COVID-19 RESPONSE AND RECOVERY

State and local governments provide a critical foundation on which we build our personal and economic lives. COVID-19 poses a great fiscal threat to this foundation. If approached in the right way, this crisis could also offer an opportunity to reinvent state and local government to prepare us for a vastly different future that lies ahead. ~Don Iannone

I.    SUMMARY

Key takeaways from this article:

1. State and local governments are at the center of the COVID-19 Crisis response as essential service providers and crisis managers.
2. The COVID-19 Crisis poses serious short-term and long-term threats to local and state government finances nationally.
3. This state and local fiscal threat presents itself as a two-edged sword with sharp revenue drops and increased service demand.
4. In the current fiscal year, state and local governments have made significant budget cuts and furloughed significant numbers of non-essential employees. 
5. Because of the great uncertainties created by this crisis, budget planning for 2021 and beyond have grown very complex.
6. While states have reopened their economies to varying degrees, very significant risks remain that the COVID-19 virus may spread, possibly triggering a second economic closing.
7. Without major funding from the Federal Government, state and local government debt will grow, which is a major problem for local governments required to balance their budgets.
8. The U.S. House-approved HEROES Act, which would aid state and local government, currently contains a request for $3 trillion. The bill is expected to face serious opposition in the Senate.
9. While in many states cooperation between state government and local governments is good, this is far from the case in other states.
10. Ohio stands out as a national leader in responding to this crisis, and yet rising political tensions could undermine part of the state’s future effectiveness.
11. Federal-state relations have been marginally effective in most cases because of partisanship and differing approaches and expectations. 
12. Mounting tensions with China will add complexity to everyone’s ability to respond to the COVID crisis.
13. The COVID crisis and surrounding problems have triggered social unrest and conflict in Minneapolis and other major cities. 
14.  State and local governments can increase their effectiveness in responding to this crisis by adopting a systematic approach grounded in careful planning, intelligence, collaboration, and communication.

OBJECTIVE

No aspect of American society is immune from the COVID-19 virus and its harmful economic effects. This article examines the economic impact of the COVID-19 pandemic on state and local governments across the United States. This article is based upon a review of existing research on the economic and fiscal impacts of the pandemic on state and local governments. It also draws upon recommended fiscal policy solutions made by key public policy research groups. At the conclusion of the article, I offer a set of guiding principles on formulating effective short- and longer-term fiscal responses to the COVID-19 situation at the state and local levels.

STATE AND LOCAL GOVERNMENT OVERVIEW

As Americans, we have evolved a large and complex patchwork quilt of governmental entities that serves, supports, regulates, and taxes our lives. Arguments can be made both for and against this patchwork quilt. Regardless of our views of how governmental entities have manifested themselves as political geography, I believe we will see greater future attention to governmental service-sharing, collaboration, mergers, and consolidation because of the financial burden created by COVID-19 on state and local government. This article’s purpose is not to debate the organization of the current government landscape. Instead, the purpose of this article is to shed light on how the COVID-19 pandemic is impacting state and local government finances, and offer some ideas on how to systematically deal with the situation.

In addition to the fifty states, over 90,000 local governments exist across America, which includes 38,779 general-purpose local governments and 51,296 special district governments.[1] General-purpose governments include counties, cities, towns, townships, and villages. Special districts include school districts, water authorities and other utility service districts, park and recreation districts, and other public entities serving a more specific function. Special districts are independent government units created for a limited specific purpose. New special districts are created, and existing ones dissolve every year. Special districts have grown for two primary reasons: 1) to serve newly developed geographic areas, and 2) to fund school districts within and across general-purpose governments. While all states have a large number of local governments, ten states have the greatest number:[2]

• Illinois: 2,828
• Minnesota: 2,720
• Pennsylvania: 2,625
• Ohio: 2,327
• Kansas: 1,993
• Wisconsin: 1,924
• Michigan: 1,856
• North Dakota: 1,718
• Indiana: 1,662
• New York: 1,587

State and local government spending represented $4 trillion in 2017, which was 20 percent of U.S. gross domestic product (GDP).[3] All government spending accounts for 11 percent of the State of Ohio's GDP.[4] Based on employment data, I estimate that all government spending accounts for about 12.5 percent of the Cleveland metropolitan area’s regional GDP.[5]

While the breakdown of state government spending varies across the states, the 2017 national average of all state spending on K-12 education was 26 percent of total state spending, and Medicaid and higher education accounted for 17 percent and 15 percent respectively of all state spending.[6] These are big numbers, which make these three areas highly susceptible to state budget cuts at this time.

