2020 Annual Operating Budget

 

City of New Orleans
Mayor LaToya Cantrell

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 What’s Inside…
Overview: How to Use this Book………………………………………………………………………..

7

Organizational Information
Council Members & Council District Map………………………………………………………………
City Organizational Chart…………………………………………………………………………………
Mayor’s Administration Organizational Chart………………………………………………………...
Mayor’s Chief Administrative Office Organizational Chart…………………………………………

11
12
13
14

Welcome and Background
The Mayor’s Budget Message…………………………………………………………………………....
City’s Strategic Vision……………………………………………………………………………………..
Profile of the City of New Orleans……………………………………………………………………….

17
20
21

History…………………………………………………………………………………………………
Form of Government………………………………………………………………………………...
Demographics………………………………………………………………………………………..
Economic Summary…………………………………………………………………………………

21
22
22
22

Introduction to the Budgeting Process
The Mayor’s Executive Order Related to the Annual Budgeting Process………………………..

28

The Strategic Framework and Priority Areas…………………………………………………………..

30

Public Safety as a Matter of Public Health ……………………………………………………......
Investing in infrastructure...........…………………………………………………………….........
Quality of Life ………………………………………………………………………………………..
Economic Development …………………………………………………………………………….
Good Governance is Inclusive Governance………………………………………………….......

30
31
32
32
33

Financial and Budget Policies……………………………………………………………………………

37

The 2020 Budget Calendar…………………………………………………………………………
Budget Adoption & Amendment Process …………………………………………………………

37
41

Fiscal Year 2020 Highlights
Overview……………………………………………………………………………………………………..

50

 What’s Inside…
Budget Summary
Presentation of Budget Information……………………………………………………………………..
Financial Overview………………………………………………………………………………………….

56
56

Where the Money Comes From…………………………………………………………………….
Where the Money Goes……………………………………………………………………………...

57
58

Overview of Revenues and Expenditures………………………………………………………………
Summary of the 2020 Proposed Budget – General Fund Only……………………………………….

59
61

Citywide Revenues
Projections…………………………………………………………………………………………………...
Detailed Description of Revenues……………………………………………………………………….
Detailed Description of General Fund Revenues……………………………………………………..
2020 Millage Rates & Special Tax Districts Information……………………………………………..
Summary of Revenues by Source (Statement of Revenues)……………………………………….

64
66
69
74
76

Citywide Expenditures
Expenditures by Fund Source……………………………………………………………………………
Expenditure by Type from All Funds……………………………………………………………………
Summary of Departmental Funding by Source……………………………………………………….

80
81
93

Personnel Schedule
Detailed Citywide Personnel Summary…………………………………………………………………

99

Statement of Debt and Capital Budget Summary
Statement of Debt…………………………………………………………………………………………...
Capital Budget Summary…………………………………………………………………………………..

102
121

 What’s Inside…
Departmental Budgets
Overview……………………………………………………………………………………………………...
City Council………………………………………………………………………………………………….
Mayor’s Office……………………………………………………………………………………………….
Mayor’s Office of Criminal Justice Coordination……………………………………………………..
Mayor’s Department of Public Safety & Homeland Security……………………………………….
Mayor’s Office of Community & Economic Development…………………………………………..
Office of Resilience & Sustainability……………………………………………………………………
Chief Administrative Office………………………………………………………………………………..
IT……………………………………………………………………………………………………………….
Office of Homeland Security and Emergency Preparedness (NOHSEP)…………………………
Law Department…………………………………………………………………………………………….
Fire Department……………………………………………………………………………………………..
Safety & Permits…………………………………………………………………………………………….
Police Department………………………………………………………………………………………….
Sanitation…………………………………………………………………………………………………….
Health…………………………………………………………………………………………………………
EMS……………………………………………………………………………………………………………
Human Services/Juvenile Justice Intervention Center………………………………………………
Finance……………………………………………………………………………………………………….
Property Management……………………………………………………………………………………..
Civil Service…………………………………………………………………………………………………
Public Works………………………………………………………………………………………………...
Parks & Parkways…………………………………………………………………………………………..
Library………………………………………………………………………………………………………...
Historic Districts Landmarks Commission………………………………………………………….
Vieux Carré Commission………………………………………………………………………………….
Alcoholic Beverage Control Board……………………………………………………………………...
City Planning Commission………………………………………………………………………………..
Mosquito, Termite, & Rodent Control Board…………………………………………………………..
New Orleans Museum of Art………………………………………………………………………………
Miscellaneous……………………………………………………………………………………………….
New Orleans Recreation Development Commission………………………………………………...
OPA……………………………………………………………………………………………………………
Service & Innovation……………………………………………………………………………………….
Office of Inspector General……………………………………………………………………………….
Ethics Review Board……………………………………………………………………………………….

124
126
140
152
164
176
190
204
214
222
232
248
260
276
302
314
340
354
366
382
396
408
424
444
456
468
480
488
500
514
522
534
544
552
560
568

 What’s Inside…
Office of Independent Police Monitor…………………………………………………………………...
Office of Community Development……………………………………………………………………...
Office of Workforce Investment………………………………………………………………………….
Economic Development Fund……………………………………………………………………………
Neighborhood Housing Improvement…………………………………………………………………..
District Attorney...........................…………………………………………………………………………
Coroner……………………………………………………………………………………………………….
Juvenile Court……………………………………………………………………………………………….
First City Court………………………………………………………………………………………………
Civil Court…………………………………………………………………………………………………….
Municipal & Traffic Court………………………………………………………………………………….
Criminal District Court……………………………………………………………………………………..
Sheriff’s Office……………………………………………………………………………………………….
Clerk of Criminal District Court…………………………………………………………………………..
Registrar of Voters………………………………………………………………………………………….
Judicial Retirement…………………………………………………………………………………………
Enterprise Funds……………………………………………………………………………………………

576
584
602
610
618
626
638
650
660
668
676
692
704
712
722
730
738

Additional Useful Information
Glossary of Terms…………………………………………………………………………………………..

753

 How to Use this Book
Budget Summary

The FY20 budget document is organized into
the following sections:

This section includes summaries of the FY20
operating budget and capital budget, the City’s
long-term financial plans, and an overview of the
City’s fund structure and fund balances. Key
FY20 changes to revenues, expenditures, and
fund positions are highlighted.

Organizational Information

This section explains the functional nature of
City
government
illustrated
through
organizational charts, including detailed charts
for the Mayor’s Administration and Chief
Administrative
Office.
Departmental
organizational charts can be found in the
department chapters.

Citywide Revenues

This section summarizes the sources of
revenue used to fund the operating budget,
along with graphic overviews of historic
changes. Revenues are organized according to
six basic categories: sales tax, property tax,
service charges, licenses and permits. The
section also includes information on 2020
millage rates, special tax districts, and special
fees.

Welcome and Background

This section starts with the Mayor’s budget
message and the City’s strategic vision,
mission,
and
values
which
concisely
communicate the policies and priorities driving
the budget process. This section also includes a
profile of New Orleans, offering historical and
socioeconomic context for the proposed
initiatives.

Citywide Expenditures

This section presents the financing plans and
planned expenditures by fund source and by
City department. Special attention is given to
expenditures
funded
through
Federal
Community Development Block Grants.

Strategic Framework

This
section
describes
the
Cantrell
Administration’s strategic framework, which is
defined by five priority areas: Public Safety as a
Matter of Public Health, Investing in
Infrastructure, Quality of Life, Economic
Development, and Good Governance is
Inclusive Governance. This section also
provides the FY20 budget priorities aligned with
the Strategic Framework.

Personnel Schedule

This section includes a detailed summary of City
staffing patterns, by department, over the last
ten years.

Statement of Debt and Capital
Budegt Summary

This section provides an overview of the City’s
debt obligations. This section also includes the
capital budget summary.

Introduction to the Budgeting Process

This section offers an overview of the City’s
budget process and calendar, with particular
attention to the multiple avenues through which
the Administration sought public input while
crafting its FY20 budget. The section also
explains the City’s financial policies, describes
the internal control and fund structures in place,
and illustrates these structures with several
easy-to-read graphics.

Page 7

 Format and Organization of
Department Pages
Mission and Vision

Each departmental section of the operating
budget begins with an overview of that
department’s core work, functions, mission,
programs and services. The departmental
organizational chart reflects the way in which
the department’s budget is organized.

Accomplishments and Budget
Priorities

This section presents the department’s most
significant FY19 accomplishments, along with
its highest priority objectives for FY20. Where
applicable, these activities are tied back to the
Administration’s overarching budget priorities
as articulated in the City’s strategic plan.

Detailed Budget by Program and
Fund
This section identifies the fund sources for the
department’s FY20 budget, highlighting
changes from historic precedent.

Detailed Budget by
Category and Fund

Expenditure

The department’s budgeted FY20 expenditures
are broken out by category and fund source,
and compared with historic data.

Personnel Summary

Each departmental section concludes with a
table identifying the number of full-time
budgeted personnel, broken out by division if
applicable.

Budget Summary

A financial table displays revenues and
expenditures for the prior fiscal year, the current
fiscal year, and the budgeted fiscal year.

Page 8

 Proposed
2020 Operating Budget

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 Organizational Information
City Council Members and Council District Map

Helena Moreno

Jason Rogers Williams

Councilmember-at-Large
Council President

Joseph I. Giarrusso III

Councilmember-at-Large
Council Vice-President

Jay H. Banks

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Kristin Gisleson Palmer

Jared C. Brossett

Cyndi Nguyen

District C

District D

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Current Council District Map

 

 

Page 11

 Page 12

CANTRELL ADMINISTRATION

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Page 16

 Mayor Cantrell’s Budget Message

October 17, 2019
To My Fellow New Orleanians:
We enter this year’s budget process with tremendous
victories behind us and significant obstacles we have overcome. While substantial
progress has been made, there is much more to do. As we look ahead into 2020 and
beyond to identify our most critical priorities and most pressing needs, my
Administration is committed to upholding the values all of our residents share.
The priorities we are focused on in this year’s budget reflect both our demonstrated
track record of substantive results and careful financial discipline, and the seriousness
of our responsibility to fund and maintain City services. That means meeting the
challenge of our City’s affordable housing crisis head-on, dedicating our full focus to
critical maintenance and infrastructure needs, continuing to treat public safety as an
urgent matter of public health, and changing the expectations and the culture of City
government to better reflect who we are as a City of Yes.
Together, our City fought for and won a historic agreement to help fund our
infrastructure needs using our fair share of the revenue our people generate. That was
the first step towards sustainable, well-maintained infrastructure that we can rely on
into the next decade and beyond.
Together, we have reimagined our approach to public safety as a matter of public
health--- by sustaining our commitments to our first responders, investing in long-term
solutions to gun violence, and being intentional in how we engage our at-risk
communities and our young people.
Together, we are moving New Orleans forward.
Affordable Housing: Addressing the affordable housing crisis requires leveraging
every tool at our disposal. Residents are feeling the pressures of changing
neighborhoods and increasing property taxes. We are working harder than ever to add

Page 17

 tools to the toolbox in terms of not only preserving, but also creating affordable units.
This budget includes a proposal to help incentivize and accelerate investment in
affordable housing, such as:
o Developing the tools we need to address this crisis and leaning forward on
state and local legislation that will give us greater flexibility to help the greatest
amount of residents.
o The $500 million bond sale, which can be directed toward financing
construction of affordable housing.
o The continuation of Office of Community Development programs such as the
Soft Second Mortgage program and Owner-Occupied Rehab program for the
development of affordable rental housing units in the City.
o Leveraging city-owned property for its best and highest use through a
comprehensive publicly owned property inventory.
Infrastructure: We are facing changing weather patterns and rates of rain never seen
before. We have to expand our understanding of, and our investment in, the physical
and human infrastructure of this City. Our fight to secure the Fair Share of revenue
generated by our people is part of an ongoing process. This means being realistic
about:
o Decades of deferred maintenance on drainage infrastructure created a life-anddeath threat to our daily lives.
o Funding to do the work needed underground.
o Dedicated funding to maintain what we build and repair.
Public Safety: Public safety remains a top priority, this year and every year. As we
continue to confront our public safety needs in the context of public health, we have a
responsibility to dedicate resources that will give our first responders all the tools they
need to fulfill their critical function. In order to sustain public safety improvements, we
must continue to fund the police pay raises granted in 2018, which have resulted in:
o Significantly lower attrition and greater manpower within the NOPD.
o The NOPD bringing murder rates down significantly last year, when our City
experienced its fewest murders since 1971.
Changing the Culture of City Hall: My Administration has prioritized changing
the culture and the expectations around our City government, with a focus on:
o Improving customer service across the board by rolling out the City’s first
digital records system (ERP), replacing 3 pre-internet systems.
o Vigilant financial discipline and piloting Zero Based Budgeting, which led to
2018 being the first time in several years that the City has not resorted to
dipping into our fund balance.

Page 18

 o Protecting the City’s upgraded credit rating from both Moody’s and S&P,
potentially saving taxpayers thousands of dollars in the months and years to
come. Our proposed budget makes it a priority to maintain that upgraded
rating, and the transparency and accountability that created it.
As we move forward together into 2020 and a new decade, my Administration remains
committed to promoting a new culture in City government. This budget is a values
statement --- we are allocating our limited resources to set us up for success by
tackling the challenges ahead, and making the City safe and sustainable for residents
and visitors alike. I welcome your support and your engagement in the budget process,
and I pledge to you that every cent in this budget is allocated to move New Orleans
forward.
Sincerely,
Mayor LaToya Cantrell

Page 19

 City’s Strategic Vision
City Vision
New Orleans is a City of Yes. We are an inclusive, welcoming, and accessible place to live.
New Orleans is a solutions-oriented city focused on improving the quality of life of its residents.
We are a city that takes care of and invests in
its people. New Orleans realizes that it cannot
truly grow without helping those residents that
need it most. We are a great place to visit, but
a better place to live.
We are a sustainable city. We care for our
physical and emotional environment so that
future generations can also enjoy it. New
Orleans is a city that lives with water and it is
growing to be more resilient, cleaner, and
greener. We prioritize key needs and
initiatives that improve the long term stability
and health of the city.

City Mission
The City of New Orleans creates and preserves healthy, vibrant communities. We engage
with diverse groups of leaders and stakeholders to involve broad perspectives on city
priorities.
We foster progressive, creative approaches to solutions.
We responsibly protect our city’s most precious natural resource: its people.

City Values
In the Cantrell Administration, what we do may change from day to day, but how we do
business is reflected by these values:
Intentional: We are thoughtful, resourceful, and creative.
Solutions Oriented: We focus on the future, how to improve or do better, not assigning
fault or blame
Truthful and Transparent: We believe people deserve complete information, good,
bad, or otherwise
Collaborative: We actively work to break down silos, and engage with coworkers,
residents, private and philanthropic partners to create solutions.

Page 20

 Holistic: We solve problems by taking into account the whole picture around a person
or an issue to create real, sustainable change. People are dynamic, and multidimensional, and so are the issues we face.
People-centric: We take care of each other, and give people fair opportunities to
succeed. We build systems that are user-experience oriented, so that it is easier to
interact with government.

Profile of the City of New Orleans
History

In 1718, Jean Batiste Le Moyne de Bienville established a new outpost in a bend of the
Mississippi River that would become New Orleans. From that day, New Orleans has grown to
become an international city and home to a diverse group of people who created a deep and
distinct culture.
Since its beginnings, the City’s strategic location made it a hub for trade, with access to most
of North America through the Mississippi River and the rest of the world through the Gulf of
Mexico. The City’s location remains important to this day, with its access to the Mississippi,
major railways, and close proximity to the Louis Armstrong New Orleans International Airport
enabling much of its commerce. The City now occupies 180 square miles including the urban
center, residential neighborhoods on both sides of the Mississippi River, and the country’s
largest urban nature reserve in Bayou Sauvage.
New Orleans was already a thriving city in 1803 when Napoleon Bonaparte sold the Louisiana
Territory to President Thomas Jefferson for the bargain price of $15 million, or four cents an
acre. The City has been under French, Spanish, and American rule, and it bears evidence of
each country in its culture, architecture, and cuisine. West Africans, Haitians, free people of
color, and waves of Italian and Irish immigrants helped New Orleans grow, and contributed
traditions and customs. It is from this diverse mix of peoples that the culture of New Orleans
emerged, making it one of the most unique cities in the world.
On May 7, 2018, after a historic election,
LaToya Cantrell was sworn into office,
becoming the first African-American woman to
serve as Mayor of the City of New Orleans.
New Orleans is a complex, cosmopolitan city
with modern skyscrapers, centuries-old
mansions, five-star restaurants, world-class
shopping, a thriving arts scene, abundant live
music, breathtaking natural beauty, and a
famous spirit.

Page 21

 Form of Government
Over the course of its nearly 300-year history, New
Orleans has had multiple forms of government. Under the
1956 City Charter, the City is organized under a MayorCouncil
government.
There
are
seven
City
Councilmembers. Five represent geographical City
Council Districts, and two represent the City at-large.
The Council approves the operating and capital budgets
each year, as recommended by the Mayor. The Council
takes up zoning and land-use issues, regulates the City’s
public utilities, and considers and enacts all municipal laws.
The Mayor oversees the executive branch of government, appointing department heads and
managing public safety functions of city government. All ordinances passed by the Council
must be approved by the Mayor in order to become law, and the Mayor presents the Council
with an operating and capital budget recommendation every year.
The City of New Orleans has the same boundaries as Orleans Parish, and the city government
operates as the Parish’s unit of government.

Demographics
The Census Bureau’s 2018 estimate put the New Orleans population at roughly 391,000. The
city remains both young and diverse, with a median age of 35 and a population that is 66%
minority. However, the clearest demographic picture of New Orleans will come with the 2020
Census.
With the 2010 census heavily affected by the rebuilding of the city from Hurricane Katrina, the
City is focused on significantly increasing its population count for the 2020 Census process. The
Mayor’s Office has created a Complete Count Committee to develop strategies and a structured
plan to increase our Census percentage from 2010’s 45% rate.

Economic Summary
Continued Strength in Tourism/Port Activity: In early 2019, record-breaking tourism
numbers from the previous year, in which New Orleans celebrated its Tricentennial, were
released. New Orleans hosted 11.6 million visitors, who spent $8.3 billion in 2018, according to
the University of New Orleans’ Hospitality Research Center. Port NOLA also broke records with
1.18 million people boarding cruises through the Port of New Orleans in 2018. In 2019 Royal
Caribbean announced it would expand its seasonal service to year-round service starting in
January 2020. Additionally, the business profile of Port NOLA continues to be elevated. More
shipping containers were moved at Port NOLA in the 2019 fiscal year than at any time in its
history, representing a more than 7% growth in imports. Port NOLA’s $100 million expansion
plan aims to continue to increase capacity at the port.

