reduced, and income tax revenue will take a serious hit. Conversations continue on the federal level about the level of support local governments across the country need in order to withstand this crisis – including whether use of the CRF dollars should be more flexible to allow for the replacement of lost revenue or whether another round of funding with direct distributions to all cities and towns is appropriate.

If you would like more information about these advocacy efforts, check out the National League of Cities’ website or contact a member of Aim’s Government Affairs Team.

Additional Funding Opportunities

A number of new programs have been established, in addition to new funding in existing programs, that benefit local municipalities, small businesses, local nonprofits, and residents. Below is a chart of select funding opportunities. This list is not exhaustive of everthing available. More resources can be found on the United States Conference of Mayors website.

Program

Lead Agency

Amount

Purpose

Homelessness Assistance Grants

Department of Housing and Urban Development

$4 billion

For state and local governments to address coronavirus among the homeless population.

Public Housing Operating Fund

Department of Housing and Urban Development

$685 million

Operating assistance for reduced tenant payments, and to help contain the spread of coronavirus in public housing properties.

Section 202 Housing for the Elderly

Department of Housing and Urban Development

$50 million

Maintain housing stability and services for low-income seniors.

Emergency EIDL Grants

Small Business Administration

$17 billion

Emergency grants of up to $10,000 to provide immediate relief for small business operating costs.

Paycheck Protection Program

Small Business Administration

$349 billion

Designed to help small businesses and nonprofits cover payroll and additional costs for 8 weeks.

Economic Development Administration

Department of Commerece

$1.5 billion

sSupport economic development for states and communities suffering economic injury as a result of the coronavirus.

FEMA Disaster Relief Department of Homeland Funding Security

$45 billion

All purposes allowed under the Stafford Act.

Emergency Management Performance Grants

$100 million

Assists states, local governments, tribes and territories with their public health and emergency management activities supporting the prevention of, preparation for and response to the ongoing coronavirus

CDC State and Local Department of Health and Preparedness Grants Human Services

$1.5 billion

State and local preparedness and response activities.

Child Care and Development Block Grant

Department of Health and Human Services

$3.5 billion

Child care assistance for low-income families within the United States due to decreased enrollment or closures related to coronavirus.

Community Services Block Grant

Department of Health and Human Services

$1 billion

Grants to local community-based organizations to provide a wide-range of human, social services and emergency assistance.

Older Americans

Department of Health and Human Services

$995 million

Funding to state and local governments for aging and disability services programs, including senior nutrition; home and community-based supportive services; family caregivers; elder justice; and independent living.

National Endowment for the Arts

Independent Arts and Humanities Agencies

$75 million

State and local governments’ arts agencies and nonprofit arts organizations for operating expenses with matching requirements waived.

National Endowment for the Humanities

Independent Arts and Humanities Agencies

$75 million

State and local governments’ humanities agencies and nonprofit humanities organizations for operating expenses with matching requirements waived.

Department of Homeland Security

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Dive in... (safely!)

With Governor Holcomb’s announcement that Indiana could move into Stage 3 on May 22nd, cities and towns were officially allowed to open community pools, according to CDC guidelines.

CDC Guidelines As public aquatic venues open in some areas, CDC offers the following considerations for the safety of those who operate, manage, and use public pools, hot tubs, and water playgrounds.

Public aquatic venues can be operated and managed by: • city or county governments • apartment complexes • membership clubs (for example, gyms) • schools • waterparks • homeowners’ associations All decisions about implementing these considerations should be made locally, in collaboration with local health officials. Operators of public aquatic venues can consult with local officials to determine if and how to implement these considerations while adjusting them to meet the unique needs and circumstances of the local jurisdiction. Their implementation should also be informed by what is feasible, practical, and acceptable.

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Promoting Behaviors that Prevent the Spread of COVID-19 Public aquatic venues can consider different strategies to encourage healthy hygiene, including: Hand Hygiene and Respiratory Etiquette • Encouraging all staff, patrons, and swimmers to wash their hands often and cover their coughs and sneezes.

Cloth Face Coverings • Encouraging the use of cloth face coverings as feasible. Face coverings are most essential in times when physical distancing is difficult.

• Advise those wearing face coverings to not wear them in the water. Cloth face coverings can be difficult to breathe through when they’re wet.

Staying Home • Educating staff, patrons, and swimmers about when to stay home (for example, if they have symptoms of COVID-19, have tested positive for COVID-19, or were exposed to someone with COVID-19 within the last 14 days) and when they can safely end their home isolation.

Adequate Supplies • Ensuring adequate supplies to support healthy hygiene. Supplies include soap, hand sanitizer with at least 60 percent alcohol (for staff and older children who can safely use hand sanitizer), paper towels, tissues, and no-touch trash cans.

Signs and Messages • Posting signs about how to stop the spread of COVID-19, properly wash hands, promote everyday protective measures, and properly use a cloth face covering in highly visible locations (for example, at deck entrances and at sinks).

• Broadcasting regular announcements about how to stop the spread on PA system • Including messages about behaviors that prevent the spread of COVID-19 in contracts with individual patrons or households, in emails, on facility websites (for example, posting online videos), through facility’s social media accounts, and on entrance tickets).

