2010 Operating Budget

Transcription

1 ADOPTED Operating Budget As, December 1, 2009 CITY OF NEW ORLEANS MAYOR AND CITY COUNCIL C. Ray Nagin, Mayor Jacquelyn B. Clarkson, Councilmember-At-Large Arnie Fielkow, Councilmember-At-Large Shelley Midura, Councilmember District A Stacy S. Head, Councilmember District B James Carter, Councilmember District C Cynthia Hedge-Morrell, Councilmember District D Cynthia Willard-Lewis, Councilmember District E Council Fiscal Office Calvin J. Aguillard, Council Fiscal Officer Barbara T. Avalos, Assistant Council Fiscal Officer Reginald Zeno, Director of Finance Cynthia M. Sylvain-Lear, Deputy CAO Cary M. Grant, Assistant CAO Prepared and Submitted by: Brenda G. Hatfield, Ph.D., Chief Administrative Officer Brian D. Firstley, Budget Administrator Angelica M. Hayes, Asst. Budget Administrator Tammy M. Broussard, Budget Analyst Joycelyn Christopher Additional Support The PFM Group

2 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of New Orleans Louisiana For the Fiscal Year Beginning January 1, 2009 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation to the City of New Orleans, Louisiana for its annual budget for the Fiscal Year beginning January 1, In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, and as a communications device.

3 MAP OF COUNCIL DISTRICTS City of New Orleans 1300 Perdido Street New Orleans, Louisiana City Hall Operator: (504)

4 TABLE OF CONTENTS Map of Council Districts... 4 Table of Contents... 5 Mayor s Budget Summary... 7 Impact of Hurricane Katrina... 7 Impact of National Economic Downturn Other Budget Drivers Department Budget Drivers Summary of the Budget deficit Initiatives Considered to Eliminate the Deficit Ranking of Deficit Elimination Initiatives Summary of Revenues and Expenditures Conclusion Organization Chart Budgeting for Outcomes in New Orleans Initiatives Considered to Eliminate the Deficit Budget Calendar Financial Policies New Orleans at a Glance Statement of Debt Capital Budget Review Summary of Revenues Summary of Expenditures and Revenues Description of Revenues - General Fund Description of Revenues - All Funds Millage Rates & Special Tax Districts Fund Balance Statement of Revenues Statement of Expenditures Citywide Work Years City Council Mayor s Office Chief Administrative Office Homeland Security & Office of Emergency Preparedness Law Fire Safety & Permits Police Sanitation Health Emergency Medical Services Human Services Finance Property Management Civil Service Public Works Recreation Parks & Parkways Boards & Commissions New Orleans Public Library Historic Districts & Landmarks Commission Vieux Carré Commission

5 Alcoholic Beverage Control Board City Planning Commission Mosquito, Termite, & Rodent Control Board New Orleans Museum of Art Office of Community Development Department of Miscellaneous Neighborhood Neighborhood Housing Improvement Fund Economic Development Fund General Services / Office of the Inspector General Judicial & Parochial District Attorney Coroner Juvenile Court First City Court Civil Court Municipal Court Traffic Court Criminal District Court Criminal Sheriff Clerk of Criminal District Court Registrar of Voters Judicial Retirement Enterprise Funds

6 MAYOR S BUDGET SUMMARY December 1, 2009 Dear Fellow New Orleanians: The City of New Orleans will face one of its greatest budget challenges ever in. Compounding the recovery from the devastating impact of Hurricane Katrina in 2005, we now face a different type of disaster: an economic downturn that is impacting the economy of the entire United States, and that has now turned its focus towards New Orleans. Further, property taxes in 2007 or 2008 are considerably less than pres-katrina and as a result, have left us with inadequate recurring revenues and an over-dependence on sales taxes. As the national economy has worsened, sales tax revenues have fallen, leaving a significant gap in our revenues. The good news is that the work that we have done since Hurricane Katrina will help to minimize the impact. Through prudent financial management, we have established a sound financial framework and we have already achieved several milestones, including: Established a 5-Year Plan of Revenues & Expenditures Established an Emergency Fund to prepare for any future natural disasters or Economic downturns In 2009, for the first time since Katrina, the City earned an investment-grade bond rating from each of the ratings agencies Implemented Budgeting for Outcomes, prioritizing spending to match outcomes desired by citizens Earned the Government Finance Officers Association s Award for Distinguished Budget Presentation in 2008 and 2009 the first time ever in New Orleans Deficits as a Percentage of General Fund Revenues 1 But the size of the deficit should not be underestimated. We are facing a deficit of nearly $68 million approximately 15 percent of projected revenues for. This deficit is second only to 2006, when we faced a $205 million deficit as a result of Hurricane Katrina. It also is compounded by 2009 Budgeted revenues that were already 22.7 percent lower than 2004 (pre- Katrina) revenues. The following sections of this document present how we will work together to eliminate this significant deficit. This includes: 1. The impact that Hurricane Katrina continues to have on our City s finances 2. The impact on the Budget by the downturn in the national economy 3. Other Budget drivers 4. Summary of the Budget deficit 5. Initiatives considered to eliminate the deficit 6. Summary of revenues and expenditures 7. Conclusion IMPACT OF HURRICANE KATRINA While the rest of the United States is being forced to deal with a financial crisis that has been labeled The Great Recession, the issues facing the City of Orleans are compounded by the impact of a national crisis and the continuing impact of Hurricane Katrina in Some of these issues include: 1 Christopher W. Hoene & Michael A. Pagano. City Fiscal Conditions in National League of Cities. September 2009.

7 REDUCED EXPENDITURES Following Hurricane Katrina, the City was forced to significantly reduce expenditures. In comparison to 2004 expenditures, the budget is only 1.5% higher ($6.6 million), and over $65 million below where expenditures would have been had expenditure growth matched inflation. 2 General Fund Expenditures REDUCED POPULATION * Budget In addition to the losses of life during Hurricane Katrina, a first-ever mandatory evacuation of an American city, caused tens of thousands of New Orleanians leave the City in the immediate aftermath of the storm and floods. In 2008, three years later, over 75 percent of the City s population has returned. This decrease in population has led to a significantly smaller tax base from However, the population is expected to reach almost 90 percent of pre-katrina population by. City Population 3, Assumes inflation growth of 2.5% per year 3 Sources: US Census Bureau, GNODC estimates based on household population, 4 Projections based on research from GCR & Associates, assumes 6.8% population growth in 2009 and 5% in

8 REDUCED STAFFING Immediately after Hurricane Katrina, the City was forced to lay off over one-third of City employees in order to meet the significant reduction in City revenues. While the City has been able to add back essential staffing, the total number of staff is still approximately 25 percent of pre-katrina levels. INFRASTRUCTURE NEEDS AND COSTS Over 130,000 housing units were damaged during Hurricane Katrina. This left a significant burden on City operations in terms of demolition removal and infrastructure repairs. Additionally, given uncertainty surrounding the City s financial status, the City s bond rating slipped below investment grade. However, as a sign of support for the Mayor s prudent financial management, Standard & Poors returned City s credit rating to investment grade in April 2009 the final ratings agency to do so. This improved rating allows the City to borrow funds for capital needs, such as streets and other infrastructure. City of New Orleans Bond Ratings December 2006 May 2007 October 2007 April 2008 April 2009 Standard & Poors B B BB BB BBB* Moody s Ba1 Baa3 Baa3* Baa3* Baa3* Fitch N/A N/A BBB- BBB- BBB* *Investment Grade EXHAUSTED STATE AND FEDERAL AID To maintain operations after Katrina, the City accepted over $290 million in aid from both the State of Louisiana and the Federal government. This included approximately $250 million in Federal Community Disaster Loans and approximately $40 million in State of Louisiana Gulf Opportunity Zone debt service payments. By, all of these funds will have been exhausted. Although the City remains optimistic, to date, none of these loans have been forgiven. General Fund from Non-Recurring Revenues Total Funds and Percent of General Fund

9 IMPACT OF NATIONAL ECONOMIC DOWNTURN According to projections by the New Orleans City Economist, revenues are projected to increase by 4.0 percent in 2009, considerably less than the 8.9 percent increase projected in the budget. At the same time, expenditures were budgeted to increase by 5.1 percent in Several factors have led to this decline in revenues. PROPERTY TAXES LOWER THAN PRE-KATRINA Due to millage rate roll backs following the reassessment in 2007, Property Tax revenues from have still not returned to 2004 levels, even though property assessments are over 15 percent higher. As a result, General Fund revenues are increasingly dependent on Sales Tax revenues, a source that is, historically, far more inconsistent Revised Projected Property Tax Revenue $80,102,671 $83,098,458 $68,497,110 $78,922,972 $70,933,796 $77,864,994 $83,606,813 Property Taxes & Assessed Values Changes from Percent of General Fund Revenue DECLINES IN SALES TAX REVENUES Largely due to the downturn in the national economy, mainly reduced tourism and convention business, Sales Tax revenues in 2009 and are projected to be significantly reduced over previous years Budget 2009 Revised Projected Sales Tax Revenue $148,631,118 $123,607,348 $117,490,109 $133,230,543 $137,580,626 $157,438,771$136,322,320 $148,612,152 Sales Tax Revenue Growth Note: City Economist Projections may not match the revenues adopted in the Budget.

10 OTHER BUDGET DRIVERS Pension / Workers Compensation payments In, the City is obligated to make several payments related to various agreements entered into, either legally mandated or approved by the Mayor and Council. Of the $39.2 million in increased Personal Service expenditures budgeted for, $33.6 million comes from additional costs related to pension systems contributions and workers compensation. This includes: Increases in Fire Pension ($24 million) o $19 million contribution to the Old Fire Pension System for retired firefighters o $4.9 million contribution to the New Firefighters Pension System Increases in Municipal Retirement ($5.4 million) Increases in Workers Compensation Police & Fire ($2.7 million) Increases in Police Retirement ($1.4 million) Excluding Pension and Workers Compensation increases, all other personnel costs are expected to increase by approximately $5.6 million (2.3 percent). This includes increases for longevity, annual increases for Police and Fire, etc. Projected Personal Services Increases Total $39.2 million in Old Fire Pension (49%) New Fire Pension (13%) Municipal Retirement (14%) Debt Service Workers Compensation Police and Fire (7%) Police Retirement (3%) Salaries & Other (14%) To fund long-term projects, typically related to infrastructure, the City, from time to time, issues various forms of municipal debt. As of December 31, 2008, the City had approximately $770.9 million in total debt. Assuming that no additional debt is issued, the budget for debt service is $47.1 million, down $1.6 million from $48.7 million in Debt Service Payments

11 DEPARTMENT BUDGET DRIVERS Public Safety Departments Budgets for City Public Safety departments (Police, Fire, and Emergency Medical Services) total $191.5 million 40.4 percent of the total General Fund Budget. When Judicial & Parochial agencies are added, this percentage moves closer to 1/2 of the entire General Fund. In the Public Safety Departments and Agencies, the major reason for anticipated increases in expenditures is related to increases in Personal Services (salaries and pensions), as well as: Conclusion of various infrastructure grants for the Judicial and Parochial Departments (the Clerk of Court s Criminal Infrastructure grant of $1.5 million expires in 2009). Approximately $7.8 million decrease in revenue from Traffic Court due to NOPD policies that reduced arrests (based on recommendations from the Metropolitan Crime Commission. Recovery & Livable Communities Departments In the 2009 Budget, spending for activities related to Recovery & Livable Communities accounted for 16.7 percent of General Fund Expenditures. This includes needed funding for health care clinics, code enforcement and permitting, trash collection, maintenance of streets and parks, etc. Opportunities for Youth Departments / Agencies funded by the City to provide Opportunities for Youth include the New Orleans Recreation Department (NORD), the Orleans Parish Juvenile Court, the Youth Studies Center (Human Services), and Job1. These departments make up a relatively small percentage of the City s General Fund (approximately two percent). High Performing Government The 2009 Budget for High Performing Government operations includes multiple fixed costs. These include: Debt Service Payments: $48.7 million City Light & Gas: $11.5 million Fuel Supply & Fleet Maintenance: $8.0 million Risk Management: $5.4 million Utility Regulatory/Energy (Council): $7.5 million Hospitalization: $4.7 million Inspector General: $3.6 million $87.5 million, 49.6 percent of the $180 million spent on High Performing Government Departments SUMMARY OF THE BUDGET DEFICIT Summary of Budget Deficit Previous Expenditures Projection (Revenue Estimating Conference)* ($492,931,901) Additional Expenditures (Pension Increases, Workers Comp, Retirement, other salaries) ($19,646,954) Current Estimated Expenditures ($512,578,855) 2nd Quarter Revenue Estimating Conference Projection of Revenue $439,343,819 Revenue Projection Update $5,540,513 Estimated Revenues $444,884,332 Current Estimated Deficit ($67,694,523) *Includes Use of $10 million in Community Disaster Loan Funding, originally budgeted for, during 2009

12 INITIATIVES CONSIDERED TO ELIMINATE THE DEFICIT When beginning to plan for the Budget, the Nagin Administration was confronted with a deficit approaching $68 million. To meet these needs, the City implemented a holistic assessment of all revenues and expenditures. This included utilizing the Budgeting for Outcomes model to prioritize potential cuts in expenditures, revenue enhancements, and service cuts. Ranking of Initiatives Using expert knowledge of City government and realities in New Orleans, City staff developed deficit elimination initiatives that totaled over $100 million. The Mayor and the city s Budget Leadership Team ranked these initiatives, based on the goals of the community and of the City Council. These priorities were very much in line with the priorities set over the past implementations of Budgeting for Outcomes: 1. Continue commitment to public safety 2. Continue rebuilding efforts in the City of New Orleans 3. Continue focus on recreation and youth developmental programs 4. Continue to transform local government In addition, the following were prioritized as strategies to eliminate the deficit: 1. Eliminate / reduce delinquency 2. Maximize funding from non-general Fund sources to offset General Fund costs 3. Reduce contractor costs 4. Return fees to pre-katrina levels 5. Reduce Mayor and Legislative staff 6. Reduce transfers to third party agencies 7. Enhance efficiency of overtime usage 8. Maximize efficiency within Public Safety departments use of civilian staff 9. Implement changes to align employees benefits to national comparables

13 Not to be Implemented Initiatives to be implemented RANKING OF DEFICIT ELIMINATION INITIATIVES Total Initiatives $103,988,342 Total Above the Line (to be implemented) $67,694,523 Total Below the Line (not to be implemented) $36,293,819 Initiative Rank Impact on General Fund Additional Tax Sales of Properties with liens, etc. 1 $3,500,000 Maximize Collections of Delinquent Sanitation Service Charges 2 $3,224,350 Public Works Enforcement of Delinquent Brake Tags as a Parking Violation 3 $1,632,107 Charge Capital Administration Costs to the City's Capital Budget and Project Delivery Unit 4 $1,976,507 Savings from Reduced Debt Service for JazzLand HUD 108 Loan 5 $887,365 Recover all Costs of Fire Department Airport Suppression 6 $231,293 Fund Housing Law Unit using Neighborhood Housing Improvement Funds 7 $2,340,000 Fund Housing Law Unit using Neighborhood Housing Improvement Funds 8 $531,997 Transfer Funding of Economic Development Services to the Economic Development Fund 9 $1,100,000 Inventory and Sale of Unused Assets and Equipment (computers, etc.) 10 $250,000 Negotiate 10% Reduction in Garbage Collection Contracts 11 $3,600,000 Increase Recovery of Indirect Costs for the Administration of Federal Grants 12 $1,600,000 Locate other Funding Source for Mayor s Summer Youth Program 13 $1,000,000 Reduce Cost of Enhanced French Quarter Services by 10% 14 $260,000 Return False Alarm Revenue to Pre-K Levels 15 $250,000 Increase Fees for Public Works and Safety & Permits (Inflation Adjustments, Match to Comparable Jurisdictions) 16 $1,846,238 Return Police Records Fee Revenue to Pre-K Levels 17 $200,000 Improved Overtime Regulation 18 $2,000,000 Eliminate General Fund Contribution to Tourism Board (potential to offset loss by increased Hotel Privilege Fee of $0.25 following State Leg. Approval) 19 $1,000,000 Reduce Mayor s Office Staff by 10 percent 20 $348,172 Implement Council Recommendations to Reduce Council Budget 21 $999,444 Eliminate Duplicative Services in Human Services / Mayor's Office of Public Advocacy 22 $51,384 Increase Parking Meter Hours from 10 to 13 hours per day (8am-6pm to 8am-9pm) and from 5 to 6 Days per Week 23 $2,017,870 Reduce Eligible Other Operating Expenditures by 10% 24 $10,000,000 Reduce Municipal Participation Grants and Civic Dues by 10% 25 $677,390 Return NORD Revenues (Fee Collections) to Pre-K Levels using a sliding scale of fees 26 $100,000 Increase Employee Share of Health Care Costs to Industry Standard 27 $4,167,960 Increase Percentage of Civilian Staff in NOPD (more Police on Street, fewer at desks) 28 $760,000 Decrease City Contributions to Non-Contract Based Non-City Judicial and Parochial Agencies by 10% 29 $1,346,003 Reduction in Inspector General Budget based on Formula 30 $249,651 Increase Percentage of Civilian Staff in Fire Communications & Supply Divisions 31 $100,000 Freeze Increases in Retirement Contributions to Employee & Fire Pensions 32 $10,300,000 Furlough Days - 12 Targeted near Holidays (4.6% pay reduction) 33 $4,658,688 Plan Changes in Health Care Contributions (e.g. Increased employee contributions / decreased benefits) 34 $4,488,104 Eliminate Enhanced French Quarter Services 35 $2,600,000 Increase Sanitation Service Charges to Recover 2/3 of Sanitation 36 $5,279,121 Increase Millages Related to Fire Pension Increase (Impact on Average Homeowner: $92) 37 $11,844,810 Increase Dedicated Police Millage by 1.28 Mills (Impact on Average Homeowner: $25) 38 $3,482,663 Increase Dedicated NORD Millage by 0.41 Mills (Impact on Average Homeowner: $8) 39 $988,401 Reduce Subsidies to Local Nonprofits 40 $1,000,000 Additional $10 per month Increase in Employee Share of Health Care Costs 41 $1,005,000 Additional - 4-Day Work Week (excludes previous savings) 42 $10,093,824

14 SUMMARY OF REVENUES AND EXPENDITURES With the exhaustion of Federal and State loan funds, the major issue in the Budget is one of revenues. As a result of Hurricane Katrina, the city s expenditures have already been significantly reduced along with staffing levels that remain significantly below pre-katrina levels. Meeting the shortfall would be most effectively met by adding stable recurring revenues. Instead, as described in the previous section, the Budget is largely based on maintaining essential services in the face of unprecedented decreases in revenues. While non-essential services will be reduced, the City will continue to focus on the four priorities that the Mayor established in 2008: 1. Public Safety: Making New Orleans a safer city, 2. Recovery & Livable Communities: Rebuilding, redeveloping, and restoring the City of New Orleans, 3. Opportunities for Youth: Focusing recreation and developmental programs to provide opportunities for the youth of New Orleans, 4. High Performing Government: Reforming New Orleans city government to be more efficient, transparent, and effective. Again in, the Budget was developed using Budgeting for Outcomes, a nationally recognized best practice in government budgeting that ties funding to results, so citizens know what they receive in return for their investment of tax dollars. The improved outcomes Mayor Nagin will seek to achieve in 2009 are: Public Safety Progress measured by: Violent and total crime rates Number of cases accepted for prosecution by the District Attorney New Orleans Fire Department response times New Orleans Emergency Medical Services response times Opportunities for Youth Program measured by: Youth participation in recreation and employment training activities High school graduation rates Decrease in youth crime and gang violence Recovery and Livable Communities Progress measured by: Percent of children with health insurance Number of net new jobs in targeted industries (biomedical, ports, aerospace, digital, tourism, entertainment) High Performing Government Progress measured by: 10% reserves, consistent with financial policies, for all year Improve or maintain the City s credit rating Percent of Result Area measures showing progress Key Changes to General Fund Expenditures in Expenditures dedicated to Public Safety departments and agencies increased from 44.5 percent of the 2009 Budget to 49.0 percent in the Proposed Budget, a total increase of $5.2 million. Through the elimination of vacant positions, the Police Department was able to reduce its budget by approximately $10.0 million. Opportunities for Youth expenditures increased from 2.1 percent in 2009 to 2.3 percent in, largely in part to a $1.0 million increase in the Human Services budget, related to mandated costs for the Youth Studies Center. The Sanitation Department Budget is $4.3 million lower than 2009, largely due to a 10 percent reduction in Garbage Collection costs,. High Performing Government expenditures decreased by $22.0 million from 2009 to, largely due to a $5.4 million decrease in the Mayor s Office budget.

15 Expenditure History ($$ millions) General Fund Expenditures by Type (Total: $454,898,471) Key Changes to Revenues in Federal Community Disaster Loan (CDL) and Gulf Opportunity Zone funds were both exhausted in The share of General Fund Revenues from Licenses, Permits, and Service Charges increased from 23.3 percent in 2009 to 29 percent in. General Fund Revenue History ($$ millions) Projected General Fund Revenues by Source (Total: $454,898,471) Summary of Non-General Fund Expenditures In order to transparently report all revenues / expenditures, funding for capital projects is held in the Mayor s Office approximately $360 million for Louisiana Disaster Community Development Block Grant (D-CDBG) and Federal Emergency Management Administration (FEMA) funding. Outside of D-CDBG and FEMA funds, non-general Fund Expenditures will decrease by approximately 31.3 percent in. Public Works expenditures using FEMA funds are expected to decline by over $4 million in Non-General Fund Expenditures (Total: $62,261,948) Non-General Fund Expenditures (Total: $440,544,809)

16 General Fund Revenue Non-General Fund Revenue Source 2009 Revenue Source 2009 Revenue Sales Tax $157,438,771 $146,612,151 Self-Generated $775,000 $1,000,000 Other Financing $61,484,132 $17,115,000 Housing & Urban Development $65,913,755 $56,712,607 Property Tax $77,864,994 $83,606,813 Library Funds $6,849,529 $10,367,711 Licenses & Permits $60,751,030 $66,625,347 Local Law Enforcement Grants $4,084,213 $2,320,990 Service Charges $52,601,602 $62,171,036 Other Federal Grants $142,859,185 $159,878,490 Fines & Forfeits $28,260,700 $35,938,267 Other State Grants $325,860,951 $118,733,782 Miscellaneous Revenue $18,365,471 $11,791,137 Grants, Contributions, & Fund Intergovernmental Revenue $12,092,658 $9,618,418 Transfers $97,012,575 $75,000,000 Other Taxes $177,816,241 $21,420,302 Special Revenue Funds $22,285,391 $16,531,229 Total $489,236,828 $454,898,471 Total $665,640,599 $440,544,809 General Fund Expenditures Non-General Fund Expenditures Department Department Council $15,464,012 $14,642,931 Council $0 $0 Mayor $10,414,034 $4,003,901 Mayor $423,514,046 $219,341,050 CAO $52,272,100 $37,983,744 CAO $4,611,836 $7,021,035 Law $12,705,092 $9,420,879 Law $274,333 $606,120 Fire $54,527,061 $72,717,686 Fire $0 $844,417 Safety & Permits $6,789,265 $4,845,606 Safety & Permits $0 $0 Police $119,647,963 $109,222,115 Police $9,938,438 $8,630,090 Sanitation $42,290,701 $37,587,475 Sanitation $794,787 $0 Health $10,456,814 $10,153,881 Health $9,247,086 $10,627,317 Human Services $1,538,364 $2,535,270 Human Services $854,278 $837,818 Finance $59,005,647 $54,983,699 Finance $0 $0 Property Management $7,159,843 $5,965,647 Property Management $2,000,237 $2,087,208 Civil Service $1,646,264 $1,482,984 Civil Service $0 $0 Public Works $18,622,093 $17,802,522 Public Works $8,463,212 $7,542,093 Recreation $5,348,439 $4,975,779 Recreation $0 $300,000 Parks & Parkways $6,392,264 $5,969,740 Parks & Parkways $0 $0 Library $312,363 $0 Library $6,969,529 $10,367,711 HDLC $695,444 $603,466 HDLC $0 $54,860 VCC $419,612 $325,664 VCC $0 $0 Alcoholic Beverage Ctrl. Bd. $1,455 $1,179 Alcoholic Beverage Ctrl. Bd. $0 $0 City Planning Commission $1,429,090 $1,342,012 City Planning Commission $0 $0 Mosquito Control Bd. $2,463,730 $2,361,588 Mosquito Control Bd. $1,301,758 $567,598 Museum of Art $242,500 $196,425 Museum of Art $0 $0 Miscellaneous $10,027,907 $11,927,855 Miscellaneous $0 $0 General Services $3,600,670 $3,090,668 General Services $0 $0 Neighborhood 1 $2,003,700 $503,700 Neighborhood 1 $77,041,972 $75,668,587 Neighborhood Housing Neighborhood Housing $0 $3,521,649 Improvement Fund $0 Improvement Fund $3,546,866 Workforce Investment Act $0 $0 Workforce Investment Act $8,697,784 $13,473,898 Economic Development Fund $0 $0 Economic Development Fund $9,939,424 $4,028,141 Intergovernmental $0 $0 Intergovernmental $97,012,575 $75,000,000 District Attorney $5,766,132 $5,589,519 District Attorney $0 $0 Coroner's Office $1,611,763 $1,434,444 Coroner's Office $0 $0 Juvenile Court $3,601,035 $3,114,851 Juvenile Court $0 $0 First City Court $6,000 $5,400 First City Court $0 $0 Civil Court $14,400 $12,960 Civil Court $0 $0 Municipal Court $1,885,435 $1,625,800 Municipal Court $0 $0 Traffic Court $970,035 $940,706 Traffic Court $0 $0 Criminal District Court $2,844,662 $3,060,196 Criminal District Court $0 $0 Criminal Sheriff $22,766,556 $20,489,901 Criminal Sheriff $0 $0 Clerk of Criminal District Court $3,758,492 $3,329,595 Clerk of Criminal District Court $1,457,655 $0 Registrar of Voters $372,100 $484,891 Registrar of Voters $0 $0 Judicial Retirement $163,792 $163,792 Judicial Retirement $0 $0 Total $489,236,829 $454,898,471 Total $627,107,229 $440,544,809

17 CONCLUSION Facing a long-term decline in the national and global economy, cities across the country are facing unprecedented fiscal challenges. According to the National League of Cities, 88 percent of city finance officers report that their cities will find it more difficult to meet fiscal needs than the previous year. 6 Limited growth in property tax revenues and declines in sales tax revenues are expected to lead to significant shortfalls. Across the country, cities are turning to drastic steps to balance budgets; layoffs, furloughs, tax and fee increases, etc. These policies are being implemented in hopes that essential services can be maintained until the Great Recession comes to a close. Together, we will implement prudent, conservative methods to eliminate the deficit in New Orleans while preserving the services that we all depend on. The Budget represents our plan to make this happen. 6 Christopher W. Hoene & Michael A. Pagano. City Fiscal Conditions in National League of Cities. September 2009.

18 ORGANIZATION CHART

19 BUDGETING FOR OUTCOMES IN NEW ORLEANS The Budget for the City of New Orleans summarizes our plan to rebuild our city and to enhance City services. This budget reflects citizen priorities, as outlined in the Unified New Orleans Plan (UNOP). The budget is also presented in conformance with sound financial management policies. The entire budget is developed to achieve the four major results citizens want from their City government: Public Safety, Recovery and Livable Communities, Opportunities for Youth, and High Performing Government. For the first time, spending proposals are accompanied by performance measures so citizens will know what they will receive in return for their tax dollars. For the third year, the City s Budget was prepared using a process called Budgeting for Outcomes (BFO). Budgeting for Outcomes is a best practice in public budgeting that focuses the City s resources on results that matter the most to citizens. BFO starts with the results citizens want from their City government and works towards the budget. The recovery and renewal of the City of New Orleans requires us to think differently about the services we provide and how we provide them. Budgeting for Outcomes will better align the City s resources with a service and financial plan reflecting the results most important to our community. WHAT IS BUDGETING FOR OUTCOMES? Budgeting for Outcomes (BFO) is a process designed to improve services and get a better return on investment of public dollars. BFO starts with a set of results that matter to citizens and encourages creative ways of achieving them within the resources available. It emphasizes accountability, innovation, and partnerships. Like performance budgeting, Budgeting for Outcomes focuses on what the public receives, how much it costs, and how will outcomes be measured. The Government Finance Officers Association (GFOA) has recently adopted this approach to budgeting as a recommended practice. The steps in the process are outlined above. Budgeting for Outcomes (BFO) links all the components of the City s performance management system including the City s five-year financial plan, the annual budget, programs, performance monitoring and reporting, and citizen and employee feedback on performance and priorities.

20 WHAT ARE THE RESULTS FOR NEW ORLEANS? In the second year of Budgeting for Outcomes, New Orleans adapted the process to meet the budget schedule. Step 1: Determine how much money is available. New Orleans staff used the five-year financial plan and the estimated revenues for 2008 as the amount available to produce the results. We also added key federal and state grants to the total revenue since those funds also help produce the results. Step 2: Prioritize the results. We then identified the four results that matter the most to the public: Public Safety, Recovery & Livable Communities, Opportunities for Youth, and High Performing Government. For each of the results, we also identified ways to measure our success. (These measures will also help us with step 6 in the process: Set measures of annual progress, monitor, and close the feedback loop.) Public Safety Progress measured by: Violent and total crime rates Number of cases accepted for prosecution by the District Attorney New Orleans Fire Department response times New Orleans Emergency Medical Services response times Opportunities for Youth Program measured by: Youth participation in recreation and employment training activities High school graduation rates Decrease in youth crime and gang violence Recovery and Livable Communities Progress measured by: Percent of children with health insurance Number of net new jobs in targeted industries (biomedical, ports, aerospace, digital, tourism, entertainment) High Performing Government Progress measured by: 10% reserves, consistent with financial policies, for all year Improve or maintain the City s credit rating Percent of Result Area measures showing progress Step 3: Allocate the resources. Once the results and measures were identified, the City then allocated the funding available to each result. Public Safety was allocated 42.2 percent of the General Fund expenditures; Recovery and Livable Communities was allocated 16.4 percent of the General Fund; Opportunities for Youth was allocated 2.0 percent and High Performing Government was allocated 39.3 percent. WHERE THE MONEY COMES FROM Projected General Fund Revenues by Source (Total: $454,898,471) Non-General Fund Revenues (Total: $440,544,809)

21 WHERE THE MONEY GOES Projected General Fund Expenditures (Total: $454,898,471) Non-General Fund Expenditures (Total: $440,544,809) This work completed the next steps in the BFO process: 2) Prioritize the results and 3) Allocate resources among high priority results. WHAT IS THE BEST WAY TO PRODUCE RESULTS Step 4: Conduct analyses to determine what strategies, programs, and activities will best achieve the desired results. Leaders from across City government participated on Result Teams for each of the four result areas. Result Team responsibilities included choosing measures to track progress in each result area, identifying strategies to achieve results, encouraging department staff to generate creative budget proposals to achieve results, and evaluating and ranking the proposals for funding. Result Team members were independent and objective; that is, members of a Result Team did not submit funding proposals to the Team in which they participated, so there would be no appearance of conflict of interest. When identifying strategies to achieve results, the Result Teams identified which conditions would produce each of the results. The Result Teams considered citizen concerns and priorities, plans developed since the storms, best practices, innovations, and research. These practices combine into strategic maps that highlight the best ways to get results that matter.

22 Departments were asked to submit a budget that explained how each general fund dollar achieved results for citizens. Preparing the budget in this way allowed the Result Teams to review operations and organizational structure to identify opportunities to improve customer service, save money, adopt best practices, and focus limited resources on citizen priorities. PRIORITIES OF PROGRAMS TO ACHIEVE THE RESULTS Step 5 Budget available dollars to the most significant programs and activities. The Leadership Team (senior executives, chaired by the Chief Administrative Officer) then ranked all proposals. For each proposal, departmental staff identified the purpose of the program, a description, the staffing and funding needed, performance measures that could track progress in achieving results, and what return on investment citizens could expect from their investment of tax dollars. Departments submitted more than 330 proposals. The Leadership Team held workshops and consulted with departmental staff on these proposals and the ideas for achieving the four results. For each result, the Leadership Team ranked all the proposals based on recommended rankings from the Result Teams. The rankings were then reviewed with the Mayor. The rankings are then listed in priority order, with the proposal that promises to achieve the most results at the top of the list and the proposals likely to achieve the least results at the bottom of the list. The amount of money available for each result is allocated to the proposals beginning at the top of the ranked list. Proposals are purchased with the allocated funding until it runs out. Then, a line is drawn. Everything above the line is funded. Everything below the line is not funded. An advantage to this process is transparency in the inevitable tradeoffs involved in budgeting. Each of the programs that are not funded are listed in priority order according to how well they achieve the results. If anyone wants to fund an item that is below the line and not funded, something that is currently above the line and funded needs to be dropped below the line. The only other option would be to raise additional revenue to fund something that is not funded. Everyone can see the impact of the budget decisions. A summary of the rankings is shown below. What is funded is described as Budget Highlights ; also included in the summary are the top ten unfunded programs for each result.

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25 WHAT IS DIFFERENT IN THE BUDGET In, the City faced a budget crisis unprecedented in its history. The combination of the lasting impact of Hurricane Katrina, combined with the severe downturn in the national economy led to several factors that created a deficit that exceeded 15 percent of projected revenues. As a result, City leaders, while not wishing follow the example of other cities and let the BFO process take a back seat when we hit our budget crisis, 7 were forced to modify the process. As a result, initiatives were developed from various City departments, all aimed at preserving the services deemed necessary in INITIATIVES CONSIDERED TO ELIMINATE THE DEFICIT Total Initiatives $103,988,342 Total Above the Line (to be implemented) $67,694,523 Total Below the Line (not to be implemented) $36,293,819 Initiatives to be implemented Rank Initiative Impact on General Fund 1 Additional Tax Sales of Properties with liens, etc. $3,500,000 2 Maximize Collections of Delinquent Sanitation Service Charges $3,224,350 3 Public Works Enforcement of Delinquent Brake Tags as a Parking Violation $1,632,107 4 Charge Capital Administration Costs to the City's Capital Budget and Project Delivery Unit $1,976,507 5 Savings from Reduced Debt Service for JazzLand HUD 108 Loan $887,365 6 Recover all Costs of Fire Department Airport Suppression $231,293 7 Fund Housing Law Unit using Neighborhood Housing Improvement Funds $2,340,000 8 Transfer Funding of Economic Development Services to the Economic Development Fund $531,997 9 Fund French Quarter Enhanced Service Costs with Economic Development Fund $1,100, Inventory and Sale of Unused Assets and Equipment (computers, etc.) $250, Negotiate 10% Reduction in Garbage Collection Contracts $3,600, Increase Recovery of Indirect Costs for the Administration of Federal Grants $1,600, Locate other Funding Source for Mayor s Summer Youth Program $1,000, Reduce Cost of Enhanced French Quarter Services by 10% $260, Return False Alarm Revenue to Pre-K Levels $250, Increase Fees for Public Works and Safety & Permits (Inflation Adjustments, Match to Comparable Jurisdictions) $1,846, Return Police Records Fee Revenue to Pre-K Levels $200, Improved Overtime Regulation $2,000, Eliminate General Fund Contribution to Tourism Board (potential to offset loss by increased Hotel Privilege Fee of $0.25 following State Leg. Approval) $1,000, Reduce Mayor s Office Staff by 10 percent $348, Implement Council Recommendations to Reduce Council Budget $999, Eliminate Duplicative Services in Human Services / Mayor's Office of Public Advocacy $51, Increase Parking Meter Hours from 10 to 13 hours per day (8am-6pm to 8am-9pm) and from 5 to 6 Days per Week $2,017, Reduce Eligible Other Operating Expenditures by 10% $10,000, Reduce Municipal Participation Grants and Civic Dues by 10% $677, Return NORD Revenues (Fee Collections) to Pre-K Levels using a sliding scale of fees $100, Increase Employee Share of Health Care Costs to Industry Standard $4,167, Increase Percentage of Civilian Staff in NOPD (more Police on Street, fewer at desks) $760, Decrease City Contributions to Non-Contract Based Non-City Judicial and Parochial Agencies by 10% $1,346, Reduction in Inspector General Budget based on Formula $249, Increase Percentage of Civilian Staff in Fire Communications & Supply Divisions $100, Freeze Increases in Retirement Contributions to Employee & Fire Pensions $10,300, Furlough Days - 12 Targeted near Holidays (4.6% pay reduction) $4,658, Plan Changes in Health Care Contributions (e.g. Increased employee contributions / decreased benefits) $4,488, from Assistant Budget Director for the City of Philadelphia, dated May 4, Our Budgeting for Outcomes process unfortunately took a back seat when we hit our budget crisis last October, and again in January

26 Not to be Implemented 35 Eliminate Enhanced French Quarter Services $2,600, Increase Sanitation Service Charges to Recover 2/3 of Sanitation $5,279, Increase Millages Related to Fire Pension Increase (Impact on Average Homeowner: $92) $11,844, Increase Dedicated Police Millage by 1.28 Mills (Impact on Average Homeowner: $25) $3,482, Increase Dedicated NORD Millage by 0.41 Mills (Impact on Average Homeowner: $8) $988, Reduce Subsidies to Local Nonprofits $1,000, Additional $10 per month Increase in Employee Share of Health Care Costs $1,005, Additional - 4-Day Work Week (excludes previous savings) $10,093,824 NEXT STEPS: TRACKING THE RESULTS These priorities are the basis for the budget that was submitted to the City Council for review and approval. Once the budget is approved, the next steps in Budgeting for Outcomes are to: Step 6: Set measures of annual progress, monitor, and close the feedback loop Step 7: Check what actually happened. Each of the results has outcome measures to track progress. In addition, funded programs have performance measures to track how well they do. The City of New Orleans has developed a quarterly reporting process to report to the Mayor, the City Council, and the public on progress in producing the four results. How well specific programs perform will be a key factor in next year s Budgeting for Outcomes process. The adoption of this best practice in budgeting will better align the City s resources with the service and financial plan that includes what is most important to our community.

27 BUDGET CALENDAR MARCH Task: Description: Mayor sets the results for the next year For the Budget, the Mayor reestablished four results upon which City government will focus its efforts (Public Safety, Recovery & Livable Communities, Opportunities for Youth, and High Performing Government). In April, the Mayor, in consultation with community leaders, department heads, and the City Council, establishes the results for the next year. APRIL Task: Description: Task: Description: Creation of Results Teams Results Teams are intended to review, request changes, and rank budget programs submitted by Departments. They consist of leaders within City government, experts in their respective fields, and citizens. Departments begin to develop budget program descriptions and costings, along with performance measures. As part of the Budgeting for Outcomes (BFO) process, departments will be responsible for submitting requests for funding for all of their programs. Whether a program is new or has been implemented for years, departments will have to submit proposals that will be all be ranked. As the first year of full implementation of BFO, this step will include the training of departments. JUNE Task: Description: Submission and review of initial budget programs to the Results Teams After several months of preparation, departments will submit request for funding of budget programs to the Results Teams. Requests are submitted according to which of the results they address. For example, using the 2008 Results, a Police Department program could be submitted to Public Safety (e.g. Narcotics Division), Recovery & Livable Communities (Community Oriented Police Service Program), or Opportunities for Youth (Public Safety Officers Program for year olds). JULY Task: Description: Departments revise budget programs After receiving feedback from the Results Teams, Departments will provide any follow-up work on their requests for funding, whether relating to improvements in performance tracking, justifications, or other topics. AUGUST Task: Description: Task: Description: Task: Description: Submission of final budget programs to the Results Team Departments will submit their final requests for funding, after developing responses to the Results Teams requests. Initial revenue estimation Before determining which programs will be funded in the next year, the BFO process mandates that the City project how much money will be available in The City Economist, with the support of departments, will project how much revenue should be expected from all revenue sources (property taxes, sales taxes, licenses and fees, etc.). Allocation of funds by results A Leadership Team, consisting of City leaders, department heads, and community leaders, will determine what percent of the funds determined will go to each result.

28 SEPTEMBER Task: Description: Ranking of programs by Results Teams Once the Results Teams know how much money is available, they will begin ranking which of the requests for funding submitted by departments. Using the amount of funds allocated by the Leadership Team, programs will be bought according to the rankings until funds are exhausted. OCTOBER NOVEMBER Task: Description: Task: Description: Task: Description: Approval of ranking by the Mayor Once programs are ranked by the Results Teams, the Mayor will review them to ensure that they are coordinated and address city-wide goals. The Mayor approves the budget and submits to the City Council Once programs are approved, the Mayor s Budget staff will finalize all budget information and submit it to the City Council. The City Charter mandates this submission on or before November 1st. City Council begins departmental budget Upon receipt of the Mayor s proposed budget, the City Council Budget Committee will begin holding hearings to evaluate the Mayor s proposed budget and provide another check to ensure that the budget addresses the needs of the entire New Orleans community. DECEMBER 1ST Task: Description: City Council Approves the Budget As mandated by the City Charter, City Council must approve an adopted budget on or before December 1st.

29 FINANCIAL POLICIES These policies describe the current financial management practice and goals of the City of New Orleans. These policies apply to all the departments, agencies, offices and other organizational units that have budgets approved by the City Council of the City of New Orleans. The 2009 Annual Operating and Capital Budgets are submitted in compliance with all of these policies. THE BUDGET AS A POLICY DOCUMENT The budget should reflect the public policy goals of the Mayor and City Council. The budget should include a coherent statement of results the city will produce for the public. The budget should describe and address the City s short-term goals and initiatives that guide the development of the budget in the coming year. The budget will include a budget message from the Mayor that articulates the priorities and issues for the budget year. THE BUDGET AS A FINANCIAL PLAN The budget is based on analyses done for Long Range Financial Planning. Projections of revenues and expenditures will be made for at least a 5 year period. The City Charter, Section 6-106, establishes the fiscal year for the budget as the calendar year. LEGAL FRAMEWORK FOR THE BUDGET The City of New Orleans is a municipal corporation governed by the Mayor and City Council. Annual budgets are adopted for the General, Special Revenue and Debt Service Funds with a level of legal budgetary control established by the City Council. The City Charter, Section 4-206(1)(f), states that the Mayor submits the operating and capital budgets annually to the City Council. The City Charter, Section 3-115(2), establishes that the City Council adopts the annual budget no later than the first day of December before the fiscal year begins. The City Charter, Section 3-116, requires the budget to be balanced. ACCOUNTING PRINCIPLES USED IN THE BUDGET The accounting principles of the City of New Orleans conform to generally accepted accounting principles (GAAP) applicable to governmental entities. The Governmental Accounting Standards Board (GASB) is the accepted standards setting body for establishing governmental accounting and financial reporting principles. The City s budget is prepared on a modified accrual basis and in conformity with U.S. generally accepted accounting principles (GAAP) for local government units as prescribed by the Governmental Accounting Standards Board (GASB). The City Charter, Section (1), states that, the Council shall execute an agreement with a Certified Public Accountant or firm of Certified Public Accountants for the purpose of securing an audit of the accounts of the City. The City Charter, Section (2), requires the independent audit to be completed no later than six months after the close of the fiscal year just completed. REVENUE GUIDELINES The City Charter, Section 3-116(3), requires revenues to be estimated using generally accepted accounting principles defined by the Governmental Accounting Standards Board (GASB). The budget will describe the major revenue sources and explain the rationale for the revenue assumptions used in projecting amounts of those revenues. The City Charter, Section 6-101, establishes a Revenue Estimating Conference to prepare and publish the official forecast revenue estimates. The Revenue Estimating Conference members are the Mayor (who serves as chair), the Chief Administrative Officer, the Director of Finance, a member of the City Council

30 and a faculty member of a college or university in New Orleans who has expertise in forecasting revenues or in a related field. Property in New Orleans will be re-assessed every four years for the purpose of establishing property taxes. Fees and charges will be reviewed no less than every two years to determine the percentage of cost recovery and to make any adjustments necessary. EXPENDITURE GUIDELINES The goal of the City of New Orleans is to right size the organization as it rebuilds after Personnel expenditure growth is monitored to avoid unnecessary hiring. Outsourcing and other methods are used to offset the need to hire additional full time personnel. The goal of the City of New Orleans is to fully fund personnel costs related to pensions, health care, other post employment benefits (OPEB). These costs will be identified by an independent analysis in 2008 and regularly updated at least every three years thereafter. The City of New Orleans employs best practices to improve services and reduce costs. The City of New Orleans will establish savings initiatives and incentives to control expenditures. PERFORMANCE MEASUREMENT Programs in the budget will show results to be achieved and how performance will be measured. These measurements should relate to the overall citywide results to be produced, as stated in the budget. Operational performance will be monitored and reported with financial reports on the budget. RESERVES Beginning in 2008, there will be an unreserved fund balance in the General Fund equal to or greater than 2 percent of estimated expenditures for the fiscal year. There will be an Emergency Reserve equal to or greater than 8 percent of the estimated expenditures for the fiscal year. This Emergency Reserve will be used only for natural disasters, revenue shortfalls and other major emergencies that disrupt revenue sources or require substantial unanticipated expenses to address. The Emergency Reserve will be replenished in the following fiscal year. The Emergency Reserve and the undesignated fund balance will be equal to or greater than 10 percent of the estimated expenditures for the fiscal year. AMENDMENTS TO THE BUDGET After the initial budget is adopted, it may be amended for interdepartmental transfers of appropriations with the approval of the Budget Committee of the City Council and subsequently approved by the City Council. Intradepartmental transfers of appropriation among individual budgetary accounts may be initiated by a department head with the approval of the Chief Administrative Officer. Total appropriations for any fund may be increased, if, during the year, sources of revenue become available to the City in excess of original anticipations, and these amounts are anticipated by the Budget Committee of the City Council and subsequently approved by the City Council. ENCUMBRANCES Encumbrance accounting, under which purchase orders and contracts are recorded to reserve that portion of the applicable appropriation, is employed as an extension of the formal budgetary process. Contractually encumbered appropriations and certain requisition commitments in the General Fund do not lapse, but are carried forward to the ensuing budget year. All appropriations, except for the General Fund s reserved fund balance, lapse at the end of the year.

31 INTER-FUND TRANSFERS If expense items in grants are not reimbursed at the end of the year, they are considered denied and the General Fund needs to cover them. Transfers need to be clearly documented. CAPITAL PROJECTS The City Charter, Section states that the City Planning Commission before October 15 each year will prepare and submit to the Mayor a capital program for the next five years. The Mayor will submit a capital budget to the City Council no later than November first of each year. BUDGET MONITORING & REPORTING The budget will be monitored monthly after the first quarter of the fiscal year. A monthly report will be prepared and distributed to the Mayor, City Council, Chief Administrative Officer, the Director of Finance and the city departments and offices. The budget reports will include progress on both the financial and operational plan for the fiscal year. Progress on performance measures for the citywide results and the goals for budget programs will be reported. The budget will be prepared in conformance to these budget guidelines and Financial Policies for the City. For anything in the budget that is not in compliance with the Financial Policies, the budget will disclose that and explain it. USE OF FEDERAL & STATE MONIES FOR RECOVERY The City will follow all federal, state and local guidelines for the use of public monies used to fund the recovery of the City. The initiatives funded by federal and state grants and loans will be coordinated with the budget and activities of the other city government operations. New Orleans will request cancellation of the principal and related interest of the Community Disaster Loan (CDL) by submitting an Application for Loan Cancellation through the Governor's Authorized Representative to the FEMA Regional Director prior to the expiration date of the loan. FEMA may cancel repayment of all or part of a Community Disaster Loan to the extent that the Associate Director of FEMA determines that revenues of the City during the full three fiscal year (2006, 2007, 2008) period following the disaster are insufficient, as a result of the disaster, to meet the operating budget for the local government, including additional unreimbursed disaster-related expenses for a municipal operating character. New Orleans will request this cancellation in January of 2009, which is the earliest the City could begin the cancellation process. The City will monitor and report on the use and results of the investments of recovery funding. CITY DEBT The City Charter, Section 5-101, establishes a Board of Liquidation, City Debt, to issue city debt, composed of six members and three ex-officio members, who shall be the Mayor and the two Council members at large. The debt policies of the Board of Liquidation are described in Sections 16, 17 and 18. GOVERNING POLICY LONG-TERM DEBT Under the City Charter and prudent financial management, long-term debt will not be used to finance current operations of the City or its agencies. Long-term borrowing will only be used for capital improvement projects and equipment that cannot be financed from current revenue sources. The investment of capital funds is governed by state statute, city code and Board of Liquidation policy. According to state law, capital project funds of the City may be invested only in: a) Securities guaranteed for both principal and interest by the federal government; b) Collateralized certificates of deposit from banks whose collateral consists of securities of the United States that guarantee both principal and interest.

32 The use of derivative investments will generally not be permitted. Financing debt for capital projects by issuing bonds will be paid back in a period not exceeding the expected life of those projects. The Board will seek level or declining debt repayment schedules and will avoid issuing debt that provides for balloon principal payments reserved at the end of the term of the issue. The Board will maintain good communications with bond rating agencies about its financial condition and will follow a policy of full disclosure on every financial report and bond prospectus. POLICY FOR SELLING CITY DEBT The Board of Liquidation will generally issue its bonds through what is commonly called a competitive sale. However, the Board may utilize what is commonly called a negotiated sale under one or more of the following conditions: a) The debt issue is, or contains, a refinancing that is dependent on market/interest rate factors. b) At the time of issuance, the interest rate environment or economic factors that affect the debt issue are volatile. c) The nature of the debt issue is unique and requires particular skills from the investment banks involved. d) The debt issue is bound by a closing deadline. In cases where the negotiated process is utilized, the manager and co-managers will be selected from a group of investment bankers that have been subjected to a competitive review by the Board of their qualifications, recent performance, and capitalization. The services of an independent financial advisor may be employed to oversee the work of the investment bankers. The Board will not be obligated to any investment banking firm bringing proposals to other City Agencies for which the Board issues bonds. The Financial Advisor to the Board will keep the Board periodically advised of any current or advance refundings that could result in savings to the City and/or City agencies in debt service payments. INVESTMENT POLICY OF THE BOARD OF LIQUIDATION CITY DEBT The policy of the Board of Liquidation, City Debt, is to invest the tax receipts dedicated to Debt Service as they are received from the City of New Orleans Bureau of the Treasury. The Debt Service funds are invested to mature on the dates Debt Service payments are due. The receipts are generally invested in collateralized Certificates of Deposit, after competitive bids have been received for the banks in the City that have depository agreements with the Board. If the bids received are not competitive with Direct U. S. Government Securities, investments are made in these government securities. Debt Service funds and Debt Service Reserve funds are invested to mature within one year of receipt in order to meet the debt service requirements as they become due. Custodial Funds which are held by the Board are invested to meet the requirements of the agencies entitled to receive these funds and are generally invested as described above or as may be required by the applicable bond documents.

33 NEW ORLEANS AT A GLANCE One of the most unique cities in the United States and the world, New Orleans is a complex, cosmopolitan city with modern skyscrapers, century-old mansions, five-star restaurants, world-class shopping, abundant live music, breathtaking natural beauty and a famous spirit. The City of New Orleans is located between the south shore of Lake Pontchartrain and the Mississippi River with access to the Port of New Orleans, major railways, and close proximity to the Louis Armstrong New Orleans International Airport. With an established and widening industrial base-including stalwarts such as energy, trade and advanced manufacturing, as well as emerging strengths like film and digital media the City has significant resources supporting the local economy LOCATION AND CLIMATE New Orleans is located on the banks of the Mississippi River, South of Lake Pontchartrain. The City is made up of a total area of 180 square miles. Over 50 percent of New Orleans is at or above sea level, with an average elevation currently between one and two feet below sea level. The City has a subtropical climate with average temperatures ranging from a low of 43 in January to 91 in July/August. GENERAL POPULATION New Orleans had a population of 311,853 in 2008, according to the US Census Bureau. Population continues to grow after the impact of Hurricane Katrina in Approximately 74 percent of residents have returned. The Median Family income is $ $37,751. The Median age is 31.0 years old percent of the population has completed a high school diploma 25.8 percent of the population has completed a bachelor s degree. City Population 8, Sources: US Census Bureau, GNODC estimates based on household population, 9 Projections based on research from GCR & Associates, assumes 6.8% population growth in 2009 and 5% in

34 ECONOMY New Orleans unemployment rate was 7.3 percent in September 2009 Business Establishments 10,177 Employer Largest Employees in the City of New Orleans Type of Business Approximate Number of Full-Time Local Employees Ochsner Health System Health Care 11,000 Tulane University Higher Education 2,800 Harrah s New Orleans Casino & Hotel Tourism 2,400+ Lockheed Martin Michoud Operations Aerospace Structures and Applications 2,160 Touro Infirmary Health Care 1,803 Capital One Financial Corp. Financial Services 1,800 Children s Hospital Health Care 1,759 Whitney Holding Corp. Financial Services 1,710 Vinson Guard Service Inc. Contract Security Guards/Investigators 1,700 Boh Bros. Construction Co. LLC General Contractor 1,500 USDA National Finance Financial Services 1,257 U.S. Environmental Services LLC Environmental Contracting Firm 1,200 Source: New Orleans CityBusiness Book of Lists. OTHER STATISTICS Land Mass square miles Population Density 10 1,947 residents per square mile Median Income 10 $37,751 Median Home Value (2007) 10 $166,500 Percent of Population Under % Percent of Children in Poverty % Percent of Population with a High School Diploma % Annual Heating Hours (2008) Annual Precipitation (inches) Right to Work State? Yes Consolidated City County Yes 10 Source: US Census Bureau, American Community Survey, Source: National Weather Service

35 STATEMENT OF DEBT Short Term Debt The City has no outstanding short term indebtedness other than normal accounts payable or as otherwise stated in this Official Statement, according to the City's Director of Finance. Long Term Debt The details of the City's long term debt are presented in the Debt Statement included as Appendix F, and are summarized under the caption Trend of Indebtedness below. Post-Retirement Benefit Obligations Employees and officers of the City are eligible for membership in the Employee s Retirement System of the City of New Orleans, a defined benefit contributory retirement plan (the Plan ). The City s annual contribution to the Plan is based on the amount determined by the actuary of the Plan, which includes amortization of past service costs over a period of 30 years. The City s contributions to the Plan for the Fiscal Years ended December 31, 2007, December 31, 2008 and December 31, 2009 were approximately $3,572,000, $9,434,000, and $11,092,916.60, respectively. The City s contributions are expected to increase significantly in the fiscal year. Summary of Post-Retirement Benefits Systems (in $000s) Excess of assets over AAL 2008 Required Payment (ARC) Value of Assets Actuarial Accrued Liability (AAL) Funded Ratio Employee Retirement System $381,604 $450,943 ($69,339) 84.6% $9,430 Police Pension Fund $1,622 $1,600 $1, % - Firefighters' Pension and Relief Fund (Old System) $16,839 $168,202 ($151,363) 10.0% $19,336 Firefighters' Pension and Relief Fund (New System) $212,727 $321,387 ($108,660) 66.2% $10,965 Total $612,792 $942,132 ($327,762) 65.0% $39,731 Hurricane-Related Borrowing As part of the recovery efforts following Hurricanes Katrina and, the City and its component entities and independent boards received special authorization to borrow funds from various sources for various purposes. The State issued $200,000,000 of General Obligation Gulf Tax Credit Bonds, Series 2006-A and $200,000,000 of General Obligation Match Bonds, Series 2006-B (the State Bonds ) and loaned the proceeds to various entities to assist in the payment of debt service coming due on the respective obligations of each entity. In addition, the Federal Government acting through the Federal Emergency Management Agency ( FEMA ) pursuant to the Robert T. Stafford Disaster Relief and Emergency Assistance Act (the Stafford Act ), as amended, loaned the City and its component entities funds for current operations related to essential services, evidenced by one or more notes of such entities. The following table lists the various borrowings by the City and its component entities and independent boards relating to the State Bonds, including the original principal amount of the borrowing, final maturity date(s) and security therefore: Borrower Principal Amount Final Maturity Date City of New Orleans $52,268,594 7/15/2026 Board of Liquidation $27,623,209 7/15/2026 Sewerage & Water Board $77,465,247 7/15/2026 Audubon Commission $4,907,500 7/15/2026 Audubon Commission $11,851,066 7/15/2026 Security All available revenues of the City after payment of all outstanding debt All available revenues of the Board of Liquidation after payment of all outstanding debt All available revenues of the Sewerage and Water Board after payment of all outstanding debt All available revenues of the Audubon Commission after payment of all out-standing debt All available revenues of the Audubon Commission after payment of all out-standing debt

36 Borrower New Orleans Aviation Board Downtown Development District Principal Amount Final Maturity Date $35,371,990 7/15/2026 $1,600,153 7/15/2026 Security All available revenues of the Aviation Board after payment of all outstanding debt All available revenues of the Downtown Development District after payment of all outstanding debt The following table lists the various borrowings by the City and its component entities and independent boards relating to the Stafford Act, including the original principal amount of the borrowing, maturity date(s) and security therefore: Borrower Principal Amount Maturity Date City of New Orleans $120,000,000 11/14/ City of New Orleans $120,000,000 8/22/2011 Sewerage and Water Board $22,298,689 1/23/2011 Sewerage and Water Board $6,013,905 6/21/2011 Sewerage and Water Board $33,644,153 8/27/2011 New Orleans Aviation Bd. $8,112,103 6/13/2011 New Orleans Aviation Bd. $2,187,816 8/22/2011 New Orleans Aviation Bd. $582,722 10/2/2011 Orleans Parish Comm. District Orleans Parish Comm. District $471,154 8/27/2011 $799,416 1/17/2011 Security All available revenues of the City after payment of debt heretofore issued All available revenues of the City after payment of debt heretofore issued All available revenues of the Sewerage and Water Board after payment of debt heretofore issued All available revenues of the Sewerage and Water Board after payment of debt heretofore issued All available revenues of the Sewerage and Water Board after payment of debt heretofore issued All available revenues of the Aviation Board after payment of debt heretofore issued All available revenues of the Aviation Board after payment of debt heretofore issued All available revenues of the Aviation Board after payment of debt heretofore issued All available revenues of the Communications District after payment of debt heretofore issued All available revenues of the Communications District after payment of debt heretofore issued Pursuant to Section 4502 of the U.S. Troop Readiness, Veterans Care, Katrina Recovery, and Iraq Accountability Appropriations Act of 2007, FEMA may forgive Stafford Act loans relating to Hurricane Katrina under certain circumstances. FEMA has not, to date, forgiven any of the Katrina-related loans listed above. General Obligation Bonds The total principal amount of general obligation bonds of the City that may be at any time outstanding is limited in the Act to the sum of $500,000,000, or 35% of the taxable assessed valuation of the City, whichever is greater. The limited tax bonds, revenue bonds and the paving certificates of the City are not included in or subject to this limitation and refunded general obligation bonds are not considered outstanding for this purpose. The City had $508,018,709 aggregate principal amount of its general obligation bonds outstanding as of December 2, The issuance of general obligation bonds subject to the statutory limitation must be approved by the City's voters at an election. On November 2, 2004, the City s electorate approved the issuance of $260,000,000 of general obligation bonds. The Bonds are the second emission of said bonds. The first emission (in the principal amount of $75,000,000) of these bonds occurred in 2007, and the City expects to issue the remainder of such bonds over the next five years. The Board of Liquidation expects to consider issuing another $40,000,000 of general obligation bonds in. The total principal amount of general obligation bonds of the City that may be at any time outstanding is limited by State law to 35 percent of the total assessed valuation of the City. As of October 2, 2009 the City had approximately

37 $523,955,533 aggregate principal amount of its general obligation bonds outstanding. In calculating the amount of general obligation bonds outstanding, there is deducted the amount on deposit in debt service and reserve funds dedicated to the payment of general obligation bonds. The issuance of general obligation bonds subject to this limitation must be approved by the City's voters at an election. General Obligation Bonds Certificates of Indebtedness % of Constitutional Debt Limit Limited Total Net Year Tax Bonds Total Assessed Value 1999 $497,035,829 $60,055,000 $99,950,833 $657,041,662 $1,605, % 2000 $464,175,829 $67,640,000 $288,435,000 $820,250,829 $1,788, % 2001 $464,495,829 $77,338,572 $408,467,250 $950,301,651 $1,865, % 2002 $473,385,829 $92,308,572 $254,695,000 $820,389,401 $1,851, % 2003 $470,687,183 $86,283,572 $296,890,000 $853,860,755 $1,899, % 2004 $499,852,183 $81,288,572 $295,005,000 $876,145,755 $2,103, % 2005 $493,683,176 $107,108,572 $290,485,000 $891,276,748 $2,113, % 2006 $478,419,936 $102,183,572 $280,505,000 $861,108,508 $1,668, % 2007 $538,514,462 $94,383,572 $249,934,000 $802,329,462 $1,845, % 2008 $523,955,533 $91,693,572 $222,584,000 $770,860,533 $2,544, % Limited Tax Bonds The City is authorized to issue limited tax bonds for the Audubon Commission payable solely from the proceeds of special ad valorem taxes pursuant to the provisions of Act 434 of 1970, Act 55 of 1979, Act 309 of 1986 and constitutional and statutory authority supplemental thereto. The maximum principal and interest payable in any year on Audubon Commission limited tax bonds at any time outstanding may not exceed seventy-five percent (75%) of the revenues of the respective tax dedicated therefor in the calendar year next preceding the date of the adoption by the Audubon Commission of the resolution authorizing the issuance of said bonds. As of December 2, 2009, the Audubon Commission, had $2,170,000 aggregate principal amount of its limited tax bonds outstanding for the purpose of improving the Audubon Park Zoo, payable solely from the proceeds of the equivalent of a fortyfour hundredths (.44) mills ad valorem tax (.32 mills adjusted due to reassessment), and had $29,643,572 aggregate principal amount of its limited tax bonds outstanding, payable solely from the proceeds of the equivalent of a four and eleven hundredths (4.11) mills ad valorem tax (2.99 mills adjusted due to reassessment). The City is authorized to issue limited tax bonds for the Downtown Development District of the City of New Orleans (which includes the area within the boundaries of the Mississippi River, the upper line of the Mississippi River Bridge and Pontchartrain Expressway, the lake side right-of-way line of Claiborne Avenue, and the lower right-of-way line of Iberville Street) payable solely from the proceeds of a special ad valorem tax. The total principal amount of any of these bonds at any time outstanding may not exceed $50,000,000, and the maximum amount of bonds authorized by the voters is $10,000,000. As of December 2, 2009, the City had outstanding $5,910,000 of limited tax bonds for the Downtown Development District, maturing December 1, to December 1, 2015, inclusive, and December 1, 2019, 2022, and 2026, secured by and payable from an irrevocable pledge and dedication of the funds to be derived from the levy and collection of a special ad valorem tax not exceeding Twenty-Two and Ninety-Seven Hundredths (22.97) mills (subject to adjustment from time to time due to reassessment) upon all the taxable real property located in the Downtown Development District, as authorized in elections held on December 8, 1979, and April 7, Said tax is currently being levied at a rate of fourteen and seventy-six hundredths (14.76) mills. Pursuant to Acts 1130 and 1131 of the 2003 Regular Session of the Louisiana Legislature, the City is authorized to issue limited tax bonds for the Drainage System of the City administered by the Sewerage and Water Board, payable solely from separate ad valorem taxes not to exceed 6.40 mills, 6.48 mills, and 9.71 mills, respectively. As of December 2, 2009, the City had $21,525,000 aggregate principal amount of its limited tax bonds outstanding for the Drainage System and is levying an ad valorem tax of 6.78 mills for the payment thereof. As of December 2, 2009, the City had outstanding $26,845,000 of limited tax bonds, dated July 6, 2005, and maturing March 1, to March 1, 2019, inclusive, and March 1, 2021, inclusive, secured by the net proceeds of a 2.5 mills ad valorem tax authorized in an election held on July 15, 1995, to finance repairs, renovations and improvements to parks, playgrounds and recreation facilities and for the acquisition of fire fighting, sanitation, and mosquito control equipment.

38 Certificates of Indebtedness As of December 2, 2009, the City had outstanding certificates of indebtedness, secured by and payable solely from a pledge and dedication of the excess of annual revenues of the City above statutory, necessary and usual charges in each of the fiscal years during which such certificates are outstanding, comprised of (a) $22,655,000 of its Refunding Certificates of Indebtedness, Series 1998B (the Series 1998B Certificates ), (b) $4,000,000 of its Certificates of Indebtedness, Series 2000 (the Series 2000 Certificates ), (c) $128,260,000 Taxable Pension Revenue Bonds, Series 2000 (the Series 2000 Revenue Bonds ) and (d) $1,025,000 of its Certificates of Indebtedness, Series 2005 (the Series 2005 Certificates ). The Series 1998B Certificates were issued for the purpose of refunding the City s debt obligation incurred in 1983 under a merger agreement dated March 5, 1983, as amended on September 15, 1983, among the Municipal Police Employees Retirement System, the Board of Trustees of the Police Pension Fund of the City of New Orleans and the City. The Series 2000 Certificates were issued for the purpose of providing funds to the City to pay general settlements and judgments rendered against it. The Series 2000 Revenue Bonds were issued for the purposes of funding a portion of the current projected unfunded accrued liability of the Firefighters Pension and Relief Fund (Old System) and reimbursing the City for a portion of the appropriations made in fiscal year 2000 to said fund. The Series 2005 Certificates were issued for the purpose of repairing trackage for rail car storage and reworking certain railroad trackage and making infrastructure improvements or enlargements thereon in connection with the CG Rail Project. As of December 2, 2009, the City had outstanding $5,995,000 of Limited Tax Certificates of Indebtedness, Series 2003, issued for the purposes of refinancing the City s obligation under a lease agreement, paying the costs of issuance and financing the costs of acquisition of additional vehicles for the City, $1,515,000 of Limited Tax Certificates of Indebtedness, Series 2004, issued for the purpose of financing the costs of acquisition of additional vehicles for use by the City and $38,265,000 of Taxable Limited Tax Certificates of Indebtedness, Series 2004B, issued for the purpose of financing a portion of the cost of refunding and extending the City s outstanding Certificates of Indebtedness and paying certain judgements against the City. Said Certificates are payable from proceeds derived from the levy and collection of a special ad valorem tax of mills (10.85 mills adjusted due to reassessment) which the City is authorized to levy for general purposes pursuant to the Louisiana Constitution of 1974, as amended. Sales Tax Bonds The City is authorized to issue bonds secured by and payable from sales tax revenues pursuant to Sub-Part F, Part III, Chapter 4 of Title 39 of the Louisiana Revised Statutes of 1950, as amended, except as otherwise provided in Act 674 of 1985 of the Louisiana Legislature. The City does not presently have any outstanding sales tax bonds. However, the City does have outstanding $19,755,000 of Sales Tax Increment Bonds which are payable from the City s 2.5 share of the sales tax collected each year solely from the Wal- Mart or any replacement or successor national retailer within the St. Thomas Economic Development District. Loan and Lease Agreements The City Council has authorized the Mayor to sign loan agreements and lease agreements on behalf of the City to stimulate business development. The City and Chase Equipment Finance, Inc., entered into a Master Lease- Purchase Agreement dated August 24, 2009, in the amount of $7,000,000, at an interest rate of 3.71% per annum for a term of four years, pursuant to which Chase agrees to lease to the City and the City agrees to lease from Chase certain equipment that currently consists of vehicles and other equipment. On October 2, 2009, the City executed a Master Lease-Purchase Agreement with Medtec Ambulance Corporation by which the City may lease Emergency Medical Care Vehicles. By related Lease Schedule the same date, the City ordered fifteen ambulances and financed $2,200,000. Medtec Ambulance Corporation assigned the Lease Schedule to Oshkosh Capital on October 2, Trend of Indebtedness of the City The following table sets forth a ten year trend in the amounts of general obligation bonds, limited tax bonds, and certificates of indebtedness of the City outstanding as of the end of each of the following calendar years:

39 Other Indebtedness General Obligation Bonds Certificates of Indebtedness Limited Year Tax Bonds Total 1998 $487,675,829 $62,765,000 $109,475,000 $659,915, $497,035,829 $60,055,000 $99,950,833 $657,041, $464,175,829 $67,640,000 $288,435,000 $820,250, $464,495,829 $77,338,572 $408,467,250 $950,301, $473,385,829 $92,308,572 $254,695,000 $820,389, $470,687,183 $86,283,572 $296,890,000 $853,860, $499,852,183 $81,288,572 $295,005,000 $876,145, $493,683,176 $107,108,572 $290,485,000 $891,276, $478,419,936 $102,183,572 $280,505,000 $861,108, $538,514,462 $94,383,572 $249,934,000 $802,329, $523,955,533 $91,693,572 $222,584,000 $770,860,533 In addition, the City has received multiple Section 108 loans from HUD for economic development projects. As of December 31, 2008, the outstanding loans included: $3,770,000 for the development of the American Can Factory into apartments; $16,660,000 of obligations for the development of the Jazzland Theme Park; $4,000,000 for the development of the Palace of the East; and $5,914,000 for LA Artworks.