Page 22

 Record Air Travel to New Orleans’ Louis
Armstrong International Airport: In early
2019, a new record high for passengers at
the Louis Armstrong New Orleans
International Airport was announced for the
previous year, with more than 13.1 million
travelers passing through the airport in
2018. The 10.6% growth rate the airport
has experienced is twice that of peer
metros such as Atlanta or Houston. Seven
new routes were announced in 2018, and
five more have been announced since the
start of 2019.
Economic
Growth
and
Diversification
Continues: This year, the New Orleans economic
growth story continues with over 545 new high
paying jobs created through a series of economic development announcements by national
companies. With the decisions to choose New Orleans, we are experiencing two years of
impressive growth and expansion, especially as our city is increasingly recognized as a regional
technology hub. Accruent hired more than 70 people during its first year in New Orleans. With
the opening of a new 23,000sf. office on Poydras St., the company plans to increase its staff to
350 employees. In May, Ernst & Young chose New Orleans for its central National Executive
Assistance Team location, creating more than 200 new direct jobs and 97 indirect jobs. E&Y’s
expanded footprint will leverage technology and a New Orleans workforce better equipped to
assist with its global service support. Another high tech company, Technology Associates, is
expanding in the University of New Orleans’ Advanced Technology Center Building, adding 70
new direct jobs (and 93 indirect jobs) to build on a legacy industry New Orleans has been a
leader in for 300 years: the maritime industry. Technology Associates will pay an average
annual salary of $85,000 to develop the high-tech vessels of tomorrow for commercial and
government clients.
Further, while the City enjoys serious corporate technology-driven expansion, it’s no surprise
that we’re attractive for technologies focused on the expanding eSports industry. The $135
billion video game industry has taken notice of our tech hub status. In June, Dreamleague
Gaming chose New Orleans for its new live gaming Southern Hub. Dreamleague will create 25
new direct jobs (and 25 indirect jobs) with average salaries over $50,000 as it hosts live digital
gaming competitions here. Another small company expansion with a potential for great reach is
the decision by Litify, a New York City legal software application developer, to expand to the
City with a new regional center servicing law firms nationwide. The company will create 20 new
jobs (and 25 indirect jobs) in its new regional center paying an average salary of $65,000.
Our second consecutive year of economic growth has been recognized by independent third
parties: Southern Business & Development magazine ranked New Orleans as the #1 major
market of the year among southern cities. The publication ranks economies based on
economic development project activity broken down into how many manufacturing and service
projects were announced in the region each calendar year. In addition, a second economic
development publication, Business Facilities, ranked New Orleans the nation’s #4 tech hub.
Revitalizing Neighborhoods and Growing Small Businesses: While our growth is
impressive, it means little if we cannot increase amenities and economic vitality where people

Page 23

 live. In New Orleans East, we are taking important steps forward in growing the retail footprint
thanks to decisions by AT&T and PJ’s Coffee to open new locations in New Orleans East.
Revitalization of underserved neighborhoods can’t happen without thriving small businesses. In
March, we launched the $5 million BuildNOLA Mobilization Fund to provide critical access to
capital for entrepreneurs of color and women. In June, thanks to a partnership with JP Morgan
Chase, in conjunction with the New Orleans Business Alliance, we launched InvestNOLA to
help entrepreneurs of color turn their small businesses into $10 million companies by
connecting them to public- and private-sector opportunities, innovative capital products, and
advanced business-management education developed by Tulane and Xavier Universities.
Building for the Future
The City is in the process of developing strategies across all of its economic development
agencies and partners to ensure that all New Orleanians will benefit from economic growth
including strategies for inclusive economic development, equity and economic mobility.
Commercial corridor and district-based revitalization, and Opportunity Zones. The City is also
pushing forward on catalytic economic development projects that build on key City-owned or
publicly-controlled assets, which will create jobs in priority economic development industries
such as food & hospitality, water management, technology, logistics, and manufacturing.

Page 24

 2018 Principal Property Taxpayers

Name of Taxpayer

Type of Business

Taxable Assessed Value
(In $1000s)

Entergy

Electric and Gas Utility

114,443

Capital One Bank

Financial Institution

47,328

Marriott Hotel

Hospitality

32,943

Bellsouth

Telephone Utility

31,241

Whitney Bank/Hancock Bank Financial Institution

30,696

Harrah’s

Hospitality/Gaming

26,581

JP Morgan Chase Bank

Financial Institution

22,067

Folgers Coffee

Coffee Roasting Facility

19,739

International Rivercenter

Real Estate

18,104

Sheraton Hotel

Hospitality

16,898

Page 25

  



Introduction to the Budgeting Process 
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Page 27

 Introduction to the Budgeting Process

The Mayor?s Executive Order Related to the Annual Budgeting Process

LC 18-06

LATOYA CANTRELL, MAYOR

CITY OF NEW ORLEANS

OFFICE OF THE MAYOR

EXECUTIVE ORDER
LC 18?06

WHEREAS, it is in the interest of the City of New Orleans to adopt national best practices in
its budgeting process;

WHEREAS, the Mayor and City Council seek to produce a budget with descriptive
information to ensure citizens can understand the sources of revenues and uses of expenditures;

WHEREAS, to accomplish a budget based on sound economic forecasts, it may be necessary
for the Revenue Estimating Conference to meet more frequently than mandated in the Home Rule
Charter;

WHEREAS, the Mayor and City Council seek to work cooperatively throughout the year to
ensure the City Council receives information relative to revenues and expenditures of the
City;

OW, THEREFORE, I, LATOYA CAN TRELL, by the authority vested in me as Mayor of
the City of New Orleans by the Constitution and laws of the State of Louisiana and the Home Rule
Charter and laws of the City of New Orleans, HEREBY ORDER AS FOLLOWS:

1. Effective Date
This Executive Order is effective upon the date of its issuance. Previously issued Executive
Order is hereby revoked.

2. Purgose
To provide for the Revenue Estimating Conference to meet more frequently than required by

the Home Rule Charter, maintain City Council representation on the Revenue Estimating
Conference, and provide submittals of revenue and expenditure data to the City
Council by the Administration.

3. Budgeting for Outcomes
The City of New Orleans shall utilize the Budgeting for Outcomes approach or a
modified Budgeting for Outcomes approach in developing its operating budget. BFO asks
public leaders to set the price of government, determine the outcomes citizens value most,
prioritize tax dollars to purchase those results, and rethink the way departments and agencies
pursue producing outcomes. The Chief Administrative Of?cer is directed to work with the City
Council throughout the Budgeting for Outcomes process.

Page 1 of 2

Page 28

LC 18-06

4. Submission Date
The operating and executive capital budgets of the City of New Orleans shall be submitted by
the Mayor to the City Council at the earliest possible date, but no later than November I. The
budget shall be posted on the City of New Orleans web site after submission to the City
Council.

5. Narrative Descriptions
The operating budget shall include narrative descriptions identifying sources of revenues and
shall include a written narrative detailing the purpose of expenditure appropriations including
an itemized list of anticipated contractual services and their estimated value within the
appropriate class.

6. Executive Capital Budget
The Deputy Chief Administrative Of?cer for Infrastructure and the City Planning Commission
shall work with the City Council to develop an improved format for the presentation of the
City?s Executive Capital Budget that includes narrative descriptions of each project as well as
clearly identi?es sources and uses of funds for each project that will be constructed during the
next year.

 

7. Meetings of Revenue Estimating Conference
In addition to the meetings required by the Home Rule Chatter, two additional meetings of the
Revenue Estimating Conference shall be convened if requested by either the Mayor or City
Council Budget Committee Chair.

8. Addition of Non?Voting Member of Revenue Estimating Conference
In addition to the members of the Revenue Estimating Conference identified in Section 6-
101(1) of the Home Rule Charter of the City of New Orleans, the City Council may select one
additional member of the City Council to attend meetings of the Revenue Estimating
Conference and serve in the capacity of a non-voting ex of?cio member of the body to the
extent permitted by the Home Rule Charter.

9. Submission of Budget Reports
The Chief Administrative Of?cer shall submit budget reports to the City Council
through its Budget Committee. Said reports shall include a report on actual revenues
and expenditures by major categories and include a comparison of current data to prior year-
to-date data.

10. Duration

This Executive Order will remain in effect until amended or suSpended by a subsequent order
approved in accordance with Section of the Charter.

WITNESS MY HAND AND SEAL THIS DAY NEW ORLEANS, LOUISIANA.



LaToya Cantrell, Mayor/
City of New Orleans

Page 2 of 2

Page 29

Strategic Framework and 2020 Budget Priority Areas 
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Forward Together – the City’s Strategic Framework
The Cantrell Administration’s Strategic Framework was designed to prioritize the issues that
matter most to New Orleanians.

Public Safety as a Matter of Public Health: Address root causes to ensure public safety.
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Page 30

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Investing in Infrastructure: Provide reliable and sustainable services to our residents,
businesses, and visitors.
 
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Page 31

 Quality of Life: Ensure equitable and consistent access to quality services.
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Economic Development: Promote inclusive, intergenerational economic growth to attract and
retain businesses and residents.
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Page 32

 Good Governance is Inclusive Governance: Reimagine government to meet people where they
are.
 
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Page 33

 2020 Budget Priority Areas
The City has identified four priority areas for the 2020 Budget:





Critical Infrastructure & Maintenance
Public Safety as a Matter of Public Health
Affordable Housing
Changing the Culture of City Hall

Budget Priority Area 1: Critical Infrastructure & Maintenance
Ensuring that we are investing in and maintaining critical infrastructure is a priority for
the Cantrell Administration. Mayor Cantrell fought for the City’s Fair
Share of tax dedications during the 2019 legislative session to
ensure that we are able to adequately fund our pressing
infrastructure needs. The funds secured from the Fair Share deal
will lead to more than doubling the Department of Public Works
Maintenance staff by the end of 2022, which will enable the City to
more quickly address wide-ranging infrastructure concerns.
In addition to securing additional funds for infrastructure and
maintenance, we are being intentional about spending the money
we have, and making sure nothing is left on the table. In May of
2018, the JIRR program was effectively stalled, with less than 1%
of funds spent. As of August 30, 2019 the JIRR spending has
accelerated significantly – 9 road projects worth $25M have been
completed, 12 road projects worth $80M are in progress, and 6 road projects worth $40M are
slated to begin in the next 90 days.
The City will continue to fund equipment upgrades and maintenance so that our employees
have the tools needed to effectively do their jobs. As we continue to move forward together, it is
crucial that we recognize the changing nature of infrastructure and the importance of both
embracing and protecting technology through securing our devices and investing in
cybersecurity.
We know that investing in drainage and water management is necessary in order to maintain a
resilient City for generations to come. We can’t pump our way out of this problem – subsidence
is harmful to our City and our infrastructure. We are being thoughtful about holding water in
place now and in the years to come. Two major green infrastructure/drainage projects worth
$21.3M combined – Hagan Lafitte and Pontilly – are in progress and when completed, will add
more than 10 million gallons of stormwater storage to the system. The Broadmoor DPS 01
project, which includes 9 New Orleans neighborhoods, has reached 100% Design and will store
up to 13 million gallons of stormwater. FEMA approval has been secured on the City Park Storm
Water Improvements that includes a system of new weirs that when complete, will store up to
49 million gallons of stormwater.
The drainage analysis currently underway is using the citywide existing drainage model to
examine both the effects and possible solutions to flooding, as well as exploring opportunities

Page 34

 for rainwater retention storage in neutral grounds and low-lying areas during rain events. The
analysis will also study our City’s groundwater and soils to better understand how our water
management systems impact the sinking, or subsidence, of our soils.
Budget Priority Area 2: Public Safety as a Matter of Public Health
The Cantrell Administration is committed to addressing public safety as a matter of public health.
Mayor Cantrell’s Gun Violence Reduction Task Force released their
“Generational Gun Violence Reduction Plan” in August 2019. The
report highlights the importance of a public health approach to
violence reduction, with an emphasis on focused interventions for
individuals that need them most. Cure Violence New Orleans is the
City’s initiative dedicated to intervening in and resolving violent
situations before they escalate. Their public health approach
mobilizes the larger community to reinforce new social norms,
resolve conflicts, and achieve a healthier and safer community. Cure
Violence will continue to partner with schools citywide, collaborate
with the Health Department, and further develop family & community
services.
By deepening community engagement and ensuring adequate resources for our first
responders, we are being intentional about making New Orleans one of the safest in the
nation. Being intentional about how we approach bail reform has led to fewer unnecessary
incarcerations for low-level offenders. New Orleans’ incarceration rate has dropped 25% in the
last two years.
Budget Priority Area 3: Affordable Housing
The Cantrell Administration is committed to ensuring that New Orleanians are able to choose
quality housing where they want to live, and afford it. Recognizing that New Orleans is battling
an affordable housing crisis – residents are feeling the pressures of changing neighborhoods
and increasing property taxes, we are working harder than ever to add tools to the toolbox in
terms of not only preserving, but also creating affordable units.
Currently, the Cantrell Administration’s Office of Community Development administers several
programs aimed at easing the housing-cost burden that so many of our residents face. Those
initiatives include the Soft Second Mortgage program, Owner-Occupied Rehab program, and
a fund totaling approximately $7 million dollars in Home Investment Partnership Program funds,
Community Development Block Grant funds, and Neighborhood Housing Improvement Funds
for the development of affordable rental housing units in the City that are intended to assist with
special needs households with special needs (i.e. homeless, veterans, formerly incarcerated
people, people living with HIV/AIDS).
The Cantrell Administration is committed to leveraging city-owned property for its best and
highest use through a comprehensive publicly owned property inventory. Another item that will
help the City address the affordable housing crisis is the upcoming $500M bond sale, which can
be directed toward financing construction of affordable housing.

Page 35

 Budget Priority Area 4: Changing the Culture of City Hall
This year, the Cantrell Administration is focused on improving the City Hall experience for both
City employees and residents. This entails rolling out a new enterprise resource planning
system, which will enable the City to better manage its resources and increase customer
satisfaction.
By implementing new Zero-Based Budgeting practices, the Cantrell Administration is
demonstrating a degree of fiscal responsibility never before seen in City Hall. For the first time in
years, the City has not had to use dollars from its fund balance to cover regular expenses. This
has also led to improved credit ratings from Moody’s and Standard & Poor’s.
CleanUpNOLA, the signature initiative of Mayor Cantrell’s Administration, was identified as a
priority early on, encompassing both the physical and philosophical impetus to clean up the City
we serve and the way that City does business. This work continues.

Page 36

 Financial and Budget Policies
The 2020 Budget Calendar
Month

Activity
•

Mayor Sets the Priorities for 2020 - The Mayor and her
staff, in consultation with community leaders, department
leaders and key stakeholders, confirmed the priority areas
for 2020 where city government will focus its efforts.

•

Submission and Review of Initial Budget Offers Departments submitted budget offers to the Chief
Administrative Officer (CAO) stating what, if any, changes
were proposed to the 2020 budgets to meet key City
priorities or mandates.

•

Departmental Budget Meetings – Departments met with
the CAO to review year to date performance and spending
patterns.

•

Mayor Holds Tele Town Halls for Participants Across
The City – The Mayor held teleconference meetings that
allowed thousands of residents across all Council Districts to
provide feedback and voice their concerns regarding the City
and the 2020 budget.
Budget Submission – Mayor submits proposed budget to
City Council on October 17. The City Charter mandates this
submission on or before November 1.

May

June

August

September October

October

December

•

•

City Council Approves the Budget - As mandated by the
City Charter, City Council must approve an adopted budget
on or before December 1, 2019.

Page 37

 Resident Engagement in the 2020 Budget Process
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39

 General Financial Policies
The budget as a policy document
The budget reflects 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.
Fund Balance
The General Fund has a goal for an emergency reserve account and an overall fund balance target:
•

The target level for the emergency reserve account is $25 million. The emergency reserve will
be used only for natural disasters and other major emergencies that disrupt revenue sources
or require substantial unanticipated expenses to address.

If drawn upon, the emergency reserve account will be replenished to appropriate levels in subsequent
years.
Performance Measurement and Management Principles
The Office of Performance and Accountability is the City’s primary office in charge of overseeing the
City’s performance management system.
Revenue Policies
Property in New Orleans will be re-assessed every four years for the purpose of establishing property
taxes.
Fees and charges for specific services should be set so as to not significantly under-recover or overrecover costs. Fees and charges should be reviewed periodically to compare the percentage of cost
recovery and to develop recommendations regarding adjustments that should be considered. Service
costs should be estimated to include all significant direct and indirect costs of providing the service,
and both operating and capital costs should be analyzed.

Legal Requirements
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 6-106, establishes the fiscal year for the budget as the calendar year.
The City Charter, Section 3-116, requires the budget to be balanced.
The City Charter, Section 6-108 (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.”

Page 40

 The City Charter, Section 6-108 (2), requires the independent audit to be completed no later than six
months after the close of the fiscal year just completed.

Adoption of the Budget
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 and a faculty member of a college or university in New Orleans who has expertise in forecasting
revenues or in a related field. In addition to the members of the Revenue Estimating Conference
identified in Section 6-101(1) of the Home Rule Charter of the City of New Orleans, the City Council
may select one additional member of the City Council to attend meetings of the Revenue Estimating
Conference and serve in the capacity of a non-voting ex-officio member of the body to the extent
permitted by the Home Rule Charter.
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 6-104 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.
On August 2, 2018, Mayor Cantrell signed Executive Order LC 18-06 mandating that the City’s budget
proposal would be submitted to the City Council no later than November 1, meeting the City Charter
requirement of Section 6-102. The Budget shall be adopted by the City Council no later than December
1. Upon final adoption, the Budget shall be in effect for the fiscal year and copies shall be filed in
accordance with State and local statutes. The Budget will be posted on the City’s website,
www.nola.gov.
Budget Amendment
The City Charter provides that the City Council may amend the Mayor’s Budget; it may increase,
decrease or delete any item of appropriation proposed by the Mayor. By a two-thirds vote of its
members, the Council may add new items of appropriation. Appropriations for Personal Services
must be made as lump sums, not by specific positions or rates of pay. Once the Budget has been
adopted, adjustments are made by ordinance.

Managing the Enacted Budget
The legal level of budgetary control is at the department level within a fund, separated into
appropriations for three categories of cost object classifications: personal services, other operating
expenses and debt service.
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 the City Council. Intradepartmental

Page 41

 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. For the General Fund,
unanticipated revenues should first be used to reach the appropriate target levels for the unreserved
fund balance account and the emergency reserve account.
Significant changes in anticipated General Fund revenues or expenditures during the budget year will
necessitate formal amendments being proposed to Budget Committee of the City Council and the City
Council to amend the annual budget as appropriate.
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 General Fund appropriations, except for those in the unreserved fund balance and emergency
reserve, lapse at the end of the year.
Interfund Transfers
If expense items in grants are not reimbursed and are considered uncollectible, the General Fund needs
to cover them. Transfers need to be clearly documented.
Budget Monitoring and 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, Budget Committee and City Council, Chief Administrative
Officer, the Director of Finance and the City departments and offices.
The Chief Administrative Officer shall submit monthly budget reports to the City Council through its
Budget Committee. Said monthly reports shall include a report on actual revenues and expenditures
by major categories and include a comparison of current data to prior year-to-date data.

Page 42

 Accounting Principles
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 uses a modified accrual basis of accounting for its
budget and audited financial statements.
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 City Charter, Section 6-108 (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 6-108 (2), requires the independent audit to be completed no later than six
months after the close of the fiscal year just completed.
The City is required to undergo an annual single audit in conformity with the U.S. Office of Management
and Budget Circular A-133, “Audit of States, Local Governments, and Not-for-Profit Organizations.”

Page 43

 Debt
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 put in place to address the use of
long-term debt, policy for selling debt and how to manage investments, as described in the following
sections.
Use of 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:
•
•

Securities guaranteed for both principal and interest by the federal government;
Collateralized certificates of deposit from banks whose collateral consists of securities of the
United States that guarantees both principal and interest. 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:
•
•
•
•

The debt issue is, or contains, a refinancing that is dependent on market/interest rate factors.
At the time of issuance, the interest rate environment or economic factors that affect the debt
issue are volatile.
The nature of the debt issue is unique and requires particular skills from the investment banks
involved.
The debt issue is bound by a closing deadline.