PERSPECTIVES ON COVID-19 FISCAL IMPACTS ON STATE GOVERNMENTS

The Center for Budget and Policy Priorities projects a combined state budget shortfall of $765 billion over fiscal years 2020-2022.[7] Please see Table 1 immediately below.

Table 1: COVID-19 Pandemic Expected to Cause Sharp Revenue Drops in States[8]

Note: * Kentucky: estimate for the first two quarters of FY21. Minnesota: estimate for 2020-21 biennium. Vermont: FY20 includes $167 million in taxes deferred to FY21, which will be credited to FY20 when collected. New York: estimate for all funds (general fund plus other state funds). Washington: estimate for the total shortfall, not just revenue decline; FY21 estimate covers the second year of the current biennium, while FY22 estimate covers the next full biennium (FY22 and 23). Wyoming: estimate for 2021-22 biennium.

State Budgetary Adjustment Insights from the State of Ohio

In early May, Ohio Governor Michael DeWine announced $775 million in spending cuts for the remaining months of the 2020 fiscal year, which includes a $465 million-cut to education, $210 million to Medicaid, and the remaining $100 million in cuts to be spread across other state agencies, with a big chunk coming out of higher education. As a note, Ohio’s projected revenue losses include deferred revenue from taxes that will be paid by July 15. This means that the actual immediate loss to Ohio’s 2020 budget could be far less than the $775 million cut. That is not to say that serious potential revenue shortfalls will not develop as the 2021 fiscal year begins.

PERSPECTIVES ON COVID-19 FISCAL IMPACTS ON LOCAL GOVERNMENTS

Local governments are experiencing significant financial losses as a result of COVID-19. The Brookings Institute examined these impacts on cities. Its approach examines the role of local economic base health in shaping the fiscal performance of cities during and following the pandemic. In other words, growing and diverse economic bases contribute to greater municipal revenue growth, assuming that economic growth pays for itself and that it does not place excessive spending demands on cities.

Tourism, transportation, hospitality, retail trade, and other consumer services have been most at risk during the initial COVID-19 response period. Manufacturing and other industry sectors are quite vulnerable at this time. Tax losses from all these industries will hurt state and local government budgets, which is why it is critical that we open the economy safely, and avoid a second shutdown.

The Brookings’ results show “an uneven geography of fiscal impact, with many heartland cities likely to be hit harder and more quickly than others.”[9] Another observation by Brookings is that city tax structure has a major bearing on their fiscal well-being. Municipal tax policies are a function of what state policies allow, coupled with the creativity employed by city leaders in generating balanced revenue streams. According to Brookings, Federal aid amounts to 5 percent of total municipal revenue, while state aid is 20-25 percent. In other words, a city’s local tax sources account for 70-75 percent of what it can spend to meet the health, safety, and welfare needs of its residents and visitors.  

Table 2 below provides Brookings' data on municipal dependence on elastic revenue sources and the surrounding region’s employment in high-risk industries with a greater likelihood of employment reductions due to COVID-19. The cities in Table 2 are ranked by their share of general fund revenues from elastic sources.

Table 2: Brooking’s Rating of U.S. Cities’ COVID-19 Fiscal Impact[10]

The National Association of Counties’ (NACo’s) new COVID-19 fiscal impact report estimates an overall $144 billion budgetary shortfall across all U.S. counties. The report finds that major county revenue sources that support critical local services are at risk, and that counties are facing significant new expenditures as they work to protect American communities during the pandemic.

The National League of Cities and the United States Conference of Mayors surveyed leaders from cities, towns, and villages to create a picture of the economic conditions of cities during the COVID-19 pandemic.[11] The survey found that:

1. Ninety-eight percent of cities with populations above 50,000 foresee revenue declines in 2020 as a result of COVID-19.
2. Unanticipated revenue decline is expected to have the greatest influence on city budgets, but unanticipated expenditure increases will also contribute to major budget problems.
3. Revenue losses are foreseen from fees, sales taxes, state intergovernmental aid, property taxes, and income taxes. The biggest hits are expected from fee revenues, sales taxes, and intergovernmental aid.
4. Staffing reductions are expected by cities of all sizes. Cities with 500,000+ population foresee the most severe employment reductions.