40 Capital Budget Review Following the impact of Hurricanes Katrina and Rita in 2005, there have been significant burdens placed on capital planning. The Office of Recovery Development & Administration (ORDA) was created in part to respond to these needs. Over the past two years, ORDA has carefully worked with experts in the field to develop an action plan for recovery projects, starting with a focus in targeted areas in order to maximize impact. In, with expected revenues of approximately $180 million, the City is poised to implement a number of projects. Capital Budget Process The Capital Budget process represents the coordinated efforts of the Chief Administrative Office, including the Capital Projects Administration, and the City Planning Commission. Recommendations are initiated in the relevant City departments and then submitted to the Capital Projects Administrator. The Capital Projects Administrator then works with the City Planning Commission to prioritize the list of projects, city-wide. Once these recommendations are finalized, the Chief Administrative Office allocates available funds to prioritized projects. This budget is then tracked and reported on regularly. Capital Fund Revenues Source TOTAL General Obligation Bonds $0 $50,000,000 $0 $0 $0 $50,000,000 Miscellaneous Capital Funds $400,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 Total $400,000 $50,400,000 $400,000 $400,000 $400,000 $52,000,000 Other Sources of Funding Federal Roadway Funds $4,710,132 Anticipated Federal Urban Systems Funding FEMA Funding $28,614,281 Additional Anticipated Public Assistance funding for Hurricanes Katrina and Rita Sewerage and Water Board $18,826,099 Anticipated Participant funding for sub-surface utility repairs State Capital Outlay $1,175,000 Priority 1 Projects Holiday Drive Roadway Construction ( General MacArthur to Behrman) Algiers Courthouse Renovation Total Funding: $53,725,512 City Bond and Miscellaneous Capital Funds by Department Department Total Sanitation $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 Property Management $100,000 $4,100,000 $100,000 $100,000 $100,000 $4,500,000 Public Works $0 $34,420,000 $0 $0 $0 $34,420,000 Recreation $0 $6,815,000 $0 $0 $0 $6,815,000 Parks & Parkways $0 $200,000 $0 $0 $0 $200,000 Mosquito & Termite Control $25,000 $25,000 $25,000 $25,000 $25,000 $125,000 French Market Corp. $0 $100,000 $0 $0 $0 $100,000 Municipal Yacht Harbor $0 $594,500 $0 $0 $0 $594,500 Chief Administrative Office $250,000 $4,120,500 $250,000 $250,000 $250,000 $5,120,500 Total $400,000 $50,400,000 $400,000 $400,000 $400,000 $52,000,000 Budget, Page 41

41 OTHER CAPITAL FUNDS BY DEPARTMENT Anticipated FEMA Federal Funds Sewerage and Water Board State Capital Outlay Total Fire $414,309 $0 $0 $0 $414,309 Police $6,771 $0 $0 $0 $6,771 Property Management $21,001,356 $0 $0 $50,000 $21,051,356 Public Works $0 $4,710,132 $18,826,099 $1,125,000 $24,661,231 Recreation $4,794,101 $0 $0 $0 $4,794,101 Parks & Parkways $368,154 $0 $0 $0 $368,154 Mosquito & Termite Control $2,029,590 $0 $0 $0 $2,029,590 Total $28,614,281 $4,710,132 $18,826,099 $1,175,000 $53,325,512 THE FOLLOWING PAGES CONSIST OF A SUMMARY OF CAPITAL WORK. THE DOCUMENT WAS PREPARED BY MWH GLOBAL, INC. AS A 2009 YEAR-END DESCRIPTION OF CAPITAL PROJECTS, ALONG WITH PLANS FOR. Budget, Page 42

42 Recovery Board Project Delivery Unit 4 th Quarter Report Budget, Page 43

43 CITY OF NEW ORLEANS PROJECT DELIVERY UNIT January 31, Mayor C. Ray Nagin Chair, Recovery Board City of New Orleans 1300 Perdido Street New Orleans, LA Subject: Quarterly Status Report Recovery Project Delivery Unit (PDU) Dear Mayor Nagin: The Recovery program for the City of New Orleans is reporting to you the progress during the 4 th quarter of In the quarter, the Project Delivery Unit has made huge steps in the management of the recovery and in financial modifications. The attached 4 th Quarter Recovery Report provides a quantitative and qualitative update on the progress of the overall Recovery and the performance of the Project Delivery Unit. The PDU and the entire team is available to meet with the Recovery Board and to provide additional information as may be required. New Orleans the Model for Economic Recovery Respectively, Cc: Dr, Brenda Hatfield, Reginald Zeno, Penya Moses Fields, Arlinda Westbrook, Robert Mendoza, Kenya Smith, William Chrisman, Ceeon Quiett, Julie Swann Harris Attachment Budget, Page 44

44 Recovery Project Delivery Unit Management Report Period: October 1, 2009 to December 31, 2009 Executive Summary During this reporting period, the Recovery Project Delivery Unit (PDU) achieved the following: Accomplishments Moved 56 Projects into Contract Closure Phase Achieved Construction Close Out on 49 Projects Completed Construction Phase on 20 Projects Moved 49 Projects into the Construction Phase Moved 19 projects into the Bid & Award Phase Initiated Environmental Reviews for 76% of D CDBG Funded Facilities Moved 11 projects into Design Phase and issued 54 NTP S for various phases in the Design Process January 31, 2 Budget, Page 45

45 Issues Executive Summary Expedite payment process for Project Management, A/E and contractor invoices Expediting projects that have been Bid into the Award Phase and getting Construction Contract issued within 30 days January 31, 3 Infrastructure Projects Overview CNO Infrastructure Recovery Program included 633 projects during the 4th Quarter 2009, a net decrease of seven projects from the 3rd Quarter The decrease of projects is due to the deletions of 11 projects (11 Facilities) and the addition of four projects (three Facilities, one DPW) as directed by City Of New Orleans. Facilities Projects Streets Projects 3rd Quarter th Quarter 2009 Number of Projects Number of Projects FEMA Funded (Partially or Fully) CDBG / Other Funded Total FEMA Funded (Partially or Fully) Submerged Roads CDBG Funded Other Funded Total Grand Total January 31, 4 Budget, Page 46

46 Cost and Cash Flow CNO Infrastructure Recovery Program had an estimated expenditure of $1.528 billion at the end of the 4th Quarter 2009, a net decrease of $19 million from the 3rd Quarter This net decrease in project costs reflects new projects, revised information from CDRs and construction budgets that captured more accurate estimates $1.548B $1.528B 1400 Dollars (in millions) % $817M $790M -3.4% $730B $738M + 1.1% Q Q OVERALL FACILITIES STREETS January 31, 5 Project Lifecycle Phase The charts below show the distribution of projects by Lifecycle during the 3rd Qtr 2009 and 4th Qtr To better delineate projects, projects that have established final acceptance, a new phase (Contract Closure) was added in the 4 th Qtr The completion of the Construction Phase is now defined as Substantial Completion. Previously, the Construction Phase ended at Warranty. The action items between Substantial Completion and Warranty are now defined as the Contract Closure Phase. Third Quarter 2009 Planning (8%) Contracting (12%) Design (30%) Bid & Award (10%) Construction (17%) Close Out (23%) Fourth Quarter 2009 Planning (6%) Contracting (8%) Design (30%) Bid & Award (5%) Construction (18%) Contract Closure (8%) CNO Close Out (25%) In order to better delineate projects that have established substantial completion and projects that have established final acceptance, a new phase (Contract Closure) was added in the fourth quarter The completion of the Construction Phase is now defined as substantial completion. Previously, the Construction Phase ended at warranty. The action items between substantial completion and warranty are now defined as the Contract Closure Phase. January 31, 6 Budget, Page 47

47 Priority Focus 4th Qtr Achievements Project Management 4th Quarter Goal: Projects to Construction Advanced 49 projects (15 Facilities and 34 Streets) into Construction Phase [ + 75% ] 4th Quarter Goal: Initiate Environmental Reviews for 75% of D CDBG Funded Facilities Projects Initiated Environment Reviews for 76% D CDBG funded Facilities projects [ + 1.3% ] 4th Quarter Goal: Construction Close Out Moved 56 projects (46 Facilities and 10 Streets) into Contract Closure Phase [ + 12% ] 4th Quarter Goal: Develop Process Mapping for Contracts, Invoices, Change Orders and Close Out Received comments on draft process map and currently preparing final process map January 31, 7 Recovery Projects Highlights DEMOLITIONS Robert E. Smith Library: 10/2/09 5 th District Police Station: 10/12/09 Andrew P Sanchez Community Center: 10/27/09 New Orleans Fire Department Engine 3: 10/15/09 Katherine Benson Health Clinic: 11/3/09 Norman Mayer adjacent Building Demo: 12/17/09 GROUND BREAKING & RIBBON CUTTING CEREMONIES District Attorney s Office Ribbon Cutting: 11/17/09 Pontchartrain Park Community Center Ribbon Cutting: 11/30/09 Atkinson Stern Tennis Center Ribbon Cutting: 12/3/09 New Orleans East Library Groundbreaking: 12/4/09 STREET PROJECTS Reinventing the Crescent, Start of Project: 11/5/09 South Salcedo Street, Completion of Project: 11/17/09 Jourdan Street, Start of Project: 12/11/09 Earhart Blvd, Start of Submerged Roads Project: 12/15/09 January 31, 8 Budget, Page 48

48 Recovery Projects Highlights BID RELEASES Brechtel Park : 10/5/09 Louis Armstrong Park Phase 3: 10/6/09 NOPD SOD : 10/9/09 Latter Library Roof: 10/21/09 Rosa Keller Library: 10/22/09 Pontchartrain Park Lights: 10/23/09 Wesley Barrow Stadium: 11/9/09 Joe Brown Indoor Pool: 11/9/09 Oscar Medrano: 11/12/09 NOPD 7 th District: 11/12/09 Joe Brown Park Improvements: 11/18/09 NOFD 12 & 26: 11/20/09 Municipal Yacht Harbor Bid Release: 12/09/09 Park & Parkways Greenhouse: 12/15/09 January 31, 9 Fiscal Performance Metrics Value of Recovery transactions processed during the 3 rd Quarter: $10.8 million in Facilities Revolver payments. $4.3 million in Disaster CDBG invoice payments. Total Facility Cost Funding indicators: 29% FEMA Project work sheets. 40% Other Source funding (i.e. Bonds, D CDBG, Revolver, etc). 31% Unfunded Cost (NOTE: Does not reflect upgraded versions that are anticipated). Business Processing Measures: Maintaining a 15 day average invoice processing cycle. Previously, invoice cycle averaged 28 days. January 31, 10 Budget, Page 49

49 1 st Qtr Anticipated Challenges A&E Targets Expedite payment process for Project Management, A/E and contractor invoices Continue versioning process for FEMA PWs based on A/E CDRs Continue to assist A/E S with capacity issues which are linked to not meeting project deadlines Assist A/Es incorporating environmental assessment information into CDRs Project Targets Adjust project schedules to reflect delays due to City Council Roll Over Ordinance Coordinate projects with other agencies, including hazard mitigation on all projects Continue monitoring pending Environmental Record Reviews for 4 projects that require further project definition by the City, resolution of contractual matters and/or further design details Continue land acquisitions for various projects Revising City Planning and Zoning processes for Recovery projects January 31, 11 Appendix Projects in Contract Closure Phase Projects in Construction Phase Projects in Bid and Award Phase Projects in Design Phase January 31, 12 Budget, Page 50

50 Projects in Contract Closure Phase: January 31, PROJECT NOFD Engine 36 Read Blvd Atkinson/Stern Tennis Facility A.L. Davis Playground Field Lighting (EP) McDonough Playground Field Lighting (EP) NOFD Engine 25 S. Carrollton Ave. Almonaster Road (Jourdan Rd Read Blvd) Press Dr (US 90 Robert E. Lee Blvd) Robert E. Lee Blvd (St. Bernard Ave Paris Ave) Wisner Blvd Overlay (Esplanade Ave Robert E Lee Blvd) Oak St. (Carrollton Leake) PWF502: FEMA Eligible Repairs v2 Lower Garden District & CBD Neighborhoods PWF504: FEMA Eligible Repairs v4 Old Aurora/Tall Timbers/Brechtel/US Naval Base PWF502: FEMA Eligible Repairs v2 Central City Harrison Boulevard (Marconi Dr Wisner Blvd) Louisiana Ave (St. Charles Ave Magazine St) Desire St (N. Roman St N.Dorgenois) Crescent Club: S. Salcedo Street (Gravier St. Tulane Ave.) PWF501: FEMA Eligible Repairs v1 Gert Town/BW Cooper Peniston (Freret Carondelet) PWF502: FEMA Eligible Repairs v2 Audubon 13 Projects in Construction Phase: January 31, PROJECT PWF502: FEMA Eligible Repairs v2 Uptown & West Riverside PWF504: FEMA Eligible Repairs v4 Treme Lafitte PWF505: FEMA Eligible Repairs v5 West Lake Forest Reinventing the Crescent Downriver Park N Peters (St. Philip St. Ferdinand) Chartres (Piety Gallier) PWF503: FEMA Eligible Repairs v3 Milneburg PWF501: FEMA Eligible Repairs v1 West End Robert E. Lee (Paris to Pratt) Carrollton Ave (St. Charles Claiborne US 90) Nashville Ave (Claiborne US 90 Tchoupitoulas St) N. Galvez (Orleans Ave. Poydras) Claiborne Avenue Streetscape Miro St (Elysian Fields Ave Orleans Ave) Navarre Ave. (Canal Blvd. Marconi Dr) Park Island Bridge over Bayou St. John Fleur de Lis Phase II (Veterans Blvd Harrison Ave) Camp St. (Canal US 90) Carondelet St. (Canal St US 90) Common St. (Loyola Ave S. Peters St) Girod St. (Loyola Ave S. Peters St) Gravier St. (Loyola Ave S. Peters St) LaSalle St (Poydras Tulane Ave US 61) Loyola Ave. (Canal St. US 90B) Poydras St (Carondelet St Camp St) Poydras St (LaSalle St Loyola Ave) St. Charles Ave. (Canal St US 90) Magazine St. (Canal US 90) 14 Orleans Ave. (N. Claiborne Ave City Park Ave.) Budget, Page 51

51 Projects in Construction Phase (Cont d): January 31, PROJECT Earhart Blvd Phase I (Hamilton St Fern St) Elysian Fields (Lakeshore Dr. Gentilly Blvd. / US 90) Filmore Ave (St. Bernard Ave Elysian Fields Ave) Leon C. Simon Dr (London Canal Elysian Fields Ave) Mirabeau Ave (St. Bernard Ave Elysian Fields Ave) St. Bernard Ave. (I 610 Filmore Ave.) Paris Ave. (I 610 Mirabeau Ave) NORD High Mast Lighting Group 1 NORD High Mast Lighting Group 2 Katherine Benson Clinic Demolition Sanchez (Copelin Byrd) Center Demolition NOFD Engine 03 S. Broad St. Demolition NOPD Seventh District Police Station Demolition NOPD Fifth District Police Station Demolition EMD Central Maintenance Power Service (EP) NOFD Engine 17 Woodland Parks & Parkways Algiers Maintenance Mandeville Detiege Demolition NOFD Engine 16 Martin Luther King Jr. Blvd. NORD High Mast Lighting Group 3 Templeman I & II Correctional Facility Demolition A.L. Davis Pool NOFD Engine 40 Gen. DeGaulle Louis Armstrong Park & Old Fire Station (Phase 3) New Orleans East Regional Library Design Build (CDBG) 15 Projects in Bid & Award Phase: PROJECT Louis Armstrong Park & Old Fire Station (Phase 3) Templeman I & II Correctional Facility Demolition Parks & Parkways Greenhouse (EP) Rosa Keller (Broadmoor) Library Latter Library Roof Replacement NOPD Seventh District Police Station Wesley Barrow Stadium NOPD Special Operations Division Pontchartrain Park and Lights Harrell Stadium Brechtel Park (Park Only) NOFD Engine 26 S. Jefferson Davis Pkwy. NOFD Engine 12 Franklin Ave. Municipal Yacht Harbor Administration Building Repairs Joe Brown Park Lighting, Ball Fields, Shelters January 31, 16 Budget, Page 52

52 Projects in Design Phase PROJECT Municipal Yacht Harbor Administration Building Repairs Fox Pool Demolition Brechtel Park Golf Course, Club House, Maintenance & Cart Storage Buildings Milne Boys Home Roof Replacement Mickey Markey Playground Bunny Friend Playground Comiskey Park (CDBG) Behrman Park CDBG Enhancements Pontchartrain Park (CDBG) Bartholomew First Tee Building (CDBG) Veterans Administration Medical Center Infrastructure Improvements January 31, 17 Recovery Project Delivery Unit Grant Management & Monitoring Quarterly Report Period: October 1, 2009 to December 31, 2009 Budget, Page 53

53 During this reporting period, the Recovery Project Delivery Unit (PDU) achieved the following: Accomplishments Executive Summary Versioned 217 Projects. Set Up Close Out Process. Verbal Second Appeal on Electrical Inspections (Results due 30 days) Generated $45 Million in additional Funding Issues Obtaining Source Documentation For Close Out. Finalizing Recovery Funding With State and FEMA. Get Additional Facilities Declared 50%. City Hall Section 106 January 31, 19 Executive Summary Grants Management & Monitoring Projects in NEMIS 2,916 Obligated 2,903 Federal Share Eligible $606,978,376 Federal Share Obligated $599,098,410 Flood Reductions $20,704,748 Insurance Reductions $44,515,760 Sub Grantee Admin Amount $3,031,688 January 31, 20 Budget, Page 54

54 Grant Management and Monitoring Overview CNO Recovery Grant Management and Monitoring Unit monitored 1,100 projects, requested alternate and improved projects, requested versions, developed a Grant Monitoring and Closeout Process, completed Quarterly Progress Reports to FEMA and worked Appeals for the 4 th Quarter Facilities Projects Versions FEMA Funding 3rd Quarter th Quarter 2009 Number of Projects Number of Projects FEMA Versions Requested FEMA Versions Obligated Version Totals FEMA Eligible Dollars $35,118, $65,234, FEMA Obligated Dollars $25,022, $45,031, FEMA Admin Dollars $ 125, $ 175, % 14.8% % % % % Total Obligated FEMA Dollars $25,147, $45,206, % January 31, 21 Large Projects Large Project Category Breakdown Category A 19 Projects Category B 171 Projects Category C 72 Projects Category D 0 Projects Category E 280 Projects Category F 4 Projects Category G 27 Projects A Debris B Emergency Protection Measures C Roads D Water Control E Equipment & Buildings F Utilities G Parks & Other H Fire Z Management Costs Large Project Amount Paid Total:$592, 791, Eligible Paid:$ 360,061, Eligible Balance:$232,730, January 31, 22 Budget, Page 55

55 FEMA Funding: Eligible & Obligated $180,000, $160,000, $140,000, $ for PW s eligible Total $604,404, $120,000, $100,000, $80,000, $60,000, $ for obligated PW s Total $590,774, % Obligated State Reimbursement to city Total $364,439, $40,000, $20,000, $ January 31, 23 Facilities Declared at 50% Below is a list of buildings that have been declared at 50% in the 4th Qtr: No Facilities were declared in 4 th Quarter January 31, 24 Budget, Page 56

56 Priority Focus 4th Qtr Achievements Insurance reconciliation for CNO Recovery Projects Closeout of Disaster 1,548 Hurricane Ivan Grant Management and Monitoring of 1100 CNO Project Worksheets Provided requested documentation to DHS OIG and other auditing agencies. Completed version requests for CNO Project Worksheets Established monthly progress reports for CNO Project Worksheets. Provided management reports (Budget Committee, Mayor, etc.) Updated project charters on all facility PW s. January 31, 25 Priority Focus 4th Qtr Achievements Developed Grant Monitoring process Developed Project Closeout process Completed quarterly reports for CNO Project Worksheets to State of Louisiana. Resolved eligibility issues regarding Youth Study Center. Aligned scope for approx. 200 New Orleans Recreation & Parks facilities. January 31, 26 Budget, Page 57

57 Priority Focus 1st Qtr Goals Grants Management and Monitoring of all CNO projects. Scoping alignment for all CNO Fire stations, Police Stations, and Libraries. Version Requests on all relevant CNO Project Worksheets. Development and Implementation of 406 Mitigation project reviews. Approx. 50% closeouts of all Category A & B Project Worksheets. Completion of Quarterly Reports. File Maintenance January 31, 27 Priority Focus - Next Reporting Period Grants Management Process Additional $145 Million in Versions Write $75 Million in 406 Mitigation on Projects Completing Versions Requested Securing Versions Obligated Begin Grant/Fiscal Closeout on All Category A & B Projects Potential $25 Million additional Funds January 31, 28 Budget, Page 58

58 Recovery Project Delivery Unit Recovery Financial Assessment Quarterly Report Period: October 1, 2009 to December 31, 2009 Budget, Page 59

59 Q Financial Overview City of New Orleans Recovery Project Delivery Unit City of New Orleans Recovery Project Delivery Unit Budget, Page 60

60 December 31, 2009 To the Recovery Board: As the Financial and Accounting Unit of the Recovery Project Delivery Unit, we have prepared a fourth quarter financial overview of the capital budget, which will support over 80% of the City s projected recovery dollars. The following overview is sourced from the City s financial system, AFIN, and reflects activity from October 1, 2009 to December 31, Unlike most financial statements that include a balance sheet, income statement, and cash flow statement, the following financial overview is tailored to the Recovery, as it focuses on our stakeholders its financiers. The Recovery is funded through a variety of sources, a mixture of federal, state, and local monies, and it is important to track how each funding source is being utilized throughout the lifecycle of the Recovery. The funding distribution for the entire Recovery is contained in this overview. Next, we focus on the money that is currently available in the financial system. We look at our fourth quarter beginning balance for each funding source, any appropriations that add to the available balance, and the liabilities against that balance. Last, we provide a list of caveats and items to note that provide some insight into areas of improvement for the next reporting period. Given the total cost of the Recovery as it stands today, projections of FEMA obligations, and future bond sales, the Recovery is financially viable; however, if there are reductions in projected FEMA obligations and future bond sales are continually delayed, the financial solvency of the Recovery will be in jeopardy. Should the projected funding not materialize, there will be a funding gap of approximately $346,814,562. City of New Orleans Recovery Project Delivery Unit Budget, Page 61

61 Number of Recovery Projects: 686 Value of Projects: $1,855,279, % $738,000,000 (285 projects) $327,279,776 (53 projects) 39.7% Facilities Projects Streets Projects Housing & Economic Community Development Projects $790,000,000 (348 projects) 42.7% City of New Orleans Recovery Project Delivery Unit Recovery Funding Distribution Total Cost: $1,855,279,776 Total Projected Funding: $1,918,032,457 $700,000,000 *Bond Funds include $260 million (2007- bond sales), $33 million (Limited Tax Bonds), and $44,605, in Old Bond Funds $600,000,000 $502,365,949 $500,000,000 $400,000,000 $410,720,016 $337,605,561 $300,000,000 $200,000,000 $220,000,479 Potential Additional Funding Current Funding $200,000,000 $137,273,994 $100,000,000 $62,404,376 $47,662,083 $- FEMA D-CDBG *Bond Funds Insurance State Revolver FHWA **Should potential additional funding not materialize, funding gap could be $346,814,562. Sewer & Other Water Board Federal Aid Current FEMA funding (dark blue bar) increased from $217,458,340 to $265,935,775, which is a change of $48,477,435. This represents a 22% increase from the 3 rd quarter. Current bond funding (dark blue bar) increased from $152,605,561 to $192,605,561, which is a change or $40,000,000. This represents half of the $80,000, bond sale, which will go to DPW. City of New Orleans Recovery Project Delivery Unit Budget, Page 62

62 Facilities Funding Distribution Total Cost: $790,000,000 Total Projected Funding: $852,752,682 $500,000,000 $463,547,023 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $153,192,748 $130,834,535 Potential Additional Funding Current Funding Available $100,000,000 $50,000,000 $42,774,000 $62,404,376 $- FEMA D-CDBG Bond Funds Insurance State Revolver *Should potential additional funding not materialize, funding gap could be $248,914,561. City of New Orleans Recovery Project Delivery Unit Streets Funding Distribution Total Cost: $738,000,000 Total Projected Funding: $738,000,000 $250,000,000 $220,000,479 $200,000,000 $184,412,813 $150,000,000 $137,273,994 $100,000,000 $69,165,465 Potential Additional Funding Current Funding Available $50,000,000 $38,818,926 $40,666,240 $47,662,083 $- FEMA D-CDBG Bond Funds State Revolver FHWA Sewer & Water Board *Should potential additional funding not materialize, funding gap could be $97,900,000. Other Federal Aid City of New Orleans Recovery Project Delivery Unit Budget, Page 63

63 Q Financial Overview of the Capital Budget Assets Beginning Balance as of September 30, 2009 FEMA $ 51,156,564 D CDBG (Infrastructure Only) $ 35,034,209 State Revolver $ 67,738,485 Insurance $ 11,537,504 Bond Funds $ 71,695,995 State Capital Outlay* $ 51,108,308 Other Funds** $ 32,424,260 $320,695,325 Appropriations (Budget Adjustments) FEMA $152,138,175 D CDBG (Infrastructure Only) $ 9,750,000 State Revolver $ Insurance $ Bond Funds $ 4,923,228 State Capital Outlay $ Other Funds $ 27,625,365 $194,436,768 Liabilities Expenditures FEMA $(19,553,465) D CDBG (Infrastructure Only) $ (582,013) State Revolver $ 542,685 Insurance $ (794,463) Bond Funds $ (6,503,770) State Capital Outlay $ (185,076) Other Funds $ (4,690,089) $(31,766,191) Encumbrances FEMA $ (8,485,251) D CDBG (Infrastructure Only) $ (919,754) State Revolver $ (4,288,673) Insurance $ 473,826 Bond Funds $ (2,353,472) State Capital Outlay $ (818) Other Funds $(22,319,777) $(37,893,919) Net Effect Ending Balance as of December 31, 2009 FEMA $175,256,023 D CDBG (Infrastructure Only) $ 43,282,442 State Revolver $ 63,992,497 Insurance $ 11,216,867 Bond Funds $ 67,761,981 State Capital Outlay $ 50,922,413 Other Funds $ 33,039,760 $445,471,983 City of New Orleans Recovery Project Delivery Unit Budget, Page 64

64 Notes and Caveats FEMA Due to the diligence of the Capital Projects Administration and PDU staff, $152 million in FEMA obligations was entered in AFIN, resulting in $283 million in FEMA obligations budgeted in AFIN, of which $175 million still remains. The goal for the next reporting period is to continue to reconcile AFIN so that FEMA balances in the financial system match PW amounts obligated by FEMA. D CDBG We only have access to AFIN reports for the capital budget, which accounts for only about $83 million of the $411 million. To date, $68 million has been budgeted in AFIN. As more D CDBG projects are approved by the State, we should see entries in the financial system that match the $83 million budgeted for capital D CDBG projects. State Revolver Because the majority of FEMA obligations were budgeted in AFIN in the fourth quarter, the Revolver reconciliation team, comprised of Capital Projects Administration, PDU, Accounting, and Hagerty, began moving expenses from the Revolver to FEMA obligations. Close to $20 million in expenditures was booked to FEMA in the fourth quarter, the majority of which was a result of transferring expenditures from the Revolver to FEMA. In the next reporting period, we will continue to reconcile the State Revolver until it properly shows the true available balance left for funding. Bond Funds The Finance Department is currently investigating why there was an increase in bond appropriations in the fourth quarter. It is possible that there was an error in the bond portion of the report. Besides this anomaly, both DPW and CPA continue to utilize old bond funds (pre 2005 bond proceeds), limited tax bonds, and 2007 bond funds. In the next quarter, we hope to see the $40 million in 2008 bond funds appropriated, budgeted in AFIN, and encumbered for DPW street projects. *State Capital Outlay In the third quarter report, State Capital Outlay was not reported. Because this report focuses on the entire Capital Budget as it is reflected in AFIN, it is now included. It is likely that the available balance in State Capital Outlay is overstated, since money that was once held at the state for specific projects may no longer be available; therefore, Capital Projects Administration staff is currently verifying with the State what State monies are actually available. Once verified, AFIN and the Capital Budget will need to be reconciled so that it reflects monies that are truly available. City of New Orleans Recovery Project Delivery Unit Budget, Page 65

65 **Other Funds The beginning balance of Other Funds in this report does not match the ending balance of Other Funds in the third quarter report because Miscellaneous Capital Funds were inadvertently left off the previous report. Since a portion of Miscellaneous Capital Funds is being used for Recovery projects, they are reflected in this report. In the fourth quarter, $27 million was added to the capital budget from a variety of sources: $17 million in American Recovery and Reinvestment Act funds, close to $8 million in Sewerage & Water Board funds, and $2 million in Private Donations. Of these additions, all of the American Recovery and Reinvestment Act money was encumbered, and over $5 million of the Sewerage & Water Board funds was encumbered, resulting in the $22 million in encumbrances for Other Funds in the fourth quarter. City of New Orleans Recovery Project Delivery Unit Budget, Page 66

66 Recovery Project Delivery Unit Office of Community Development Quarterly Report Period: October 1, 2009 to December 31, 2009 Budget, Page 68

67 PDU D-CDBG Monitoring Unit The D-CDBG Monitoring Unit was created in October of 2009 to oversee the implementation of $411m in Disaster- Community Development Block Grant funds. The mission of the D-CDBG Monitoring Unit is to ensure and preserve the integrity of D-CDBG programs and projects by fostering transparency, enforcing accountability, and upholding the standards and federal compliance guidelines for the utilization of D-CDBG funds. January 31, 2 PDU D-CDBG status update Total Number of D CDBG Projects: 106 $410,720,016 (100%) Project Descriptions Submitted: 92 $389,520,942 (94.8%) Project Descriptions Approved: 85 $371,420,942 (90.4%) Project Applications Submitted: 80 $227,179,307 (82.1%) Project Applications Approved: 76 $328,326,044 (79.9%) Environmental Reviews Initiated: 85 Environmental Reviews Completed: 43 (50%) December 2007 first project submitted to the State March 2008 first project approved by State January 31, 3 Budget, Page 69

68 Focus - Next Reporting Period Goals: Establish and train staff for the new unit. Obtain funding and environmental clearance on all projects. Facilitate projects in a manner consistent with all Federal CDBG requirements. Outcomes: Increased efficiency Reduction in redundancy Improved knowledge and skills surrounding Federal CDBG regulations and compliance for all participants involved with spending federal resources January 31, 4 Organizational Chart January 31, 5 Budget, Page 70

69 Executive Summary During this reporting period, the D CDBG Monitoring Unit achieved the following: Accomplishments Created Unit and trained staff on CDGB compliance regulations covering several areas significant to D CDBG projects Finalized Environmental Review Clearances on the five major library projects (projects value, $13,500,000) Acquisition of 1101 Canal Street completed. The acquisition of the former Popeye s building will provide much needed additional space for the Saenger Theater project (projects value, $15,000,000) Cleared two HUD audits in which only finding has been rectified Awarded contracts to two bidders for the Interim Nuisance Abatement program (project value, $3,000,000) January 31, 6 Executive Summary During this reporting period, the D CDBG Monitoring Unit achieved the following: HUD Monitoring Visits HUD came for two monitoring visits during the 4 th Quarter. The first visit was the week of November 2 nd to monitor the City s implementation of the Long Term Community Recovery Program. The only finding was that the City s Procurement Policy (Executive Order 09 01) was out of compliance with federal procurement policy. This finding has since been resolved. The second visit was the week of December 7 th to monitor the City s sub recipient, NORA s, use of D CDBG funding. There were no findings during the visit, just a concern about communication between the City and NORA. January 31, 7 Budget, Page 71

70 Recovery Project Delivery Unit Office of Supplier Diversity Quarterly Report Period: October 1, 2009 to December 31, 2009 Front-end Participation Documentation The Office of Supplier Diversity has recently adopted the practice of requesting DBE participation documents within five (5) days of bid submittal. The direct result of this has been an overall increase of certified SLDBE participation of Recovery related construction projects January 31, 2 Budget, Page 72

71 Priority Focus 4th Qtr Achievements Increased Average DBE Participation by 6% 3 rd Quarter Average of DBE Sub Contracting Participation on a Construction Project; 19.58% 4 th Quarter Average of DBE Sub Contracting Participation on a Construction Project; 25.97% [ +32% ] Increased Number of Construction Projects achieving 35% Participation Goal 3 rd Quarter DBE 35% Participation Goal met; 0 of 8 4 th Quarter DBE 35% Participation Goal met; 6 of 10 [ 60% ] 4 th Quarter DBE >30% Participation Goal met; 2 of 4 [ 50% ] Increased Number of DBE Minority Firms on Construction Projects that DBE/Minority firms awarded as Prime Contractors 3 rd Quarter Number of Construction Project that DBE/Minority firms awarded as Prime Contractors ; 0 of 8 4 th Quarter Number of Construction Project that DBE/Minority firms awarded as Prime Contractors ; 2 of 10 [ 20% ] Armstrong Park Phase III, AME Disaster Services Inc.; $2,610,000 Louisville/Cantina Roadway Improvement, Command Construction; $4,819,265 January 31, 3 4th Quarter DBE Performance City of New Orleans Contracts with DBE Participation Construction Contracts (4th Quarter 2009) Contract Dollar Awarded DBE DBE Goal Dollar Total DBE Contract Description Amount Prime Contractor DBE Sub-Contractor Awarded DBE % Dollar Value Award Date DBE % Goal Value Participation Infinity Engineering Consultants, LLC 31.04% 188,870 Julien Engineering 4.39% 26,706 Municipal/Traffic Courts Renovation 608,496 Pascal Architects 35.43% 215,576 10/30/ % 212, ,576 J.Star Enterprise 18.47% 154,980 Three C's Properties 16.77% 140,712 St. Roch Ave. Roadway Improvement 839,170 Barriere Construction Co., LLC 35.24% 295,692 11/16/ % 293, ,692 Holy Cross Roadway Improvement 811,220 Barriere Construction Co., LLC Three C's Properties 35.42% 287,344 11/17/ % 283, ,344 Cole Construction Co., Inc % 500,000 Malone Electrical Services, Inc. 9.58% 250,000 Armstrong Park Phase III 2,610,000 AME Disaster Recovery Services, Strategic Planning Associates 6.25% 163,000 Inc % 913,000 11/24/ % 913, ,000 Column Repair at Civil District Court 125,000 The Lathan Company Waived 0.00% 0 11/25/ % 43,750 0 Construction and Roofing, LLC 30.29% 205,549 Metro Disposal Services, Inc. 0.44% 3,000 Latter Library Roof Replacement 678,615 CMR Construction and Roofing, LLC Blackhawk Security Services 0.24% 1, % 210,211 11/24/ % 237, ,211 Demolition of Templeman #1 and #2 505,857 Durr Heavy Construction Metro Disposal Services, Inc % 176,400 12/1/ % 177, ,400 Louisville/Catina Roadway Improvement 4,819,265 Command Construction Co., LLC Hebert's Trucking & Equipment 8.99% 433,350 12/8/ % 1,686, ,350 Ponchartrain Park Rehab of Facility 2,072,950 W.L. Wyman Construction Malone Electrical Services, Inc % 664,203 12/14/ % 725, ,203 Brechtel Park Rehabilitation 425,248 Organic Marketing, LLC Cooper Contracting Group 35.00% 148,837 12/29/ % 148, ,837 Total Constuction Contracts 12,048, % 3,129,037 4,510,564 3,129,037 Prime and Subcontracting $7,948,302 66% January 31, 4 Budget, Page 73

72 Recovery Board Members -CAO -DCAO -CFO -CA -DCA -D/IGA -D/PDU -D/DPW -D/OCD -D/CPA -D/C MWH Recovery Program Management Services Program Delivery Unit (PDU) Mayor C Ray Nagin, Chair Recovery Board M. Harrison Boyd Director PDU Cynthia S. Lear Oversight /Recovery Infrastructure Development Troy Body $411m D-CDBG Management & Monitoring Robert Springmann, TDC Project Oversight Anthony Trasatti, Hagerty Accounting & Financial Management Arlinda Westbrook One Stop Service Center Marty Altman, Shapiro Grant Monitoring & Management -Strategic Planning Unit -Community Development Services unit -Monitoring of sub-recipients - Project Prioritization - Project Monitoring & Evaluations - Technical Support - Construction IV & V - Service Delivery Coordinators: -Robert Springmann (CPA) -Rebecca Mann (OCD) -TBD (DPW) - Monitor/Allocation of Funding Utilization - Cost Benefit Analysis - Cost Allocation - Budgeting / Cash flow - Invoice Processing - (Law) Ireyan Clark - (Purchasing) Bryan Williams - (DBE) Alvin Porter - (Payment Facilitation) Kim DeLarge Jr - (Contract Mgmt) Clarence Francis - (Communications) Zarree Walker - (Grants) Stephanie Wexler - (Grants) Tracey Brocato - (Grants) Aaron Shapiro - (Project Specialist) Curtis Greenfield - (Project Specialist) Jim Tideman - (Project Specialist) Spencer Davis - (Coordinator) Joann Nash -Fiscal Monitoring unit (Hagerty) PDU Resources Group - (Executive Assistant) Rebecca Iverson - (Administrative) Travis Henry - (Reception) Pam Dorsey External OSSC Team -(Fiscal/HR) Mary Pettingill -(Purchasing) Andree Cohen -(Insurance) Fay Forvendel -(State) Phyllis Potlongo January 1st, Disaster-CDBG Disaster CDBG Financial Overview January 31, 8 Budget, Page 74

73 Overview & Observations Vendor Contracts increased by over $31.7M in the last 3 months of In the last quarter of 2009,Vendor Expenditures increased by over $4.2M. The city received just over $3.79M in reimbursements from the state during the 4 th quarter of The contract for Joe Brown Park has been revised to include all requirements for CDBG funds. The CEA between the city and NOBC has been extended to give NOBC the option to spend the remaining $26.5M for Reinventing the Crescent. The Environmental Clearance for Methodist Hospital has been approved. The 5 Library invoices have all been properly completed, reviewed & approved by the city departments, and submitted LA Solutions for further processing. Waiting on Grant Approval from the State concerning Program Management & Monitoring. NOTE Fourth Quarter Updates are as of December 23, January 31, Financial Budget And Expenditures $450,000, Total Invoice Amount Draw Request Received form State Total Budgeted $400,000, $350,000, Dollar Amount $300,000, $250,000, $200,000, $150,000, $100,000, $16,000, $14,000, $12,000, $10,000, $8,000, $6,000, $4,000, $2,000, $0.00 $50,000, See Insert $ /31/2007 January 31, 2/29/2008 4/30/2008 6/30/2008 8/31/ /31/ /31/2008 2/28/2009 4/30/2009 6/30/2009 8/31/ /31/ /31/2009 Dates 2/28/ 4/30/ 6/30/ 8/31/ 10/31/ 12/31/ 2/28/2011 4/30/2011 6/30/2011 8/31/ /31/ /31/2011 Budget, Page 75

74 DEPARTMENTAL BUDGET SUMMARY CITYWIDE Proposed PERSONAL SERVICES 302,150, ,522, ,560, ,664,720 OTHER OPERATING 267,484, ,423, ,613, ,608,793 DEBT SERVICE 27,343,922 48,668,307 46,169,767 46,169,767 RESERVES 19,521,203 40,250, GRANTS, CONTRIB. & FUND TRAN ,000,000 75,000,000 75,000,000 TOTAL EXPENDITURES $616,499,874 $1,157,864,853 $1,116,344,058 $895,443,280 GENERAL FUND 469,745, ,236, ,076, ,898,471 ENTERPRISE DOWNTOWN DEVELOPMENT DIST. 1,788 8,501,419 8,219,068 8,219,068 HOUSING AND URBAN DEVELOP. 17,255,643 65,913,755 70,284,073 56,712,607 SELF GENERATED 332, ,000 1,000,000 1,000,000 LIBRARY 6,068,547 6,849,529 8,068,405 10,367,711 LLE 2,947,162 4,084,213 2,320,990 2,320,990 FEDERAL GRANTS 104,946, ,859, ,961, ,878,490 STATE GRANTS 11,758, ,860, ,984, ,733,782 GRANTS, CONTRIB., & FUND TRAN ,000,000 75,000,000 75,000,000 N. O. REGIONAL BUSINESS PARK 0 275, , ,000 ECONOMIC DEVELOPMENT FUND 177,868 9,939,424 11,145,333 4,028,141 HOUSING IMPROVMENT FUND 3,265,740 3,569,548 4,009,020 4,009,020 TOTAL FUNDING $616,499,874 $1,157,864,853 $1,116,344,058 $895,443,280 Budget, Page 77

75 SUMMARY OF REVENUES Summary An objective of the City s budget is to determine how current spending plans will impact future budgets. A base forecast is developed using the present level of services provided by the City. Inflation rates are used to predict expenditure patterns. Revenues are projected by trend or by specific circumstances that are anticipated to occur during the forecast period. Revenues and expenditures are also adjusted for specific events or liabilities that will be incurred within the five-year forecast timeframe. Following the impact on the City of Hurricane Katrina, the City was forced to rely on Federal Community Disaster Loans (CDL) and on an increased use of Fund Balance. Following the exhaustion CDL and State Gulf Opportunity Zone (G.O. Zone) funds in 2009, the City will be fully self-sustaining in not requiring federal and state loan proceeds. This marks the first time since Hurricane Katrina that the City will rely fully on traditional funding sources. Methodology During the development of the Budget, the City developed a comprehensive multi-year revenue forecast for the General Fund. This forecast considered three key revenue projection factors: repopulation, economic growth, construction, and tourism, along with multiple minor factors. For each key factor, growth trends were determined and applied to each major revenue source where applicable to determine the long-range impact of the changes in the local economy. Current actual activity was used to determine the base. Sources used in developing these projections include national economic trends including inflation, growth rate in the real GDP, unemployment rates, and interest rates as reflected in T-bill rates. Additionally, individual revenue growth was refined using actual revenue growth since Hurricane Katrina in fall of 2005 as well as additional data as necessary. Revenue Assumptions Following 0.9 percent growth from 2008 to 2009, City revenues are anticipated to decline by 5.6 percent in. In, revenues are projected to fall by 3.0 percent as a result of the decline in Federal and State recovery funds. After, revenues are projected to grow at modest rates ranging from 1.1 percent in 2011 to 3.0 percent by Property taxes will increase above the average rate in response to the rebuilding efforts and repopulation. Sales taxes will increase slightly above the overall rate as a result of the expanding tourism industry, construction activity and repopulation. Franchise Fees and Utility Taxes as other revenue measures will expand as a result of the growing population and employment. Expenditure Assumptions Salaries & Wages Personnel expenditures are projected to increase by 1.0 percent per year to account for the normal level of longevity increases and internal promotions. Other Operating & Contractual Services Other operating expenses consist of supplies, fuel, utility expenditures, professional services etc. These expenditures are also expected to increase by 1.0 percent annually. These projections are admittedly low and will require constant managing of expenses by all City departments to achieve these projections. Debt Service The current forecast assumes no new debt issuance. Debt payments are based on current debt obligations. Repayment of Community Disaster Loans has not been incorporated into these projections. Forgiveness of CDL debt was authorized the President, but the implications of this authorization have not been fully described to date. In addition, the City has the right to request an extension for another five years, which would carry this obligation to 2015, putting it beyond the current forecast horizon. However, starting in 2012, this projection does include a $4.9 million per year repayment to the State for the $52.3 million General Obligation Zone debt reduction loan. Budget, Page 76

76 DESCRIPTION OF REVENUES - GENERAL FUND The following provides a brief description of the City s General Fund revenues with an overview of the assumptions used in preparing revenue projections. Descriptions of the major revenue sources and the assumptions used in their projections are provided below. General Fund Revenues (1) Sales Taxes Increased by 14.4 percent in 2009 Decreases by -6.9 percent in FY Revenue $146,612,151 % of GF Revenue 32.2% There are three types of sales taxes received by the City: General Sales Use Tax, Motor Vehicle Tax and Hotel/Motel Tax. For the General Sales Use Tax, the City receives an effective rate of 2.5 percent from all taxable retail sales: 5.0 percent is the local portion of the total sales tax - the City gets 2.5 percent, the School Board receives 1.5 percent and the Regional Transit Authority receives the remaining 1.0 percent. For the Motor Vehicle Tax, the City receives 2.5 percent of the retail value of motor vehicles purchased by residents of the City. This tax is collected whether the vehicle is purchased within or outside of City limits. The Hotel/Motel Tax is charged on all room stays within the City. There is a 3.0 percent levy on hotel/motel room sales of which the City retains 1.5 percent.

77 (2) Property Taxes Increased by 9.8 percent in 2009 Increases by 7.4 percent in FY Revenue $83,606,813 % of GF Revenue 18.4% The City s property tax revenue is made up of three components: Real Estate Tax, Personal Property Tax, and Interest and Penalties. The largest of these three is Real Estate Tax. The Real Estate and Personal Property Tax is based on the property assessments completed by the Board of Assessors and the tax rate set by City Council annually. In 2009, net assessments grew by approximately $129.7 million (4.5 percent) to $3.0 billion. The General Fund millage portion of the property tax was adopted at mills for unchanged from the current rate. (3) Charges for Service Increased by 19.2 percent in 2009 Increases by 18.2 percent in FY Revenue $62,171,036 % of GF Revenue 13.7% The City sets charges for a broad range of services in accordance with financial policy and local ordinances. Fees are charged for a variety of services to recover the costs of service and include health fees, parking meters, sanitation service charges, tax collection service, indirect costs, utility regulatory fees, towing and booting, and other charges. The largest of these is the sanitation service charges, which is anticipated to grow as repopulation takes place. There is also expected to be an increase in revenue from increased booting, towing, and brake tag enforcement. (4) Licenses and Permits Increased by 0.8 percent in 2009 Increases by 9.7 percent in FY Revenue $66,625,347 % of GF Revenue 14.6% Licenses and Permits assure proper oversight of professional service providers and as the monitoring of certain types of business establishments as well as motor vehicle standards. This category includes franchise fees collected on various utility, and telecommunications companies operating within the City. Increases in are due to expanded hours for parking meters and fee adjustments based on inflation and charges by comparable cities.

78 (5) Fines and Forfeitures Increased by 75.5 percent in 2009 Increases by 27.2 percent in FY Revenue $35,938,267 % of GF Revenue 7.9% Fines and forfeitures are primarily parking meter and traffic fines collected through enforcement of local ordinances. Included in revenue projections for in is revenue projected from the implementation of new red-light camera enforcement initiatives. (6) Utility Taxes Increased by 0.4 percent in 2009 Increases by 11.5 percent in Utility taxes are business privilege taxes charged to local utility companies as a percentage of gross receipts. Those utilities include Entergy and LP&L. FY Revenue $11,254,372 % of GF Revenue 2.5%

79 (7) Intergovernmental Revenues Decreased by percent in 2009 Decreases by percent in FY Revenue $9,618,418 % of GF Revenue 2.1% Intergovernmental revenues are provided to the City in the General Fund principally by the State. It includes the local portion of State revenue sharing, Parish transportation revenue and other intergovernmental revenue. (8) Interest Income Decreased by percent in 2009 Decreases by percent in FY Revenue $3,142,682 % of GF Revenue 0.7% Interest income is earned on the investment of funds not immediately required to meet cash disbursement obligations. The interest income projected in the General Fund reflects earnings on the idle cash balances in the operating budget as well as the capital budget.

80 (9) Non-Recurring Revenues Increased by 11.2 percent in 2009 Decreases by percent in FY Revenue $0 % of GF Revenue 0.0% Since being impacted by Hurricane Katrina, non-recurring Revenues have been comprised of three sources: Louisiana Gulf Opportunity Zone (G.O. Zone) revenues, the second phase of the Community Disaster Loan (CDL) Drawdown, and use of prior year fund balance. The GO Zone is the Core Disaster area that covers the portion of the Hurricane Katrina Disaster Area determined by the Federal Emergency Management Agency to be eligible for individual and/or public assistance from the federal government. Final GO Zone funds were exhausted in CDLs are funded through FEMA to help devastated areas maintain essential services as they work to recover from the Gulf Coast hurricanes. These loans are reimbursable. Final G.O. Zone funds were exhausted in Prior Year Fund Balance refers to the balance remaining in the General Fund after expenditures from the previous year have been subtracted from revenues. This Rainy Day Fund is used to provide revenue to the City in times of crisis, whether natural or man-made. Fund Balance was used in 2009 to compensate for unanticipated declines in revenue. No usage of Fund Balance is proposed in, in order to replenish the City s depleted Emergency Fund.

81 General Fund Revenues Audited Proposed Projected Source Sales Tax $150,723,481 $116,127,910 $124,137,028 $135,611,237 $137,580,626 $157,438,771 $146,612,151 $150,223,368 $151,005,276 $152,916,587 $161,952,796 Property Tax $80,102,671 $80,405,771 $68,497,110 $78,922,972 $70,933,796 $77,864,994 $83,606,813 $77,240,993 $91,406,090 $94,254,514 $97,102,038 License & Permits $64,190,481 $53,129,862 $55,472,359 $55,583,671 $60,241,234 $60,751,030 $66,625,347 $63,044,556 $64,206,008 $64,224,669 $67,028,494 Non-Recurring Revenues 1 $0 $61,396,116 $86,334,358 $58,368,071 $66,733,149 $43,727,209 $0 $0 $0 $0 $0 Charges for $52,122,048 $33,889,706 $32,048,988 $35,543,996 $44,119,451 $52,601,602 Services $62,171,036 $72,292,738 $76,134,841 $77,088,195 $78,213,268 Fines & Forfeitures $16,440,986 $12,705,811 $7,159,181 $11,699,962 $16,101,304 $28,260,700 $35,938,267 $40,662,302 $45,473,298 $50,249,757 $55,200,597 Gaming Revenues $16,487,042 $14,106,661 $193,264 $16,825,000 $16,825,000 $16,825,000 $16,825,000 $16,825,000 $16,825,000 $16,825,000 $16,825,000 Interest Income $3,451,803 $7,980,828 $12,933,171 $14,016,523 $8,384,904 $6,363,881 $3,142,682 $4,571,851 $3,972,946 $3,181,427 $3,423,750 Intergovernmental $14,958,773 $12,527,300 $8,590,764 $19,441,558 $20,125,112 $12,092,658 Revenues $9,618,418 $9,584,367 $9,558,165 $9,635,412 $9,712,881 Utility Taxes $10,817,870 $8,326,329 $7,053,144 $9,076,685 $10,058,791 $10,097,895 $11,254,372 $11,672,840 $11,936,043 $12,298,476 $13,194,797 Other Taxes $12,754,746 $7,825,914 $8,185,595 $9,716,485 $17,654,921 $10,279,575 $12,165,930 $10,295,392 $10,435,262 $10,565,597 $10,698,966 Other Revenues $57,162,730 $50,012,165 $16,248,350 $10,639,291 $500,328 $23,730,507 $6,938,455 $12,266,375 $12,737,598 $12,890,306 $13,279,677 Total $479,212,632 $458,434,375 $426,853,312 $455,445,451 $469,258,616 $500,033,821 $454,898,471 $468,679,782 $493,690,527 $504,129,940 $526,632,265 1 Includes Golf Outlet Zone Payments and Community Disaster Loan Funds

82 DESCRIPTION OF REVENUES - ALL FUNDS The following provides a brief description of the City s overall revenues with an overview of the assumptions used in preparing revenue projections. Projected Revenues All Funds Total: $895,443,280 All Funds Revenues Source General Fund $465,460,284 $431,566,589 $455,445,451 $484,789,273 $489,236,828 $454,898,471 Self-Generated $206,677 $612,500 $163,928 $332,363 $775,000 $1,000,000 Housing & Urban Development Funds $17,910,953 $0 $20,163,346 $17,255,643 $65,913,755 $56,712,607 Library Funds $8,506,831 $0 $4,456,042 $6,950,364 $6,849,529 $10,367,711 Local Law Enforcement Grants $917,586 $1,774,768 $7,007,228 $2,947,162 $4,084,213 $2,320,990 Federal Grants $114,440,404 $65,669,222 $76,691,430 $104,946,752 $142,859,185 $159,878,490 State Grants $10,220,869 $18,752,975 $9,374,512 $11,758,350 $325,860,951 $118,733,782 Grants, Contributions, & Fund Transfers $0 $0 $0 $0 $97,012,575 $75,000,000 Special Revenues $2,179,177 $0 $1,484,569 $3,445,396 $22,285,391 $16,531,229 Total $619,842,781 $518,376,054 $574,786,506 $632,425,303 $1,154,877,427 $895,443,280 (1) General Fund Increased by 14.4 percent in 2009 Decreases by -7.0 percent in General Fund: The General Fund is the general operating fund of the City. It is used to account for all financial resources except for those required to be accounted for in other funds. FY Revenue $454,898,471 % of Total Revenue 50.8% (2) Self-Generated Fund Increased by percent in 2009 Increases by 29.0 percent in Self-Generated Fund: Also known as Asset Seizure, these funds are used to account for property confiscated from drug dealers by the Police Department to be used for crime fighting measures. FY Revenue $1,000,000 % of Total Revenue 0.1%

83 (3) HUD Fund Increased by percent in 2009 Increases by percent in FY Revenue $56,712,607 % of Total Revenue 6.3% HUD Fund: This special revenue fund accounts for funding from the US Department of Housing & Urban Development (HUD). Some of the major initiatives are Community Development Block Grants (CDBG), HOME Investment Partnership Act Program (HOME), Emergency Shelter Grant (ESG) Program, and Housing Opportunities for Persons with HIV/AIDS (HOPWA). (4) Library Fund Decreased by -1.5 percent in 2009 Increases by 51.4 percent in FY Revenue $10,367,711 % of Total Revenue 1.2% Library Fund: Funds from a special ad valorem tax levied on all property, real, personal, and mixed, subject to taxation within the limits of the City of New Orleans, for the operation of all the City s public libraries. (5) Local Law Enforcement Grant Fund Increased by 38.6 percent in 2009 Decreases by percent in Local Law Enforcement (LLE) Grants Fund: Used to account for Local Law Enforcement grants. FY Revenue $2,320,990 % of Total Revenue 0.3% (6) Federal Grants Fund Increased by 36.1 percent in 2009 Increases by 11.9 percent in Federal Grants Fund: Used to account for federal grants received directly from Federal agencies or passed through other governmental agencies. FY Revenue $159,878,490 % of Total Revenue 17.9% (7) State Grants Fund Increased by 2,671.3 percent in 2009 Decreases by percent in State Grants Fund: Used to account for state grants received directly from state agencies or passed through other governmental agencies. FY Revenue $118,733,782 % of Total Revenue 13.3% (8) Grants Contributions, & Transfers Fund FY Revenue $75,000,000 % of Total Revenue 8.4% Grants, Contributions, & Transfers Fund: This fund is a clearing account to allow resources from all funding sources to be appropriated and used by all operating budget agencies throughout the City. (9) Downtown Development District Fund Increased by 475,370.9 percent in 2009 Decreases by -3.3 percent in FY Revenue $8,219,068 % of Total Revenue 0.9% Downtown Development District Fund: From a special ad valorem tax levied upon all real property situated within the boundaries of the Downtown Development District of the City to provide (and continue) additional public improvements, facilities, and services in the District, including, but limited to, special public safety services, supplemental sanitation services, street improvements, and promotional activities.

84 (10) Regional Business Park Fund Increased by 100 percent in 2009 Increases by 0.0 percent in FY Revenue $275,000 % of Total Revenue 0.03% Regional Business Park Fund: From a special ad valorem tax levied upon all real property situated within the boundaries of the New Orleans Regional Business Park, except property occupied in whole or part as a residence, for the purpose and benefit of the Park, including, but not limited to, road construction, sewerage, drainage, water supply systems and infrastructure improvements. (11) Economic Development Fund Increased by 5,488.1 percent in 2009 Increases by 12.1 percent in Economic Development Fund: Established in 1992, dedicates 1.25 mills of property tax, for a period of thirty years, to fund economic development initiatives. FY Revenue $4,028,141 % of Total Revenue 0.4% (12) Housing Trust Fund Increased by 9.3 percent in 2009 Increases by 12.3 percent in FY Revenue $4,009,020 % of Total Revenue 0.4% Housing Trust Fund: Established in 1992, dedicates 1.25 mills of property tax, for a period of thirty years, to fund a comprehensive neighborhood housing improvement program and alleviate urban blight. It is used to account for funds allocated to programs which repair and renovate housing in low income areas.

85 MILLAGE RATES & SPECIAL TAX DISTRICTS City Millages Millage Rate Description General Municipal Purposes 25.5 Interest and redemption of City bonds Special tax for construction and operation of drainage system 4.66 Special tax dedicated to maintenance of double platoon system in the Fire Department and triple platoon system in the Police Department; increase in pay of the officers and men in the Police and Fire Departments 0.32 Special tax for establishing and maintaining a zoological garden in Audubon Park 2.99 Aquarium 3.14 Public Library 3.98 Special tax for support of Police protection services 3.94 Special tax for support of Fire protection services 0.91 Special tax to fund the Neighborhood Housing Improvement Fund 0.91 Special tax to fund the New Orleans Economic Development Fund 1.09 Special Tax paying for the operations and improvements by the Parkway and Parks Commission 1.09 Special Tax paying for the operations and improvements by the New Orleans Recreation Department 1.38 Special Tax for Street and Traffic Control Device Maintenance 1.82 Capital Improvements and Infrastructure Trust Fund 0.87 City Services 2.9 Orleans Law Enforcement District Constitutional tax for operating and maintaining a separate system of public schools Total Mills Citywide Special Millages Millage Rate Description Constitutional tax for construction and maintenance of levees by Orleans Parish Levee Board Special tax for providing additional public facilities in Downtown Development District Special tax for benefit of New Orleans Regional Business Park Special tax on all taxable real property within the Garden District s Security District 7.8 Tax on taxable property within the Touro Bouligny Security District except parcels qualifying for Special Assessment Level Special Fees Fee Description $ Fee levied on all improved parcels situated within the Lakeview Crime Prevention District $200 Fee levied on all taxable real property within the Spring Lake Subdivision Improvement District $250 Fee levied on all taxable real property within Lake Carmel Subdivision Improvement District $475 Fee levied on all taxable real property within the Audubon Areas Security District $300 Fee levied on all improved parcels within the Lake Terrace Crime Prevention District $700 Fee levied on each improved parcel with three (3) or more family units within the Lake Terrace Crime Prevention District $385 Fee levied on all taxable real property within the Lake Forest Estates Improvement District $175 Fee levied on all taxable real property within the Huntington Park Subdivision Improvement District $485 Fee levied on all parcels within the Upper Hurstville Security District $450 Fee levied on all parcels within the Lakewood Crime Prevention and Improvement District $360 Fee levied on all parcels of land within the Lakeshore Crime Prevention District $200 Fee levied on all parcels within the Kenilworth Improvement District $350 Fee levied on all taxable real property within the Lake Oaks Subdivision Improvement District $440 Fee levied on each improved parcel of land within the Twinbrook Security District except parcels qualifying for Special Assessment Level

86 $240 Fee levied on all taxable real property within the Kingswood Subdivision Improvement District $455 Fee levied on each improved parcel of land within the Hurstville Security and Neighborhood Improvement District $185 Fee levied on each parcel of land within the Tamaron Subdivision Improvement District $250 Fee levied on each parcel of land within the McKendall Estates Neighborhood Improvement District $250 Fee levied on each improved parcel of land within the Lake Bullard Neighborhood Improvement District $500 Fee levied on each parcel of land in the Upper Audubon Security District $200 Fee levied on each improved residential parcel of land within the Mid-City Security District $300 Fee levied on each improved commercial parcel of land within the Mid-City Security District $500 Fee levied on each parcel of land in the Audubon Area Security District

87 FUND BALANCE A Fund Balance describes the balance remaining in a fund after expenditures have been subtracted from revenues. In order to account for contingencies and emergencies, the City s financial policies require that there be an unreserved fund balance in the General Fund equal to or greater than ten percent of estimated expenditures for the fiscal year. These funds serve not only to protect the City against any unforeseen emergency, including hurricanes, as well as sending a signal to national financial markets that the City is practicing sound financial practices practices that can lead to an improved bond rating and better interest rates when borrowing to improve our infrastructure. In 2009, the City projects to spend approximately $30.6 million dollars of the projected $35.8 million in fund balance from the end of 2008 to compensate for declining revenues and unanticipated expenditures. The current plan anticipates a gradual build up to meet the Financial Policy goal of a fund balance with 10 percent of General Fund expenditures. A larger fund balance better prepares the City for any emergencies.