Page 44

 In some cases, a group of investment bankers will be selected 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
refunds 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.

Budget Basis
The budgets of the General Fund, Special Revenue Funds, Debt Service Funds, and Trust Funds are
prepared and accounted for on the modified accrual basis. Briefly, this means that revenues are
recognized in the accounting period in which they become available and measurable. Expenditures are
recognized in the accounting period in which the fund liability is incurred. In contrast, the budget of the
Enterprise Funds and Internal Service Funds are prepared and accounted for using the full accrual
basis of accounting. Their revenues are recognized when they are earned, and their expenditures are
recognized when they are incurred.
The difference between planned expenditures and revenues is called a Fund Balance. Two different
calculations are utilized. For the General Fund, the unreserved, undesignated portion of the Fund
Balance is reported. For other funds, Fund Balance is reported as current revenues less current
expenses less reserves for encumbrances, prepaid balances and inventories. Gross Ending Balance
for non-General Fund entities refers to Fund Balance before any reserves are taken into account. Net
Ending Balance is a fund’s final ending balance after reserves.
Financial reserves for non-General Fund funds are determined on a fund-by-fund basis. Some funds
calculate reserves as a certain percentage of the budget, while others calculate reserves in an amount
equivalent to two to three months of operating budgets.

Page 45

 Fund Types
Governmental Funds. Governmental funds are used to account for essentially the same functions
reported as governmental activities. Governmental fund activities focus on near-term inflows and
outflows of spendable resources, as well as on balances of spendable resources available at the end
of the fiscal year.
The City maintains 67 individual governmental funds. Information is presented separately in the
governmental fund balance sheet and in the governmental fund statement of revenues, expenditures,
and changes in fund balances for its five major funds: the General Fund, the Department of Housing
and Urban Development (HUD) grant fund, the Federal Emergency Management Agency (FEMA) fund,
the Debt Service Fund, and the Capital Projects Fund. Data from the other governmental funds are
combined under the heading “Non-major Governmental Funds.”
General Fund The General Fund of the City accounts for all financial resources except those
required to be accounted for in another fund.
HUD Fund This special revenue fund is used to account for funding from the Department of
Housing and 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).
FEMA Fund The FEMA Fund primarily accounts for grants received as a result of Hurricanes
Katrina, Rita and Gustav from the Federal government. FEMA, as authorized by the Stafford
Act, assists individuals, as well as state and local governments with response to and recovery
from disasters. The FEMA grants are reimbursement basis grants where expenditures and
related revenues have been accrued.
Debt Service Funds The Debt Service fund is used to account for the accumulation of
resources for, and the payment of, general long-term debt principal, interest, and related costs.
Capital Projects Fund The Capital Projects Fund is used to account for financial resources to
be used for the acquisition or construction of major capital facilities (other than those financed
by trust funds).
Enterprise Funds Enterprise Funds are used to account for operations a) that are financed and
operated in a manner similar to private business enterprises, where the intent of the governing body is
that the expenses of providing the goods or services to the general public on a continuing basis should
be financed or recovered primarily through the user charges or b) where the governing body has
decided that periodic determination of revenues earned, expenses incurred, and/or net income is
appropriate for capital maintenance, public policy, management control, accountability, or other
purposes.
Internal Service Funds Internal Service Funds are used to account for the financing of goods and
services provided by one department or agency to other departments or agencies of the City, or to
other governmental units, on a cost-reimbursement basis.

Page 46

 Capital Budget
In accordance with the New Orleans City Charter, the City Planning Commission prepares a
recommendation to the City Council each year of the capital improvements needed during the next fiveyear period to facilitate the City's infrastructure, facility and maintenance needs. This recommendation
is contained in the Capital Improvements Plan, which is submitted to the City Council before the
adoption of the annual budget. Council approves appropriations for these capital improvements in the
Capital Budget.

Page 47

  



    



Fiscal Year 2020 Highlights

2020 Budget Overview

Page 49

2020 Budget Overview
The 2020 budget cycles saw the introduction of zero-based budgeting for five pilot Departments.
These pilot Departments underwent a rigorous evaluation of their spending, including categorizing
spending at the service level. This allows City and Department leaders to understand the true cost
of providing services to residents. This level of data allows leaders to make thoughtful budgetary
decisions aimed at increasing the level of service provided to residents across all Departments.
The City’s remaining Departments will begin participation in the zero-based budgeting process in
2021.
The 2020 budget includes $1.13 billion in total funding ($1,133,050,256): $721.8 million from the
General Fund and the remaining $411.5 million from grants, intergovernmental transfers, and
special funds. This is a less than 1% increase over the 2019 adopted budget. The 2019 adopted
budget included $1.1 billion in total funding ($1,126,080,252): $701.9 million from the general
fund and $424.1 million from grants, intergovernmental transfers, and special funds.
The City has remained aggressive in paying down debt, which includes the repayment of principal,
interest, as well as lease payments. Debt services payments will total approximately $26.0 million
from the General Fund in 2020, which is approximately equal to 2019.

Revenue Overview
Revenue Growth in 2020
Existing recurring revenue sources are projected to grow by about 3.9% annually in 2020 over 2019,
while one-time revenue sources are projected to decrease by about 36.6%. The total general fund
revenue for 2020 is estimated at $721.9 million, which represents growth of 1.2% over anticipated
revenue in 2019.
This lower than expected growth in the City’s overall revenue can be attributed to the sharp decline
in one-time revenue, even though the City has seen continued improvement in sales tax, both
general and hotel, along with new sources of recurring revenue, including GOMESA offshore oil
payments, interest earnings, and parking/lease payments from the French Market Corporation.
One-Time Revenue in 2019 and 2020
In 2019, the Administration worked to reduce the City’s reliance on one-time money to fund
recurring expenditures. 2019 one-time revenues were budgeted to be $49.9 million, with a $10
million payment from New Orleans Building Corporation surplus and transfers of $2.3 million from
the French Market Corporation.
In 2020, one-time revenues are budgeted to be $30.2 million. This represents a decrease in onetime revenue of $17.4 million, though $6.8 million in new fund balance is being utilized in different
areas of the 2020 budget. To the extent that revenue collections surpass the forecast, any excess
will be used to replenish the fund balance.

Page 50

 General Fund Expenditures for 2020 by Strategic Priority
Public Safety as a Matter of Public Health
The Cantrell Administration is moving to address public safety as a matter of public health. This
shifts the lens at which the Administration looks at the issue of crime and safety and allows for a
multi-faceted framework to address the root causes of the problem. The Cure Violence Initiative
and Gun Reduction Task Force are two key initiatives that the Mayor’s Office is launching to
work to address this priority.
This budget includes over $313.8 million in General Fund expenditures to ensure that the City of
New Orleans is prepared to address public safety issues, including ensuring that first
responders are funded at levels required to provide adequate services.
The 2020 budget will continue to fund NOPD efforts to increase strength of force and recruit new
officers, as well as provide funding to NOFD and NOEMS to ensure first responder agencies
are appropriately staffed.
The 2020 budget includes approximately $1.5 million in grant funding awarded to the Department
of Health for two initiatives:
The New Orleans Family Recovery Collaborative
 This program is a partnership between NOHD, the Office of Youth and Family, Louisiana
Department of Children and Family Services, and multiple community partners.
 The program is designed to create a Recovery-Oriented System of Care (ROSC), which
promotes identification of pregnant mothers with substance use disorders and provides
treatment and supportive services for these mothers and their children prenatally through age
3.
 We will identify pregnant women with a substance use disorder and provide comprehensive
services in a variety of settings and methods – all with the patient and family at the center – in
order to promote treatment and healthy birth and infant development.
Development of a “Train the Trainer” series of courses based on the Trauma Informed Schools
Model
 Implementation of the model in schools to prepare them to adopt and successfully implement
trauma-informed approaches as a way to prevent student violence; and, in doing so, increasing
the capacity of the New Orleans public school system to overcome the structural challenges of
creating and sustaining trauma-informed schools in a district comprised of diverse and
autonomous educational institutions.

Page 51

 Investing in Infrastructure
Ensuring that the City is investing in both physical infrastructure and human capital is a priority for
the Cantrell Administration. In 2019, the Administration led negotiations that culminated in an
initial agreement of the “fair share” deal. The Fair Share deal reallocates tax dollars from tourism
revenue and brings it back to the City to focus on improving the City’s aging infrastructure,
especially when it comes to water and sewerage.
In 2019, the City successfully sold $50 million in GO bonds that had not yet been sold from 2016.
The reluctance to sell these bonds has restricted the City’s ability to move major Capital Projects
forward. With voter approval on November 16 2019, the City will move forward with plans to sell
$500 million in GO Bonds to fund long-term capital projects over the next three to four years.
GO Bonds play an important role in allowing the City to fill in funding gaps for projects that are
receiving a majority of funds through the Joint Infrastructure Recovery Response (JIRR) Program
or other restricted sources, as well as ensuring that projects are both fully funded and completed
timely. Additionally, these bonds ensure that our infrastructure and equipment are financed. This
strategy is designed to allow the City to regain tax-exempt status. Funding will be appropriated
broadly into categories that align with our resident’s priorities as part of the Capital Budget process.
The City will continue to fund equipment upgrades and maintenance so that employees have the
tools needed to effectively do their jobs, including vehicles and equipment. The Administration is
also seeking voter approval on November 16th 2019 for 3 Mills for maintenance. If approved, this
revenue would provide a dedicated revenue source for maintaining our capital infrastructure
investments, and would allow the City to fund a City-wide fleet replacement plan.
In addition, the City will continue to invest in its Capital Improvement Program, spending
significant amounts on drainage and sewage improvements throughout the City. The capital
budget begins the task of spending down obligated FEMA money for capital improvements and
projects.
Investing in infrastructure is not limited to roads, streets, and buildings. The Administration is
committed to ensure oversight and accountability of all departments and programs and
includes an investment of $2.0 million in Project BRASS, Phase 1 of the Enterprise Planning
Software (EPS) implementation that will allow the City to function more efficiently, improve datadriven policy-making, and reduce long term costs. $ 4.0 million dollars will be used for
additional phases of EPS implementation, increasing departmental access to systems that will
improve the quality of services they provide.

Page 52

 Economic Development
The City continues to expand Economic Development initiatives, largely through the Economic
Development Fund (EDF), which currently has over $3 million, including $800,000 earmarked for
strategic initiatives and business attraction and retention. The City also continues to spend down
our fund balance.
The New Orleans economic growth story continued with over 545 new high paying jobs created
through a series of economic development announcements by national companies. With the
decisions to choose New Orleans, we are experiencing two years of impressive growth and
expansion, especially as our city is increasingly recognized as a regional technology hub.
In 2018, New Orleans celebrated its Tricentennial while hosting a record-breaking number of
tourists from around the world. New Orleans hosted 11.6 million visitors, who spent $8.3 billion in
2018, according to the University of New Orleans’ Hospitality Research Center. Port NOLA also
broke records with 1.18 million people boarding cruises through the Port of New Orleans in 2018.
The City is in the process of developing strategies across all of its economic development agencies
and partners to ensure that all New Orleanians will benefit from economic growth including
strategies for Generational Economic Development, equity and economic mobility, commercial
corridor and district-based revitalization, and Opportunity Zones. The City is also pushing forward
on catalytic economic development projects that build on key city-owned or publicly-controlled
assets, which will create jobs in priority economic development industries such as food &
hospitality, water management, technology, logistics, and manufacturing
Quality of Life
The budget will work to ensure that residents have access to high quality services that
improve their quality of life. One initiative that has already begun is CleanUpNOLA. This is a
$1.9 million citywide, fully coordinated initiative that unites the efforts of multiple city
departments and the community behind a single goal: a cleaner, healthier and more welcoming
city. In 2019, the CleanUpNOLA initiative:
 Assessed and/or cleaned 523 catch basins
 Assessed and/or repaired 1,605 streetlights
 Cleaned 116,750 linear feet of pipe
 Replaced or Added 102 signs
 Towed 9 abandoned vehicles
 Issued 31 warnings and / or violations for illegal parking along the targeted corridors
Providing support and services to our most vulnerable residents is an important priority. In
additional to several grant funded initiatives, the General Fund includes almost $2 million
for:


The Sobering Center, opened in 2019, will be funded at $600,000. The Center provides a safe,
supportive, environment for publicly intoxicated individuals to become sober by providing
services for alcohol-dependent individuals that may have secondary problems such as drug
abuse/dependence, mental illness and/or medical issues.



The Low-Barrier Shelter, opened in 2018, will be funded at $1.5 million dollars in 2019. The low
Page 53

 barrier shelter is a 24/7 shelter that includes 100 beds, a living and community space,
accommodations for special needs clients, restrooms, showers kitchen, laundry area, and
office space for the shelter operator and service providers.
Additionally, the Health Department received a one year funding addition to an existing HRSA
grant for the Healthcare for the Homeless (HCH) Clinic to expand substance abuse treatment
offerings. This funding will support direct linkages to trained primary care and behavioral health
services at HCH and improve the ability to deliver medication-assisted treatment for substance
abuse disorders.
Good Governance is Inclusive Governance
The Cantrell Administration began its work with the belief that government needs to work better for
everyone. We have operated with the understanding that we need to be transparent and
intentional about the culture change within City Hall, and that means a more welcoming, inclusive
workforce that will fight for the residents’ fair share. It means recognizing that while we know how
things have been, and been done, change is happening and change is coming.
The 2020 budget includes funding for the Office of Human Rights & Equity and the Human
Relations Commission. The Office of Human Rights and Equity (OHRE) is the voice for human
rights and social justice in City Hall and is responsible for the implementation of the Advisory
Committee of Human Relations
The City has begun efforts to use social media as a tool to meet people where they are digitally.
This includes an increase in usage of digital platforms to connect with residents and to connect
them with City services, including the recent launch of RouteWise.
The 2020 budget also includes funding for the continued launch of Reconnect NOLA - a
community-driven device repair clinic. The City’s IT department & NORD Commission have
partnered with STEMNOLA to repair those minor technology issues that can keep a resident from
connecting to City services.

Zero-Based Budgeting
In 2019, the City began piloting a new zero-based budgeting method to replace its traditional
budgeting process. Five pilot departments – the New Orleans Police Department, the Department
of Public Works, the New Orleans Recreation Development Commission, the Department of Safety
and Permits, and the Juvenile Justice Intervention Center – participated in this process for the 2020
budget cycle. Zero-based budgeting allows policymakers and department leaders to better connect
their expenditures with the services they provide and allows city leadership to identify areas where
services could be consolidated or enhanced.
In 2020, the City plans to scale this process citywide, with all departments participating in the zerobased budgeting process for the 2021 budget cycle. The Chief Administrative Office will lead this
effort and will begin meeting with departments in January to establish ZBB frameworks.

Page 54

 Budget Summary
Presentation of Budget Information
Financial Overview
Overview of Revenues and Expenditures
Summary of the Proposed 2020 Budget: General Fund Only

Page 55

 Budget Summary
Presentation of Budget Information
As a guide to the information presented in the following budget reports, the City notes the
following information:
  FY 2018 Actual Data is unaudited.
  Special taxing districts, Downtown Development District and N. O. Regional
Business Park, do not reflect expenditures, only the dedicated millage.
  Contributions and Fund Transfers are funds set aside to off-set grant revenue and
are only accounted for as they are used.

Financial Overview
The FY 2020 Proposed Balanced Budget appropriation for the General Fund is
$721.9 million, excluding transfers. The following charts show projected operating
revenues and proposed operating expenditures over major revenue categories for
FY 2020. Additional charts show projected revenues and proposed appropriations
for all funds for FY 2020.

Page 56

 Where the Money Comes From
7KH )<      3URSRVHG %DODQFHG %XGJHW DSSURSULDWLRQ IRU WKH *HQHUDO )XQG LV      9 PLOOLRQ  H[FOXGLQJ WUDQVIHUV RI      
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SURMHFWHG UHYHQXHV DQG DSSURSULDWLRQV IRU DOO IXQGV IRU )<      

2020 Proposed General Fund Revenue
$721,856,669

2020 Proposed NonͲGeneral Fund Revenue
$411,193,587

Property Taxes

Special Revenue Funds

4.96%

2.89%
SelfͲGenerated, Spec.
Rev., Trust Funds
LLE Funds

General Sales Taxes

5.43%

22.80%

24.32%

Other Taxes
13.66%

24.31%

Licenses and Permits
0.42%
Intergov.

Wisner Fund

Service Charges
2.98%

Housing & Urban Dev.

0.19%

Library Funds

Fines and Forfeits
15.63%
11.38%

Miscellaneous
Revenues
Other Financing Sources

10.66%
28.53%

0.16%
4.90%

18.70%

8.08%

Federal Grants
State & Local Foundation
Grants
Grants, Contr., & Fund
Transfers

2020 Proposed Revenue from All Funds
$1,133,050,256
0

200,000,000

400,000,000

600,000,000

800,000,000

1,000,000,000

General fund

Special Revenue Funds

Self Generated, Spec. Rev., Trust Funds

LLE Funds

Library Funds

Grants, Contr. & Fund Transfers

Housing and Urban Development

Federal Grants

Wisner Fund

State and Local Foundation Grants

Page 57

1,200,000,000

 Where the Money Goes

2020 Proposed General Fund Expenditures
$721,856,669

0%

10%

20%

Council
Safety & Permits
Finance
Parks & Parkways
City Planning Comm.
Ethics Review Board
Workforce Invst. Act
Juvenile Court
Criminal District Court

30%

40%

Mayor
Police
Property Management
Library
Mosquito Control Bd.
Office of Ind. Police Mon.
Economic Dev. Fund
First City Court
Criminal Sheriff

50%

60%

CAO
Sanitation
Civil Service
HDLC
Museum of Art
Office of Training Div.
Intergovernmental
Civil Court
Clrk of Crim. Dist. Crt

70%

80%

Law
Health
Public Works
VCC
Miscellaneous
Office of Comm. Dev.
District Attorney
Municipal Court
Registrar of Voters

90%

100%

Fire
Human Services
Recreation
Alcoholic Bvg Ctrl. Bd.
General Services
N’hood Hsg Imprv. Fnd
Coroner's Office
Traffic Court
Judicial Retirement

2020 Proposed NonͲGeneral Fund Expenditures
$411,193,587

0%

10%

20%

Council
Safety & Permits
Finance
Parks & Parkways
City Planning Comm.
Ethics Review Board
Workforce Invst. Act
Juvenile Court
Criminal District Court

30%

40%

Mayor
Police
Property Management
Library
Mosquito Control Bd.
Office of Ind. Police Mon.
Economic Dev. Fund
First City Court
Criminal Sheriff

50%

60%

CAO
Sanitation
Civil Service
HDLC
Museum of Art
Office of Training Div.
Intergovernmental
Civil Court
Clrk of Crim. Dist. Crt

70%

80%

Law
Health
Public Works
VCC
Miscellaneous
Office of Comm. Dev.
District Attorney
Municipal Court
Registrar of Voters

90%

100%

Fire
Human Services
Recreation
Alcoholic Bvg Ctrl. Bd.
General Services
N’hood Hsg Imprv. Fnd
Coroner's Office
Traffic Court
Judicial Retirement

2020 Proposed Expenditures All Funds
$1,133,050,256

0%

10%

20%

Council
Safety & Permits
Finance
Parks & Parkways
City Planning Comm.
Ethics Review Board
Workforce Invst. Act
Juvenile Court
Criminal District Court

30%

40%

Mayor
Police
Property Management
Library
Mosquito Control Bd.
Office of Ind. Police Mon.
Economic Dev. Fund
First City Court
Criminal Sheriff

50%

60%

CAO
Sanitation
Civil Service
HDLC
Museum of Art
Office of Training Div.
Intergovernmental
Civil Court
Clrk of Crim. Dist. Crt

Page 58

70%
Law
Health
Public Works
VCC
Miscellaneous
Office of Comm. Dev.
District Attorney
Municipal Court
Registrar of Voters

80%

90%

100%

Fire
Human Services
Recreation
Alcoholic Bvg Ctrl. Bd.
General Services
N’hood Hsg Imprv. Fnd
Coroner's Office
Traffic Court
Judicial Retirement

 Overview of Revenues and Expenditures
Summary
One purpose of the City's budget is to project how current spending trends will impact
future budget choices. To accomplish this, a projection is made of future year revenues,
together with expenditure trends, debt service obligations, and fund balance policies
regarding reserves for emergencies. General Fund revenues are projected by trend or
by specific circumstances that are anticipated to occur during the forecast period.