Maintaining Healthy Environments To maintain healthy environments, operators of public aquatic venues may consider:

Cleaning and Disinfection • Cleaning and disinfecting frequently touched surfaces at least daily and shared objects each time they are used. For example: • Handrails, slides, and structures for climbing or playing • Lounge chairs, tabletops, pool noodles, and kickboards • Door handles and surfaces of restrooms, handwashing stations, diaper-changing stations, and showers • Consulting with the company or engineer that designed the aquatic venue to decide which List N disinfectants approved by the U.S. Environmental Protection Agencyexternal icon (EPA) are best for your aquatic venue.

• Setting up a system so that furniture (for example, lounge chairs) that needs to be cleaned and disinfected is kept separate from already cleaned and disinfected furniture.

• Labeling containers for used equipment that has not yet been cleaned and disinfected and containers for cleaned and disinfected equipment.

• Laundering towels and clothing according to the manufacturer’s instructions. Use the warmest appropriate water temperature and dry items completely • Protecting shared furniture, equipment, towels, and clothing that has been cleaned and

disinfected from becoming contaminated before use • Ensuring safe and correct use and storage of disinfectants, including storing products securely away from children Ventilation • Ensuring that ventilation systems of indoor spaces operate properly.

• Increasing introduction and circulation of outdoor air as much as possible by opening windows and doors, using fans, or other methods. However, do not open windows and doors if doing so poses a safety risk to staff, patrons, or swimmers.

Water Systems • Taking steps to ensure that all water systems (for example, drinking fountains, decorative fountains, hot tubs) are safe to use after a prolonged facility shutdown to minimize the risk of Legionnaires’ disease and other diseases associated with water Modified Layouts • Changing deck layouts to ensure that in the standing and seating areas, individuals can remain at least 6 feet apart from those they don’t live with.

Physical Barriers and Guides • Providing physical cues or guides (for example, lane lines in the water or chairs and tables on the

deck) and visual cues (for example, tape on the decks, floors, or sidewalks) and signs to ensure that staff, patrons, and swimmers stay at least 6 feet apart from those they don’t live with, both in and out of the water.

Communal Spaces • Staggering use of communal spaces (for example, in the water or breakroom), if possible, and cleaning and disinfecting frequently touched surfaces at least daily and shared objects each time they are used.

Shared Objects • Discouraging people from sharing items that are difficult to clean, sanitize, or disinfect or that are meant to come in contact with the face (for example, goggles, nose clips, and snorkels).

• Discouraging the sharing of items such as food, equipment, toys, and supplies with those they don’t live with.

• Ensuring adequate equipment for patrons and swimmers, such as kick boards and pool noodles, to minimize sharing to the extent possible, or limiting use of equipment by one group of users at a time and cleaning and disinfecting between use.

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Mental Health

KEEPING RESIDENTS HEALTHY AT HOME routines in the new normal, and tips and techniques on how to reduce stress.

These sessions are just one example of Mayor Jensen’s focus on Mental Health Initiatives.

Noblesville is working to raise awareness about mental health and to remove the stigma surrounding mental health disorders.

Starting in April, Mayor Chris Jensen launched a Mental Health Mondays series on Facebook Live. Every Monday at 11 a.m., he joins licensed Noblesville therapist Kristen Boice to discuss mental health matters. The goal is to help members of the community start talking about mental health and to learn how to better cope and manage stress, especially during the uncertainty surrounding COVID-19.

During the sessions, Mayor Jensen and Kristen address topics such as loneliness, disappointment, grief,

In April, Mayor Jensen announced the creation of the NobleAct Paramedicine Program, a mental health and substance abuse response program. The Noblesville police and fire departments will work together to help connect citizens to community services.

“As stated in the State of the City in February, our paramedicine program utilizes current community, healthcare and public safety resources to proactively identify and assist the public with non-emergency needs, health issues, and strives to maintain a healthy community,” Jensen said. “NobleAct is a multipronged approach based on the Community Health Assessment, public safety data analysis, trending issues, stakeholder needs and citizen feedback.”

The program will use mental health officers, community paramedics and a mental health clinician to respond to an active crisis, conduct follow-

ADDITIONAL RESOURCES Be Well Indiana / State initiative to help Hoosiers manage mental health throught the COVID-19 crisis.

Call 2-1-1 / Free and confidential connection to local resources.

Crisis Text Line / Text HOME to 741741 for free, 24/7 support from a trained crisis counselor COVID-19 Medical Call Center / Call (877) 826-0011 with COVID-19 medical questions or concerns.

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up services, and conduct outreach initiatives.

According to NobleAct Police Officer Ben Lugar, the key to the program will be partnerships with community organizations.

“We are pleased with the partnerships we already have on board for NobleAct. We are requesting community organizations interested in partnering with NobleAct provide a referral contact method that allows for a rapid connection between your organization and the client,” Lugar said.

Mayor Jensen also issued a proclamation to declare May as Mental Health Awareness Month in Noblesville.

The propose of the proclamation is to encourage individuals to protect their mental health and to remind all citizens that everyone has a role in promoting mental wellness.

“As the Mayor of Noblesville, I also call upon the citizens, government agencies, public and private institutions, businesses and schools in Noblesville to recommit our community to increasing awareness and understanding of mental health, the steps our citizens can take to protect their mental health, and the need for appropriate and accessible services for all people with mental health conditions,” Jensen proclaimed.

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