88 CITY OF NEW ORLEANS FIVE YEAR GENERAL FUND BUDGET PLAN 2007 (Audited) 2008 Audited 2009 Revised 2011 Projected 2012 Projected 2013 Projected 2014 Projected Revenues Recurring Revenues $385,403,420 $406,453,368 $421,949,273 $454,898,471 $468,679,782 $493,690,527 $504,129,940 $526,632,265 Use of CDL Loan $32,748,404 $34,372,730 $35,268,866 $0 $0 $0 $0 $0 Use of G.O. Zone Payment $21,345,239 $12,344,538 $8,458,343 $0 $0 $0 $0 $0 Use of Prior Year Fund Balance $37,022,832 $28,665,227 $30,604,321 $0 $0 $0 $0 $0 Use of Other Financing Source $0 $29,319,847 $0 $0 $0 $0 $0 $0 Total Revenues $476,519,894 $511,155,710 $496,280,803 $454,898,471 $468,679,782 $493,690,527 $504,129,940 $526,632,265 Expenditures Expenditures $416,437,750 $463,366,265 $447,612,497 $411,911,439 $427,505,034 $436,811,586 $440,582,336 $444,321,237 Debt Services $43,164,156 $47,789,445 $48,668,307 $42,987,032 $41,084,702 $45,089,862 $41,484,629 $40,954,130 Total Expenditures $459,601,906 $511,155,710 $496,280,803 $454,898,471 $468,589,736 $481,901,448 $482,066,965 $485,275,367 Surplus/ (Deficit) $16,917,989 $0 $0 $7,177,720 $90,046 $11,789,079 $22,062,975 $41,356,898 Use of Fund Balance Beginning of Year $50,761,730 $70,223,348 $41,558,121 $10,953,800 $18,131,520 $11,023,603 $22,788,566 $44,826,684 Prior Year adjustment $117,062 $0 $0 $0 $0 $0 $0 $0 End of Year $67,796,781 $41,558,121 $10,953,800 $18,131,520 $18,221,566 $30,010,645 $52,073,620 $93,430,518 Distribution of Fund Balance: Designations $31,131,372 $5,757,822 $5,757,822 $5,757,822 $5,757,822 $5,757,822 $5,757,822 $5,757,822 Undesignated for Emergencies $32,500,000 $35,800,299 $5,195,978 $12,373,698 $12,463,744 $24,252,823 $46,315,798 $87,672,696 Undesignated/Unreserved $4,165,409 $0 $0 $0 $0 $0 $0 $0 Total Emergency Reserves 8.0% 7.0% 1.0% 2.72% 2.66% 5.03% 9.61% 18.07% GFOA Recommendation 15.0% 15.0% 15.0% 15.0% 15.0% 15.0% 15.0% 15.0% Long Term Projections of Revenues ($$ millions) Budget, Page 90

89 GENERAL FUND STATEMENT OF REVENUES Discretionary and Other Financing Sources Proposed Source PROPERTY TAXES REAL / PERSONAL PROPERTY CURRENT $29,461,654 $31,091,650 $24,254,517 $27,072,422 $25,572,984 $26,606,233 $26,606,233 REAL / PERSONAL PROPERTY CITY SERVICES $300 $0 $0 $0 $2,050,553 $2,133,403 $2,133,403 PRIOR YEAR PROPERTY $0 $0 $2,756,802 $0 $2,311,963 $7,404,038 $7,404,038 POLICE / FIRE DEDICATED MILLS $38,157,461 $27,733,069 $29,577,769 $30,768,573 $33,538,727 $34,958,790 $34,958,790 NORD DEDICATED 1.5 MILLS $2,917,576 $1,784,093 $2,805,938 $2,195,029 $2,569,084 $2,672,885 $2,672,885 PARKWAY DEDICATED 1.5 MILLS $2,917,576 $1,780,406 $2,805,938 $2,195,029 $2,569,084 $2,672,885 $2,672,885 STREETS DEDICATED 1.9 MILLS $3,696,599 $2,251,454 $3,583,339 $2,779,140 $3,252,600 $3,384,018 $3,384,018 INTEREST & PENALTIES $5,947,292 $3,856,437 $13,138,669 $5,923,603 $6,000,000 $6,152,281 $3,774,561 PROPERTY TAX SUB TOTAL $83,098,458 $68,497,110 $78,922,972 $70,933,796 $77,864,994 $85,984,533 $83,606,813 Other Taxes SALES TAX $116,127,910 $124,137,028 $135,611,237 $137,580,626 $157,438,771 $148,612,151 $146,612,151 BEER & WINE TAX $432,449 $229,488 $596,786 $329,036 $400,000 $450,000 $450,000 PARKING TAX $2,175,086 $2,309,159 $2,325,756 $2,490,377 $2,499,575 $3,511,378 $3,511,378 DOCUMENT. TRANSACTION TAX $4,682,996 $4,606,512 $6,233,783 $5,852,978 $5,100,000 $4,000,000 $4,000,000 CHAIN STORE TAX $211,126 $92,404 $114,211 $194,332 $100,000 $100,000 $100,000 AMUSEMENT TAX $435 $24,955 $0 $0 $0 $0 $0 OFF TRACK BETTING/RACING TAX $323,134 $78,633 $445,949 $402,274 $500,000 $450,000 $450,000 UTILITY TAX $8,326,329 $7,053,144 $9,076,685 $10,058,791 $10,097,895 $11,254,372 $11,254,372 FAIRGROUND SLOT MACHINE 4% TAX $0 $0 $0 $999,739 $1,680,000 $1,654,552 $1,654,552 SUB TOTAL OTHER TAXES $132,279,465 $138,531,322 $154,404,407 $157,908,152 $177,816,241 $170,032,453 $168,032,453 TOTAL TAXES $215,377,924 $207,028,432 $233,327,379 $228,841,947 $255,681,235 $256,016,986 $251,639,266 Budget, Page 91

90 Proposed Source LICENSES & PERMITS ALCOHOLIC BEVERAGE $1,288,971 $1,315,035 $1,280,630 $1,410,135 $1,390,000 $1,533,363 $1,533,363 CABLE TV FRANCHISE $2,744,253 $1,778,518 $2,369,872 $2,790,658 $2,500,000 $3,425,677 $3,425,677 ENTERGY FRANCHISE $24,051,802 $26,512,703 $28,665,997 $32,687,519 $33,237,400 $35,165,426 $35,165,426 TELEPHONE FRANCHISE $5,869,457 $6,289,813 $744,095 $911,754 $2,266,000 $2,750,845 $2,750,845 MISCELLANEOUS FRANCHISE $0 $0 $545,311 $0 $550,000 $170,000 $170,000 OCCUPATIONAL LICENSES $9,663,115 $7,113,948 $5,996,938 $8,590,697 $7,959,246 $9,816,817 $9,816,817 SAFETY/ELECTRIC/MECHANICAL $2,055,544 $3,310,700 $4,818,516 $4,333,474 $4,050,200 $3,689,562 $3,689,562 TAXI/TOUR GUIDE LICENSES $511,595 $439,299 $504,406 $538,998 $542,500 $539,750 $539,750 BUILDING PERMITS $3,915,220 $6,315,508 $8,561,730 $6,636,958 $5,350,000 $4,691,379 $4,691,379 MOTOR VEHICLE PERMITS $2,068,548 $1,540,041 $1,692,670 $1,674,710 $1,957,934 $3,922,998 $3,922,998 STREETS & CURBS $511,648 $482,766 $192,641 $237,467 $462,800 $263,358 $263,358 MAYORALTY PERMITS $198,718 $203,180 $117,641 $198,485 $181,000 $200,000 $200,000 OTHER $346,992 $170,850 $93,224 $230,379 $303,950 $456,172 $456,172 TOTAL LICENSES & PERMITS $53,225,862 $55,472,359 $55,583,671 $60,241,234 $60,751,030 $66,625,347 $66,625,347 INTERGOVERNMENTAL REVENUE FEDERAL AID - MEDICARE/OTHER $32,013 $211 $0 $0 $96,000 $13,500 $13,500 STATE AID - VIDEO POKER $5,384,189 $2,700,260 $3,742,846 $0 $3,182,500 $3,335,502 $3,335,502 STATE DEPT. OF CORRECTIONS $221,474 $0 $81,387 $0 $120,000 $120,000 $120,000 STATE AID - MEDICAID $579,814 $404,874 $121,658 $283,644 $330,000 $410,000 $410,000 STATE REVENUE SHARING $2,187,187 $1,662,020 $3,628,857 $885,795 $2,245,345 $491,913 $491,913 STATE AID OTHER $190,943 $22,532 $6,751,743 $14,070,752 $61,310 $390,000 $390,000 PARISH TRANSP FUND: ROADS $2,056,552 $2,206,303 $2,284,096 $2,540,498 $2,507,503 $2,507,503 $2,507,503 PARISH TRANSP FUND: TRANSIT $1,992,355 $1,594,564 $1,636,883 $2,044,654 $1,850,000 $1,850,000 $1,850,000 TOBACCO TAX $0 $0 $698,921 $1,000,000 $0 $0 ORLEANS PARISH COMMUNICATION DIST. $0 $0 $495,167 $299,770 $700,000 $500,000 $500,000 TOTAL INTERGOVERNMENTAL REVENUE $12,644,527 $8,590,764 $19,441,558 $20,125,112 $12,092,658 $9,618,418 $9,618,418 Budget, Page 92

91 Proposed Source SERVICE CHARGES GENERAL GOVERNMENT $5,952,754 $9,149,256 $10,182,715 $10,704,860 $17,840,584 $17,361,054 $17,561,054 PUBLIC SAFETY $7,734,845 $6,961,618 $7,544,814 $9,807,265 $9,559,065 $14,221,121 $14,221,121 STREETS PARKING METERS $2,045,601 $1,034,762 $3,013,825 $2,969,141 $3,110,162 $6,329,391 $8,329,391 STREETS OTHER $921,542 $1,067,192 $1,452,871 $1,434,300 $1,852,600 $1,602,220 $1,602,220 SANITATION $17,351,080 $11,745,610 $10,168,989 $16,669,937 $17,007,946 $23,052,750 $15,712,750 PARKS AND PARKWAYS $233,633 $294,351 $321,385 $307,083 $206,245 $100,000 $100,000 INDIRECT COSTS $2,111,246 $1,772,379 $2,822,222 $2,185,010 $3,000,000 $4,600,000 $4,600,000 OTHER $17,038 $23,820 $37,175 $41,855 $25,000 $44,500 $44,500 TOTAL SERVICE CHARGES $36,367,740 $32,048,988 $35,543,996 $44,119,451 $52,601,602 $67,311,036 $62,171,036 FINES & FORFEITS TRAFFIC FINES & VIOLATIONS $12,384,947 $7,102,671 $3,471,018 $12,554,531 $4,600,000 $9,974,700 $9,974,700 RED SIGNAL LIGHT/ CAMERA ENFORCEMENT $0 $0 $3,467,782 $9,000,000 $14,343,567 $14,343,567 PARKING TICKET COLLECTIONS $0 $0 $8,168,963 $0 $13,100,000 $11,000,000 $11,000,000 ADMIN. ADJUDICATON FEES $16,861 $0 $1,851 $19,626 $100,000 $100,000 $100,000 MUNICIPAL COURT FINES & COSTS $44,190 $56,510 $0 $0 $1,270,700 $0 $0 IMPOUNDED/ABANDONED VEHICLE $0 $0 $58,130 $59,365 $65,000 $70,000 $70,000 HEALTH CODE VIOLATIONS $0 $0 $0 $125,000 $450,000 $450,000 TOTAL FINES & FORFEITS $12,445,997 $7,159,181 $11,699,962 $16,101,304 $28,260,700 $35,938,267 $35,938,267 MISCELLANEOUS REVENUE INTEREST - OPERATING & CAPITAL $7,980,828 $12,933,171 $14,016,523 $8,384,904 $6,363,881 $3,142,682 $3,142,682 RENTS & ROYALTIES $727,151 $746,582 $1,025,073 $810,463 $1,109,987 $1,260,080 $1,260,080 CONTRIBUTIONS & OTHER $2,862,104 $2,314,163 $5,531,922 $5,162,342 $4,577,725 $4,192,875 $4,192,875 RIVERBOAT GAMING FEE $2,106,661 $193,264 $0 $0 $0 $0 $0 FEMA ADMIN FEES $0 $0 $36,972 $0 $300,000 $0 $0 MISCELLANEOUS REIMBURSEMENT $7,841,874 $6,059,210 $7,370,324 $4,389,417 $6,013,878 $3,195,500 $3,195,500 TOTAL MISC. REVENUE $21,518,619 $22,246,391 $27,980,814 $18,747,126 $18,365,471 $11,791,137 $11,791,137 Budget, Page 93

92 Proposed Source OTHER FINANCING SOURCES UDAG/HUD 108 LOAN $0 $0 $1,400,000 $0 $1,950,000 $550,000 $550,000 TRANSFER FROM OTHER FUNDS $27,375,373 $12,700,000 $12,100,000 $13,937,537 $18,515,000 $14,225,000 $16,565,000 OTHER ADJUSTMENTS $25,108,127 $0 $0 $0 $0 $0 $0 GULF OUTLET ZONE PAYMENT $0 $10,120,474 $21,345,239 $12,437,642 $8,458,343 $0 $0 FEMA LOAN $61,396,116 $76,200,000 $0 $0 $30,329,117 $0 $0 FUND BALANCE $0 $0 $37,022,832 $70,237,920 $2,231,672 $0 $0 TOTAL OTHER FINANCING $113,879,616 $99,020,474 $71,868,071 $96,613,099 $61,484,132 $14,775,000 $17,115,000 TOTAL GENERAL FUND $465,460,284 $431,566,589 $455,445,451 $484,789,273 $489,236,828 $462,076,191 $454,898,471 OTHER DISCRETIONARY FUNDS* Proposed Source SELF-GENERATED, FUND 373 (CONTRIBUTIONS & OTHER MISCELLANEOUS) $206,677 $612,500 $163,928 $332,363 $775,000 $1,000,000 $1,000,000 TOTAL DISCRETIONARY REVENUE $465,666,961 $432,179,089 $455,609,379 $485,121,636 $490,011,828 $463,076,191 $455,898,471 *GENERAL FUND & SELF-GENERATED - FUND 001 & 373 Budget, Page 94

93 OTHER FUNDS Source Proposed HOUSING AND URBAN DEVELOPMENT - FUND HUD $17,910,953 $0 $20,163,346 $17,255,643 $65,913,755 $70,284,073 $56,712,607 LIBRARY FUNDS - FUND 691 DEDICATED PROPERTY TAXES $8,385,108 $0 $4,456,042 $6,827,464 $6,849,529 $8,068,405 $10,367,711 TOTAL FINES & FEES $121,723 $0 $0 $122,900 $0 $0 $0 TOTAL LIBRARY FUNDS $8,506,831 $0 $4,456,042 $6,950,364 $6,849,529 $8,068,405 $10,367,711 LOCAL LAW ENFORCEMENT GRANTS - FUND LLE $917,586 $1,774,768 $7,007,228 $2,947,162 $4,084,213 $2,320,990 $2,320,990 FEDERAL GRANTS - FUND EPA, FDA, FDH,FDJ,FEG,FEM, FHS, FJA,UDG HEALTH $8,404,065 $13,545,782 $13,392,436 $10,735,024 $15,895,937 $16,867,068 $16,867,068 OTHER $106,036,339 $52,123,440 $63,298,994 $94,211,728 $126,963,248 $141,094,586 $143,011,422 TOTAL FEDERAL GRANTS $114,440,404 $65,669,222 $76,691,430 $104,946,752 $142,859,185 $157,961,654 $159,878,490 STATE GRANTS - FUND DNR, DOL, LDH, LMD, LPS, LSS HEALTH & HUMAN RESOURCES $2,630,759 $4,179,423 $3,361,488 $1,803,820 $3,402,664 $5,084,477 $5,084,477 STATE AID DEPARTMENT OF PUBLIC SAFETY $17,136 $75,000 $568,270 $33,529 $120,000 $820,000 $820,000 STATE DEPARTMENT OF LABOR $6,996,492 $12,963,577 $4,742,179 $7,613,207 $8,894,868 $13,602,095 $13,458,208 RENTAL REHABILITATION $192,994 $0 $112,445 $215,045 $516,672 $548,018 $548,018 STATE AID (OTHER) $383,488 $1,534,975 $590,130 $2,092,749 $312,926,747 $295,929,734 $98,823,079 TOTAL STATE GRANTS $10,220,869 $18,752,975 $9,374,512 $11,758,350 $325,860,951 $315,984,324 $118,733,782 GRANTS, CONTRIBUTIONS, & FUND TRANSFERS $0 $0 $0 $0 $97,012,575 $75,000,000 $75,000,000 TOTAL OTHER FUNDS $151,996,643 $86,196,965 $117,692,558 $143,858,271 $642,580,208 $629,619,446 $423,013,580 TOTAL REVENUES AND OTHER FINANCING SOURCES, GENERAL FUND $617,663,604 $518,376,054 $573,301,937 $628,979,907 $1,132,592,036 $1,092,695,637 $878,912,051 SPECIAL REVENUE FUND Source Proposed DOWNTOWN DEVELOPMENT DISTRICT - FUND 692 $1,843,841 $0 $0 $1,788 $8,501,419 $8,219,068 $8,219,068 N.O. REGIONAL BUSINESS PARK - FUND 623 $327,086 $0 $0 $0 $275,000 $275,000 $275,000 ECONOMIC DEVELOPMENT FUND - FUND 139 $8,250 $0 $300,724 $177,868 $9,939,424 $11,145,333 $4,028,141 HOUSING TRUST FUND - FUND 138 $0 $0 $1,183,845 $3,265,740 $3,569,548 $4,009,020 $4,009,020 SPECIAL REVENUE FUND TOTAL $2,179,177 $0 $1,484,569 $3,445,396 $22,285,391 $23,648,421 $16,531,229 CONSOLIDATED TOTAL, ALL FUNDS $619,842,781 $518,376,054 $574,786,506 $632,425,303 $1,154,877,427 $1,116,344,058 $895,443,280 Budget, Page 95

94 STATEMENT OF EXPENDITURES All Funds Department Proposed Variance 2009A - A Council $6,400,808 $5,966,787 $7,672,232 $6,240,167 $15,464,012 $14,642,931 $14,642,931 (5.3%) Mayor $17,225,336 $27,315,427 $33,700,464 $26,276,494 $433,928,080 $421,749,841 $223,344,951 (48.5%) CAO $42,307,726 $45,911,533 $54,086,413 $82,282,615 $56,883,936 $54,384,398 $45,004,779 (20.9%) Law $19,494,127 $6,529,773 $9,352,959 $10,122,551 $12,979,425 $11,026,999 $10,026,999 (22.7%) Fire $57,733,424 $46,527,094 $62,463,096 $66,573,738 $54,527,061 $72,902,209 $73,562, % Safety & Permits $3,997,930 $5,345,698 $5,036,387 $5,101,982 $6,789,265 $4,910,527 $4,845,606 (28.6%) Police $149,489,650 $99,795,074 $126,173,256 $134,970,675 $129,586,401 $118,251,186 $117,852,205 (9.1%) Sanitation $25,072,602 $19,036,217 $33,128,910 $47,727,202 $43,085,488 $37,956,502 $37,587,475 (12.8%) Health $15,149,855 $11,920,883 $15,996,312 $15,912,768 $19,703,900 $20,956,724 $20,781, % Human Services $2,002,615 $869,556 $1,321,347 $1,830,295 $2,392,642 $3,373,088 $3,373, % Finance $46,189,413 $35,129,349 $50,532,169 $54,962,915 $59,005,647 $55,361,968 $54,983,699 (6.8%) Property Management $8,786,639 $5,693,620 $11,943,061 $9,412,005 $9,160,080 $8,328,797 $8,052,855 (12.1%) Civil Service $1,721,772 $1,020,584 $1,245,031 $1,434,045 $1,646,264 $1,496,231 $1,482,984 (9.9%) Public Works $14,126,542 $31,602,277 $18,998,354 $21,147,827 $27,085,305 $19,894,615 $25,344,615 (6.4%) Recreation $5,253,790 $923,632 $1,769,755 $3,199,459 $5,348,439 $4,975,779 $5,275,779 (1.4%) Parks & Parkways $6,251,796 $3,827,744 $5,029,030 $6,702,502 $6,392,264 $6,159,323 $5,969,740 (6.6%) Library $6,005,815 $2,451,054 $4,589,549 $6,362,509 $7,281,892 $8,068,405 $10,367, % HDLC $342,368 $246,600 $459,422 $606,704 $695,444 $662,451 $658,326 (5.3%) VCC $343,982 $138,370 $235,784 $336,927 $419,612 $326,537 $325,664 (22.4%) Alcoholic Beverage Ctrl. Bd. $50 $50 $1,295 $1,401 $1,455 $1,310 $1,179 (19.0%) City Planning Commission $1,312,450 $877,483 $985,250 $1,149,491 $1,429,090 $1,147,250 $1,342,012 (6.1%) Mosquito Control Bd. $2,274,721 $2,581,215 $3,188,383 $2,464,933 $3,765,488 $2,844,186 $2,929,186 (22.2%) Museum of Art $164,483 $104,360 $104,361 $252,090 $242,500 $218,250 $196,425 (19.0%) Miscellaneous $6,349,748 $32,851,980 $17,073,110 $22,553,319 $10,027,907 $7,169,167 $11,927, % General Services $0 $0 $56,593 $1,680,518 $3,600,670 $3,439,773 $3,090,668 (14.2%) Neighborhood 1 $9,323,819 $5,377,429 $19,755,382 $33,872,205 $79,045,672 $93,318,480 $76,172,287 (3.6%) Neighborhood Housing Improvement Fund $1,592,742 ($86,126) $0 $0 $3,521,649 $3,546,866 $3,546, % Workforce Investment Act $4,990,961 $7,025,605 $4,606,461 $7,523,533 $8,697,784 $13,542,785 $13,473, % Economic Development Fund $3,462,083 $4,211 $1,369,715 $3,334,870 $9,939,424 $11,145,333 $4,028,141 (59.5%) Intergovernmental $0 $0 $0 $0 $100,000,000 $75,000,000 $75,000,000 (25.0%) Budget, Page 96

95 Department Proposed Variance 2009A - A District Attorney $2,589,010 $2,415,131 $3,096,130 $3,616,131 $5,766,132 $5,189,519 $5,589,519 (3.1%) Coroner's Office $1,614,332 $1,286,825 $1,730,853 $1,876,362 $1,611,763 $1,505,100 $1,434,444 (11.0%) Juvenile Court $1,900,118 $1,314,577 $1,699,725 $2,919,119 $3,601,035 $3,236,427 $3,114,851 (13.5%) First City Court $0 $0 $0 $0 $6,000 $5,400 $5,400 (10.0%) Civil Court $0 $0 $0 $0 $14,400 $12,960 $12,960 (10.0%) Municipal Court $285,566 $969,330 $1,051,412 $1,121,520 $1,885,435 $1,763,882 $1,625,800 (13.8%) Traffic Court $1,000,039 $886,405 $913,725 $925,238 $970,035 $940,706 $940,706 (3.0%) Criminal District Court $1,770,186 $1,177,199 $1,982,149 $2,634,662 $2,844,662 $2,560,196 $3,060, % Criminal Sheriff $29,807,567 $36,527,942 $24,020,922 $25,327,988 $22,766,556 $20,489,901 $20,489,901 (10.0%) Clerk of Criminal District Court $2,463,463 $2,097,860 $3,556,181 $3,455,910 $5,216,147 $3,339,373 $3,329,595 (36.2%) Registrar of Voters $261,588 $249,892 $313,957 $361,410 $372,100 $334,891 $484, % Judicial Retirement $145,148 $162,197 $154,605 $225,783 $163,792 $163,792 $163, % Total $499,204,264 $446,074,837 $529,393,740 $616,499,863 $1,157,864,853 $1,116,344,058 $895,443, % Budget, Page 97

96 CITYWIDE WORK YEARS Proposed Department / Program Council Councilmembers' Offices Clerk of Council Council Research Council Fiscal Office Utility Regulatory/Energy Department Total Mayor Office of the Mayor Recovery Office Human Relations Comm Executive Office Admin Intergov. Relations Legislative Coordination State Relations Communications Commissioner of Crim Justice Office of Homeland Security Executive Office /Economic Dev Urban Development Policy Planning City Business Center Economic Development Special Events Environmental Affairs Small and Emerging Business Dev HIV/AIDS Monitoring Human Resources Policy and Plan Public Advocacy Mayoral Fellows Housing and Community Affairs State and Federal Programs BRAC Community Base Reuse Plan Budget, Page 98

97 Department / Program Proposed Business Service Rep Ryan White Admin - GF Ryan White Admin Ryan White Quality Mgt Ryan White Title II Health Start Initiative Solar America City Project Delivery Unit Pre-disaster Mitigation Federal Homeland Security Violence Against Women Exec. Office/Econ. Dev Public /Urban Development Business Services/Policy Planning City Business Center Tourism, Arts, and Entertainment DBE/Econ Development International Trade Renewal Community Marketing Small and Emerging Business Dev Neighborhood Commercial rev State Homeland Security LCD Program Delivery/ Administration Infant Mortality Initiative Department Total Chief Administrative Office Office of Emergency Preparedness Executive Office Office of Municipal Invest Management Information System Call Center Operations Technology Programs CAO-Personnel/Office Mgmt CA-HOSP-Insurance Municipal Training Academy Mail Room Budget, Page 99

98 Department / Program Proposed Budget and Planning CAO Special Projects CAO Capital Projects Internal Audit End General Maintenance Department Total Law Law Administration Police Litigation Municipal and Traffic Risk Management Civil Litigation Housing Unit - non-cdbg Neighborhood Housing Impr Victim/Witness Program Department Total Fire Fire Administration Public Affairs Supply Shop City Suppression Airport Suppression Hazardous Materials Fire Academy Training Fire Communications Prevention Insp. and Ed GF-Prevention Insp. & Ed Housing and Urban Development Department Total Safety and Permits S & P Directors Office S & P BD BLDG STAND/APPEAL Zoning Bureau Permit Processing S & P Building Inspection S & P, Electrical Inspect Budget, Page 100

99 Department / Program Proposed S & P, Mechanical Inspect S & P, Plan Processing Taxi Cab Bureau S & P, Motor Vehicle Inspection Inspectors Section Department Total Police Office of the Superintendent Public Integrity Administrative-SIB Inspections Police Recruits Management Services Bureau Policy and Planning District Staff Special Operations Technical Services Bureau Special Services Crime Lab Narcotics Fiscal Management Casino Support-Gaming Criminal Investigation Bureau Holiday Overtime Traffic Division C.O.P.S AHEAD Field Operations Special Dedicated Millage School Crossing Guards Transit Security Quality of Life Officers Operations Safe Home Technical Services Bureau NOPD DDD Law Enforcement Cops in School Cops Tech OPSP School Crossing Guards Budget, Page 101

100 Department / Program Proposed Crisis Trauma Center Anti-Drug Administration Department Total 2, , , , , , , , Sanitation Sanitation Director Off Operation Support Recycling Buyback Center Environ Beauty Sanitation Manual Cleaning Sanitation Posse Core Area Clean-Up-DD Algiers Cleaning Department Total Health Head of Environ Asthma in LA Admin Adjudication Health-Environmental Enforcement Management Services Carver School-GF Algiers Fischer Clinic Code Enforcement St. Bernard Community Clinic Booker T. Washington GF Nursing Services Emergency Medical Service Dental Health Program Wellness Shop TB Control-GF VD Control Reach Asthma Diabetes & Obesity Health Care/Homeless Heroin Addiction Reduction Program Dental Program Ryan White Code Enforcement Strategic Prevention Framework Primary Care Access Program Budget, Page 102

101 Department / Program Proposed Primary Care Access Supplement WIC Food Program Supplemental Food Program Material and Child Health Program Family Planning Low Risk Maternity Clinic Family Planning Service EPSDT Medical Services Nursing Services Health Care/Homeless Carver School Clinic B.T. Washington school Clinic DHH-TANF Eligible Blood Lead Surveillance Lead Poison Prevention EPSDT Dental Mobile Dental Care Homeless Dental Syphilis Elimination Program Hypertension Control Violence Risk Reduction Human Services Directors' Office Management Services Emergency Assistance Milne Administration Milne Social Services Milne Maintenance Milne Family Preservation YSC Administration YSC Diagnostic Svcs YSC Residential Life YSC Dietary Svcs Maintenance Budget, Page 103

102 Department / Program Proposed Medical YSC Elec. Monitoring Grant Department Total Finance Director's Office Accounting Administration General Fund Accounts Payable Payroll/Payroll Deductions Revenue Administration Revenue Applications Fiscal Records Treasury Administration Cashiers Ad Valorem Taxes Receipts and Disbursements TA Research Brake Tag/Sanitation Purchasing Administration Employee Retirement System Department Total Property Management Director's Office Security Custodians Public Buildings Maintenance Mechanical Engine Room Gallier Hall Multi-Purpose Centers Cemeteries Realty Records Cultural Center Municipal Yacht Harbor Department Total Budget, Page 104

103 Proposed Department / Program Civil Service Director's Office Police Hiring Department Total Public Works Director's Office Parking Adjudication Engineering and Planning Planning and Design Capital Construction Right-of-Way Management Dedicated Millage Field Operations Staff Traffic Management Traffic Sign Shop Signal Shop Parking Administration Residential Parking Meter Operations Communications Ticket Writing Section Vehicle Immobilization Towing and Impoundment Abandoned Car Unit Department Total Recreation Director's office Administration Millage Management Special Program-Millage Maintenance Maintenance Millage Centers Millage Cultural Millage Athletics Millage Athletics Cultural Budget, Page 105

104 Department / Program Proposed Centers Summer Day Camps Aquatics Program YRS NORD Summer Program Department Total Parkway and Park Commission Superintendent's Office Planning and Design Administration Building Maintenance Grass Cutting Millage Operations Administration Nursery and Park Security Tree Trimming Millage Tree Maintenance Grounds maintenance Golf Courses & Parks Nursery and Greenhouse Heavy Equipment Chef Highway Project Department Total Library Library Administration Gulf Coast Libraries Project Public Services Department Total Historic Distinct & Landmarks Commission Historic Dist Landmarks Comm Department Total Vieux Carre Commission Vieux Carre Commission Department Total Budget, Page 106

105 Proposed Department / Program City Planning Commission Policy Formulation and Admin Mapping Land Use Regulation Board of Zoning Adjustments Comprehensive Planning Department Total Mosquito Control Board Mosquito Control Unit Formosan-Bait City Structure Vector Control Program Structural Pest Control French Quarter Termite Project Department Total Museum of Art Administration Security Building Collections Library Education Public Relations Arts Quarterly Department Total Workforce Development Welfare-to-Work Department Total 1.00 Workforce Investment Act WIA Adult WIA Dislocated Worker WIA Youth Department Total Budget, Page 107

106 Proposed Department / Program General Services Office of Inspector General Department Total Neighborhood 1 International Development CD Home 10% Admin Housing Code Enforcement Demolition Program Admin Relocation Administration Housing Rehab Admin Fiscal Monitoring Neighborhood Planning Operation and Admin Financial and Fiscal Affair Program Management and Monitor Environmental Audit Review Planning Recovery Department Total Neighborhood Housing Improvement Fund NHIF General Administration NHIF Code Enforcement/Demo Neighborhood Housing Improvement Department Total Economic Development Fund Economic Development Fund Total Department Total Coroner's Office Coroner Administration Coroner Autopsies/Lab Coroner Commitments Coroner Investigations Coroner Examinations Department Total Budget, Page 108

107 Proposed Department / Program Juvenile Court Administrative Services Clerk's Services Traffic Fiscal Services Judge's Personnel Restitution Hearing Officer Program Department Total Municipal Court Municipal Court Judicial EP REV Fund Department Total Traffic Court Traffic Court Traffic Court Rev Fund Department Total Criminal District Court Custodians/Messengers Department Total Clerk of Criminal District Court Clerk Administration Clerk Pre-Court Clerk In-Court Clerk CJ Infrastructure Recovery Clerk Records Room Clerks Microfilm Clerk Polling Sites Clerk CJ Infrastructure Recovery Department Total General Fund 5, , , , , , , , Other Funds City-Wide Total 6, , , , , , , , Budget, Page 109

108 Department / Program Proposed Other Funds General Fund 5, , , , , , , , Public Safety & Courts 57.6% 58.8% 75.7% 68.7% 68.1% 66.2% 65.4% 65.8% General City Administration 42.4% 41.2% 24.3% 31.3% 31.9% 33.8% 34.6% 34.2% Budget, Page 110

109 DEPARTMENTAL SUMMARY CITY COUNCIL Budget, Page 111

110 RESULT: HIGH PERFORMING GOVERNMENT Department: OFFICE OF THE CITY COUNCIL Mission Statement The mission of the City Council is to enact legislation and perform other duties as provided in the Home Rule Charter To protect the public health, safety, and welfare of the citizens of New Orleans To grant franchises and establish rates for public utilities To adopt the annual levy of property tax, and the operating and capital budgets To perform other duties as specified in the Home Rule Charter Performance Measures Measures to be tracked: Customer satisfaction with city property tax appeal process Percent of open records requests that receive a response within three business days Percent of Council and Council Committee meetings for which the minutes are published and posted online Funding Summary Year k Proposed GF Expenditure $10,492,207 $6,400,808 $4,567,955 $7,436,912 $6,240,167 $15,464,012 $14,642,931 $14,642,931 Total Funding $10,492,207 $6,400,808 $5,966,787 $7,436,912 $6,240,167 $15,464,012 $14,642,931 $14,642,931 #FTEs All Full Time Employees figures are adopted. Budget, Page 112

111 Department s Objective The Office of the City Council is responsible for supporting the elected City Council Members, specifically by researching various legislative issues facing the City, keeping accurate records of Council meetings, providing information to the public and in response to requests made through the Louisiana Open Records Law. These objectives are carried out through Council committees, Council staff and the Clerk of Council. The Council s objectives are to: Enact necessary legislation Conduct public meetings as required by the City Charter Provide oversight of governmental functions through its various committees Grant franchises and regulate utilities as specified in the City Charter Adopt the annual levy of property tax, and the operating and capital budgets Inform the public of proposed legislation and the disposition of matters that properly come before the Council Fulfill all Charter-mandated functions and perform other official acts in a manner that is transparent and accessible to the public Programs Funded in Program Name: Cable Access Result Area: High Performing Government Funding: $108,851 Funding: $108,851 Full-Time Employees: 0 General Fund: $108,851 Other Funds: $0 Source: N/A Program Description: Cable access allows citizens access to City Council meetings and public hearings. Key Performance Indicators: Measures not available, to be developed in. Program Name: Utility Regulatory Energy Result Area: High Performing Government Funding: $7,653,698 Funding: $7,695,715 Full-Time Employees: 1 General Fund: $7,695,715 Other Funds: $0 Source: N/A Program Description: Assists the City Council in meeting its utility regulatory and franchise responsibilities under the Home Rule Charter. The overall goal is to ensure that the citizens of New Orleans are provided with low cost, reliable electric and gas utility services. Key Performance Indicators: Measures not available, to be developed in. Program Name: Clerk of Council Result Area: High Performing Government Funding: $905,710 Funding: $980,769 Full-Time Employees: 13 General Fund: $980,769 Other Funds: $0 Source: N/A Program Description: Responsible for Filing ordinances Maintaining and distributing of the City Charter, City Code, and Council Rules and Regulations Preparing meeting agenda, recording and secretarial functions of the Council (including publishing the minutes of official meetings) Maintaining all Council legislation and official documents (past and present) Handling all official City advertising Key Performance Indicators: Measures not available, to be developed in. Budget, Page 113

112 Program Name: Annual Audit Result Area: High Performing Government Funding: $1,350,000 Funding: $1,200,000 Full-Time Employees: 0 General Fund: $1,200,000 Other Funds: $0 Source: N/A Program Description: Contract with independent auditors to perform an audit of the City s financial statements and other activities as needed. Key Performance Indicators: Measures not available, to be developed in. Program Name: Council Fiscal Office Result Area: High Performing Government Funding: $256,772 Funding: $297,748 Full-Time Employees: 2 General Fund: $297,748 Other Funds: $0 Source: N/A Program Description: Provide research and analysis of fiscal matters, including the recommended budget, property development proposals, economic development fund recommendations, and related matters. Key Performance Indicators: Measures not available, to be developed in. Program Name: Council Research Result Area: High Performing Government Funding: $694,518 Funding: $592,039 Full-Time Employees: General Fund: $592,039 Other Funds: $0 Source: N/A Program Description: Provides research for Council inquiries. Key Performance Indicators: Measures not available, to be developed in. Program Name: Council Members Offices Result Area: High Performing Government Funding: $4,049,463 Funding: $3,289,809 Full-Time Employees: 39 General Fund: $3,289,809 Other Funds: $0 Source: N/A Program Description: This supports the Council members and their individual offices, permitting them to serve as legislators and to provide constituent services. Key Performance Indicators: Measures not available, to be developed in. Program Name: Board of Review Result Area: High Performing Government Funding: $150,000 Funding: $150,000 Full-Time Employees: 0 General Fund: $150,000 Other Funds: $0 Source: N/A Program Description: Provides staff and consultant support to the Council in its role as Board of Review to consider appeals of property assessments. Key Performance Indicators: Measures not available, to be developed in. Program Name: General Advertising Result Area: High Performing Government Funding: $295,000 Funding: $300,000 Full-Time Employees: 0 General Fund: $300,000 Other Funds: $0 Source: N/A Program Description: Advertise proposed legislation prior to adoption by the City Council, as required by City Charter and State Laws. Publish the following: Polling places and any changes prior to an election Proceedings of City Council meetings and ordinances in the Official Journal Any advertisement requested by City Departments Key Performance Indicators: Budget, Page 114

113 The following will be tracked in : Number of departmental articles published in the Official Journal Average time between receiving the advertising material from departments and submission to the Official Journal Program Name: Special Events Result Area: High Performing Government Funding: $0 Funding: $100,000 Full-Time Employees: 0 General Fund: $100,000 Other Funds: $0 Source: N/A Program Description: Provides resources for special events. Key Performance Indicators: Measures not available, to be developed in. Budget, Page 115

114 DEPARTMENTAL BUDGET SUMMARY COUNCIL Proposed EXPENDITURES PERSONAL SERVICES 3,980,120 4,758,000 4,059,320 4,059,320 OTHER OPERATING 2,260,047 10,706,012 10,583,611 10,583,611 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $6,240,167 $15,464,012 $14,642,931 $14,642,931 SOURCE OF FUNDING GENERAL FUND 6,240,167 15,464,012 14,642,931 14,642,931 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $6,240,167 $15,464,012 $14,642,931 $14,642,931 Budget, Page 116

115 COUNCIL PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND COUNCILMEMBERS' OFFICE 540, , ,180, COUNCILMEMBER-AT-LARGE (A) 269,944 35, , COUNCILMEMBER-AT-LARGE (B) 263,024 35, , COUNCILMEMBER DISTRICT A 264,081 35, , COUNCILMEMBER DISTRICT B 264,738 35, , COUNCILMEMBER DISTRICT C 263,794 35, , COUNCILMEMBER DISTRICT D 264,490 35, , COUNCILMEMBER DISTRICT E 274,098 35, , CLERK OF COUNCIL 600, , , COUNCIL RESEARCH 561,439 30, , SPECIAL EVENTS 0 100, , COUNCIL FISCAL OFFICE 290,248 7, , UTILITY REGULATORY/ENERGY 202,315 7,493, ,695, BOARD OF REVIEW 0 150, , GENERAL ADVERTISING 0 300, , ANNUAL AUDIT 0 1,200, ,200, CITY COUNCIL CABLE ACCESS 0 108, , GENERAL FUND 4,059,320 10,583, ,642,931 DEPARTMENT TOTAL 4,059,320 10,583, ,642,931 Budget, Page 117

116 COUNCIL EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND COUNCILMEMBERS' OFFICE 1,129,059 1,518,907 1,180,640 1,180, COUNCILMEMBER-AT-LARGE (A) 264, , , , COUNCILMEMBER-AT-LARGE (B) 321, , , , COUNCILMEMBER DISTRICT A 310, , , , COUNCILMEMBER DISTRICT B 303, , , , COUNCILMEMBER DISTRICT C 289, , , , COUNCILMEMBER DISTRICT D 329, , , , COUNCILMEMBER DISTRICT E 276, , , , CLERK OF COUNCIL 628, , , , COUNCIL RESEARCH 567, , , , SPECIAL EVENTS , , COUNCIL FISCAL OFFICE 236, , , , UTILITY REGULATORY/ENERGY 634,688 7,653,698 7,695,715 7,695, BOARD OF REVIEW 199, , , , GENERAL ADVERTISING 81, , , , ANNUAL AUDIT 666,129 1,350,000 1,200,000 1,200, CITY COUNCIL CABLE ACCESS 1, , , , GENERAL FUND TOTAL 6,240,167 15,464,012 14,642,931 14,642,931 DEPARTMENT TOTAL $6,240,167 $15,464,012 $14,642,931 $14,642,931 Budget, Page 118

117 COUNCIL PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND COUNCILMEMBERS' OFFICE ADMINISTRATIVE SUPPORT SPECIALIST III 55 CHIEF OF STAFF U78 COUNCILMAN Z COUNCILMEMBERS' OFFICE TOTAL COUNCILMEMBER-AT-LARGE (A) COUNCIL SECRETARY II U44 LEGISLATIVE AIDE U44 LEGISLATIVE AIDE U COUNCILMEMBER-AT-LARGE (A) TOTAL COUNCILMEMBER-AT-LARGE (B) COUNCIL SECRETARY I U40 LEGISLATIVE AIDE U44 LEGISLATIVE AIDE U COUNCILMEMBER-AT-LARGE (B) TOTAL COUNCILMEMBER DISTRICT A COUNCIL SECRETARY II U44 LEGISLATIVE AIDE U LEGISLATIVE AIDE U COUNCILMEMBER DISTRICT A TOTAL COUNCILMEMBER DISTRICT B COUNCIL SECRETARY I U36 COUNCIL SECRETARY I U40 LEGISLATIVE AIDE U44 LEGISLATIVE AIDE U COUNCILMEMBER DISTRICT B TOTAL COUNCILMEMBER DISTRICT C Budget, Page 119

118 COUNCIL PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 COUNCIL SECRETARY II U44 COUNCIL SECRETARY I U40 LEGISLATIVE AIDE U COUNCILMEMBER DISTRICT C TOTAL COUNCILMEMBER DISTRICT D COUNCIL SECRETARY I U LEGISLATIVE AIDE U44 LEGISLATIVE AIDE U COUNCILMEMBER DISTRICT D TOTAL COUNCILMEMBER DISTRICT E COUNCIL SECRETARY I U40 LEGISLATIVE AIDE U44 LEGISLATIVE AIDE U COUNCILMEMBER DISTRICT E TOTAL CLERK OF COUNCIL CLERK OF COUNCIL, ASSISTANT 66 CLERK OF COUNCIL 76 OFFICE ASSISTANT II OFFICE ASSISTANT III 34 OFFICE SUPPORT SPECIALIST 42 SENIOR OFFICE SUPPORT SPECIALIST MIS LAN TECHNICIAN 55 MANAGEMENT DEVELOPMENT ANALYST I 51 MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT SPECIALIST II CLERK OF COUNCIL TOTAL COUNCIL RESEARCH OFFICE ASSISTANT II 30 OFFICE ASSISTANT III OFFICE ASSISTANT IV 38 COUNCIL RESEARCH OFFICER 76 ADMINISTRATIVE SUPPORT SPECIALIST II 51 ASSISTANT COUNCIL RESEARCH OFFICER Budget, Page 120

119 COUNCIL PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 MANAGEMENT DEVELOPMENT ANALYST II MANAGEMENT DEVELOPMENT SPECIALIST I 63 MANAGEMENT DEVELOPMENT SPECIALIST II COUNCIL RESEARCH TOTAL COUNCIL FISCAL OFFICE COUNCILMANIC FISCAL OFFICER U76 ASST.COUNCILMANIC FISCAL OFFCR U COUNCIL FISCAL OFFICE TOTAL UTILITY REGULATORY/ENERGY MANAGEMENT DEVELOPMENT ANALYST II UTILITY REGULATORY/ENERGY TOTAL 001 GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 121

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121 Result: HIGH PERFORMING GOVERNMENT Department: OFFICE OF THE MAYOR Mission Statement The mission of the Mayor s Office is to: 1. Lead, coordinate and implement the recovery of the City of New Orleans 2. Ensure the enforcement of the City Charter, ordinances, and laws. 3. Provide for the coordination of all administrative activities of the City. In addition, various divisions are funded through the Office of the Mayor, including: The Office of Recovery Development & Administration The Office of Homeland Security Funding from the Federal Department of Justice Funding from the Federal Department of Health & Human Services Funding Summary Year Proposed GF Expenditures * $4,345,149 $5,350,194 $4,150,812 $13,672,408 $11,546,593 $10,414,034 $5,003,901 $4,003,901 Total Funding * $21,855,719 $17,225,336 $27,315,427 $33,700,464 $26,276,494 $433,928,080 $421,749,841 $223,344,951 # FTEs *Includes funding for the Office of Development, Homeland Security, Project Delivery Unit, etc. 2 All Full Time Employees figures are adopted. Department s Objective The Office of the Mayor is positioned to influence all of the key drivers of a high performing government: integrity, customer service, aligning planning/ budgeting/ reporting, strategic collaborations and a culture of creativity. The Mayor s Office is comprised of administrative staff and executive officers assigned to specific priority programs of the Mayor. Budget, Page 123

122 Office of the Mayor Programs Funded in Program Name: Administration and Scheduling Result Area: High Performing Government 2009 Funding: $601,160 Funding: $ $594,985 Full-Time Employees: 8 General Fund: $688,352 Other Funds: Source: Program Description: The Mayor and his administrative staff set the priorities of City government, guide its operations, and conduct the administrative affairs of the Office. Key Performance Indicators: % of Positive Responses on Responsiveness of Mayor s Office Average Weekly Constituent Calls # of Responses to Requests for Constituent Services # of Responses to Constituent Requests for Support Program Name: Federal & State Programs Result Area: High Performing Government 2009 Funding: $291,689 Funding: $230,286 Full-Time Employees: 4.0 General Fund: $230,286 Other Funds: $0 Source: Program Description: The Office of Federal & State Programs works with City Department to maximize their ability to access resources from federal and state governments and assists in monitoring and compliance of the use of those resources. Key Performance Indicators: Increase the number of departments monitored for appropriate use of grant funds Number of Single Audit findings Increase the number of grant subrecipients fiscally and or programmatically monitored Program Name: Communications Result Area: High Performing Government 2009 Funding: $1,028,081 Funding: $610,388 Full-Time Employees: 6.75 General Fund: $610,388 Other Funds: Source: Program Description: The Mayor s Office of Communications is responsible for meeting the communications challenges of recovery by designing, developing and implementing integrated communications (press/media, marketing, and advertising) initiatives designed to educate and inform citizens and key stakeholders both in the city, throughout the country, and overseas about the recovery of the city and its impact on the world. Key Performance Indicators: Number of community meetings Number of publications produced Number of press releases, neighborhood news Number of proclamations Program Name: Public Advocacy Result Area: Recovery & Livable Communities 2009 Funding: $2,138,860 Funding: $161,076 Full-Time Employees: 3 General Fund: $161,076 Other Funds: Source: Program Description: The mission of the Mayor s Office of Public Advocacy (MOPA) is to answer any and all questions as information and referral specialists accurately on the first call or walk-in visit; to respond quickly to walk-ins, telephone or written correspondence complaints concerning problems with city services, forwarding to the appropriate departments for attention; to handle social service needs, and perform vital public information functions during emergencies. MOPA also acts as a clearinghouse for all Public Notice for Board and Commission meetings subject to the open meetings law. Lastly, MOPA assists the Mayor s Office of Emergency Preparedness in Citywide Assisted Evacuation Process (CAEP) during emergencies. Key Performance Indicators: To be determined in. Budget, Page 124

123 Program Name: Americans with Disabilities Act Result Area: Recovery & Livable Communities 2009 Funding: $76,776 Funding: $64,292 Full-Time Employees: 1 General Fund: $64,292 Other Funds: Source: Program Description: The ADA office is responsible for enforcing the Settlement Agreements signed by the city and the U.S. Department of Justice. Under the auspices of this office, the Mayor's Advisory Council for Citizens with Disabilities provides a forum for broad based community organizations representing diverse disabilities. Focus remains on accessible housing, transportation, employability and education and inclusion. Key Performance Indicators: Measure Projected Target Coordinate monthly meetings of the Mayor s Advisory Committee for Citizens with Disabilities 12 Public Meetings 13 Public Meetings 12 Public Meetings 12 Public Meetings Number of Citizens and Members in Attendance 480 People 520 People 521 People 600 People Telephone Service Calls and on Sight Corrections 1095 Calls 1195 Calls 1200 Calls 1200 Calls Program Name: Human Relations Commission Result Area: Recovery & Livable Communities 2009 Funding: $76,776 Funding: $109,479 Full-Time Employees: 1 General Fund: $109,479 Other Funds: Source: Program Description: The Human Relations Commission works to combat discrimination, promote inclusion and address specific community incidents that may involve discrimination. The commission receives, investigates, mediates and adjudicates complaints of discrimination. It also actively promotes awareness of and respect for diversity Key Performance Indicators: Closed discrimination cases Number of We Believe in One New Orleans recommendations implemented Program Name: Policy Development Result Area: High Performing Government 2009 Funding: Funding: $133,939 Full-Time Employees: 1 General Fund: $133,939 Other Funds: Source: Program Description: The Office of Policy will continue to provide enhanced policy analysis and research on the Mayor s strategic initiatives, along with staff continuity across a range of high priority issues that span the four Result Areas. This team will advise on and track complex interdepartmental initiatives; produce high quality research analyses, policy documents, memos, letters, and reports; research best practices; attend meetings across City government on strategic, cross-departmental initiatives; and ensure the implementation of key executive policy decisions that affect all four Result Areas. Key Performance Indicators: Measure Coordinate and lead meetings on key cross-departmental initiatives Create high quality policy research and analysis products that advance policy decision making by Mayor s Executive Office Ensure the implementation of key executive policy decisions (as needed) Projected Target n/a (based on need) n/a (based on need) Budget, Page 125

124 Program Name: Boards & Commissions Result Area: High Performing Government 2009 Funding: Funding: $50,311 Full-Time Employees: 1 General Fund: $50,311 Other Funds: Source: Program Description: The Director of Boards and Commissions is responsible for managing the City of New Orleans roughly 150 various boards, commissions, and security districts with 900 individuals. The Director must ensure that all are fully operational and active within the community by recruiting and obtaining the best qualified, diverse candidates, processing their appointments and maintaining records. The Director also maintains contact with Boards and Commissions staff to disseminate information from the City and coordinates educational sessions for Boards and Commissions members. Key Performance Indicators: Update key Recovery reports (as needed) Coordinate and lead meetings on key cross-departmental initiatives (as needed) Create high quality policy research and analysis products that advance policy decision making by Mayor s Executive Office (as needed) Ensure the implementation of key executive policy decisions (as needed) Measure Projected Target Provide Annual training Sessions for Board and Commission members Number of Board appointments/ reappointments made N/A Program Name: Intergovernmental Relations Result Area: High Performing Government 2009 Funding: $1,151,227 Funding: $641,842 Full-Time Employees: 5 General Fund: $641,842 Other Funds: Source: Program Description: The mission of IGR - Legislative Coordination (City, State & Federal) is to coordinate the City s municipal, state and federal legislative agenda Key Performance Indicators: To be developed in Program Name: Office of Personnel and Fiscal Result Area: High Performing Government 2009 Funding: $756,075 Funding: $253,896 Full-Time Employees: 4 General Fund: $253,896 Other Funds: Source: Program Description: Provide administrative support to the Divisions of the Office of the Mayor. Key Performance Indicators: % of vendors paid within 30 days of receipt of invoice Program Name: Special Events Result Area: High Performing Government 2009 Funding: $62,759 Funding: $50,403 Full-Time Employees: 1 General Fund: $50,403 Other Funds: Source: Program Description: Provide support for special events in the City. Key Performance Indicators: % of population with access to events Budget, Page 126

125 Programs funded through the Office of the Mayor, Funded in Program Name: Health Department Programs Result Area: Recovery & Livable Communities 2009 Funding: Funding: $13,134,016 Full-Time Employees: 33.0 General Fund: $100,000 Other Funds: $13,034,016 Source: FDH Program Description: Federal funding for various programs implemented by the City Health Department, including: HIV / AIDS prevention and treatment (Ryan White) Healthy Start Other Key Performance Indicators: To be determined in Program Name: Homeland Security / OEP Result Area: Public Safety 2009 Funding: Funding: $81,597,193 Full-Time Employees: 9.0 General Fund: $762,999 Other Funds: $80,834,194 Source: Federal / State Program Description: Federal funding for various programs implemented by the Office of Homeland Security / Office of Emergency Preparedness, including: Communications Coordination with other local governments in the area Criminal Justice coordination Stimulus grant programs Curfew Center To be determined in Key Performance Indicators: Program Name: Office of Community Development Operations Juvenile justice programs Hazard mitigation/ Coastal zone management Pre-disaster mitigation Other Result Area: Recovery & Livable Communities 2009 Funding: Funding: $109,863,884 Full-Time Employees: 18 General Fund: $92,377 Other Funds: $109,771,507 Source: Federal / State Program Description: Federal funding for various programs implemented by the Office of Community Development, including: OCD Operations D-CDBG Administrative Funds Energy Unit/Solar American Cities Initiative Environmental Affairs Pontchartrain Restore Project Project Delivery Unit VA Hospital To be determined in Program Name: Mayoral Fellows Key Performance Indicators: Business/Youth TA Blight Reduction Commercial Land Acquisition Economic Development Healthy Communities Public Infrastructure Planning Result Area: High Performing Government Funding: Funded through Wisner Foundation Full-Time Employees: 7.00 General Fund: Other Funds: $0 Source: Program Description: The Mayoral Fellows Program offers post-baccalaureate students the opportunity to serve in New Orleans city government while helping to create a cadre of potential leaders for our community. It contributes to the administration s overall goal of achieving and maintaining excellence in public sector leadership. Through a competitive application process, students are encouraged to present their brightest and most innovative ideas, then to apply their knowledge and skills in a real life setting. The ten-month program gives the Fellows an opportunity to explore their ideas about a career in government. They can experience the challenges and opportunities of city government first hand while working on specific Budget, Page 127

126 projects and proposals to help departments reach their goals. The Fellows Program combines full-time employment in city government with professional development components in public administration, local government issues, networking, and career advancement. Key Performance Indicators: To be determined in Program Name: Downtown Development District Grant Result Area: Recovery & Livable Communities 2009 Funding: $8,301,419 Funding: $8,219,068 Full-Time Employees: N/A General Fund: $0 Other Funds: $8,219,068 Source: DDD Program Description: The mission of the DDD is to provide enhanced services in economic development, cleaning and safety throughout downtown New Orleans Key Performance Indicators: To be determined in Program Name: Recovery Operations Result Area: High Performing Government 2009 Funding: $309,003,776 Funding: $7,482,265 Full-Time Employees: N/A General Fund: $0 Other Funds: $7,482,265 Source: 9.65 Program Description: Operations related to the operation of the Project Delivery Unit. Services are aimed at developing plans for and administering funding for recovery projects across the City. Key Performance Indicators: To be determined in Tie-Out of Mayor s Office Budget to Budget Codes Budget Code Budget Program(s) FTEs 2101 MAYOR'S OFFICE Administration and Scheduling $263, Policy Development $133, Office of Personnel and Fiscal $92, CONTINGENCY FUND Administration and Scheduling $5, INAUGURAL EXPENSE Inaugural Expenses $ HUMAN RELATIONS COMM ADA $64, EXECUTIVE OFFICE ADMIN. Administration and Scheduling $276, Mayor's Office of Technology $250, Office of Personnel and Fiscal $161, INTERGOV RELATIONS Intergovernmental Relations $256, LEGISLATIVE COORDINATION Intergovernmental Relations $329, Human Relations $109, STATE RELATIONS Boards & Commissions $50, COMMUNICATIONS Communications $610, SPECIAL EVENTS Intergovernmental Relations $56, HUMAN RESOURCES POLICY & PLAN Administration and Scheduling $50, Special Events $50, PUBLIC ADVOCACY Public Advocacy $161, STATE AND FEDERAL PROGRAMS Federal & State Programs $230, Total $3,151, Budget, Page 128

127 Tie-Out of Programs Funded in Mayor s Office Budget to Budget Codes Budget Code Budget Program General Fund Other Funds FTEs 2106 Program Delivery/Adminis Community Development Operations $11,360, Housing Construction Financing Community Development Operations $27,500, Bus. Youth/Technical Assist Community Development Operations $200, State Homeland Security Homeland Security / OEP $1,689, Public Safety Communications Homeland Security / OEP $417, Downtown Dev Dist Downtown Development District Grant $8,219, Violence Against Women Act Homeland Security / OEP $0 $791, Hazard Mitigation Homeland Security / OEP $49,878, Supervised Visitation Public Safety Grants $352, P.O.S.T. Training Public Safety Grants $501, Crime Victim Assistance Admin Public Safety Grants $20, Public Infrustructure Planning Community Development Operations $5,500, Federal Homeland Security Total Homeland Security / OEP $7,129, Comp Law Enforcement Strategy Homeland Security / OEP $615, Law Enforcement Train Homeland Security / OEP $225, Commissioner Of Crim Justice Homeland Security / OEP $113, Juvenile Just. Planning Homeland Security / OEP $5, Post Administrative Funds Public Safety Grants $15, Office Of Homeland Security Homeland Security / OEP $649, City Business Center Community Development Operations $0 $59, Special Events Special Events $56, Ryan White Administration Health Department $0 $492, Ryan White Quality Mgmt Health Department $318, Environmental Affairs Community Development Operations $71, Economic Development Community Development Operations $14,003, Blight Reduction Community Development Operations $0 $3,388, Ryan White Title Ii Health Department $79, Ryan White Formula Health Department $8,020, Ryan White Supplement Health Department $845, Aids Funding Health Department $100,000 $108, N.O. Regional Business Park Community Development Operations $275, Coastal Zone Management Homeland Security / OEP $45, Health Start Initiative Health Department $3,143, Severe Repetitive Loss Homeland Security / OEP $13,125, Planning Pilot Grant Homeland Security / OEP $154, Brownfields Revolving Loan Community Development Operations $993, Epa Site Asses Grant Serv Sta Community Development Operations $400, Land Acquisitions Community Development Operations $26,875, Infant Mortality Initiative Health Department Operations $27, Small & Emerging Business Dev Community Development Operations $ A.R.R.A. Jag Program Homeland Security / OEP $649, Healthy Communities Community Development Operations $5,000, Buffer Zone Protection Pg Public Safety Grants $1,689, Mayoral Fellows Mayoral Fellows $ Pontchartrain Restore Proj Community Development Operations $21, Renewal Community Program Community Development Operations $29, Law Enforce Terrorism Prev Homeland Security / OEP $22, Brac Community Base Reuse Plan Community Development Operations $188, Solar America Cities Community Development Operations $243, Va Hospital Proj Phase I Community Development Operations $4,708, Predisaster Mitigation Homeland Security / OEP $1,041, Va Hospital Proj Phase Ii Community Development Operations $9,047, Hazardous Materials Homeland Security / OEP $50, Cops Interoperability Grant Homeland Security / OEP $2,416, Project Delivery Unit Recovery Operations $7,482, $1,011,378 $219,341, Budget, Page 129

128 DEPARTMENTAL BUDGET SUMMARY MAYOR Proposed EXPENDITURES PERSONAL SERVICES 7,918,383 15,715,637 10,466,999 9,158,903 OTHER OPERATING 18,358, ,212, ,282, ,186,048 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $26,276,494 $433,928,080 $421,749,841 $223,344,951 SOURCE OF FUNDING GENERAL FUND 11,546,593 10,414,034 5,003,901 4,003,901 ENTERPRISE DOWNTOWN DEVELOPMENT DIST. 0 8,301,419 8,219,068 8,219,068 HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE 75, , , ,860 FEDERAL GRANTS 12,566, ,213, ,948, ,525,917 STATE GRANTS 2,086, ,981, ,822,886 97,840,205 GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK 0 275, , ,000 ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $26,276,494 $433,928,080 $421,749,841 $223,344,951 Budget, Page 130

129 MAYOR PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 2101 MAYOR'S OFFICE 368, , , CONTINGENCY FUND 0 5, , HUMAN RELATIONS COMM 62,794 1, , EXECUTIVE OFFICE ADMIN. 575,571 10, , INTERGOV RELATIONS 253,388 2, , LEGISLATIVE COORDINATION 165, , , STATE RELATIONS 48,813 1, , COMMUNICATIONS 514,394 95, , COMMISSIONER OF CRIM JUSTICE 112, , OFFICE OF HOMELAND SECURITY 219, , , SPECIAL EVENTS 56, , ENVIRONMENTAL AFFAIRS 71, , AIDS FUNDING 0 100, , HUMAN RESOURCES POLICY & PLAN 97,322 2, , PUBLIC ADVOCACY 146,711 14, , STATE AND FEDERAL PROGRAMS 227,217 3, , PONTCHARTRAIN RESTORE PROJ 0 21, , GENERAL FUND 2,919,331 1,084, ,003, N. O. REGIONAL BUS. PARK 2151 N.O. REGIONAL BUSINESS PARK 0 275, , N. O. REGIONAL BUS. PARK 0 275, , DOWNTOWN DEVELOPMENT SP REV DOWNTOWN DEV DIST 0 8,219, ,219, DOWNTOWN DEVELOPMENT SP REV. 0 8,219, ,219,068 DNR STATE DEPT OF NATURAL RESOURCE 2152 COASTAL ZONE MANAGEMENT 0 45, ,316 Budget, Page 131

130 MAYOR PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service DNR STATE DEPT OF NATURAL RESOURCE 0 45, ,316 DOD DEPT. OF DEFENSE Total 2188 BRAC COMMUNITY BASE REUSE PLAN 188, ,252 DOD DEPT. OF DEFENSE 188, ,252 DOL LA. DEPARTMENT OF LABOR 2135 CITY BUSINESS CENTER 59, ,310 DOL LA. DEPARTMENT OF LABOR 59, ,310 EPA ENVIRONMENTAL PROTECTION AGNCY 2159 BROWNFIELDS REVOLVING LOAN 0 993, , EPA SITE ASSES GRANT SERV STA 0 400, ,000 EPA ENVIRONMENTAL PROTECTION AGNCY 0 1,393, ,393,216 FDH FEDERAL DEPT OF HEALTH /HUMAN 2140 RYAN WHITE ADMINISTRATION 335, , , RYAN WHITE QUALITY MGMT. 223,821 95, , RYAN WHITE TITLE II 67,895 11, , RYAN WHITE FORMULA 0 8,020, ,020, RYAN WHITE SUPPLEMENT 0 845, , AIDS FUNDING 0 108, , HEALTH START INITIATIVE 1,272,818 1,870, ,143,595 FDH FEDERAL DEPT OF HEALTH /HUMAN 1,899,881 11,107, ,006,937 FDJ FED DEPARTMENT OF JUSTICE 2125 COMP LAW ENFORCEMENT STRATEGY 71, , , A.R.R.A. JAG PROGRAM 0 649, ,101 FDJ FED DEPARTMENT OF JUSTICE 71,654 1,192, ,264,228 FEG FED DEPARTMENT OF ENERGY 2192 SOLAR AMERICA CITIES 59, , ,641 Budget, Page 132

131 MAYOR PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service FEG FED DEPARTMENT OF ENERGY 59, , ,641 FEM FED DEPARTMENT OF EMERGENCY Total 2119 HAZARD MITIGATION 572,092 49,306, ,878, SEVERE REPETITIVE LOSS 0 13,125, ,125, PLANNING PILOT GRANT 1, , , PREDISASTER MITIGATION 85, , ,041, PROJECT DELIVERY UNIT 806,177 6,676, ,482,265 FEM FED DEPARTMENT OF EMERGENCY 1,465,155 70,216, ,681,452 FHS FED DEPT. OF HOMELAND SECURITY 2124 FEDERAL HOMELAND SECURITY 737,928 6,391, ,129,183 FHS FED DEPT. OF HOMELAND SECURITY 737,928 6,391, ,129,183 FJA FEDERAL DEPARTMENT OF JUSTICE 2118 VIOLENCE AGAINST WOMEN ACT 62, , , SUPERVISED VISITATION 0 352, , P.O.S.T. TRAINING 0 253, , LAW ENFORCEMENT TRAIN 0 50, , COPS Interoperability Grant 0 2,416, ,416,112 FJA FEDERAL DEPARTMENT OF JUSTICE 62,095 3,801, ,863,190 LCD LA OFFICE OF COMMUNITY DEVELOP 2106 PROGRAM DELIVERY/ADMINIS 1,562,199 9,798, ,360, housing CONSTRUCTION FINANCING 0 27,500, ,500, BUS. YOUTH/TECHNICAL ASSIST 0 200, , PUBLIC INFRUSTRUCTURE PLANNING 0 5,500, ,500, ECONOMIC DEVELOPMENT 0 14,003, ,003, BLIGHT REDUCTION 0 3,388, ,388, LAND ACQUISITIONS 0 26,875, ,875, HEALTHY COMMUNITIES 0 5,000, ,000,000 LCD LA OFFICE OF COMMUNITY DEVELOP 1,562,199 92,265, ,827,270 Budget, Page 133

132 MAYOR PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total LDH LA DEPT OF HEALTH/HUMAN SVCS 2164 INFANT MORTALITY INITIATIVE 27, ,079 LDH LA DEPT OF HEALTH/HUMAN SVCS 27, ,079 LED LA DEPT OF ECONOMIC DEV 2183 RENEWAL COMMUNITY PROGRAM 0 29, ,000 LED LA DEPT OF ECONOMIC DEV 0 29, ,000 LLE LA COMMISSION ON LAW ENFORCEMT 2121 P.O.S.T. TRAINING 0 247, , CRIME VICTIM ASSISTANCE ADMIN 0 20, , LAW ENFORCEMENT TRAIN 0 175, , JUVENILE JUST. PLANNING 5, , POST ADMINISTRATIVE FUNDS 15, , LAW ENFORCE TERRORISM PREV 8,500 8, ,000 LLE LA COMMISSION ON LAW ENFORCEMT 29, , ,860 LMD LA MILITARY DEPARTMENT 2110 STATE HOMELAND SECURITY 74,000 1,615, ,689, PUBLIC SAFETY COMMUNICATIONS 0 417, , BUFFER ZONE PROTECTION PG 0 1,689, ,689, LAW ENFORCE TERRORISM PREV 2,500 2, , HAZARDOUS MATERIALS 0 50, ,000 LMD LA MILITARY DEPARTMENT 76,500 3,775, ,852,230 UDG URBAN DEVELOPMENT ACTION GT VA HOSPITAL PROJ PHASE I 0 4,708, ,708, VA HOSPITAL PROJ PHASE II 0 9,047, ,047,049 UDG URBAN DEVELOPMENT ACTION GT. 0 13,755, ,755,818 DEPARTMENT TOTAL 9,158, ,186, ,344,951 Budget, Page 134

133 MAYOR EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 2101 MAYOR'S OFFICE 921, , , , CONTINGENCY FUND 587 5,000 4,500 5, RECOVERY OFFICE 3,528,016 1,077, INAUGURAL EXPENSE , SUBSTANCE ABUSE COORDINATION 18,051 25, HUMAN RELATIONS COMM 72,912 76,776 64,536 64, EXECUTIVE OFFICE ADMIN. 743, , , , INTERGOV RELATIONS 1,382, , , , LEGISLATIVE COORDINATION 548, , , , STATE RELATIONS 36,509 56,653 50,555 50, COMMUNICATIONS 1,068,822 1,028, , , VIOLENCE AGAINST WOMEN ACT 5, COMMISSIONER OF CRIM JUSTICE 124, , , , OFFICE OF HOMELAND SECURITY 1,125,759 1,016,629 1,055, , EXEC. OFFICE/ECONOMIC DEVELOP. 583, , URBAN DEVELOPMENT 42,180 76, POLICY PLANNING 137, , CITY BUSINESS CENTER 100, , TOURISM, ARTS, & ENTERTAINMENT ECONOMIC DEVELOPMENT 120, , SPECIAL EVENTS 60,857 62,759 56,002 56, RYAN WHITE ADMINISTRATION ENVIRONMENTAL AFFAIRS 77,115 80,356 71,307 71, BLIGHT REDUCTION 1, AIDS FUNDING 81, ,000 90, , SMALL & EMERGING BUSINESS DEV 171, , HUMAN RESOURCES POLICY & PLAN 108, , , , PUBLIC ADVOCACY 183,260 2,138, , , MAYORAL FELLOWS 2, HOUSING & COMMUNITY AFFAIRS 48,578 51, STATE AND FEDERAL PROGRAMS 251, , , , PONTCHARTRAIN RESTORE PROJ 0 45,000 40,500 21, GENERAL FUND TOTAL 11,546,593 10,414,034 5,003,901 4,003, NO ECONOMIC DEVELOPMENT 2188 BRAC COMMUNITY BASE REUSE PLAN Budget, Page 135

134 MAYOR EXPENDITURE SUMMARY Program No. Proposed NO ECONOMIC DEVELOPMENT TOTAL N. O. REGIONAL BUS. PARK 2151 N.O. REGIONAL BUSINESS PARK 0 275, , , N. O. REGIONAL BUS. PARK TOTAL 0 275, , , DOWNTOWN DEVELOPMENT SP REV DOWNTOWN DEV DIST 0 8,301,419 8,219,068 8,219, DOWNTOWN DEVELOPMENT SP REV. TOTAL 0 8,301,419 8,219,068 8,219,068 DNR STATE DEPT OF NATURAL RESOURCE 2152 COASTAL ZONE MANAGEMENT 40,265 45,658 45,316 45,316 DNR STATE DEPT OF NATURAL RESOURCE TOTAL 40,265 45,658 45,316 45,316 DOD DEPT. OF DEFENSE 2188 BRAC COMMUNITY BASE REUSE PLAN 208, , , ,252 DOD DEPT. OF DEFENSE TOTAL 208, , , ,252 DOL LA. DEPARTMENT OF LABOR 2135 CITY BUSINESS CENTER ,310 59, BUSINESS SERVICES REPRESENTATI 18, , BUS.SERVICES REP. DISLOCATED 70, DOL LA. DEPARTMENT OF LABOR TOTAL 89, ,084 59,310 59,310 EPA ENVIRONMENTAL PROTECTION AGNCY 2159 BROWNFIELDS REVOLVING LOAN 6, , , EPA SITE ASSES GRANT SERV STA 36, , , ,000 EPA ENVIRONMENTAL PROTECTION AGNCY TOTAL 43, ,000 1,393,216 1,393,216 Budget, Page 136

135 MAYOR EXPENDITURE SUMMARY Program No. Proposed FDC FEDERAL DEPARTMENT OF COMMERCE 2165 SMALL & EMERGING BUSINESS DEV 145, FDC FEDERAL DEPARTMENT OF COMMERCE TOTAL 145, FDH FEDERAL DEPT OF HEALTH /HUMAN 2140 RYAN WHITE ADMINISTRATION 251, , , , RYAN WHITE QUALITY MGMT. 215, , , , CAPACITY BUILDING SPEC GRANT 0 120, RYAN WHITE TITLE II 62,110 78,777 79,139 79, RYAN WHITE FORMULA 6,050,714 8,016,130 8,020,000 8,020, RYAN WHITE SUPPLEMENT 43, , , , AIDS FUNDING 0 50, , , HEALTH START INITIATIVE 1,840,366 2,796,987 3,143,595 3,143, STRATEGIC PLANNING 537,119 10, FDH FEDERAL DEPT OF HEALTH /HUMAN TOTAL 9,000,996 12,616,214 13,006,937 13,006,937 FDJ FED DEPARTMENT OF JUSTICE 2101 MAYOR'S OFFICE , COMP LAW ENFORCEMENT STRATEGY 486, , , , A.R.R.A. JAG PROGRAM ,101 FDJ FED DEPARTMENT OF JUSTICE TOTAL 486, , ,385 1,264,228 FEG FED DEPARTMENT OF ENERGY 2192 SOLAR AMERICA CITIES 53, ,000 77, ,641 FEG FED DEPARTMENT OF ENERGY TOTAL 53, ,000 77, ,641 FEM FED DEPARTMENT OF EMERGENCY 2119 HAZARD MITIGATION 41,858 46,574,206 49,878,941 49,878, SEVERE REPETITIVE LOSS 0 13,125,000 13,125,000 13,125, PLANNING PILOT GRANT 0 154, , , PREDISASTER MITIGATION 7,073 1,217,905 1,041,246 1,041, PROJECT DELIVERY UNIT 0 0 7,482,265 7,482,265 Budget, Page 137

136 MAYOR EXPENDITURE SUMMARY Program No. Proposed FEM FED DEPARTMENT OF EMERGENCY TOTAL 48,931 61,071,611 71,681,452 71,681,452 FHS FED DEPT. OF HOMELAND SECURITY 2124 FEDERAL HOMELAND SECURITY 506,757 6,325,530 7,129,183 7,129, CITIZEN CORPS PROJECT 2, FHS FED DEPT. OF HOMELAND SECURITY TOTAL 509,111 6,325,530 7,129,183 7,129,183 FJA FEDERAL DEPARTMENT OF JUSTICE 2118 VIOLENCE AGAINST WOMEN ACT 246, , , , SUPERVISED VISITATION 121, , , , P.O.S.T. TRAINING , , COMP LAW ENFORCEMENT STRATEGY , LAW ENFORCEMENT TRAIN ,000 50, COPS Interoperability Grant 0 2,416,112 2,416,112 2,416,112 FJA FEDERAL DEPARTMENT OF JUSTICE TOTAL 367,949 3,899,451 4,253,025 3,863,190 HUD HOUSING AND URBAN DEVELOPMENT 2132 URBAN DEVELOPMENT HUD HOUSING AND URBAN DEVELOPMENT TOTAL LCD LA OFFICE OF COMMUNITY DEVELOP 2106 PROGRAM DELIVERY/ADMINIS 1,794,207 9,430,304 4,413,391 11,360, housing CONSTRUCTION FINANCING 0 31,000,000 31,000,000 27,500, BUS. YOUTH/TECHNICAL ASSIST 0 4,000,000 4,000, , PUBLIC INFRUSTRUCTURE PLANNING 0 14,300,000 10,900,000 5,500, ECONOMIC DEVELOPMENT 0 187,000, ,689,257 14,003, BLIGHT REDUCTION 0 19,750,000 19,390,000 3,388, LAND ACQUISITIONS 0 30,523,472 24,525,072 26,875, HEALTHY COMMUNITIES 0 13,000,000 15,953,400 5,000,000 LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL 1,794, ,003, ,871,120 93,827,270 LDH LA DEPT OF HEALTH/HUMAN SVCS Budget, Page 138

137 MAYOR EXPENDITURE SUMMARY Program No. Proposed HEALTH START INITIATIVE 0 3, INFANT MORTALITY INITIATIVE 19,020 44,511 27,079 27,079 LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL 19,020 47,511 27,079 27,079 LED LA DEPT OF ECONOMIC DEV 2183 RENEWAL COMMUNITY PROGRAM 27,153 28,500 29,000 29,000 LED LA DEPT OF ECONOMIC DEV TOTAL 27,153 28,500 29,000 29,000 LLE LA COMMISSION ON LAW ENFORCEMT 2121 P.O.S.T. TRAINING 27, , , , CRIME VICTIM ASSISTANCE ADMIN 5,947 20,000 20,000 20, LAW ENFORCEMENT TRAIN 34, , , , JUVENILE JUST. PLANNING 0 7,000 5,410 5, POST ADMINISTRATIVE FUNDS 6,593 31,900 15,950 15, LAW ENFORCE TERRORISM PREV 1,572 28,729 17,000 17,000 LLE LA COMMISSION ON LAW ENFORCEMT TOTAL 75, , , ,860 LMD LA MILITARY DEPARTMENT 2110 STATE HOMELAND SECURITY 103,631 1,457,253 1,628,140 1,689, PUBLIC SAFETY COMMUNICATIONS 0 462, , , BUFFER ZONE PROTECTION PG 12,920 1,689,630 1,689,630 1,689, LAW ENFORCE TERRORISM PREV 0 0 5,400 5, HAZARDOUS MATERIALS 0 50,000 50,000 50,000 LMD LA MILITARY DEPARTMENT TOTAL 116,551 3,659,287 3,791,061 3,852,230 UDG URBAN DEVELOPMENT ACTION GT VA HOSPITAL PROJ PHASE I 1,000,000 4,958,769 4,708,769 4,708, VA HOSPITAL PROJ PHASE II 701,456 10,975,024 9,047,049 9,047,049 UDG URBAN DEVELOPMENT ACTION GT. TOTAL 1,701,456 15,933,793 13,755,818 13,755,818 DEPARTMENT TOTAL $26,276,494 $433,928,080 $421,749,841 $223,344,951 Budget, Page 139

138 MAYOR PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 2101 MAYOR'S OFFICE EXECUTIVE ASSISTANT TO THE MAYOR U83 EXECUTIVE COUNSEL TO THE MAYOR U76 ADMINISTRATIVE SUPPORT SPECIALIST U67 MAYOR Z 2101 MAYOR'S OFFICE TOTAL RECOVERY OFFICE EXECUTIVE ASSISTANT TO THE MAYOR U URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST IV U RECOVERY OFFICE TOTAL HUMAN RELATIONS COMM URBAN POLICY SPECIALIST V U HUMAN RELATIONS COMM TOTAL 2111 EXECUTIVE OFFICE ADMIN. EXECUTIVE ASSISTANT TO THE MAYOR U EXECUTIVE ASSISTANT TO THE MAYOR U URBAN POLICY SPECIALIST I U51 URBAN POLICY SPECIALIST III U61 URBAN POLICY SPECIALIST V U70 URBAN POLICY SPECIALIST II U55 URBAN POLICY SPECIALIST IV U EXECUTIVE ASSISTANT TO THE MAYOR U85 PUBLIC INFORMATION OFFICER II U77 ADMINISTRATIVE SUPPORT SPECIALIST U67 FINANCIAL SERVICE AGENT U EXECUTIVE OFFICE ADMIN. TOTAL INTERGOV RELATIONS Budget, Page 140