Methodology
During the development of the 2020 Budget, the City developed a multi-year revenue
forecast for the General Fund. The forecast considered key factors such as expected
economic growth, construction outlook, population growth, and other indicators. Major
revenue sources such as sales tax were forecasted using national and local projections
of economic activity and historic trends and patterns of revenue collection. Sources
used in developing these projections include national economic forecasts for inflation,
and growth in real GDP.

Page 59

 Overview of Revenues and Expenditures
Total Revenues by Fund
Fund

2018 Actual

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Total Funding

           

           

       

       

          
       
          
       
          
          
 
          
827,953,658

          
       
          
         
           
          
           
          
1,136,096,837

           

Dollar
Change
FY19-20
         

Percent
Change
FY19-20
    

       

 

    

2019 Adopted 2020 Proposed

          
         
       
       
          
         
         
       
          
            
          
         
           
 
          
          
1,133,050,256 -3,046,581

Total Operating Revenues by Fund

2018
2019
2020
      
General Fund
706,391,252
713,014,616
721,856,669
NonͲGeneral Fund
121,562,406
423,082,221
411,193,587
$423.1

$411.2

$706.4

$713.0

$721.9

    

    
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$121.6

    

    

  

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1RQ *HQHUDO )XQG

Page 60

     
     
     
    
      
     
    
     
-0.3%

 Summary of Revenues and Expenditures
General Fund
GENERAL FUND ONLY
Estimated Revenues
$OO 7D[HV
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2020

Percentage of Total

           

      

          
          
          
          

      
     
      
     

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Total Revenues

721,856,669

100.00%

Estimated Expenditures
3HUVRQDO 6HUYLFHV

2020
           

Percentage of Total
      

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Total Expenditures
721,856,669

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Page 61

     
100.00%

  



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Page 63

 Projections
Revenue Projections by Source
2018
Actual

2019
Adopted

2020
Proposed

2021
Projected

2022
Projected

2023
Projected

2024
Projected

3URSHUW\ 7D[

           

           

           

           

           

           

           

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5HYHQXH

         

          

          

          

          

          

          

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706,391,252

713,014,617

721,856,669

724,344,446

742,078,057

760,255,009

778,886,384

Fund
Recurring

Non-Recurring
1RQ 5HFXUULQJ 
5HYHQXHV
Total Revenues

General Fund Revenue Projections by Source 
$900

$800

$700

NonͲRecurring Revenues
Other Revenues

Millions

$600

Interest Income
Fines & Forfeits

$500

Service Charges
Intergovernmental Revenue

$400

Licenses & Permits
Other Taxes

$300

Utility Taxes
$200

Sales Taxes
Property Tax

$100

$0
2018
Actual

2019
Adopted

2020
Proposed

2021
Projected

2022
Projected

2023
Projected

Page 64

2024
Projected

 Fund Balance Projections
2018 Actual

2019 Adopted
(10/16/19)

Recurring Revenue

641,588,779

665,091,173

Budgeted Fund Balance

17,647,695

General Fund Balance

2020
Proposed
(10/16/19)

2021
Projected

2022
Projected

2023
Projected

691,653,118

709,344,446

727,078,057

745,255,009

REVENUE
6,800,000

TOTAL FUND BALANCE USE

17,647,695

0

6,800,000

0

0

0

Other Non-recurring Revenue

47,154,778

47,923,444

23,403,551

15,000,000

15,000,000

15,000,000

TOTAL REVENUE

706,391,252

713,014,617

721,856,669

724,344,446

742,078,057

760,255,009

Remaining Base

628,041,582

676,402,694

695,854,855

709,771,952

723,967,391

738,446,739

Debt Service

31,211,000

25,988,338

26,001,814

26,022,908

24,941,836

24,967,174

TOTAL EXPENDITURES

674,620,829

702,391,032

721,856,669

735,794,860

748,909,227

763,413,913

31,770,423

10,623,585

0

-11,450,414

-6,831,170

-3,158,904

54,425,004

65,041,232

70,987,747

58,681,247

41,724,333

29,386,663

EXPENDITURE

Anticipated Surplus/(Deficit) from General Fund
Beginning Balance
Adjustment to Beginning Balance (Fr Mkt)

829,430

USE OF FUND BALANCE
Appropriated from Fund Balance

-17,647,695
-2,000,000

To Judgment Fund

-6,800,000

0

0

0

-2,000,000

-2,000,000

-2,000,000

-2,000,000

BP Fund Direct Appropriation

-3,506,500

-3,506,500

-3,506,500

-3,506,500

-3,506,500

-3,506,500

TOTAL USE OF FUND BALANCE

-21,154,195

-5,506,500

-12,306,500

-5,506,500

-5,506,500

-5,506,500

NET CHANGE TO FUND BALANCE

10,616,228

5,117,085

-12,306,500

-16,956,914

-12,337,670

-8,665,404

Adjusted Fund Balance

65,041,232

70,987,747

58,681,247

41,724,333

29,386,663

20,721,259

Obligated to Savings Fund (estimated after 2019)

-27,010,016

-28,932,578

-31,022,632

-32,678,571

-34,158,101

-35,460,781

Adjusted Fund Balance less Savings Fund

38,031,216

42,055,169

27,658,615

9,045,762

-4,771,438

-14,739,522

Percentage of Total Expenditures

9.6%

10.1%

8.1%

5.7%

3.9%

2.7%

Percentage of Recurring Revenue

10.1%

10.7%

8.5%

5.9%

4.0%

2.8%

*These projections are for planning purposes only, not an official forecast; assumes all revenue and expenditures materialize. Actual performance will determine
the end of year surplus or deficit.
Annual growth assumptions: Revenue 2.5%, Expenditures 2.0%

Page 65

 Detailed Description of Revenues from All Funds
Total Revenues by Fund Source
2020
8.82%

General Fund
SelfͲGenerated, Spec. Revenue,
Trust Funds
HUD Funds

8.83%

4.13%

Wisner Funds
Library Funds

6.79%

Local Law Enf. Grants

0.15%

Federal Grants

1.78%
0.06%
5.67%

63.71%

State & Local Foundation Grants
Grants, Contrib., & Fund Transfer

0.07%

Special Revenues

2018
Actual

2019
Adopted

2020
Proposed

           

           

           

         

    

      

       

       

       

 

    

     

          

          

          

         

     

     

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Total Revenues

827,953,658

1,136,096,837

1,133,050,256

(3,046,581)

-0.3%

100%

Type
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Page 66

Dollar Change Percent Change Percent of Total
FY19-20
FY19-20
Revenue

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Page 67

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'HYHORSPHQW 'LVWULFW RI WKH &LW\  )XQGV DUH XVHG WR SURYLGH DQG PDLQWDLQ DGGLWLRQDO 
SXEOLF LPSURYHPHQWV  IDFLOLWLHV  DQG VHUYLFHV LQ WKH '''  LQFOXGLQJ  EXW QRW OLPLWHG WR  
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DQG SURPRWLRQDO DFWLYLWLHV  

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GHSDUWPHQWV  7KH SXUSRVH RI WKHVH IXQGV LV WR SURYLGH DGGLWLRQDO RSHUDWLRQDO IXQGLQJ IRU 
GHSDUWPHQWV WR FDUU\ RXW WKHLU VHUYLFHV  

Page 68

 Detailed Decription of General Fund Revenues
Sales Tax Revenue
Sales and Use Tax Revenue
Sales and Use Tax Rates
General Sales Tax
including Motor
Vehicles

&LW\ RI 1HZ 2UOHDQV
2UOHDQV 3DULVK 6FKRRO %RDUG
5HJLRQDO 7UDQVLW $XWKRULW\
TOTAL

Food for Home
Consumption and
Hotel Sales Tax
Prescription
Medication

    
    
    
5.0%

    
    
    
4.0%

    
    
    
4.5%

$ORQJ ZLWK LWV RZQ VDOHV DQG XVH WD[  WKH &LW\ DOVR FROOHFWV VDOHV DQG XVH WD[ RQ EHKDOI RI 2UOHDQV 3DULVK 6FKRRO %RDUG DQG WKH 5HJLRQDO 
7UDQVLW $XWKRULW\   +DOI RU PRUH RI WKH VDOHV DQG XVH WD[ FROOHFWHG E\ WKH &LW\ LV GLVEXUVHG WR RWKHU HQWLWLHV  *HQHUDO VDOHV WD[ LV LPSRVHG 
RQ WD[DEOH WUDQVDFWLRQV RI WDQJLEOH SHUVRQDO SURSHUW\ DQG FHUWDLQ VHUYLFHV  LQFOXGLQJ UHPRWH VDOHV  0RWRU YHKLFOH VDOHV DUH WD[HG EDVHG 
RQ WKH ORFDWLRQ RI WKH YHKLFOH UHJLVWUDWLRQ   7KH +RWHO VDOHV WD[ LV FKDUJHG RQ URRP UHQWDOV RI    GD\V RU OHVV  LQFOXGLQJ VKRUW WHUP UHQWDOV  
+RWHOV ZLWK    RU PRUH URRPV DUH OHYLHG WRWDO WD[DWLRQ RI       DORQJ ZLWK QLJKWO\ IL[HG IHHV  WKRXJK RQO\      VWD\V GLUHFWO\ ZLWK WKH 
&LW\  3OHDVH QRWH       $GRSWHG GDWD LV VKRZQ DV RI                  3URSRVHG GDWD LV VKRZQ DV RI             DQG      $GRSWHG 
GDWD LV VKRZQ DV RI             

General Sales Tax Revenue 
$210,000,000

2017
2018
2019
2020
2021
2022
2023
$201,746,002
Actual
Adopted Adopted Projected Projected Projected
Projected
$205,000,000
######## ######## ######## 2.11E+08 2.16E+08
220969652
225969652
$200,000,000
$196,825,367
*USER MUST INPUT BLUE FIGURES AND DRAG CHART OVER DATA SET

$205,969,652

$195,000,000
$190,000,000
Actual
2018

Adopted
2019

Proposed
2020

Motor Vehicle Tax 
$12,700,000

$12,654,264

$12,650,000
$12,600,000
$12,550,000

$12,540,745

$12,540,743

Actual
2018

Adopted
2019

$12,500,000
$12,450,000
Proposed
2020

Hotel/Motel Tax 
$21,739,875

$21,800,000
$21,519,875

$21,600,000
$21,400,000
$21,200,000

$20,995,000

$21,000,000
$20,800,000
$20,600,000
Actual
2018

Adopted
2019

Page 69

Proposed
2020

 Property Tax Revenue
Property Tax Revenue
7KH &LW\¶V SURSHUW\ WD[ UHYHQXH LV JHQHUDWHG WKURXJK PLOODJHV RQ DVVHVVHG YDOXHV RI UHDO HVWDWH DQG SHUVRQDO SURSHUW\  ZLWK UHDO HVWDWH 
DV WKH SUHGRPLQDWH FDWHJRU\  $OVR LQFOXGHG DUH LQWHUHVW DQG SHQDOWLHV IURP GHOLQTXHQFLHV  7KHVH DG YDORUHP WD[HV DUH EDVHG RQ 
DVVHVVPHQWV FRPSOHWHG E\ WKH &LW\¶V $VVHVVRU  DGMXVWHG E\ WKH &LW\ &RXQFLO DFWLQJ DV WKH %RDUG RI 5HYLHZ DQG FHUWLILHG E\ WKH 
/RXLVLDQD /HJLVODWLYH $XGLWRU   7KH WD[ UDWHV RU PLOODJHV DUH VHW E\ WKH &LW\ &RXQFLO ZLWK YRWHU DSSURYDO   7KH &LW\ FROOHFWV RQ EHKDOI RI D 
PXOWLWXGH RI WD[LQJ DXWKRULWLHV DQG GLVWULEXWHV WKH SURFHHGV DFFRUGLQJO\   )RU WKH &LW\¶V GHQHUDO FXQG  WKH PLOODJHV WRWDO       PLOV DQG 
LQFOXGH      PLOV IRU FLW\ DOLPRQ\        mils IRU 3ROLFH DQG )LUH 'HSDUWPHQWV      PLOV IRU SDUNV DQG UHFUHDWLRQ  DQG     PLOV IRU FDSLWDO 
SURMHFWV  

Property Tax Revenue 
$170,000,000
$164,571,618

$165,000,000

$160,000,000

$155,000,000
$150,297,089

$150,000,000

$148,844,441

$145,000,000

$140,000,000
Actual
2018

Adopted
2019

Proposed
2020

Service Charge Revenue
Charges for Services
7KH &LW\ VHWV FKDUJHV IRU D EURDG UDQJH RI VHUYLFHV LQ DFFRUGDQFH ZLWK ILQDQFLDO SROLF\ DQG ORFDO RUGLQDQFHV  )HHV DUH FKDUJHG IRU D 
YDULHW\ RI VHUYLFHV LQFOXGLQJ (06 DPEXODQFH IHHV  SDUNLQJ PHWHUV  VDQLWDWLRQ VHUYLFH FKDUJHV  WD[ FROOHFWLRQ VHUYLFH  LQGLUHFW FRVWV  XWLOLW\ 
UHJXODWRU\ IHHV  WRZLQJ DQG ERRWLQJ DQG RWKHU FKDUJHV  7KH ODUJHVW RI WKHVH LV WKH VDQLWDWLRQ VHUYLFH FKDUJH  3OHDVH QRWH       $GRSWHG 
GDWD LV VKRZQ DV RI                  3URSRVHG GDWD LV VKRZQ DV RI             DQG      $GRSWHG GDWD LV VKRZQ DV RI            

Service Charge Revenue 
$100,000,000

$98,240,020

$98,635,620

Adopted
2019

Proposed
2020

$98,000,000
$96,000,000
$94,000,000
$92,000,000
$90,000,000

$89,693,763

$88,000,000
$86,000,000
$84,000,000
Actual
2018

Page 70

 Licenses and Permits Revenue
Licenses and Permits
/LFHQVHV DQG SHUPLWV DVVXUH SURSHU RYHUVLJKW RI SURIHVVLRQDO VHUYLFH SURYLGHUV DQG PRQLWRU FHUWDLQ W\SHV RI EXVLQHVV HVWDEOLVKPHQWV DV 
ZHOO DV PRWRU YHKLFOH VWDQGDUGV  7KLV FDWHJRU\ LQFOXGHV IUDQFKLVH IHHV FROOHFWHG RQ YDULRXV XWLOLW\ DQG WHOHFRPPXQLFDWLRQV FRPSDQLHV 
RSHUDWLQJ ZLWKLQ WKH &LW\  3OHDVH QRWH       $GRSWHG GDWD LV VKRZQ DV RI                  3URSRVHG GDWD LV VKRZQ DV RI             
DQG      $GRSWHG GDWD LV VKRZQ DV RI            

Licenses and Permits Revenue 
$77,500,000
$76,953,722

$77,000,000
$76,500,000
$75,983,504

$76,000,000
$75,500,000
$75,050,808

$75,000,000
$74,500,000
$74,000,000
Actual
2018

Adopted
2019

Proposed
2020

Fines & Forfeitures
Fines and Forfeitures
)LQHV DQG IRUIHLWXUHV DUH SULPDULO\ SDUNLQJ PHWHU DQG WUDIILF ILQHV  LQFOXGLQJ WUDIILF VDIHW\ FDPHUDV  FROOHFWHG WKURXJK HQIRUFHPHQW RI ORFDO 
RUGLQDQFHV  3OHDVH QRWH       $GRSWHG GDWD LV VKRZQ DV RI                  3URSRVHG GDWD LV VKRZQ DV RI             DQG      
$GRSWHG GDWD LV VKRZQ DV RI            

Fines & Forfeitures 
$42,500,000

$42,232,065

$42,000,000
$41,500,000
$41,000,000
$40,500,000
$40,000,000

$39,594,357

$39,500,000

$39,232,065

$39,000,000
$38,500,000
$38,000,000
$37,500,000
Actual
2018

Adopted
2019

Page 71

Proposed
2020

 Intergovernmental Revenues
Intergovernmental Revenues
,QWHUJRYHUQPHQWDO UHYHQXHV DUH WUDQVIHUUHG WR WKH &LW\ E\ WKH 6WDWH  ,W SULPDULO\ LQFOXGHV WKH ORFDO SRUWLRQ RI 6WDWH UHYHQXH VKDULQJ  
3DULVK WUDQVSRUWDWLRQ IXQGV  8SSHU 3D\PHQW /LPLW UHYHQXH IURP 0HGLFDLG  VWDWH VDOHV WD[ GHGLFDWLRQ IURP 6KRUW 7HUP 5HQWDOV  DQG D 
VKDUH RI SURFHHGV IURP 9LGHR 'UDZ 3RNHU JDPLQJ  3OHDVH QRWH       $GRSWHG GDWD LV VKRZQ DV RI                  3URSRVHG GDWD LV 
VKRZQ DV RI             DQG      $GRSWHG GDWD LV VKRZQ DV RI            

Intergovernmental Revenues 
$35,000,000
$31,735,000

$30,000,000
$25,000,000
$21,538,551

$20,628,648

$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Actual
2018

Adopted
2019

Proposed
2020

Interest Income
Interest Income
,QWHUHVW LQFRPH LV HDUQHG RQ WKH LQYHVWPHQW RI IXQGV QRW LPPHGLDWHO\ UHTXLUHG WR PHHW FDVK GLVEXUVHPHQW REOLJDWLRQV  LQFOXGLQJ XQVSHQW 
ERQG SURFHHGV IURP WD[DEOH LVVXHV  7KH LQWHUHVW LQFRPH SURMHFWHG LQ WKH *HQHUDO )XQG UHIOHFWV HDUQLQJV RQ WKH LGOH FDVK EDODQFHV WKDW 
ZLOO XOWLPDWHO\ IXQG WKH RSHUDWLQJ EXGJHW DV ZHOO DV WKH FDSLWDO EXGJHW  3OHDVH QRWH       $GRSWHG GDWD LV VKRZQ DV RI                  
3URSRVHG GDWD LV VKRZQ DV RI             DQG      $GRSWHG GDWD LV VKRZQ DV RI            