The National League of Cities (NLC) estimates that American cities could lose more than $360 billion in revenues due to the COVID-19 Crisis in fiscal years 2020-2022, which includes losses in 2020 of $134 billion, $117 billion in 2021, and $110 billion in 2022.[12]

The U.S. Conference of Mayors has created a national database of cities and how they are being impacted by the COVID-19 Crisis. Currently, 175 cities are included in the database.[13] Here are three examples of the immediate fiscal impacts of COVID-19 on a few of Ohio’s smaller cities:

1. Elyria: $2.2 million in cuts have been identified, but losses are expected to go as high as $4 million.
2. Findlay: City income tax revenues are down 23 percent due to COVID-19.
3. Lancaster: Budget shortfall to have a significant impact on police and fire operations

Tourism communities like Sandusky, Ohio expect major revenue losses as attractions like Cedar Point remain closed. Cedar Point produces about $10 million in local taxes each year, which is about 45 percent of Sandusky’s budget.[14]

Suburban and downtown office centers are being impacted by COVID-19. As large office employers decide to allow employees to work at home, their need for office real estate may lessen in the future. These shifts, especially if they last over time, will have consequences for local tax bases. A recent Cleveland.com article explores this issue at Progressive Insurance, which operates many office facilities in two neighboring Northeast Ohio cities: Mayfield Village and Highland Heights. The article quotes a statement by a Progressive official on how working at home may impact their future need for office real estate, “As we think about returning, there could be an advantage for real estate because many of those people will be very efficient and effective working from home, may be better for them,” she said, according to a transcript of the call posted by Motley Fool, a Virginia-based financial and investing advice company.” According to the FY 2017 Cuyahoga County Annual Financial Information Statement, Progressive Corporation's real estate has an assessed valuation of nearly $58 million, which is the 7th largest in Cuyahoga County. [15]

Many rural communities are expected to be hit hard by COVID-19, which will take an economic toll on rural cities, towns, and villages. A Syracuse University report says, “These include the realities that rural populations are older and have higher rates of several chronic health conditions, and rural areas have a less robust health care infrastructure to deal with coronavirus cases. Rural economies may also be affected in different ways than their urban counterparts, which has implications for long-term rural population health outcomes.”[16]

The Food and Agricultural Policy Research Institute estimates that 2020 net farm income may decline by about $20 billion, with even greater potential losses in the future.[17] A new study by the Center for Agricultural and Rural Development at Iowa State University says that “the economic impacts of the COVID-19 outbreak will mean steep losses for Iowa agriculture, including over $2 billion each for the hog and ethanol sectors if the disease and social distancing policy impacts hold throughout the year.”[18] These economic impacts will precipitate local government revenue losses in rural communities and counties.

A recent Cleveland Federal Reserve Bank analysis estimates that state and local government revenues will decline by $54 billion in the fiscal year 2020 (FY20). Depending on the speed of the economic recovery, another $25 billion to $137 billion of revenue may be lost through 2021.[19] “State and local tax collections will decline sharply over the next two fiscal years because of COVID-19 mitigation shutdowns," according to estimates by Cleveland Federal Reserve Bank researcher Stephan Whitaker. In this new data brief, Whitaker provides state-by-state estimates of lost revenues from income and sales taxes.

FISCAL POLICY RESPONSE

How do we tackle these problems? The Tax Foundation sizes up the task of responding to state and local government fiscal woes created by COVID-19 in this way:[20]

1. "The COVID-19 pandemic and the attendant economic contraction will wreak havoc on state and local tax revenues, with projections of a 15-20 percent decline in state revenues.
2. Lawmakers and governmental associations have called for between $300 billion and $1 trillion from the Federal Government in state and local aid.
3. As much as $535 billion of the nearly $3 trillion the federal government has already appropriated flows through to states and localities, though only a portion is flexible funding.
4. In designing a state and local government relief package, federal lawmakers must determine a) how to allocate the funding, b) how much to appropriate, c) how much flexibility to grant state and local governments in spending it, d) whether to provide all funding immediately or spread it out over months or years, and e) whether to repurpose existing appropriations.
5. The allocation could be by population, economic or budgetary conditions, or coronavirus cases. Population-based measures, while imperfect, avoid distorting state incentive structures and the substantial lag associated with economic data.
6. All levels of government should participate in the fiscal response, with states expected to revise budgets in light of the crisis.
7. If state aid is intended to provide several years of assistance, staggered disbursements can help ensure that states do not postpone difficult but necessary decisions.
8. Lawmakers could provide additional flexibility in drawing down the $150 billion Coronavirus Relief Fund.
9. If lawmakers wish to craft a state relief package, they should act expeditiously but not hastily, as their decisions will cast a long shadow on state financial systems."