139 MAYOR PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 EXECUTIVE ASSISTANT TO THE MAYOR U83 URBAN POLICY SPECIALIST III U INTERGOV RELATIONS TOTAL LEGISLATIVE COORDINATION URBAN POLICY SPECIALIST V U70 URBAN POLICY SPECIALIST IV U LEGISLATIVE COORDINATION TOTAL STATE RELATIONS URBAN POLICY SPECIALIST V U STATE RELATIONS TOTAL 2115 COMMUNICATIONS ASSISTANT DIRECTOR, PUBLIC INFORMATION OFFICE U70 DIRECTOR OF COMMUNICATIONS U DIRECTOR OF COMMUNICATIONS U URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST V U PUBLIC INFORMATION OFFICER II U COMMUNICATIONS TOTAL COMMISSIONER OF CRIM JUSTICE URBAN POLICY SPECIALIST V U70 MAYOR'S ASSISTANT FORCRIMINAL JUSTICE COORDINAT U COMMISSIONER OF CRIM JUSTICE TOTAL OFFICE OF HOMELAND SECURITY URBAN POLICY SPECIALIST V U OFFICE OF HOMELAND SECURITY TOTAL 2138 SPECIAL EVENTS PUBLIC INFORMATION OFFICER II U SPECIAL EVENTS TOTAL 2140 RYAN WHITE ADMINISTRATION ADMINISTRATIVE SUPPORT SPECIALIST U Budget, Page 141

140 MAYOR PERSONNEL SUMMARY Program No. Pay Grade Proposed RYAN WHITE ADMINISTRATION TOTAL ENVIRONMENTAL AFFAIRS ADMINISTRATOR, EVIRONMENTALPLANNING U ENVIRONMENTAL AFFAIRS TOTAL 2171 HUMAN RESOURCES POLICY & PLAN URBAN POLICY SPECIALIST III U61 PUBLIC INFORMATION OFFICER II U HUMAN RESOURCES POLICY & PLAN TOTAL PUBLIC ADVOCACY URBAN POLICY SPECIALIST III U61 URBAN POLICY SPECIALIST V U70 URBAN POLICY SPECIALIST ASSISTANT U PUBLIC ADVOCACY TOTAL STATE AND FEDERAL PROGRAMS URBAN POLICY SPECIALIST I U51 URBAN POLICY SPECIALIST III U61 DEPUTY EXECUTIVE ASSISTANTFOR HOUSING U78 ASSISTANT TO THE MAYOR U STATE AND FEDERAL PROGRAMS TOTAL GENERAL FUND TOTAL MAYORAL FELLOWS PROGRAM 2173 MAYORAL FELLOWS MAYORAL FELLOW U MAYORAL FELLOWS TOTAL MAYORAL FELLOWS PROGRAM TOTAL DOD DEPT. OF DEFENSE Budget, Page 142

141 MAYOR PERSONNEL SUMMARY Program No BRAC COMMUNITY BASE REUSE PLAN Pay Grade Proposed 2009 URBAN POLICY SPECIALIST V U70 URBAN POLICY SPECIALIST IV U BRAC COMMUNITY BASE REUSE PLAN TOTAL DOD DEPT. OF DEFENSE TOTAL DOL LA. DEPARTMENT OF LABOR 2135 CITY BUSINESS CENTER URBAN POLICY SPECIALIST V U CITY BUSINESS CENTER TOTAL DOL LA. DEPARTMENT OF LABOR TOTAL FDH FEDERAL DEPT OF HEALTH /HUMAN 2140 RYAN WHITE ADMINISTRATION MANAGER, HEALTHPOLICY&AIDS FUNDING U90 ADMINISTRATOR,OFFICE OF HEALTH POLICY U84 ADMINISTRATIVE SUPPORT SPECIALIST U RYAN WHITE ADMINISTRATION TOTAL RYAN WHITE QUALITY MGMT. URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST IV U RYAN WHITE QUALITY MGMT. TOTAL RYAN WHITE TITLE II URBAN POLICY SPECIALIST IV U RYAN WHITE TITLE II TOTAL 2153 HEALTH START INITIATIVE HEALTH PROJECT & PLANNING ANALYST HEALTH PROJECT & PLANNING SPECIALIST HEALTH PROJECT & PLANNING SPECIALIST Budget, Page 143

142 MAYOR PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 HEALTH PROJECT & PLANNING MANAGER 74 HEALTH PROJECT & PLANNING ADMINISTRATOR 78 HEALTH PROJECT & PLANNING SENIOR ANALYST HEALTH PROJECT & PLANNING WORKER 28 HEALTH PROJECT & PLANNING SENIOR WORKER URBAN POLICY SPECIALIST ASSISTANT U42 URBAN POLICY SPECIALIST IV U HEALTH START INITIATIVE TOTAL FDH FEDERAL DEPT OF HEALTH /HUMAN TOTAL FEG FED DEPARTMENT OF ENERGY 2192 SOLAR AMERICA CITIES URBAN POLICY SPECIALIST III U SOLAR AMERICA CITIES TOTAL FEG FED DEPARTMENT OF ENERGY TOTAL FEM FED DEPARTMENT OF EMERGENCY 2195 PREDISASTER MITIGATION HAZARD MITIGATION SPECIALIST, SENIOR** PREDISASTER MITIGATION TOTAL 2199 PROJECT DELIVERY UNIT MANAGEMENT DEVELOPMENT ANALYST II DIRECTOR OF COMMUNICATIONS U EXECUTIVE ASSISTANT TO THE MAYOR U URBAN POLICY SPECIALIST III U SR. CHIEF DEPUTY CITY ATTORNEY U DEPUTY CHIEF ADM.OFFICER U URBAN POLICY SPECIALIST IV U ATTORNEY IV U PUBLIC INFORMATION OFFICER II U ADMINISTRATIVE SUPPORT SPECIALIST U Budget, Page

143 MAYOR PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 SENIOR OFFICE ASSISTANT U PROJECT DELIVERY UNIT TOTAL FEM FED DEPARTMENT OF EMERGENCY TOTAL FHS FED DEPT. OF HOMELAND SECURITY 2124 FEDERAL HOMELAND SECURITY URBAN POLICY SPECIALIST V U URBAN POLICY SPECIALIST II U55 URBAN POLICY SPECIALIST IV U FEDERAL HOMELAND SECURITY TOTAL FHS FED DEPT. OF HOMELAND SECURITY TOTAL FJA FEDERAL DEPARTMENT OF JUSTICE 2118 VIOLENCE AGAINST WOMEN ACT URBAN POLICY SPECIALIST V U VIOLENCE AGAINST WOMEN ACT TOTAL FJA FEDERAL DEPARTMENT OF JUSTICE TOTAL LCD LA OFFICE OF COMMUNITY DEVELOP 2106 PROGRAM DELIVERY/ADMINIS MANAGEMENT DEVELOPMENT ANALYST I MANAGEMENT DEVELOPMENT SPECIALIST I MANAGEMENT DEVELOPMENT ADMINISTRATOR ACCOUNTANT I URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST V U URBAN POLICY SPECIALIST V U U60 URBAN POLICY SPECIALIST IV Budget, Page 145

144 MAYOR PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 URBAN POLICY SPECIALIST IV U PROGRAM DELIVERY/ADMINIS TOTAL LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL LDH LA DEPT OF HEALTH/HUMAN SVCS 2164 INFANT MORTALITY INITIATIVE HEALTH PROJECT & PLANNING SPECIALIST INFANT MORTALITY INITIATIVE TOTAL LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL DEPARTMENT TOTAL Budget, Page 146

145

146 RESULT: HIGH PERFORMING GOVERNMENT Department: CHIEF ADMINISTRATIVE OFFICE Mission Statement The mission of the Chief Administrative Office is to uphold the city charter and city ordinances through the effective management and oversight of all mandated operations in the delivery of services to the citizens of New Orleans. Performance Measures Measure Projected Target General Fund Revenue $465.9M $471.7M $469.3M $ $ % of General Fund Revenues Received 100% 100% 100% 100% 100% Health Care Claims $42.9 M $43.6 M $43.2 M $45.6 M $41 M % Funding of Health Care Claims** 82.10% 98.70% 107% 106% 100% On-Time fuel deliveries % 99.99% 99.99% 99.99% 99.99% Funding Summary Year Proposed GF Expenditure $51,966,454 $41,878,919 $44,631,550 $51,563,185 $55,371,986 $52,272,100 $48,483,744 $48,483,744 Total Funding $52,264,890 $42,307,726 $45,911,533 $54,086,413 $82,282,615 $56,883,936 $54,384,398 $54,384,398 #FTEs All Full Time Employees figures are adopted. Budget, Page 148

147 Programs Funded in Program Name: Budget, Operations & Mgt. Result Area: High Performing Government Funding: $3,101,380 Funding: $1,127,572 Full-Time Employees: 4 General Fund: $1,127,572 Other Funds: Source: Program Description: The Budget Operations & Management Office ensures that an annual balanced budget is submitted on or before the date as mandated by the Home Rule Charter for the City of New Orleans. It also offers technical assistance and guidance to all departments throughout the year in budget-related matters. Key Performance Indicators: Measure Projected Target General Fund Revenue $471.7M $469.3M(unaudited) $486.3M TBD Program Name: Equipment Maintenance Division (Fleet) Result Area: High Performing Government Funding: $4,411,958 Funding: $2,998,091 Full-Time Employees: 18 General Fund: $2,998,091 Other Funds: Source: Program Description: Equipment Maintenance Division provides fleet management, maintenance and repair services for the City s fleet of 3,500 vehicles and units of equipment. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: Executive Office Result Area: High Performing Government Funding: $1,727,569 Funding: $1,214,702 Full-Time Employees: 9.3 General Fund: $1,389,321 Other Funds: Source: Program Description: The Executive Office is responsible for the smooth and effective operation of City government by providing operational guidance and oversight. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: Equipment Maintenance Division (Fuel) Result Area: High Performing Government Funding: $4,764,250 Funding: $3,237,693 Full-Time Employees: 0 General Fund: $3,237,693 Other Funds: Source: Program Description: Provide fuel availability for the City s fleet of vehicles and equipment, automated fuel dispensing, recordkeeping services and facility maintenance and provide emergency event fuel services. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: Equipment Maintenance (Vehicle Replacement ) Result Area: High Performing Government Funding: $2,000,000 Funding: $1,359,162 Full-Time Employees: 0 General Fund: $1,359,162 Other Funds: Source: Program Description: Provides for the replacement of vehicles that are either damaged or beyond their scheduled replacement. Key Performance Indicators: Not available. Measures to be tracked in. Budget, Page 149

148 Program Name: Election Expense Result Area: High Performing Government Funding: $682,342 Funding: $630,000 Full-Time Employees: 0 General Fund: $630,000 Other Funds: Source: Program Description: Provides for expenses related to elections. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: City Light and Gas Result Area: High Performing Government Funding: $11,063,682 Funding: $8,354,073 Full-Time Employees: 0 General Fund: $8,354,073 Other Funds: Source: Program Description: Provides for payment of the City s utility costs. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: CAO Personnel Office Result Area: High Performing Government Funding: $265,117 Funding: $196,283 FullOI-Time Employees: 2 General Fund: $196,283 Other Funds: Source: Program Description: Provides funding and support services for administration of health benefits and administration of unclassified pay plan. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: Hospitalization Result Area: High Performing Government Funding: $4,643,027 Funding: $3,183,653 Full-Time Employees: 4 General Fund: $3,183,653 Other Funds: Source: Program Description: Provides funding and support services for City employees health care and benefits. Not available. Measures to be tracked in. Program Name: Alternative Monitoring Prog. Key Performance Indicators: Result Area: High Performing Government Funding: $1,500,000 Funding: $865,078 Full-Time Employees: 0 General Fund: $865,078 Other Funds: Source: Alternative monitoring program. Not available. Measures to be tracked in. Program Name: Municipal Training Academy Program Description: Key Performance Indicators: Result Area: High Performing Government Funding: $149,790 Funding: $120,365 Full-Time Employees: 1 General Fund: $120,365 Other Funds: Source: Provides training for City staff. Not available. Measures to be tracked in. Program Description: Key Performance Indicators: Budget, Page 150

149 Program Name: Mail Room Result Area: High Performing Government Funding: $430,598 Funding: $331,956 Full-Time Employees: 2 General Fund: $ Other Funds: Source: Processes and handles mail for the City. Not available. Measures to be tracked in. Program Description: Key Performance Indicators: Program Name: Mainframe/Helpdesk/Network and Systems Operations Result Area: High Performing Government Funding: $15,666,903 Funding: $11,582,629 Full-Time Employees: 21.5 General Fund: $11,582,629 Other Funds: Source: Program Description: Provides support and maintenance for City Information Technology (IT) systems and services, including staffing, software/hardware, and leases. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: Special Projects Result Area: High Performing Government Funding: $79,535 Funding: $106,267 Full-Time Employees: 2 General Fund: $106,267 Other Funds: Source: Program Description: Special Projects fulfills charter responsibility of prescribing standards of administrative practice, monitoring departmental performance, monitoring elections, reviewing contracts, administering special projects and supporting management inflation system projects. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: Capital Projects Result Area: High Performing Government Funding: $712,657 Funding: $577,000 Full-Time Employees: 6 General Fund: $577,000 Other Funds: Source: Program Description: Capital Projects is responsible for all aspects of capital budgeting and implementation for any of the City s nonstreet capital improvements. Key Performance Indicators: Not available. Measures to be tracked in. Program Name: 311 Result Area: High Performing Government Funding: $0 Funding: $1,267,049 Full-Time Employees: 16 General Fund: $1,267,049 Other Funds: Source: Program Description: Provides software maintenance, upgrades, and integration of 311 services under the Mayor s Office of Public Advocacy Key Performance Indicators: Timeliness of response to callers Customer satisfaction Budget, Page 151

150 Result: PUBLIC SAFETY Homeland Security & Office of Emergency Preparedness Mission Statement The Office of Homeland Security and Emergency Preparedness (OHSEP) protects the civilian population and property of the City of New Orleans from the destructive forces of natural or man-made disasters, working in partnership with NOPD, NOFD, NOEMS, and the other city departments in a comprehensive program of prevention, preparedness, mitigation, response, and recovery. Funding Summary The Office of Homeland Security and the Office of Emergency Preparedness is budgeted under the Mayor s Office (Commissioner of Criminal Justice) and the Chief Administrative Office (OEP.) Department s Objective The OHSEP coordinates all hazard emergency response with the City agencies and requests additional assets from the State or Federal government when needed. This office acts as the conduit of information for the unified command during response and recovery phases of an incident and is responsible for the education of citizens during the prevention and preparedness phases of disaster management. It is also responsible to ensure the City s public safety agencies are NIMS compliant, meet all Homeland Security Presidential Directives (HSPD), and properly operate under the Incident Command System (ICS) guidelines. It is also the responsibility of this office to effectively manage and operate the Emergency Operations Center (EOC) and provide redundant forms of emergency communication should the need arise. The Hazard Mitigation Branch was established after hurricane Katrina with generous support from the Ford Foundation to identify and reduce potential risks from natural disasters. Programs Funded in Program Name: MMRS Grant Result Area: Public Safety Funding: $730,000 Funding: $900,589 Full-Time Employees: 0 General Fund: $0 Other Funds: $900,589 Source: FEMA Program Description: The Metropolitan Medical Response System (MMRS) is designed to enhance the capability of metropolitan areas to address large scale medical or biological threats Through an integrated structure MMRS promotes partnerships that bring together a variety of response elements to strengthen the national emergency response infrastructure. MMRS program will develop and maintain operational plans, deliver training, purchase equipment and pharmaceuticals and conduct exercises. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Budget, Page 152

151 Program Name: Emergency Preparedness Statewide Generator Result Area: Public Safety Funding: $2,427,741 Funding: $2,419,801 Full-Time Employees: 0 General Fund: $0 Other Funds: $2,419,801 Source: State Haz. Mitigation Program Description: The state of Louisiana has allocated a portion of its hazard mitigation funds to create a statewide program to purchase generators for critical facilities as identified under a state plan approved by the Louisiana Recovery Authority s Board of Directors. Key Performance Indicators: Performance Measure Projected Target Identified generators will be installed on schedule in FY. Program Name: Mobile Medical Surge Facility Result Area: Public Safety Funding: $948,387 Funding: $948,347 Full-Time Employees: 0 General Fund: $0 Other Funds: $948,347 Source: State. Haz. Mitigation Program Description: As part of HR 2764 $1 million was allocated to supply New Orleans with a mobile medical surge facility to better prepare for future disasters. The net amount of the award is $948,387. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Port Security Grant Result Area: Public Safety Funding: $0 Funding: $1,115,000 Full-Time Employees: 0 General Fund: $0 Other Funds: $1,115,000 Source: FAR Program Description: Emergency Preparedness Performance grants assist state and local governments to sustain and enhance all hazards emergency management capabilities. These funds help pay portions of staff salaries and supports training and exercises, planning, operations and acquisition of equipment. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Emergency Management Performance Grant Result Area: Public Safety Funding: $410,000 Funding: $603,870 Full-Time Employees: 0 General Fund: $0 Other Funds: $603,870 Source: Program Description: Emergency Preparedness Performance grants assist state and local governments to sustain and enhance all hazards emergency management capabilities. These funds help pay portions of staff salaries and supports training and exercises, planning, operations and acquisition of equipment. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Citizens Corps Result Area: Public Safety Funding: $69,708 Funding: $59,000 Full-Time Employees: 0 General Fund: $0 Other Funds: $59,000 Source: State Haz. Mitigation Program Description: Citizens Corps was created following the tragic events of September 11, 2001 to help coordinate volunteer activities that make communities safer, stronger and better prepared to respond to any emergency situation. Locally these funds are used to train citizen volunteers using the CERT program. Budget, Page 153

152 Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Urban Area Security Initiative Result Area: Public Safety Funding: $6,325,530 Funding: $7,129,183 Full-Time Employees: 5 General Fund: $0 Other Funds: $7,129,183 Source: UASI grant Program Description: DHS provides funding to Urban Areas identified as critical to the nation s Security and Economic survival. The New Orleans Urban Area Security Region, with New Orleans as the Core City and Jefferson, Plaquemines and St. Bernard, is one of 62 metropolitan areas designated. Funds are provided to achieve the Region s Urban Area Security Strategy and to enhance its ability to Detect, Deter, Respond, and Recover from a terrorist attack or natural disaster. Key Performance Indicators: Performance Measure Projected Target Train Emergency Responders Train 3000 responders Conduct preparedness exercises Conduct 3 regional exercises Staff, train, and equip Type III Type III USAR Team USAR Team Program Name: Buffer Zone Protection 2170 Result Area: Public Safety Funding: $1,659,630 Funding: $1,689,630 Full-Time Employees: 0 General Fund: $0 Other Funds: $1,689,630 Source: State DHS Program Description: DHS provides funding through the State for the protection of private sector owned Critical Infrastructure and Key Resources. The grant enables vulnerability and risk assessments and risk reduction planning and security protection. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: COPS Technology Grant 2198 Result Area: Public Safety Funding: $2,416,112 Funding: $2,416,112 Full-Time Employees: 0 General Fund: $0 Other Funds: $2,416,112 Source: FJA Program Description: This grant program has purchased hand held radios and will be used to establish a regional crime fighting database for Orleans, Jefferson, St. Bernard and Plaquemines parishes and other interoperable communications infrastructure improvements. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Hazardous Materials Grant 2197 Result Area: Public Safety Funding: $50,000 Funding: $50,000 Full-Time Employees: 0 General Fund: $0 Other Funds: $50,000 Source: LMD Program Description: This grant allows funding to develop plans to prevent and mitigate hazardous materials incidents across the 4 parish region of Orleans, Jefferson, St. Bernard and Plaquemines. Key Performance Indicators: Budget, Page 154

153 Performance Measure Projected Target Measures to be developed in. Program Name: LETPP Grant 2187 Result Area: Public Safety Funding: $17,229 Funding: $22,400 Full-Time Employees: 0 General Fund: $0 Other Funds: $22,400 Source: LLE, LMD Program Description: This grant provides finding for the administration of the Local Law Enforcement Terrorism Prevention project over five law enforcement agencies. A portion of one salary is paid by the grant. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Public Safety Interoperable Communications Grant 2116 Result Area: Public Safety Funding: $462,404 Funding: $417,891 Full-Time Employees: 0 General Fund: $0 Other Funds: $417,891 Source: Program Description: This grant will serve as the basis to work with private industry to develop a 4G broadband infrastructure throughout the region. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Hazard Mitigation Severe Repetitive Loss Grant 2154 Result Area: Public Safety Funding: $12,950,000 Funding: $13,125,000 Full-Time Employees: 0 General Fund: $0 Other Funds: $13,125,000 Source: FEMA Program Description: Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Hazard Mitigation Pre-Disaster Grant 2195 Result Area: Public Safety Funding: $1,217,905 Funding: $1,041,246 Full-Time Employees: 0.25 General Fund: $0 Other Funds: $1,041,246 Source: FEMA Program Description: The Hazard Mitigation Branch is currently using the grant to update the Orleans Parish Hazard Mitigation plan. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Hazard Mitigation Grant 2119 Result Area: Public Safety Funding: $46,574,206 Funding:$49,878,941 Full-Time Employees: 1.75 General Fund: $0 Other Funds: $49,878,941 Source: FEMA Program Description: The hazard mitigation branch is currently using this grant to mitigate over 150 homes in Orleans Parish. Smart, Inc. is providing program management services. Key Performance Indicators: Budget, Page 155

154 Performance Measure Projected Target Measures to be developed in. Program Name: Emergency Preparedness Operational and Personnel Base 2213 Result Area: Public Safety Funding: $1,085,773 Funding: $832,171 Full-Time Employees: 8 General Fund: $832,171 Other Funds: Source: Program Description: Funding for the Office of Emergency Preparedness (OEP) is used to protect the civilian population and property of the City of New Orleans as well as the visiting population from the destructive forces of natural or man-made disasters. This is achieved utilizing a comprehensive program of prevention, preparedness, mitigation, response, and recovery. OEP s base funding is used to cover costs associated with daily operating expenses as well as employee salaries and benefits. In addition to these items, funding is also used to maintain emergency communication services, disaster response equipment, and supplies needed for Emergency Operation Center (EOC) activations. Key Performance Indicators: Performance Measure Projected Target OHSEP measures its performance by being able to reliably provide quality emergency services for both planned and non-planned emergency responses within the City while maintaining the standards set forth in Homeland Security Presidential Directive (HSPD) 5 and 8. OEP also utilizes the federal Department of Homeland Security s National Response Framework (NRF) as a standards resource as well as the Louisiana Homeland Security and Emergency Assistance and Disaster Act. All public safety plans and responses will be NIMS and ICS compliant. Program Name: Homeland Security Exec. Staff Result Area: Public Safety Funding: $1,016,629 Funding: $649,420 Full-Time Employees: 1 General Fund: $0 Other Funds: $649,420 Source: Program Description: This proposal will cover salaries and fringe benefits for the Director of the OHSEP. The Director directly supervises the staff of the OHSEP which included Emergency Preparedness, Homeland Security, Hazard Mitigation and Criminal Justice. This individual serves as the Urban Area Administrator for the four-parish Urban Area Security Initiative Region, directs grants and develops plans to prevent, protect, respond and recover from natural and manmade disasters for the City of New Orleans. Key Performance Indicators: Performance Measure Projected Target Grants administered # Exercises # Contracts administered # # Target to be determined in ** included as part of another program in FY2009 Program Name: Hazard Mitigation Pilot Planning Grant Program 2155 Result Area: Public Safety Funding: $154,500 Funding: $154,000 Full-Time Employees: 0 General Fund: $0 Other Funds: Source: FEMA Program Description: The hazard mitigation branch is currently using the grant to prepare the city s high priority mitigation projects for funding (i.e., project scoping). Consultant selection is in process. Administrative costs total $4,000 for this grant. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Budget, Page 156

155 DEPARTMENTAL BUDGET SUMMARY CHIEF ADMINISTRATIVE OFFICE Proposed EXPENDITURES PERSONAL SERVICES 16,937,909 5,379,190 5,610,900 5,610,900 OTHER OPERATING 65,344,706 51,504,746 48,773,498 39,393,879 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $82,282,615 $56,883,936 $54,384,398 $45,004,779 SOURCE OF FUNDING GENERAL FUND 55,371,986 52,272,100 48,483,744 37,983,744 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE 0 26,000 26,000 26,000 FEDERAL GRANTS 26,910,629 4,585,836 5,874,654 6,995,035 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $82,282,615 $56,883,936 $54,384,398 $45,004,779 Budget, Page 157

156 CHIEF ADMINISTRATIVE OFFICE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 2213 OFFICE OF EMERG PREPAREDNESS 507, , , EXECUTIVE OFFICE 676, , ,214, ELECTION EXPENSE 0 630, , MANAGEMENT INFORMATION SYSTEMS 1,436,992 9,715, ,152, TECHONOLOGY PROGRMS 0 430, , CITY LIGHT AND GAS 0 8,354, ,354, CALL CENTER OPERATIONS 566, , ,267, ALTERNATIVE MONITOR PRO 0 865, , CAO-PERSONNEL/OFFICE MGMT 145,142 51, , CAO-HOSP-INSURANCE 235,210 2,948, ,183, MUNC. TRAINING ACADEMY 86,978 33, , MAIL ROOM 78, , , BUDGET AND PLANNING 331, , ,127, C A O SPECIAL PROJECTS 105, , CAO-CAPITAL PROJECTS 562,791 14, , EMD-GENERAL MAINTENANCE 878,291 2,119, ,998, EMD-FUEL SUPPLY 0 3,237, ,237, EQUIPMMENT ACCOUNT 0 1,359, ,359, GENERAL FUND 5,610,900 32,372, ,983,744 FAR Federal American Recovery 2206 PORT SECURITY GRANT 0 1,115, ,115,000 FAR Federal American Recovery 0 1,115, ,115,000 FDH FEDERAL DEPT OF HEALTH /HUMAN 2213 OFFICE OF EMERG PREPAREDNESS 0 948, , OEP MOBILE HOSPITAL 0 948, ,387 FDH FEDERAL DEPT OF HEALTH /HUMAN 0 1,896, ,896,774 Budget, Page 158

157 CHIEF ADMINISTRATIVE OFFICE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total FEM FED DEPARTMENT OF EMERGENCY 2219 STATEWIDE GENERATOR PROGRAM 0 2,419, ,419,802 FEM FED DEPARTMENT OF EMERGENCY 0 2,419, ,419,802 FHS FED DEPT. OF HOMELAND SECURITY 2208 CITIZEN CORP PROJECT 0 59, , EMERG MANAGMENT PLANNING GRANT 0 603, , METROPOLITAN MEDICAL RESPONSE 0 900, ,589 FHS FED DEPT. OF HOMELAND SECURITY 0 1,563, ,563,459 LLE LA COMMISSION ON LAW ENFORCEMT 2223 TRAINING SUPPORT GRANT 0 26, ,000 LLE LA COMMISSION ON LAW ENFORCEMT 0 26, ,000 DEPARTMENT TOTAL 5,610,900 39,393, ,004,779 Budget, Page 159

158 CHIEF ADMINISTRATIVE OFFICE EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 2210 METRO MEDICAL RESPONSE SYSTEM OFFICE OF EMERG PREPAREDNESS 754,150 1,073, , , EXECUTIVE OFFICE 1,445,233 1,727,569 1,389,321 1,214, OFFICE OF MUNICIPAL INVEST. 274, TRAINING SUPPORT GRANT ELECTION EXPENSE 168, , , , MANAGEMENT INFORMATION SYSTEMS 17,231,472 15,033,300 14,303,081 11,152, TECHONOLOGY PROGRMS 646, , , , CITY LIGHT AND GAS 15,104,596 11,063,682 11,063,682 8,354, CALL CENTER OPERATIONS 0 0 1,494,191 1,267, ALTERNATIVE MONITOR PRO 145,331 1,500,000 1,350, , CAO-PERSONNEL/OFFICE MGMT 162, , , , CAO-HOSP-INSURANCE 5,612,666 4,643,027 4,139,968 3,183, MUNC. TRAINING ACADEMY 96, , , , MAIL ROOM 60, , , , BUDGET AND PLANNING 598,242 3,101,280 1,385,793 1,127, C A O SPECIAL PROJECTS 73,491 79, , , CAO-CAPITAL PROJECTS 576, , , , EMD-GENERAL MAINTENANCE 4,660,192 4,411,958 3,685,639 2,998, EMD-FUEL SUPPLY 7,589,802 4,764,250 4,287,825 3,237, EQUIPMMENT ACCOUNT 170,856 2,000,000 1,800,000 1,359, UNASSIGNED GENERAL FUND TOTAL 55,371,986 52,272,100 48,483,744 37,983,744 FAR Federal American Recovery 2206 PORT SECURITY GRANT ,115,000 FAR Federal American Recovery TOTAL ,115,000 FDH FEDERAL DEPT OF HEALTH /HUMAN 2212 METROPOLITAN MEDICAL RESPONSE 198, OFFICE OF EMERG PREPAREDNESS , , OEP MOBILE HOSPITAL 0 948, , ,387 Budget, Page 160

159 CHIEF ADMINISTRATIVE OFFICE EXPENDITURE SUMMARY Program No. Proposed FDH FEDERAL DEPT OF HEALTH /HUMAN TOTAL 198, ,387 1,896,774 1,896,774 FEM FED DEPARTMENT OF EMERGENCY 2213 OFFICE OF EMERG PREPAREDNESS 17,079, HMTA PLANNING GT OFFICE OF MUNICIPAL INVEST , STATEWIDE GENERATOR PROGRAM 0 2,419,801 2,419,802 2,419, MANAGEMENT INFORMATION SYSTEMS 8,104, EMD-GENERAL MAINTENANCE 1,525, FEM FED DEPARTMENT OF EMERGENCY TOTAL 26,710,461 2,427,741 2,419,802 2,419,802 FHS FED DEPT. OF HOMELAND SECURITY 2208 CITIZEN CORP PROJECT 2,013 69,708 59,000 59, EMERG MANAGMENT PLANNING GRANT 0 410, , , METROPOLITAN MEDICAL RESPONSE 0 730, , ,589 FHS FED DEPT. OF HOMELAND SECURITY TOTAL 2,013 1,209,708 1,558,078 1,563,459 LLE LA COMMISSION ON LAW ENFORCEMT 2223 TRAINING SUPPORT GRANT 0 26,000 26,000 26,000 LLE LA COMMISSION ON LAW ENFORCEMT TOTAL 0 26,000 26,000 26,000 DEPARTMENT TOTAL $82,282,615 $56,883,936 $54,384,398 $45,004,779 Budget, Page 161

160 CHIEF ADMINISTRATIVE OFFICE PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 2213 OFFICE OF EMERG PREPAREDNESS MANAGEMENT DEVELOPMENT ANALYST II 59 DEPUTY DIRECTOR, EMERGENCY MANAGEMENT* EMERGENCY MANAGEMENT SERVICES COORDINATOR* EMERGENCY MANAGEMENT SERVICES COORDINATOR* DIRECTOR,OFFICE OF EMERGENCY PREPARED U OFFICE OF EMERG PREPAREDNESS TOTAL EXECUTIVE OFFICE OFFICE ASSISTANT, TRAINEE 23 ASSISTANT CHIEF ADMINISTRATIVE OFFICER URBAN POLICY SPECIALIST V U70 DEPUTY CHIEF ADM.OFFICER U DEPUTY CHIEF ADM.OFFICER U CHIEF ADMINISTRATIVE OFFICER U EXECUTIVE OFFICE TOTAL MANAGEMENT INFORMATION SYSTEMS SENIOR SYSTEMS APPLICATIONS OPERATOR MIS LAN TECHNICIAN MIS LAN TECHNICIAN, TRAINEE 48 OPERATIONS CONTROL COORDINATOR 57 SENIOR PROGRAMMER-ANALYST LEAD PROGRAMMER-ANALYST 62 TECHNICAL SERVICES SUPERVISOR MIS WAN TECHNICIAN MIS PROJECT LEADER MIS ENTERPRISE DIRECTOR MANAGEMENT DEVELOPMENT SPECIALIST I MANAGEMENT INFORMATION SYSTEMS TOTAL CALL CENTER OPERATIONS Budget, Page 162

161 CHIEF ADMINISTRATIVE OFFICE PERSONNEL SUMMARY Program No. Pay Grade Proposed TELECOM OPERATOR, TRAINEE TELECOM OPERATOR TELECOM OPERATOR, SENIOR TELECOM OPERATOR, SUPV TELECOM OPERATOR, MANAGER CALL CENTER OPERATIONS TOTAL CAO-PERSONNEL/OFFICE MGMT LEGISLATIVE RELATIONS COORDINATOR (CAO) 99 MANAGEMENT DEVELOPMENT SPECIALIST II CAO-PERSONNEL/OFFICE MGMT TOTAL CAO-HOSP-INSURANCE SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT ANALYST II 59 CHIEF OPERATIONS MANAGER, ASSISTANT 68 CHIEF OPERATIONS MANAGER CAO-HOSP-INSURANCE TOTAL MUNC. TRAINING ACADEMY CHIEF OPERATIONS MANAGER MUNC. TRAINING ACADEMY TOTAL 2280 MAIL ROOM OFFICE ASSISTANT II 30 OFFICE ASSISTANT IV MAIL ROOM TOTAL BUDGET AND PLANNING OFFICE SUPPORT SPECIALIST 42 MANAGEMENT DEVELOPMENT SPECIALIST II 65 BUDGET ADMINISTRATOR 76 CHIEF OPERATIONS MANAGER, ASSISTANT BUDGET AND PLANNING TOTAL C A O SPECIAL PROJECTS 62 MANAGEMENT DEVELOPMENT ANALYST I Budget, Page 163

162 CHIEF ADMINISTRATIVE OFFICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 CHIEF OPERATIONS MANAGER, ASSISTANT C A O SPECIAL PROJECTS TOTAL CAO-CAPITAL PROJECTS MANAGEMENT DEVELOPMENT ANALYST II MANAGEMENT DEVELOPMENT SPECIALIST I 63 SENIOR ARCHITECT CAPITAL PROJECTS ADMINISTRATOR* 74 DIRECTOR OF CAPITAL PROJECTS U CAO-CAPITAL PROJECTS TOTAL EMD-GENERAL MAINTENANCE OFFICE ASSISTANT III MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT SPECIALIST II 65 ACCOUNTANT III 55 FLEET SERVICES MANAGER 61 AUTOMOTIVE MECHANIC I 28 AUTOMOTIVE MECHANIC III AUTOMOTIVE MAINTENANCE TECHNICIAN AUTOMOTIVE SERVICES SUPERVISOR FLEET SERVICES SUPERVISOR EMD-GENERAL MAINTENANCE TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 164

163 DEPARTMENTAL SUMMARY LAW Budget, Page 165

164 Result: HIGH PERFORMING GOVERNMENT Department: LAW DEPARTMENT Mission Statement The mission of the Law Department is to: 1. Provide efficient, effective and sound legal advice and assistance to the City 2. Protect the City s legal interests at all times Performance Measures Performance Measure % of Contracts Reviewed and Negotiated in 45 Days or Less* Number of cases handled in Municipal and Traffic Courts Number of Advice/Opinion and Research Requests* Amount in Civil damages paid by the City Amount in Federal damages paid by the City Amount paid in Workers Compensation claims ( WC ) paid Number of tax adjudicated properties sold or donated through the Sale of Adjudicated Properties Program Projected Target NM NM 73% 78% 80% 135, , ,769 61, $331,621 $165,811 $571,170 $238,172 $229,326 $1,338,088 $65,250 $252,000 $12,573,966 $13,691,242 $13,360,359 $238,172 n/a n/a Less than $500,000 Less than $500,000 Less than $500,000 NM Funding Summary Budget, Page 166

165 Year Proposed GF Expenditures $9,848,543 $18,899,563 $6,360,494 $9,116,948 $9,870,665 $12,705,092 $10,420,879 $9,420,879 Total Funding $10,574,390 $19,494,127 $6,529,773 $9,352,959 $10,122,551 $12,979,425 $11,026,999 $10,026,999 # FTEs All Full Time Employees figures are adopted. Department s Objective The Law Department strives to provide direction and supervision over the legal affairs of the City and legal advice to the Mayor, City Council, departments, various agencies and boards concerning any matter impacting the legal interests of the City as required by the Home Rule Charter. Programs Funded in Program Name: Law Administration Result Area: High Performing Government Funding: $4,126,407 Funding: $2,455,412 Full-Time Employees: General Fund: $3,455,412 Other Funds: $0 Source: N/A Program Description: The Law Administration provides the general management function for the department. Staff assigned to this program also provides legal advice and support to the Mayor, City Council, departments and agencies of City government, including instituting legal proceedings pertaining to governmental functions and defending the city in various matters. Key Performance Indicators: Measure Projected Target Number of Contracts Reviewed and Negotiated % of Contracts Reviewed and Negotiated in 45 days or Less* NM 75% 80% 80% Number of Advice/Opinion and Research Requests Number of Advice/opinion and research requests responded to within 30 days or less* NM Number of ordinances drafted and/or reviewed* NM *NM: Not Measured Program Name: Civil Litigation Result Area: High Performing Government Funding: $828,353 Funding: Full-Time Employees: 7 $557,934 General Fund: $557,934 Other Funds: $0 Source: N/A Program Description: The Civil Litigation Unit defends the City against tort claims and lawsuits including Workers Compensation, subrogation and general litigation Key Performance Indicators: Measure Projected Target Amount of damages demanded in petitions filed against the 1,902,154 1,315, ,479 NM City Amount in damages paid by the City* 165, , ,548 NM Amount the city saved 1,736, , ,931 NM NM: Not Measured Budget, Page 167

166 Program Name: Risk Management Result Area: High Performing Government Funding: Funding: $5,002,651 Full-Time Employees: 2 $5,487,680 General Fund: $5,002,651 Other Funds: $0 Source: N/A Program Description: Risk Management is an essential unit to the City Attorney s Office and more importantly to the City because it monitors and responds to calendar sensitive issues unique to insurance and requires a manager and support staff to effectively supervise the unit. Key Performance Indicators: Measure Projected Target Amount paid Worker s Compensation claims (WC) 13,691,242 13,360,359 1,070,448 1,070,448 paid Number of new WC received Number of WC closed 787 1, Ratio of WC open to those closed 109% 122% 125% 125% Total number of open WC Program Name: Housing and Finance Unit Result Area: High Performing Government Funding: Funding: $936,879 Full-Time Employees: 11 $888,980 General Fund: $310,490 Other Funds: $462,154 Source: NHIF Program Description: The Housing Unit is responsible for expediting the process of ridding the City of blighted and adjudicated properties as well as coordinate and oversees the City s enforcement activities regarding public nuisance and imminent danger structures. In addition, the Housing Unit assists with all activities relative to the voluntary demolitions. Key Performance Indicators: Measure Projected Target Number of Administrative Hearings 5,080 4,153 7,536 NM Amount collected and deposited with Civil District Court 1,400, ,269 1,314,800 NM (CDC from utilizing the City s quick take method of acquisition/disposition of adjudicated and/or blighted properties Number of tax adjudicated properties sold or donated NM through the Sale of Adjudicated Properties Program or expropriated through Quick Take Revenue derived from Bankruptcy and Delinquent Tax Litigation NM NM NM NM Program Name: Municipal and Traffic Result Area: Public Safety Funding: $579,735 Funding: $515,034 Full-Time Employees: 11 General Fund: $515,034 Other Funds: $0 Source: N/A Program Description: The Municipal Court prosecutes alleged offenders of the Municipal Criminal Code which require that the City Attorney s Office prosecute less severe domestic violence and misdemeanor matters. The Traffic Court requires that we prosecute Traffic Code violations which include DWI violations. Key Performance Indicators: Measure Projected Target Number of cases handled in Municipal and Traffic Courts 139,970 86,066 70,380 80,000 Number of Attorneys Number of Attorneys/Cases per month 2, Budget, Page 168

167 Program Name: Federal/Police Litigation Result Area: Public Safety Funding: $793,937 Funding: $579,358 Full-Time Employees: 7 General Fund: $579,358 Other Funds: $0 Source: N/A Program Description: The Police Litigation unit defends not only the Police and City in police related matters, but also the City and its employees in federal class action, including discrimination matters, civil service appeals, and other federal matters. Key Performance Indicators: Measure Projected Target Amount of damages demanded in the petitions filed 7,632,400 6,515,000 7,000,000 7,000,000 against the City Amount in damages paid by the City 1,338, , , ,000 Amount the City saved 6,294,312 5,961,497 6,100,000 6,200,000 Program Name: Victim Witness Program Result Area: Recovery & Livable Communities 200 Funding: $226,434 Funding: $143,966 Full-Time Employees: 3 General Fund: $0 Other Funds: $143,966 Source: Federal Program Description: The Victim/Witness Program is a cooperative effort of the City Attorney s Office and Municipal District Court to reduce domestic violence through issuance of protective orders, enhanced monitoring of offenders improved assessment of cases and services to victims. Key Performance Indicators: Measure Projected Target Number of protective orders issued and resisted in the state registry NM NM NM NM Number of clients served 2,515 3,448 3,248 3,500 Number offenders monitored 544 3,448 3,248 3,500 NM = New Measure Budget, Page 169

168 DEPARTMENTAL BUDGET SUMMARY LAW Proposed EXPENDITURES PERSONAL SERVICES 4,954,592 5,692,931 4,469,154 4,469,154 OTHER OPERATING 5,167,959 7,286,494 6,557,845 5,557,845 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $10,122,551 $12,979,425 $11,026,999 $10,026,999 SOURCE OF FUNDING GENERAL FUND 9,870,665 12,705,092 10,420,879 9,420,879 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 143, , , ,966 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND 108,471 47, , ,154 TOTAL FUNDING $10,122,551 $12,979,425 $11,026,999 $10,026,999 Budget, Page 170

169 LAW PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 2310 LAW ADMINISTRATION 1,754, , ,455, POLICE LITIGATION 579, , MUNICIPAL AND TRAFFIC 515, , RISK MANAGEMENT 145,628 4,857, ,002, CIVIL LITIGATION 557, , HOUSING UNIT-CDBG 310, , GENERAL FUND 3,863,034 5,557, ,420, NEIGHBORHOOD HOUSING IMPR 2360 ADJUDICATION 462, , NEIGHBORHOOD HOUSING IMPR 462, ,154 FJA FEDERAL DEPARTMENT OF JUSTICE 2331 VICTIM / WITNESS PROGRAM 143, ,966 FJA FEDERAL DEPARTMENT OF JUSTICE 143, ,966 DEPARTMENT TOTAL 4,469,154 5,557, ,026,999 Budget, Page 171

170 LAW EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 2310 LAW ADMINISTRATION 3,528,662 4,126,407 3,455,412 2,455, POLICE LITIGATION 649, , , , MUNICIPAL AND TRAFFIC 440, , , , RISK MANAGEMENT 3,749,269 5,487,680 5,002,651 5,002, CIVIL LITIGATION 733, , , , HOUSING UNIT-CDBG 769, , , , GENERAL FUND TOTAL 9,870,665 12,705,092 10,420,879 9,420, NEIGHBORHOOD HOUSING IMPR 2360 ADJUDICATION 108,471 47, , , NEIGHBORHOOD HOUSING IMPR TOTAL 108,471 47, , ,154 FJA FEDERAL DEPARTMENT OF JUSTICE 2331 VICTIM / WITNESS PROGRAM 143, , , ,966 FJA FEDERAL DEPARTMENT OF JUSTICE TOTAL 143, , , ,966 DEPARTMENT TOTAL $10,122,551 $12,979,425 $11,026,999 $10,026,999 Budget, Page 172

171 LAW PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 2310 LAW ADMINISTRATION ATTORNEY I U ATTORNEY II U63 CITY ATTORNEY U83 DEPUTY CITY ATTORNEY U URBAN POLICY SPECIALIST V U ATTORNEY III U SR. CHIEF DEPUTY CITY ATTORNEY U SR. CHIEF DEPUTY CITY ATTORNEY U CHIEF DEPUTY CITY ATTORNEY U80 URBAN POLICY SPECIALIST II U55 ATTORNEY IV U LEGAL ADMINISTRATIVE ASSISTANT U57 LEGAL RESEARCH ASSISTANT U41 LEGAL SECRETARY U LEGAL RECEPTIONIST U34 SOCIAL WORKER III U68 OFFICE SUPPORT SPECIALIST U54 SENIOR OFFICE ASSISTANT U LAW ADMINISTRATION TOTAL POLICE LITIGATION ATTORNEY II U ASSOCIATE CITY ATTORNEY U76 CHIEF DEPUTY CITY ATTORNEY U80 ATTORNEY IV U LEGAL SECRETARY U POLICE LITIGATION TOTAL MUNICIPAL AND TRAFFIC U52 ATTORNEY I Budget, Page 173

172 LAW PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 DEPUTY CITY ATTORNEY U76 CHIEF DEPUTY CITY ATTORNEY U80 LEGAL SECRETARY U MUNICIPAL AND TRAFFIC TOTAL RISK MANAGEMENT RISK MANAGER U68 CLAIMS ADJUSTER U RISK MANAGEMENT TOTAL CIVIL LITIGATION DEPUTY CITY ATTORNEY U76 ATTORNEY III U CHIEF DEPUTY CITY ATTORNEY U80 ATTORNEY IV U71 LEGAL SECRETARY U CIVIL LITIGATION TOTAL HOUSING UNIT-CDBG ATTORNEY II U ATTORNEY II U DEPUTY CITY ATTORNEY U DEPUTY CITY ATTORNEY U ATTORNEY III U ATTORNEY III U CHIEF DEPUTY CITY ATTORNEY U CHIEF DEPUTY CITY ATTORNEY U URBAN POLICY SPECIALIST IV U URBAN POLICY SPECIALIST IV U ATTORNEY IV U ATTORNEY IV U LEGAL SECRETARY U LEGAL SECRETARY U HOUSING UNIT-CDBG TOTAL GENERAL FUND TOTAL Budget, Page 174

173 LAW PERSONNEL SUMMARY Program No. Pay Grade Proposed NEIGHBORHOOD HOUSING IMPR 2360 ADJUDICATION ATTORNEY II U DEPUTY CITY ATTORNEY U ATTORNEY III U CHIEF DEPUTY CITY ATTORNEY U URBAN POLICY SPECIALIST IV U ATTORNEY IV U LEGAL ADMINISTRATIVE ASSISTANT U57 LEGAL SECRETARY U ADJUDICATION TOTAL NEIGHBORHOOD HOUSING IMPR TOTAL FJA FEDERAL DEPARTMENT OF JUSTICE 2331 VICTIM / WITNESS PROGRAM ATTORNEY I U52 URBAN POLICY SPECIALIST V U70 SOCIAL WORKER I U VICTIM / WITNESS PROGRAM TOTAL FJA FEDERAL DEPARTMENT OF JUSTICE TOTAL DEPARTMENT TOTAL Budget, Page 175

174

175 Result: PUBLIC SAFETY Department: FIRE DEPARTMENT Mission Statement The mission of the New Orleans Fire Department (NOFD) is to provide assistance to the community in all emergency situations; including those related to fire, hazardous materials incidents and weather phenomena. The NOFD is committed to using all of its professional training and resources to save lives and property regardless of the nature of the emergency. Performance Measures Performance Measure Target % within 6 minutes 62.3% 61.2% 66.9% 73.0% 80.0% Target 75.0% 75.0% 75.0% 75.0% 80.0% Retention and recruitment Measure of new hires and separations from payroll # of Positions Filled % of Positions Filled % 100.0% 87.4% 92.5% 100.0% Funding Summary Year Proposed GF Expenditure $54,090,472 $57,435,860 $45,668,116 $41,674,947 $46,468,974 $54,527,061 $72,902,209 $72,717,686 Total Funding $54,439,122 $57,733,424 $46,527,094 $62,463,096 $66,573,738 $54,527,061 $72,902,209 $73,562,103 #FTEs All Full-Time Employee figures are adopted Budget, Page 177

176 Department s Objective The New Orleans Fire Department (NOFD) is charged with the protection of lives and property in all emergency situations, including hazardous materials incidents, weather related emergencies, building collapses, medical incidents, etc. Protection, through fire prevention and education, are also vital to the Department successfully fulfilling its mission. Programs Funded in Program Name: Fire Suppression Result Area: Public Safety Funding: $35,510,890 Funding: $35,625,020 Full-Time Employees: 601 General Fund: $35,625,020 Other Funds: Source: Program Description: The division responds to all emergency situations, providing community assistance to include those relating to fire, high-angle and confined-space incidents, and weather related emergencies. It provides mutual aid as requested from neighboring parishes; the proper companies or units are dispatched along with a Chief Officer to direct our involvement. The Suppression Division maintains a focus and commitment to the ISO requirements, generating the best possible fire rating for the citizens and the business community in Orleans Parish. Key Performance Indicators: Performance Measure Projected Response times less than six minutes (non-medical) 61.2% 67% # # Number of total incidents dept. responds to 18,563 22,878 22,600 # Fire responses - 2,247 2,154 # # Target to be determined in Program Name: Administration Division Result Area: Public Safety Target Funding: $938,088 Funding: $1,037,063 Full-Time Employees: 12.5 General Fund: $1,037,063 Other Funds: Source: Program Description: The fire department s Administration Division contains the department s top managers and the payroll, fiscal, and personnel sections. The Superintendant, Assistant Superintendant, and Deputy Superintendant have department-wide management responsibility. Key Performance Indicators: Performance Measure Projected Target Purchases Hires, terminations, promotions Computer-help-desk calls Program Name: Airport Suppression Result Area: Public Safety Funding: $2,153,859 Funding: $2,327,035 Full-Time Employees: 36.0 General Fund: $2,327,035 Other Funds: Source: Program Description: The New Orleans Fire Department staffs the fire-suppression needs at Louis Armstrong International Airport in Kenner. The Department carries the employees on its payroll, and the Aviation Board reimburses the full payroll cost. Key Performance Indicators: Performance Measure Measures to be developed in Projected Target Budget, Page 178

177 Program Name: Fire Communications Result Area: Public Safety Funding: $1,631,694 Funding: $1,551,843 Full-Time Employees: 24 General Fund: $1,551,843 Other Funds: Source: Program Description: The NOFD Communications Division is responsible for dispatching and coordinating all responses to fire scenes, medical first-responder situations, and other emergency situations such as hazardous material and trappedperson situations. NOFD dispatchers operate in an inter-agency communication center shared with policedepartment and emergency-medical-services personnel. Key Performance Indicators: Respond to dispatches in 2 minutes or less at least 86.8% of the time. The department projects this percentage to be 88.8% for FY. Program Name: Public Affairs Division Result Area: Public Safety Funding: $507,399 Funding: $504,976 Full-Time Employees: 7 General Fund: $504,976 Other Funds: Source: Program Description: The New Orleans Fire Department (NOFD) created the Public Affairs Division to coordinate Public Information and Fire Education activities. The Public Information and Relations section is responsible for interdepartmental events, media liaison, citizens complaints, and the coordination of all non-emergency departmental interaction with the public. The Fire Education section provides the citizens of New Orleans with fire-safety information through our many Community Outreach Programs and Fire Education Presentations. Key Performance Indicators: Performance Measure Projected Target The reduction of fire incidences and fatalities is projected; target to be determined in FY. Program Name: Safety Division Result Area: Public Safety Funding: $1,426,628 Funding: $1,155,569 Full-Time Employees: 0 General Fund: $1,155,569 Other Funds: Source: Program Description: The Safety Division is responsible for all aspects of safety for departmental personnel. It funds the department s contractual commitment to the firefighters union for $400,000 in to pay for safety related equipment to protect firefighters. The division also pays for required drug testing of members as part of the safety program. Key Performance Indicators: Performance Measure Projected Target Number of drug tests Apparatus lease payments $894,000 $919,000 $919,000 Replacement plan for turnout gear Replacement for SCBA cylinders Program Name: Prevention Division Result Area: Public Safety Funding: $652,247 Funding: $762,241 Full-Time Employees: 12 General Fund: $762,241 Other Funds: Source: Program Description: As the enforcement arm of the New Orleans Fire Department, the Fire Prevention Division utilizes the International Fire Code (IFC) as amended to perform technical inspections and law enforcement work to secure compliance with the city's fire prevention regulations and ordinances, promotional work in encouraging development and use of fire prevention methods. Key Performance Indicators: Performance Measure Projected Target Inspections Investigations Plan Reviews Budget, Page 179

178 Program Name: Supply Division Result Area: Public Safety Funding: $418,234 Funding: $267,985 Full-Time Employees: 6 General Fund: $267,985 Other Funds: Source: Program Description: The Supply Division is responsible for the logistical needs of the fire department. They order, receive, and store fire supplies, tools and equipment. They deliver supplies to the fire stations. They maintain a warehouse on Magazine Street and an annex that adjoins a fire station on Poland Avenue. Key Performance Indicators: Performance Measure Projected Target Response to 2-alarm or greater fires 100% 100% Response to hazmat incidents 90% 90% Program Name: Hazardous Materials Division Result Area: Public Safety Funding: $653,605 Funding: $696,484 Full-Time Employees: 10 General Fund: $696,484 Other Funds: Source: Program Description: The mission of Hazmat is to bring under control and mitigate any hazmat incident that may occur inside of New Orleans and in some cases when requested by Mutual Aid to assist in the surrounding Parishes. Key Performance Indicators: Performance Measure Projected Target Fumigations Special Events Rolls (Hazmat incidents the Hazmat Unit made for the year) Hazmat Tech. Certification % 100% Program Name: Fire Academy Training Result Area: Public Safety Funding: $695,175 Funding: $779,750 Full-Time Employees: 10 General Fund: $779,750 Other Funds: Source: Program Description: The purpose of Fire Academy Training is to ensure that all personnel are properly trained and receive adequate professional development. In addition, we have created funding to support hiring and certifying a third recruit class for the next few years that will eventually bring NOFD staffing to budgeted levels. Key Performance Indicators: Performance Measure Projected Target 20 hours of training per person per month (mean: 630 firefighters) 90.2 % 100% 100% 100% 12 hours officer training 91.7% 94% 100% 100% 12 hours operator training 46.1% 84.7% 100% 100% Recruit-training, new recruits Program Name: Medical Division Result Area: Public Safety Funding: $12,000 Funding: $9,720 Full-Time Employees: 0 General Fund: $9,720 Other Funds: Source: Program Description: The Medical Division consists of a Coordinator of E.M.S. (whose payroll comes under the Public Affairs Division.) The Medical Division maintains documentation on all medical responses and patients as well as all training sessions, with emphasis on Medical Run Reports. Key Performance Indicators: Performance Measure Projected Target Medical Rolls CPR Certification 98% 98% 100% 100% First Responder Training 98% 98% 100% 100% Budget, Page 180

179 Program Name: Firefighter Pension Result Area: Public Safety Funding: $9,000,000 Funding: $28,000,000 Full-Time Employees: 0 General Fund: $28,000,000 Other Funds: Source: Program Description: Pension contributions to the Old Fire Pension System for retired firefighters, and the New Firefighters Pension System. Key Performance Indicators: To be determined Program Name: Port Security Grant Result Area: Public Safety Funding: $0 Funding: $844,417 Full-Time Employees: 0 General Fund: $0 Other Funds: $844,417 Source: FAR Program Description: Emergency Preparedness Performance grants assist state and local governments to sustain and enhance all hazards emergency management capabilities. These funds help pay portions of staff salaries and supports training and exercises, planning, operations and acquisition of equipment. Key Performance Indicators: Measures to be developed in. Budget, Page 181

180 DEPARTMENTAL BUDGET SUMMARY FIRE Proposed EXPENDITURES PERSONAL SERVICES 62,113,775 52,459,303 71,056,977 71,056,977 OTHER OPERATING 4,459,963 2,067,758 1,845,232 2,505,126 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $66,573,738 $54,527,061 $72,902,209 $73,562,103 SOURCE OF FUNDING GENERAL FUND 46,468,974 54,527,061 72,902,209 72,717,686 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 20,104, ,417 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $66,573,738 $54,527,061 $72,902,209 $73,562,103 Budget, Page 182

181 FIRE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 2510 FIRE ADMINISTRATION 1,018,642 18, ,037, FIRE SAFETY EQUIPMENT 0 1,155, ,155, PUBLIC AFFAIRS 494,810 10, , SUPPLY SHOP 267, , MEDICAL 0 9, , CITY SUPPRESSION 35,389, , ,625, AIRPORT SUPPRESSION 2,327, ,327, HAZARDOUS MATERIALS 667,713 28, , FIRE ACADEMY TRAINING 772,526 7, , FIRE COMMUNICATIONS 1,366, , ,551, PREVENTION INSP & EDUC 173, , GF-PREVENTION INSP & EDUC 578,252 9, , PRE-68 PENSION 19,000, ,000, POST-68 PENSION 9,000, ,000, GENERAL FUND 71,056,977 1,660, ,717,686 FAR Federal American Recovery 2557 A.R.R.A. PORT SECURITY GRANT 0 844, ,417 FAR Federal American Recovery 0 844, ,417 DEPARTMENT TOTAL 71,056,977 2,505, ,562,103 Budget, Page 183

182 FIRE EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 2510 FIRE ADMINISTRATION 3,936, ,088 1,039,111 1,037, FIRE SAFETY EQUIPMENT 1,130,077 1,426,628 1,283,965 1,155, PUBLIC AFFAIRS 433, , , , SUPPLY SHOP 365, , , , MEDICAL 11,818 12,000 10,800 9, CITY SUPPRESSION 24,995,936 35,510,890 35,651,178 35,625, AIRPORT SUPPRESSION 2,203,718 2,153,859 2,327,035 2,327, HAZARDOUS MATERIALS 617, , , , FIRE ACADEMY TRAINING 712, , , , FIRE COMMUNICATIONS 1,577,790 1,631,694 1,572,446 1,551, PREVENTION INSP & EDUC 278, , , , GF-PREVENTION INSP & EDUC 507, , , , PRE-68 PENSION ,000,000 19,000, POST-68 PENSION 9,699,999 9,000,000 9,000,000 9,000, FIRE DEDICATED MILLAGE 0 927, GENERAL FUND TOTAL 46,468,974 54,527,061 72,902,209 72,717,686 CDL COMMUNITY DISASTER LOAN 2521 CITY SUPPRESSION 17,186, CDL COMMUNITY DISASTER LOAN TOTAL 17,186, FAR Federal American Recovery 2557 A.R.R.A. PORT SECURITY GRANT ,417 FAR Federal American Recovery TOTAL ,417 FEM FED DEPARTMENT OF EMERGENCY 2510 FIRE ADMINISTRATION 2,918, FEM FED DEPARTMENT OF EMERGENCY TOTAL 2,918, Budget, Page 184

183 DEPARTMENT TOTAL $66,573,738 $54,527,061 $72,902,209 $73,562,103 Budget, Page 185

184 FIRE PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 2510 FIRE ADMINISTRATION ADMINISTRATIVE SUPPORT MANAGER I 57 ADMINISTRATIVE SUPPORT SPECIALIST I 46 INFORMATION PROCESSING SYSTEM COORDINATOR 42 OFFICE ASSISTANT IV 38 OFFICE ASSISTANT IV MIS LAN TECHNICIAN 55 MANAGEMENT SERVICES ADMINISTRATOR 88 MANAGEMENT DEVELOPMENT ANALYST I 51 ADMINISTRATIVE SUPPORT SPECIALIST III ASSISTANT SUPERINTENDENT OF FIRE U69 DEPUTY SUPERINTENDENT OF FIRE U SUPERINTENDENT OF FIRE U FIRE ADMINISTRATION TOTAL PUBLIC AFFAIRS FIRE EDUCATION OFFICER 54 FIREFIGHTER I FIREFIGHTER I FIRE APPARATUS OPERATOR PUBLIC INFORMATION OFFICER II U PUBLIC AFFAIRS TOTAL SUPPLY SHOP FIRE SUPPLY TECHNICIAN III FIRE SUPPLY SUPERVISOR 49 FIREFIGHTER I FIREFIGHTER I SUPPLY SHOP TOTAL CITY SUPPRESSION FIRE RECRUIT Budget, Page

185 FIRE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 FIRE RECRUIT FIREFIGHTER I FIREFIGHTER I FIRE APPARATUS OPERATOR FIRE APPARATUS OPERATOR FIRE CAPTAIN FIRE CAPTAIN FIRE DISTRICT CHIEF FIRE DISTRICT CHIEF DEPUTY FIRE CHIEF CITY SUPPRESSION TOTAL AIRPORT SUPPRESSION FIREFIGHTER I FIREFIGHTER I 57 FIRE APPARATUS OPERATOR FIRE CAPTAIN AIRPORT SUPPRESSION TOTAL HAZARDOUS MATERIALS FIREFIGHTER I FIRE APPARATUS OPERATOR FIRE CAPTAIN FIRE DISTRICT CHIEF HAZARDOUS MATERIALS TOTAL FIRE ACADEMY TRAINING OFFICE ASSISTANT IV FIRE EDUCATION OFFICER FIRE EDUCATION OFFICER FIRE APPARATUS OPERATOR 48 FIRE DISTRICT CHIEF FIRE ACADEMY TRAINING TOTAL FIRE COMMUNICATIONS FIRE ALARM DISPATCHER FIRE ALARM, SENIOR DISPATCHER Budget, Page 187

186 FIRE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 FIRE ALARM SUPERVISOR 67 FIRE ALARM DISPATCHER, RECRUIT FIRE ALARM DISPATCHER, RECRUIT FIRE COMMUNICATIONS TOTAL PREVENTION INSP & EDUC FIRE PREVENTION PLAN EXAMINER 59 CHIEF OF FIRE PREVENTION PREVENTION INSP & EDUC TOTAL GF-PREVENTION INSP & EDUC ADMINISTRATIVE SUPPORT SPECIALIST II 51 FIRE PREVENTION INSPECTOR FIRE PREVENTION INSPECTOR 67 SENIOR FIRE PREVENTION INSPECTOR GF-PREVENTION INSP & EDUC TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 188

187 DEPARTMENTAL SUMMARY SAFETY & PERMITS Budget, Page 189

188 Result: HIGH PERFORMING GOVERNMENT Department: SAFETY & PERMITS Mission Statement The Department of Safety and Permits is critically important as the City continues to accelerate recovery and rebuilding in New Orleans. The department works to ensure an effective and time-efficient process for administering the permitting process for residents and businesses seeking to return and rebuild. The department uses advanced technology to simplify its processes and create greater access to government. The Mission of the Safety & Permits Departments is to: 1. Administer and enforce standards for the construction and use of buildings and property 2. Promote and protect the public's interest and safety to life and property 3. Enforce the comprehensive zoning ordinance to protect the quality of our neighborhoods and businesses Performance Measures Performance Measure Projected Target Total # of Permits Issued 73,119 41,509 25,950 28,545 Total Revenue Generated from Permits $13,178,950 $12,487,390 $7,127,872 $7,840,659 Amount of time to complete an inspection 48 hours 24 hours 24 hours 24 hours % of positive responses to customer satisfaction survey NM TBD TBD TBD Funding Summary Year Proposed GF Expenditures $3,467,141 $3,171,523 $2,650,845 $3,798,524 $5,101,982 $6,789,265 $4,910,527 $4,845,606 Total Funding $4,298,352 $3,997,930 $5,345,698 $5,036,387 $5,101,982 $6,789,265 $4,910,527 $4,845,606 # FTEs All Full Time Employees figures are adopted. Budget, Page 190

189 Department s Objective The objective of the Department of Safety & Permits is to inspect any new construction projects in the City, both residential and commercial for compliance with all building, electrical, mechanical, gas codes and the comprehensive zoning ordinance. This requires any party interested in building or modifying a structure to obtain a permit through the Department and, as the various types of construction are completed (structural, electrical, plumbing, etc.), requesting an inspection. Additionally, the Department is responsible for performing annual moving equipment and major mechanical system inspections on any commercial property and for permitting all ground transportation in the city, both for commercial and private vehicles. Programs Funded in Program Name: Ground Transportation Bureau Result Area: Recovery & Livable Communities 2008 Funding: $900,360 Funding: $ 700,075 Full-Time Employees: 17 General Fund: $700,075 Other Funds: Source: Program Description: The Ground Transportation Bureau (GTB) is responsible for all administrative and enforcement operations related to the for-hire transportation industry. There are laws specifically written to police this industry; the Ground Transportation (Taxicab) Bureau functions by authority of Chapter 162 of the municipal code. Key Performance Indicators: Number of applications/licenses/permits processed, as well as tests administered; reduce processing and citizen wait time by 20% Number of court cases adjudicated; increase by minimum 100% with hearing officer position filled (this figure rises dramatically with enhanced proposal) Reduction of citizen complaints via rigorous enforcement (based on full staffing) Number of citations/summons written Program Name: Motor Vehicle Inspections Bureau Result Area: Recovery & Livable Communities 2008 Funding: $335,625 Funding: $250,767 Full-Time Employees: 5 General Fund: $250,767 Other Funds: Source: Program Description: The Motor Vehicle Inspections Bureau is responsible for conducting, as well overseeing all safety inspection functions within Orleans Parish. Key Performance Indicators: The maximum number of stations set at the start of the program (pre-katrina) is 32. Post-K, stations have been added based on returning population so that the public s needs are met, and profitability for satellite operators is maintained. Our cap of stations based on the current population is sixteen. Currently there are twelve stations operating, with plans to bring two motorcycle inspection stations and two heavy-duty vehicle inspection stations onboard for our current goal of sixteen functioning stations. Positive performance will be measured by: Reaching our goal of sixteen stations to serve all the various types of motor vehicles Maintaining a very low number of citizen complaints Completing the state training of all city and satellite personnel Program Name: Recovery and Rebuilding Result Area: Recovery & Livable Communities 2008 Funding: $5,553,280 Funding: $3,894,764 Full-Time Employees: 71.5 General Fund: $3,894,764 Other Funds: Source: Program Description: The Department of Safety & Permits inspects all construction projects in the City, both residential and commercial, for compliance with the building, electrical, mechanical, gas codes and the comprehensive zoning ordinance. This requires a party interested in building, rebuilding, or modifying a structure to obtain a permit Budget, Page 191

190 through the Department and, as the various types of construction are completed (structural, electrical, plumbing, etc) requesting an inspection by the Department of Safety & Permits. Key Performance Indicators: Total # Permits Issued Total Revenue Generated from Permits Total Value of Permits Issued Budget, Page 192

191 DEPARTMENTAL BUDGET SUMMARY SAFETY & PERMITS Proposed EXPENDITURES PERSONAL SERVICES 4,556,080 6,308,089 4,261,319 4,261,319 OTHER OPERATING 545, , , ,287 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $5,101,982 $6,789,265 $4,910,527 $4,845,606 SOURCE OF FUNDING GENERAL FUND 5,101,982 6,789,265 4,910,527 4,845,606 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $5,101,982 $6,789,265 $4,910,527 $4,845,606 Budget, Page 193

192 SAFETY & PERMITS PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 2601 S&P DIRECTORS OFFICE 353,481 83, , S&P BD BLDG STAND/APPEAL 0 1, , S&P BD OF OPERATING ENG 0 2, , ZONING BUREAU 457,335 13, , PERMIT PROCESSING 278,021 16, , BD OF ELECTRICAL E AMINER 0 3, , BD OF MECHANICAL E AMINER 0 2, , S&P BUILDING INSPECTION 948,524 42, , S&P, ELECTRICAL INSPECT 374,588 20, , S&P, MECHANICAL INSPECT 571,646 27, , S&P, PLAN PROCESSING 447,823 8, , TAXI CAB BUREAU 621,740 78, , GOHSEP REIMBURSABLE GRANT 0 241, , S&P, MOTOR VEHICLE INSPCT 208,161 42, , GENERAL FUND 4,261, , ,845,606 DEPARTMENT TOTAL 4,261, , ,845,606 Budget, Page 194

193 SAFETY & PERMITS EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 2601 S&P DIRECTORS OFFICE 473, , , , S&P BD BLDG STAND/APPEAL 0 1,725 1,260 1, S&P BD OF OPERATING ENG 0 3,400 3,060 2, ZONING BUREAU 517, , , , PERMIT PROCESSING 277, , , , BD OF ELECTRICAL E AMINER 0 3,400 3,420 3, BD OF MECHANICAL E AMINER 0 3,400 3,060 2, S&P BUILDING INSPECTION 1,093,561 1,196, , , S&P, ELECTRICAL INSPECT 465, , , , S&P, MECHANICAL INSPECT 749, , , , S&P, PLAN PROCESSING 442, , , , TAXI CAB BUREAU 467, , , , GOHSEP REIMBURSABLE GRANT 388, , , , S&P, MOTOR VEHICLE INSPCT 226, , , , GENERAL FUND TOTAL 5,101,982 6,789,265 4,910,527 4,845,606 DEPARTMENT TOTAL $5,101,982 $6,789,265 $4,910,527 $4,845,606 Budget, Page 195

194 SAFETY & PERMITS PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 2601 S&P DIRECTORS OFFICE OFFICE ASSISTANT III 34 SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT SUPERVISOR II DEPUTY DIRECTOR OF SAFETY & PERMITS U76 DIRECTOR OF SAFETY & PERMITS U82 SECRETARY, SAFETY & PERMITS U S&P DIRECTORS OFFICE TOTAL ZONING BUREAU OFFICE ASSISTANT, TRAINEE 23 OFFICE ASSISTANT I 28 OFFICE ASSISTANT II 30 SENIOR OFFICE SUPPORT SPECIALIST 44 BUILDING INSPECTOR 42 SENIOR BUILDING INSPECTOR ZONING ADMINISTRATOR 63 SENIOR CITY PLANNER ZONING BUREAU TOTAL PERMIT PROCESSING OFFICE ASSISTANT III 34 OFFICE SUPPORT SPECIALIST 42 MANAGEMENT DEVELOPMENT ANALYST II MANAGEMENT DEVELOPMENT SPECIALIST II PERMIT PROCESSING TOTAL S&P BUILDING INSPECTION OFFICE ASSISTANT III 34 OFFICE SUPPORT SPECIALIST 42 SENIOR OFFICE SUPPORT SPECIALIST 44 BUILDING OFFICIAL Budget, Page