Interest Income 
$6,000,000

$5,500,000.00

$5,000,000

$4,500,000.00

$4,000,000
$3,000,000
$2,153,206.40

$2,000,000
$1,000,000
$0
Actual
2018

Adopted
2019

Page 72

Proposed
2020

 Non-Recurring Revenue
Non Recurring Revenue
7KLV FDWHJRU\ LQFOXGHV LWHPV WKDW DUH XQXVXDO  LQIUHTXHQW LQ QDWXUH  RU GLIILFXOW WR SUHGLFW EHFDXVH WKHLU ODVWLQJ HIIHFW LV OLPLWHG  $Q\ 
GUDZGRZQV IURP WKH *HQHUDO )XQG %DODQFH DUH DOVR LQFOXGHG LQ WKLV FDWHJRU\  3OHDVH QRWH       $GRSWHG GDWD LV VKRZQ DV RI 
                 3URSRVHG GDWD LV VKRZQ DV RI             DQG      $GRSWHG GDWD LV VKRZQ DV RI            

NonͲRecurring Revenue 
$70,000,000

$64,802,473

$60,000,000
$47,923,444

$50,000,000
$40,000,000

$30,203,551

$30,000,000
$20,000,000
$10,000,000
$0
Actual
2018

Adopted
2019

Page 73

Proposed
2020

 2019 Millage Rates & Special Tax Districts
City Millages
Millage
Rate

Description

13.31

General Municipal Purposes

22.50

Interest and redemption of City bonds

16.23

Special tax for construction and operation of drainage system

6.13

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 and women in the
Police and Fire Departments

0.31

Special tax for establishing and maintaining a zoological garden in Audubon Park

2.86

Aquarium

5.39

Public Library

5.05

Special tax for support of Police protection services

7.41

Special tax for support of Fire protection services

0.87

Special tax to fund the Neighborhood Housing Improvement Fund

0.87

Special tax to fund the New Orleans Economic Development Fund

1.43

Special Tax paying for the operations and improvements by the Parkway and Parks Commission

1.43

Special Tax paying for the operations and improvements by the New Orleans Recreation
Department

1.82

Special Tax for Street and Traffic Control Device Maintenance

1.74

Capital Improvements and Infrastructure Trust Fund

1.14

City Services

2.80

Orleans Law Enforcement District

45.31

Constitutional tax for operating and maintaining a separate system of public schools

136.6

Total Mills Citywide

Special Millages
Millage
Rate

Description

12.28

Constitutional tax for construction and maintenance of East Bank levee by Orleans Parish Levee
Board

12.56

Constitutional tax for construction and maintenance of West Bank levee by Orleans Parish Levee
Board

14.12

Special tax for providing additional public facilities in Downtown Development District

9.57

Special tax on all taxable real property within the Garden District’s Security District

7.66

Tax on taxable property within the Touro Bouligny Security District, except parcels qualifying for
Special Assessment Level

Page 74

 Special Fees
Fee

Description

$ 150

Fee levied on each improved and unimproved parcel 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 each parcel of taxable real property within the Lake Carmel Subdivision Improvement District

$ 300

Fee levied on each improved parcel of land within the Lake Terrace Crime Prevention District

$ 700
$ 485
$ 475

Fee levied on each improved parcel of land with three (3) or more family units within the Lake Terrace Crime
Prevention District
Fee levied on all taxable real property within the Lake Forest Estates Improvement District
Fee levied on all parcels of land within the Upper Hurstville Security District, except parcels qualifying for Special
Assessment Level

$ 450

Fee levied on each improved and unimproved parcel within the Lakewood Crime Prevention and Improvement
District

$ 360

Fee levied on each improved and unimproved parcel within the Lakeshore Crime Prevention District

$ 225

Fee levied on each improved parcel within the Kenilworth Improvement District

$ 400

Fee levied on all taxable real property within the Lake Oaks Subdivision Improvement District

$ 475

Fee levied on each improved parcel of land within the Twinbrook Security District, except parcels qualifying for
Special Assessment Level

$ 240

Fee levied on each parcel of taxable real property within the Kingswood Subdivision Improvement District

$ 505

Fee levied on each improved parcel of land within the Hurstville Security and Neighborhood Improvement
District, except parcels qualifying for Special Assessment Level

$ 220

Fee levied on each parcel within the Tamaron Subdivision Improvement District, except parcels qualifying for
Special Assessment Level

$ 250

Fee levied on each parcel of land within the McKendall Estates Neighborhood Improvement District

$ 350

Fee levied on each improved parcel of land within the Lake Bullard Neighborhood Improvement District

$ 600

Fee levied on each parcel of land within the Upper Audubon Security District, except parcels qualifying for
Special Assessment Level

$ 300

Fee levied on each parcel of land within the Audubon Area Security District, except parcels qualifying for Special
Assessment Level
Fee levied on each parcel within the Lakewood East Security and Neighborhood Improvement District

$ 300

Fee levied on each parcel of land within the Lake Willow Subdivision Improvement District

$ 100

Fee levied on each improved parcel of land within the Broadmoor Neighborhood Improvement District, except
parcels qualifying for Special Assessment Level

$ 300

Fee levied on each parcel of land within the North Kenilworth Improvement and Security District, except parcels
qualifying for Special Assessment Level

$ 220

Fee levied on each improved or unimproved parcel within the Lake Vista Crime Prevention District

$ 525

$1,652

$ 200

Fee levied on each parcel of land within the Eastover Neighborhood Improvement and Security District, except
for any multiple adjacent parcels that are combined for the purpose of housing a single family dwelling the flat fee
for the combined parcel shall be calculated to be one and four tenths (1.4) times the single parcel fee for two
adjacent parcels and one and six tenths (1.6) times the single parcel fee for three or more adjacent parcels
Fee levied on each improved parcel of land within the Seabrook Neighborhood Improvement and Security
District whose owner is sixty-four years of age or younger

$ 100

Fee levied on each improved parcel of land within the Seabrook Neighborhood Improvement and Security
District whose owner is sixty-five years of age or older or has been a full-time active duty member of the armed
forces of the United States of America for three (3) consecutive years.

$ 950

Fee levied on each improved parcel of land within the University Neighborhood Security and Improvement
District, except parcels qualifying for Special Assessment Level

$350

Fee levied on each parcel of real property situated within the Lake Barrington Subdivision Improvement
District

$300

Fee levied on each parcel of land within the Delachaise Security and Improvement District, except parcels
qualifying for Special Assessment Level.
Page 75

 Statement of Revenues
General Fund
2018
Actual

2019
Adopted

2020
Proposed

PROPERTY TAXES
5($/ 3(5621$/ 3523(57< &855(17
5($/ (67$7( &855(17 <($5
3(5621$/ 3523(57< &855(17 <($5
35,25 <($5 3523(57<
32/,&(  ),5( '(',&$7(' 0,//6
125' '(',&$7('     0,//6
3$5.:$< '(',&$7('     0,//6
675((76 '(',&$7('     0,//6
5($/ (67$7( 35,25 <($5
3(5621$/ 3523(57< 35,25 <($5
,17(5(67   3(1$/7,(6
PROPERTY TAX SUB-TOTAL

           
 
 
         
          
         
         
         
 
 
         
148,844,441

           
 
 
         
          
         
         
         
 
 
         
150,297,089

           
 
 
         
          
         
         
         
 
 
         
164,571,618

Other Taxes
6$/(6 7$;
02725 9(+,&/( 7$;
+27(/   027(/ 7$;
%((5   :,1( 7$;
3$5.,1* 7$;
'2&80(17  75$16$&7,21 7$;
&+$,1 6725( 7$;
$086(0(17 7$;
2)) 75$&. %(77,1* 5$&,1* 7$;
87,/,7< 7$;
)$,5*5281' 6/27 0$&+,1(    7$;
SUB-TOTAL OTHER TAXES
TOTAL TAXES

            
          
          
       
         
         
       
 
       
          
         
253,273,272
402,117,713

            
          
          
       
         
         
       
 
       
          
         
259,291,586
409,588,675

            
          
          
       
         
         
       
 
       
          
         
264,292,183
428,863,801

LICENSES & PERMITS
$/&2+2/,& %(9(5$*(
&$%/( 79 )5$1&+,6(
(17(5*<  )5$1&+,6(
7(/(3+21( )5$1&+,6(
0,6&(//$1(286 )5$1&+,6(
2&&83$7,21$/ /,&(16(6
6$)(7< (/(&75,& 0(&+$1,&$/
7$;, 7285 *8,'( /,&(16(6
%8,/',1* 3(50,76
02725 9(+,&/( 3(50,76
675((76   &85%6
0$<25$/7< 3(50,76
27+(5 /,&(16(6   3(50,76
TOTAL LICENSES & PERMITS

          
         
          
       
         
          
         
         
         
         
       
       
         
75,050,808

          
         
          
       
         
          
         
         
         
         
       
       
         
75,983,504

          
         
          
       
         
          
         
         
         
         
       
       
         
76,953,722

INTERGOVERNMENTAL REVENUE
)('(5$/ $,'   0(',&$5( 27+(5
(0(5*(1&< 0$1$*(0(17
67$7( $,'   9,'(2 32.(5
67$7( '(37  2) &255(&7,216
67$7( $,'   0(',&$,'
67$7( 5(9(18( 6+$5,1*
67$7( $,' 27+(5 
3$5,6+ 75$163 )81'  52$'6
3$5,6+ 75$163 )81'  75$16,7
72%$&&2 7$;
25/($16 3$5,6+ &200  ',67 
TOTAL INTERGOVERNMENTAL REVENUE

  
 
         
      
          
         
         
         
         
 
 
20,628,648

  
 
         
      
          
         
          
         
         
 
 
31,735,000

  
 
         
      
         
         
         
         
         
 
 
21,538,551

Source

Page 76

 2018
Actual

2019
Adopted

2020
Proposed

SERVICE CHARGES
*(1(5$/ *29(510(17
38%/,& 6$)(7<
675((76 3$5.,1* 0(7(56
675((76 27+(5
6$1,7$7,21
&8/785$/   5(&5($7,21
3$5.6 $1' 3$5.:$<6
67$7( $,' 27+(5
,1',5(&7 &2676
25/($16 3$5,6+ &200  ',67  
27+(5 6(59,&( &+$5*(6
TOTAL SERVICE CHARGES

           
          
          
         
          
 
     
      
         
 
      
89,693,763

           
          
          
         
          
 
     
      
         
 
      
98,240,020

           
          
          
         
          
 
     
      
         
 
      
98,635,620

FINES & FORFEITS
75$)),& ),1(6   9,2/$7,216
5(' 6,*1$/ /,*+7 &$0(5$ (1)5&017
3$5.,1* 7,&.(7 &2//(&7,216
$'0,1  $'-8',&$721 )((6
081,&,3$/ &2857 ),1(6   &2676
,03281'(' $%$1'21(' 9(+,&/(
+($/7+ &2'( 9,2/$7,216
TOTAL FINES & FORFEITS

         
          
          
 
 
      
 
39,594,357

         
          
          
 
 
       
 
42,232,065

         
          
          
       
 
       
 
39,232,065

MISCELLANEOUS REVENUE
)(0$ $'0,1 )((6
,17(5(67   23(5$7,1*   &$3,7$/
6(77/(0(17   -8'*0(17 )81'
5(176   52<$/7,(6
&2175,%87,216   27+(5
5,9(5%2$7 *$0,1* )((
0,6&(//$1(286 5(,0%856(0(17
TOTAL MISC. REVENUE

  
         
 
         
         
 
         
14,469,659

  
         
 
         
          
 
          
41,174,766

  
         
 
         
          
 
          
35,772,322

OTHER FINANCING SOURCES
8'$* +8'     /2$1
75$16)(5 )520 27+(5 )81'6
27+(5 $'-8670(176  
*8/) 287/(7 =21( 3$<0(17
)(0$ /2$1
)81' %$/$1&(
TOTAL OTHER FINANCING

  
          
 
 
 
          
64,836,301

  
          
 
 
 
 
14,060,588

  
          
 
 
 
         
20,860,588

TOTAL GENERAL FUND

706,391,252

713,014,616

721,856,669

Source

Page 77

 Other Funds
Source
SELF-GENERATED
&2175,%87,216   27+(5 0,6&(//$1(286
TOTAL SELF-GENERATED
TOTAL DISCRETIONARY REVENUE

2018
Actual

2019
Adopted

2020
Proposed

         
385,087
706,776,339

         
765,000
713,779,616

         
765,000
722,621,669

2018
Actual

2019
Adopted

2020
Proposed

HOUSING AND URBAN DEVELOPMENT
)('  *5$176  &200    5(*,21$/ '(9 
TOTAL HOUSING AND URBAN DEV.

            
18,042,355

            
58,300,548

            
64,259,987

MAYORAL FELLOWS PROGRAM
:,61(5 /$1' 75867 352&(('6
TOTAL MAYORAL FELLOWS PROGRAM

         
501,414

         
652,083

         
644,669

            
 
       
19,446,856

            
 
       
20,300,000

            
 
       
20,131,149

2018
Actual

2019
Adoptred

2020
Proposed

         
318,213

           
1,579,619

           
1,719,904

FEDERAL GRANTS
+($/7+
$// 27+(5
TOTAL FEDERAL GRANTS

           
          
25,791,409

           
          
104,802,083

           
          
76,896,478

STATE & LOCAL FOUNDATION GRANTS
+($/7+   +80$1 5(6285&(6
67$7( $,' '(37  2) 38%/,& 6$)(7<
67$7( '(3$570(17 2) /$%25
/28,6,$1$ 62&,$/ 6(59,&(6
67$7( $,'  27+(5 
/2&$/ )281'$7,21 *5$176
TOTAL STATE GRANTS

           
       
         
      
         
         
12,216,242

           
       
         
       
         
          
47,429,865

           
       
         
       
         
          
46,794,793

 
0

             
100,000,000

             
100,000,000

Source

LIBRARY FUNDS
'(',&$7(' 3523(57< 7$;(6
/,%5$5< 6853/86
/,%5$5< ),1(6
TOTAL LIBRARY FUNDS
Source
LLE GRANTS
67$7( *5$17   2)),&( 2) 7+( *29(5125
TOTAL LLE

GRANTS, CONTRIB., & FUND TRANSFERS
*5$176  &2175,%     )81' 75$16)(56
TOTAL GRANTS, CONTRIB., & ETC.

Page 78

 Source

2018
Actual

2019
Adopted

2020
Proposed

DOWNTOWN DEVELOPMENT DISTRICT
''' 7$;(6
TOTAL DDD REVENUES

 
0

            
10,504,848

            
10,504,848

N.O. REGIONAL BUSINESS PARK
1 2 5 % 3  3URSHUW\ 7D[HV
TOTAL N.O.R.B.P. REVENUES

 
0

 
0

 
0

ECONOMIC DEVELOPMENT FUND
(&2120,& '(9(/230(17 7$;(6
TOTAL EDF REVENUES

           
3,443,242

           
4,289,587

           
3,898,958

HOUSING TRUST FUND
+286,1* ,03529(0(17 7$;(6
TOTAL NHIF REVENUES

           
2,342,897

           
6,891,296

           
7,561,523

           

           

           

39,074,691

67,567,292

78,016,278

TOTAL SPECIAL REVENUES & TRUST FUNDS

44,860,830

89,253,023

99,981,607

TOTAL OTHER FUNDS

121,562,406

423,082,221

411,193,587

TOTAL ALL FUNDS

827,953,658

1,136,096,837

1,133,050,256

ADDITIONAL SPECIAL REVENUES & TRUST FUNDS
$'',7,21$/ 63(&,$/ 5(9(18(6   75867 
)81'6
TOTAL ADDT'L SPECIAL REVENUES & TRUST FU

Page 79

 Total Expenditures by Fund Source
N.O. Regional Business Park
0.00%

Economic Development Fund
0.34%
Housing Improvement Fund
0.67%

Grants, Conrib. & Fund Tran.
8.83%
State, Local Foundtn. Grant
4.13%
Federal Grants
6.79%
LLE
0.15%
Library
1.78%
Self Gen, Spec. Rev., Trust 
Fund
6.95%

General Fund
63.71%
Housing and Urban Dev.
5.67%
Wisner Fund
Enterprise
0.06%
Downtown Dev. Dist.
0.00%
0.93%

2018
Actual

2019
Adopted

2020
Proposed

Dollar Change
FY19-20

Percent Change
FY19-20

*HQHUDO )XQG

           

           

           

          

  

:LVQHU )XQG

       

       

       

       

   

(QWHUSULVH

 

 

 

 

 

'RZQWRZQ 'HY  'LVW 

 

          

          

 

  

+RXVLQJ DQG 8UEDQ 'HY 

          

          

          

         

   

6HOI *HQ  6SHF  5HY   7UXVW 
)XQG

          

          

          

          

/LEUDU\

          

          

          

           

   

       

         

         

       

  

)HGHUDO *UDQWV

          

           

          

            

    

6WDWH  /RFDO )RXQGWQ  *UDQW

          

          

          

         

   

*UDQWV  &RQULE    )XQG 7UDQ 

 

           

           

 

  

1 2  5HJLRQDO %XVLQHVV 3DUN

 

 

 

 

 

(FRQRPLF 'HYHORSPHQW )XQG

         

         

         

         

   

+RXVLQJ ,PSURYHPHQW )XQG

         

         

         

       

   

779,707,377

1,126,080,252

1,133,050,256

6,970,004

1%

Type

//(

Total Expenditures

Page 80

   

 Total Expenditures by Type
Summary  *HQHUDO )XQG - Expenditures by Type
           
           
           
           
           
           
           
           
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - General Fund
Expenditure Type

2018 Actual

2019
Adopted

2020
Proposed

3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

           
           
          
659,252,582

           
           
          
701,991,031

           
           
          
721,856,669

Page 81

Dollar
Change
FY19-20
          
         
      
19,865,638

Percent
Change
FY19-20
     
     
     
2.83%

 Total Expenditures by Type
Summary  +8' - Expenditures by Type
          
          
          
          
          
          
          
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Housing and Urban Develop.
Expenditure Type

2018 Actual

2019
Adopted

2020
Proposed

3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

         
          
 
18,042,355

         
          
 
58,300,548

          
          
 
64,259,987

Page 82

Dollar
Change
FY19-20
         
         
 
5,959,439

Percent
Change
FY19-20
      
     
 
10.22%

 Total Expenditures by Type

Summary  :LVQHU )XQG - Expenditures by Type
       
       
       
       
       
       
       
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Wisner Funds
Expenditure Type
3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

2018 Actual

2019
Adopted

2020
Proposed

       
       
 
501,414

       
       
 
652,083

       
       
 
644,669

Page 83

Dollar
Change
FY19-20
       
 
 
-7,414

Percent
Change
FY19-20
      
     
 
-1.14%

 Total Expenditures by Type
Summary  /LEUDU\ - Expenditures by Type
          

          

          

          

         

 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Library
Expenditure Type

2018 Actual

2019
Adopted

2020
Proposed

3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

          
         
 
18,339,245

          
         
 
21,307,000

          
         
 
20,131,146

Page 84

Dollar
Change
FY19-20
        
           
 
-1,175,854

Percent
Change
FY19-20
      
       
 
-5.52%

 Total Expenditures by Type

         

Summary  /ocal /aw (nforcement Grant Fund
- Expenditures by Type

         
         
         
         
         
       
       
       
       
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Local Law Enforcement Grant Fund
Expenditure Type
3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

2018 Actual

2019
Adopted

2020
Proposed

       
       
 
318,213

       
       
 
1,579,619

       
       
 
1,719,904

Page 85

Dollar
Change
FY19-20
       
        
 
140,285

Percent
Change
FY19-20
      
      
 