U.S. House Democrats passed a $3 trillion COVID-19 relief bill, called the Health and Economic Recovery Omnibus Emergency Solutions (HEROES) Act. The Senate will soon vote on the bill. The bill includes the following provisions for state and local governments:

1. $1 trillion to state, local, territorial, and tribal government for fiscal relief.
2. $100.15 billion in education funding for states, school districts, and institutions of higher education.
3. $15 billion for highways.
4. $15.75 billion for transit agency relief.
5. $3.6 billion in grants to states for elections.
6. $2 billion in CDC funds for state, local, territorial, and tribal public health departments.
7. Repeal the $10,000 cap on state and local tax deductions.

The prospect of the U.S. Senate passing the HEROES Act, as it stands now, does not look good, but it may be possible with some hard-nosed negotiations focused on restoring state and local governments in their most essential areas. Without the HEROES Act funding, states and local governments will face much greater problems in stabilizing themselves and the services they provide. From my standpoint, Federal funding is critical to helping state and local governments get back on their feet. To me, it appears that the current $3 trillion-request could be reduced and focused on supporting state and local governments where they most need help. Also, a phased investment of these funds could ensure the funds are used most effectively as we work toward economic reopening. My chief concerns are two-fold. First, like many other writers, I am concerned about the growth in our national debt. Second, I believe we need to use this crisis to spark a reinvention of government and encourage greater intergovernmental cooperation.

How do we move forward in addressing the fiscal crisis facing state and local governments? I would encourage state and local leaders to start with a set of agreed-upon guiding principles.

PRINCIPLES TO GUIDE FISCAL STABILIZATION AND RESILENCE

State and local governments must not only survive the financial crisis created by COVID-19, but they must learn to become more resilient in the future. They must reinvent themselves. Resilience is the ability to adapt to new and changing environments. This requires a shift from seeking "normalcy" to striving for resilience. Here are twelve guidelines that can help stabilize state and local finances in the short term and build resilience over the long run:

1. Build a Fiscal Response/Recovery Team: Effective financial crisis planning and management require government leaders to work collaboratively, ensuring that all key stakeholders are involved. Citizen and business voices need to be heard by fiscal response and recovery teams. We should not assume we know what these stakeholders need, or state and local governments' ability to meet these needs.
2. Stakeholder Communication: It is vital from the start that governmental leaders communicate with their employees, citizens, businesses, unions, and other key stakeholders about where things stand financially. Honesty and consistency must be at the heart of all communications. Fiscal response and recovery plans will fail if not supported by effective ongoing communication. Because the virus prevents state and local governments from using in-person public meetings, this communication must be done for now by TV, radio, mail, and Internet-based communication.
3. Involve Professional Advisors: Outside professional advisors (accounting and financial, legal, information technology, communication, human resource, economic development, planning, and other services) should be active participants in fiscal stabilization and resilience efforts. While the budget for these services may be limited, professional advisors should be consulted to increase the integrity and effectiveness of state and local fiscal recovery plans.
4. Exchange Ideas and Learn from Others: Monitor and learn from other governments on coping with and responding to this fiscal crisis. Share your learning with others. We are all in this together! Regional, state and national associations can be very helpful in this area.
5. Create Short- and Longer-Term Response/Recovery Plans: Proactive strategic planning ensures that governments make the best possible decisions about managing their finances and charting a path forward. Crisis prevention and management must be an integral aspect of state and local fiscal response and recovery efforts. While many state and local governments have strategic plans, many do not. Existing strategic plans need to be updated in view of the new fiscal stresses and strains created by COVID-19. Dealing with today’s problems is essential, but this is best done in the context of longer-term future scenarios. These scenarios must be revised as new information about the future becomes available. Short and longer-term needs must be balanced in these plans. Effective strategic planning can help achieve this balance.
6. Shore-Up Essential Services: This is not the time to curtail spending on police, fire, EMS, public health services, sanitation, and other essential services. The demand for these services will remain high during and beyond this crisis. Plan for this increase.
7. Ensure Public Safety and Health in Communities: The redesign of public facilities and spaces will be essential to protecting residents and businesses from the COVID-19 virus. Experts foresee this protection being important for the next 18-24 months or even longer.
8. Economic and Community Development: Ensuring the short- and long-term economic health of states and communities is vitally important. Supporting local small businesses is critical to jobs, taxes, and local quality of life in communities. Cash flow is a critical issue for many of these smaller employers. Helping businesses, large and small, to respond to workforce, supply chain, and COVID-related facility changes can make a big difference in whether businesses survive or die. Repurposing of business real estate will be a major priority of companies. Finally, it is important that states and local governments make only the most prudent investments through tax and financial incentives in businesses and development projects. Many existing economic development incentive agreements will need to be recalibrated as a result of the COVID-19 crisis. Every state and local government should have a clear quantitative understanding of the economic and financial importance of their major industries and businesses.
9. Explore Shared Services: Examine options for service-sharing within individual governments and between and among governmental units. History shows a reluctance by governmental units to share services like police and fire. Instead, they have increased cooperation and collaboration across borders in these areas. Interlocal service sharing has grown in the past decade, and will grow even more in the future.
10. Explore State Government Help: Seek state government assistance in promoting local government service-sharing, collaboration, and service sharing. States can play a valuable role in sparking and supporting local government cooperation, collaboration, and cost-reduction.
11. Expand the Use of Technology: State and local governments must continue to innovate with technology to reduce costs and improve performance. The first step is working with the private sector to ensure residents, schools, and small businesses have the broadband capacity needed to support increased online service and education. Contact tracing and many new technologies will become prevalent in most communities, even after this pandemic ends.
12. Cultivate a Climate of Cooperation and Collaboration: This is important inside and outside of government. A new culture must be grown in communities and states to ensure state and local government, schools, businesses, and residents are willing and prepared to cooperate and collaborate in the future. The future depends on everyone's willingness to work together. It is important that state and local government leaders set the right example for cooperation and collaboration.

SOME RESOURCES FOR STATE AND LOCAL GOVERNMENT FISCAL RESPONSE AND RECOVERY

A. COVID-19 Fiscal Resources

1. ICMA: https://icma.org/coronavirus-crisis-response-resources-your-community
2. National League of Cities: https://www.nlc.org/topics/health-wellness/covid-19
3. Data-Smart City Solutions for COVID-19: https://datasmart.ash.harvard.edu/news/article/covid-19-response-open-data-resources-local-government-leaders
4. Council of State Governments: https://web.csg.org/covid19/executive-orders/
5. National Governors Association: https://www.nga.org/coronavirus/
6. National Council of State Legislatures: https://www.ncsl.org/research/health/state-action-on-coronavirus-covid-19.aspx
7. International Economic Development Council: https://www.iedconline.org/news/2020/03/09/default/iedc-novel-coronavirus-response/
8. CARES Act/US Treasury: https://home.treasury.gov/policy-issues/cares/state-and-local-governments

B. Government Reorganization, Collaboration, and Performance Resources

1. SkinnyOhio/Ohio Auditor’s Office: https://www.ohioauditor.gov/skinnyohio.html
2. Performance Audits/Ohio Auditor’s Office: https://www.ohioauditor.gov/performance.html
3. The Secret Benefits of Sharing Government Services  https://www.governing.com/columns/public-money/gov-shared-government-services.html
4. Shared Services in Government: https://www.cgi.com/sites/default/files/white-papers/cgi-government-shared-services-white-paper.pdf
5. A County Manager’s Guide to Shared Services: https://www.naco.org/sites/default/files/event_attachments/Additional%20Service%20Sharing%20Resources.pdf
6. Obstacles and Opportunities for Shared Services: https://deloitte.wsj.com/cfo/files/2015/05/fed_shared_services.pdf
7. Studies Show Consolidating Local Governments Exposes Taxpayers to Many Risks with No Guaranteed Reward: https://www.pdop.org/assets/1/7/IAPD_Local_Government_Consolidation_Report.pdf

ABOUT THE AUTHOR

Don Iannone is a freelance writer and author on current events, politics, economics, economic development, and religion in society. Don has worked over four decades in the economic development, health care, and higher education worlds. A part of his current work involves working with cancer patients at Cleveland Clinic. Don is the managing partner of Kosmos Consulting and Research, which serves the economic development and health care fields. As an economic development consultant, Don has worked in 32 states and 8 countries. He holds a doctorate in divinity, master's degrees in divinity and mind-body medicine, a professional diploma in economic development, and an undergraduate degree in anthropology. He lives in Greater Cleveland. Learn more about Don's work by visiting his website.