195 SAFETY & PERMITS PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 CHIEF BUILDING OFFICIAL 74 BUILDING INSPECTOR SENIOR BUILDING INSPECTOR BUILDING INSPECTOR III S&P BUILDING INSPECTION TOTAL S&P, ELECTRICAL INSPECT OFFICE SUPPORT SPECIALIST 42 ELECTRICAL INSPECTOR SENIOR ELECTRICAL INSPECTOR 46 ELECTRICAL INSPECTOR II S&P, ELECTRICAL INSPECT TOTAL S&P, MECHANICAL INSPECT OFFICE SUPPORT SPECIALIST OFFICE ASSISTANT IV MECHANICAL EQUIPMENT INSPECTOR 42 SENIOR MECHANICAL EQUIPMENT INSPECTOR MECHANICAL EQUIPMENT INSPECTOR II 53 MECHANICAL EQUIPMENT INSPECTOR III S&P, MECHANICAL INSPECT TOTAL S&P, PLAN PROCESSING SENIOR OFFICE SUPPORT SPECIALIST 44 ENGINEER-IN-TRAINING I 51 ENGINEER SENIOR ELECTRICAL PLAN EXAMINER 55 BUILDING PLAN EXAMINER 53 BUILDING PLAN EXAMINER, CHIEF 66 ARCHITECT* S&P, PLAN PROCESSING TOTAL TAXI CAB BUREAU ADMINISTRATIVE SUPPORT SPECIALIST I 46 OFFICE ASSISTANT II OFFICE ASSISTANT III 34 OFFICE SUPPORT SPECIALIST 42 Budget, Page 197

196 SAFETY & PERMITS PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 MANAGEMENT DEVELOPMENT SPECIALIST II 65 SENIOR TAXICAB INVESTIGATOR TAXICAB INVESTIGATOR TAXICAB BUREAU ADMINISTRATOR 66 DEPUTY DIRECTOR, TAXICAB SVCS&ENFRC U TAXI CAB BUREAU TOTAL S&P, MOTOR VEHICLE INSPCT OFFICE ASSISTANT IV 38 MOTOR VEHICLE EXAMINER I 28 MOTOR VEHICLE EXAMINER II 34 MOTOR VEHICLE INSPECTION SUPERVISOR, ASSISTANT 46 MOTOR VEHICLE INSPECTION SUPERVISOR S&P, MOTOR VEHICLE INSPCT TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 198

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198 Result: PUBLIC SAFETY Department: POLICE DEPARTMENT Mission Statement The mission of the New Orleans Police Department is to provide professional police services to the public in order to maintain order and protect life and property. We will identify and solve problems by forming partnerships with the citizens of our community to enhance the quality of life for our citizens and visitors. Performance Measures Persons Crimes per 100,000 Residents Non-Violent Crimes per 100,000 Residents Q Q1 1, , Q Q2 1, ,266.4 Q Q3 1, ,209.5 Q Q4 1, Budget, Page 200

199 Funding Summary Proposed GF Expenditures $122,041,295 $145,349,043 $94,989,624 $101,375,529 $113,098,644 $119,647,963 $109,621,096 $109,222,115 Total Funding $126,217,371 $149,489,650 $99,795,074 $126,173,256 $134,970,675 $129,586,401 $118,251,186 $117,852,205 # FTEs 1 2, , , , , , , , All Full Time Employees figures are adopted. Department s Objective The New Orleans Police Department (NOPD) is responsible for enforcing state and local laws. As a full service police department, NOPD responds to calls for service, takes crime reports, investigates and arrests criminal offenders, controls and enforces traffic laws, operates a crime lab, gathers intelligence, and performs special operations. NOPD Protects and Serves through our Core Beliefs: Integrity: We are dedicated to maintaining the highest moral and ethical standards, through the principles of pride, honesty, trust, and courage. Fairness: We are dedicated to treating our employees and citizens with dignity, respect, and equality Service: We are committed to developing well-trained, highly motivated and courteous employees to serve our community and organization with pride and professionalism. NOPD has a direct affect on making New Orleans a safer city by decreasing crime rates through proactive policing, prevention programs, and arresting offenders. This is done by working in partnership with the community and with city, state, and federal law enforcement agencies. NOPD also provides the city s youth with early intervention programs to prevent delinquency and an adult life of crime. Budget, Page 201

200 Programs Funded in Program Name: 1 st District Result Area: Public Safety Funding: $5,878,959 Funding: $6,002,294 Full-Time Employees: 116 General Fund: $6,002,294 Other Funds: Source: Program Description: The purpose of this program is to provide quality police services to the citizens and visitors in the First District through immediate response to calls for service, dissemination of information on crime prevention techniques, relentless follow-up investigations and to address quality of life concerns of citizens. Key Performance Indicators: Performance Measure Projected Target Crime against Persons # Crime against Property # Note: all data are average per month # Target to be determined in Program Name: 2 nd District Result Area: Public Safety Funding: $6,259,061 Funding: $6,148,079 Full-Time Employees: 114 General Fund: $6,148,079 Other Funds: Source: Program Description: The Second District provides coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol and response to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. These duties, under the direction of the district commander, enhance citizen contacts and provide services to improve the quality of life for citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crimes against Persons # Crimes against Property # Note: all data are average per month # Target to be determined in Program Name: 3rd District Result Area: Public Safety Funding: $4,888,250 Funding: $4,981,115 Full-Time Employees: 94 General Fund: $4,981,115 Other Funds: Source: Program Description: The Third District provides police coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol, responds to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. All of these duties, under the command of the District Major enhance citizen contacts and provide services to improve the quality of life of citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crimes against Persons # Crimes against Property # Note: all data are average per month # Target to be determined in Budget, Page 202

201 Program Name: 4th District Result Area: Public Safety Funding: $5,360,867 Funding: $4,872,506 Full-Time Employees: 92 General Fund: $4,872,506 Other Funds: Source: Program Description: The 4th District provides police coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol, responds to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. All of these duties, under the command of the District Major enhance citizen contacts and provide services to improve the quality of life of citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crime Against Person # Crime Against Property # Note: all data are average per month # Target to be determined in Program Name: 5th District Result Area: Public Safety Funding: $4,696,885 Funding: $5,470,379 Full-Time Employees: 105 General Fund: $5,470,379 Other Funds: Source: Program Description: The 5th District provides police coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol, responds to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. All of these duties, under the command of the District Major enhance citizen contacts and provide services to improve the quality of life of citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crime against Persons # Crime against Property # Note: all data are average per month # Target to be determined in Program Name: 6th District Result Area: Public Safety Funding: $5,890,490 Funding: $5,864,019 Full-Time Employees: 112 General Fund: $6,232,419 Other Funds: Source: Program Description: The 6th District provides police coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol, responds to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. All of these duties, under the command of the District Major enhance citizen contacts and provide services to improve the quality of life of citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crimes against Persons # Crimes against Property # Note: all data are average per month # Target to be determined in Budget, Page 203

202 Program Name: 7th District Result Area: Public Safety Funding: $4,960,856 Funding: $5,489,740 Full-Time Employees: 104 General Fund: $5,489,740 Other Funds: Source: Program Description: The 7th District provides police coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol, responds to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. All of these duties, under the command of the District Major enhance citizen contacts and provide services to improve the quality of life of citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crime against Persons # Crime against Property # Note: all data are average per month # Target to be determined in Program Name: 8th District Result Area: Public Safety Funding: $6,599,328 Funding: $7,055,333 Full-Time Employees: 136 General Fund: $7,055,333 Other Funds: Source: Program Description: The 8 th District provides police coverage within the geographic boundaries assigned to this command. This command maintains a district station 24 hours a day, provides officers for uniform patrol, responds to calls for service, prepares incident reports, conducts follow-up investigations and handles special assignments as necessary. All of these duties, under the command of the District Major enhance citizen contacts and provide services to improve the quality of life of citizens in the area. Key Performance Indicators: Performance Measure Projected Target Crime against Persons # Crime against Property # Note: all data are average per month # Target to be determined in Program Name: Administrative & Support Bureau (2740) Result Area: Public Safety Funding: $20,153,878 Funding: $20,107,830 Full-Time Employees: General Fund: $16,370,781 Other Funds: $3,737,049 Source: Federal Program Description: The Administrative and Support Bureau consists of the Communications Division, Education and Training Division, Information Systems and Services Division, Record and Identification Division, Central Evidence and Property Division, Fleet Coordination; and Technical Support Division. Its primary function is to serve the citizens of New Orleans and the members of NOPD by providing efficient and thorough support services that range from processing crime scenes, to dispatching calls for service; storage and retrieval of police reports; processing and delivery of evidence; initial and on-going training of recruits and commissioned officers; maintenance of facilities; vehicles; and other departmental specialized equipment. This proposal indicates that it includes $3.2 million in overtime and 74 vacant recruit positions. Key Performance Indicators: Performance Measure Projected Target Communications calls for service 49, , ,33.33 # (avg. monthly) Scanned Reports (avg. monthly) 8, , , # Dollars Collected $52, $55, $65, # # Target to be determined in Budget, Page 204

203 Program Name: Investigative Support Bureau (2760) Result Area: Public Safety Funding: $6,445,535 Funding: $6,766,020 Full-Time Employees: 123 General Fund: $6,766,020 Other Funds: Source: Program Description: The Investigative Support Division is responsible for conducting investigations into specialized crime which occur in the City of New Orleans and performing special duties which are beyond the scope and capabilities of the Districts. They identify and arrest person responsible for criminal offenses and assist in the prosecution of those individuals. The Division consists of the Sex Crime/Juvenile/Child Abuse Unit, and the Homicide Cold Case Squad. The Juvenile Unit processes juvenile offenders and prepares the case for presentation to Juvenile Court along with investigating criminal activity perpetrated by juveniles. The Sex Crimes and Child Abuse Units handle specialized investigations into rape and child abuse allegations. The Homicide Cold Case Squad handles homicide investigations at the direction of the Chief of Operations and police shootings. They review all homicide cases submitted by the District Investigative Units in order to ensure professional standards and that all investigative measures have been taken to identify the perpetrators for prosecution. Key Performance Indicators: Performance Measure Projected Target Sex crimes cases cleared (month) # Rape cases (month) # Murder cases (month) # Murder cases cleared (month) # Juvenile Division Criminal Arrests # (month) # Target to be determined in Program Name: Narcotics Division (2740) Result Area: Public Safety Funding: $1,621,043 Funding: $1,440,250 Full-Time Employees: 26 General Fund: $1,440,250 Other Funds: Source: Program Description: The Narcotic Division investigates drug related activities that affect New Orleans. This unit coordinates investigative activities with Officers in each of the Eight Districts whose primary purpose is to investigate narcotics. Members of the Narcotics unit also work in conjunction with other Local, State and Federal agencies in addressing narcotics trafficking, which have no geographical boundaries. Facilitating to the success of this unit, it has several officers assigned to DEA to coordinate investigative activities at the Federal Level ensuring compliance with federal law standards of seizure and forfeiture. Key Performance Indicators: Performance Measure Projected Target Drug Cases (month) # Suspects (month) # Firearms (Confiscated)(month) # # Target to be determined in Program Name: Criminal Intelligence Bureau (2720) Result Area: Public Safety Funding: $3,500,174 Funding: $3,504,427 Full-Time Employees: 60 General Fund: $3,504,427 Other Funds: Source: Program Description: The Criminal Intelligence Bureau is responsible for coordinating activities in conjunction with outside law enforcement agencies (ATF, FBI, DEA, U.S. Marshals, as well with other local law enforcement entities. Officers are also assigned to combat the proliferation of vice/narcotic related crime in the City of New Orleans (Vice, Narcotics, and Intelligence). Key Performance Indicators: Performance Measure Projected Target Arrest resulting from Intelligence Bureau (average per month) # Budget, Page 205

204 # Target to be determined in Program Name: Special Operations Div. (2739) Result Area: Public Safety Funding: $4,763,156 Funding: $5,327,021 Full-Time Employees: 98 General Fund: $5,327,021 Other Funds: Source: Program Description: The SOD Tactical Section provides a supplementary staff pool of highly trained officers to lend assistance to regular field patrol units in the management of extraordinary circumstances and situations. SOD also consists of a Mounted/K9 Division that handles crowd control, narcotic and bomb detection, and assist in the apprehension of suspects. Key Performance Indicators: Performance Measure Projected Target SWAT Rolls # SWAT Arrests # Canine Apprehension Calls # Mounted Complaint Responses # All above average per month # # Target to be determined in Program Name: Scientific Criminal Investigations (2746) Result Area: Public Safety Funding: $2,369,861 Funding: $2,354,715 Full-Time Employees: 47 General Fund: $2,354,715 Other Funds: Source: Program Description: SCID consists of the Crime Scene Technicians Section, Laboratory Criminalist Section, Photo Laboratory, Firearms Laboratory, Forensic Light Technicians Section, and Document Examination Section. Key Performance Indicators: Performance Measure Projected Target First Platoon calls (month) # Second Platoon calls (month) # Third Platoon calls (month) # Narcotic Testing (month) # Target to be determined in Program Name: Crisis Transportation Grant (2724) Result Area: Public Safety Funding: $313,252 Funding: $145,201 Full-Time Employees: 1 General Fund: $0 Other Funds: $145,201 Source: LDH Program Description: The Grant period for this program runs from 07/01/09 06/30/10. It reimburses cost (salary and fringes) for one Management Development Analyst I, advertising for recruiting volunteers, and provides funding for badges, name tags, gloves, uniforms, awards etc. for volunteers. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Budget, Page 206

205 Program Name: Law Enforcement Technology Grant (2789) Result Area: Public Safety Funding: Funding: $654,710 Full-Time Employees: 0 General Fund: $0 Other Funds: $654,710 Source: FJA Program Description: Funds will be used to upgrade and expand the Police Department s crime fighting and analysis capabilities through technological enhancements. Enhancement will include state of the art digitalized capabilities to improve data access, storage and information sharing within the department and between partnering agencies and the community. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: LETTP X Grant (2744 SO18) Result Area: Public Safety Funding: $717,130 Funding: $769,130 Full-Time Employees: 0 General Fund: $0 Other Funds: $769,130 Source: LLE Program Description: The Grant is for System Optimization Integration equipment to provide an integrated communication system. An additional phase has been funded. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Asset Seizure (State) 2707 Result Area: Public Safety Funding: $350,000 Funding: $500,000 Full-Time Employees: 0 General Fund: $0 Other Funds: $500,000 Source: State 373 Program Description: Cooperative efforts with Federal, State, and other Local police enforcement agencies in related narcotics cases provides supplemental funding from the liquidations of assets seized in association with the State Asset Seizure statutes. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Asset Seizure (Federal) 2706 Result Area: Public Safety Funding: $425,000 Funding: $500,000 Full-Time Employees: 0 General Fund: $0 Other Funds: $500,000 Source: Federal 373 Program Description: Cooperative efforts with Federal, State, and other Local police enforcement agencies in related narcotics cases provides supplemental funding from the liquidations of assets seized in association with the Federal Asset Seizure statutes. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Budget, Page 207

206 Program Name: Forensic Science Improvement Act Grant 2748 Result Area: Public Safety Funding: Funding: $40,000 Full-Time Employees: 0 General Fund: Other Funds: $40,000 Source: LLE Program Description: This grant provides overtime for lab testing. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: COPS MORE 01 Equipment Grant 2001CLWX0022 Result Area: Public Safety Funding: $918,000 Funding: $459,000 Full-Time Employees: 0 General Fund: Other Funds: $459,000 Source: FJA Program Description: This program will assist the department with the purchase of proposed technology allowing officers to engage in and enhance Community Policing initiatives. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: LLE Information Systems Upgrade Result Area: Public Safety Funding: $0 Funding: $220,000 Full-Time Employees: 0 General Fund: Other Funds: $220,000 Source: LLE Program Description: This program will assist the department with the purchase of technology to upgrade public safety systems. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Drug Free Zone Grant B Result Area: Public Safety Funding: Funding: $175,000 Full-Time Employees: 0 General Fund: Other Funds: $175,000 Source: LLE Program Description: Overtime for officers to enforce truancy and provide safe access to and from schools and the surrounding neighborhoods, police presence to increase in targeted school areas. Anticipated rollover balance B Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Fleet Management Result Area: Public Safety Funding: $0 Funding: $500,000 Full-Time Employees: 0 General Fund: Other Funds: $500,000 Source: LA LPS Program Description: Grant to improve fleet maintenance and acquisition. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Budget, Page 208

207 Program Name: Electronic Equipment Grant 2722 EQ10 Result Area: Public Safety Funding: $15,000 Funding: $20,000 Full-Time Employees: 0 General Fund: Other Funds: $20,000 Source: LLE Program Description: Provides funding for computers to be assigned at the discretion of the Superintendent. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: STEP Grant 2757 RL11 Result Area: Public Safety Funding: $120,000 Funding: $320,000 Full-Time Employees: 0 General Fund: Other Funds: $320,000 Source: LPS Program Description: STEP Grant Period of 10/01/10 09/30/11. This program provides overtime and equipment for various traffic enforcement activities. This Grant focus is on DUI, Occupant Safety, and Speeding Violations. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Criminal Activity Fund Grant Result Area: Public Safety Funding: $155,799 Funding: $200,000 Full-Time Employees: 0 General Fund: Other Funds: $200,000 Source: LLE Program Description: Overtime for officers will enhance pro-active District patrols targeting street level narcotics trafficking, related violent crimes and known felons, in identified high crime areas. Anticipated rollover balance B Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Criminal Activity Fund Grant Continuation Result Area: Public Safety Funding: $310,000 Funding: $190,000 Full-Time Employees: 0 General Fund: Other Funds: $190,000 Source: LLE Program Description: Overtime for officers will enhance pro-active District patrols targeting street level narcotics trafficking, related violent crimes and known felons, in identified high crime areas. Anticipated continuation B with B09. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Police Recruits (2718) Result Area: Public Safety Funding: $10,259,828 Funding: $3,222,155 Full-Time Employees: 73 General Fund: $3,222,155 Other Funds: Source: Program Description: This program provides for the tracking of filled police recruit positions. Police Officer I positions within this program are lateral transfers and Police Recruit Positions are new hires. These hires are currently being trained or awaiting next class for training. Staffing for the Academy is funded and directed by the Administrative Services Bureau. There are 74 vacancies for police recruits, which allows for a commissioned position total of The funding for these vacancies is requested in Administrative Services Bureau Budget, Page 209

208 Key Performance Indicators: Performance Measure Projected Target Vacant Recruits at Prep (1600) # Number of Recruit Classes # Number Graduated # # Target to be determined in Program Name: State Pension for Commissioned Officers (2728) Result Area: Public Safety Funding: $5,824,573 Funding: $7,534,756 Full-Time Employees: 0 General Fund: $7,334,756 Other Funds: $200,000 Source: LLE Program Description: Funding in this program provides the Department s contribution for commissioned members participating in the Municipal Police Employees Retirement System (MPERS). Key Performance Indicators: Performance Measure Projected Target Not applicable to this program. Program Name: Special Dedicated Millage (2781) Result Area: Public Safety Funding: $1,735,967 Funding: $1,735,967 Full-Time Employees: 0 General Fund: $1,735,967 Other Funds: Source: Program Description: This program provides a supplementary revenue source to support the operations of the Department (positions consumed in the districts). This millage is generated from dedicated tax collections which are collected by the Finance Department and allocated by the CAO. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Public Integrity Division Result Area: Public Safety Funding: $2,035,214 Funding: $2,109,809 Full-Time Employees: 32 General Fund: $2,109,809 Other Funds: Source: Program Description: The New Orleans Police Department s Public Integrity Division is charged with the responsibility to effectively coordinate all investigations of allegations of misconduct by employees of the department (Commissioned and Civilian). The Public Integrity Division conducts all Criminal investigations, coordinates all suspensions, administrative reassignments, disciplinary hearings, Civil Service appeals and Professional Performance Enhancement program selection. The P.I.B. division also identifies problems and/or problem employees, seeks solutions, conducts investigations and guarantees the administration of discipline in a fair and impartial manner. Key Performance Indicators: Performance Measure Projected Target Performance measures will be evaluated through a complete numerical filing system based on actual complaints of employees for referral to the Professional Performance Enhancement Program and providing information to the Municipal Training Academy of subject matter, which is a source of complaints against employees. Budget, Page 210

209 Program Name: Office of the Superintendent (2702) Result Area: Public Safety Funding: $2,818,718 Funding: $2,234,025 Full-Time Employees: 34 General Fund: $2,234,025 Other Funds: Source: Program Description: The Office of the Superintendent establishes policy for the Police Department. It assembles the appropriate command staff to carry out activities necessary to meet objectives and coordinates the activities of the Department s Bureaus and those units whose activities are so specialized that they report directly to the Superintendent. The Office of the Superintendent also provides coordination for the cooperative law enforcement efforts among various jurisdictions and State and Federal agencies. The Office of Fiscal and Human Resource Management, Grants Administration, Special Events Unit, and the Public Information Office report to the Office of the Superintendent. Funding for personnel assigned to these units are not included in this program, however they are funded in other programs submitted. The descriptions for these units are as follows: The Office of Fiscal and Human Resource Management is the controlling and supervisory agency of Fiscal Management, Grants Administration, Human Resource Division, and the Payroll Section. This Office provides responsible fiscal planning and management through effective monitoring of the department s operating budget, as well as meeting the department s logistical needs by acting as primary purchasing agent and managing all affairs related thereto. Supplemental funding is generated via solicitation of available state and federal grant programs. Grant applications are initiated, existing grant programs are monitored for performance and compliance with applicable guidelines and essential grant documentation is generated and maintained. All human resource needs and personnel actions are addressed via the Human Resource and Payroll units. Also, the Bureau coordinates duties to all employees that have been on extended sick leave, and handles workman s compensation as a result of work related injuries or illness. The Special Events Unit formulates both Departmental regulatory policies and plans for all events requiring Department involvement. These plans range from basic holiday and festival operations. The Special Events Unit also prepares operational orders concerning coverage of V.I.P. visits to the city. The Public Information Office assists the Department in its mission through positive media coverage and timely release of information, which may aid in the apprehension of offenders or alert the citizens of hazardous situations thereby insuring their safety. Key Performance Indicators: Performance Measure Projected Target Second Line Parades # Non-Carnival Permit Events # Major Dept Events # Non-Recurring Spec Events # # Target to be determined in Program Name: Operations Bureau (2780) Result Area: Public Safety Funding: $2,127,718 Funding: $1,270,706 Full-Time Employees: 21 General Fund: $1,270,706 Other Funds: Source: Program Description: The Operations Bureau has the responsibility of assigning bureau manpower to provide police services to the public. This Bureau oversees all district units, traffic division, and special operations division. Operations Bureau coordinates police efforts with other departmental units, outside agencies and citizen groups. The Bureau also provides supervision and review of disciplinary investigations, hearing and recommendations. The Operations Bureau is charged with managing, assessing and making recommendations of disciplinary matters for district personnel. The Operations Bureau reports directly to the Superintendent and provides detail reports and crime stats on a weekly basis through COMSTAT. Key Performance Indicators: Performance Measure Projected Target Performance measures will be evaluated through the bureau s ability to supervise the overall operations of the bureau, assignment of bureau staff, overtime and equipment, coordination of efforts with other departmental units, outside agencies and citizen groups, supervision and review of disciplinary investigations, hearings and recommendations, supervision and coordination of training programs for members of this bureau. Budget, Page 211

210 Program Name: Traffic Division (2769) Result Area: Public Safety Funding: $2,531,415 Funding: $2,593,920 Full-Time Employees: 46 General Fund: $2,593,920 Other Funds: Source: Program Description: The Traffic Division provides supplementary staff to assist and relieve field units of certain accidents, hit and run fatality investigations. Traffic officers provide supplementary enforcement of traffic laws and also provide parade and special events coverage, thereby relieving field units of these responsibilities and allowing them to devote their resources to their primary functions. Key Performance Indicators: Performance Measure Projected Target Traffic Arrests (monthly) # Citations Issued (monthly) # Fatalities (monthly) # Program Name: Office of Policy and Review (2750) Result Area: Public Safety Funding: $7,128,845 Funding: $5,460,428 Full-Time Employees: 46 General Fund: $5,460,428 Other Funds: Source: Program Description: The Office of Policy and Review effectively consolidates the essential policy making and planning function vital to the operation of the Department while providing the members clear, accurate, and concise and timely direction through the formulation and distribution of Departmental policies and plans. Key Performance Indicators: Performance Measure Projected Target Policies Created # Policies Reviewed # New Forms Created # Mass Casualty Incident # Program Name: Transit Police Unit (2784) Result Area: Public Safety Funding: $411,920 Funding: $396,242 Full-Time Employees: 7 General Fund: $396,242 Other Funds: Source: Program Description: The primary responsibility of this unit is to assist in the smooth operation of the City s public transit system. Officers assigned to Transit respond to disturbances, handle criminal complaints and provide police visibility on public transportation. Key Performance Indicators: Performance Measure Projected Target Transit Violations (monthly) # Parking Citations (monthly) # Moving Citations (monthly) # Boarding & Inspections (monthly) # Target to be determined in # Budget, Page 212

211 Program Name: Public Information Office (2711) Result Area: Public Safety Funding: $901,715 Funding: $822,833 Full-Time Employees: 15 General Fund: $822,833 Other Funds: Source: Program Description: The Public Information Office consists of 7 Commissioned and 1 Civilian. PIO assists the Department in its mission through positive media coverage and timely release of information, which may aid in the apprehension of offenders or to alert the citizens of hazardous situations thereby insuring their safety. This unit responds to all local, state, national, and international requests for information and in the case of formal request for public records this unit directs requests to the proper custodial unit of the particular information requested. PIO office is responsible for the notification and assembly of the media and when necessary other law enforcement agencies for press conferences. This office frequently works closely with the Public Information Office of the Mayor and reports directly to the Office of the Superintendent. Key Performance Indicators: Performance Measure Projected Target (YTD 6/30/09) News Releases # Press Conferences # Public Records to Media 260 1, # Program Name: School Crossing Guards (2783) Result Area: Public Safety Funding: $129,774 Funding: $55,136 Full-Time Employees: 1.48 General Fund: $55,136 Other Funds: Source: Program Description: The School Crossing Guard Program provides crossing guard services to the children of New Orleans. The unit consists of at present of 4 part time positions. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: COPS Ahead Result Area: Public Safety Funding: $58,501 Funding: $55,822 Full-Time Employees: 1 General Fund: $55,822 Other Funds: Source: Program Description: The program provides for the continuation of salaries for officers hired under the universal hiring grant. As was required by the grant, the municipality must maintain the additional officers beyond the grant award period. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Program Name: Operation Safe Home Result Area: Public Safety Funding: $295,432 Funding: $283,637 Full-Time Employees: General Fund: $283,637 Other Funds: Source: Program Description: The program supports neighborhood safety. Key Performance Indicators: Performance Measure Projected Target Measures to be developed in. Budget, Page 213

212 DEPARTMENTAL BUDGET SUMMARY POLICE Proposed EXPENDITURES PERSONAL SERVICES 127,879, ,492, ,060, ,060,856 OTHER OPERATING 7,090,779 13,093,503 11,190,330 10,791,349 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $134,970,675 $129,586,401 $118,251,186 $117,852,205 SOURCE OF FUNDING GENERAL FUND 113,098, ,647, ,621, ,222,115 ENTERPRISE DOWNTOWN DEVELOPMENT DIST. 1, HOUSING AND URBAN DEVELOP SELF GENERATED 332, ,000 1,000,000 1,000,000 LIBRARY LLE 1,824,589 1,857,929 1,814,130 1,814,130 FEDERAL GRANTS 19,590,834 6,872,257 4,850,759 4,850,759 STATE GRANTS 122, , , ,201 GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $134,970,675 $129,586,401 $118,251,186 $117,852,205 Budget, Page 214

213 POLICE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 2702 OFF OF THE SUPERINTENDENT 2,234, ,234, PUBLIC INTEGRITY 2,109, ,109, ADMINISTRATIVE-SIB 822, , POLICE RECRUITS 3,222, ,222, MANAGEMENT SERVICES BUREAU 3,504, ,504, STATE PENSION 7,334, ,334, FIRST DISTRICT 6,002, ,002, SECOND DISTRICT 6,148, ,148, THIRD DISTRICT 4,981, ,981, FOURTH DISTRICT 4,872, ,872, FIFTH DISTRICT 5,470, ,470, SIXTH DISTRICT 5,864, ,864, SEVENTH DISTRICT 5,489, ,489, EIGHTH DISTRICT 7,055, ,055, SPECIAL OPERATIONS 5,327, ,327, TECHNICIAL SERVICES BUREA 12,779,956 3,590, ,370, CRIME LAB 2,354, ,354, NARCOTICS 1,440, ,440, FISCAL MANAGEMENT 5,460, ,460, CRIMINAL INVESTIGATION BUREAU 6,766, ,766, HOLIDAY OVERTIME 2,593, ,593, C.O.P.S. AHEAD 55, , FIELD OPERATIONS 1,270, ,270, SPECIAL DEDICATED MILLAGE 1,735, ,735, SCHOOL CROSSING GUARDS 55, , TRANSIT SECURITY 396, , OPERATION SAFE HOME 283, , GENERAL FUND 105,631,290 3,590, ,222, ASSET SEIZURE FUND EXP TR Budget, Page 215

214 POLICE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service 2706 POLICE SEIZURE FUND 0 500, , POLICE SPECIAL FUND 0 500, , ASSET SEIZURE FUND EXP TR 0 1,000, ,000,000 FEM FED DEPARTMENT OF EMERGENCY Total 2740 TECHNICIAL SERVICES BUREA 0 3,737, ,737,049 FEM FED DEPARTMENT OF EMERGENCY 0 3,737, ,737,049 FJA FEDERAL DEPARTMENT OF JUSTICE 2788 C.O.P.S. COMM. EQUIP , , C.O.P.S. MORE 0 654, ,710 FJA FEDERAL DEPARTMENT OF JUSTICE 0 1,113, ,113,710 LDH LA DEPT OF HEALTH/HUMAN SVCS 2724 CRISIS TRAUMA CENTER 74,783 70, ,201 LDH LA DEPT OF HEALTH/HUMAN SVCS 74,783 70, ,201 LLE LA COMMISSION ON LAW ENFORCEMT 2713 VICE \ NARCOTICS 175, , NOPD GRANTS-LEAA 0 20, , VIOLENCE TRACKING 200, , STATE PENSION 200, , TERRORISM PREVENTION (LETPP) 0 769, , FORENSIC SCIENCES IMPROVEMENT 40, , VIOLENT CRIME TASK FORCE 190, , INFORMATION SYSTEMS UPGRADE 220, ,000 LLE LA COMMISSION ON LAW ENFORCEMT 1,025, , ,814,130 LPS LA DEPT OF PUBLIC SAFETY 2743 FLEET MANAGEMENT 99, , , RED LIGHT ENFORCEMENT GRANT 230,000 90, ,000 LPS LA DEPT OF PUBLIC SAFETY 329, , ,000 Budget, Page 216

215 DEPARTMENT TOTAL 107,060,856 10,791, ,852,205 Budget, Page 217

216 POLICE EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 2702 OFF OF THE SUPERINTENDENT 4,110,652 2,818,718 2,234,025 2,234, PUBLIC INTEGRITY 2,327,968 2,035,214 2,109,809 2,109, ADMINISTRATIVE-SIB 1,019, , , , POLICE RECRUITS 2,583,177 10,259,828 3,222,155 3,222, MANAGEMENT SERVICES BUREAU 5,889,790 3,500,174 3,504,427 3,504, STATE PENSION 7,547,089 5,824,573 7,334,756 7,334, FIRST DISTRICT 6,012,496 5,878,959 6,002,294 6,002, SECOND DISTRICT 3,331,282 6,259,061 6,148,079 6,148, THIRD DISTRICT 5,007,145 4,888,250 4,981,115 4,981, FOURTH DISTRICT 5,211,830 5,360,867 4,872,506 4,872, FIFTH DISTRICT 4,967,408 4,696,885 5,470,379 5,470, SIXTH DISTRICT 5,761,502 5,890,490 5,864,019 5,864, SEVENTH DISTRICT 5,028,340 4,960,856 5,489,740 5,489, EIGHTH DISTRICT 7,157,596 6,599,328 7,055,333 7,055, SPECIAL OPERATIONS 5,107,265 4,763,156 5,327,021 5,327, TECHNICIAL SERVICES BUREA 16,425,685 20,153,878 16,769,762 16,370, SPECIAL SERVICES 334, CRIME LAB 2,364,277 2,369,861 2,354,715 2,354, NARCOTICS 1,463,133 1,621,043 1,440,250 1,440, FISCAL MANAGEMENT 4,626,143 7,128,845 5,460,428 5,460, CRIMINAL INVESTIGATION BUREAU 8,888,621 6,445,535 6,766,020 6,766, HOLIDAY OVERTIME 3,821,897 2,531,415 2,593,920 2,593, C.O.P.S. AHEAD 32,694 58,501 55,822 55, FIELD OPERATIONS 2,686,746 2,127,718 1,270,706 1,270, SPECIAL DEDICATED MILLAGE 0 1,735,967 1,735,967 1,735, LAKEVIEW CRIME PREVENTION DIST 49, SCHOOL CROSSING GUARDS 19, ,774 55,136 55, TRANSIT SECURITY 577, , , , QUALITY OF LIFE OFFICERS 1, HANO PROGRAM GRANT 165, OPERATION SAFE HOME 576, , , , GENERAL FUND TOTAL 113,098, ,647, ,621, ,222, ASSET SEIZURE FUND EXP TR 2706 POLICE SEIZURE FUND 112, , , , POLICE SPECIAL FUND 220, , , ,000 Budget, Page 218

217 POLICE EXPENDITURE SUMMARY Program No. Proposed ASSET SEIZURE FUND EXP TR TOTAL 332, ,000 1,000,000 1,000, DOWNTOWN DEVELOPMENT SP REV NOPD DDD LAW ENFORCEMENT 1, DOWNTOWN DEVELOPMENT SP REV. TOTAL 1, CDL COMMUNITY DISASTER LOAN 2732 SECOND DISTRICT 17,186, CDL COMMUNITY DISASTER LOAN TOTAL 17,186, FDJ FED DEPARTMENT OF JUSTICE 2776 SPECIAL GRANT 2 690, FDJ FED DEPARTMENT OF JUSTICE TOTAL 690, FEM FED DEPARTMENT OF EMERGENCY 2740 TECHNICIAL SERVICES BUREA 1,053,046 5,385,257 3,737,049 3,737,049 FEM FED DEPARTMENT OF EMERGENCY TOTAL 1,053,046 5,385,257 3,737,049 3,737,049 FJA FEDERAL DEPARTMENT OF JUSTICE 2703 COPS CULTURE INTEGRITY 7, EDUCATION 37,347 24, STREET SALES DISRUPTION 27, , ABO ENFORCEMENT 43, COPS TECH OPSP 539, , C.O.P.S. COMM. EQUIP. 4, , , , C.O.P.S. MORE , , NIMBY GRANT 0 75, FJA FEDERAL DEPARTMENT OF JUSTICE TOTAL 660,774 1,487,000 1,113,710 1,113,710 Budget, Page 219

218 POLICE EXPENDITURE SUMMARY Program No. Proposed LDH LA DEPT OF HEALTH/HUMAN SVCS 2724 CRISIS TRAUMA CENTER 88, , , ,201 LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL 88, , , ,201 LLE LA COMMISSION ON LAW ENFORCEMT 2713 VICE \ NARCOTICS , , NOPD GRANTS-LEAA 9,337 15,000 20,000 20, SPECIAL GRANTS 2 19, VIOLENCE TRACKING 24, , , , STATE PENSION , , ON SCENE DRUG OFFEND GRAN 595, ANTI-DRUG ADMINISTRATION 45, , TERRORISM PREVENTION (LETPP) 934, , , , FORENSIC SCIENCES IMPROVEMENT 23, ,000 40, VIOLENT CRIME TASK FORCE 67, , , , HOMICIDE COLD CASE SQUAD 7, , INFORMATION SYSTEMS UPGRADE 97, , , ,000 LLE LA COMMISSION ON LAW ENFORCEMT TOTAL 1,824,589 1,857,929 1,814,130 1,814,130 LPS LA DEPT OF PUBLIC SAFETY 2743 FLEET MANAGEMENT , , RED LIGHT ENFORCEMENT GRANT 33, , , ,000 LPS LA DEPT OF PUBLIC SAFETY TOTAL 33, , , ,000 DEPARTMENT TOTAL $134,970,675 $129,586,401 $118,251,186 $117,852,205 Budget, Page 220

219 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 2702 OFF OF THE SUPERINTENDENT OFFICE ASSISTANT II 30 SENIOR OFFICE SUPPORT SPECIALIST POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN POLICE MAJOR POLICE OFFICER IV SUPERINTENDENT OF POLICE U87 OFFICE SUPPORT SPECIALIST U OFF OF THE SUPERINTENDENT TOTAL PUBLIC INTEGRITY POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN POLICE OFFICER IV POLICE TECHNICIAN I 34 POLICE TECHNICIAN II POLICE TECHNICIAN III 44 ASSISTANT SUPERINTENDENT OF POLICE U PUBLIC INTEGRITY TOTAL ADMINISTRATIVE-SIB SENIOR OFFICE SUPPORT SPECIALIST 44 POLICE OFFICER III 47 POLICE OFFICER IV ADMINISTRATIVE-SIB TOTAL POLICE RECRUITS POLICE RECRUIT - ACADEMY POLICE OFFICER I Budget, Page

220 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed POLICE RECRUITS TOTAL MANAGEMENT SERVICES BUREAU OFFICE SUPPORT SPECIALIST 42 MANAGEMENT DEVELOPMENT SPECIALIST II 65 POLICE OFFICER I 43 POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN 66 POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN I POLICE TECHNICIAN II ASSISTANT SUPERINTENDENT OF POLICE U MANAGEMENT SERVICES BUREAU TOTAL FIRST DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV FIRST DISTRICT TOTAL SECOND DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV Budget, Page 222

221 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed SECOND DISTRICT TOTAL THIRD DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV THIRD DISTRICT TOTAL FOURTH DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN I FOURTH DISTRICT TOTAL FIFTH DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV FIFTH DISTRICT TOTAL SIXTH DISTRICT Budget, Page 223

222 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV SIXTH DISTRICT TOTAL SEVENTH DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV SEVENTH DISTRICT TOTAL EIGHTH DISTRICT POLICE RECRUIT - FIELD POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE MAJOR 70 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN I EIGHTH DISTRICT TOTAL SPECIAL OPERATIONS MANAGEMENT DEVELOPMENT SPECIALIST I 63 STABLE ATTENDANT Budget, Page 224

223 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN II SPECIAL OPERATIONS TOTAL TECHNICIAL SERVICES BUREA OFFICE ASSISTANT II 30 OFFICE ASSISTANT III OFFICE SUPPORT SPECIALIST 42 SENIOR OFFICE SUPPORT SPECIALIST COMPUTER OPERATOR 48 SENIOR SYSTEMS APPLICATIONS OPERATOR 51 PROGRAMMER - ANALYST 53 LEAD PROGRAMMER-ANALYST 62 MANAGEMENT DEVELOPMENT SPECIALIST I 63 POLICE TECHNICIAN, TRAINEE CARPENTER 38 EQUIPMENT OPERATOR IV 42 SENIOR ELECTRONICS TECHNICIAN ELECTRONICS TECHNICIAN SUPERVISOR 48 TECHNICAL SPECIALIST 59 LABORATORY TECHNICIAN I 30 POLICE COMPLAINT OPERATOR POLICE DISPATCHER, RECRUIT POLICE COMMUNICATIONS SUPERVISOR ASSISTANT POLICE COMMUNICATIONS SUPERVISOR POLICE AIDE POLICE DISPATCHER SENIOR POLICE DISPATCHER POLICE OFFICER I 43 POLICE SERGEANT Budget, Page 225

224 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 POLICE LIEUTENANT POLICE CAPTAIN POLICE MAJOR 70 POLICE OFFICER II 45 POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN I POLICE TECHNICIAN II POLICE TECHNICAL SPECIALIST I POLICE TECHNICAL SPECIALIST II 50 PROTECTIVE SERVICES OFFICER** 51 GROUNDS PATROL OFFICER 28 GROUNDS PATROL SUPERVISOR 34 ASSISTANT SUPERINTENDENT OF POLICE U TECHNICIAL SERVICES BUREA TOTAL CRIME LAB CRIMINALIST I CRIMINALIST II CRIMINALIST III CRIME LABORATORY DIRECTOR 72 POLICE OFFICER I POLICE SERGEANT POLICE CAPTAIN 66 POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN I POLICE TECHNICIAN II POLICE TECHNICAL SPECIALIST I CRIME LAB TOTAL NARCOTICS MANAGEMENT DEVELOPMENT SPECIALIST II 65 POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN Budget, Page 226

225 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 POLICE OFFICER II 45 POLICE OFFICER III 47 POLICE OFFICER IV NARCOTICS TOTAL FISCAL MANAGEMENT OFFICE ASSISTANT, TRAINEE 23 ADMINISTRATIVE SUPPORT SPECIALIST I 46 OFFICE ASSISTANT II 30 OFFICE SUPPORT SPECIALIST SENIOR OFFICE SUPPORT SPECIALIST 44 PERSONNEL DIVISION CHIEF 70 ADMINISTRATIVE SUPPORT SPECIALIST II 51 MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT SPECIALIST I MANAGEMENT DEVELOPMENT SPECIALIST II MANAGEMENT DEVELOPMENT SUPERVISOR I 68 MANAGEMENT DEVELOPMENT SUPERVISOR II 70 AWARDS COORDINATOR (POLICE DEPARTMENT) 55 CHIEF ACCOUNTANT 63 ACCOUNTANT III 55 JUNIOR ACCOUNTANT 34 ACCOUNTANT I 44 ASSISTANT POLICE COMMUNICATIONS SUPERVISOR 59 POLICE RECRUIT - FIELD POLICE RECRUIT - ACADEMY POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN 66 DEPUTY SUPERINTENDENT OF POLICE (FISCAL AND PER 77 POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN I POLICE TECHNICIAN II Budget, Page 227

226 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 POLICE TECHNICAL SPECIALIST I 47 POLICE TECHNICIAN III FISCAL MANAGEMENT TOTAL CRIMINAL INVESTIGATION BUREAU OFFICE ASSISTANT III 34 OFFICE SUPPORT SPECIALIST 42 SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT SPECIALIST II 65 INSTITUTIONAL COUNSELOR II INSTITUTIONAL COUNSELOR III 46 POLICE AIDE 32 POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN POLICE OFFICER II POLICE OFFICER III POLICE OFFICER IV POLICE TECHNICIAN II POLICE TECHNICIAN III 44 ASSISTANT SUPERINTENDENT OF POLICE U CRIMINAL INVESTIGATION BUREAU TOTAL HOLIDAY OVERTIME POLICE OFFICER I POLICE SERGEANT POLICE LIEUTENANT 57 POLICE CAPTAIN 66 POLICE OFFICER II 45 POLICE OFFICER III POLICE OFFICER IV HOLIDAY OVERTIME TOTAL C.O.P.S. AHEAD POLICE OFFICER IV 49 Budget, Page 228

227 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed C.O.P.S. AHEAD TOTAL 2780 FIELD OPERATIONS OFFICE SUPPORT SPECIALIST 42 POLICE TECHNICIAN, TRAINEE 28 POLICE SERGEANT POLICE LIEUTENANT POLICE CAPTAIN POLICE MAJOR 70 POLICE OFFICER III 47 POLICE OFFICER IV POLICE TECHNICIAN I 34 ASSISTANT SUPERINTENDENT OF POLICE U FIELD OPERATIONS TOTAL SCHOOL CROSSING GUARDS SCHOOL CROSSING GUARD SCHOOL CROSSING GUARDS TOTAL TRANSIT SECURITY POLICE SERGEANT 53 POLICE OFFICER IV TRANSIT SECURITY TOTAL OPERATION SAFE HOME POLICE SERGEANT 53 POLICE OFFICER IV OPERATION SAFE HOME TOTAL GENERAL FUND TOTAL 1, , , LDH LA DEPT OF HEALTH/HUMAN SVCS 2724 CRISIS TRAUMA CENTER MANAGEMENT DEVELOPMENT ANALYST I CRISIS TRAUMA CENTER TOTAL Budget, Page 229

228 POLICE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL DEPARTMENT TOTAL 1, , , Budget, Page 230

229

230 RESULT: RECOVERY & LIVABLE COMMUNITIES Department: SANITATION Mission Statement The Department of Sanitation provides solid waste services to the citizens of New Orleans through the collection, disposal, and recycling of discarded material in a manner that is safe, efficient, environmentally sound, and cost-effective. The Department enforces the City s Sanitation Code and works to eliminate illegal dumping and littering. The Sanitation Department also provides public education on litter abatement, recycling, composting, and other waste reduction programs. Performance Measures Performance Measure Projected Target Tactical Task Force Debris Removed (yds 3 ) NM 3.8million 675, , ,400 Funding Summary Year Proposed GF Expenditure $36,920,308 $24,627,632 $17,615,709 $33,126,395 $47,717,765 $42,290,701 $37,956,502 $37,587,475 Total Funding $37,402,880 $25,072,602 $19,036,217 $33,128,910 $47,727,202 $43,085,488 $37,956,502 $37,587,475 #FTEs All Full Time Employees figures are adopted. Department s Objective The objective of the Department of Sanitation Department is to plan and direct all departmental activities related to garbage collection, disposal, recycling, and street cleaning in a manner consistent with personal and environmental safety standards and overseeing the department s compliance with local, state, and federal regulations. The department is responsible for developing long-range plans for solid waste disposal for the City of New Orleans as mandated by state and federal regulations. In addition, the department must fulfill Charter responsibilities and address environmental and neighborhood concerns while balancing fiscal impacts. Budget, Page 232

231 Programs Funded in Program Name: Sanitation Administrative Office Result Area: Recovery & Livable Communities 2009 : $862,243 : $775,566 Full-Time Employees: 5 General Fund: 100% Other Funds: 0% Source: n/a Program Description: To provide operational, technical and administrative services support to the department so that employees have the necessary tools to perform their jobs Key Performance Indicators: Employee turnover rate Number of employee injuries Program Name: Garbage Collection Contracts Result Area: Recovery & Livable Communities 2009 : $31,252,000 : $28,126,800 Full-Time Employees: Zero General Fund: 100% Other Funds: 0% Source: n/a Program Description: To provide high quality refuse collection and related services to residential and small commercial units in New Orleans. Key Performance Indicators: % Change in garbage collection complaints Total tons of garbage collected Program Name: Hauling, Transfer and Waste Disposal Contract Result Area: Recovery & Livable Communities 2009 : $9,000,000 : $8,100,000 Full-Time Employees: Zero General Fund: 100% Other Funds: 0% Source: n/a Program Description: The purpose of this program is to provide daily disposal of municipal solid waste; trash removal from transfer station storage areas; and provision of dumpster service for approximately 41 municipal buildings. Key Performance Indicators: Measures to be developed Program Name: Mardi Gras Clean-Up Result Area: Recovery & Livable Communities 2009 : $190,000 : $171,000 Full-Time Employees: Zero General Fund: 100% Other Funds: 0% Source: n/a Program Description: Provides services for clean up after Mardi Gras events Key Performance Indicators: Measures to be developed Program Name: Manual and Mechanical Street Clean-Up Result Area: Recovery & Livable Communities 2009 : $986,458 : $778,087 Full-Time Employees: General Fund: 100% Other Funds: 0% Source: n/a Program Description: To provide all street cleaning services in every district of the City on a daily basis. Key Performance Indicators: Successful delivery of services during routine operations, emergencies, and special events By low number of complaints satisfied FY 2007 FY 2008 Number of Complaints 20,000 5,000(1 st quarter) By the number of curb miles cleaned, swept and by the adequacy of the mechanical street cleaning provided daily cleanup and during special events and scheduled cleanups FY 2007 FY 2008 FY 2009 (goal) Number of Curb Miles Cleaned 39,966 38,000 58,000 Budget, Page 233

232 DEPARTMENTAL BUDGET SUMMARY SANITATION Proposed EXPENDITURES PERSONAL SERVICES 1,770,374 1,487,701 1,053,802 1,053,802 OTHER OPERATING 45,956,828 31,347,037 36,902,700 36,533,673 DEBT SERVICE RESERVES 0 10,250, GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $47,727,202 $43,085,488 $37,956,502 $37,587,475 SOURCE OF FUNDING GENERAL FUND 47,717,765 42,290,701 37,956,502 37,587,475 ENTERPRISE DOWNTOWN DEVELOPMENT DIST , HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 9, , STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $47,727,202 $43,085,488 $37,956,502 $37,587,475 Budget, Page 234

233 SANITATION PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 3001 SANITATION DIRECTOR OFF 275, , , REFUSE COLLECTION 0 27,845, ,845, DISPOSAL CONTRACT 0 8,019, ,019, MANUAL CLEANING 778, , MARDI GRAS CLEANING 0 169, , GENERAL FUND 1,053,802 36,533, ,587,475 DEPARTMENT TOTAL 1,053,802 36,533, ,587,475 Budget, Page 235

234 SANITATION EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 3001 SANITATION DIRECTOR OFF 938, , , , RECYCLING BUYBACK CENTER REFUSE COLLECTION 34,272,577 31,252,000 28,126,800 27,845, DISPOSAL CONTRACT 10,941,344 9,000,000 8,100,000 8,019, MANUAL CLEANING 1,320, , , , MARDI GRAS CLEANING 244, , , , SANITATION POSSE GENERAL FUND TOTAL 47,717,765 42,290,701 37,956,502 37,587, DOWNTOWN DEVELOPMENT SP REV CORE AREA CLEAN-UP-DDD 0 200, DOWNTOWN DEVELOPMENT SP REV. TOTAL 0 200, FEM FED DEPARTMENT OF EMERGENCY 3001 SANITATION DIRECTOR OFF 9, , FEM FED DEPARTMENT OF EMERGENCY TOTAL 9, , DEPARTMENT TOTAL $47,727,202 $43,085,488 $37,956,502 $37,587,475 Budget, Page 236

235 SANITATION PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 3001 SANITATION DIRECTOR OFF OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT SPECIALIST II 65 ADMINISTRATIVE SUPPORT SPECIALIST III 55 DIRECTOR OF SANITATION U SANITATION DIRECTOR OFF TOTAL MANUAL CLEANING LABORER-WASTE COLLECTOR MAINTENANCE WORKER SENIOR MAINTENANCE WORKER EQUIPMENT OPERATOR II EQUIPMENT OPERATOR III PUBLIC WORKS SUPERVISOR I 40 PUBLIC WORKS SUPERVISOR III MANUAL CLEANING TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 237

236 DEPARTMENTAL SUMMARY HEALTH Budget, Page 238

237 RESULT: RECOVERY & LIVABLE COMMUNITIES Department: HEALTH Mission Statement The mission of the Health Department is to protect, maintain, and enhance the health status of citizens, visitors, and our communities, through disease mapping, prevention, and management while advocating and supporting health maintenance, prevention and promotion activities. Performance Measures Performance Measure Projected Target Increase in New or Enhanced Programs Increase in Clinical Patients and Services 2,760 3,004 3,304 Increase in Remediation of Adverse Environmental Conditions 1,677 3,160 3,476 Increase in Homeless Patients Receiving Preventative and Primary Care, Dental Services, and Mental Health Services ,004 Funding Summary 1 Year Proposed GF Expenditure 2 $11,145,660 $10,975,910 $7,480,265 $9,400,208 $11,721,086 $10,456,814 $10,329,407 10,153,881 Total Funding 2 $16,294,124 $15,149,855 $11,920,883 $15,996,312 $15,912,768 $19,703,900 $20,956,724 $20,781,198 #FTEs All Full Time Employees figures are adopted. 2 Includes EMS Expenditures ($7,400,373 in 2009) Budget, Page 239

238 Department s Objective The Objective of the New Orleans Department of Health to administer five statutory programs: Management Services, Clinical Services, Special Health Programs, Dental Health Services and Environmental Health Services. These programs are responsible for the prevention and spread of communicable diseases by decreasing morbidity and providing for health maintenance and promotion of disease prevention as well as ameliorating the environmental conditions affecting Orleans Parish residents and its visitors. Key Programs Funded in Program Name: Health Care for the Homeless Result Area: High Performing Government Funding: $78,175 Funding: $1,817,818 Full-Time Employees: 15 General Fund: $71,258 Other Funds: $1,746,560 Source: FDH Program Description: Provides a holistic, multi-disciplinary team approach to complex problems facing the homeless and improve the health status of homeless individuals and families. Key Performance Indicators: Projected Target Performance Measure Increase # of homeless patients receiving Preventive and Primary Care, Dental and Mental Health Services 2,525 2,187 3,000 3,500 Program Name: Management Services Division Result Area: High Performing Government Funding: $1,473,636 Funding: $3,264,451 Full-Time Employees: 44.5 General Fund: $646,702 Other Funds: $2,617,749 Source: FDH, LDH, FEMA Program Description: This represents the operations of the Health Department including personnel, fiscal and administrative support to assist in planning and implementation of grant programs, and capital and operating budgets. Key Performance Indicators: Performance Measure Projected Target Increase in Clinical Patients and Services 14,569 6,414 10,254 13,254 Increase in Remediation of Adverse Environmental Conditions 3,602 4,544 10,000 12,000 Increase in the number of lead screenings 4,292 5,493 6,867 8,584 Provide dental care to underserved population * 1,873 2,415 13,764 *New Measure, prior year data not available Program Name: EPSDT Dental & Mobile Dental Programs Result Area: Recovery & Livable Communities Funding: N/A Funding: $0 Full-Time Employees: 5.5 General Fund: $0 Other Funds: $1,353,648 Source: LDH Program Description: This program will provide a variety of oral health services. Services including diagnosis and treatment of oral health problems at the Algiers Dental Clinic, education on dental disease, and distribution of oral hygiene packages will be provided to the under-served and the residents of New Orleans. Key Performance Indicators: Performance Measure Projected Target Provide dental care to underserved population * 1,873 2,415 13,764 Provide oral health information to presentations at senior centers to 480 senior citizens *New Measure, prior year data not available Budget, Page 240

239 Program Name: Environmental Health Result Area: Recovery & Livable Communities Funding: $456,090 Funding: $1,323,286 Full-Time Employees: 23 General Fund: $382,407 Other Funds: $940,879 Source: LDH & HUD Program Description: Through effective educational outreach through the media, health fairs, and other events, the Health Department will manage and coordinate the enforcement of environmental ordinances, and monitor and eliminate the presence of lead hazards. Key Performance Indicators: Performance Measure Projected Target Increase the number properties inspected for code violations/legal action by 20% 3,602 4,544 10,000 12,000 Increase in the number of lead screenings by 25% 4,292 5,493 6,867 8,584 Program Name: Clinical Services Result Area: Recovery & Livable Communities Funding: $1,048,540 Funding: $4,360,638 Full-Time Employees: 39.5 General Fund: $1,152,651 Other Funds: $3,207,987 Source: FDH & LDH Program Description: Improve access to health care services for all citizens and City of New Orleans employees and provide safe/efficient/quality health care by acting as a liaison between the community and the client. Key Performance Indicators: Performance Measure Provides comprehensive primary and preventive health services, to citizens of New Orleans and visitors in need. *Documentation did not reflect entire year of services provided Projected Target 10,396 6,414* 10,254 13,254 Budget, Page 241

240 Result: PUBLIC SAFETY EMERGENCY MEDICAL SERVICES Mission Statement The mission of New Orleans Emergency Medical Services is to provide the highest quality pre-hospital emergency care to individuals living in and visiting New Orleans. As public servants, our sense of purpose will be reflected solely in our time sensitive, medically sound and respectful, compassionate delivery of this pre-hospital care. Performance Measures Performance Measure Q1 %Q1 to 2008 Target Total Revenue Collected $2,488,853 $3,620,928 $5,506,886 $1,266, % $6,332,919 EMS Calls To Service 41,174 10, % 43,800 Rollover Rate New Orleans EMS strives to handle all 911 calls in Orleans Parish rather than rolling them over to an external EMS service. ** 1.10% 0.43% n/a Average Monthly Hospital Wait Time ** ** % Response Time Compliance to all life threatening emergencies. % Responded to in less than 12 minutes Return of spontaneous circulation (ROSC) n/a ** 11:59 11:59 11: % <1% 75.00% 74.40% 75.40% 101.3% 75.00% 74.00% 74.00% 74.00% 100.0% ** ** 23.00% n/a 25.00% Funding Summary Note: EMS expenditures are budgeted as a part of the Health Department. Budget, Page 242

241 Department s Objective New Orleans Emergency Medical Services is the City s pre-hospital emergency care provider. As a first responder, EMS operates under the Office of Homeland Security. EMS services are dispatched through the City s 911 operator system. EMS has interoperable radio systems communications with NOPD, NOFD and other municipal EMS services in the region. Beyond responding to 911 dispatched emergencies, EMS serves the community through the provision of medical coverage at contracted events throughout the city. Due to a lack available primary health care services post-katrina and Rita, EMS has taken a larger role in the provision of primary health care services to low income residents. Programs Funded in Program Name: EMS Baseline FTEs Result Area: Public Safety Funding: $ 7,400,373 Funding: $ 7,948,937 Full-Time Employees: 102 General Fund: $ 7,948,937 Other Funds: Source: Program Description: Funding for employees to staff EMS operations. Key Performance Indicators: Performance Measure Projected Target ACS Collections of fees $3,578,264 $5,506,888 $5.5M 6M Response Time < % 72.16% 75.39% 90% Compliance* Roll Over % (cannot respond).77%.38%.0% Program Name: State HHS Hospital Preparedness Grant Funds Result Area: Public Safety Funding: $38,831 Funding: $32,065 Full-Time Employees: 0 General Fund: $0 Other Funds: $32,065 Source: State HHS Program Description: This State Grant is an annual grant awarded to New Orleans EMS with no matching dollars. It purchases EMS mass surge equipment, personnel protective equipment, and radio equipment. Key Performance Indicators: Performance Measure Projected Target Not applicable. Program Name: EMS Project Worksheets FEMA Result Area: Public Safety Funding: $464,668 Funding: $728,429 Full-Time Employees: 0 General Fund: $0 Other Funds: $728,429 Source: FEMA Grant Program Description: Provides replacement of medical supplies and equipment as well as office supplies and equipment lost due to Katrina. Through FEMA funding. New Orleans EMS has 4 Project Worksheets that are still opened. Key Performance Indicators: Performance Measure Projected Target Not applicable. Budget, Page 243

242 DEPARTMENTAL BUDGET SUMMARY HEALTH Proposed EXPENDITURES PERSONAL SERVICES 11,853,104 12,529,235 14,596,308 14,596,308 OTHER OPERATING 4,059,664 7,174,665 6,360,416 6,184,890 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $15,912,768 $19,703,900 $20,956,724 $20,781,198 SOURCE OF FUNDING GENERAL FUND 11,721,086 10,456,814 10,329,407 10,153,881 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP. 137, , , ,898 SELF GENERATED LIBRARY LLE FEDERAL GRANTS 2,408,794 5,510,273 4,956,222 4,956,222 STATE GRANTS 1,645,628 2,921,901 4,912,197 4,912,197 GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $15,912,768 $19,703,900 $20,956,724 $20,781,198 Budget, Page 244

243 HEALTH PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 3608 ADMIN ADJUDICATION 87,686 2, , HLTH-ENVIRONMENTAL ENFORCEMENT 285,718 5, , MANAGEMENT SERVICES 590,398 50, , CARVER SCHOOL - GF 74, , , ALGIERS FISCHER CLINIC 81, , , HSP ALGIERS-FISCHER HEALTH CL. 0 80, , UNITY FOR THE HOMELESS 0 44, , NURSING SERVICES 653, , HEALTH CARE HOMELESS LA 0 19, , EMERGENCY MEDICAL SERVICE 6,801,876 1,147, ,948, GENERAL FUND 8,574,142 1,579, ,153,881 FDH FEDERAL DEPT OF HEALTH /HUMAN 3626 ASTHMA DIABETES & OBESITY 191, , HEALTHCARE/HOMELESS 1,079, , ,602, INCREASE DEMAND FOR SERVICES 123,326 21, , NACCHO 0 25, ,000 FDH FEDERAL DEPT OF HEALTH /HUMAN 1,394, , ,963,357 FEM FED DEPARTMENT OF EMERGENCY 3611 MANAGEMENT SERVICES 0 1,601, ,601, EMERGENCY MEDICAL SERVICE 0 728, , Asst. to firefighter program 0 663, ,392 FEM FED DEPARTMENT OF EMERGENCY 0 2,992, ,992,865 HUD HOUSING AND URBAN DEVELOPMENT 3629 CODE ENFORCEMENT 744,037 14, ,898 HUD HOUSING AND URBAN DEVELOPMENT 744,037 14, ,898 Budget, Page 245

244 HEALTH PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total LDH LA DEPT OF HEALTH/HUMAN SVCS 3602 STRATEGIC PREVENTION FRAMEWORK 69,516 92, , PRIMARY CARE ACCESS SUPPLEMENT 322, , , PRIMARY CARE ACCESS PROGRAM 1,862, , ,975, WIC FOOD PROGRAM 511, , , EPSDT MEDICAL SERVICES 435,407 3, , BLOOD LEAD SURVEILLANCE 0 4, , LEAD POISON PREVENTION 157,158 20, , LEAD POISON-MEDICAID EMS BIO RESPONSE PROGRAM 0 32, , EPSDT DENTAL 199,778 74, , MOBILE DENTAL CARE 325, , ,139 LDH LA DEPT OF HEALTH/HUMAN SVCS 3,883,872 1,028, ,912,197 DEPARTMENT TOTAL 14,596,308 6,184, ,781,198 Budget, Page 246

245 HEALTH EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 3601 HEAD OF ENVIORN ASTHMA IN LA 311, , ADMIN ADJUDICATION 158, ,230 90,208 89, HLTH-ENVIRONMENTAL ENFORCEMENT 346, , , , MANAGEMENT SERVICES 848, , , , CARVER SCHOOL - GF 66,025 64, , , ALGIERS FISCHER CLINIC 85,844 78, , , HSP ALGIERS-FISCHER HEALTH CL ,000 89,101 80, ASTHMA DIABETES & OBESITY 1, UNITY FOR THE HOMELESS 49,357 55,175 49,658 44, CODE ENFORCEMENT 107, NURSING SERVICES 811, , , , HEALTH CARE HOMELESS LA 31,191 23,000 21,600 19, EMERGENCY MEDICAL SERVICE 8,902,630 7,400,373 8,076,389 7,948, GENERAL FUND TOTAL 11,721,086 10,456,814 10,329,407 10,153,881 FDH FEDERAL DEPT OF HEALTH /HUMAN 3604 N.O. VIOLENCE PREV PROGRAM 91, ASTHMA DIABETES & OBESITY 171, , , , HEALTHCARE/HOMELESS 1,272,611 1,581,764 1,602,209 1,602, INCREASE DEMAND FOR SERVICES , , NACCHO ,000 25,000 FDH FEDERAL DEPT OF HEALTH /HUMAN TOTAL 1,535,873 2,331,336 1,963,357 1,963,357 FEM FED DEPARTMENT OF EMERGENCY 3611 MANAGEMENT SERVICES 796,174 2,052,865 1,601,044 1,601, EMERGENCY MEDICAL SERVICE 76, , , , Asst. to firefighter program 0 661, , ,392 FEM FED DEPARTMENT OF EMERGENCY TOTAL 872,921 3,178,937 2,992,865 2,992,865 HUD HOUSING AND URBAN DEVELOPMENT 3629 CODE ENFORCEMENT 137, , , ,898 Budget, Page 247

246 HEALTH EXPENDITURE SUMMARY Program No. Proposed HUD HOUSING AND URBAN DEVELOPMENT TOTAL 137, , , ,898 LDH LA DEPT OF HEALTH/HUMAN SVCS 3602 STRATEGIC PREVENTION FRAMEWORK 22, , , , PRIMARY CARE ACCESS SUPPLEMENT 0 340, , , PRIMARY CARE ACCESS PROGRAM 459, ,975,139 1,975, WIC FOOD PROGRAM 258, , , , SUPPLEMENTAL FOOD PROGRAM 143, EPSDT MEDICAL SERVICES 285, , , , CARVER SCHOOL CLINIC-LA 29, BLOOD LEAD SURVEILLANCE 9,185 58,517 4,000 4, LEAD POISON PREVENTION 88, , , , LEAD POISON-MEDICAID 0 5, EMS BIO RESPONSE PROGRAM 0 38,831 32,065 32, EPSDT DENTAL 195, , , , MOBILE DENTAL CARE 153, , , ,139 LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL 1,645,628 2,921,901 4,912,197 4,912,197 DEPARTMENT TOTAL $15,912,768 $19,703,900 $20,956,724 $20,781,198 Budget, Page 248

247 HEALTH PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 3601 HEAD OF ENVIORN ASTHMA IN LA COMMUNITY SERVICES WORKER II HEALTH PROJECT & PLANNING SPECIALIST HEALTH PROJECT & PLANNING ADMINISTRATOR HEALTH PROJECT & PLANNING SENIOR ANALYST HEAD OF ENVIORN ASTHMA IN LA TOTAL ADMIN ADJUDICATION ENVIRONMENTAL SPECIALIST I 46 ENVIRONMENTAL SPECIALIST II ADMIN ADJUDICATION TOTAL HLTH-ENVIRONMENTAL ENFORCEMENT ENVIRONMENTAL ENFORCEMENT SUPERINTENDENT 70 ENVIRONMENTAL SPECIALIST II 51 ENVIRONMENTAL SPECIALIST III ENVIRONMENTAL SPECIALIST IV HLTH-ENVIRONMENTAL ENFORCEMENT TOTAL MANAGEMENT SERVICES OFFICE ASSISTANT II 30 SENIOR OFFICE SUPPORT SPECIALIST 44 CHIEF ACCOUNTANT 63 ADMINISTRATIVE SUPPORT SPECIALIST III 55 BUDGET COORDINATOR HEALTH PROJECT & PLANNING SPECIALIST 68 DEPUTY DIRECTOR OF HEALTH U76 DIRECTOR OF HEALTH U82 URBAN POLICY SPECIALIST V U MANAGEMENT SERVICES TOTAL CARVER SCHOOL - GF Budget, Page 249

248 HEALTH PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 PUBLIC HEALTH NURSE III CARVER SCHOOL - GF TOTAL 3619 ALGIERS FISCHER CLINIC OFFICE SUPPORT SPECIALIST 42 LICENSED PRACTICAL NURSE I ALGIERS FISCHER CLINIC TOTAL NURSING SERVICES OFFICE ASSISTANT I 28 OFFICE SUPPORT SPECIALIST 42 ADMINISTRATIVE SUPPORT SPECIALIST III 55 LABOR SUPERVISOR II 38 LICENSED PRACTICAL NURSE III LICENSED PRACTICAL NURSE II PUBLIC HEALTH NURSE II 61 PUBLIC HEALTH NURSE IV 74 PUBLIC HEALTH NURSING CLINIC SUPERVISOR NURSING SERVICES TOTAL EMERGENCY MEDICAL SERVICE PHYSICIAN EMERGENCY MEDICAL TECHNICIAN, ASSISTANT EMERGENCY MEDICAL TECHNICIAN, PARAMEDIC EMERGENCY MEDICAL TECHNICIAN, INTERMEDIATE EMERGENCY MEDICAL COORDINATOR, ASSISTANT EMERGENCY MEDICAL COORDINATOR EMERGENCY MEDICAL SERVICES, DIRECTOR EMERGENCY MEDICAL SERVICE TOTAL GENERAL FUND TOTAL FDH FEDERAL DEPT OF HEALTH /HUMAN 3626 ASTHMA DIABETES & OBESITY 76 HEALTH PROJECT & PLANNING SPECIALIST Budget, Page 250

249 HEALTH PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 HEALTH PROJECT & PLANNING MANAGER 74 HEALTH PROJECT & PLANNING SENIOR ANALYST ASTHMA DIABETES & OBESITY TOTAL HEALTHCARE/HOMELESS OFFICE ASSISTANT, TRAINEE 23 OFFICE ASSISTANT I OFFICE ASSISTANT II 46 MANAGEMENT DEVELOPMENT SPECIALIST I 75 MANAGEMENT DEVELOPMENT SPECIALIST II 65 ACCOUNTANT III 55 DENTIST 80 MEDICAL ASSISTANT PUBLIC HEALTH NURSE II 82 HEALTH PROJECT & PLANNING ANALYST 54 HEALTH PROJECT & PLANNING ADMINISTRATOR 78 PHYSICIAN (PROGRAM DIRECTOR) 80 HEALTH PROJECT & PLANNING SENIOR ANALYST 63 SOCIAL SERVICES SPECIALIST HEALTHCARE/HOMELESS TOTAL FDH FEDERAL DEPT OF HEALTH /HUMAN TOTAL HUD HOUSING AND URBAN DEVELOPMENT 3629 CODE ENFORCEMENT OFFICE ASSISTANT II OFFICE ASSISTANT II 46 SENIOR OFFICE SUPPORT SPECIALIST 56 ENVIRONMENTAL SPECIALIST I ENVIRONMENTAL SPECIALIST I 61 ENVIRONMENTAL SPECIALIST IV 64 ENVIRONMENTAL TECHNICIAN CODE ENFORCEMENT TOTAL Budget, Page 251