8.88%

 Total Expenditures by Type
Summary  (FRQ  'HY  )XQG - Expenditures by Type
         
         
         
         
         
         
         
         
         
       
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Economic Development Fund
Expenditure Type
3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

2018 Actual

2019
Adopted

2020
Proposed

       
         
 
3,443,242

       
         
 
4,289,587

       
         
 
3,898,958

Page 86

Dollar
Change
FY19-20
         
         
 
-390,629

Percent
Change
FY19-20
       
      
 
-9.11%

 Total Expenditures by Type
Summary  +RXVLQJ ,PSURYHPHQW - Expenditures by Type
         
         
         
         
         
         
         
         
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Housing Improvement Fund
Expenditure Type
3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

2018 Actual

2019
Adopted

2020
Proposed

       
         
 
2,342,897

       
         
 
6,891,296

       
         
 
7,561,523

Page 87

Dollar
Change
FY19-20
       
       
 
670,227

Percent
Change
FY19-20
      
     
 
9.73%

 Total Expenditures by Type

Summary  )HGHUDO *UDQWV - Expenditures by Type
           
           
          
          
          
          
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Federal Grants
Expenditure Type

2018 Actual

2019
Adopted

2020
Proposed

3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

          
          
 
25,791,409

          
          
 
104,802,083

          
          
 
76,896,478

Page 88

Dollar
Change
FY19-20
         
            
 
-27,905,605

Percent
Change
FY19-20
      
       
 
-26.63%

 Total Expenditures by Type
Summary  6WDWH   /RFDO )QG *UDQWV - Expenditures by Type
          
          
          
          
          
          
          
          
          
         
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - STATE & LOCAL FOUNDATION GRANTS
Expenditure Type

2018 Actual

2019
Adopted

2020
Proposed

3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

         
         
 
12,216,242

         
          
 
47,429,865

         
          
 
46,794,793

Page 89

Dollar
Change
FY19-20
         
         
 
-635,072

Percent
Change
FY19-20
      
      
 
-1.34%

 Total Expenditures by Type

           

Summary  *UDQWV  &RQWULE    )XQG 7UDQVIHUV - 
Expenditures by Type

           
          
          
          
          
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

     3URSRVHG

2WKHU 2SHUDWLQJ

'HEW 6HUYLFH

Expenditures by Type - Grants, Contrib., & Fund Tran.
Expenditure Type
3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

2018 Actual

2019
Adopted

2020
Proposed

 
 
 
0

 
 
           
100,000,000

 
 
           
100,000,000

Page 90

Dollar
Change
FY19-20
 
 
 
0

Percent
Change
FY19-20
 
 
     
0.00%

 Total Expenditures by Type
Summary  ''' - Expenditures by Type
          
          
         
         
         
         
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - Downtown Development Dist.
Expenditure Type
3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

2018 Actual

2019
Adopted

2020
Proposed

 
 
 
0

 
          
 
10,504,848

 
          
 
10,504,848

Page 91

Dollar
Change
FY19-20
 
 
 
0

Percent
Change
FY19-20
 
     
 
0.00%

 Total Expenditures by Type

          

Summary  6HOI *HQ   63& 5(9  7UXVW )XQGV - 
Expenditures by Type

          
          
          
          
          
          
          
          
 
     $FWXDO

    
$GRSWHG

3HUVRQDO 6HUYLFHV

2WKHU 2SHUDWLQJ

     3URSRVHG
'HEW 6HUYLFH

Expenditures by Type - SELF GENERATED, SPC REV., TRUST FUNDS
Expenditure Type

2018 Actual

2019
Adopted

2020
Proposed

3HUVRQDO 6HUYLFHV
2WKHU 2SHUDWLQJ
'HEW 6HUYLFH
Total Expenditures

          
          
         
38,959,778

          
          
 
68,332,292

          
          
 
78,781,281

Page 92

Dollar
Change
FY19-20
         
         
 
10,448,989

Percent
Change
FY19-20
     
      
 
15.29%

 Summary of Departmental Funding by Source
Department Funding Breakdown by Source
Fund

General
Fund

Wisner
Downtown
Enterprise
Fund
Dev. Dist.

Housing
and Urban
Dev.

Self Gen,
Spec. Rev.,
Trust Fund

Library

LLE

Federal
Grants

State, Local
Grants,
Foundtn.
Conrib. &
Grant
Fund Tran.

N.O.
Regional
Business
Park

Economic
Housing
Development Improvement
Fund
Fund

&LW\ &RXQFLO

          

 

 

 

 

          

 

 

 

 

 

 

 

 

0D\RU  

          

       

 

          

          

         

 

       

          

          

 

 

 

 

&KLHI $GPLQLVWUDWLYH 2IILFH             

 

 

 

 

         

 

 

       

         

 

 

 

 

/DZ

         

 

 

 

 

         

 

 

 

 

 

 

 

 

)LUH

           

 

 

 

 

         

 

 

 

 

 

 

 

 

         

 

 

 

 

 

 

 

 

 

 

 

 

 

3ROLFH

           

 

 

 

 

         

 

         

         

       

 

 

 

 

6DQLWDWLRQ

          

 

 

 

 

 

 

 

 

      

 

 

 

 

+HDOWK             

          

       

 

 

 

       

 

 

          

         

 

 

 

 

+XPDQ 6HUYLFHV

         

 

 

 

 

 

 

 

 

 

 

 

 

 

)LQDQFH

          

 

 

 

 

          

 

 

 

 

 

 

 

 

3URSHUW\ 0DQDJHPHQW                    

 

 

 

 

 

 

 

       

 

 

 

 

 

&LYLO 6HUYLFH

         

 

 

 

 

 

 

 

 

 

 

 

 

 

3XEOLF :RUNV

          

 

 

 

         

          

 

 

       

         

 

 

 

 

5HFUHDWLRQ    

 

 

 

 

 

 

 

 

 

 

 

 

 

 

3DUNV DQG 3DUNZD\V                       

 

 

 

 

       

 

 

       

 

 

 

 

 

/LEUDU\    

 

 

 

 

 

       

          

 

         

 

 

 

 

 

         

 

 

 

 

 

 

 

 

 

 

 

 

 

       

 

 

 

 

 

 

 

 

 

 

 

 

 

     

 

 

 

 

 

 

 

 

 

 

 

 

 

&LW\ 3ODQQLQJ &RPPLVVLRQ             

 

 

 

 

 

 

 

 

      

 

 

 

 

0RVTXLWR &RQWURO %G                      

 

 

 

 

       

 

 

      

       

 

 

 

 

1  2  0XVHXP RI $UW            

       

 

 

 

 

 

 

 

 

 

 

 

 

 

          

 

 

 

         

          

 

 

         

 

 

 

 

 

6DIHW\   3HUPLWV

+'/&
9&&
$OFRKROLF %HYHUDJH &RQWURO 

0LVFHOODQHRXV

Page 93

 Fund
*HQHUDO 6HUYLFHV

General
Fund

Wisner
Downtown
Enterprise
Fund
Dev. Dist.

Housing
and Urban
Dev.

Self Gen,
Spec. Rev.,
Trust Fund

Library

LLE

Federal
Grants

State, Local
Grants,
Foundtn.
Conrib. &
Grant
Fund Tran.

N.O.
Regional
Business
Park

Economic
Housing
Development Improvement
Fund
Fund

         

 

 

 

 

 

 

 

 

       

 

 

 

 

       

 

 

 

 

 

 

 

 

 

 

 

 

 

2IIL RI ,QGHSHQGHQW 3ROLFH 0          

 

 

 

 

 

 

 

 

 

 

 

 

 

2IILFH RI &RPPXQLW\ 'HY     

 

 

 

 

          

         

 

 

         

       

 

 

 

 

:RUNIRUFH ,QYHVWPHQW          

 

 

 

 

 

 

 

 

 

         

 

 

 

 

(FRQRPLF 'HY  )XQG           

 

 

 

 

 

 

 

 

 

 

 

 

         

 

1
KRRG +VJ ,PSURY  )XQG    

 

 

 

 

 

 

 

 

 

 

 

 

 

         

,QWHUJRYHUQPHQWDO $IIDLUV    

 

 

 

 

 

 

 

 

 

 

           

 

 

 

'LVWULFW $WWRUQH\    

         

 

 

 

 

 

 

 

 

 

 

 

 

 

&RURQHU¶V 2IILFH

         

 

 

 

 

       

 

 

      

      

 

 

 

 

-XYHQLOH &RXUW

         

 

 

 

 

 

 

 

 

 

 

 

 

 

)LUVW &LW\ &RXUW            

     

 

 

 

 

 

 

 

 

 

 

 

 

 

&LYLO &RXUW              

      

 

 

 

 

 

 

 

 

 

 

 

 

 

         

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

&ULPLQDO 'LVWULFW &RXUW                    

 

 

 

 

 

 

 

 

 

 

 

 

 

6KHULII

          

 

 

 

 

 

 

 

 

 

 

 

 

 

&OHUN RI &ULP  'LVW &RXUW                

 

 

 

 

 

 

 

 

 

 

 

 

 

5HJLVWUDU RI 9RWHUV

       

 

 

 

 

 

 

 

 

 

 

 

 

 

-XGLFLDO 5HWLUHPHQW )XQG

       

 

 

 

 

 

 

 

 

 

 

 

 

 

0

10,504,848

64,259,987

78,781,281

20,131,146

1,719,904

76,896,478

46,794,793

100,000,000

0

3,898,958

7,561,523

(WKLFV 5HYLHZ %RDUG    

0XQLFLSDO &RXUW
7UDIILF &RXUW            

TOTAL EXPENDITURES

721,856,669 644,669

Page 94

 Total Departmental Expenditures by Fund

&LW\ &RXQFLO

          

Non-General
Fund 2019
Adopted
         

16,953,358

          

Non-General
Fund 2020
Proposed
          

0D\RU

          

          

109,263,432

          

          

&KLHI $GPLQLVWUDWDLYH 2IILFH

          

          

77,904,740

          

          

63,200,337

/DZ

         

         

9,654,198

         

         

10,617,555

)LUH

           

         

120,374,074

           

         

122,354,936

         

 

7,963,720

         

 

8,515,294

3ROLFH

           

          

192,020,049

           

          

194,054,969

Fund

6DIHW\   3HUPLWV

General Fund
2019 Adopted

2019 Adopted
Total

General Fund
2020 Proposed

2020 Proposed
Total
22,047,317
104,928,220

6DQLWDWLRQ

          

      

39,811,343

          

      

39,837,252

+HDOWK

          

          

44,074,021

          

          

50,871,238

+XPDQ 6HUYLFHV

         

 

6,374,611

         

 

7,215,960

)LQDQFH

          

         

57,581,274

          

          

62,542,285

3URSHUW\ 0DQDJHPHQW

          

       

10,327,994

          

       

10,806,724

&LYLO 6HUYLFH

         

 

3,364,831

         

 

3,464,831

3XEOLF :RUNV

          

          

56,042,128

          

          

56,423,876

5HFUHDWLRQ    

 

 

0

 

 

0

          

         

11,864,955

          

         

11,617,416

 

          

23,446,060

 

          

22,270,206

+'/&

       

 

993,417

         

 

1,073,138

9&&

       

 

529,063

       

 

573,325

     

 

1,500

     

 

1,500

&LW\ 3ODQQLQJ &RPPLVVLRQ

         

 

2,410,613

         

      

2,519,731

0RVTXLWR &RQWURO %G 

         

         

4,628,004

         

         

4,138,484

1  2  0XVHXP RI $UW

       

 

128,931

       

 

247,314

0LVFHOODQHRXV


          

          

59,180,455

          

          

66,023,057

*HQHUDO 6HUYLFHV

         

       

4,021,927

         

       

4,461,037

       

 

280,796

       

 

288,743

         

 

1,123,186

         

 

1,154,971

3DUNV DQG 3DUNZD\V
/LEUDU\    

$OFRKROLF %HYHUDJH &RQWURO %RDUG

(WKLFV 5HYLHZ %RDUG    
2IILFH RI ,QGHSHQGHQW 3ROLFH 0RQLWRU
2IILFH RI &RPPXQLW\ 'HY  

 

          

60,731,069

 

          

55,737,085

:RUNIRUFH ,QYHVWPHQW      

 

         

8,701,986

 

         

8,913,727

(FRQRPLF 'HY  )XQG

 

         

4,034,833

 

         

3,898,958

1HLJKERUKRRG +RXVLQJ ,PSURY  )XQG

 

         

6,891,296

 

         

7,561,523

,QWHUJRYHUQPHQWDO $IIDLUV

 

           

100,000,000

 

           

100,000,000

         

 

6,678,029

         

 

6,678,029

&RURQHU¶V 2IILFH

         

       

3,467,027

         

       

3,436,531

-XYHQLOH &RXUW

         

 

2,736,206

         

 

2,857,531

     

 

6,000

     

 

6,000

'LVWULFW $WWRUQH\    

)LUVW &LW\ &RXUW            

      

 

14,400

      

 

14,400

         

 

7,923,477

         

 

7,845,837

 

 

0

 

 

0

&ULPLQDO 'LVWULFW &RXUW

         

 

6,911,998

         

 

6,911,998

6KHULII

          

 

53,188,976

          

 

53,188,976

&OHUN RI &ULP  'LVW &RXUW

         

 

3,726,330

         

 

4,000,000

&LYLO &RXUW              
0XQLFLSDO &RXUW
7UDIILF &RXUW            

5HJLVWUDU RI 9RWHUV

       

-XGLFLDO 5HWLUHPHQW )XQG
Total Expenditures

       
701,991,031

 
 
424,089,221

385,945
364,000
1,126,080,252

Page 95

       
       
721,856,669

 
 
411,193,587

385,945
364,000
1,133,050,256

 General Fund Expenditures
Department
&RXQFLO
0D\RU
&$2
/DZ
)LUH
6DIHW\   3HUPLWV
3ROLFH
6DQLWDWLRQ
+HDOWK
+XPDQ 6HUYLFHV
)LQDQFH
3URSHUW\ 0DQDJHPHQW
&LYLO 6HUYLFH
3XEOLF :RUNV
5HFUHDWLRQ
3DUNV   3DUNZD\V
/LEUDU\
+'/&
9&&
$OFRKROLF %YJ &WUO  %G 
&LW\ 3ODQQLQJ &RPP 
0RVTXLWR &RQWURO %G 
0XVHXP RI $UW
0LVFHOODQHRXV
*HQHUDO 6HUYLFHV
(WKLFV 5HYLHZ %RDUG
2IILFH RI ,QG  3ROLFH 0RQ 
2IILFH RI 7UDLQLQJ 'LY 
2IILFH RI &RPP  'HY 
1¶KRRG +VJ ,PSUY  )QG
:RUNIRUFH ,QYVW  $FW
(FRQRPLF 'HY  )XQG
,QWHUJRYHUQPHQWDO
'LVWULFW $WWRUQH\
&RURQHU
V 2IILFH
-XYHQLOH &RXUW
)LUVW &LW\ &RXUW
&LYLO &RXUW
0XQLFLSDO &RXUW
7UDIILF &RXUW
&ULPLQDO 'LVWULFW &RXUW
&ULPLQDO 6KHULII
&OUN RI &ULP  'LVW  &UW
5HJLVWUDU RI 9RWHUV
-XGLFLDO 5HWLUHPHQW
Total

2018
Actual
         
          
          
          
           
         
           
          
          
         
          
          
         
          
 
         
     
       
       
 
         
         
       
          
         
       
       
 
 
 
 
 
 
         
         
         
 
 
         
       
         
          
         
       
       
659,252,582

2019
Adopted
          
          
          
         
           
         
           
          
          
         
          
          
         
          
 
          
 
       
       
     
         
         
       
          
         
       
         
 
 
 
 
 
 
         
         
         
     
      
         
 
         
          
         
       
       
701,991,031

Page 96

2020
Proposed
          
          
          
         
           
         
           
          
          
         
          
          
         
          
 
          
 
         
       
     
         
         
       
          
         
       
         
 
 
 
 
 
 
         
         
         
     
      
         
 
         
          
         
       
       
721,856,669

 Other Fund Expenditures
Department
&RXQFLO
0D\RU
&$2
/DZ
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6DIHW\   3HUPLWV
3ROLFH
6DQLWDWLRQ
+HDOWK
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)LQDQFH
3URSHUW\ 0DQDJHPHQW
&LYLO 6HUYLFH
3XEOLF :RUNV
5HFUHDWLRQ
3DUNV   3DUNZD\V
/LEUDU\
+'/&
9&&
$OFRKROLF %YJ &WUO  %G 
&LW\ 3ODQQLQJ &RPP 
0RVTXLWR &RQWURO %G 
0XVHXP RI $UW
0LVFHOODQHRXV
*HQHUDO 6HUYLFHV
(WKLFV 5HYLHZ %RDUG
2IILFH RI ,QG  3ROLFH 0RQ 
2IILFH RI 7UDLQLQJ 'LY 
2IILFH RI &RPP  'HY 
1¶KRRG +VJ ,PSUY  )QG
:RUNIRUFH ,QYVW  $FW
(FRQRPLF 'HY  )XQG
,QWHUJRYHUQPHQWDO
'LVWULFW $WWRUQH\
&RURQHU
V 2IILFH
-XYHQLOH &RXUW
)LUVW &LW\ &RXUW
&LYLO &RXUW
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&ULPLQDO 6KHULII
&OUN RI &ULP  'LVW  &UW
5HJLVWUDU RI 9RWHUV
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Total

2018
Actual
      
          
         
         
         
 
         
 
          
 
         
 
 
         
 
       
          
 
 
 
 
       
 
          
 
 
 
 
          
         
         
         
 
 
      
 
 
 
 
 
 
 
 
 
 
120,454,795

2019
Adopted
         
          
          
         
         
 
          
      
          
 
         
       
 
          
 
         
          
 
 
 
 
         
 
          
       
 
 
 
          
         
         
         
           
 
       
 
 
 
 
 
 
 
 
 
 
424,089,221

Page 97

2020
Proposed
          
          
          
         
         
 
          
      
          
 
          
       
 
          
 
         
          
 
 
 
      
         
 
          
       
 
 
 
          
         
         
         
           
 
       
 
 
 
 
 
 
 
 
 
 
411,193,587

 Total Expenditures
Department
&RXQFLO
0D\RU
&$2
/DZ
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3ROLFH
6DQLWDWLRQ
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3DUNV   3DUNZD\V
/LEUDU\
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$OFRKROLF %YJ &WUO  %G 
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0XVHXP RI $UW
0LVFHOODQHRXV
*HQHUDO 6HUYLFHV
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2IILFH RI 7UDLQLQJ 'LY 
2IILFH RI &RPP  'HY 
1¶KRRG +VJ ,PSUY  )QG
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,QWHUJRYHUQPHQWDO
'LVWULFW $WWRUQH\
&RURQHU
V 2IILFH
-XYHQLOH &RXUW
)LUVW &LW\ &RXUW
&LYLO &RXUW
0XQLFLSDO &RXUW
7UDIILF &RXUW
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&ULPLQDO 6KHULII
&OUN RI &ULP  'LVW  &UW
5HJLVWUDU RI 9RWHUV
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Total

2018
Actual
         
          
          
          
           
         
           
          
          
         
          
          
         
          
 
         
          
       
       
 
         
         
       
          
         
       
       
 
          
         
         
         
 
         
         
         
 
 
         
       
         
          
         
       
       
779,707,377

2019
Adopted
          
           
          
         
           
         
           
          
          
         
          
          
         
          
 
          
          
       
       