[1] U.S. Census Bureau, 2017 Census of Governments.

[2] Governing Magazine, May 31, 2019.

[3] U.S. Bureau of Economic Analysis (BEA), Gross Domestic Product estimates.

[4] Ibid

[5] 126,200 government jobs in the region, which is 12.5 percent of the region’s 1,005,000 total jobs. Source: U.S. Bureau of Labor Statistics (BLS).

[6] Center on Budget and Policy Priorities

[7] Ibid, https://www.cbpp.org/blog/projected-state-shortfalls-grow-as-economic-forecasts-worsen

[8] Center on Budget and Policy Priorities: https://www.cbpp.org/research/state-budget-and-tax/states-grappling-with-hit-to-tax-collections

[9] Brookings Institute: https://www.brookings.edu/blog/the-avenue/2020/03/31/when-will-your-city-feel-the-fiscal-impact-of-covid-19/

[10] Michael A. Pagano and Christiana K. McFarland, When will your city feel the fiscal impact of COVID-19?, Brookings Institute, March 31, 2020: https://www.brookings.edu/blog/the-avenue/2020/03/31/when-will-your-city-feel-the-fiscal-impact-of-covid-19/

[11] National League of Cities and the United States Conference of Mayors, The Economy and Cities: What America’s Leaders Are Seeing, May 15, 2020: https://www.usmayors.org/2020/04/14/the-economy-and-cities-what-americas-leaders-are-seeing/

[12] National League of Cities, Fiscal Impact of the Pandemic Recession on Cities, Towns, and Villages, May 2020.

[13] U.S. Conference of Mayors, Municipal Fiscal Pain Tracker: https://www.usmayors.org/issues/covid-19/fiscal-pain-tracker/

[14] WKYC Studios, Sandusky, home of Cedar Point, plans for a summer without amusement park visitors from around the world: https://www.wkyc.com/article/news/local/northeast-ohio/sandusky-home-of-cedar-point-plans-for-a-summer-without-amusement-park-visitors-from-around-the-world/95-9697b99c-c5e5-4cef-bd1c-e773dd84d4ec

[15] Krouse, Peter, Progressive employees working at home told they won’t return to their offices until at least Sept. 1, May 18, 2020: https://www.cleveland.com/news/2020/05/progressive-employees-working-at-home-told-they-wont-return-to-their-offices-until-at-least-sept-1.html

[16] Monnat, Shannon, Lerner Center for Public Health, Syracuse University, March 24, 2020: Why Coronavirus Could Hit Rural Areas Harder: https://lernercenter.syr.edu/2020/03/24/why-coronavirus-could-hit-rural-areas-harder/

[17] Food and Agricultural Policy Research Institute, Early Estimates of the Impacts of COVID-19 on U.S. Agricultural Commodity Markets, Farm Income and Government Outlays, April 2020: https://www.fapri.missouri.edu/wp-content/uploads/2020/04/FAPRI-Report-02-20.pdf

[18] New Study Projects Dramatic Losses for Iowa’s Hog and Ethanol Industries Due to Virus, Center for Agricultural and Rural Development at Iowa State University: https://www.cals.iastate.edu/news/releases/new-study-projects-dramatic-losses-iowa-s-hog-and-ethanol-industries-due-virus

[19] Whittaker, Stephen, Estimates of State and Local Government Revenue Losses from Pandemic Mitigation, Federal Reserve Bank of Cleveland, May 13, 2020: https://www.clevelandfed.org/en/newsroom-and-events/press-releases/2020/pr-20200513-cleveland-fed-researcher-estimates-state-and-local-government-revenue-losses.aspx

[20] Jared Walczak, Designing a State and Local Government Relief Package, May 12, 2020: https://taxfoundation.org/state-and-local-relief-package-coronavirus-relief-fund-cares-act/