250 HEALTH PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 HUD HOUSING AND URBAN DEVELOPMENT TOTAL LDH LA DEPT OF HEALTH/HUMAN SVCS 3602 STRATEGIC PREVENTION FRAMEWORK HEALTH PROJECT & PLANNING ANALYST STRATEGIC PREVENTION FRAMEWORK TOTAL 3603 PRIMARY CARE ACCESS SUPPLEMENT OFFICE ASSISTANT II 46 LICENSED PRACTICAL NURSE III 48 LICENSED PRACTICAL NURSE II 72 HEALTH PROJECT & PLANNING SPECIALIST PRIMARY CARE ACCESS SUPPLEMENT TOTAL PRIMARY CARE ACCESS PROGRAM OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST EQUIPMENT OPERATOR II PHYSICIAN 11 PHYSICIAN DENTIST DENTAL ASSISTANT II DENTAL HYGIENIST II LICENSED PRACTICAL NURSE I 40 PUBLIC HEALTH NURSE III 66 LABORATORY TECHNICIAN II 34 SENIOR PUBLIC HEALTH EDUCATOR 46 HEALTH PROJECT & PLANNING MANAGER 74 PHYSICIAN (PROGRAM DIRECTOR) 80 HEALTH PROJECT & PLANNING SENIOR WORKER 38 SOCIAL SERVICES SPECIALIST PRIMARY CARE ACCESS PROGRAM TOTAL WIC FOOD PROGRAM OFFICE SUPPORT SPECIALIST Budget, Page 252

251 HEALTH PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 OFFICE SUPPORT SPECIALIST 54 PUBLIC HEALTH NUTRITIONIST II 73 PUBLIC HEALTH NUTRITIONIST III 75 PUBLIC HEALTH NUTRITIONIST COORDINATOR 66 PUBLIC HEALTH EDUCATOR WIC FOOD PROGRAM TOTAL EPSDT MEDICAL SERVICES OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST 44 PHYSICIAN (PROGRAM DIRECTOR) EPSDT MEDICAL SERVICES TOTAL LEAD POISON PREVENTION OFFICE ASSISTANT IV 38 LICENSED PRACTICAL NURSE III 48 SENIOR PUBLIC HEALTH EDUCATOR LEAD POISON PREVENTION TOTAL EPSDT DENTAL DENTIST DENTAL HYGIENIST II EPSDT DENTAL TOTAL MOBILE DENTAL CARE DENTIST MOBILE DENTAL CARE TOTAL LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL DEPARTMENT TOTAL Budget, Page 253

252 DEPARTMENTAL SUMMARY HUMAN SERVICES Budget, Page 254

253 Result: OPPORTUNITIES FOR YOUTH Department: HUMAN SERVICES Mission Statement To provide social services to youths and their families who live in Orleans Parish and to provide safe, secure detention for youths between the ages of 8 to 16. Performance Measures Performance Measure Projected Number of Youth Admitted to YSC Number of Families Assisted by Department 6,485 10,596 9,876 3,691 Funding Summary Year Proposed GF Expenditures $2,514,239 $1,942,566 $860,001 $1,283,836 $1,767,783 $1,538,364 $2,535,270 $2,535,270 Total Funding $2,518,282 $2,002,615 $869,556 $1,321,347 $1,830,295 $2,392,642 $3,373,088 $3,373,088 # FTEs Department s Objective The Department of Human Service s objectives are to continue to provide safe, secured, pre-trial detention for male and female youth, and to administer social services to youths and their families living in Orleans Parish. A chartered function of the Department is the operation of the Youth Study Center, a facility that is used to house youth awaiting adjudication. The current facility houses 32 beds with capacity for 20 boys and 12 girls. Another function of the Department of Human Services is the Budget, Page 255

254 provision of Emergency Services. Through its Emergency Service function, the Department of Human Services distributes FEMA funds to service providers on behalf of qualified individuals unable to pay for their monthly utility use. Additionally, the Department of Human Services serves as a resource coordinator for regional public-welfare services. The Department coordinates the centralized delivery of services to the citizens of Orleans Parish through collaborative efforts with other city departments (NORD, Health), social service agencies, churches, and other private and non-profit organizations. Key Programs Funded in Program Name: Youth Study Centers Result Area: Opportunities for Youth Funding: $986,488 Funding: $2,087,907 Full-Time Employees: 48 General Fund: $2,087,907 Other Funds: $0 Source: Program Description: The Youth Study Center provides pre-trial detention for youth between the ages 8-16 years who are charged with a criminal offense. The Youth Study Center provides secured, safe detention for 50 male and female youths between the ages 8-16 years old, 24 hours per day, 7 days per week. Key Performance Indicators: Performance Measure Projected Target Number of Youth Admitted to YSC Program Name: DHS Director s Office / Management Services Result Area: Opportunities for Youth Funding: $500,492 Funding: $1,242,444 Full-Time Employees: 4.5 General Fund: $404,626 Other Funds: $837,818 Source: FEMA Program Description: The Director s Office supervises department staff and coordinates all of the department s services, sets and prioritizes goals for the department and outlines procedures for achieving these goals. This management services division has direct supervision of the department s social services and juvenile detention programs, including staff, and provides administrative, technical and programmatic support in the areas of program, planning, personnel and fiscal management. Key Performance Indicators: Performance Measure Projected Target Number of youth admitted to YSC Number of families assisted 10,596 9,876 10,000 10,000 Program Name: Emergency Assistance Program Result Area: Recovery & Livable Communities Funding: $51,384 Funding: $42,737 Full-Time Employees: 1 General Fund: $42,737 Other Funds: $0 Source: NA Program Description: Emergency Assistance is a crisis intervention oriented program providing services to Orleans Parish residents in the areas of counseling, advocacy, referrals and monetary grants. This program coordinates with other social services agencies to provide a network of services and resources for citizens in need. Key Performance Indicators: Performance Measure Projected Target Number of families assisted 10,596 9,876 10,000 10,000 Budget, Page 256

255 DEPARTMENTAL BUDGET SUMMARY HUMAN SERVICES Proposed EXPENDITURES PERSONAL SERVICES 1,698,407 1,391,613 2,234,948 2,234,948 OTHER OPERATING 131,888 1,001,029 1,138,140 1,138,140 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,830,295 $2,392,642 $3,373,088 $3,373,088 SOURCE OF FUNDING GENERAL FUND 1,767,783 1,538,364 2,535,270 2,535,270 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE 38, FEDERAL GRANTS 24, , , ,818 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,830,295 $2,392,642 $3,373,088 $3,373,088 Budget, Page 257

256 HUMAN SERVICES PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 3801 DIRECTOR'S OFFICE 94,215 1, , MANAGEMENT SERVICES 178, , , EMERGENCY ASSISTANCE 42, , YSC RESIDENTIAL LIFE 1,650, , ,818, YSC DIETARY SVCS 61, , MAINTENANCE 140, , MEDICAL 67, , GENERAL FUND 2,234, , ,535,270 FEM FED DEPARTMENT OF EMERGENCY 3801 DIRECTOR'S OFFICE 0 829, , FEMA UTILITY ASSISTANCE 0 8, ,040 FEM FED DEPARTMENT OF EMERGENCY 0 837, ,818 DEPARTMENT TOTAL 2,234,948 1,138, ,373,088 Budget, Page 258

257 HUMAN SERVICES EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 3801 DIRECTOR'S OFFICE 105, ,849 96,015 96, MANAGEMENT SERVICES 331, , , , EMERGENCY ASSISTANCE 2,610 51,384 42,737 42, YSC ADMINISTRATION 4, YSC RESIDENTIAL LIFE 1,050, ,219 1,818,705 1,818, YSC DIETARY SVCS 63,794 63,444 61,483 61, MAINTENANCE 137, , , , MEDICAL 71,641 55,158 67,464 67, GENERAL FUND TOTAL 1,767,783 1,538,364 2,535,270 2,535,270 FEM FED DEPARTMENT OF EMERGENCY 3801 DIRECTOR'S OFFICE 0 829, , , FEMA UTILITY ASSISTANCE 24,120 24,500 8,040 8,040 FEM FED DEPARTMENT OF EMERGENCY TOTAL 24, , , ,818 LLE LA COMMISSION ON LAW ENFORCEMT 3882 YOUTH COMMUNITY PREPAREDNESS 38, LLE LA COMMISSION ON LAW ENFORCEMT TOTAL 38, DEPARTMENT TOTAL $1,830,295 $2,392,642 $3,373,088 $3,373,088 Budget, Page 259

258 HUMAN SERVICES PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 3801 DIRECTOR'S OFFICE DIRECTOR OF HUMAN SERVICES U DIRECTOR'S OFFICE TOTAL 3810 MANAGEMENT SERVICES OFFICE SUPPORT SPECIALIST 42 MANAGEMENT DEVELOPMENT ANALYST II ACCOUNTANT III 55 SOCIAL SERVICES COORDINATOR MANAGEMENT SERVICES TOTAL EMERGENCY ASSISTANCE PROGRAM COORDINATOR EMERGENCY ASSISTANCE TOTAL 3873 YSC RESIDENTIAL LIFE OFFICE ASSISTANT I 28 OFFICE ASSISTANT I PROGRAM COORDINATOR FOOD SERVICES WORKER SENIOR FOOD SERVICES WORKER MAINTENANCE ENGINEER MEDICAL ASSISTANT INSTITUTIONAL COUNSELOR II INSTITUTIONAL COUNSELOR II INSTITUTIONAL COUNSELOR III INSTITUTIONAL COUNSELOR III JUVENILE PROTECTION OFFICER I SOCIAL WORKER III SOCIAL SERVICES SPECIALIST INSTITUTIONAL RECREATION SPECIALIST ADOLESCENT HOME SUPERINTENDENT Budget, Page

259 HUMAN SERVICES PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 ADOLESCENT HOME SUPERINTENDENT, ASSISTANT RECREATION COORDINATOR I YSC RESIDENTIAL LIFE TOTAL YSC DIETARY SVCS FOOD SERVICES WORKER 24 SENIOR FOOD SERVICES WORKER YSC DIETARY SVCS TOTAL MAINTENANCE LABORER 24 MAINTENANCE ENGINEER 44 PLANT ATTENDANT MAINTENANCE TOTAL MEDICAL LICENSED PRACTICAL NURSE III MEDICAL TOTAL 001 GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 261

260 DEPARTMENTAL SUMMARY FINANCE Budget, Page 262

261 Result: HIGH PERFORMING GOVERNMENT Department: FINANCE DEPARTMENT Mission Statement The mission of the Finance Department is to provide timely and relevant financial services for the City of New Orleans. Performance Measures Performance Measure Projected Target Number of audit internal control findings for previous year s audit Dollars Generated from Settled Sales Tax Audits $1,084,405 $1,810,904 n/a $2 million Processing time from Accounts Payable receipt of less than Days 5-10 Days 5-10 Days invoice to payment generated 5-10 days Number of filings using online sales tax services* % of current year Ad Valorem Tax levy to amount collected by Dec. 31st 90.3% 91.5% 84.0% 91.5% Number of Requirements Purchase Order Bids (Blanket Orders) * % of Budget in Fund Balance n/a 8% n/a 2% Funding Summary Year Proposed GF Expenditures $45,239,925 $46,189,413 $35,100,784 50,532,169 $54,962,915 $59,005,647 $55,361,968 $54,983,699 Total Funding $45,239,925 $46,189,413 $35,129,349 $50,532,169 $54,962,915 $59,005,647 $55,361,968 $54,983,699 # FTEs All Full Time Employees figures are adopted. Department s Objective Budget, Page 263

262 The Finance Department is responsible for the forecasting of annual revenues; recommendation of fiscal policy and budgetary strategies; maintenance of financial records for all fund accounts; collection of all taxes, licensing and permitting fees due the City; management of cash flow and the maximization of investment earnings on idle cash; management of lawful, efficient and cost effective procurement services; coordination of the annual external audit and internal audit activities; and coordination of operations of the Employee Retirement System. Programs Funded in Program Name: Debt Service Result Area: High Performing Government Funding: $44,617,716 Funding: $42,987,032 Full-Time Employees: 0 General Fund: $42,987,032 Other Funds: Source: Program Description: For the payment of debt obligations by the City. Key Performance Indicators: Measure Projected Target Make all payments by due date Yes Yes Yes Yes Program Name: Other Debt Payments Result Area: High Performing Government Funding: $4,084,906 Funding: $3,210,530 Full-Time Employees: 0 General Fund: $3,210,530 Other Funds: Source: Program Description: For the payment of debt obligations by the City related specifically to HUD loans, Jazzland, etc. Key Performance Indicators: Measures not available, to be developed in. Program Name: Bureau of Accounting Result Area: High Performing Government Funding: $1,623,783 Funding: $1,338,524 Full-Time Employees: 21 General Fund: $1,338,524 Other Funds: Source: Program Description: The Bureau of Accounting maintains the City s financial records, and manages the payroll and accounts payable functions. The Bureau is responsible for generating the City s Comprehensive Annual Financial Reports. Key Performance Indicators: Measure Projected Target Number of audit internal control findings for previous year s audit Processing time from Accounts Payable receipt of invoice to payment generated Percentage of timely and accurate employee payrolls n/a Program Name: Bureau of Revenue Result Area: High Performing Government Funding: $3,454,075 Funding: $2,871,752 Full-Time Employees: 21 General Fund: $2,871,752 Other Funds: Source: Program Description: The Bureau of Revenue collects approximately $250 million annually on taxes, licenses and permits as required by law. Key Performance Indicators: Measure Projected Target % of audits completed relative to total opened businesses.03%.52%.52%.52% % of compliant, active business/timely sales tax filers 64% 72% 84% 90% Number of filings using online sales tax services 16,870 23,150 28,000 30,000 Budget, Page 264

263 Program Name: Municipal Employees Retirement System Result Area: High Performing Government Funding: $577,872 Funding: $483,408 Full-Time Employees: 7.5 General Fund: $488,656 Other Funds: Source: Program Description: The Retirement Office administers the retirement plan for all civilian City employees via the New Orleans Municipal Employees Retirement System. Key Performance Indicators: Measure Projected Target Retirement requests processed within 90 days of receipt of NM application (89%) (90%) 90% Requests for refunds of contributions processed within 90 days of receipt of application Percentage of monthly payrolls processed for payment to members on the first business day of each month NM=Not Measured Program Name: Director s Office NM 223 (95%) 250 (95%) 90% 100% 100% 100% 100% Result Area: High Performing Government Funding: $927,616 Funding: $849,221 Full-Time Employees: 7 General Fund: $849,221 Other Funds: Source: Program Description: The function of the Finance Department is to maintain and enforce the fiscal controls and standards that govern the financial transactions of the City of New Orleans. Key Performance Indicators: Measure Projected Target Maintain or improve City credit rating Improved Maintain Improve Maintain Program Name: Bureau of Treasury Result Area: High Performing Government Funding: $1,444,872 Funding: $1,312,794 Full-Time Employees: 18 General Fund: $1,312,794 Other Funds: Source: Program Description: The Bureau of Treasury is responsible for timely payment of debt service, the collection of all Ad Valorem taxes, receipt and management of the City s cash funds, cash disbursements and investment of the City s idle cash. Key Performance Indicators: Measure Projected Target % of current year Ad Valorem tax levy to amount collected by 90.3% 88% 91% 95% Dec. 31 st Number of delinquent property tax accounts resolved annually 35,534 TBD TBD TBD Program Name: Bureau of Purchasing Result Area: High Performing Government Funding: $212,404 Funding: $431,938 Full-Time Employees: 7 General Fund: $431,938 Other Funds: Source: Program Description: The Bureau of Purchasing is responsible for procurement of the supplies, materials and equipment needed by all City agencies, and is responsible for the release and advertising of bids, selection of bidders, and the issuance of purchase orders associated with the award of City service contracts, including those for Public Works and the Capital Improvements Program. Key Performance Indicators: Measure Projected Target Number of Requirements Purchase Order Bids (Blanket Orders) Number of training sessions provided to departments Budget, Page 265

264 Average number of days to process approved requisitions to release of bid Program Name: Public Transit Pass-through Result Area: High Performing Government Funding: $1,850,000 Funding: $1,498,500 Full-Time Employees: 0 General Fund: $1,498,500 Other Funds: Source: Program Description: The Finance Department is responsible for distributing Public Transit Funds to the New Orleans Regional Transit Authority to fund local government road system maintenance, mass transit, and serve as local match for off system roads and bridges. Key Performance Indicators: N/A (Pass-through account) Budget, Page 266

265 DEPARTMENTAL BUDGET SUMMARY FINANCE Proposed EXPENDITURES PERSONAL SERVICES 5,548,288 6,134,353 5,409,510 5,409,510 OTHER OPERATING 2,549,502 4,202,987 3,782,691 3,404,422 DEBT SERVICE 27,343,922 48,668,307 46,169,767 46,169,767 RESERVES 19,521, GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $54,962,915 $59,005,647 $55,361,968 $54,983,699 SOURCE OF FUNDING GENERAL FUND 54,962,915 59,005,647 55,361,968 54,983,699 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $54,962,915 $59,005,647 $55,361,968 $54,983,699 Budget, Page 267

266 FINANCE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 4001 DIRECTOR'S OFFICE 799,995 49, , PALACE OF THE EAST , , ARTWORKS , , AMERICAN CAN RENEWAL PR , , PTF-TRANSIT 0 1,498, ,498, JAZZLAND THEME PARK 0 0 1,600,404 1,600, ACCOUNTING ADMINISTRATION 224, , , GENERAL FUND 501, , ACCOUNTS PAYABLE 98, , PAYROLL/PAYROLL DEDUCTIONS 282, , REVENUE ADMINISTRATION 559,264 1,132, ,691, REVENUE APPLICATIONS 818, , FISCAL RECORDS 361, , TREASURY ADMINISTRATION 329, , , CASHIERS 176, , AD VALOREM TAXES 150, , RECEIPTS & DISBURSEMENTS 128, , TA RESEARCH 103, , BRAKE TAG/SANITATION 37, , DEBT SERVICE 0 27,795 42,959,237 42,987, PURCHASING ADMINISTRATION 400,184 11, , CENTRAL SUPPLY 0 20, , EMPLOYEE RETIREMENT SYSTEM 436,183 47, , GENERAL FUND 5,409,510 3,404,422 46,169,767 54,983,699 DEPARTMENT TOTAL 5,409,510 3,404,422 46,169,767 54,983,699 Budget, Page 268

267 FINANCE EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 4001 DIRECTOR'S OFFICE 669, , , , PALACE OF THE EAST 0 450, , , ARTWORKS 0 612, , , AMERICAN CAN RENEWAL PR 0 541, , , PTF-TRANSIT 1,453,532 1,850,000 1,665,000 1,498, JAZZLAND THEME PARK 2,472,500 2,480,102 1,600,404 1,600, ACCOUNTING ADMINISTRATION 284, , , , GENERAL FUND 545, , , , ACCOUNTS PAYABLE 132,390 99,594 98,786 98, PAYROLL/PAYROLL DEDUCTIONS 319, , , , REVENUE ADMINISTRATION 1,391,971 2,028,077 1,817,549 1,691, REVENUE APPLICATIONS 804, , , , FISCAL RECORDS 550, , , , TREASURY ADMINISTRATION 392, , , , CASHIERS 196, , , , AD VALOREM TAXES 159, , , , RECEIPTS & DISBURSEMENTS 157, , , , TA RESEARCH 155, , , , BRAKE TAG/SANITATION 50,883 84,281 37,548 37, DEBT SERVICE 44,392,625 44,617,716 42,990,121 42,987, PURCHASING ADMINISTRATION 338, , , , CENTRAL SUPPLY 24,214 25,000 22,500 20, EMPLOYEE RETIREMENT SYSTEM 471, , , , GENERAL FUND TOTAL 54,962,915 59,005,647 55,361,968 54,983,699 DEPARTMENT TOTAL $54,962,915 $59,005,647 $55,361,968 $54,983,699 Budget, Page 269

268 FINANCE PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 4001 DIRECTOR'S OFFICE MANAGEMENT SERVICES ADMINISTRATOR 72 ADMINISTRATIVE SUPPORT SPECIALIST II 51 FINANCIAL SYSTEMS ADMINISTRATOR 70 ACCOUNTANT III 55 CITY ECONOMIST 70 DEPUTY DIRECTOR OF FINANCE U76 DIRECTOR OF FINANCE U DIRECTOR'S OFFICE TOTAL ACCOUNTING ADMINISTRATION SENIOR OFFICE SUPPORT SPECIALIST 44 COMPTROLLER, ASSISTANT 70 COMPTROLLER ACCOUNTING ADMINISTRATION TOTAL GENERAL FUND CHIEF ACCOUNTANT 63 ACCOUNTANT III 55 PRINCIPAL ACCOUNTANT 58 ACCOUNTANT II GENERAL FUND TOTAL ACCOUNTS PAYABLE OFFICE ASSISTANT IV 38 FINANCIAL SERVICES AGENT ACCOUNTS PAYABLE TOTAL PAYROLL/PAYROLL DEDUCTIONS OFFICE ASSISTANT, TRAINEE 23 OFFICE SUPPORT SPECIALIST 42 SENIOR OFFICE SUPPORT SPECIALIST 44 Budget, Page 270

269 FINANCE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 ASSISTANT PAYROLL SUPERVISOR 51 PAYROLL SUPERVISOR PAYROLL/PAYROLL DEDUCTIONS TOTAL REVENUE ADMINISTRATION FINANCE OPERATIONS MANAGER 65 MANAGEMENT DEVELOPMENT SPECIALIST I 63 REVENUE COLLECTOR,ASSISTANT REVENUE COLLECTOR 74 REVENUE COLLECTION SUPERVISOR REVENUE ADMINISTRATION TOTAL REVENUE APPLICATIONS AUDITOR SENIOR AUDITOR REVENUE FIELD AGENT SENIOR REVENUE FIELD AGENT REVENUE APPLICATIONS TOTAL FISCAL RECORDS OFFICE ASSISTANT, TRAINEE 23 OFFICE ASSISTANT II 30 FINANCIAL SERVICES AGENT 37 TAX ADMINISTRATOR I 40 TAX ADMINISTRATOR II 49 TAX COLLECTION SUPERVISOR 53 REVENUE COLLECTION SUPERVISOR FISCAL RECORDS TOTAL TREASURY ADMINISTRATION SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT ANALYST I 51 REVENUE COLLECTION SUPERVISOR 63 TREASURY BUREAU CHIEF, ASSISTANT 70 TREASURY BUREAU CHIEF TREASURY ADMINISTRATION TOTAL Budget, Page 271

270 FINANCE PERSONNEL SUMMARY Program No CASHIERS Pay Grade Proposed 2009 OFFICE ASSISTANT, TRAINEE 23 TAX ADMINISTRATOR I 40 TAX ADMINISTRATOR II 49 REVENUE COLLECTION SUPERVISOR CASHIERS TOTAL AD VALOREM TAXES FINANCE OPERATIONS MANAGER 65 MANAGEMENT DEVELOPMENT ANALYST I 51 TAX ADMINISTRATOR II AD VALOREM TAXES TOTAL RECEIPTS & DISBURSEMENTS CHIEF ACCOUNTANT 63 ACCOUNTANT III RECEIPTS & DISBURSEMENTS TOTAL TA RESEARCH OFFICE ASSISTANT, TRAINEE 23 MANAGEMENT DEVELOPMENT ANALYST I 51 TAX ADMINISTRATOR II TA RESEARCH TOTAL BRAKE TAG/SANITATION TAX ADMINISTRATOR I BRAKE TAG/SANITATION TOTAL 4051 PURCHASING ADMINISTRATION BUYER II 42 BUYER III PURCHASING ADMINISTRATOR 74 PURCHASING ADMINISTRATOR, ASSISTANT 70 MANAGEMENT DEVELOPMENT ANALYST II PURCHASING ADMINISTRATION TOTAL EMPLOYEE RETIREMENT SYSTEM Budget, Page 272

271 FINANCE PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 MANAGEMENT DEVELOPMENT ANALYST I 51 CHIEF ACCOUNTANT 63 ACCOUNTANT III ACCOUNTANT I 44 ASSISTANT MANAGER, RETIREMENT SYSTEM 65 ADMINISTRATIVE SUPPORT SPECIALIST III EMPLOYEE RETIREMENT SYSTEM TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 273

272 DEPARTMENTAL SUMMARY PROPERTY MANAGEMENT Budget, Page 274

273 RESULT: HIGH PERFORMING GOVERNMENT Department: PROPERTY MANAGEMENT Mission Statement The mission of the Department of Property Management is to: Acquire and record properties for City use Maintain and perform custodial functions of building equipment and facilities Assign space to departments based on need Have custody of all immovable property (Building and Land) owned and/or operated by the City. Performance Measures Performance Measure Projected Target # of Work Order Repair Requests NM 1,254 1,497 2,114 2,754 % of Work Orders Completed NM 59% 75% 75.5% 80% Funding Summary Year Proposed GF Expenditures $10,641,548 $8,786,639 $5,693,620 $6,063,327 $7,339,680 $7,159,843 $6,241,589 $5,965,647 Total Funding $10,641,548 $8,786,639 $5,693,620 $11,943,061 $9,412,005 $9,160,080 $8,328,797 $8,052,855 # FTEs All Full Time Employees figures are adopted. Budget, Page 275

274 Department s Objective The Department of Property Management is responsible for all City properties, both leased and owned. The Department s successful provision of suitable facilities by this Department relates directly to other departments ability to function. The staff provides the maintenance and upkeep of buildings as well as ensuring that all facilities provide a safe and conducive work environment. In addition to performing these duties, Property Management has, since the hurricanes of 2005, been responsible for the stabilization of City buildings. The Department is responsible for bringing any buildings back into operation, providing that the damage to the buildings did not exceed $75,000. In the case of a building that was damaged by more than $75,000, the Capital Projects Department manages renovations. Capital Projects also performs the initial assessments to determine the extent of damage to the buildings. Programs Funded in Program Name: Administration Result Area: High Performing Government Funding: $3,397,289 Funding: $2,826,799 Full-Time Employees: 8 General Fund: $2,826,799 Other Funds: $0 Source: N/A Program Description: The Administrative Division of the Department of Property Management provides leadership, authority, and structure needed for the proper function of its program components. It is composed of three units: Director s Office, Fiscal Unit and Personnel Unit. Key Performance Indicators: Measure Projected Target # Of work orders repair request received # Of work orders repair request received 62.5% 70% 75% 80% # of CNO Buildings that are operational % of positive responses to bi-annual customer satisfaction NM 70% 80% 85% survey # of Quick Hit Projects(under $100, managed by NM PMD-Director NM=Not Measured Program Name: Facilities Maintenance Result Area: High Performing Government Funding: $2,540,920 Funding: $2,184,259 Full-Time Employees: 39.5 General Fund: $2,184,259 Other Funds: $0 Source: N/A Program Description: The Facilities Maintenance Division of the Department of Property Management maintains, repairs, refurbishes, and cleans city-owned buildings, keeps HVAC systems in good working order, and manages the City Hall Garage. Key Performance Indicators: Measure Projected Target # of work order repair requests 972 1, % of preventive (planned) maintenance performed on NM 70% 75% 75% HVAC Systems # of small building repair projects completed under NM $100, by FMD Staff % of PMD managed city buildings cleaned daily NM 75% 80% 85% NM=Not Measured Budget, Page 276

275 Program Name: Facilities Administration Result Area: High Performing Government Funding: $1,221,634 Funding: $954,589 Full-Time Employees: 26 General Fund: $954,589 Other Funds: $0 Source: N/A Program Description: The Facilities Maintenance Administration Division of the Department of Property Management contributes the third most important element in the accomplishment of the department s mission by operating public facilities, for charge, which provides space for meetings, celebrations, the performing arts, services to the elderly and indigent, and the burial of the dead. Key Performance Indicators: Measure Projected Target # of building appraisals initiated by PMD NM % of projected revenue collected from leased buildings 92.5% 95% 95% 95% # of indigent burials at city cemeteries NM=Not Measured Program Name: FEMA Administration Result Area: High Performing Government Funding: $2,000,237 Funding: $2,087,208 Full-Time Employees: 0 General Fund: $0 Other Funds: $2,087,208 Source: Federal Program Description: Administration of FEMA resources for repair/maintenance of City property. Key Performance Indicators: Measure Projected Target Number of Payments paid on time NM NM 85% 95% Number of late payments NM NM 15% 5% Number of late penalties paid NM NM 10% % NM=Not Measured Budget, Page 277

276 DEPARTMENTAL BUDGET SUMMARY PROPERTY MANAGEMENT Proposed EXPENDITURES PERSONAL SERVICES 3,832,078 4,093,824 3,482,171 3,482,171 OTHER OPERATING 5,579,927 5,066,256 4,846,626 4,570,684 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $9,412,005 $9,160,080 $8,328,797 $8,052,855 SOURCE OF FUNDING GENERAL FUND 7,339,680 7,159,843 6,241,589 5,965,647 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 2,072,325 2,000,237 2,087,208 2,087,208 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $9,412,005 $9,160,080 $8,328,797 $8,052,855 Budget, Page 278

277 PROPERTY MANAGEMENT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 4511 DIRECTOR'S OFFICE 505,323 2,321, ,826, CUSTODIANS 224, , PUBLIC BUILDINGS MAINTENANCE 743, , , MECHANICAL ENGINE ROOM 1,278, ,278, GALLIER HALL 53, , MULTI-PURPOSE CENTERS 335, , CEMETERIES 95, , REALTY RECORDS 245, , GENERAL FUND 3,482,171 2,483, ,965,647 FEM FED DEPARTMENT OF EMERGENCY 4511 DIRECTOR'S OFFICE 0 2,087, ,087,208 FEM FED DEPARTMENT OF EMERGENCY 0 2,087, ,087,208 DEPARTMENT TOTAL 3,482,171 4,570, ,052,855 Budget, Page 279

278 PROPERTY MANAGEMENT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 4511 DIRECTOR'S OFFICE 3,798,918 3,397,289 3,084,741 2,826, CUSTODIANS 262, , , , PUBLIC BUILDINGS MAINTENANCE 1,207,547 1,206, , , MECHANICAL ENGINE ROOM 1,200,762 1,333,939 1,278,980 1,278, GALLIER HALL 90, ,780 53,065 53, MULTI-PURPOSE CENTERS 407, , , , CEMETERIES 112, ,318 95,811 95, REALTY RECORDS 259, , , , GENERAL FUND TOTAL 7,339,680 7,159,843 6,241,589 5,965,647 FEM FED DEPARTMENT OF EMERGENCY 4511 DIRECTOR'S OFFICE 2,072,325 2,000,237 2,087,208 2,087,208 FEM FED DEPARTMENT OF EMERGENCY TOTAL 2,072,325 2,000,237 2,087,208 2,087,208 DEPARTMENT TOTAL $9,412,005 $9,160,080 $8,328,797 $8,052,855 Budget, Page 280

279 PROPERTY MANAGEMENT PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 4511 DIRECTOR'S OFFICE OFFICE SUPPORT SPECIALIST 42 SENIOR OFFICE SUPPORT SPECIALIST 44 PERSONNEL DIVISION CHIEF 70 MANAGEMENT DEVELOPMENT SPECIALIST II 65 ADMINISTRATIVE SUPPORT SPECIALIST III 55 BUDGET COORDINATOR 70 DEPUTY DIRECTOR OF PROPERTY MGMT. U72 DIRECTOR OF PROPERTY MANAGEMENT U DIRECTOR'S OFFICE TOTAL CUSTODIANS MANAGEMENT DEVELOPMENT SPECIALIST II 65 BUILDING SERVICES WORKER BUILDING SERVICES SUPERVISOR, ASSISTANT 34 SENIOR BUILDING SERVICES WORKER CUSTODIANS TOTAL PUBLIC BUILDINGS MAINTENANCE OFFICE ASSISTANT III 34 MANAGEMENT DEVELOPMENT SPECIALIST II 65 SENIOR CARPENTER MAINTENANCE ELECTRICIAN 46 SIGN PAINTER 38 PAINTING SUPERVISOR 42 PLUMBER PLANNER & ESTIMATOR 40 SENIOR WELDER 42 SHEET METAL WORKER 38 PUBLIC BUILDINGS ADMINISTRATOR BUILDINGS REPAIR SUPERVISOR Budget, Page 281

280 PROPERTY MANAGEMENT PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 PUBLIC WORKS MAINTENANCE SUPERINTENDENT PLANT ATTENDANT PUBLIC BUILDINGS MAINTENANCE TOTAL MECHANICAL ENGINE ROOM MAINTENANCE ENGINEER PLANT ENGINEER BUILDINGS MAINTENANCE MANAGER 66 PUBLIC WORKS MAINTENANCE SUPERINTENDENT MECHANICAL ENGINE ROOM TOTAL GALLIER HALL LABORER GALLIER HALL TOTAL MULTI-PURPOSE CENTERS OFFICE ASSISTANT II 30 LABORER 24 SENIOR MAINTENANCE WORKER MAINTENANCE ENGINEER PROPERTY OPERATIONS ADMINISTRATOR MULTI-PURPOSE CENTERS TOTAL CEMETERIES GROUNDSKEEPER III 36 CEMETERY ATTENDANT I 26 CEMETERY SUPERINTENDENT CEMETERIES TOTAL REALTY RECORDS OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST TITLE ABSTRACTOR I 28 SENIOR REAL ESTATE MANAGER 59 REAL ESTATE ADMINISTRATOR REALTY RECORDS TOTAL Budget, Page 282

281 PROPERTY MANAGEMENT PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 283

282 DEPARTMENTAL SUMMARY CIVIL SERVICE Budget, Page 284

283 Result: HIGH PERFORMING GOVERNMENT Department: CIVIL SERVICE DEPARTMENT Mission Statement The mission of the Department to assess, develop, refine and administer a comprehensive, merit-based employment system which serves the needs of the public, facilitates meeting the employment requirements of the individual city departments, and which protects the fundamental rights of each classified employee. Performance Measures Performance Measure Projected Target # of Individuals Placed in Employment* # of Applications Processed 5,216 5,407 8,092 9,136 9,593 # of Individuals Qualified and Placed on Registers 1,695 1,284 2, Classroom Training Hours Conducted NM Funding Summary Year Proposed GF Expenditures $2,219,640 $1,721,772 $1,020,584 $1,245,031 $1,434,045 $1,646,264 $1,496,231 1,482,984 Total Funding $2,219,640 $1,721,772 $1,020,584 $1,245,031 $1,434,045 $1,646,264 $1,496,231 1,482,984 # FTEs All Full Time Employees figures are adopted. Department s Objective The New Orleans Civil Service Department exists as a bulwark against patronage. Authorized by both the State Constitution and City Charter, the Civil Service System calls for a commission of five members to be appointed and confirmed by the City Council. The Civil Service Commission is also responsible for hearing appeals of disciplinary actions, and approving changes to civil service rules and pay plans. Budget, Page 285

284 Programs Funded in Program Name: Personnel Operations Result Area: High Performing Government Funding: $1,646,264 Funding: $1,482,984 Full-Time Employees: General Fund: $1,482,984 Other Funds: $0 Source: N/A Program Description: Civil Service provides a comprehensive battery of human resource management services to City departments so they can effectively recruit and fill vacancies in a timely manner, and retain a diverse, qualified and high performing workforce. Key Performance Indicators: Performance Measure Target Size of Workforce Served by this Program 5200 Number of Individuals Placed in Employment 600 Number of Applications Processed 5,500 Number of Individuals Qualified and Placed on Registers 1,540 Classroom Training Hours Conducted 450 Number of Students Instructed 650 Number of New Employee Orientation Sessions 9 Number of Employee Appeals Filed New Number of Salary Surveys Completed or Reviewed 12 Number of Job Descriptions Reviewed and Updated 30 Percentage of Regular Employees ly Rated 99% Number of Sick Leave Donation Recipients/Days Received 100/3700 Budget, Page 286

285 DEPARTMENTAL BUDGET SUMMARY CIVIL SERVICE Proposed EXPENDITURES PERSONAL SERVICES 1,295,542 1,499,070 1,363,756 1,363,756 OTHER OPERATING 138, , , ,228 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,434,045 $1,646,264 $1,496,231 $1,482,984 SOURCE OF FUNDING GENERAL FUND 1,434,045 1,646,264 1,496,231 1,482,984 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,434,045 $1,646,264 $1,496,231 $1,482,984 Budget, Page 287

286 CIVIL SERVICE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 4801 DIRECTOR'S OFFICE 1,363, , ,482, GENERAL FUND 1,363, , ,482,984 DEPARTMENT TOTAL 1,363, , ,482,984 CIVIL SERVICE EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 4801 DIRECTOR'S OFFICE 1,415,387 1,646,264 1,496,231 1,482, FIRE TESTING & VALIDATION 18, GENERAL FUND TOTAL 1,434,045 1,646,264 1,496,231 1,482,984 DEPARTMENT TOTAL $1,434,045 $1,646,264 $1,496,231 $1,482,984 Budget, Page 288

287 CIVIL SERVICE PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 4801 DIRECTOR'S OFFICE OFFICE ASSISTANT II 30 DEPARTMENTAL LAN COORDINATOR 49 OFFICE ASSISTANT IV 38 DEPUTY PERSONNEL DIRECTOR 76 PERSONNEL DIRECTOR 78 MANAGEMENT SERVICES SPECIALIST 66 SENIOR PSYCHOMETRICIAN 61 MANAGEMENT DEVELOPMENT ANALYST I 51 MANAGEMENT DEVELOPMENT ANALYST II MANAGEMENT DEVELOPMENT SPECIALIST I 63 MANAGEMENT DEVELOPMENT SPECIALIST II ADMINISTRATIVE SUPPORT SPECIALIST III 55 PERSONNEL ADMINISTRATOR, ASSISTANT PERSONNEL ADMINISTRATOR DIRECTOR'S OFFICE TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 289

288

289 Result: RECOVERY & LIVABLE COMMUNITIES Department: PUBLIC WORKS Mission Statement The Department s mission is to construct, maintain, and administer transportation elements affecting vehicular, pedestrian, and rail movement within the public right-of-way. Performance Measures Performance Measure Projected Target Number of potholes repaired 27,199 77,677 87, , ,027 Number of storm drains cleaned 3,179 7,275 10,005 9,046 9,498 Number of street lights repaired 9,500 14,696 16,204 32,770 34,409 Number of abandoned vehicles removed 12,000 2,053 2,912 4,154 4,362 Funding Summary Year Proposed GF Expenditures $17,181,051 $13,616,635 $7,265,799 $14,500,255 $17,196,492 $18,622,093 $15,802,522 $17,802,522 Total Funding $18,185,165 $14,126,542 $31,602,277 $18,998,354 $21,147,827 $27,085,305 $19,894,615 $25,344,615 # FTEs All Full Time Employees figures are adopted Budget, Page 291

290 Department s Objective The Department of Public Works (DPW) is responsible for the City s streets, roads, bridges, and related infrastructure. DPW is also charged with responsibility for parking management, enforcement of parking regulations and adjudication of parking violations. The Department administers capital programs for infrastructure within the right of ways, including city bond funds, federal and state infrastructure transportation grants, FEMA and Federal Highway relief funds, and capital programs for the office of Recovery Management. In addition, DPW is responsible for permitting, traffic signs, traffic signals, road markings, and reviewing all traffic impact studies. DPW s baseline maintenance program includes repairs related to emergency roadway and bridge hazards and support services for major city events such as Mardi Gras. Key Programs Funded in Program Name: Roadway Maintenance Result Area: Recovery & Livable Communities Funding: $3,572,057 Funding: $3,006,065 Full-Time Employees: 17 General Fund: $3,006,065 Other Funds: Source: Program Description: This program covers current roadway maintenance staff, and contractual services to repair high level hazards on concrete and asphalt roadways and subsurface drainage, and the current operation level of the Pothole Killer. Key Performance Indicators: Performance Measure Projected Target Potholes Filled 77,677 85,000 84,000 85,000 Catch Basins Cleaned 7,275 7,700 5,564 5,500 Drain Lines Cleaned 1,403,000 LF 1,060,000 LF 388,000 LF 350,000 LF Program Name: Director s Office Result Area: High Performing Government Funding: $2,223,988 Funding: $1,903,279 Full-Time Employees: 9.5 General Fund: $1,903,279 Other Funds: $4,092,093 Source: FEMA Program Description: The Director s office is responsible for human resources (payroll, hiring, etc), finance (capital budget accounting and audit support, billing), analyst services (budget preparation, warrants, operating budget, contractual support (routing, filing, and procurement), and administration and direction. Key Performance Indicators: Performance Measure Projected Target Increase Revenue $12.7 M $21.0 M $25.0 M $26.0 M 311 Complaint Closure Rate * 50% 60% 65% *New measure, prior year data not available Program Name: Signal Shop Safety Camera Program Result Area: Recovery & Livable Communities Funding: $2,393,777 Funding: $1,813,370 Full-Time Employees: 7 General Fund: $1,813,370 Other Funds: Source: Program Description: The signal shop is responsible for the maintenance of signalized intersections throughout the City of New Orleans. It is also responsible for the safety camera program. Key Performance Indicators: Performance Measure Projected Target Red Light Violation Reduction * 50% 85% 85% Speed Violation Reduction * 50% 88% 88% *New measure, prior year data not available Budget, Page 292

291 Program Name: Parking Enforcement Result Area: Recovery & Livable Communities Funding: $8,312,730 Funding: $7,206,562 Full-Time Employees: 66 General Fund: $7,206,562 Other Funds: Source: Program Description: The parking division is responsible for running parking meter operations, issuing citations to vehicles that are illegally parked, and managing curb usage efficiently. Key Performance Indicators: Performance Measure Projected Target Citations Issued 351, , , ,000 Revenue Collections Rate 65% 83% 83% 83% Meter Revenue per space $658 $708 $763 $820 Program Name: Streetlight Maintenance Result Area: Recovery & Livable Communities Funding: $0 Funding: $2,000,000 Full-Time Employees: 0 General Fund: $2,000,000 Other Funds: Source: Program Description: This program covers the maintenance of City-owned streetlights Key Performance Indicators: Performance Measure 2007 To be determined in Program Name: Towing and Impoundment Projected Target Result Area: Recovery & Livable Communities Funding: $663,087 Funding: $532,915 Full-Time Employees: 14 General Fund: $532,915 Other Funds: Source: Program Description: The towing division is responsible for supporting parking operations, special event and other departmental operations, and abandoned vehicle support. Key Performance Indicators: Performance Measure Projected Target Vehicles Towed 14,064 13,100 14,000 # # Target to be determined in Program Name: Abandoned Vehicle Unit Result Area: Recovery & Livable Communities Funding: $75,369 Funding: $63,562 Full-Time Employees: 2 General Fund: $63,562 Other Funds: Source: Program Description: The abandoned vehicle unit is responsible for tagging abandoned and junked vehicles, notifying the last registered owner of the vehicle, coordinating pickup of junked and abandoned vehicles, POST certifying vehicles for disposal, and auctioning unclaimed vehicles. Key Performance Indicators: Performance Measure Projected Target # of Vehicles Junked # of Vehicles Abandoned Program Name: Residential Parking Permit Program Result Area: Recovery & Livable Communities Funding: $34,109 Funding: $68,000 Full-Time Employees: 1 General Fund: $68,000 Other Funds: Source: Program Description: The residential parking permit program is designed to work in conjunction with regulated parking zones (meters, loading zones, etc) to minimize the effect of nearby commercial activities on the residential zones directly adjacent. Budget, Page 293

292 Key Performance Indicators: Performance Measure Projected Target RPP Permits Issued 1,985 2,441 3,000 # # Target to be determined in Program Name: Engineering-Capital Program Result Area: Recovery & Livable Communities Funding: $391,369 Funding: $271,394 Full-Time Employees: 3 General Fund: $271,394 Other Funds: Source: Program Description: Engineering is responsible for managing the roadway capital program, which includes processing invoices, designing capital program, and managing construction. It is also responsible for supporting City Planning with zoning and subdivision issues. Key Performance Indicators: Performance Measure Projected Target Capital Projects Expenditures $31M $102M $225M $147M Program Name: Traffic Management & Engineering Result Area: Recovery & Livable Communities Funding: $193,204 Funding: $252,000 Full-Time Employees: 3 General Fund: $252,000 Other Funds: Source: Program Description: Engineering is responsible for managing the roadway capital program, which includes processing invoices, designing capital program, and managing construction. It is also responsible for supporting City Planning with zoning and subdivision issues. Key Performance Indicators: Performance Measure Projected Target # of Permits Issued Program Name: Administrative Hearing Center Result Area: Recovery & Livable Communities Funding: $552,504 Funding: $552,504 Full-Time Employees: 7 General Fund: $552,504 Other Funds: Source: Program Description: The administrative hearing center allows citizens to contest parking and safety camera citations without having to go to traffic or municipal court. It also provides a feedback loop to the Parking Division and Safety Camera Program that administrators use to reduce unwarranted citations. Key Performance Indicators: Performance Measure Projected Target Parking Hearings * 2,787 6,000 8,000 *New measure, prior year data not available Program Name: Sign Shop Result Area: Recovery & Livable Communities Funding: $209,899 Funding: $132,871 Full-Time Employees: 4 General Fund: $132,871 Other Funds: Source: Program Description: The sign shop is responsible for maintaining the city inventory and information and regulatory signage. They are also responsible for temporary signage required for special events. Key Performance Indicators: Performance Measure Projected Target Signs Installed/ Replaced ,708 15,000 # Signs Repaired ,000 # Sites Visited * * 5,500 5,500 *New measure, prior year data not available # Target to be determined in Budget, Page 294

293 DEPARTMENTAL BUDGET SUMMARY PUBLIC WORKS Proposed EXPENDITURES PERSONAL SERVICES 6,851,403 7,084,851 5,419,003 6,419,003 OTHER OPERATING 14,296,424 20,000,454 14,475,612 18,925,612 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $21,147,827 $27,085,305 $19,894,615 $25,344,615 SOURCE OF FUNDING GENERAL FUND 17,196,492 18,622,093 15,802,522 17,802,522 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP ,450,000 SELF GENERATED LIBRARY LLE FEDERAL GRANTS 3,951,335 8,463,212 4,092,093 4,092,093 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $21,147,827 $27,085,305 $19,894,615 $25,344,615 Budget, Page 295

294 PUBLIC WORKS PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 5001 DIRECTOR'S OFFICE 640,418 1,262, ,903, PARKING ADJUDICATION 370,982 4,090, ,461, STREET LIGHT MAINTENANCE 1,000,000 1,000, ,000, ENGINEERING & PLANNING 271, , PLANNING & DESIGN 0 153, , RIGHT-OF-WAY MANAGEMENT 159, , MAINTENANCE PTF 0 2,256, ,256, DEDICATED MILLAGE 64, , FIELD OPERATIONS STAFF 512, , FIELD OPERATIONS (CD) 0 1,000, ,000, TRAFFIC MANAGEMENT 214,043 1,620, ,834, TRAFFIC SIGN SHOP 132, , SIGNAL SHOP 300, , TICKET WRITING SECTION 2,155, ,155, TOWING & IMPOUNDMENT 532, , ABANDONED CAR UNIT 63, , GENERAL FUND 6,419,003 11,383, ,802,522 FEM FED DEPARTMENT OF EMERGENCY 5001 DIRECTOR'S OFFICE 0 4,092, ,092,093 FEM FED DEPARTMENT OF EMERGENCY 0 4,092, ,092,093 HUD HOUSING AND URBAN DEVELOPMENT 5131 FIELD OPERATIONS (CD) 0 3,450, ,450,000 HUD HOUSING AND URBAN DEVELOPMENT 0 3,450, ,450,000 DEPARTMENT TOTAL 6,419,003 18,925, ,344,615 Budget, Page 296

295 PUBLIC WORKS EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 5001 DIRECTOR'S OFFICE 2,037,936 2,223,988 1,903,279 1,903, PARKING ADJUDICATION 4,229,489 4,892,587 4,461,649 4,461, STREET LIGHT MAINTENANCE ,000, ENGINEERING & PLANNING 330, , , , PLANNING & DESIGN 556, , , , CAPITAL CONSTRUCTION RIGHT-OF-WAY MANAGEMENT 192, , , , MAINTENANCE PTF 2,283,534 2,507,503 2,256,753 2,256, DEDICATED MILLAGE 72,274 73,801 64,620 64, FIELD OPERATIONS STAFF 588, , , , FIELD OPERATIONS (CD) 1,108,293 1,111,375 1,000,238 1,000, TRAFFIC MANAGEMENT 1,547,269 2,149,423 1,834,043 1,834, TRAFFIC SIGN SHOP 189, , , , SIGNAL SHOP 252, , , , TICKET WRITING SECTION 2,896,374 3,006,385 2,155,333 2,155, TOWING & IMPOUNDMENT 812, , , , ABANDONED CAR UNIT 98,916 75,369 63,562 63, GENERAL FUND TOTAL 17,196,492 18,622,093 15,802,522 17,802,522 FEM FED DEPARTMENT OF EMERGENCY 5001 DIRECTOR'S OFFICE 3,951,335 8,463,212 4,092,093 4,092,093 FEM FED DEPARTMENT OF EMERGENCY TOTAL 3,951,335 8,463,212 4,092,093 4,092,093 HUD HOUSING AND URBAN DEVELOPMENT 5131 FIELD OPERATIONS (CD) ,450,000 HUD HOUSING AND URBAN DEVELOPMENT TOTAL ,450,000 DEPARTMENT TOTAL $21,147,827 $27,085,305 $19,894,615 $25,344,615 Budget, Page 297

296 PUBLIC WORKS PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 5001 DIRECTOR'S OFFICE OFFICE SUPPORT SPECIALIST MANAGEMENT SERVICES ADMINISTRATOR MANAGEMENT DEVELOPMENT SPECIALIST II 65 CHIEF ACCOUNTANT 63 ACCOUNTANT III ADMINISTRATIVE SUPPORT SPECIALIST III 55 PRINCIPAL ENGINEER 74 DIRECTOR OF PUBLIC WORKS U DIRECTOR'S OFFICE TOTAL PARKING ADJUDICATION OFFICE SUPPORT SPECIALIST 42 OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT SPECIALIST I 63 MANAGEMENT DEVELOPMENT SPECIALIST II MANAGEMENT DEVELOPMENT SUPERVISOR I 68 ADMINISTRATIVE SUPPORT SPECIALIST III PARKING ADJUDICATION TOTAL ENGINEERING & PLANNING PRINCIPAL ENGINEER ENGINEERING & PLANNING TOTAL RIGHT-OF-WAY MANAGEMENT SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT SPECIALIST II 65 PUBLIC WORKS MAINTENANCE SUPERINTENDENT RIGHT-OF-WAY MANAGEMENT TOTAL DEDICATED MILLAGE Budget, Page 298

297 PUBLIC WORKS PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 PUBLIC WORKS MAINTENANCE WORKER II DEDICATED MILLAGE TOTAL FIELD OPERATIONS STAFF PUBLIC WORKS MAINTENANCE SPECIALIST 36 PUBLIC WORKS MAINTENANCE WORKER I 26 PUBLIC WORKS MAINTENANCE WORKER II PUBLIC WORKS SUPERVISOR I PUBLIC WORKS SUPERVISOR II 46 PUBLIC WORKS SUPERVISOR III PUBLIC WORKS SUPERVISOR IV FIELD OPERATIONS STAFF TOTAL TRAFFIC MANAGEMENT MANAGEMENT DEVELOPMENT SPECIALIST I 63 ENGINEER-IN-TRAINING II 59 PRINCIPAL ENGINEER TRAFFIC MANAGEMENT TOTAL TRAFFIC SIGN SHOP LABORER 24 WORKSHOP SUPERVISOR 48 TRAFFIC SIGN TECHNICIAN TRAFFIC SIGN SHOP TOTAL SIGNAL SHOP LABORER 24 TRAFFIC SIGNAL TECHNICIAN I TRAFFIC SIGNAL TECHNICIAN III 46 TRAFFIC SIGNAL SPECIALIST SIGNAL SHOP TOTAL TICKET WRITING SECTION MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT SPECIALIST I 63 PARKING SECTION MANAGER SENIOR PARKING CONTROL OFFICER Budget, Page 299

298 PUBLIC WORKS PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 PARKING CONTROL OFFICER PARKING SUPERVISOR I PARKING SUPERVISOR II TICKET WRITING SECTION TOTAL TOWING & IMPOUNDMENT PARKING SECTION MANAGER 59 AUTO FACILITY SPECIALIST SENIOR AUTO FACILITY SPECIALIST 47 AUTO FACILITY SUPERVISOR PARKING SUPERVISOR II TOWING & IMPOUNDMENT TOTAL ABANDONED CAR UNIT AUTO FACILITY SPECIALIST 42 SENIOR PARKING CONTROL OFFICER ABANDONED CAR UNIT TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 300

299

300 Result: OPPORTUNITIES FOR YOUTH Department: RECREATION Mission Statement To provide safe, wholesome, educational, recreational and culturally engaging opportunities to the citizens of New Orleans. Performance Measures Measure Projected Target Average Weekly Participants NM 7,837 8,596 8,435 8,857 Funding Summary Year Proposed GF Expenditures $6,345,064 $4,677,252 $923,632 $1,769,755 $3,199,459 $5,348,439 $4,975,779 $4,975,779 Total Funding $7,047,498 $5,253,790 $923,632 $1,769,755 $3,199,459 $5,348,439 $4,975,779 $5,275,779 # FTEs All Full Time Employees figures are adopted. Budget, Page 302

301 Department s Objective To provide opportunities in the form of athletic and recreational activities, vocational training, and high quality cultural and educational programs. Key Programs Funded in Program Name: Centers/Athletics Result Area: Opportunities for Youth Funding: $959,411 Funding: $1,085,771 Full-Time Employees: 33 General Fund: $1,085,771 Other Funds: Source: Program Description: NORD centers are located at various locations throughout the city and provide citizens of all ages the opportunity to receive a multitude of services that range from recreation to human services. NORD s Athletics programs provide competitive and non-competitive field sport initiatives for male and female citizens, particularly youth. Key Performance Indicators: Performance Measure Projected Target Number of center activities offered for youth participation Volume of citizens participating at centers 25,000 38,000 50,000 51,000 Number of active parks serving citizens within a 2 mile radius from participant s homes Program Name: Director s Office/Management Result Area: Opportunities for Youth Funding: $1,425,464 Funding: $1,329,286 Full-Time Employees: 5 General Fund: $1,329,286 Other Funds: Source: Program Description: Director s Office/Management will bear the responsibility of program development, human resources, management, clerical support, and subsequent implementation of NORD s program to Orleans parish citizens. Key Performance Indicators: Performance Measure Projected Proper administration of the department s operational budget Proper administration of all program components Program Name: Aquatics Result Area: Opportunities for Youth Target Funding: $1,779,517 Funding: $1,840,379 Full-Time Employees: 53.5 General Fund: $1,540,379 Other Funds: $300,000 Source: CDBG Program Description: NORD s Aquatics program is designed to enhance New Orleans outstanding resources using best practices for water sports and water safety instructions including competitive and non-competitive swimming, training certified life guards, and other programs for citizens. Key Performance Indicators: Performance Measure Projected Target Train at least 49 lifeguards per program year Number of participants taught to swim Average Number of weekly citizens accessing pools 1, Budget, Page 303

302 Program Name: Special Programs & Cultural Result Area: Opportunities for Youth Funding: $160,066 Funding: $159,867 Full-Time Employees: 4.25 General Fund: $159,867 Other Funds: Source: Program Description: Special Programs & Cultural are NORD programs that deliver services that range from theatre, dance, piano instructions, voice lessons, ceramics and arts & crafts to health and wellness initiatives that services the public citywide. Key Performance Indicators: Performance Measure Projected Number of non athletic programs offered through cultural Number of health & wellness initiatives offered through special programs * * 4 4 * New measure, prior year data not available Result Area: Opportunities for Youth Program Name: Maintenance Target Funding: $997,039 Funding: $860,476 Full-Time Employees: 13 General Fund: $860,476 Other Funds: Source: Program Description: To monitor and address all repairs and upkeep of facilities, playgrounds, pools, and equipment under NORD. Key Performance Indicators: Performance Measure Projected Target Number of park related maintenance complaints * * * Under 20 per quarter Average turnaround to * * 72 hrs. 48 hrs. complete a demand work order Number of work orders complete on schedule * * * # * New measure, prior year data not available # Target to be determined in Budget, Page 304

303 DEPARTMENTAL BUDGET SUMMARY RECREATION Proposed EXPENDITURES PERSONAL SERVICES 2,200,833 3,629,857 3,429,055 3,429,055 OTHER OPERATING 998,626 1,718,582 1,546,724 1,846,724 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $3,199,459 $5,348,439 $4,975,779 $5,275,779 SOURCE OF FUNDING GENERAL FUND 3,199,459 5,348,439 4,975,779 4,975,779 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP ,000 SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $3,199,459 $5,348,439 $4,975,779 $5,275,779 Budget, Page 305

304 RECREATION PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 5811 DIRECTOR'S OFFICE 175, , ,092, MANAGEMENT 147,041 90, , SPECIAL PROGRAMS- MILLAGE 41, , MAINTENANCE 298, , , MAINTENANCE MILLAGE 112, , CENTERS MILLAGE 28, , ATHLETICS MILLAGE 90, , ATHLETICS 597, , CULTURAL 118, , CENTERS 369, , ACQUATICS PROGRAM 1,450,379 90, ,540, GENERAL FUND 3,429,055 1,546, ,975,779 HUD HOUSING AND URBAN DEVELOPMENT 5926 ACQUATICS PROGRAM CD 0 300, ,000 HUD HOUSING AND URBAN DEVELOPMENT 0 300, ,000 DEPARTMENT TOTAL 3,429,055 1,846, ,275,779 Budget, Page 306

305 RECREATION EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 5811 DIRECTOR'S OFFICE 210,079 1,234,951 1,092,245 1,092, MANAGEMENT 122, , , , SPECIAL PROGRAMS- MILLAGE 1,030 33,613 41,830 41, MAINTENANCE 511, , , , MAINTENANCE MILLAGE 82, , , , CENTERS MILLAGE 30,713 28,863 28,426 28, ATHLETICS MILLAGE 79, ,672 90,259 90, ATHLETICS 883, , , , CULTURAL 86, , , , CENTERS 588, , , , SUMMER DAY CAMPS ACQUATICS PROGRAM 604,183 1,779,517 1,540,379 1,540, YRS NORD SUMMER PROGRAMS 0 26, GENERAL FUND TOTAL 3,199,459 5,348,439 4,975,779 4,975,779 HUD HOUSING AND URBAN DEVELOPMENT 5926 ACQUATICS PROGRAM CD ,000 HUD HOUSING AND URBAN DEVELOPMENT TOTAL ,000 DEPARTMENT TOTAL $3,199,459 $5,348,439 $4,975,779 $5,275,779 Budget, Page 307

306 RECREATION PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 5811 DIRECTOR'S OFFICE DEPUTY DIRECTOR OF RECREATION U70 DIRECTOR OF RECREATION U DIRECTOR'S OFFICE TOTAL MANAGEMENT ADMINISTRATIVE SUPPORT SPECIALIST I 46 DEPARTMENTAL LAN COORDINATOR 49 MANAGEMENT DEVELOPMENT SPECIALIST II MANAGEMENT TOTAL SPECIAL PROGRAMS- MILLAGE RECREATION COORDINATOR I SPECIAL PROGRAMS- MILLAGE TOTAL 5910 MAINTENANCE OFFICE ASSISTANT I 28 LABORER SENIOR MAINTENANCE WORKER 30 SENIOR WELDER 42 RECREATION MAINTENANCE SUPERVISOR MAINTENANCE TOTAL MAINTENANCE MILLAGE LABORER MAINTENANCE WORKER MAINTENANCE MILLAGE TOTAL CENTERS MILLAGE RECREATION LEADER CENTERS MILLAGE TOTAL Budget, Page 308

307 RECREATION PERSONNEL SUMMARY Program No ATHLETICS MILLAGE Pay Grade Proposed 2009 RECREATION CENTER MANAGER I RECREATION LEADER, ASSISTANT ATHLETICS MILLAGE TOTAL ATHLETICS OFFICE ASSISTANT III RECREATION CENTER MANAGER I RECREATION CENTER MANAGER II RECREATION LEADER, ASSISTANT RECREATION LEADER RECREATION SUPERVISOR 40 RECREATION COORDINATOR I ATHLETICS TOTAL CULTURAL RECREATION LEADER, ASSISTANT RECREATION COORDINATOR I CULTURAL TOTAL CENTERS OFFICE ASSISTANT III 34 RECREATION CENTER MANAGER I RECREATION CENTER MANAGER II RECREATION CENTER MANAGER III 42 RECREATION LEADER, ASSISTANT RECREATION LEADER 24 RECREATION COORDINATOR I CENTERS TOTAL ACQUATICS PROGRAM LABORER LIFEGUARD 23 LIFEGUARD RECREATION CENTER MANAGER II 38 RECREATION LEADER, ASSISTANT RECREATION LEADER Budget, Page

308 RECREATION PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 RECREATION LEADER RECREATION COORDINATOR I ACQUATICS PROGRAM TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 310

309

310 Result: RECOVERY & LIVABLE COMMUNITIES Department: PARKS & PARKWAYS Mission Statement The mission of the Department of Parks and Parkways is to effectively manage, develop, beautify, and preserve approximately 2,000 acres of public green space, including neutral grounds, parks, historic sites, playgrounds, two golf courses and approximately 500,000 trees. Performance Measures 2009 Performance Measure 2008 Q1 Target Mowing Cycle, Non-NORD Acreage 3-4 Weeks 51% / 3 Weeks Weeks % of NORD Acreage Cut on a 2-week cycle 25% 43% 2 30% Price of Contracted Acre Per Cut $82.50 / Acre $86.63 / Acre 3 $86.63 / Acre Resolution Time for Routine Tree Work 12 Weeks 10 Weeks 4 10 Weeks Resolution Time for Emergency Tree Work 24 Hours 24 Hours 5 24 Hours Cleaning Cycle for Park Shelters/ Restrooms 2/ Week 2 / Week 6 2 / Week Funding Summary Year Proposed 2009 GF Expenditures $7,515,710 $6,251,796 $3,827,744 $1,769,755 $3,199,459 $5,348,439 $4,975,779 $5,969,740 Total Funding $7,523,639 $6,251,796 $5,029,030 $6,702,502 $6,392,264 $6,159,323 $5,029,030 $5,969,740 # FTEs All Full Time Employees figures are adopted. Budget, Page 312

311 Department s Objective The objective of the Department of Parks and Parkways is to maintain the City s green spaces and to maintain and protect the City s urban tree canopy. Additionally, the Department is responsible for the care and upkeep of two municipal golf courses and two large regional parks and various historic green spaces sites and ornamental planting sites. Key Programs Funded in Program Name: Management, Planning and Operations Result Area: Recovery & Livable Communities Funding: $1,078,967 Funding: $943,345 Full-Time Employees: 16 General Fund: $943,345 Other Funds: Source: Program Description: The Director s Office (including Department Administration, Operations, and Planning/Design) guides and directs the preparation and submittal of the department s operating and capital budgets, programs, staff and services. Key Performance Indicators: Performance Measure Projected Target No. of Complaints Received 3.5 / Week 2 / Week 0.5 / Week 0.5 / Week Cost Per Acer Cut (w/ 5% CPI) $139 / Acre $82.50 / Acre $86.63 / Acre $90.75 / Acre Program Name: Major Park Operations Result Area: Recovery & Livable Communities Funding: $298,913 Funding: $355,832 Full-Time Employees: 11 General Fund: $355,832 Other Funds: Source: Program Description: The Major Parks program is responsible for the security and maintenance of the restroom, shelters, parking areas, walkways, aquatic areas and other amenities of three large regional parks. Key Performance Indicators: Performance Measure Projected Target Annual Park Shelter Rentals 55 Rentals 67 Rentals 78 Rentals 80 Rentals Weekly Restroom Cleanings 1 / Week 1.5 / Week 4 / Week 4 / Week Daily Park Visitors 388 / Day 650 / Day 775 / Day 800 / Day Program Name: Grounds Maintenance Result Area: Recovery & Livable Communities Funding: $3,827,091 Funding: $3,429,067 Full-Time Employees: 66 General Fund: $3,429,067 Other Funds: Source: Program Description: The Grounds Maintenance Division is responsible for maintaining the turf and shrubs, and for the removal of litter from parks, neutral grounds, public buildings and green spaces. Key Performance Indicators: Performance Measure Projected Target Annual Park Shelter Rentals 55 Rentals 67 rentals 78 Rentals 85 Rentals Mowing Cycle Duration 4 Weeks 3.5 Weeks 3 Weeks 3 Weeks Playgrounds on a One-Week Cycle 14 Parks 23 Parks 35 Parks 35 Parks Play Spots on a Two-Week Cycle 0 Parks 0 Parks 28 Parks 28 Parks Program Name: Urban Forestry Operations Result Area: Recovery & Livable Communities Funding: $594,932 Funding: $579,479 Full-Time Employees: 8 General Fund: $579,479 Other Funds: Source: Program Description: The Urban Forestry Division is responsible for maintaining and preserving all city trees through trimming, root pruning and 24-hour emergency removals. Budget, Page 313

312 Key Performance Indicators: Performance Measure Projected Target Damage/ Injury Complaints 12 Complaints 9 Complaints 6 Complaints 5 Complaints Calls for Service 15 / Week 18 / Week 15 / Week 15 / week Tree Issue Response/ Backlog 12 Weeks 22 Weeks 5 weeks 4 weeks Program Name: Special Operations Result Area: Recovery & Livable Communities Funding: $385,191 Funding: $418,432 Full-Time Employees: 11 General Fund: $418,432 Other Funds: Source: Program Description: The Special Operations program is responsible for the maintenance of department buildings and facilities, and provides funds for erection and removal of parade route fencing needed to protect planted areas. It also supports the propagation of ornamental neutral ground plants and flowers from the department s greenhouses. Key Performance Indicators: Performance Measure Projected Target Welding Work Orders Completed Misc./ Special W/O s Completed Program Name: Golf Course Operations Result Area: Recovery & Livable Communities Funding: $207,170 Funding: $243,585 Full-Time Employees: 6 General Fund: $243,585 Other Funds: Source: Program Description: The Golf Course program is responsible for the maintenance and upkeep of the Joe Bartholomew and Brechtel Park golf courses. Key Performance Indicators: Performance Measure Projected Target Annual Revenues $229,687 $288,933 $265,000 $265,500 Annual Rounds of Golf Played 989 Rounds 10,832 Rounds 11,388 Rounds 11,410 Rounds Budget, Page 314

313 DEPARTMENTAL BUDGET SUMMARY PARKWAY & PARK COMMISSION Proposed EXPENDITURES PERSONAL SERVICES 4,581,659 4,496,434 4,263,493 4,263,493 OTHER OPERATING 2,120,843 1,895,830 1,895,830 1,706,247 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $6,702,502 $6,392,264 $6,159,323 $5,969,740 SOURCE OF FUNDING GENERAL FUND 6,674,138 6,392,264 6,159,323 5,969,740 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 18, STATE GRANTS 9, GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $6,702,502 $6,392,264 $6,159,323 $5,969,740 Budget, Page 315

314 PARKWAY & PARK COMMISSION PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6201 SUPERINTENDENT'S OFFICE 171,201 2, , PLANNING & DESIGN 202,729 1, , ADMINISTRATION 158,950 28, , BUILDING MAINTENANCE 134, , GRASS CUTTING MILLAGE 216, , OPERATIONS ADMINISTRATION 360,033 18, , NURSERY & PARK SECURITY 83,161 5, , MARDI GRAS & SPECIAL EVENTS 0 2, , TREE TRIMMING MILLAGE 0 270, , TREE MAINTENANCE 300,479 9, , GROUNDS MAINTENANCE 1,858,045 1,226, ,084, GOLF COURSES 32, , GOLF COURSE PONTCHARTRAIN PARK 137, , GOLF COURSE BRECHTEL PARK 69,803 36, , JOE BROWN PARK 201, , ARMSTRONG PARK 32, , NURSERY & GREENHOUSE 139,148 13, , HEAVY EQUIPMENT 125,142 3, , CHEF HIGHWAY PROJECT 38,887 90, , GENERAL FUND 4,263,493 1,706, ,969,740 DEPARTMENT TOTAL 4,263,493 1,706, ,969,740 Budget, Page 316