     
         
         
       
          
         
       
         
 
          
         
         
         
           
         
         
         
     
      
         
 
         
          
         
       
       
1,126,080,252

Page 98

2020
Proposed
          
           
          
          
           
         
           
          
          
         
          
          
         
          
 
          
          
         
       
     
         
         
       
          
         
       
         
 
          
         
         
         
           
         
         
         
     
      
         
 
         
          
         
       
       
1,133,050,256

 Detailed City-Wide Personnel Schedule by Department

&LW\ &RXQFLO

     

Non-General
Fund 2019
Adopted
    

65.53

     

Non-General
Fund 2020
Proposed
    

0D\RU

      

      

243.80

      

      

291.50

&KLHI $GPLQLVWUDWDLYH 2IILFH

      

    

146.98

      

    

121.98

/DZ

     

     

71.99

     

     

71.99

)LUH

      

    

635.88

      

    

635.88

6DIHW\   3HUPLWV

      

    

103.50

      

    

110.50

        

     

1,462.23

        

     

1,495.23

Fund

3ROLFH

General Fund
2019 Adopted

2019 Adopted General Fund
Total
2020 Proposed

2020 Proposed
Total
65.53

6DQLWDWLRQ

     

    

80.00

     

    

67.00

+HDOWK

      

     

234.38

      

     

235.38

+XPDQ 6HUYLFHV

     

    

62.10

     

    

71.10

)LQDQFH

      

    

140.95

      

    

140.95

3URSHUW\ 0DQDJHPHQW

     

    

86.00

     

    

86.00

&LYLO 6HUYLFH

     

    

31.00

     

    

31.00

3XEOLF :RUNV

      

    

187.49

      

    

219.49

5HFUHDWLRQ    

    

    

0.00

    

    

0.00

      

    

152.02

      

    

152.02

/LEUDU\    

    

      

223.39

    

      

223.39

+'/&

     

    

12.00

     

    

12.00

3DUNV DQG 3DUNZD\V

9&&

    

    

6.00

    

    

6.00

$OFRKROLF %HYHUDJH &RQWURO %RDUG

    

    

0.00

    

    

0.00

&LW\ 3ODQQLQJ &RPPLVVLRQ

     

    

26.00

     

    

26.00

0RVTXLWR &RQWURO %G 

     

    

40.14

     

    

41.14

1  2  0XVHXP RI $UW

    

    

0.00

    

    

0.00

0LVFHOODQHRXV

      

     

311.30

      

     

318.55

*HQHUDO 6HUYLFHV

     

    

17.00

     

    

17.00

(WKLFV 5HYLHZ %RDUG    

    

    

0.50

    

    

0.50

2IILFH RI ,QGHSHQGHQW 3ROLFH 0RQLWRU

    

    

8.00

    

    

8.00

2IILFH RI &RPPXQLW\ 'HY  

    

     

98.00

    

     

98.00

:RUNIRUFH ,QYHVWPHQW      

    

    

5.00

    

    

5.00

(FRQRPLF 'HY  )XQG

    

    

4.00

    

    

4.00

1HLJKERUKRRG +RXVLQJ ,PSURY  )XQG

    

    

6.20

    

    

6.20

,QWHUJRYHUQPHQWDO $IIDLUV

    

    

0.00

    

    

0.00

'LVWULFW $WWRUQH\    

    

    

0.00

    

    

0.00

&RURQHU¶V 2IILFH

     

    

28.88

     

    

28.88

-XYHQLOH &RXUW

     

    

29.00

     

    

29.00

)LUVW &LW\ &RXUW            

    

    

0.00

    

    

0.00

    

    

0.00

    

    

0.00

      

    

100.98

      

    

100.98

7UDIILF &RXUW            

    

    

0.00

    

    

0.00
0.00

&LYLO &RXUW              
0XQLFLSDO   7UDIILF &RXUW
&ULPLQDO 'LVWULFW &RXUW

    

    

0.00

    

    

6KHULII

    

    

0.00

    

    

0.00

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74.98

     

    

74.98

5HJLVWUDU RI 9RWHUV

    

    

0.00

    

    

0.00

-XGLFLDO 5HWLUHPHQW )XQG
Total Expenditures

    
4,086.06

    
609.16

0.00
4,695.22

    
4,115.01

    
680.16

0.00
4,795.17

Page 99

  

 6WDWHPHQW RI 'HEW and Capital Budget Summary 
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Page 101

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LPSRVHG DQG FROOHFWHG LQ WKH &LW\  

Page 102

 Credit Ratings
Issuer

Bond Type

Standard
& Poor’s

Moody's

Fitch

City of New Orleans

General Obligation Bonds

AA

A2

A+

City of New Orleans

Limited Tax Bonds

A-

Baa1

N/R

Sewerage & Water Board

Special Tax Bonds

A

A3

A+

Sewerage & Water Board

Sewerage Service Revenue
Bonds

A

N/R

A-

Sewerage & Water Board

Water Revenue Bonds

A-

N/R

A-

Sewerage & Water Board

Bond Anticipation Notes

N/R

N/R

N/R

Audubon Commission

Special Tax Bonds

A

A3

A+

Downtown Development District

Special Tax Bonds

BBB-

Baa3

N/R

City Debt
Long-Term Debt
Debt Service Fund
The City’s debt service fund includes the Board, City Debt (the Board of Liquidation), an autonomous,
self-perpetuating board created under the State of Louisiana Constitution of 1974. All property taxes
levied by the City and dedicated to the payment of outstanding general obligation bonds are collected
by the City and, as required by law, paid over to the Board of Liquidation as collected.
The Board of Liquidation annually determines the amount of property tax millage necessary to be levied
and collected by the City in the next fiscal year for the payment during such year of principal and interest
on all outstanding general obligation bonds of the City and all such bonds proposed to be issued by the
City during such year. The annual determination of the necessary tax millage to service bonds of the
City is adopted by resolution of the Board of Liquidation, which is submitted to the City Council. The
millage recommended by the Board of Liquidation is then levied by the City Council. The millages for
the various limited bonds of the City were established at the time the bonds were issued based upon
approval of the voters and are subject to change based on property values. Administrative expenditures
paid in connection with the operations of the Board of Liquidation are recorded in the City’s Debt Service
fund.
Bond Transactions
The City issues general obligation bonds to provide for the acquisition and construction of major capital
facilities. General obligation bonds are direct obligations and pledge the full faith and credit of the City.
Bonds payable, excluding unamortized premium of $22,354,000 and unamortized discount of
$170,000.
In November 2004, the City received approval from taxpayers to issue $260,000,000 in
General Obligation Bonds. The City issued $75,000,000 in December 2007, $40,000,000 in
January 2010, $40,000,000 in March 2013, $40,000,000 in January 2014, and $65,000,000 in April
2015 of these authorized General Obligation Bonds. There are no remaining unissued authorized
General Obligation Bonds at December 31, 2018.
Page 103

 The payment requirements for all bonds outstanding, including accretion on the 1991 General
Obligation Refunding Bonds of $20,445,000 (included in interest payments) as of December 31,
2018, are as follows (amounts in thousands):
Principal

Interest

Year ending December 31:
2019

63,104

33,148

2020
2021

64,427
67,236

30,453
27,625

2022
2023

34,650
36,170

24,663
23,1665

2024-2028

184,690

90,922

2029-2033
2034-2038

124,740
66,740

52,997
27,838

2039-2043

56,050
15,425

11,525
1,240

$713,232

$323,576

2044-2046

The City’s legal debt limit for General Obligation Bonds is $1,492,383,000. At December 31, 2018, the
City’s legal debt margin adjusted for outstanding principal of $523,950,000 plus fund balance
available in the Debt Service Fund of $84,206,000 to service this debt was $1,052,639,000.
The various bond indentures contain significant limitations and restrictions on annual debt service
requirements, maintenance of and flow of money through various restricted accounts, minimum
amounts to be maintained in various sinking funds, and minimum revenue bond coverages. At
December 31, 2018, management believes it is in compliance with all financial related covenants.
Taxable Bonds, Series 2017
In 2017, the City issued $10,000,000 of Taxable bonds, Series 2017 for the purpose of funding capital
improvements. Interest on the bonds is due semiannually at a rate of 3.26% commencing September
2018. Principal payments are due annually, commencing September 1, 2018 and maturing on
September 1, 2027.
Debt Service Assistance Program
The City entered into a cooperative endeavor agreement with the State of Louisiana to provide for the
issuance of general obligation bonds of the State of Louisiana (GO Zone Series) to fund the debt service
assistance loan program, which will make scheduled debt service payments on behalf of the City for
certain issues of outstanding debt. At issuance, the loans were payable beginning in 5 years in equal
installments over 15 years commencing in 2012. Interest was deferred during the initial 5-year period

Page 104

 and then accrues at a rate of 4.64% during the repayment period. The loan balance at December 31,
2018 is $32,227,000.
The requirements to amortize the debt service assistance loan are as follows (amounts in $ thousands):
Principal

Interest

Year ending December 31:
2019

3,419

1,495

2020

3,577

1,337

2021
2022

3,743
3,917

1,171
997

2023

4,099

815

13,472
$32,227

1,269
$7,084

2024-2026

Vehicle Notes Payable
In 2014, the City entered into a loan agreement. The loan proceeds of $12,500,000 were restricted
for equipment purchases. At issuance, the loan was payable over four years beginning in 2015 and
accrued interest at a rate of 2.24%. In 2017, the City entered into two loan agreements. The loan
proceeds of $5,000,000 and $4,200,000 were restricted for vehicle purchases. The loans are payable
over ten years and four years, respectively, beginning in 2018 and accrue interest at a fixed rate of
2.66% and 1.93%, respectively.
The requirements to amortize the loans are as follows (amounts in $ thousands):
Principal

Interest

Year ending December 31:
2019
2020

1,495
1,527

183
151

2021

1,559

116

2022
2023

492
505

84
71

2,159
$7,737

146
$751

2024-2027

HUD Section 108 Loans
The City has entered into contracts for Loan Guarantee Assistance under Section 108 of the Housing
and Community Development Act of 1974, with the Secretary of HUD as guarantor. The loans consist
of notes bearing interest at either fixed interest rates ranging from 5% to 8% or variable interest rates
based upon the London Interbank Offered Rate (LIBOR). As of December 31, 2018, $440,000 is
recorded as a liability in the government-wide financial statements.

Page 105

 The requirements to amortize the Section 108 loans are as follows (amounts in $ thousands):
Principal

Interest

$440

$15

Year ending December 31, 2019

Compensated Absences
The City has recorded $51,352,000 in accrued annual and sick leave in accordance with its pay-out
policies. During the year active employees earned and used $27,534,000 and $22,701,000,
respectively in sick and vacation leave benefits. The entire annual and sick liability is recorded in the
government wide statements, and no liability is recorded in the governmental funds.
Changes in Long-Term Liabilities
Long-term liability activity for the year ended December 31, 2018 was as follows (amounts in $
thousands):

Claims and judgments (note 14*)
Landfill closing costs (note 14)
Accrued annual and sick leave
Revenue bonds
General obligation bonds (a)
Limited tax bonds
Limited tax bonds
Discount on bonds payable
Debt service assistance
program
Notes payable
HUD section 108 loan
Capital leases
Net pension liability (note 8)
Post-employment benefit (note 9)

January 1,
2018
$407,894
4,162
46,519
5,280
571,309
200,115
26,095
(193)
35,494

Additions

Deletions

$98,802
27,534
-

$(102,949)
(43)
(22,701)
(655)
(47,359)
(15,458)
(3,742)
24

-

(3,267)

December
31, 2018
$403,747
4,119
51,352
4,625
523,950
184,657
22,353
(169)

Due in one
year
$38,715
119
5,000
685
46,430
15,989
3,498
(23)

32,227

3,419

12,365
(4,628)
7,737
870
(430)
440
1,591
(1,591)
918,609
32,521
951,130
140,316
6,689
(23,282)
123,723
$2,370,426
$165,546
$(226,081)
$2,319,849
(a) Deletions include amounts related to accreditation of 1991 Refunding Series of $(20,445).

1,495
440
6,689
$122,456

The long-term liabilities will be repaid from the General Fund, except for HUD Section 108 loans, which
will be repaid from the American Can non-major fund, and the General Obligation, Limited Tax Bonds,
Taxable Limited Tax Refunding Bonds and a portion of the Debt Service Assistance Loan Program,
which will be repaid from the Debt Service Fund. The Board of Liquidation handles all the General
Obligation bonded debt of the City and the Limited Tax Bonds and results of its operations are reported
in the debt service fund. At December 31, 2018, the debt service fund had $92,799,000 in fund balance
reserved for debt service.

*See 2018 CAFR for furher details on all notes

Page 106

 Pension Plans and Postretirement Healthcare Benefits
Pension Plans
At December 31, 2018, the City sponsors and administers four separate single-employer, contributory
defined benefit pension plans, namely: (1) Firefighters’ Pension and Relief Fund – Old System (Old
System); (2) Firefighters’ Pension and Relief Fund – New System (New System); (3) Police Pension
Plan (Police Plan); and (4) Employees’ Retirement System of the City of New Orleans (Employees’
Plan). The Old System covers firefighters who were employed prior to December 31, 1967; the New
System covers firefighters hired since that date. Effective March 6, 1983, all members of the Police
Plan, active and retired, except for approximately 250 participants who did not meet the eligibility
requirements, became members of the Municipal Police Employees’ Retirement System (State of
Louisiana) (MPERS). The Police Plan of the City will remain responsible for the payment of certain
benefits due to differences in length of service and age requirements for the participants who were not
transferred to the MPERS plan. MPERS is the only cost-sharing, multiple-employer retirement plan in
which employees of the City participate. The Employees’ Plan covers all City employees other than
firefighters and police.

Page 107

 Plan Descriptions:
Employees’ Plan, Firefighters’ Pension and Relief Fund – Old and New System
Each plan is a defined benefit pension plan established by the State of Louisiana statute, which
provides retirement, disability, and death benefits, and annual cost-of-living adjustments to plan
members and beneficiaries. Authority to establish and amend benefit provisions is provided under the
laws of the State of Louisiana.
At December 31, 2018, the New System and Old System’s membership consisted of:
New System

Old System

745
89

475
-

512
1,346

475

Inactive members or beneficiaries receiving benefits
Inactive members entitled to but not yet receiving benefits
Active members
Total participants as of December 31, 2018

All four plans use the accrual basis of accounting for changes in net position. Within this context, interest
income is recognized when earned, as are employer and employee contributions, except in the case
of the Police Plan, which recognizes employer contributions when due from the City. Benefits and
refunds are recognized when due and payable in accordance with the terms of the plan.
Each of the Systems issues an annual publicly available financial report that includes financial
statements and required supplementary information for the system. These reports may be obtained by
writing, calling or downloading the reports as follows:
 

Employees’ Retirement System of the City of New Orleans
1300 Perdido Street, Suite 1E12, New Orleans, Louisiana 70112
(504) 658-1850

 

Police Pension Fund of the City of New Orleans
715 S. Broad, Room B23, New Orleans, Louisiana 70119
(504) 826-2900

 

Firefighters’ Pension and Relief Fund of the
City of New Orleans (Old and New Systems)
3520 General DeGaulle Drive, New Orleans, Louisiana 70114
(504) 366-8102

 

Municipal Police Employees’ Retirement System
7722 Office Park Boulevard, Baton Rouge, Louisiana 70809
(800) 443-4248
lampers.org

Page 108

 Municipal Police Employees’ Retirement System (MPERS)
On March 6, 1983, an agreement was signed among the City, the Police Pension Funds of the City of
New Orleans, and the MPERS, which provided for the merger of the Police Pension Plans with the
MPERS. As of that date, all members of the Police Pension Plans, active and retired, became members
of the MPERS. Those members covered by the system who did not meet the age and service
requirements of the MPERS will be paid by the Police Pension Fund of the City until they reach age 50
or 55, depending on the length of active service.
The Municipal Police Employees' Retirement System is the administrator of a cost-sharing multipleemployer plan. Membership in MPERS is mandatory for any full-time police officer employed by a
municipality of the State of Louisiana and engaged in law enforcement, empowered to make arrests,
providing he or she does not have to pay social security and providing he or she meets the statutory
criteria. MPERS provides retirement benefits for municipal police officers. The projections of benefit
payments in the calculation of the total pension liability includes all benefits to be provided to current
active and inactive employees through MPERS in accordance with benefit terms and any additional
legal agreements to provide benefits that are in force at the measurement date.
Benefit provisions are authorized within Act 189 of 1973 and amended by LRS 11:2211-11:2233.
Employees become eligible for retirement under the MPERS plan at age 50 and after 20 years of active
continuous service. An employee who is age 55 becomes eligible for retirement benefits after 16 years
of active continuous service. The Plan also provides death and disability benefits. Authority to establish
and amend benefit provisions is provided under the laws of the State of Louisiana.
Funding Policy:
The employer contributions for the Employees’ Plan and the Firefighters’ Pension and Relief Fund (New
System) are based on actuarially determined amounts. The employer contribution for the Police
Pension Fund is based on amounts necessary to cover administrative costs and payments of pensions
and benefits, as certified by the board of trustees of the Fund. The employer contribution for the
Firefighters’ Pension and Relief Fund (Old System) is based on amounts necessary to pay current
expenses, and, in effect, is being funded on a “pay-as-you-go” basis. As a result of the merger contract
with the MPERS to transfer all active policemen who were participating in the City’s Police Pension
Fund to MPERS, there were no active participants in the plan and therefore the only contributions by
employees to the plan related to retirees’ contributions for the purchase of military service credit.
Employees covered under the Employees’ Plan contribute 6% of their earnable compensation to the
plan.