315 PARKWAY & PARK COMMISSION EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6201 SUPERINTENDENT'S OFFICE 188, , , , PLANNING & DESIGN 203, , , , ADMINISTRATION 213, , , , BUILDING MAINTENANCE 99,494 66, , , GRASS CUTTING MILLAGE 262, , , , OPERATIONS ADMINISTRATION 379, , , , NURSERY & PARK SECURITY 100,387 94,690 89,161 88, MARDI GRAS & SPECIAL EVENTS 630 2,500 2,500 2, TREE TRIMMING MILLAGE 302, , , , TREE MAINTENANCE 986, , , , GROUNDS MAINTENANCE 3,013,277 3,443,649 3,220,339 3,084, GOLF COURSES 16,395 5,855 32,310 32, GOLF COURSE PONTCHARTRAIN PARK 157,321 89, , , GOLF COURSE BRECHTEL PARK 119, , , , JOE BROWN PARK 141, , , , ARMSTRONG PARK 38,379 38,083 32,970 32, NURSERY & GREENHOUSE 161, , , , HEAVY EQUIPMENT 140, , , , CHEF HIGHWAY PROJECT 147, , , , GENERAL FUND TOTAL 6,674,138 6,392,264 6,159,323 5,969,740 FEM FED DEPARTMENT OF EMERGENCY 6201 SUPERINTENDENT'S OFFICE 18, FEM FED DEPARTMENT OF EMERGENCY TOTAL 18, LAF LA DEPT OF AGRIC & FORESTRY 6274 UPRIVER GREENWAY CORR PROJECT 9, LAF LA DEPT OF AGRIC & FORESTRY TOTAL 9, DEPARTMENT TOTAL $6,702,502 $6,392,264 $6,159,323 $5,969,740 Budget, Page 317

316 PARKWAY & PARK COMMISSION PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 6201 SUPERINTENDENT'S OFFICE OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST 44 DIRECTOR OF PARKS & PARKWAY U SUPERINTENDENT'S OFFICE TOTAL PLANNING & DESIGN MANAGEMENT DEVELOPMENT ANALYST II 59 LANDSCAPE ARCHITECT II ASSOCIATE CITY PLANNER PLANNING & DESIGN TOTAL ADMINISTRATION SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT SPECIALIST I 63 BUDGET COORDINATOR ADMINISTRATION TOTAL BUILDING MAINTENANCE MAINTENANCE WELDER 46 SENIOR MAINTENANCE WELDER 49 PLANT MAINTENANCE SUPERVISOR BUILDING MAINTENANCE TOTAL GRASS CUTTING MILLAGE LABORER 24 GROUNDSKEEPER II GROUNDSKEEPER III GRASS CUTTING MILLAGE TOTAL OPERATIONS ADMINISTRATION 42 OFFICE SUPPORT SPECIALIST Budget, Page 318

317 PARKWAY & PARK COMMISSION PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 SENIOR OFFICE SUPPORT SPECIALIST MANAGEMENT SERVICES ADMINISTRATOR 72 PARKWAYS MAINTENANCE SUPERVISOR IV 55 PARKWAYS MAINTENANCE SECTION MANAGER OPERATIONS ADMINISTRATION TOTAL NURSERY & PARK SECURITY GROUNDS PATROL OFFICER 28 SECURITY SUPERVISOR NURSERY & PARK SECURITY TOTAL TREE MAINTENANCE LABORER PARKWAYS MAINTENANCE SUPERVISOR I 38 PARKWAYS MAINTENANCE SUPERVISOR II 40 PARKWAYS MAINTENANCE SUPERVISOR III EQUIPMENT OPERATOR III 38 PARKWAYS MAINTENANCE SECTION MANAGER TREE MAINTENANCE TOTAL GROUNDS MAINTENANCE LABORER GARDENER II GROUNDSKEEPER II GROUNDSKEEPER III PARKWAYS MAINTENANCE SUPERVISOR I 38 PARKWAYS MAINTENANCE SUPERVISOR II PARKWAYS MAINTENANCE SUPERVISOR IV EQUIPMENT OPERATOR I 28 EQUIPMENT OPERATOR III 38 CHEMICAL SPRAYING TECHNICIAN II 32 GROUNDS PATROL OFFICER GROUNDS MAINTENANCE TOTAL GOLF COURSES GROUNDSKEEPER III 36 Budget, Page 319

318 PARKWAY & PARK COMMISSION PERSONNEL SUMMARY Program No. Pay Grade Proposed GOLF COURSES TOTAL 6251 GOLF COURSE PONTCHARTRAIN PARK LABORER GROUNDSKEEPER II 32 PARKWAYS MAINTENANCE SUPERVISOR IV GOLF COURSE PONTCHARTRAIN PARK TOTAL GOLF COURSE BRECHTEL PARK GROUNDSKEEPER II 32 PARKWAYS MAINTENANCE SUPERVISOR III GOLF COURSE BRECHTEL PARK TOTAL JOE BROWN PARK LABORER GROUNDSKEEPER II EQUIPMENT OPERATOR I JOE BROWN PARK TOTAL ARMSTRONG PARK GROUNDSKEEPER III ARMSTRONG PARK TOTAL 6261 NURSERY & GREENHOUSE LABORER 24 GROUNDSKEEPER II PARKWAYS MAINTENANCE SUPERVISOR IV NURSERY & GREENHOUSE TOTAL HEAVY EQUIPMENT LABORER PARKWAYS MAINTENANCE SUPERVISOR I 38 PARKWAYS MAINTENANCE SUPERVISOR II HEAVY EQUIPMENT TOTAL CHEF HIGHWAY PROJECT PARKWAYS MAINTENANCE SUPERVISOR I 38 Budget, Page 320

319 PARKWAY & PARK COMMISSION PERSONNEL SUMMARY Program No. Pay Grade Proposed CHEF HIGHWAY PROJECT TOTAL 001 GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 321

320 DEPARTMENTAL SUMMARY BOARDS & COMMISSIONS Budget, Page 322

321 Result: OPPORTUNITIES FOR YOUTH NEW ORLEANS PUBLIC LIBRARY Mission Statement The New Orleans Public Library inspires the individual and enriches the community through access to information, resources, technology and programming that is delivered by knowledgeable and creative staff. Performance Measures Funding Summary Measures to be determined in Year Proposed GF Expenditure $0 $0 $0 $46,878 $243,718 $312,363 $0 $0 Total Funding $7,774,471 $6,005,815 $2,451,054 $4,589,549 $6,362,509 $7,281,892 $8,068,405 $10,367,711 #FTEs All Full Time Employees figures are adopted. Department s Objective The purpose of the New Orleans Public Library is to provide information resources and services for the intellectual, educational, and recreational enrichment of the citizens of New Orleans. These resources and services must be available to all individuals without physical, financial, or psychological barriers to their use. The New Orleans Public Library has a special responsibility to preserve the informational resources unique to the City of New Orleans. Budget, Page 323

322 Programs Funded Program Name: Library Operations Result Area: Recovery & Livable Communities Funding: $7,281,892 Funding: $10,367,711 Full-Time Employees: 114 General Fund: $0 Other Funds: $10,367,711 Source: Special Revenue Fund Program Description: Provides funding for library operations at the six temporary facilities using funds from the Library Special Revenue Fund, a designated funding source for library operations. Key Performance Indicators: Measures to be developed. Budget, Page 324

323 DEPARTMENTAL BUDGET SUMMARY LIBRARY Proposed EXPENDITURES PERSONAL SERVICES 4,158,082 4,326,892 5,204,905 5,204,905 OTHER OPERATING 2,204,427 2,955,000 2,863,500 5,162,806 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $6,362,509 $7,281,892 $8,068,405 $10,367,711 SOURCE OF FUNDING GENERAL FUND 243, , ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY 6,068,547 6,849,529 8,068,405 10,367,711 LLE FEDERAL GRANTS STATE GRANTS 50, , GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $6,362,509 $7,281,892 $8,068,405 $10,367,711 Budget, Page 325

324 LIBRARY PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 691 LIBRARY SPECIAL REVENUE FUND 6301 LIBRARY ADMINISTRATION 2,645,543 5,162, ,808, PUBLIC SERVICES 2,559, ,559, LIBRARY SPECIAL REVENUE FUND 5,204,905 5,162, ,367,711 DEPARTMENT TOTAL 5,204,905 5,162, ,367,711 Budget, Page 326

325 LIBRARY EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6331 NOPL GULF COAST LIBRARIES PROJ 243, , GENERAL FUND TOTAL 243, , LIBRARY SPECIAL REVENUE FUND 6301 LIBRARY ADMINISTRATION 3,753,197 4,392,425 5,509,043 7,808, PUBLIC SERVICES 2,315,350 2,457,104 2,559,362 2,559, LIBRARY SPECIAL REVENUE FUND TOTAL 6,068,547 6,849,529 8,068,405 10,367,711 LDH LA DEPT OF HEALTH/HUMAN SVCS 6385 STATE AID GRANT 50, , LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL 50, , DEPARTMENT TOTAL $6,362,509 $7,281,892 $8,068,405 $10,367,711 Budget, Page 327

326 LIBRARY PERSONNEL SUMMARY Program No. Pay Grade Proposed LIBRARY SPECIAL REVENUE FUND 6301 LIBRARY ADMINISTRATION OFFICE ASSISTANT III OFFICE SUPPORT SPECIALIST OFFICE ASSISTANT IV DUPLICATING ROOM SUPERVISOR MANAGEMENT DEVELOPMENT ANALYST I 51 MANAGEMENT DEVELOPMENT ANALYST II 59 JUNIOR ACCOUNTANT 34 ACCOUNTANT I 44 ADMINISTRATIVE SUPPORT SPECIALIST III 55 LABORER MAINTENANCE WORKER 26 HEATING, VENTILATION & AIR CONDITIONING, MECHANIC 59 EQUIPMENT OPERATOR I 28 EQUIPMENT OPERATOR II 32 MAINTENANCE ENGINEER LIBRARY ASSOCIATE I LIBRARY ASSOCIATE II 49 LIBRARY ASSOCIATE III LIBRARIAN I LIBRARIAN II LIBRARIAN III LIBRARY BRANCH MANAGER I LIBRARY BUREAU CHIEF URBAN POLICY SPECIALIST IV U LIBRARY ADMINISTRATION TOTAL PUBLIC SERVICES OFFICE ASSISTANT, TRAINEE OFFICE ASSISTANT I OFFICE ASSISTANT III 34 Budget, Page 328

327 LIBRARY PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 OFFICE ASSISTANT IV LABORER LIBRARY PAGE LIBRARY ASSOCIATE I LIBRARY ASSOCIATE II LIBRARY ASSOCIATE III LIBRARIAN I LIBRARIAN II LIBRARIAN III LIBRARY BRANCH MANAGER I PUBLIC SERVICES TOTAL LIBRARY SPECIAL REVENUE FUND TOTAL DEPARTMENT TOTAL Budget, Page 329

328 Result: RECOVERY & LIVABLE COMMUNITIES HISTORIC DISTRICTS & LANDMARKS COMMISSION Mission Statement The mission of the HDLC is to promote historic districts and landmarks for the educational, cultural, economic and general welfare of the public through the preservation, protection, and regulation of buildings, sites, monuments, structures, and areas of historic interest or importance within the City of New Orleans. The HDLC safeguards the heritage of the City by preserving and regulating historic landmarks and districts which reflect elements of its cultural, social, economic, political and architectural history in order to: Preserve and enhance the environmental quality of neighborhoods Strengthen the City s economic base by the stimulation of the tourist industry Establish and improve property values Foster economic development while managing growth Funding Summary Year Proposed GF Expenditure $440,870 $342,368 $246,600 $459,422 $606,704 $695,444 $607,591 $603,466 Total Funding $440,870 $342,368 $246,600 $459,422 $606,704 $695,444 $662,451 $658,326 #FTEs Department s Objective The operation of the Historic Districts & Landmarks Commission is overseen by the Office of Community Development. A description of the functioning of this department is covered in that section. Budget, Page 330

329 DEPARTMENTAL BUDGET SUMMARY HISTORIC DIST LANDMARKS COMM. Proposed EXPENDITURES PERSONAL SERVICES 591, , , ,339 OTHER OPERATING 14,847 45,834 96,112 91,987 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $606,704 $695,444 $662,451 $658,326 SOURCE OF FUNDING GENERAL FUND 606, , , ,466 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS ,860 54,860 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $606,704 $695,444 $662,451 $658,326 Budget, Page 331

330 HISTORIC DIST LANDMARKS COMM. PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6450 HISTORIC DIST. LANDMARKS COMM. 566,339 37, , GENERAL FUND 566,339 37, ,466 FDI FEDERAL DEPT OF INTERIOR 6450 HISTORIC DIST. LANDMARKS COMM. 0 54, ,860 FDI FEDERAL DEPT OF INTERIOR 0 54, ,860 DEPARTMENT TOTAL 566,339 91, ,326 Budget, Page 332

331 HISTORIC DIST LANDMARKS COMM. EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6450 HISTORIC DIST. LANDMARKS COMM. 606, , , , GENERAL FUND TOTAL 606, , , ,466 FDI FEDERAL DEPT OF INTERIOR 6450 HISTORIC DIST. LANDMARKS COMM ,860 54,860 FDI FEDERAL DEPT OF INTERIOR TOTAL ,860 54,860 DEPARTMENT TOTAL $606,704 $695,444 $662,451 $658,326 Budget, Page 333

332 HISTORIC DIST LANDMARKS COMM. PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 6450 HISTORIC DIST. LANDMARKS COMM. OFFICE ASSISTANT IV 38 BUILDING INSPECTOR 42 BUILDING INSPECTOR II 53 BUILDING PLAN EXAMINER 53 ARCHITECTURAL HISTORIAN SENIOR ARCHITECTURAL HISTORIAN 59 URBAN POLICY SPECIALIST III U61 URBAN POLICY SPECIALIST IV U HISTORIC DIST. LANDMARKS COMM. TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 334

333 Result: RECOVERY & LIVABLE COMMUNITIES VIEUX CARRÉ COMMISSION Mission Statement The mission of the Vieux Carré Commission is to protect, preserve, and maintain the distinct architectural, historic character, and zoning integrity of the Vieux Carré as mandated by the Louisiana State Constitution, the City Charter, the City Code and the Comprehensive Zoning Ordinance. Funding Summary Year Proposed GF Expenditure $402,269 $343,982 $138,370 $235,784 $336,927 $419,612 $326,537 $325,664 Total Funding $402,269 $343,982 $138,370 $235,784 $336,927 $419,612 $326,537 $325,664 #FTEs Department s Objective The operation of the Vieux Carré Commission is overseen by the Office of Community Development. A description of the functioning of this department is covered in that section. Budget, Page 335

334 DEPARTMENTAL BUDGET SUMMARY VIEUX CARRE COMMISION Proposed EXPENDITURES PERSONAL SERVICES 326, , , ,806 OTHER OPERATING 10,516 9,700 8,731 7,858 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $336,927 $419,612 $326,537 $325,664 SOURCE OF FUNDING GENERAL FUND 336, , , ,664 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $336,927 $419,612 $326,537 $325,664 Budget, Page 336

335 VIEUX CARRE COMMISION PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6501 VIEUX CARRE COMMISSION 317,806 7, , GENERAL FUND 317,806 7, ,664 DEPARTMENT TOTAL 317,806 7, ,664 VIEUX CARRE COMMISION EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6501 VIEUX CARRE COMMISSION 336, , , , GENERAL FUND TOTAL 336, , , ,664 DEPARTMENT TOTAL $336,927 $419,612 $326,537 $325,664 Budget, Page 337

336 VIEUX CARRE COMMISION PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 6501 VIEUX CARRE COMMISSION BUILDING INSPECTOR 63 BUILDING PLAN EXAMINER PLANNING INTERN 44 PRINCIPAL ARCHITECTURAL HISTORIAN 65 DIRECTOR, VIEUX CARRE' COMMISSION U VIEUX CARRE COMMISSION TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 338

337 Result: HIGH PERFORMING GOVERNMENT ALCOHOLIC BEVERAGE CONTROL BOARD Funding Summary Year Proposed GF Expenditure $0 $50 $50 $1,295 $1,401 $1,455 $1,179 Total Funding $0 $50 $50 $1,295 $1,401 $1,455 $1,179 #FTEs Budget, Page 339

338 DEPARTMENTAL BUDGET SUMMARY ALCOHOLIC BEVERAGE CONTR BRD. Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 1,401 1,455 1,310 1,179 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,401 $1,455 $1,310 $1,179 SOURCE OF FUNDING GENERAL FUND 1,401 1,455 1,310 1,179 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,401 $1,455 $1,310 $1,179 Budget, Page 340

339 ALCOHOLIC BEVERAGE CONTR BRD. PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6550 ALCOHOL BEVERAGE CONTROL BOARD 0 1, , GENERAL FUND 0 1, ,179 DEPARTMENT TOTAL 0 1, ,179 ALCOHOLIC BEVERAGE CONTR BRD. EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6550 ALCOHOL BEVERAGE CONTROL BOARD 1,401 1,455 1,310 1, GENERAL FUND TOTAL 1,401 1,455 1,310 1,179 DEPARTMENT TOTAL $1,401 $1,455 $1,310 $1,179 Budget, Page 341

340 Result: HIGH PERFORMING GOVERNMENT CITY PLANNING COMMISSION Mission Statement The mission of the City Planning Commission is to promote the public health, safety, and welfare of the New Orleans community through subdivision regulation, capital improvement plans, major street plans, and land use planning. The Commission also makes recommendations to the City Council on zoning matters, neighborhood improvements, environmental protection, capital budget amendments, ordinances, and other policy matters. Performance Measures Funding Summary Measures to be developed in Year Proposed GF Expenditures $1,450,308 $1,312,450 $877,483 $985,250 $1,149,491 $1,429,090 $1,147,250 $1,342,012 Total Funding $1,450,308 $1,312,450 $877,483 $985,250 $1,149,491 $1,429,090 $1,147,250 $1,342,012 # FTEs Department s Objective The objective of the City Planning Commission is to oversee and regulate land use through the development of planning policy and land use ordinances. Budget, Page 342

341 Programs Funded in Program Name: Policy Formulation and Administration Result Area: Recovery & Livable Communities Funding: $913,468 Funding: $4 Full-Time Employees: 6.00 General Fund: 100% Other Funds: $0 Source: n/a Program Description: This division provides leadership, direction and coordination of activities related to policy formulation and management for the City Planning Commission. This division also prepares the operating budget and works with the Chief Administrative Office (CAO) to prepare the 5-Year Capital Improvement Program (CIP). Key Performance Indicators: Measure 2008 Projected 2009 Target Target Number of Customers Served (walk-ins) 3,000 Continue to provide quality land use advice Number of Meetings Held for CIP Projects 30 Continue to process and review requests in a timely manner Completion of Special Projects Requested by the Commission and/or the Administration Program Name: Land Use Regulation Y Continue to provide quality land use advice Result Area: Recovery & Livable Communities Funding: $376,907 Funding: $435,841 Full-Time Employees: 8.49 General Fund: 100% Other Funds: $0 Source: n/a Program Description: This division oversees the conditions of development in the City through effective land use regulation, reviewing changes to the existing Comprehensive Zoning Ordinance (CZO), conditional use applications and requests for zoning map changes. It also oversees subdivision applications and design review dockets, and administers Interim Zoning Districts and Moratoria imposed by the City council on particular types of development. Key Performance Indicators: Performance Measure # of Public Hearings Held: #of Applications Prepared/Processed: Zoning Design Reviews Subdivisions Projected Target Target Maintain quorums and hold public hearings as scheduled Continue to process and review applications in a timely manner Changes Made to Zoning Base Map Accurately Y Y Continue to meet deadlines Changes Made to CZO Text Accurately Y Y Continue to meet deadlines Program Name: Comprehensive Planning/ Special Projects Result Area: Recovery & Livable Communities Funding: $57,198 Funding: $168,612 Full-Time Employees: 3 Program Description: The work performed by this division is pro-active planning which is the City s foundation for growth and the post- Katrina recovery. The Comprehensive Planning/Special Projects Division is to undertake long term planning efforts, beyond the immediate horizon of resolving current land use issues. The division also initiates neighborhood plans, coordinates community and recovery planning efforts with other agencies and works with neighborhood and stake holder groups so that problems or concerns do not overwhelm neighborhoods. Key Performance Indicators: Performance Measure Budget, Page 343

342 Projected Target Target # of Public Hearings Held 0 0 As part of the Master Plan/CZO Contract three (3) public hearings are anticipated in 2009 # of Neighborhood Meetings Increase the number of neighborhood 4 50 Attended meetings attended # of Amendments to the Master Plan 0 1 Complete the City s Master Plan # of Demolition Applications Continue to process and review Reviewed applications in a timely manner Program Name: Board of Zoning Adjustments Result Area: Recovery & Livable Communities Funding: $0 Funding: $95,613 Full-Time Employees: 2.0 General Fund: 100% Other Funds: $0 Source: n/a Program Description: This division considers applications for waivers and variances from the requirements of the Comprehensive Zoning Ordinance and considers appeals of decisions by the Director of Safety and Permits. This Board was placed under the management of City Planning by a City Charter revision that became effective on January 1, The actions of this board are informed by the recommendations of the staff. Key Performance Indicators: Performance Measure Projected Target Target # of Public Hearings Held: Maintain quorums and hold 12 public hearings as scheduled #of applications prepared/processed: Residential (1-2 units) Residential (3+ units) Commercial Appeals Rehearing Continue to process and review applications in a timely manner Cases Processed Within Specified Time-frame* (Yes/No) Y Continue to meet deadlines Accurate Complete Staff Reports Within the Time-frame Y Continue to meet deadlines Budget, Page 344

343 DEPARTMENTAL BUDGET SUMMARY CITY PLANNING COMMISSION Proposed EXPENDITURES PERSONAL SERVICES 1,104,579 1,370,890 1,094,870 1,294,870 OTHER OPERATING 44,912 58,200 52,380 47,142 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,149,491 $1,429,090 $1,147,250 $1,342,012 SOURCE OF FUNDING GENERAL FUND 1,149,491 1,429,090 1,147,250 1,342,012 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,149,491 $1,429,090 $1,147,250 $1,342,012 Budget, Page 345

344 CITY PLANNING COMMISSION PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6701 POLICY FORMULATION & ADMIN 394,804 47, , CPC PERSONNEL 200, , LAND USE REGULATION 435, , BOARD OF ZONING ADJUSTMENTS 95, , COMPREHENSIVE PLANNING 168, , GENERAL FUND 1,294,870 47, ,342,012 DEPARTMENT TOTAL 1,294,870 47, ,342,012 Budget, Page 346

345 CITY PLANNING COMMISSION EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6701 POLICY FORMULATION & ADMIN 598, , , , CPC PERSONNEL , MAPPING 47,265 81, LAND USE REGULATION 398, , , , BOARD OF ZONING ADJUSTMENTS 1, ,613 95, COMPREHENSIVE PLANNING 104,882 57, , , GENERAL FUND TOTAL 1,149,491 1,429,090 1,147,250 1,342,012 DEPARTMENT TOTAL $1,149,491 $1,429,090 $1,147,250 $1,342,012 Budget, Page 347

346 CITY PLANNING COMMISSION PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 6701 POLICY FORMULATION & ADMIN OFFICE ASSISTANT I 28 OFFICE SUPPORT SPECIALIST PLANNING ADMINISTRATOR 70 DEPUTY DIRECTOR OF CITY PLANNING U76 DIRECTOR OF PLANNING U POLICY FORMULATION & ADMIN TOTAL LAND USE REGULATION OFFICE ASSISTANT I 28 CITY PLANNER SENIOR CITY PLANNER PLANNING ADMINISTRATOR LAND USE REGULATION TOTAL BOARD OF ZONING ADJUSTMENTS CITY PLANNER BOARD OF ZONING ADJUSTMENTS TOTAL COMPREHENSIVE PLANNING CITY PLANNER 51 SENIOR CITY PLANNER 59 PLANNING ADMINISTRATOR, ASSISTANT COMPREHENSIVE PLANNING TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 348

347 Result: RECOVERY & LIVABLE COMMUNITIES MOSQUITO, TERMITE, & RODENT CONTROL BOARD Mission Statement The mission of the Mosquito Termite and Rodent Control Board is to 1. Administer and evaluate mosquito control activities. 2. Monitor the populations of disease and virus transmitting mosquitoes and consult with appropriate authorities. The Administrative Office has additionally assigned the Board the duties of rodent, termite, and structural insect control under additional programs. Performance Measures Measure Projected # of Reported Cases of human neuroinvasive West Nile Virus (WNV) # of Deaths related to WNV # of Reported Cases of human St. Louis Encephalitis in Orleans Funding Summary Year Proposed GF Expenditure $1,835,467 $2,088,268 $2,030,717 $2,636,451 $2,174,392 $2,463,730 $2,276,588 $2,361,588 Total Funding $1,989,066 $2,274,721 $2,581,215 $3,188,383 $2,464,933 $3,765,488 $2,844,186 $2,929,186 #FTEs All Full Time Employees figures are adopted. Budget, Page 349

348 Department s Objective Mosquito Abatement for Orleans Parish: The objective is to administer and evaluate mosquito control activities, monitor the populations of disease and virus transmitting mosquitoes and educate the general public about reducing conducive conditions. Rodent/Vector Control: To reduce the rodent population of the city of New Orleans, thus improving the environment and adverse health risks to its citizens, as well as visitors and to identify and control disease-transmitting vectors. Integrated Pest Management/ Structural Pest Control: The purpose of this program is to improve the environment, health and quality of life of City employees and citizens by controlling destructive, disease causing and pest insects in City-owned buildings and premises by the treatment and monitoring of City properties for insects. Termite Control: Control subterranean termite infestations in City buildings and trees to save the City money in repair and prevent damages caused by this destructive insect. Key Programs Funded in Program Name: Termite Control of Facilities, Trees and Green Spaces Result Area: High Performing Government Funding: $340,960 Funding: $34,533 Full-Time Employees: 0 General Fund: $34,533 Other Funds: Source: Program Description: This program resulted from a cooperative agreement with the USDA and agreements with industry to gain knowledge, protect, and develop effective treatments for termites in various settings. Key Performance Indicators: Description: Reduce incidence of termites in City buildings once identified with a termite infestation. Goal/Target: The target is to locate 5 city-owned buildings in with active subterranean infestations and eliminate the infestation. Program Name: Structural Pest Control Result Area: High Performing Government Funding: $21,765 Funding: $19,532 Full-Time Employees: 1 General Fund: $19,532 Other Funds: Source: Program Description: The purpose of this program is to improve the environment, health and quality of life of City employees and citizens by controlling destructive, disease causing and pest insects in City-owned buildings and premises by the treatment and monitoring of City properties for insects. Key Performance Indicators: Description: Efficiently and effectively treat buildings infested with pests. Part of the remediation will be educating the employees and following through in order to make sure the conducive conditions that caused the problems are eliminated. Goal/Target: The target is to remediate 15 city-owned buildings in active pest infestations and conduct quarterly pest control at city buildings. The number of buildings will depend on pest issues. Budget, Page 350

349 Program Name: Mosquito Abatement Result Area: Public Safety Funding: $1,510,348 Funding: $2,231,767 Full-Time Employees: 31 General Fund: $2,046,919 Other Funds: $184,848 Source: Program Description: The City of New Orleans Mosquito and Termite Control Board shall administer and evaluate mosquito control activities, monitor the populations of disease and virus transmitting mosquitoes and consult with appropriate authorities. New Orleans Mosquito and Termite Control Board has continued with an aggressive mosquito control program after hurricane Katrina. The program implements and executes integrated pest management programs. Key Performance Indicators: The target is to prevent human transmission of the virus from infected mosquitoes and no cases of death or disease. Our goal is to have as few cases of neuroinvasive cases and no deaths as possible. Year Orleans Parish Reported Cases of Human Neuroinvasive WNV/ Deaths Orleans Parish Reported Cases of Human St. Louis Encephalitis / / / / / / Projected 1 / 0 0 Projected 1 / 0 0 Program Name: Rodent Abatement Result Area: Public Safety Funding: $172,978 Funding: $35,735 Full-Time Employees: 1 General Fund: $35,735 Other Funds: Source: Program Description: The purpose of this program is to reduce the rodent population in the City, thus improving the environment and citizen's health. Key Performance Indicators: Performance Measure Projected Target Projected cases of rodent bites/disease 3/0 1/0 0/0 0/0 cases in Orleans Parish Rodent service requests in Orleans Parish 2,914 3,415 1,659 1,500 Program Name: Purchase Insecticide Result Area: Public Safety Funding: NA Funding: $100,000 Full-Time Employees: 0 General Fund: $100,000 Other Funds: Source: Program Description: The insecticide will allow an aggressive mosquito control program. The program implements and executes integrated pest management programs. Mosquito control implements source reduction, larvaciding, adulticiding (hand foggers, ULV fog trucks, and airplane), in addition to biological control strategies. Key Performance Indicators: The target is to prevent human transmission of the virus from infected mosquitoes and no cases of death or disease. Our goal is to have as few cases of neuroinvasive cases and no deaths as possible. Budget, Page 351

350 Program Name: French Quarter Termite Project Result Area: High Performing Government Funding: $1,078,207 Funding: $382,750 Full-Time Employees: 3 General Fund: $0 Other Funds: $382,750 Source: FDA Program Description: Termite control is critical for preventing structural damage (and incurred costs) from subterranean termites of City of New Orleans buildings, trees, and buildings in the French Quarter. Termites can cause millions of dollars in damage left unchecked. This program with the USDA helps Board employees gain knowledge, protect, and develop effective treatments for termites in the French Quarter. Key Performance Indicators: Description: Data is turned in to the USDA each year for analysis in order to make sure the projects have met the year s objectives. Goal/Target: The target is to reduce the incidence of Formosan subterranean termites in the French Quarter. The data for will be compared to previous years. Budget, Page 352

351 DEPARTMENTAL BUDGET SUMMARY N O MOSQUITO CONTROL BRD. Proposed EXPENDITURES PERSONAL SERVICES 2,019,863 2,283,071 2,222,726 2,222,726 OTHER OPERATING 445,070 1,482, , ,460 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $2,464,933 $3,765,488 $2,844,186 $2,929,186 SOURCE OF FUNDING GENERAL FUND 2,174,392 2,463,730 2,276,588 2,361,588 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 290,541 1,301, , ,598 STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $2,464,933 $3,765,488 $2,844,186 $2,929,186 Budget, Page 353

352 N O MOSQUITO CONTROL BRD. PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6850 MOSQUITO CONTROL UNIT 1,864, , ,186, FORMOSAN-BAIT CITY STRUCTURE 34, , VECTOR CONTROL PROGRAM 35, , STRUCTUAL PEST CONTROL 19, , NOMTCB CHEMICAL PROGRAM 0 85, , GENERAL FUND 1,953, , ,361,588 FDA FED DEPARTMENT OF AGRICULTURE 6859 FRENCH QUARTER TERMITE PROJECT 268, , ,750 FDA FED DEPARTMENT OF AGRICULTURE 268, , ,750 FEM FED DEPARTMENT OF EMERGENCY 6850 MOSQUITO CONTROL UNIT 0 184, ,848 FEM FED DEPARTMENT OF EMERGENCY 0 184, ,848 DEPARTMENT TOTAL 2,222, , ,929,186 Budget, Page 354

353 N O MOSQUITO CONTROL BRD. EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6850 MOSQUITO CONTROL UNIT 1,922,127 1,928,027 2,186,788 2,186, FORMOSAN-BAIT CITY STRUCTURE 111, ,960 34,533 34, VECTOR CONTROL PROGRAM 132, ,978 35,735 35, STRUCTUAL PEST CONTROL 7,723 21,765 19,532 19, NOMTCB CHEMICAL PROGRAM , GENERAL FUND TOTAL 2,174,392 2,463,730 2,276,588 2,361,588 FDA FED DEPARTMENT OF AGRICULTURE 6859 FRENCH QUARTER TERMITE PROJECT 261,289 1,078, , ,750 FDA FED DEPARTMENT OF AGRICULTURE TOTAL 261,289 1,078, , ,750 FEM FED DEPARTMENT OF EMERGENCY 6850 MOSQUITO CONTROL UNIT 29, , , ,848 FEM FED DEPARTMENT OF EMERGENCY TOTAL 29, , , ,848 DEPARTMENT TOTAL $2,464,933 $3,765,488 $2,844,186 $2,929,186 Budget, Page 355

354 N O MOSQUITO CONTROL BRD. PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 6850 MOSQUITO CONTROL UNIT PEST CONTROL INSPECTOR IV AUTOMOTIVE MAINTENANCE TECHNICIAN 46 ENTOMOLOGIST II 59 RESEARCH ENTOMOLOGIST LABORATORY SPECIALIST I 48 PEST CONTROL INSPECTOR I PEST CONTROL INSPECTOR II MOSQUITO TERMITE & RODENT CONTROL, ASSISTANT D 74 MOSQUITO TERMITE & RODENT CONTROL DIRECTOR 80 PEST CONTROL SPECIALIST II MOSQUITO CONTROL AVIATION SUPERVISOR 55 PEST CONTROL INSPECTOR III PEST CONTROL SPECIALIST III MOSQUITO CONTROL UNIT TOTAL FORMOSAN-BAIT CITY STRUCTURE PEST CONTROL INSPECTOR II FORMOSAN-BAIT CITY STRUCTURE TOTAL 6857 VECTOR CONTROL PROGRAM CHEMICAL SPRAYING TECHNICIAN II VECTOR CONTROL PROGRAM TOTAL 6858 STRUCTUAL PEST CONTROL SENIOR ENVIRONMENTAL TECHNICIAN STRUCTUAL PEST CONTROL TOTAL GENERAL FUND TOTAL FDA FED DEPARTMENT OF AGRICULTURE Budget, Page 356

355 N O MOSQUITO CONTROL BRD. PERSONNEL SUMMARY Program No FRENCH QUARTER TERMITE PROJECT Pay Grade Proposed 2009 ADMINISTRATIVE SUPPORT SPECIALIST III ENTOMOLOGIST I 51 PRINCIPAL RESEARCH ENTOMOLOGIST 70 MOSQUITO CONTROL AVIATION SUPERVISOR FRENCH QUARTER TERMITE PROJECT TOTAL FDA FED DEPARTMENT OF AGRICULTURE TOTAL DEPARTMENT TOTAL Budget, Page 357

356 2009 Result: RECOVERY & LIVABLE COMMUNITIES NEW ORLEANS MUSEUM OF ART Mission Statement The New Orleans Museum of Art s basic mission is to collect, in a systematic fashion, to preserve, to the highest aesthetic standards available; to display, in the best logical sequence and most pleasing manner; to interpret, in the most meaningful way, original works of art which best reflects the artistic achievements of all cultures throughout history; to provide programs of fine arts information, education and appreciation to the widest possible audience; and to represent in its overall activities the multicultural diversity of its city, state and region. Performance Measures Measure Projected Target General Museum Attendance* 127,764 87,257 90,242 99,266 School Student Attendance* 10,227 10,072 8,514 9,365 School Students Participating in Art Therapy Program at 2 Public Schools Parent Conferences with Art Therapist at 2 Schools NOMA Traveling Exhibitions Traveling Exhibitions' attendance 142, , , ,000 Funding Summary Year Proposed 2009 GF Expenditures $225,000 $164,483 $104,360 $104,361 $252,090 $242,500 $218,250 $196,425 Total Funding $225,000 $164,483 $104,360 $104,361 $252,090 $242,500 $218,250 $196,425 # FTEs All Full Time Employees figures are adopted. Budget, Page 358

357 Department s Objective The objective of NOMA is to be a corner stone of the recovery through strategies of: 1) Create a business friendly environment focused on target industries-tourism, 2) Increase citizens confidence in government-accreditation, 3) Leverage additional resources-state $24 Million, 4) Leverage youth development activities, building partnerships among schools and other public and private agencies to increase opportunities for youth and reduce crime- NOMA Education Programs. Programs Funded in 2009 Program Name: Payroll Costs for Essential Positions Result Area: Recovery & Livable Communities 2008 Funding: $242,500 Funding: $196,425 Full-Time Employees: Program Description: NOMA has six exhibitions planned for 2009, three of these exhibitions offer the City of New Orleans unique educational and cultural opportunities for local, regional and international visitors. Key Performance Indicators: Performance Measures 2008 General Museum Attendance (Free to Louisiana residents) School Student Attendance (Free to Louisiana students) School Students Participating in Art Therapy Program at Two Public Schools Parent Conferences with Art Therapist at Two Schools New Orleans Museum of Art Exhibitions Traveling to Cities in United States and Europe Traveling Exhibitions Attendance at Cities in the United States and Europe 2009 Projected Target Budget, Page 359

358 DEPARTMENTAL BUDGET SUMMARY N O MUSEUM OF ART Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 252, , , ,425 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $252,090 $242,500 $218,250 $196,425 SOURCE OF FUNDING GENERAL FUND 252, , , ,425 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $252,090 $242,500 $218,250 $196,425 Budget, Page 360

359 N O MUSEUM OF ART PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 6890 N. O. MUSEUM OF ART 0 196, , GENERAL FUND 0 196, ,425 DEPARTMENT TOTAL 0 196, ,425 N O MUSEUM OF ART EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 6890 N. O. MUSEUM OF ART 252, , , , GENERAL FUND TOTAL 252, , , ,425 DEPARTMENT TOTAL $252,090 $242,500 $218,250 $196,425 Budget, Page 361

360 N O MUSEUM OF ART PERSONNEL SUMMARY Program No. Pay Grade Proposed N O MUSEUM OF ART P/R 9611 ADMINISTRATION OFFICE ASSISTANT, TRAINEE 23 DEPUTY DIRECTOR, MUSEUM 74 MUSEUM DIRECTOR U ADMINISTRATION TOTAL SECURITY SENIOR EQUIPMENT AND SERVICES DISPATCHER 34 EQUIPMENT & SERVICES DISPATCHER 32 MUSEUM PROTECTION OFFICER SECURITY TOTAL BUILDING CUSTODIAN 24 MAINTENANCE ENGINEER SENIOR BUILDING SERVICES WORKER BUILDING TOTAL COLLECTIONS MUSEUM PREPARATOR 38 PRINCIPAL CURATOR COLLECTIONS TOTAL N O MUSEUM OF ART P/R TOTAL DEPARTMENT TOTAL Budget, Page 362

361

362 Result: RECOVERY & LIVABLE COMMUNITIES Department: OFFICE OF COMMUNITY DEVELOPMENT Mission Statement The mission of the Project Delivery Unit (PDU) is to design and successfully implement a plan for the recovery of the City and its citizens after the devastating impacts of Hurricane Katrina and Rita in The mission of Workforce Development is to meet the labor market needs of high demand, high growth industries by preparing unemployed and underemployed citizens to move into the economic mainstream through family supporting jobs and careers. The mission of Housing & Neighborhood Development is to provide decent housing and suitable living environments particularly for persons of low and moderate income to improve their quality of life. The mission of the Historic District Landmarks Commission is to monitor the protection and preservation of the properties under its jurisdiction. The mission of The Vieux Carré Commission to protect and preserve the historic French Quarter through the regulation of all changes to the exterior of the buildings within the district. Performance Measures Workforce Development Goal Results Performance Measure July-Sept Oct-Dec Jan-Mar Adults Entered Employment Rate 57.6% % 61.50% 61.30% 46.0% Employment Retention 64.0% % 79.10% 78.60% 47.0% Average Earnings $9,680 - $12,100 $12,202 $12,011 n/a Youth Placed in Employment or Education 45.6% % 76.00% 77.80% 86.0% Attainment of Degree or Certificate 35.2% % 53.50% 54.70% 47.0% Literacy or Numeracy Gains 41.6% % % 20.00% n/a Funding Summary Expenditures are not exclusive to one department. Their levels are counted in several departments within this document. Department s Objective The objective of the Project Delivery Unit (PDU) is to take the lead in the implementation of the recovery plan in collaboration with the rest of City government as well as representatives of business, education, labor and other government and constituent organizations. The objective of the Office of Economic Development is to bring back New Orleans businesses and New Orleans workers back by training and placing our workforce and retaining and attracting businesses by providing programs to support equal business opportunities. The objective of the JOB1 Office of Workforce Development is to provide employment, education and job training services to eligible program participants. Budget, Page 364

363 The objective of the Housing & Neighborhood Development Department is to administer the funding received from Federal, State and Local levels. Administration includes awarding funds to non-profit entities as well as monitoring of compliance with required regulations. Programs Funded in Program Name: CDBG Program Administration Result Area: Recovery & Livable Communities 2009 : : $32,506,612 Full-Time Employees: General Fund: $503,700 Other Funds: $32,002,912 Source: CDBG Program Description: OCD is responsible for administering and monitoring of the following Federal Grants: Community Development Block Grant (CDBG), HOME Investment Partnership Program, Emergency Shelter Grants (State and Federal), Housing Opportunities for Persons with AIDS (HOPWA), Disaster CDBG, Federal Davis Bacon and Section 3 compliance. Contract compliance and Programmatic/ Fiscal monitoring are required as well as processing of financial transactions associated with each of these grants. Development and submittal of the 5 year Consolidated Plan and subsequent annual Action Plans is required. Included in this proposal is the Human Resources staff that is responsible for all personnel transactions and payroll. Other operating expenses include Outside auditors, Rent for Amoco Building, Advertisement for required public notices, copier and other equipment leases, office supplies for staff and indirect cost to the City. Key Performance Indicators: Measure % of Nonprofit agencies that adhere to A-133 audit 98% 100% 100% Submittal of Annual Consolidated Plan X Completion of Super NOFA Process X Program Name: Neighborhood Services & Facilities Result Area: Recovery & Livable Communities 2009 : : $25,732,501 Full-Time Employees: 44.0 General Fund: 0% Other Funds: 100% Source: FAR / HUD Program Description: Neighborhood 1 operates various services and programs aimed at increasing the availability of affordable homes, reducing homelessness, and providing services for the homeless and people with AIDS. Funds are allocated for the following public service activities: Youth Enhancement, Literacy Education, Child Care, Senior Services, and Housing Counseling. Contract compliance and Programmatic /Fiscal monitoring are coordinated by Neighborhood Services and Facilities staff along with Federal and State Programs. Key Performance Indicators: 2008 Projected 2009 Target Facilities to be Renovated/ Acquired Clients served Contract expected to start 9/30/ Participants in public service activities 2,221 5,050 5,050 Program Name: Office of Housing / Neighborhood 1 Result Area: Recovery & Livable Communities 2009 : $8,126,376 : $15,073,353 Full-Time Employees: 7.0 General Fund: 0% Other Funds: 100% Source: HUD Program Description: The Office of Housing is responsible for administering all HOME Investment Partnerships Program (HOME) funds. Not less than 90% of a fiscal year s HOME formula grant be invested in housing activities for the targeted housing population. The Technical Assistance Collaborative / Housing Resource Center Networking provides access to technical assistance for New Orleans residents, makes available funding and training opportunities for the technical assistance providers, and develops a centralized database to track available resources and client recovery. The Office of Housing also provides funding for the New Orleans Redevelopment Authority, which is tasked with acquiring and redeveloping blighted, derelict and under-utilized residential and/or commercial properties in areas targeted for redevelopment as outlined in the United New Orleans Plan and surrounding areas throughout New Orleans. Budget, Page 365

364 Key Performance Indicators: 2008 Projected 2009 Target Housing Units Assisted Number of TA providers trained and providing Rehab Admin and Housing Counseling Number of calls/intake/referrals via the call center est. est. Number of households that received Rehab Admin and Housing Counseling. 0 ~200 ~400 Acquisition of Properties 124 2,700 3,000 Program Name: Economic Development Result Area: Recovery & Livable Communities 2009 : $11,145,333 : $4,028,141 Full-Time Employees: General Fund: $0 Other Funds: $4,028,141 Source: EDF Program Description: The mission of Economic Development is connecting people and businesses to opportunities by building and leveraging partnerships at home and abroad. Key Performance Indicators: To be developed in Program Name: Code Enforcement 2008 Projected 2009 Result Area: Recovery & Livable Communities Target 2009 : $2,699,442 : $6,406,687 Full-Time Employees: General Fund: 0% Other Funds: 100% Source: HUD Program Description: The current Department of Development Services under ORDA, is in the process of consolidating the hearings procedures administered by the Divisions of Code Enforcement and Environmental Health. We are also increasing our enforcement strength in both enforcement offices as well. While the office is in preparation for the new court, inspections, hearings, case management, mailings and postings have all been significantly increased in our day-to-day operations. The Division also provides services to demolish Imminent Danger of Collapse and Public Nuisance structures. Properties that are in imminent danger of collapsing must be removed to protect public safety and provide good government. This need will increase as buildings that were abandoned after Katarina continue to deteriorate. Structures are deemed Public Nuisances if they have severe code violations and pose health hazards to the community. Now that FEMA sponsored demolitions have ended, the City must identify funding to demolish these properties. The City has a comprehensive demolition contract with Metro Durr. They will be executing the City s demolitions in. The City had a contract with Beck Disaster Recovery to act as project manager for FEMA sponsored demolitions from October 2007 to March This contract has now expired and the city will be managing its own demolitions. Key Performance Indicators: 2008 Projected 2009 Target Inspections per month 3,500 4,200 5,000 # of Inspectors TBD Citations per month 800 1,100 1,300 Imminent Danger of Collapse Demolitions * Public Nuisance Demolitions 0** 300*** 170**** * At a cost of $5,000 to $25,000 ** FEMA coordinated the demolition of properties that would have fallen into this category *** paid for by CDBG disaster money and limited to Target Areas, Housing Opportunity Zones and high traffic corridors **** At a cost of $5,000 to $10,000 Budget, Page 366

365 Tie-Out of Programs to Budget Codes Budget Code Budget Program Adopt OF 7207 State & Federal Programs CDBG Program Administration $503, Energy Conservation Grant CDBG Program Administration $710, CDBG-R CDBG Program Administration $4,955, Homeless Prevention Fund CDBG Program Administration $7,578, Demolition Prog Adm CDBG Program Administration $8,671, Operations & Admin CDBG Program Administration $6, Rental Rehab CD CDBG Program Administration $3,389, Neighborhood Stablization Prg CDBG Program Administration $2,302, Emergency Shelter Program Neighborhood Services & Facilities $837, HOPWAGrant Neighborhood Services & Facilities $3,410, Hsng NORA Admin. Office of Housing $2,000, Technical Services Office of Housing $ Public Facility Neighborhood Services & Facilities $2,000, Shelter Plus Care Neighborhood Services & Facilities $1,273, Misc Public Services Neighborhood Services & Facilities $2,600, CD Home 10% Admin Office of Housing $616, CD Home Prohram Office of Housing $577, CD Home Rental Admin Office of Housing $4,988, CD Home Ownership Admin Office of Housing $3,055, Home Soft Second Mortgage Office of Housing $1,921, Home CHDO Office of Housing $1,786, Home-Amer. Dream Downpay Init Office of Housing $128, Housing Code Enforcement Division of Code Enforcement $1,900, Emergency Home Rep Grts Neighborhood Services & Facilities $1,406, Demolition Prog Fund Code Enforcement $4,506, Relocation Administration Neighborhood Services & Facilities $262, Substantial Rehab Prog Neighborhood Services & Facilities $8,200, Housing Rehab Admin Neighborhood Services & Facilities $1,668, Flood Ins Energy Conserv Neighborhood Services & Facilities $54, Fiscal Monitoring CDBG Program Administration $100, Neighborhood Planning CDBG Program Administration $429, Operations & Admin CDBG Program Administration $1,819, Financial & Fiscal Affair CDBG Program Administration $482, Prog Mgmt & Monitor CDBG Program Administration $488, D-CDBG Admin./Program Delivery CDBG Program Administration $876, Planning Recovery Parish Recovery Planning Grant $193, State Emerg Shelter Prog Neighborhood Services & Facilities $473, WIA Adult Workforce Development $3,871, WIA Dislocatrd Worker Workforce Development $3,071, WIA Youth Workforce Development $5,823, Job Readiness Skills Training Workforce Development $532, National Emergency Grant (NEG) Workforce Development $174, Economic Development Fund Economic Development $4,028, NHIF General Administration Neighborhood Services & Facilities $482, NHIF Code Enforcement / Demo Neighborhood Services & Facilities $878, NHIF Neighborhood Stabiliz Neighborhood Services & Facilities $913, NHIF Reserved Neighborhood Services & Facilities $1,272,522 Total $503,700 $96,717, Budget, Page 367

366 Result: HIGH PERFORMING GOVERNMENT DEPARTMENT OF MISCELLANEOUS Department Summary The Department of Miscellaneous encompasses divisions not in the City Charter. These programs are mostly funded through grants from either the State of Louisiana or the Federal Government. Various departments oversee the day-to-day functioning of these divisions. Performance Measures Performance measures are tracked and implemented by the departments responsible for the divisions day-to-day functioning. Funding Summary Year Proposed GF Expenditures $4,366,574 $6,349,748 $32,851,980 $17,073,110 $22,553,319 $10,027,907 $7,169,167 $11,927,855 Total Funding $4,366,574 $6,349,748 $32,851,980 $17,073,110 $22,553,319 $10,027,907 $7,169,167 $11,927,885 Programs Funded in Program Name: Civic Group Donations Result Area: High Performing Government Funding: $145,500 Funding: $131,400 Full-Time Employees: N/A General Fund: $131,400 Other Funds: Source: Program Description: Provides funds for the City of New Orleans to entertain and enhance the diplomatic relationship with visiting dignitaries from around the world at a variety of Official City events, including traditional Mardi Gras functions. Budget, Page 368

367 Program Name: Municipal Participation Civic Affairs Result Area: High Performing Government Funding: $5,044,510 Funding: $3,213,900 Full-Time Employees: N/A General Fund: $3,213,900 Other Funds: Source: Program Description: Represents the City's contribution to civic organizations that enhance the quality of life within the City of New Orleans. Program Name: City Dues Result Area: High Performing Government Funding: $289,060 Funding: $279,154 Full-Time Employees: N/A General Fund: $279,154 Other Funds: Source: Program Description: Provides funds for City participation in various national organizations. This encourages cooperation and exchange of ideas and resources between the City of New Orleans and various national organizations. Program Name: Algiers Tax Increment Financing Result Area: High Performing Government Funding: $3,106,800 Funding: $3,544,713 Full-Time Employees: N/A General Fund: $3,544,713 Other Funds: Source: Program Description: Provides funding to remediate blighted properties in Algiers. Program Name: General Fund Pay Increment Result Area: High Performing Government Funding: $0 Funding: $4,658,688 Full-Time Employees: N/A General Fund: $4,658,688 Other Funds: Source: Program Description: Provides additional funding for general fund salaries. Proposal was developed to eliminate proposed furlough days. Non General Fund Programs: Division Intergovernmental Personal Services Reserve Objective Grant clearing fund, e.g. FEMA reimbursements, Federal/ State grants. City wide general fund expenditures, e.g. Health Care & Pay raises. Responsible Department CAO CAO Budget, Page 369

368 Result: RECOVERY & LIVABLE COMMUNITIES NEIGHBORHOOD 1 Mission Statement Neighborhood 1 works to improve the viability of the City s neighborhoods by effectively integrating existing assets with innovative housing and community programs to improve citizens quality of life. Neighborhood 1 seeks to revive neighborhoods by providing decent and safe housing, by creating suitable environments through eliminating and preventing future blight, by strengthening code enforcement to make neighborhoods clean and safe, by building social support for the young, elderly, and at-risk population, creating opportunities for disadvantaged businesses to fuel a rebounding housing market, and by targeting city investment in established and emerging communities. Neighborhood 1 administers its program with Neighborhood Housing Improvement Funds, Community Development Block Grants, Home Investment Partnerships (HOME) funds, Emergency Shelter Grants, State Emergency Shelter Grants and Housing Opportunities for People with AIDS funds The operation of the Neighborhood 1 is overseen by the Office of Recovery & Development Administration. A description of the functioning of this department is covered in that section. Funding Summary Year Proposed GF Expenditures $0 $0 $0 $698 $353 $2,003,700 $503,700 $503,700 Total Funding $13,348,239 $9,323,819 $5,377,429 $19,755,382 $33,872,205 $79,045,672 $93,318,480 $76,172,287 # FTEs All Full Time Employees figures are adopted. Programs Funded in Descriptions Neighborhood 1 Programs are included in the Office of Community Development section of the budget. Budget, Page 370

369 2009 Result: RECOVERY & LIVABLE COMMUNITIES NEIGHBORHOOD HOUSING IMPROVEMENT FUND Mission Statement The Neighborhood Housing Improvement Fund provides funding for City housing improvement work. The operation of the Neighborhood 1 is overseen by the Office of Recovery & Development Administration. A description of the functioning of this department is covered in that section. Funding Summary Year Proposed GF Expenditures $0 $0 $0 $0 $0 $0 $0 $0 Total Funding $3,858,881 $1,592,742 ($86,126) $0 $0 $3,521,649 $3,546,866 $3,546,866 # FTEs All Full Time Employees figures are adopted. Programs Funded in NOTE: In, Housing Improvement functions, previously funded from the Law Department Budget, will be shifted to the Economic Development Fund. While the detailed descriptions / costs of these services was not available at the time of this document, total expenditures were adopted at $3.5 million, with Full-Time Equivalent positions. Result: RECOVERY & LIVABLE COMMUNITIES Budget, Page 371

370 ECONOMIC DEVELOPMENT FUND Mission Statement Established in 1992, the Economic Development Fund dedicates 1.25 mills of property tax to create a special fund to be used by the City for economic development projects. The tax was approved for a period of 30 years. The operation of the Economic Development Fund is overseen by the Office of Recovery & Development Administration. A description of the functioning of this department is covered in that section. Funding Summary Year Proposed GF Expenditures $0 $0 $0 $0 $0 $0 $0 $0 Total Funding $1,689,238 $3,462,083 $4,211 $1,369,715 $3,334,870 $9,939,424 $11,145,333 $4,028,141 # FTEs All Full Time Employees figures are adopted. Fund s Objectives The intent and purpose of the Economic Development Fund (EDF) is to provide for the economic development of the city through the financing of projects or activities. Those projects or activities are defined to include but not limited to projects or activities that: Expand and attract new business; Retain and support growth in existing business Support workforce development and recruitment Diversify the economy Create new jobs and wealth Expand the local tax base Increase private sector capital and investment Economic development projects or activities include, but are not limited to: Physical infrastructure including buildings that enhance private debt venture, or seed capital. Such projects or activities may include but are not limited to: Those projects that are within the normal purview of city government, including, but not limited to projects or activities that enhance trade, commerce, or the attraction of visitors to the city. Programs Funded in Budget, Page 372

371 NOTE: In, Economic Development functions, previously funded from the Mayor s Office Budget, will be shifted to the Economic Development Fund. While the detailed costs of these services was not available at the time of this document, total expenditures were adopted to be $4,028,141, with Full-Time Equivalents. Program Name: Economic Development Executive Office Result Area: Recovery & Livable Communities 2009 : TBD : TBD Full-Time Employees: TBD General Fund: 100% Other Funds: $0 Source: n/a Program Description: The Executive Office of ORDA provides general management function for the department. Staff assigned to this program provides technical support to the Mayor, City Council, departments, and agencies of City government relative to the Recovery. Key Performance Indicators: Projected 2009 Target # of Applications submitted to LA Office of Community Development N/A # of Approved Applications from the LA Office of Community Development N/A # of Project Worksheets written # of Project Worksheets remaining to be written * 40** Program Name: Office of Film and Video Result Area: Recovery & Livable Communities 2009 : TBD : TBD Full-Time Employees: TBD Program Description: The Office of Film and Video acts as a liaison for production companies doing film and television work in Orleans Parish. The OFV facilitates business between productions and City of New Orleans agencies and departments, the local business community, and the citizens of the city. The Office also is responsible for marketing the City of New Orleans in order to attract and retain film industry opportunities. Key Performance Indicators: Projected 2009 Target # of Film Projects Total Budgets of all Film Projects $200,000,000 $251,000, ,000,000 IATSE Union Membership Program Name: Business Retention and Expansion Result Area: Recovery & Livable Communities 2009 : N/A : TBD Full-Time Employees: 4 Program Description: The goal of this program is to provide a direct link between the business community and city government and to work closely with economic development partners to attract new value-added businesses to the area. Key Performance Indicators: Projected 2009 Target The number of participants served The number of business calls made 15,000 16,000 17,000 The number of incentive applications issued in the calendar year The number of new business recruited # of the City s UDAG and Section 108 Loan programs monitored Program Name: Office of Tourism, Arts and Music Result Area: Recovery & Livable Communities 2009 : TBD : TBD Full-Time Employees: TBD Program Description: This office provides a point of contact for the Mayor s office for tourism related initiatives, a representative of the Mayor for official functions where the Mayor cannot attend, attendance in meetings of the CVB, NOTMC, and other industry groups in order to coordinate industry efforts with city government, point of contact for Budget, Page 373

372 major tourism events like Essence, NBA All Star, BCS, and other events, and coordination of city services for major conventions and conferences. Key Performance Indicators: Projected 2009 Target Total annual visitation to the City of New Orleans (UNO) 7.1 million 8 million 8.1 million # of community events sponsored # of musician performance opportunities created # of cultural Arts Initiatives developed Program Name: Office of Supplier Diversity Administration Result Area: High Performing Government 2009 : TBD : TBD Full-Time Employees: TBD Program Description: Responsible for all administrative, finance/ budget, personnel management, outreach and communications regarding the participation of Socially and Economically Disadvantaged Businesses on City of New Orleans professional service and construction contracts. Key Performance Indicators: Measures to be developed. Program Name: Economic and Business Development Result Area: Recovery & Livable Communities 2009 : TBD : TBD Full-Time Employees: TBD Program Description: To promote business and economic development in the City. Key Performance Indicators: Measures to be developed. Budget, Page 374

373 DEPARTMENTAL BUDGET SUMMARY MISCELLANEOUS Proposed EXPENDITURES PERSONAL SERVICES 13,865, ,658,688 OTHER OPERATING 8,687,589 10,027,907 7,169,167 7,269,167 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $22,553,319 $10,027,907 $7,169,167 $11,927,855 SOURCE OF FUNDING GENERAL FUND 22,553,319 10,027,907 7,169,167 11,927,855 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $22,553,319 $10,027,907 $7,169,167 $11,927,855 Budget, Page 375

374 MISCELLANEOUS PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 7131 GF PAY INCREMENT 4,658, ,658, CIVIC GROUP DONATIONS 0 131, , MUNICIPAL PARTICIPATION GRANTS 0 3,313, ,313, CITY DUES 0 279, , TAX INCREMENT FINANCING (TIF) 0 3,544, ,544, GENERAL FUND 4,658,688 7,269, ,927,855 DEPARTMENT TOTAL 4,658,688 7,269, ,927,855 Budget, Page 376

375 MISCELLANEOUS EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 7112 HOSPITALIZATION SECTION 6,870, WORKMEN'S COMPENSATION 6,995, MAYOR'S SUMMER YOUTH PROGRAM 930, , RESERVES FOR CONTINGENCIES 0 472, GF PAY INCREMENT ,658, CIVIC GROUP DONATIONS 149, , , , MUNICIPAL PARTICIPATION GRANTS 4,498,930 5,044,510 3,213,900 3,313, CITY DUES 243, , , , TAX INCREMENT FINANCING (TIF) 2,865,639 3,106,800 3,544,713 3,544, GENERAL FUND TOTAL 22,553,319 10,027,907 7,169,167 11,927,855 DEPARTMENT TOTAL $22,553,319 $10,027,907 $7,169,167 $11,927,855 Budget, Page 377

376

377 DEPARTMENTAL BUDGET SUMMARY NEIGHBORHOOD 1 Proposed EXPENDITURES PERSONAL SERVICES 3,772,181 6,753,950 5,349,631 6,320,938 OTHER OPERATING 30,100,024 42,291,722 87,968,849 69,851,349 DEBT SERVICE RESERVES 0 30,000, GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $33,872,205 $79,045,672 $93,318,480 $76,172,287 SOURCE OF FUNDING GENERAL FUND 353 2,003, , ,700 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP. 17,118,261 65,098,843 69,525,175 52,203,709 SELF GENERATED LIBRARY LLE FEDERAL GRANTS 16,433,578 11,236,931 22,548,350 21,922,597 STATE GRANTS 320, , ,255 1,542,281 GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $33,872,205 $79,045,672 $93,318,480 $76,172,287 Budget, Page 378

378 NEIGHBORHOOD 1 PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 7207 STATE & FEDERAL PROGRAMS 0 503, , GENERAL FUND 0 503, ,700 FAR Federal American Recovery 7110 ENERGY CONSERVATION GRANT 95, , , CDBG-R 0 4,955, ,955, HOMELESS PREVENTION FUND 0 7,578, ,578,168 FAR Federal American Recovery 95,281 13,149, ,244,349 FEM FED DEPARTMENT OF EMERGENCY 7608 DEMOLITION PROG ADM 0 8,671, ,671, OPERATIONS & ADMIN 0 6, ,461 FEM FED DEPARTMENT OF EMERGENCY 0 8,678, ,678,248 HUD HOUSING AND URBAN DEVELOPMENT 7184 RENTAL REHAB CD 0 3,389, ,389, NEIGHBORHOOD STABLIZATION PRG 0 2,302, ,302, EMERGENCY SHELTER PROGRAM 0 837, , HOPWA GRANT 0 3,410, ,410, HSNG NORA ADMIN. 0 2,000, ,000, PUBLIC FACILITY 0 2,000, ,000, SHELTER PLUS CARE 0 1,273, ,273, MISC PUBLIC SERVICES 0 2,600, ,600, CD HOME 10% ADMIN 488, , , CD HOME PROHRAM 0 577, , CD HOME RENTAL ADMIN 0 4,988, ,988, CD HOME OWNERSHIP ADMIN 0 3,055, ,055, HOME SOFT SECOND MORTGAGE 0 1,921, ,921, HOME CHDO 0 1,786, ,786,587 Budget, Page 379

379 NEIGHBORHOOD 1 PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service 7561 HOME-AMER. DREAM DOWNPAY INIT 0 128, , HOUSING CODE ENFORCEMENT 1,191, , ,900, EMERGENCY HOME REP GRTS 0 1,406, ,406, DEMOLITION PROG FUND 0 4,506, ,506, RELOCATION ADMINISTRATION 245,068 17, , SUBSTANTIAL REHAB PROG 0 8,200, ,200, HOUSING REHAB ADMIN 1,334, , ,668, FLOOD INS ENERGY CONSERV 0 54, , FISCAL MONITORING 100, , NEIGHBORHOOD PLANNING 318, , , OPERATIONS & ADMIN 549,596 1,269, ,819, FINANCIAL & FISCAL AFFAIR 454,937 27, , PROG MGMT & MONITOR 472,587 15, ,187 HUD HOUSING AND URBAN DEVELOPMENT 5,156,394 47,047, ,203,709 LCD LA OFFICE OF COMMUNITY DEVELOP Total 7106 DCDBG ADMIN./PROGRAM DELIVERY 876, , PLANNING RECOVERY 193, ,237 LCD LA OFFICE OF COMMUNITY DEVELOP 1,069, ,069,263 LSS LA DEPT OF SOCIAL SERVICES 7219 STATE EMERG SHELTER PROG 0 473, ,018 LSS LA DEPT OF SOCIAL SERVICES 0 473, ,018 DEPARTMENT TOTAL 6,320,938 69,851, ,172,287 Budget, Page 380

380 NEIGHBORHOOD 1 EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 7200 INTERNATIONAL DEVELOPMENT STATE & FEDERAL PROGRAMS 0 503, , , NCR LOANS 0 1,500, GENERAL FUND TOTAL 353 2,003, , ,700 FAR Federal American Recovery 7110 ENERGY CONSERVATION GRANT , CDBG-R 0 0 4,955,750 4,955, HOMELESS PREVENTION FUND 0 0 7,578,168 7,578,168 FAR Federal American Recovery TOTAL ,533,918 13,244,349 FEM FED DEPARTMENT OF EMERGENCY 7608 DEMOLITION PROG ADM 16,433,578 11,224,500 10,002,948 8,671, OPERATIONS & ADMIN 0 12,431 11,484 6,461 FEM FED DEPARTMENT OF EMERGENCY TOTAL 16,433,578 11,236,931 10,014,432 8,678,248 HUD HOUSING AND URBAN DEVELOPMENT 7184 RENTAL REHAB CD 0 3,082,277 7,000,000 3,389, NEIGHBORHOOD STABLIZATION PRG 0 0 2,302,208 2,302, EMERGENCY SHELTER PROGRAM 728, ,068 1,649, , HOPWA GRANT 3,260,307 3,772,483 6,360,877 3,410, HSNG NORA ADMIN. 1,717,015 2,000,000 2,000,000 2,000, HSNG NOAH PROJECT NUCOAT (195,856) TECHNICAL SERVICES 0 2,009,000 2,000, HOUSING PRESERVATION FUND 0 2,009, PUBLIC FACILITY 0 1,502,824 2,000,000 2,000, SHELTER PLUS CARE 180, ,844 1,273,584 1,273, YOUTH ENHANCEMENT 94, HSNG, NOAH PROJECT NU-ROOF (880,000) NEIGHBORHOOD STABLIZATION PROG 0 2,302, LITERACY EDUCATION 152, Budget, Page 381

381 NEIGHBORHOOD 1 EXPENDITURE SUMMARY Program No. Proposed SENIOR CENTERS 198, CHILD CARE 199, HOUSING COUNSELING 262, MISC PUBLIC SERVICES 0 2,500,000 2,600,000 2,600, CD HOME 10% ADMIN 527, , , , CD HOME PROHRAM 2,437,895 2,912,152 1,457, , CD HOME RENTAL ADMIN 0 1,857,639 5,025,573 4,988, CD HOME OWNERSHIP ADMIN 0 0 3,055,031 3,055, HOME SOFT SECOND MORTGAGE 37,500 5,572,658 1,921,001 1,921, HOME CHDO 1,241,571 1,836,530 3,984,200 1,786, HOME-AMER. DREAM DOWNPAY INIT 0 931, , , DEFERRED PAYMENT LOANS (982,006) 10,000, HOUSING CODE ENFORCEMENT 1,831,115 2,699,442 1,900,387 1,900, RELOCATE ASSIST & PAYMENT 0 400, EMERGENCY HOME REP GRTS 285,615 3,197,071 5,000,000 1,406, DEMOLITION PROG FUND 4,731,035 4,088,967 4,000,000 4,506, RELOCATION ADMINISTRATION 185, , , , SUBSTANTIAL REHAB PROG 0 3,197,071 10,000,000 8,200, HOUSING REHAB ADMIN 1,016,263 1,867,007 1,668,032 1,668, LEAD HAZARD CONTROL 42,189 1,631, FLOOD INS ENERGY CONSERV , FISCAL MONITORING 72, , , , NEIGHBORHOOD PLANNING 254, , , , CD INDIRECT COST (7,020) OPERATIONS & ADMIN 1,179,690 1,661,454 1,819,094 1,819, FINANCIAL & FISCAL AFFAIR 255, , , , PROG MGMT & MONITOR 420, , , , RESERVE FOR CONTINGENCY (2,132,422) HUD HOUSING AND URBAN DEVELOPMENT TOTAL 17,118,261 65,098,843 69,525,175 52,203,709 LCD LA OFFICE OF COMMUNITY DEVELOP 7106 DCDBG ADMIN./PROGRAM DELIVERY , PLANNING RECOVERY 104, , , ,237 LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL 104, , ,237 1,069,263 LSS LA DEPT OF SOCIAL SERVICES 7219 STATE EMERG SHELTER PROG 215, , , ,018 LSS LA DEPT OF SOCIAL SERVICES TOTAL 215, , , ,018 Budget, Page 382

382 DEPARTMENT TOTAL $33,872,205 $79,045,672 $93,318,480 $76,172,287 Budget, Page 383

383 NEIGHBORHOOD 1 PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 HUD HOUSING AND URBAN DEVELOPMENT 7551 CD HOME 10% ADMIN SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT SPECIALIST II MANAGEMENT DEVELOPMENT SUPERVISOR I 68 MANAGEMENT DEVELOPMENT ADMINISTRATOR 72 DIRECTOR OF CODE ENFORCEMENT U CD HOME 10% ADMIN TOTAL HOUSING CODE ENFORCEMENT OFFICE ASSISTANT, TRAINEE 23 OFFICE ASSISTANT II OFFICE ASSISTANT IV SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT ANALYST I 51 MANAGEMENT DEVELOPMENT ANALYST I 62 MANAGEMENT DEVELOPMENT ADMINISTRATOR 72 HOUSING INSPECTION FIELD SUPERVISOR 51 SENIOR HOUSING INSPECTOR HOUSING INSPECTOR URBAN REHABILITATION SUPERVISOR 59 DIRECTOR OF CODE ENFORCEMENT U HOUSING CODE ENFORCEMENT TOTAL RELOCATION ADMINISTRATION MANAGEMENT DEVELOPMENT ANALYST I MANAGEMENT DEVELOPMENT SPECIALIST II RELOCATION ADMINISTRATION TOTAL HOUSING REHAB ADMIN SENIOR OFFICE SUPPORT SPECIALIST SENIOR OFFICE SUPPORT SPECIALIST Budget, Page

384 NEIGHBORHOOD 1 PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 MANAGEMENT DEVELOPMENT ANALYST I MANAGEMENT DEVELOPMENT ANALYST I MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT ANALYST II 69 MANAGEMENT DEVELOPMENT SPECIALIST I 63 MANAGEMENT DEVELOPMENT SPECIALIST I 75 MANAGEMENT DEVELOPMENT SUPERVISOR I 68 SENIOR URBAN REHABILITATION SPECIALIST URBAN REHABILITATION SUPERVISOR HOUSING REHAB ADMIN TOTAL FISCAL MONITORING MANAGEMENT DEVELOPMENT SPECIALIST I ACCOUNTANT III FISCAL MONITORING TOTAL NEIGHBORHOOD PLANNING MANAGEMENT DEVELOPMENT SPECIALIST II 65 MANAGEMENT DEVELOPMENT SUPERVISOR I MANAGER, CONSOLIDATED PLANNING U NEIGHBORHOOD PLANNING TOTAL OPERATIONS & ADMIN OFFICE ASSISTANT II 30 OFFICE ASSISTANT III OFFICE ASSISTANT IV 38 SENIOR OFFICE SUPPORT SPECIALIST 44 MANAGEMENT DEVELOPMENT ANALYST I 51 MANAGEMENT DEVELOPMENT ANALYST II 59 MANAGEMENT DEVELOPMENT SUPERVISOR I 68 URBAN POLICY SPECIALIST III U61 DIRECTOR OF ADMINISTRATIVE SUPPORT U OPERATIONS & ADMIN TOTAL FINANCIAL & FISCAL AFFAIR OFFICE ASSISTANT II MANAGEMENT DEVELOPMENT ANALYST I Budget, Page 385

385 NEIGHBORHOOD 1 PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 MANAGEMENT DEVELOPMENT SPECIALIST I 63 ACCOUNTANT III 55 ACCOUNTANT I 44 ACCOUNTANT I 72 ACCOUNTANT II FINANCIAL & FISCAL AFFAIR TOTAL PROG MGMT & MONITOR OFFICE ASSISTANT II 30 MANAGEMENT DEVELOPMENT ANALYST I MANAGEMENT DEVELOPMENT SUPERVISOR I 68 MANAGEMENT DEVELOPMENT ADMINISTRATOR 72 MANAGER,COMMUNITY SVCS & FAC. U PROG MGMT & MONITOR TOTAL HUD HOUSING AND URBAN DEVELOPMENT TOTAL LCD LA OFFICE OF COMMUNITY DEVELOP 7204 PLANNING RECOVERY URBAN POLICY SPECIALIST V U70 URBAN POLICY SPECIALIST IV U PLANNING RECOVERY TOTAL LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL DEPARTMENT TOTAL Budget, Page 386

386 DEPARTMENTAL BUDGET SUMMARY WORKFORCE INVESTMENT ACT Proposed EXPENDITURES PERSONAL SERVICES 554,622 1,147,510 1,424,516 1,355,629 OTHER OPERATING 6,968,911 7,550,274 12,118,269 12,118,269 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $7,523,533 $8,697,784 $13,542,785 $13,473,898 SOURCE OF FUNDING GENERAL FUND ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS 7,523,533 8,697,784 13,542,785 13,473,898 GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $7,523,533 $8,697,784 $13,542,785 $13,473,898 Budget, Page 387

387 WORKFORCE INVESTMENT ACT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total DOL LA. DEPARTMENT OF LABOR 7720 WIA ADULT 417,322 3,453, ,871, WIA DISLOCATRD WORKER 547,722 2,524, ,071, WIA YOUTH 390,585 5,433, ,823, JOB READINESS SKILLS TRAINING 0 532, , NATIONAL EMERGENCY GRANT (NEG) 0 174, ,471 DOL LA. DEPARTMENT OF LABOR 1,355,629 12,118, ,473,898 DEPARTMENT TOTAL 1,355,629 12,118, ,473,898 Budget, Page 388

388 WORKFORCE INVESTMENT ACT EXPENDITURE SUMMARY Program No. Proposed DOL LA. DEPARTMENT OF LABOR 7720 WIA ADULT 362,547 2,726,445 3,940,166 3,871, WIA DISLOCATRD WORKER 353, ,261 3,071,821 3,071, WIA YOUTH 392,863 2,441,579 5,823,828 5,823, JOB READINESS SKILLS TRAINING 113, , , , NATIONAL EMERGENCY GRANT (NEG) 6,301,191 2,150, , ,471 DOL LA. DEPARTMENT OF LABOR TOTAL 7,523,533 8,697,784 13,542,785 13,473,898 DEPARTMENT TOTAL $7,523,533 $8,697,784 $13,542,785 $13,473,898 Budget, Page 389

389 WORKFORCE INVESTMENT ACT PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 DOL LA. DEPARTMENT OF LABOR 7720 WIA ADULT URBAN POLICY SPECIALIST V U66 MANAGER, JOB 1 U URBAN POLICY SPECIALIST IV U WIA ADULT TOTAL WIA DISLOCATRD WORKER URBAN POLICY SPECIALIST V U MANAGER, JOB 1 U URBAN POLICY SPECIALIST IV U WIA DISLOCATRD WORKER TOTAL WIA YOUTH URBAN POLICY SPECIALIST V U MANAGER, JOB 1 U URBAN POLICY SPECIALIST IV U WIA YOUTH TOTAL DOL LA. DEPARTMENT OF LABOR TOTAL DEPARTMENT TOTAL Budget, Page 390

390 DEPARTMENTAL BUDGET SUMMARY ECONOMIC DEVELOPMENT FUND Proposed EXPENDITURES PERSONAL SERVICES 517, ,000 1,200,281 1,200,281 OTHER OPERATING 2,816,945 9,764,424 9,945,052 2,827,860 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $3,334,870 $9,939,424 $11,145,333 $4,028,141 SOURCE OF FUNDING GENERAL FUND ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND 177,601 9,939,424 11,145,333 4,028,141 HOUSING IMPROVMENT FUND 3,157, TOTAL FUNDING $3,334,870 $9,939,424 $11,145,333 $4,028,141 Budget, Page 391

391 ECONOMIC DEVELOPMENT FUND PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 139 NO ECONOMIC DEVELOPMENT 7810 ECONOMIC DEVELOPMENT FUND 1,200,281 2,827, ,028, NO ECONOMIC DEVELOPMENT 1,200,281 2,827, ,028,141 DEPARTMENT TOTAL 1,200,281 2,827, ,028,141 Budget, Page 392

392 ECONOMIC DEVELOPMENT FUND EXPENDITURE SUMMARY Program No. Proposed NEIGHBORHOOD HOUSING IMPR 7821 NHIF GENERAL ADMINISTRATION 232, NHIF CODE ENFORCEMENT 297, NHIF NEIGHBORHOOD STABILIZ 427, NHIF HOME OWNERSHIP 470, NHIF RESERVED 1,730, NEIGHBORHOOD HOUSING IMPR TOTAL 3,157, NO ECONOMIC DEVELOPMENT 2131 EXEC. OFFICE/ECONOMIC DEVELOP SMALL & EMERGING BUSINESS DEV BRAC COMMUNITY BASE REUSE PL 1, WIA DISLOCATRD WORKER 3, ECONOMIC DEVELOPMENT FUND 170,894 9,939,424 11,145,333 4,028, NHIF CODE ENFORCEMENT 1, NO ECONOMIC DEVELOPMENT TOTAL 177,601 9,939,424 11,145,333 4,028,141 DEPARTMENT TOTAL $3,334,870 $9,939,424 $11,145,333 $4,028,141 Budget, Page 393

393 ECONOMIC DEVELOPMENT FUND PERSONNEL SUMMARY Program No. Pay Grade Proposed NO ECONOMIC DEVELOPMENT 7810 ECONOMIC DEVELOPMENT FUND EXECUTIVE ASSISTANT TO THE MAYOR U83 URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST III U URBAN POLICY SPECIALIST V U URBAN POLICY SPECIALIST V U URBAN POLICY SPECIALIST IV U URBAN POLICY SPECIALIST IV U ECONOMIC DEVELOPMENT FUND TOTAL NO ECONOMIC DEVELOPMENT TOTAL DEPARTMENT TOTAL Budget, Page 394

394 DEPARTMENTAL BUDGET SUMMARY NEIGHBORHOOD HOUSING IMPROVMNT Proposed EXPENDITURES PERSONAL SERVICES 0 505, , ,938 OTHER OPERATING 0 3,015,687 2,624,928 2,624,928 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $0 $3,521,649 $3,546,866 $3,546,866 SOURCE OF FUNDING GENERAL FUND ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND 0 3,521,649 3,546,866 3,546,866 TOTAL FUNDING $0 $3,521,649 $3,546,866 $3,546,866 Budget, Page 395

395 NEIGHBORHOOD HOUSING IMPROVMNT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 138 NEIGHBORHOOD HOUSING IMPR 7821 NHIF GENERAL ADMINISTRATION 243, , , NHIF CODE ENFORCEMENT / DEMO 678, , , NHIF NEIGHBORHOOD STABILIZ 0 913, , NHIF RESERVED 0 1,272, ,272, NEIGHBORHOOD HOUSING IMPR 921,938 2,624, ,546,866 DEPARTMENT TOTAL 921,938 2,624, ,546,866 Budget, Page 396

396 NEIGHBORHOOD HOUSING IMPROVMNT EXPENDITURE SUMMARY Program No. Proposed NEIGHBORHOOD HOUSING IMPR 7821 NHIF GENERAL ADMINISTRATION 0 335, , , NHIF CODE ENFORCEMENT / DEMO 0 455, , , NHIF NEIGHBORHOOD STABILIZ 0 519, , , NHIF HOME OWNERSHIP 0 750, NHIF RESERVED 0 1,461,077 1,272,522 1,272, NEIGHBORHOOD HOUSING IMPR TOTAL 0 3,521,649 3,546,866 3,546,866 DEPARTMENT TOTAL $0 $3,521,649 $3,546,866 $3,546,866 Budget, Page 397

397 NEIGHBORHOOD HOUSING IMPROVMNT PERSONNEL SUMMARY Program No. Pay Grade Proposed NEIGHBORHOOD HOUSING IMPR 7821 NHIF GENERAL ADMINISTRATION URBAN POLICY SPECIALIST III U DEPUTY EXECUTIVE ASSISTANTFOR HOUSING U NHIF GENERAL ADMINISTRATION TOTAL NHIF CODE ENFORCEMENT / DEMO OFFICE ASSISTANT II MANAGEMENT DEVELOPMENT ANALYST II MANAGEMENT DEVELOPMENT SUPERVISOR I 80 MANAGEMENT DEVELOPMENT ADMINISTRATOR 88 HOUSING INSPECTION FIELD SUPERVISOR 51 SENIOR HOUSING INSPECTOR NHIF CODE ENFORCEMENT / DEMO TOTAL NEIGHBORHOOD HOUSING IMPR TOTAL DEPARTMENT TOTAL Budget, Page 398

398 DEPARTMENTAL BUDGET SUMMARY INTERGOVERNMENTAL Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN ,000,000 75,000,000 75,000,000 TOTAL EXPENDITURES $0 $100,000,000 $75,000,000 $75,000,000 SOURCE OF FUNDING GENERAL FUND ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN ,000,000 75,000,000 75,000,000 N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $0 $100,000,000 $75,000,000 $75,000,000 Budget, Page 399

399 INTERGOVERNMENTAL PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 699 INTERGOVERNMENTAL REVENUES 7999 INTERGOVERNMENTAL TRANSFERS 0 75,000, ,000, INTERGOVERNMENTAL REVENUES 0 75,000, ,000,000 DEPARTMENT TOTAL 0 75,000, ,000,000 INTERGOVERNMENTAL EXPENDITURE SUMMARY Program No. Proposed INTERGOVERNMENTAL REVENUES 7999 INTERGOVERNMENTAL TRANSFERS 0 100,000,000 75,000,000 75,000, INTERGOVERNMENTAL REVENUES TOTAL 0 100,000,000 75,000,000 75,000,000 DEPARTMENT TOTAL $0 $100,000,000 $75,000,000 $75,000,000 Budget, Page 400

400 Result: HIGH PERFORMING GOVERNMENT GENERAL SERVICES / OFFICE OF THE INSPECTOR GENERAL Mission Statement The mission of the Office of Inspector General is to conduct independent audits, investigations, and inspections to detect and prevent fraud, waste, and mismanagement. Also, it is designed to help the City of New Orleans improve its programs and operations by promoting economy, efficiency, and effectiveness. The Ethics Review Board is charged with the responsibility of administering and enforcing the Code of Ethics for the City of New Orleans. Performance Measures Inspection reports completed Follow-up inspection reports completed Number of audit reports % of complaints evaluated within ten days Administrative investigations closed within six months Fraud, waste and abuse education sessions for City staff and affiliates Funding Summary Year Proposed GF Expenditures $0 $0 $0 $56,593 $1,680,518 $3,600,670 $3,439,773 $3,090,773 Total Funding $0 $0 $0 $56,593 $1,680,518 $3,600,670 $3,439,773 $3,090,773 # FTEs Budget, Page 401

401 Programs Funded in Program Name: Operations Result Area: High Performing Government Funding: $3,204,612 Funding: $2,694,610 Full-Time Employees: 26 General Fund: $2,694,610 Other Funds: Source: Program Description: For the Inspector General s operations. Key Performance Indicators: Inspection reports completed Follow-up inspection reports completed Number of audit reports % of complaints evaluated within ten days Administrative investigations closed within six months Fraud, waste and abuse education sessions for City staff and affiliates Program Name: Ethics Review Board Result Area: High Performing Government Funding: $396,058 Funding: $396,058 Full-Time Employees: 0 General Fund: $396,058 Other Funds: Source: Program Description: The Ethics Review Board is charged with the responsibility of administering and enforcing the Code of Ethics for the City of New Orleans. The Ethics Review Board may issue advisory opinions, make recommendations to the Code of Ethics, refer cases for investigation, and impose fines. Key Performance Indicators: Percent of advisory opinion requests answered by the board within 60 days Number of Ethics Education training courses held for City of New Orleans employees Percent of complaints, of alleged violations of the Code of Ethics for the City of New Orleans that are within the jurisdiction of the board, resolved within one year Budget, Page 402

402 DEPARTMENTAL BUDGET SUMMARY GENERAL SERVICES Proposed EXPENDITURES PERSONAL SERVICES 868,596 2,786,730 3,068,057 2,718,952 OTHER OPERATING 811, , , ,716 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,680,518 $3,600,670 $3,439,773 $3,090,668 SOURCE OF FUNDING GENERAL FUND 1,680,518 3,600,670 3,439,773 3,090,668 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,680,518 $3,600,670 $3,439,773 $3,090,668 Budget, Page 403

403 GENERAL SERVICES PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 7101 OFFICE OF INSPECTOR GENERAL 2,380, , ,694, ETHICS REVIEW BOARD 338,282 57, , GENERAL FUND 2,718, , ,090,668 DEPARTMENT TOTAL 2,718, , ,090,668 GENERAL SERVICES EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 7101 OFFICE OF INSPECTOR GENERAL 1,621,412 3,204,612 3,043,715 2,694, ETHICS REVIEW BOARD 59, , , , GENERAL FUND TOTAL 1,680,518 3,600,670 3,439,773 3,090,668 DEPARTMENT TOTAL $1,680,518 $3,600,670 $3,439,773 $3,090,668 Budget, Page 404

404 GENERAL SERVICES PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 7101 OFFICE OF INSPECTOR GENERAL OFFICE ASSISTANT, TRAINEE PERSONNEL DIVISION CHIEF 70 MANAGEMENT DEVELOPMENT SPECIALIST II 65 FORENSIC AUDITOR I (INSPECTOR GENERAL) 65 FORENSIC AUDITOR III (INSPECTOR GENERAL) FORENSIC AUDITOR IV (INSPECTOR GENERAL) 71 CRIMINAL INVESTIGATOR I (INSPECTOR GENERAL) CRIMINAL INVESTIGATOR II (INSPECTOR GENERAL) CRIMINAL INVESTIGATOR IV (INSPECTOR GENERAL) 71 ASSISTANT CHIEF OF CRIMINAL INVESTIGATIONS (INSPE 73 CHIEF OF CRIMINAL INVESTIGATIONS (INSPECTOR GENE 75 DEPUTY INSPECTOR GENERAL OF CRIMINAL INVESTIGAT 79 SUPERVISOR OF FORENSIC ENGINEERING (INSPECTOR 79 TECHNICAL SPECIALIST 59 ATTORNEY II FIRST IG FOR CRIM INVESTIGATION U80 EXECUTIVE DIRECTOR OF ERB U70 FIRST IG FOR LEGAL AFFAIRS U OFFICE OF INSPECTOR GENERAL TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 405

405 DEPARTMENTAL SUMMARY JUDICIAL & PAROCHIAL Budget, Page 406

406 Result: PUBLIC SAFETY DISTRICT ATTORNEY Mission Statement The mission of the Orleans Parish District Attorney s Office is to represent the state of Louisiana and the citizens of Orleans Parish by prosecuting violations of state criminal statutes. The District Attorney advocates for victims of crime, and upholds justice by prosecuting and investigating cases in an ethical, honest, and just manner. The performance of the District Attorney s Office directly affects the Public Safety result area. The Orleans Parish District Attorney s Office is responsible for providing fair, effective, and efficient prosecution of offenders of the law. The Office protects public safety and preserves the interest of justice. The office must be responsive to the needs of victims, witnesses, children in need, law enforcement agencies, and the community at large. The District Attorney is an elected official and therefore is not directly accountable to the Mayor. However, the District Attorney does receive city funding to operate the Office. Performance Measures Performance Measure Projected Target Case acceptance Rate # 59% 59% 84% 90% Total number of trials judge to jury trial ratio Overall # Judge Jury Trial Conviction Rate Overall # 67% 57% 55% 60% Judge 68% 65% 74% 79% Jury 66% 53% 48% 53% Number of cases awaiting trial # 2,700 2,484 2,200 1,980 Funding Summary Budget, Page 407

407 Year Proposed GF Expenditure $3,371,616 $2,528,712 $2,360,131 $3,096,130 $3,616,131 $5,766,132 $5,189,519 $5,589,519 Total Funding $3,399,517 $2,589,010 $2,415,131 $3,096,130 $3,616,131 $5,766,132 $5,189,519 $5,589,519 #FTEs 1 n/a n/a n/a n/a n/a n/a n/a n/a 1 n/a Information on Full-Time Employees (FTEs) for the District Attorney come from the DA, as DA personnel is not managed by City systems and processes Department s Objective The Orleans Parish District Attorney's Office is to provide fair, effective, and efficient prosecution of offenders of the law. The Office protects public safety and preserves the interest of justice. The District Attorney must be responsive to the needs of victims, witnesses, children in need, law enforcement agencies, and the community at large. Key Programs Funded in Program Name: Screening Division Result Area: Public Safety Funding: $664,866 Funding: $598,323 Full-Time Employees: 36 General Fund: $598,323 Other Funds: Source: Program Description: The Screening Division is the intake point for all new state prosecutions in Orleans Parish. Attorneys in this division review matters submitted to the District Attorney and determine whether to refer, divert, decline, or accept an arrest for prosecution. Clerical staff assigned to the division process the paperwork attendant to the thousands of cases processed through the division each month. This division handles misdemeanor trial cases assigned to the five Magistrate Court Divisions, conducts pre-charging preliminary hearings in major felony cases, and facilitates the Court and Clerk function of tracking all arrests to ensure charging decisions are made in conformity with statutory deadlines. Key Performance Indicators: Performance Measure Projected Target Total Cases Processed/Mo New Arrests Processed/Mo New Cases Accepted/Mo Acceptance Rate/Yr 61% 59% 75% 80% Program Name: Trial Division Result Area: Public Safety Funding: $802,139 Funding: $721,858 Full-Time Employees: 32 General Fund: $721,858 Other Funds: Source: Program Description: The Trial Division of the Orleans Parish District Attorney s Office is responsible for the prosecution of criminal cases in Orleans Parish Criminal District Court. The attorneys in the Trial Division are assigned to represent the District Attorney in each of the twelve sections of Criminal Court. Once a case is randomly allotted to a court section Trial Division attorneys are responsible for all aspects of case management including arraignment, pretrial motion practice, trial preparations, trial, and most post-conviction proceedings. Key Performance Indicators: Performance Measure Projected Target # Of Trials Judge Jury Conviction Rate Judge Jury % 69% 66% % 65% 57% % 60% 60% % 70% 70% # Of Guilty Pleas # Of Trials Judge Jury Budget, Page 408

408 Program Name: Juvenile Division Result Area: Public Safety Funding: $265,843 Funding: $239,236 Full-Time Employees: 10 General Fund: $239,236 Other Funds: Source: Program Description: The Juvenile Division of the District Attorney s Office evaluates complaints against juvenile offenders. The attorneys assigned to the division prosecute juvenile offenders charged with delinquency acts that would be considered criminal if committed by an adult. The delinquency sections of the Juvenile Division consistently address the needs and concerns of victims and witnesses affected by juveniles with a commitment to the importance of rehabilitation of these offenders. The Juvenile Division also works to ensure the safety and well being of children who are the victims of neglect and abuse. Key Performance Indicators: Performance Measure Projected Target Total Arrests Felony Arrests Status Arrests (Curfew etc.) Program Name: Economic Crime Unit Result Area: Public Safety Funding: $113,820 Funding: $102,428 Full-Time Employees: 5 General Fund: $102,428 Other Funds: Source: Program Description: The Economic Crime Unit of the Orleans Parish District Attorney s Office handles White Collar crime complaints. Generally, these crimes involve worthless checks, general economic crimes, and contractor fraud. Personnel in this unit receive the complaints, investigate the allegations, perform the charge screening function, cause arrest warrants to issue, and, in some cases, prosecute accepted charges. Key Performance Indicators: Performance Measure Projected Target Worthless Check Cases/Mo Restitution/Month $15,000 $19,000 $35,000 $42,000 Contractor Fraud Case/Mo N/A N/A Program Name: Appeals Division Result Area: Public Safety Funding: $229,357 Funding: $206,402 Full-Time Employees: 6 General Fund: $206,402 Other Funds: Source: Program Description: The Appeals Division of the Orleans Parish District Attorney s Office represents the Office in appeals to the Louisiana Fourth Circuit Court of Appeal, Louisiana Supreme Court, and the Appellate Division of the Criminal District Court. The Division also responds to federal habeas applications filed in the United States District Court, as well as appeals of those cases to the United States Court of Appeals for the Fifth Circuit. The Division responds to state post-conviction applications as well as assists all other Divisions of the office regarding writ applications, and when requested with legal research. Key Performance Indicators: Performance Measure 2009 Projected Target Number of Court Filings Program Name: Investigation Division Result Area: Public Safety Funding: $1,083,891 Funding: $975,411 Full-Time Employees: 18 General Fund: $975,411 Other Funds: Source: Program Description: The Investigations Division interacts with every division of the Orleans Parish District Attorney s Office. The division is composed of nineteen civilian investigators many of whom have prior law enforcement experience. Each year the investigators assigned to this division perform tens of thousands of activities in support of assistant district attorneys investigating and preparing cases for trial. Most of the activities are in support of the attorneys assigned to the Trial Division. The activities include obtaining evidence for use in court and documents necessary to prosecute a case; performing weapon checks, victim/witness interviews, and subpoena Budget, Page 409

409 deliveries. The investigators also performed a significant number of activities related to providing some level of direct assistance to victims and witnesses, such as transportation to and from court proceedings, and providing minimal security assistance. Key Performance Indicators: Performance Measure Projected Target Average Total Activities/Mo ,000 11,000 Evidence Transfers/Mo Document Acquisitions/Mo Victim/Witness Assists/Yr Program Name: Data Systems Result Area: Public Safety Funding: $154,703 Funding: $139,220 Full-Time Employees: 7 General Fund: $139,220 Other Funds: Source: Program Description: Personnel assigned to this division are responsible for maintaining the case tracking system of the Orleans Parish District Attorney s Office. Information regarding all state arrests, charging decisions, and event updates for cases awaiting trial are performed daily. This amounts to thousands of data information entries each week. Key Performance Indicators: Performance Measure Projected Target New Cases Entered Into Case Tracking System/Mo Average Time to Enter New Cases Average Number of Cases Updated/Mo Average Time To Enter Updates Within 48 Hrs of 1 st Magistrate Court Hearing Program Name: Victim Witness Assistance Within 48 Hrs of 1 st Magistrate Court Hearing Within 36 Hrs of 1 st Magistrate Court Hearing Within 24 Hrs of 1 st Magistrate Court Hearing Within 72 Hrs Within 72 Hrs Within 72 Hrs Within 48 Hrs Result Area: Public Safety Funding: $511,089 Funding: $459,937 Full-Time Employees: 7 General Fund: $459,937 Other Funds: Source: Program Description: The Victim Witness Division provides services to individuals who are victims of violent crime, domestic violence, and sexual assault. Services include counseling, referrals to other agencies for assistance, and assistance with basic necessities such as food and temporary shelter, if required. Similar services are also provided to witness of violent crimes. Victims and witnesses are also counseled regarding the criminal justice process. Funds from this program also pay for the costs of returning victims and witnesses to New Orleans for court hearings and trial. Key Performance Indicators: Performance Measure Projected Target Clients Assisted/Mo Returned From Out Of Area/Mo Relocations/Mo Travel Expenses/Mo $17,000 $16,000 $14,404 $13,000 Program Name: Diversion Program Result Area: Public Safety Funding: $310,683 Funding: $279,589 Full-Time Employees: 4 General Fund: $279,589 Other Funds: Source: Program Description: The Orleans Parish District Attorney s Diversion program is a voluntary program established to provide an Budget, Page 410

410 alternative to prosecution for eligible non-violent offenders with limited arrest histories. Individuals accepted into the program are offered intervention through drug rehabilitation/educational programs, client monitoring, and regular drug testing. Referrals are made by Screening Division attorneys as they review new arrests. Occasionally, referrals are made by Trial Division attorneys after a prosecution is instituted. Key Performance Indicators: Measure Projected Target Applicants per month Accepted into Program per Month Number Supervised per month Program Name: Administration Division Result Area: Public Safety Funding: $1,630,280 Funding: $1,467,115 Full-Time Employees: 18 General Fund: $1,467,115 Other Funds: Source: Program Description: The Administration Division of the District Attorney s Office consists of the executive supervisory staff and clerical staff members. Personnel in this division manage the day to day operations of the District Attorney s Office. These activities include maintaining office equipment, purchasing supplies, managing personnel issues, fielding inquiries from other agencies, and citizens, handling payroll and benefits issues, etc. The executive supervisory staff also participates in the supervision of major felony prosecutions. Key Performance Indicators: Performance Measure Screening Acceptance Rate-- % Of Arrests Which Result In Prosecution #Of Trials Judge Jury Conviction Rate Judge Jury Overall Screening Acceptance Rate-- % Of Arrests Which Result In Prosecution #Of Trials Judge Jury Program Name: Case Program Projected Target 61% 59% 75% 80% % 66% 67% % 57% 60% % 60% 60% % 70% 70% 61% 59% 75% 80% Result Area: Public Safety Funding: $0 Funding: $400,000 Full-Time Employees: 0 General Fund: $400,000 Other Funds: Source: Program Description: The Administration Division of the District Attorney s Office consists of the executive supervisory staff and clerical staff members. Personnel in this division manage the day to day operations of the District Attorney s Office. These activities include maintaining office equipment, purchasing supplies, managing personnel issues, fielding inquiries from other agencies, and citizens, handling payroll and benefits issues, etc. The executive supervisory staff also participates in the supervision of major felony prosecutions. Key Performance Indicators: Performance Measure To be determined in Projected Target Budget, Page 411

411 DEPARTMENTAL BUDGET SUMMARY DISTRICT ATTORNEY Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 3,616,131 5,766,132 5,189,519 5,589,519 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $3,616,131 $5,766,132 $5,189,519 $5,589,519 SOURCE OF FUNDING GENERAL FUND 3,616,131 5,766,132 5,189,519 5,589,519 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $3,616,131 $5,766,132 $5,189,519 $5,589,519 Budget, Page 412

412 DISTRICT ATTORNEY PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8101 DISTRICT ATTORNEY 0 5,189, ,189, DISTRICT ATTORNEY CASE PROGRAM 0 400, , GENERAL FUND 0 5,589, ,589,519 DEPARTMENT TOTAL 0 5,589, ,589,519 DISTRICT ATTORNEY EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8101 DISTRICT ATTORNEY 3,616,131 5,766,132 5,189,519 5,189, DISTRICT ATTORNEY CASE PROGRAM , GENERAL FUND TOTAL 3,616,131 5,766,132 5,189,519 5,589,519 DEPARTMENT TOTAL $3,616,131 $5,766,132 $5,189,519 $5,589,519 Budget, Page 413

413 Result: PUBLIC SAFETY CORONER Mission Statement The primary mission of the Coroner s Office is to determine cause of death in all cases of suspicious, unexpected, and unusual deaths. Performance Measures Performance Measure Projected Target Number of Deaths Reported 2,297 2,919 3,106 3,106 Number of Autopsies Conducted 1,473 2,292 1,702 2,330 Number of Mental Health Cases 2,788 2,783 2,356 2,356 % of Reported Deaths with Autopsy Provided 64.1% 78.5% 55.4% 75.0% Funding Summary Year Proposed GF Expenditure $1,905,826 $1,614,332 $1,047,555 $1,466,288 $1,454,871 $1,611,763 $1,505,100 $1,434,444 Total Funding $1,905,826 $1,614,332 $1,286,825 $1,730,853 $1,876,362 $1,611,763 $1,505,100 $1,434,444 #FTEs All Full-Time Employee figures are adopted Budget, Page 414

414 Department s Objective The Coroner is responsible for determining the nature and cause of death in all cases of suspicious, unexpected, and unusual deaths, including sudden deaths, violent deaths, and deaths due to unknown or obscure causes. The Coroner examines all cases of alleged rape, carnal knowledge and crimes against nature, and the commitment of mentally disturbed persons. Additionally, the Coroner will examine alleged victims of child abuse and police brutality Key Programs Funded in Program Name: Administration Result Area: Public Safety Funding: $1,503,827 Funding: $1,339,461 Full-Time Employees: 12.4 General Fund: $1,3339,461 Other Funds: Source: Program Description: The Orleans Parish Coroner s Office will provide professional autopsies and accurate toxicology reports. The Office will also provide causes and manner of death and serve as an indispensable member of the Criminal Justice System. Key Performance Indicators: Performance Measure Projected Target Total deaths reported Number of autopsies Program Name: Investigation Result Area: Public Safety Funding: $107,936 Funding: $94,983 Full-Time Employees: 2 General Fund: $94,983 Other Funds: Source: Program Description: The Orleans Parish Coroner s Office of Investigation will investigate deaths by gathering information and formulating a conclusion that will provide input into causes and manners of death. The office also identifies deceased and notifies next of kin. Key Performance Indicators: Accurate identification of remains, documented causes, and manner of death. Perform detail and error free investigations. Budget, Page 415

415 DEPARTMENTAL BUDGET SUMMARY CORONER'S OFFICE Proposed EXPENDITURES PERSONAL SERVICES 807, , , ,542 OTHER OPERATING 1,068, , , ,902 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,876,362 $1,611,763 $1,505,100 $1,434,444 SOURCE OF FUNDING GENERAL FUND 1,454,871 1,611,763 1,505,100 1,434,444 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS 421, STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,876,362 $1,611,763 $1,505,100 $1,434,444 Budget, Page 416

416 CORONER'S OFFICE PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8201 CORONER ADMINISTRATION 703, , ,339, CORONER INVESTIGATIONS 94, , GENERAL FUND 798, , ,434,444 DEPARTMENT TOTAL 798, , ,434,444 Budget, Page 417

417 CORONER'S OFFICE EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8201 CORONER ADMINISTRATION 1,302,111 1,503,827 1,410,117 1,339, CORONER INVESTIGATIONS 152, ,936 94,983 94, GENERAL FUND TOTAL 1,454,871 1,611,763 1,505,100 1,434,444 FEM FED DEPARTMENT OF EMERGENCY 8201 CORONER ADMINISTRATION 421, FEM FED DEPARTMENT OF EMERGENCY TOTAL 421, DEPARTMENT TOTAL $1,876,362 $1,611,763 $1,505,100 $1,434,444 Budget, Page 418

418 CORONER'S OFFICE PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 8201 CORONER ADMINISTRATION MEDICAL ATTENDANT U CLERK II U CLERK IV U40 CORONER'S PHYSICIAN (PATHOLOGIST) U EQUIPMENT OPERATOR I U OFFICE ASSISTANT U CORONER Z 8201 CORONER ADMINISTRATION TOTAL CORONER INVESTIGATIONS SPECIAL INVESTIGATOR U46 POLICE TECHNICAL SPECIALIST TRAINEE U CORONER INVESTIGATIONS TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 419

419 Result: OPPORTUNITIES FOR YOUTH JUVENILE COURT Mission Statement To provide a court of excellence for children, youth, and families by enforcing the Louisiana Children s Code. Performance Measures Measure Projected Target Filings 585 1,545 2,434 3,160 2,844 Charges ,624 1,462 Children 485 1,720 2,629 2,640 2,376 Continuances ,142 1,028 Case Processing Time - Median NM NM Average Length of Stay in Detention (days) NM NM Funding Summary Year Proposed GF Expenditures $2,077,834 $1,753,530 $1,206,577 $1,699,725 $2,919,119 $3,601,035 $3,236,427 $3,114,851 Total Funding $2,323,713 $1,900,118 $1,314,577 $1,699,725 $2,919,119 $3,601,035 $3,236,427 $3,114,851 # FTEs All Full Time Employees figures are adopted Budget, Page 420

420 Department s Objective The New Orleans Juvenile Court system operates under the Judicial and Parochial Branch of City government. Judges in the Juvenile Court system enforce the City s Louisiana Children s code by hearing both dependency and delinquency cases. The Department s objective is to deliver exceptional court services including administrative, financial, and coordinated responses to the needs of children, youth and families at all phases of a court proceeding. The Juvenile Court system provides / facilitates prevention, adjudication, and post-adjudication services to minors. Key Programs Funded in Program Name: Administrative Services Result Area: Public Safety Funding: $2,415,062 Funding: $2,164,851 Full-Time Employees: 27 General Fund: $2,164,851 Other Funds: Source: Program Description: The Orleans Parish Juvenile Court will oversee all administrative, recording keeping and conflict counsel responsibilities associated with processing Child in Need of Care, Delinquency, Families In Need of Services, Child Support, Juvenile Traffic, and Public and Private Adoption cases to ensure court operability in a manner consistent with assuring public safety and service delivery. Key Performance Indicators: Performance Measure Projected Target Increase court efficiency by reducing number of continuances by 50 %. Improve case processing by 35 %. Median (days) * Reducing average length of stay in detention by 5 days. * * New Measure, prior year data not available Program Name: Reception, Resource and Skills Center Result Area: Opportunities for Youth Funding: N/A Funding: $950,000 Full-Time Employees: 22 General Fund: $950,000 Other Funds: Source: Program Description: The Reception, Resource, and Skills Center (RRSC) increases public safety, provides opportunities for youth and families, and increases public savings by coordinating and providing reception and intake services and resources referrals from the point of arrest. The RRSC provides intake and referral services for all youth arrested in the City of New Orleans serving as the nexus between agencies that serve at-risk youth in New Orleans. Key Performance Indicators: Performance Measure Projected Target Reduce admissions to the YSC by 15% through the use of appropriate Alternatives to Detention in accordance with the Risk Assessment Instrument (RAI). Reduce recidivism by 25% with use of Alternatives to Detention Annual enrollment increases in participants employed or placed in an educational or community based programs upon successful completion of the program * New Measure, prior year data not available 550 Youth admitted 526 Youth admitted 478 Youth admitted 406 Youth admitted * * 15% 11% * Budget, Page 421

421 DEPARTMENTAL BUDGET SUMMARY JUVENILE COURT Proposed EXPENDITURES PERSONAL SERVICES 1,352,495 2,153,187 2,020,664 2,020,664 OTHER OPERATING 1,566,624 1,447,848 1,215,763 1,094,187 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $2,919,119 $3,601,035 $3,236,427 $3,114,851 SOURCE OF FUNDING GENERAL FUND 2,919,119 3,601,035 3,236,427 3,114,851 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $2,919,119 $3,601,035 $3,236,427 $3,114,851 Budget, Page 422

422 JUVENILE COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8302 ADMINISTRATIVE SERVICES 526,824 1,094, ,621, CLERK'S SERVICES 439, , JUDGES' PERSONNEL 1,022, ,022, RESTITUTION 32, , GENERAL FUND 2,020,664 1,094, ,114,851 DEPARTMENT TOTAL 2,020,664 1,094, ,114,851 Budget, Page 423

423 JUVENILE COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8302 ADMINISTRATIVE SERVICES 1,921,955 2,415,062 1,742,587 1,621, CLERK'S SERVICES 207, , , , JUDGES' PERSONNEL 789, ,473 1,022,237 1,022, RESTITUTION ,509 32, GENERAL FUND TOTAL 2,919,119 3,601,035 3,236,427 3,114,851 DEPARTMENT TOTAL $2,919,119 $3,601,035 $3,236,427 $3,114,851 Budget, Page 424

424 JUVENILE COURT PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 8302 ADMINISTRATIVE SERVICES JUDICIAL ADMINISTRATOR, JUVENILE COURT U66 URBAN POLICY SPECIALIST IV U64 ASST. JUDICIAL ADMINISTRATOR U82 PROGRAM COORDINATOR-RESTITUTION U PROGRAM SPECIALIST U OFFICE SUPPORT SPECIALIST U ADMINISTRATIVE DATA SPECIALIST U ACCOUNTANT U PUBLIC SAFETY OFFICER U ADMINISTRATIVE SERVICES TOTAL CLERK'S SERVICES CLERK OF JUVENILE COURT U66 CHIEF DEPUTY CLERK,JUVENILE COURT U43 COURT CLERK I U50 COURT CLERK II U OFFICE ASSISTANT U CLERK'S SERVICES TOTAL JUDGES' PERSONNEL COURT REPORTER (JUVENILE COURT) U MINUTE CLERK, JUVENILE COURT U COURT CRIER U50 COURT CLERK, SUPERVISOR U COURT REPORTER U ATTORNEY I U CASE MANAGER U JUDGES' PERSONNEL TOTAL RESTITUTION OFFICE SUPPORT SPECIALIST U Budget, Page

425 JUVENILE COURT PERSONNEL SUMMARY Program No. Pay Grade Proposed RESTITUTION TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 426

426 Result: PUBLIC SAFETY FIRST CITY COURT Mission Statement Louisiana Revised Statutes 13:2152 and 13:2156 provide that the City of New Orleans may pay additional compensation to the judges and a salary to the criers of each section of the City Court. Performance Measures Performance measures will be determined in. Funding Summary Year Proposed GF Expenditure $0 $0 $0 $0 $6,000 $6,000 $5,400 4 Total Funding $0 $0 $0 $0 $6,000 $6,000 $5,400 $5,400 #FTEs All Full-Time Employee figures are adopted Key Programs Funded in Program Name: Orleans Parish First City Court Result Area: Public Safety Funding: $6,000 Funding: $5,400 Full-Time Employees: N/A General Fund: $5,400 Other Funds: Source: Program Description: The Orleans Parish First City Courts jurisdiction includes civil lawsuits with claims up to $20,000.00, small claims suits up to $3, and evictions for residential and commercial properties with rental fees up to $3, per month. First City Court has jurisdiction over the entire Eastbank of Orleans Parish, making it one of the largest jurisdictions in the United States. Key Performance Indicators: Measures to be developed in Budget, Page 427

427 DEPARTMENTAL BUDGET SUMMARY FIRST CITY COURT Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 0 6,000 5,400 5,400 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $0 $6,000 $5,400 $5,400 SOURCE OF FUNDING GENERAL FUND 0 6,000 5,400 5,400 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $0 $6,000 $5,400 $5,400 Budget, Page 428

428 FIRST CITY COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8321 CITY COURTS 0 5, , GENERAL FUND 0 5, ,400 DEPARTMENT TOTAL 0 5, ,400 FIRST CITY COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8321 CITY COURTS 0 6,000 5,400 5, GENERAL FUND TOTAL 0 6,000 5,400 5,400 DEPARTMENT TOTAL $0 $6,000 $5,400 $5,400 Budget, Page 429

429 Result: PUBLIC SAFETY CIVIL COURT Mission Statement Louisiana Revised Statutes 13:1302 provides that the City of New Orleans shall pay additional compensation to the criers of each section of Civil District Court. Performance Measures Funding Summary Performance measures will be determined in. Year Proposed GF Expenditure $0 $0 $0 $0 $0 $14,400 $12,960 $12,960 Total Funding $0 $0 $0 $0 $0 $14,400 $12,960 $12,960 #FTEs Key Programs Funded in Program Name: Civil District Court Result Area: Public Safety Funding: $14,400 Funding: $12,960 Full-Time Employees: N/A General Fund: $12,960 Other Funds: Source: Program Description: Civil District Court is a court of general civil jurisdiction. The court handles all civil disputes for the Parish of Orleans. Key Performance Indicators: Measures to be developed in. Budget, Page 430

430 DEPARTMENTAL BUDGET SUMMARY CIVIL COURT Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 0 14,400 12,960 12,960 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $0 $14,400 $12,960 $12,960 SOURCE OF FUNDING GENERAL FUND 0 14,400 12,960 12,960 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $0 $14,400 $12,960 $12,960 Budget, Page 431

431 CIVIL COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8341 CIVIL DISTRICT COURT 0 12, , GENERAL FUND 0 12, ,960 DEPARTMENT TOTAL 0 12, ,960 CIVIL COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8341 CIVIL DISTRICT COURT 0 14,400 12,960 12, GENERAL FUND TOTAL 0 14,400 12,960 12,960 DEPARTMENT TOTAL $0 $14,400 $12,960 $12,960 Budget, Page 432

432 Result: PUBLIC SAFETY MUNICIPAL COURT Mission Statement The mission of the Municipal Court is to prosecute violators of the Ordinances of the City of New Orleans. Performance Measures Performance measures will be determined in. Funding Summary Year Proposed GF Expenditure $1,473,377 $285,566 $969,330 $1,051,412 $1,121,520 $1,885,435 $1,763,882 $1,625,900 Total Funding $1,473,377 $285,566 $969,330 $1,051,412 $1,121,520 $1,885,435 $1,763,882 $1,625,900 #FTEs All Full-Time Employee figures are adopted Department s Objective The goal of the Municipal Court is to process all arrest cases, arraignments, and trials, maintain records in the Clerk s Office, and to accept offenders in accordance with City Ordinances 828 M.C.S. of the City Code. Budget, Page 433

433 Key Programs Funded in Program Name: Municipal Court Operations Result Area: Public Safety Funding: $1,885,435 Funding: $1,625,900 Full-Time Employees: General Fund: $1,625,900 Other Funds: Source: Program Description: New Orleans Municipal Court maintains concurrent jurisdiction over state misdemeanor and misdemeanor city code violations excepting traffic offenses. New Orleans Municipal Court processes 45% to 50% of all criminal offenses which originate within Orleans Parish. Every case presented to this court is accepted for prosecution and resolved through the criminal adjudicative process. New Orleans Municipal Court also handles offenses generated by other agencies (e.g. Wildlife, Levee Boards and Citations issued by other City Departments (e.g. Health, Housing). Key Performance Indicators: The Municipal Court s target is to continue to process every case presented to it for adjudication and to expand its program initiatives relative to alternative sentencing, substance abuse court and mental health court. The Court will continue to pursue programs to continue to decrease the City s expenditure for prisoner housing costs. Budget, Page 434

434 DEPARTMENTAL BUDGET SUMMARY MUNICIPAL COURT Proposed EXPENDITURES PERSONAL SERVICES 367, , , ,060 OTHER OPERATING 754,247 1,534,247 1,380,822 1,242,740 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $1,121,520 $1,885,435 $1,763,882 $1,625,800 SOURCE OF FUNDING GENERAL FUND 1,121,520 1,885,435 1,763,882 1,625,800 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $1,121,520 $1,885,435 $1,763,882 $1,625,800 Budget, Page 435

435 MUNICIPAL COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8351 MUNICIPAL COURT 383,060 1,242, ,625, GENERAL FUND 383,060 1,242, ,625,800 DEPARTMENT TOTAL 383,060 1,242, ,625,800 MUNICIPAL COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8351 MUNICIPAL COURT 1,121,520 1,885,435 1,763,882 1,625, GENERAL FUND TOTAL 1,121,520 1,885,435 1,763,882 1,625,800 DEPARTMENT TOTAL $1,121,520 $1,885,435 $1,763,882 $1,625,800 Budget, Page 436

436 MUNICIPAL COURT PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 8351 MUNICIPAL COURT JUDGE Z JUDGE AD HOC Z 8351 MUNICIPAL COURT TOTAL GENERAL FUND TOTAL JUDCL ACCT-MUN CT REV FD 9160 JUDICIAL E P REV FUND OFFICE ASSISTANT III 34 COURT PROBATION OFFICER SENIOR COURT PROBATION OFFICER 46 CLERK OF COURT, ASSISTANT 59 CLERK I U CLERK II U CLERK OF MUNICIPAL COURT U66 COURT REPORTER (MUNICIPAL COURT) U CLERK IV U MINUTE CLERK, MUNICIPAL COURT U SECRETARY (MUNICIPAL COURT) U COURT CRIER (MUNICIPAL COURT) U DOMESTIC VIOLENCE CLERK,MUNICIPAL COURT U JUDICIAL ADMINISTRATOR U87 COURT CLERK II U54 OFFICE ASSISTANT U JUDICIAL E P REV FUND TOTAL JUDCL ACCT-MUN CT REV FD TOTAL Budget, Page 437

437 DEPARTMENT TOTAL Budget, Page 438

438 Result: PUBLIC SAFETY TRAFFIC COURT Mission Statement The mission of the Traffic Court is to prosecute violators of the Ordinances of the City of New Orleans. Performance Measures Number of prosecutions Amount of time to dispose of cases from filing of tickets through sentencing and collection of fines. Funding Summary Year Proposed GF Expenditure $1,422,242 $1,000,039 $886,405 $913,725 $925,238 $970,035 $940,706 $940,706 Total Funding $1,422,242 $1,000,039 $886,405 $913,725 $925,238 $970,035 $940,706 $940,706 #FTEs Programs Funded in Program Name: Judges and Contractual Services Result Area: High Performing Government Funding: $970,035 Funding: $940,706 Full-Time Employees: 5 General Fund: $940,706 Other Funds: Source: Program Description: Adjudicate traffic offenses, as mandated by law. Key Performance Indicators: Number of prosecutions Amount of time it takes to dispose of cases from filing of tickets through sentencing and collection of fines. Budget, Page 439

439 Program Name: Traffic Court Operations Result Area: High Performing Government Funding: Funding: Full-Time Employees: 77 General Fund: Other Funds: N/A Source: Revolving Fund Program Description: Adjudicate traffic offenses, as mandated by law. Key Performance Indicators: Number of prosecutions Amount of time it takes to dispose of cases from filing of tickets through sentencing and collection of fines. Budget, Page 440

440 DEPARTMENTAL BUDGET SUMMARY TRAFFIC COURT Proposed EXPENDITURES PERSONAL SERVICES 292, , , ,527 OTHER OPERATING 632, , , ,179 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $925,238 $970,035 $940,706 $940,706 SOURCE OF FUNDING GENERAL FUND 925, , , ,706 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $925,238 $970,035 $940,706 $940,706 Budget, Page 441

441 TRAFFIC COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8361 TRAFFIC COURT 344, , , GENERAL FUND 344, , ,706 DEPARTMENT TOTAL 344, , ,706 TRAFFIC COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8361 TRAFFIC COURT 925, , , , GENERAL FUND TOTAL 925, , , ,706 DEPARTMENT TOTAL $925,238 $970,035 $940,706 $940,706 Budget, Page 442

442 TRAFFIC COURT PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 8361 TRAFFIC COURT JUDGE Z JUDGE AD HOC Z 8361 TRAFFIC COURT TOTAL GENERAL FUND TOTAL TRAFFIC COURT REV FUND 9120 TFC COURT REV FUND SENIOR COURT PROBATION OFFICER CLERK I U28 CLERK OF TRAFFIC COURT U66 COURT REPORTER (TRAFFIC COURT) U34 CLERK IV U CUSTOMER SERVICES SPECIALIST U30 MINUTE CLERK U SECRETARY (TRAFFIC COURT) U JUDICIAL ADMINISTRATOR, TRAFFIC COURT U66 COURT CRIER U DWI CLERK, TRAFFIC COURT U SECRETARY U ASST. JUDICIAL ADMINISTRATOR U COURT REPORTER U OFFICE SUPPORT SPECIALIST U54 OFFICE ASSISTANT U ACCOUNTANT U TFC COURT REV FUND TOTAL TRAFFIC COURT REV FUND TOTAL Budget, Page 443

443 DEPARTMENT TOTAL Budget, Page 444

444 Result: PUBLIC SAFETY CRIMINAL DISTRICT COURT Mission Statement The duties of Criminal District Court for Orleans Parish are described in the Louisiana Constitution, Article VII, Section 82:85, and in Louisiana Revised Statutes 13:1338 through The goal of the Court is to prosecute all crimes, misdemeanors, and offenses committed within the Parish of Orleans, in which jurisdiction is not vested in some other court. Performance Measures Performance measures will be determined in. Funding Summary Year Proposed GF Expenditure $1,996,102 $1,770,186 $1,177,199 $1,982,149 $2,634,662 $2,844,662 $2,560,196 $3,060,196 Total Funding $1,996,102 $1,770,186 $1,177,199 $1,982,149 $2,634,662 $2,844,662 $2,560,196 $3,060,196 #FTEs All Full-Time Employee figures are adopted Department s Objective Criminal District Court prosecutes all crimes, misdemeanors, and offenses committed within the Parish of Orleans, in which jurisdiction is not vested in some other court Budget, Page 445

445 Key Programs Funded in Program Name: Personnel & Programs Result Area: Public Safety Funding: $2,634,662 Funding: $2,871,196 Full-Time Employees: n/a General Fund: $2,871,196 Other Funds: Source: Program Description: The primary role of the court is to serve as an independent and objective arbitrator to ensure that legal proceedings are properly conducted according to due process. Key Performance Indicators: Performance Measure Projected Target Total Number of Case Accepted 6,978 7,877 4,802 10,500 Total Number of Open Cases ,148 YTD 2,200 Total Number of Jury Trials Number of Jury Trials Lasting Longer than 1 Day Number of Capital Cases Pending YTD 70 Program Name: Jury Expenses Result Area: Public Safety Funding: $210,000 Funding: $189,000 Full-Time Employees: n/a General Fund: $189,000 Other Funds: Source: Program Description: As mandated by State Law, R.S. 15:304 of the Louisiana Code of Procedure, this department will continue to provide jurors who will serve on various criminal trials thereby effectively contributing to the administration of justice. Jury participation will enhance public safety. Key Performance Indicators: Performance Measure Projected Target Total Number of Case Accepted 6,978 7,877 4,802 10,500 Total Number of Open Cases ,148 YTD 2,200 Total Number of Jury Trials Number of Jury Trials Lasting Longer than 1 Day Number of Capital Cases Pending YTD - Budget, Page 446

446 DEPARTMENTAL BUDGET SUMMARY CRIMINAL DISTRICT COURT Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 2,634,662 2,844,662 2,560,196 3,060,196 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $2,634,662 $2,844,662 $2,560,196 $3,060,196 SOURCE OF FUNDING GENERAL FUND 2,634,662 2,844,662 2,560,196 3,060,196 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $2,634,662 $2,844,662 $2,560,196 $3,060,196 Budget, Page 447

447 CRIMINAL DISTRICT COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8371 CDC PERSONNEL 0 2,371, ,371, JURY MEALS 0 189, , CDC PROGRAMS 0 500, , GENERAL FUND 0 3,060, ,060,196 DEPARTMENT TOTAL 0 3,060, ,060,196 CRIMINAL DISTRICT COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8371 CDC PERSONNEL 2,634,662 2,634,662 2,371,196 2,371, JURY MEALS 0 210, , , CDC PROGRAMS , GENERAL FUND TOTAL 2,634,662 2,844,662 2,560,196 3,060,196 DEPARTMENT TOTAL $2,634,662 $2,844,662 $2,560,196 $3,060,196 Budget, Page 448

448 Result: PUBLIC SAFETY CRIMINAL SHERIFF Mission Statement The mission of the Sheriff s Office is to manage the care, custody, and control of individuals incarcerated in Orleans Parish on Municipal, Traffic, State, and Federal charges. The Department provides for the safety, medical care, and feeding of the persons in their custody. Performance Measures Performance measures will be determined in. Funding Summary Year Proposed GF Expenditure $35,101,469 $29,807,567 $36,527,942 $24,020,922 $25,327,988 $22,766,556 $20,489,901 $20,489,901 Total Funding $35,101,469 $29,807,567 $36,527,942 $24,020,922 $25,327,988 $22,766,556 $20,489,901 $20,489,901 #FTEs 1 n/a n/a n/a n/a n/a n/a n/a n/a 1 n/a The Sheriff does not provide information on employees to the City. Information is available from the Sheriff. Department s Objective The Sheriff s Office provides care, custody and control over individuals incarcerated within Orleans Parish. The Criminal Sheriff maintains and operates municipal jail facilities in Orleans Parish. Beyond inmate supervision, the Sheriff s Office staffs courtrooms with bailiffs and transports prisoners to and from court hearings. The Criminal Sheriff provides the booking and processing of individuals arrested within Orleans Parish. The Sheriff monitors inmates completing work-release sentences and supervises inmates participating in community service activities. Budget, Page 449

449 Key Programs Funded in Program Name: Criminal Sheriff Operations Result Area: Public Safety Funding: $19,566,556 Funding: $17,609,901 Full-Time Employees: n/a General Fund: $17,609,901 Other Funds: Source: Program Description: The Sheriff s Office does the initial booking of individuals arrested within Orleans Parish. The Criminal Sheriff provides care, custody and control of individuals incarcerated within Orleans Parish. The care of prisoners includes provision of food, shelter and medical services to incarcerated individuals. Custody and control of prisoners includes their transportation to and from jail appearances as well as their supervision during community service tasks. The Sheriff is further tasked with executing all writs, orders, and processes of the Traffic, Municipal, and Criminal Courts. The Criminal Sheriff s office provides bailiffs to monitor criminal court rooms and transports prisoners to and from jails. Key Performance Indicators: Measures to be developed in. Program Name: Parish Prison Medical Result Area: Public Safety Funding: $3,200,000 Funding: $2,880,000 Full-Time Employees: n/a General Fund: $2,880,000 Other Funds: Source: Program Description: The Sheriff s Office does the initial booking of individuals arrested within Orleans Parish. The Criminal Sheriff provides care, custody and control of individuals incarcerated within Orleans Parish. The care of prisoners includes provision of food, shelter and medical services to incarcerated individuals. Custody and control of prisoners includes their transportation to and from jail appearances as well as their supervision during community service tasks. The Sheriff is further tasked with executing all writs, orders, and processes of the Traffic, Municipal, and Criminal Courts. The Criminal Sheriff s office provides bailiffs to monitor criminal court rooms and transports prisoners to and from jails. Key Performance Indicators: Measures to be developed in. Budget, Page 450

450 DEPARTMENTAL BUDGET SUMMARY CRIMINAL SHERIFF Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 25,327,988 22,766,556 20,489,901 20,489,901 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $25,327,988 $22,766,556 $20,489,901 $20,489,901 SOURCE OF FUNDING GENERAL FUND 25,327,988 22,766,556 20,489,901 20,489,901 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $25,327,988 $22,766,556 $20,489,901 $20,489,901 Budget, Page 451

451 CRIMINAL SHERIFF PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8501 OFFICE OF THE SHERIFF 0 17,609, ,609, PARISH PRISON MEDICAL 0 2,880, ,880, GENERAL FUND 0 20,489, ,489,901 DEPARTMENT TOTAL 0 20,489, ,489,901 CRIMINAL SHERIFF EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8501 OFFICE OF THE SHERIFF 23,214,537 19,566,556 17,609,901 17,609, PARISH PRISON MEDICAL 2,113,451 3,200,000 2,880,000 2,880, GENERAL FUND TOTAL 25,327,988 22,766,556 20,489,901 20,489,901 DEPARTMENT TOTAL $25,327,988 $22,766,556 $20,489,901 $20,489,901 Budget, Page 452

452 Result: PUBLIC SAFETY CLERK OF CRIMINAL DISTRICT COURT Mission Statement Clerk of Criminal District Court mission is to support the criminal justice system, as the keeper of records and evidence. Maintain integrity and justice within the system as the custodian of elections and polling sites. Performance Measures Funding Summary Measure Projected Target # of Criminal Charges 6,978 7,877 4,801 1,878 # of Felonies 3,504 4,374 2, # of Misdemeanors 3,474 3,503 2,426 1,036 # of Elections Year Proposed GF Expenditure $2,959,287 $2,463,463 $1,780,723 $2,193,422 $2,447,641 $3,758,492 $3,339,373 $3,329,595 Total Funding $2,959,287 $2,463,463 $2,097,860 $3,556,181 $3,455,910 $5,216,147 $3,339,373 $3,329,595 #FTEs Department s Objective The Clerk of Criminal District Court operates under the Judicial and Parochial Branch of City government. The Clerk s objective is to provide incomparable court services including administrative, pre-court and in-court divisions, record processing, evidence and polling sites. The Clerk s office goal is to assist and support the criminal justice system in the path of public safety for the City of New Orleans. Budget, Page 453

453 Key Programs Funded in Program Name: Administration Result Area: Public Safety Funding: $730,653 Funding: $1,061,515 Full-Time Employees: 20 General Fund: $1,071,293 Other Funds: Source: Program Description: To establish policies and provide administrative functions for the constitutionally elective office of the Clerk of Criminal District Court. Administration of all court services, conduct all Orleans Parish election functions as Ex- Officio Parish Custodian of Voting Machines. Key Performance Indicators: Performance Measure Projected Target # of Criminal Charges 6,978 7,877 # of Felonies 3,504 4,374 # of Misdemeanors 3,474 3,503 # of Elections 5 8 Program Name: Pre-Court Result Area: Public Safety Funding: $490,851 Funding: $700,777 Full-Time Employees: 22.5 General Fund: $700,777 Other Funds: Source: Program Description: Maintain Pre-Trial folders and all related documents on arrestee; provide and maintain automated case filings, allotments for arrestee; processing of arrest and search warrants; maintaining computer-based records and information system. Key Performance Indicators: Performance Measure Projected Target # of Criminal Charges 6,978 7,877 # of Felonies 3,504 4,374 # of Misdemeanors 3,474 3,503 # of Elections 5 8 Program Name: Clerk In-Court Result Area: Public Safety Funding: $757,006 Funding: $1,076,730 Full-Time Employees: 34 General Fund: $1,076,730 Other Funds: Source: Program Description: Provide adequate clerical support to eleven (11) sections of court for case generation and appeals processing; maintain computer-based court records systems; issue conviction notification to appropriate agencies; issue court notices, subpoenas, grand jury subpoenas, subpoena duces tecum; catalogs, store and produce evidence as needed by the court. Key Performance Indicators: Performance Measure Projected Target # of Criminal Charges 6,978 7,877 # of Felonies 3,504 4,374 # of Misdemeanors 3,474 3,503 # of Elections 5 8 Program Name: Records Room Result Area: Public Safety Funding: $41,738 Funding: $300,147 Full-Time Employees: 9 General Fund: $300,147 Other Funds: Source: Program Description: Maintain closed records library, implement system for records retrieval; provide information to public and other criminal justice agencies; reproduce records missing or destroyed by Order by Court. Key Performance Indicators: Performance of statutorily mandated functions of the Clerk of Criminal District Court for the Parish of Orleans, relative to public accessibility to and use of closed records. Budget, Page 454

454 Program Name: Microfilm Result Area: Public Safety Funding: $97,022 Funding: $113,955 Full-Time Employees: 4 General Fund: $113,955 Other Funds: Source: Program Description: Maintain active document security file; film all closed case filed in unitized format; provide rebuilt and duplicated records to Criminal, Appellate and Federal Courts Key Performance Indicators: Number of documents filed Number of rolls of film processed and inspected Amount of duplicated film stored. Program Name: Polling Site Location Result Area: Public Safety Funding: $113,362 Funding: $76,471 Full-Time Employees: 2 General Fund: $76,471 Other Funds: Source: Program Description: Maintain suitable polling sites for 474 voting precincts; Relocate polls as needed due to unsatisfactory conditions, securing of better site or owner request. Key Performance Indicators: Performance of contractual obligation between the Clerk of Criminal District Court and the Council of the City of New Orleans relative to securing polling sites. (1) Number of sites moved; (2) number of sites moved due to unsatisfactory conditions disclosed by the questionnaire responses (3) number of moves approved by City Council. Budget, Page 455

455 DEPARTMENTAL BUDGET SUMMARY CLERK OF CRIMINAL DIST COURT Proposed EXPENDITURES PERSONAL SERVICES 3,352,061 5,107,497 3,241,588 3,241,588 OTHER OPERATING 103, ,650 97,785 88,007 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $3,455,910 $5,216,147 $3,339,373 $3,329,595 SOURCE OF FUNDING GENERAL FUND 2,447,641 3,758,492 3,339,373 3,329,595 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE 1,008,269 1,457, FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $3,455,910 $5,216,147 $3,339,373 $3,329,595 Budget, Page 456

456 CLERK OF CRIMINAL DIST COURT PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8610 CLERK ADMINISTRATION 973,508 88, ,061, CLERK PRE-COURT 700, , CLERK IN-COURT 1,076, ,076, CLERK RECORDS ROOM 300, , CLERK MICROFILM 113, , CLERK POLLING SITES 76, , GENERAL FUND 3,241,588 88, ,329,595 DEPARTMENT TOTAL 3,241,588 88, ,329,595 Budget, Page 457

457 CLERK OF CRIMINAL DIST COURT EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8610 CLERK ADMINISTRATION 720, ,653 1,071,293 1,061, CLERK PRE-COURT 469, , , , CLERK IN-COURT 688, ,006 1,076,730 1,076, CLERK C J INFRASTRUCTER RECOVE 323,219 1,527, CLERK RECORDS ROOM 56,368 41, , , CLERK MICROFILM 89,075 97, , , CLERK POLLING SITES 101, ,362 76,471 76, GENERAL FUND TOTAL 2,447,641 3,758,492 3,339,373 3,329,595 LLE LA COMMISSION ON LAW ENFORCEMT 8640 CLERK C J INFRASTRUCTER RECOVE 1,008,269 1,457, LLE LA COMMISSION ON LAW ENFORCEMT TOTAL 1,008,269 1,457, DEPARTMENT TOTAL $3,455,910 $5,216,147 $3,339,373 $3,329,595 Budget, Page 458

458 CLERK OF CRIMINAL DIST COURT PERSONNEL SUMMARY Program No. Pay Grade Proposed GENERAL FUND 8610 CLERK ADMINISTRATION CLERK III U32 URBAN POLICY SPECIALIST V U CHIEF DEPUTY CLERK, CLERK,CRIMINAL DISTRICT COUR U70 ATTORNEY TO CLERK,CRIMINAL DISTRICT COURT U51 EXECUTIVE ASSISTANT TO THE CLERK,CRIMINAL DISTRI U OFFICE MANAGER, CLERK'S OFFICE,CRIMINAL DISTRICT U55 JUDICIAL ADMINISTRATOR U87 ADMINISTRATIVE SUPPORT SPECIALIST U67 COURT CLERK I U COURT CLERK II U54 COURT CLERK, SUPERVISOR U ACCOUNTANT U72 CLERK OF COURT, CLERK, CRIMINAL DISTRICT COURT Z 8610 CLERK ADMINISTRATION TOTAL CLERK PRE-COURT ADMINISTRATIVE SUPPORT SPECIALIST U COURT CLERK I U COURT CLERK II U OFFICE SUPPORT SPECIALIST U54 CLERK I U CLERK PRE-COURT TOTAL CLERK IN-COURT EXECUTIVE ASSISTANT TO THE CLERK,CRIMINAL DISTRI U63 ADMINISTRATIVE SUPPORT SPECIALIST U67 COURT CLERK I U COURT CLERK II U COURT CLERK, SUPERVISOR U63 U50 CLERK I Budget, Page 459

459 CLERK OF CRIMINAL DIST COURT PERSONNEL SUMMARY Program No. Pay Grade Proposed 2009 ACCOUNTANT U CLERK IN-COURT TOTAL CLERK RECORDS ROOM PROPERTY CLERK,CLERK, CRIMINAL DISTRICT COURT U45 COURT CLERK I U COURT CLERK II U54 COURT CLERK, SUPERVISOR U63 CLERK I U CLERK RECORDS ROOM TOTAL CLERK MICROFILM COURT CLERK I U CLERK I U CLERK MICROFILM TOTAL CLERK POLLING SITES ADMINISTRATIVE SUPPORT SPECIALIST U67 COURT CLERK II U CLERK POLLING SITES TOTAL GENERAL FUND TOTAL DEPARTMENT TOTAL Budget, Page 460

460 RESULT: HIGH PERFORMING GOVERNMENT REGISTRAR OF VOTERS Mission Statement The mission of the Department is to protect each citizen s basic civil right to vote by being compliant with Title 18 of the Louisiana Revised Statutes. Performance Measures Results Performance Measure Target Target Q1 Q2 Increase Customer Satisfaction Using the Average Score on Customer Satisfaction 70% 91.2% *95% Data Available 2 nd 90% Survey for Early Voting Quarter # of Continuing Education Classes Taken to Increase Staff Certification 10% 13.6% 30% 13% 13% Increase the Percentage of Participation in Early Voting Using Early Voting Participation Numbers Increase in the Percentage of Participation in Absentee Voting Using Voter Registration Numbers Increase the Percentage of digitized Voter Registration Records Funding Summary 5% 9% **2% **.05% Not Applicable 2% 4.6% **2% **1.54% Not Applicable 30% 70% *80% 25% 100% Year Proposed GF Expenditure $262,239 $261,588 $249,892 $313,957 $361,410 $372,100 $334,891 $484,891 Total Funding $262,239 $261,588 $249,892 $313,957 $361,410 $372,100 $334,891 $484,891 #FTEs 1 n/a n/a n/a n/a n/a n/a n/a n/a 1 Registrar of Voters Full-Time Employees are not part of the City human resource system. Budget, Page 461

461 Department s Objective The Objective of the New Orleans Registrar of Voters is to adhere to the rules and regulations delineated in the Louisiana Election Code (Title 18 of the Louisiana Revised Statutes). The Registrar s office strives to protect each citizen s basic right to vote. The Registrar of Voters office is responsible for voter registration and the administration and enforcement of the laws, rules, and regulations of the secretary of state, relating to registration of voters. The Registrar s office conducts absentee by mail/fax and early voting, and must be compliant with laws written to encourage voting among those electors displaced due to Hurricanes Katrina and Rita. Other responsibilities include, but are not limited to, the administering of special programs for persons with disabilities, the canvassing of voter registration rolls, community outreach, and the updating of voter registration records. By law, the Registrar s office participates in the state computer system (ERIN Elections and Registration Information Network), allowing the continuous aggregation of elections data, the update of voter registration records, and the access to statistical data relative to the elections process. The Registrar s office is required to provide all necessary assistance to the Secretary of State to affect the inclusion of Orleans Parish in the statewide computer program. The Registrar s office additionally houses and provides for the protection and security of all original voter registration records. Programs Funded in Program Name: Judicial and Parochial Office/Professional Services Result Area: High Performing Government Funding: $372,100 Funding: $484,891 Full-Time Employees: 22 General Fund: $484,891 Other Funds: $0 Source: N/A Program Description: The Registrar of Voters office adheres to the rules and regulations delineated in the Louisiana Election Code (Title 18 of the Louisiana Revised Statutes) and strives to protect each citizen s basic right to vote. This program provides staff salaries necessary to handle the anticipated increased workload in. Key Performance Indicators: Timely processing election data Budget, Page 462

462 DEPARTMENTAL BUDGET SUMMARY REGISTRAR OF VOTERS Proposed EXPENDITURES PERSONAL SERVICES OTHER OPERATING 361, , , ,891 DEBT SERVICE RESERVES GRANTS, CONTRIB. & FUND TRAN TOTAL EXPENDITURES $361,410 $372,100 $334,891 $484,891 SOURCE OF FUNDING GENERAL FUND 361, , , ,891 ENTERPRISE DOWNTOWN DEVELOPMENT DIST HOUSING AND URBAN DEVELOP SELF GENERATED LIBRARY LLE FEDERAL GRANTS STATE GRANTS GRANTS, CONTRIB., & FUND TRAN N. O. REGIONAL BUSINESS PARK ECONOMIC DEVELOPMENT FUND HOUSING IMPROVMENT FUND TOTAL FUNDING $361,410 $372,100 $334,891 $484,891 Budget, Page 463

463 REGISTRAR OF VOTERS PROGRAM DETAIL Program No. Personal Services Other Operating Debt Service Total 001 GENERAL FUND 8751 REGISTRAT OF VOTERS 0 484, , GENERAL FUND 0 484, ,891 DEPARTMENT TOTAL 0 484, ,891 REGISTRAR OF VOTERS EXPENDITURE SUMMARY Program No. Proposed GENERAL FUND 8751 REGISTRAT OF VOTERS 361, , , , GENERAL FUND TOTAL 361, , , ,891 DEPARTMENT TOTAL $361,410 $372,100 $334,891 $484,891 Budget, Page 464

464 Result: HIGH PERFORMING GOVERNMENT JUDICIAL RETIREMENT Mission Statement The Louisiana Revised Statutes require that the pensions for retired judges' widows be paid from the same source as that from which the judge was originally compensated. Funding Summary Year Proposed GF Expenditures $151,924 $145,148 $162,197 $154,605 $225,783 $163,792 $163,792 $163,792 Total Funding $151,924 $145,148 $162,197 $154,605 $225,783 $163,792 $163,792 $163,792 # FTEs All Full Time Employees figures are adopted. Programs Funded in Program Name: Judicial Retirement Pension Fund Result Area: High Performing Government Funding: $163,792 Funding: $163,792 Full-Time Employees: 0 General Fund: $163,792 Other Funds: $0 Source: N/A Program Description: Provides payments to the widows of retired judges. Key Performance Indicators: Timeliness of pension payments Budget, Page 465