Page 109

 Effective January 1, 2014, employees covered under the Firefighters’ Pension and Relief Fund of the
City of New Orleans (New System) contribute 10% of their salary. There are no active employees in
the Old System, thus no employee contributions are required.
City

Employee

Old System

Actuarially determined
contributions plus budget
allocations determined by
the City

N/A

New System

Actuarially determined
contributions plus budget
allocations determined by
the City

10.00%

Employees’ Plan

Actuarially determined
contributions plus budget
allocations determined by
the City

6% of earnable
compensation

31.75 - 34.25%

7.50 - 10.00%

Firefighters Pension and Relief Fund

Municipal Police Employees’ Retirement System

The contributions made by the City to the plans during 2018 were as follows:
2017

Firefighters Pension and Relief Fund
Old System

$16,149,000

New System

$33,190,000

Employees’ Plan

$31,065,000

Municipal Police Employees’ Retirement System

$22,002,000

The Firefighters’ pension fund receives fire insurance taxes of 2% of the fire insurance premiums
written in the City of New Orleans. In 2018, the amount of $1,521,931 received as a result of this tax
was divided between the New System and Old System.
Pension Liabilities, Pension Expense, and Deferred Outflows of Resources and Deferred
Inflows of Resources Related to Pensions:
The following schedule lists the City’s proportionate share of the Net Pension Liability allocated by
each of the pension plans at measurement dates. The City uses this measurement to record its Net
Pension Liability and associated amounts as of December 31, 2018 in accordance with GASB
Statement 68. The City’s proportion of the Net Pension Liability was based on a projection of the
City’s long-term share of contributions to the pension plan relative to the projected contributions of all
participating employers, actuarially determined.
Employees’ Plan
$241,241,000
82.442565%
0.2467%

Proportion (amount) of net pension liability
Proportion (%) of net pension liability
Increase/(decrease) from prior measurement date

Page 110

MPERS
$204,968,000
24.2450%
(0.0980%)

   
Total Pension Liability
Service Cost
Interest on total pension
liability
Effect of plan changes
Effect of
economic/demographic gains
or (losses)
Effect of assumption changes
or inputs
Benefit payments
Net change in total pension
liability
  
Total pension liability,
beginning
Total pension liability,
ending
  

New System

Employee's Plan
  
$7,510,000

$6,020,000

37,955,000

29,807,000

(361,000)

$5,432,000

-

19,748,000

-

(222,000)

-

(5,869,000)

-

(41,283,000)
23,569,000
  

(16,787,000)

1,868,000

(14,940,000)

  

519,196,000
$542,765,000
  

  
414,297,000

0
  

$135,310,000
  

Employer contributions
Employee contributions
Investment income net of
investment expenses
Benefit payments
Administrative expenses
Net change in plan fiduciary
net position
  

$26,029,000
6,799,000

$36,329,000
3,011,000

(12,852,000)

(4,,593,000)

(41,283,000)
(201,000)

(33,737,00)
(1,272,000)

(21,508,000)

150,250,000

$416,165,00

  

  

2,284,000

(33,737,000)

Plan Fiduciary Net Position

Plan fiduciary net position,
beginning
Plan fiduciary net position,
ending
  
City’s net pension liability,
ending

Old System

$12,380,000
41,000
(16,787,00)
(331,000)

(262,000)
  

(4,697,000)
  

323,032,000

42,998,000

8,515,000

$301,524,000

$42,736,000

$3,818,000

  

  

$241,241,000

  
$373,429,000

$131,492,000

Actuarial valuations involve estimates of the value of reported amounts and assumptions about the
probability of events far into the future. Actuarially determined amounts regarding the net pension
liability are subject to continual revision as actual results are compared to past expectations and new
estimates are made about the future. For Firefighters’ Pension and Relief Trust Old System and
Firefighters’ Pension and Relief Trust New System, the actuarial assumptions used in the December
31, 2017 valuations were based on results of an experience study for the period from January 1, 2017
to December 31, 2017. For Employees Retirement System, the actuarial assumptions used in the
December 31, 2018 valuations were based on results of an experience study for the period from
January 1, 2018 to December 31, 2018. The required Schedule of Net Pension Liability located in the
required supplementary information following the Notes to the Basis Financial Statements presents
multi-year trend information regarding whether the plan fiduciary net position is increasing or
Page 111

 decreasing over time relative to the total pension liability. The total pension liability as of December
31, 2018 or December 31, 2017 is based on actuarial valuations for the same period, updated using
general accepted actuarial procedures.
For the year ended December 31, 2018, the City will recognize a pension expense (revenue) of
($14,724,000), $4,681,000, $12,114,000, and $10,395,000 for the Old System, New System,
Employees’ Plan, and MPERS, respectively, in payroll related expense on the statements of revenues,
expenses, and changes in net position.
At December 31, 2018, the City reported deferred outflows of resources and deferred inflows of
resources related to pension plans from the following sources:
Deferred outflows of resources
Difference between expected an actual experience
Changes in assumptions

$87,336,000
54,454,000

Net difference between projected an actual earning on pension plan investments

49,340,000

Changes in proportion and difference between employer contributions and
proportionate share of contributions

12,539,000

Employer contributions subsequent to measurement date
Total deferred outflows

62,104,000
$265,773,000

Deferred inflows of resources
Difference between expected and actual experience
Changes in assumptions

$19,233,000
50,780,000

Changes in proportion and difference between employer contributions and
proportionate share of contributions
Total deferred inflows

3,077,000
$73,090,000

Page 112

 Details of the deferred outflows of resources and deferred inflows of resources related to
pension plans at December 31, 2018 are as follows:
Old System

New System

Employees’
Plan

$-

$32,159,000

$54,253,000

-

41,059,000

-

13,395,000

Net difference between projected
and actual earnings on pension
plan investments

1,275,000

16,077,000

22,162,000

9,826,000

Changes in proportion and
difference between employer
contributions and proportionate
share of contributions

-

-

2,950,000

9,589,000

Employer contributions subsequent
to the measurement date

16,148,000

33,346,000

-

12,610,000

Total deferred outflows

$17,423,000

$122,641,000

$79,365,000

$46,344,000

$-

$16,345,000

$2,888,000

$ -

Changes of assumptions

-

40,306,000

-

10,474,000

Changes in proportion and
difference between employer
contributions and proportionate
share of contributions

-

-

2,197,000

-

$-

$56,651,000

$5,210,000

$11,229,000

MPERS

Deferred outflows of resources:
Difference between expected and
actual experience
Changes of assumptions

$94,000

Deferred inflows of resources:
Difference between expected and
actual experience

Total deferred inflows

The $62,104,000 of deferred outflows of resources resulting from contributions subsequent to the
measurement date will be recognized as a reduction of the net pension liability during the year ended
December 31, 2019.

Page 113

 Other amounts reported as deferred outflows of resources and deferred inflows of resources related to
pensions will be recognized in pension expense as follows:
2019
2020
2021
2022
2023
2024

Old System
$399,000
489,000
303,000
84,000
$1,275,000

New System
$8,305,000
6,097,000
3,878,000
7,996,000
6,400,000
(32,000)
$32,644,000

Employee’s Plan
$21,754,000
14,962,000
15,574,000
15,062,000
5,571,000
1,232,000
$74,155,000

MPERS
$16,697,000
11,227,000
(5,776,000)
357,000
$22,505,000

Actuarial Assumptions
The total pension liability was determined by as of December 31, 2018, using the following actuarial
assumptions:

Valuation date
Actuary cost method

Old System

New System

December 31, 2017

December 31, 2017

Entry age normal

Entry age normal

6 years

7 years

Actuarial assumption:
Expected remaining service live
Investment rate of return
Inflation rate

Mortality

Salary increases

Cost of living adjustments

3.5%, net of investment
expense

7.5%, net of investment
expense

N/A

0.00%

1994 Uninsured Pensioner Table
for active and retired; 1994
Uninsured Pensioner Table set
forward 5 years for disabled
annuitants.

1994 Uninsured Pensioner Table
for active and retired; 1994
Uninsured Pensioner Table set
forward 5 years for disabled
annuitants.

N/A

5.00%

The present value of future
retirement benefits is based on
benefits currently being paid by
the pension trust funds and
includes previously granted cost
of living increases. The present
values do not include provisions
for potential future increases not
yet authorized by the Board of
Trustees.

The present value of future
retirement benefits is based on
benefits currently being paid by
the pension trust funds and
includes previously granted cost
of living increases. The present
values do not include provisions
for potential future increases not
yet authorized by the Board of
Trustees.

Page 114

 The long-term expected rate of return on Pension Trust Fund investments was determined using a
building-block method in which best-estimate ranges of expected future real rates of return (expected
returns, net of investment expense and inflation) are development for each major asset class. These
ranges are combined to produce the long-term expected rate of return by weighting the expected future
real rates of return by an asset allocation percentage which is based on the nature and mix of current
and expected plan investments, and by adding expected inflation. The resulting long-term expected
rate of return is 8.07% for the Employees’ Retirement System, 7.50% for the Firefighters’ New System,
3.50% for the Firefighters’ Old System, and 8.03% for the Municipal Police Employees’ Retirement
System for the year ended December 31, 2018.

Valuation date
Actuary cost method

Employees’ System
December 31, 2018

MPERS
June 30, 2018

Entry age normal

Entry age normal cost

7 years

4 years

Actuarial assumption:
Expected remaining service
life
Investment rate of return
Inflation rate

Mortality

7.50%, net of investment
expense
2.5%

RP 2000 Group Annuity Mortality
Table

7.2%, net of investment expense
2.6%
RP 2000 Combined Healthy with
Blue Collar Adjustment Sex Distinct
Tables
RP2000 Disabled Lives Table
RP2000 Employee Table

Salary increases

Cost of living adjustments

5.00%

4.25% - 9.75%

The present value of future
retirement benefits is based on
benefits currently being paid by
the pension trust funds and
includes previously granted cost
of living increases. The present
values do not include provisions
for potential future increases not
yet authorized by the Board of
Trustees.

The present value of future
retirement benefits is based on
benefits currently being paid by the
System and includes previously
granted cost-of-living increases. The
present values do not include
provisions for potential future
increases not yet authorized by the
Board of Trustees.

Page 115

 The estimated long-term real rates of return for each major asset class based on the trust funds’
target asset allocation as of December 31, 2018 are as follows:

Asset Class
Cash equivalents
Equity securities
Fixed income
Real estate
Other alternative investments
Totals
Inflation
Expected arithmetic nominal rate

Employees’ Retirement System
Long-term expected
Target Asset Allocation
portfolio real rate of return
2.00%
0.03%
58.0%
3.94%
25.0%
0.66%
5.0%
0.20%
10.0%
0.74%
100%
5.57%
2.50%
8.07%
Firefighters’ New System

Asset Class

Target Asset Allocation

Long-term expected
portfolio real rate of
return

Equity securities

40.00%

3.72%

Bonds

10.00%

0.50%

Real Estate

45.00%

3.15%

Alternative investments
Totals
Inflation

5.00%
100%

0.13%
7.50%
0.00%

Expected arithmetic nominal rate

7.50%
Firefighters’ Old System

Asset Class

Target Asset Allocation

Cash and cash equivalents
Totals
Inflation
Expected arithmetic nominal rate

Long-term expected
portfolio real rate of return

100%
100%

3.50%
3.50%
0.00%
3.50%
MPERS

Asset Class

Target Asset Allocation

Long-term expected portfolio
real rate of return

52.00%
22.00%
20.00%
6.00%
100%

3.58%
0.46%
1.07%
0.17%
5.28%

Equity
Fixed income
Alternative
Other
Totals
Inflation
Expected arithmetic nominal rate

2.75%
8.03%

Page 116

 Discount Rate
The discount rate used to measure the total pension liability was 7.5% for the Employees’ Retirement
System, 7.5% for the Firefighters’ New System, 3.50% for the Firefighters’ Old System, and 7.2% for
the Municipal Police Employees’ Retirement System for 2018. The projection of cash flows used to
determine the discount rate assumed that contributions from plan members will be made at the current
contribution rate and that the plan’s contributions will be made at rates equal to the difference between
actuarially determined contribution rate and the member rate. Based on those assumptions, the
Employees’ Retirement System pension trust funds’ fiduciary net position was projected to be available
to make all projected future benefit payments of current plan members. Therefore, the long-term
expected rate of return on pension plan investments was applied to all periods of projected benefit
payments to determine the total pension liability.
The Firefighters’ New System’s fiduciary net position was not projected to make all future benefit
payments of current plan members. Therefore, the long-term expected rate of return on pension plan
investments for the New System was blended with a municipal bond rate (3.5%) and applied to all
projected benefit payments to determine the total pension liability. The fiduciary net position is
projected to be fully depleted by year 2043. The Firefighters’ Old System’s fiduciary net position was
not projected to be available to make all projected future benefit payments of current plan members.
Therefore, the discount rate for the Old System was determined using a municipal bond rate (3.5%)
and applied to all projected future benefit payments of current plan members.
 

Sensitivity of the Net Pension Liability to Change in the Discount Rate
The following table presents the net pension liability of the City as of December 31, 2018, calculated
using the discount rate, as well as what the net pension liability would be if it were calculated using a
discount rate that is 1-percentage-point lower or 1-percentage-point higher than the current rate.
 

Current Discount
Rate

1.0% Decrease
Old Plan
Rates
City Share of NPL

 

New Plan
Rates
City Share of NPL
Employees’ Plan

 

Rates
City Share of NPL
MPERS
Rates
City Share of NPL

 
2.50%
$ 144,329,000

 
3.50%
$ 131,492,000

 
6.50%
$ 409,231,000

 

4.50%
$ 123,504,000
 

7.50%
$ 373,429,000
 

6.50%
$ 312,231,000
 

1.0% Increase

8.50%
$ 340,880,000
 

7.50%
$ 241,241,000
 

6.20%
$ 288,038,000

8.50%
$ 197,875,000
 

7.20%
$ 204,968,000

8.20%
$ 135,277,000

Investment Rate of Return
The money-weighted rate of return expresses investment performance, net of investment expense,
adjusted for the changing amounts actually invested. For the year ended December 31, 2018, the
annual money-weighted rates of return on pension plan investments, net of pension plan investment
Page 117

 expenses, were 5.57% for the Employees’ Retirement System, (11.24)% for the Firefighters’ New
System, and 0.67% for the Firefighters’ Old System.
Payables to the Pension Plan
The City recorded accrued liabilities to each of the plans for the year ended December 31, 2018
mainly due to the accrual for payroll at the end of each of the fiscal years. The amounts due are
included in liabilities under the amounts reported as accounts payables. The balance due to each for
the plans at December 31, 2018 is as follows:
2018

 
Firefighters Pension and Relief Fund
Old System
New System
Employees’ Plan
Municipal Police Employees’ Retirement System

 
$ $1,960,308

Total Net Pension Liability of Employees’ Retirement System of the City of New Orleans and
Related Net Pension Liability for Discretely Presented Component Units
The City is the sponsor of the Employees’ Retirement System of the City of New Orleans, which the
City allows the employees of its component units and other city organizations and agencies to
participate in the System. At December 31, 2018, the net pension liability for each discretely presented
component units are as follows:
Net Pension
Liability

 
 
Louis Armstrong New Orleans
International Airport
New Orleans Municipal Yacht Harbor
Management Corporation
Canal Street Development Corporation
Orleans Parish Communication District
French Market Corporation

Page 118

$ 21,889,000

Allocation
Percentage
7.48%

424,000 

0.16% 

218,000
11,211,000
4,271,000

0.07%
3.83%
1.46%

 Postretirement Healthcare Benefits and Life Insurance Benefits
Plan Description
The City provides certain continuing health care and life insurance benefits for its retired employees.
The City of New Orleans’s OPEB Plan (the OPEB Plan) is a single-employer defined benefit OPEB
plan administered by the City. The authority to establish and/or amend the obligation of the employer,
employees and retirees rests with the City. No assets are accumulated in a trust that meets the criteria
in GASB Codification Section P52 Postemployment Benefits Other Than Pensions—Reporting For
Benefits Not Provided Through Trusts That Meet Specified Criteria—Defined Benefit.
Benefits Provided
Medical benefits are provided through a self-insured comprehensive health benefit program. Full details
are contained in the official plan documents. Medical benefits are provided to employees upon actual
retirement (that is, at the end of the DROP period, if applicable) according to the retirement eligibility
provisions of the System by which the employee is covered. Most City employees are covered by one
of three primary systems: The Employees' Retirement System of the City of New Orleans, the Louisiana
State Municipal Police Retirement System, and the New Orleans Firefighters' Pension and Relief Fund
(NOFF). The maximum DROP period is five years in Employees’ Plan and NOFF and three years in
MPERS. Retirement (DROP entry) eligibility is as follows: in Employees’ Plan, the earliest of 30 years of
service at any age; age 60 and 10 years of service; age 65 and 20 years of service; or, satisfaction of
the "Rule of 80" (age plus service equals or exceeds 80); in MPRS, the earlier of 25 years of service
and age 50 and 20 years of service (in MPERS, DROP entry requires age 55 and 12 years of service or
20 years of service and eligibility to retire); in NOFF, age 50 and 12 years of service. However, because
of the "back-loaded" benefit formula in the NOFF plan relative to years of service, the retirement
assumption used for that plan was the earliest of age 50 and 30 years of service, age 55 and 25 years
of service, and age 60 and 12 years of service to reflect the actual patterns of retirement and DROP
entry in that system. For firefighters hired after August 15, 2016, the minimum age for DROP
entry/retirement eligibility is the Social Security maximum retirement age less 10 years.
Employees Covered by Benefit Terms
At December 31, 2018, the following employees were covered by the benefit terms: 1,553 inactive
employees or beneficiaries receiving benefit payments, no inactive employees entitles to but not yet
receiving benefit payments, and 4,979 active employees. Of the total active employees 3,676 were
employees of the City and 1,303 were employees of the City’s component units.

 

Page 119

 Total OPEB Liability
The City’s total OPEB liability of $123,723,000 was measured as of December 31, 2018 and was
determined by an actuarial valuation as of that date.
The total OPEB liability in the December 31, 2018 actuarial valuation was determined using the
following actuarial assumptions and other inputs, applied to all periods included in the measurement,
unless otherwise specified: Inflation: 2.5%; salary increases: 4.0% including inflation; discount rate:
3.44% annually at the beginning of the year and 4.10 annually at the end of the year; ns healthcare
costs trends: 5.5% annually. The discount rate was based on the average of the Bond Buyers' 20 Year
General Obligation municipal bond index as of December 31, 2018, the end of the applicable
measurement period. Mortality rates were based on the RP-2000 Table without projection with
50%/50% unisex blend. The actuarial assumptions used in the December 31, 2018 valuation were
based on the results of ongoing evaluations of the assumptions from January 1, 2009 to December 31,
2018.
City of New
Orleans
  
          

Component Units
and Others
$23,739,000

Service Cost

2,007,000

339,000

Interest

4,682,000

792,000

Balance at 12/31/2017
Changes for the year:

Difference between
expected and actual
experience

(4,613,000)

(780,000)

Changes in assumptions
Benefit payments and net
transfers
Net Changes

(10,255,000)

(1,735,000)

Balance at 12/31/2018

             

(8,414,000)

(1,423,000)

(16,593,000)

(2,807,000)
$20,932,000

OPEB Expense and Deferred Outflows of Resources and Deferred Inflows of Resources Related
to OPEB
For the year ended December 31, 2018, the City recognized OPEB expense of $5,697,000. At
December 31, 2018, the City reported deferred outflows of resources and deferred inflows of resources
related to OPEB from the following sources:
Deferred
Deferred
Outflows of
Inflows of
Resources
Resources
Differences between expected and actual
$
$
experience
(4,305,000)
Changes in assumptions
(9,572,000)
Total
$
$
(13,877,000)
Amounts reported as deferred outflows of resources and deferred inflows of resources related to OPEB
will be recognized in OPEB expense as follows: years 2019 -2023 at ($991,000) annually and
($8,922,000) thereafter, for a total of ($13,877,000).
Page 120

 2020 CAPITAL BUDGET SUMMARY
The Capital Improvement Program (CIP)
The New Orleans City Charter requires that the City Planning Commission (CPC) recommend a fiveyear program of capital improvements and a spending plan for financing these improvements to the City
Council. This list is compiled as the Five-Year Capital Improvement Program (CIP). The Plan shows the
anticipated spending plan for projects in the upcoming year as well as for future years. The CPC
reviews the plan each year and recommends specific projects to be included in the Capital Budget for
the next fiscal year. Detailed are:
•
•
•

All projects scheduled to go forward in the following fiscal year
Additional appropriations for new and previously appropriated projects
Anticipated funding sources and methods of financing
The Plan is developed through public input and department prioritization of needs. The process includes:

•
•
•
•
•

Departmental information gathered through neighborhood meetings and established neighborhood
plans
Departmental requests
Budget Office assessment of requested projects
Input from the CPC Budget Committee and other Boards and Commissions
Planning Commission hearings
2020-2024 Capital Improvement Program Revenue Sources

This year the proposed 2020-2024 Capital Improvement Program has a five-year total revenue of
$1,022,245,662 that is comprised of:
Revenue Source

Amount

-

FEMA Reimbursements (FEMA)
Miscellaneous Capital Funds (MCF)
Self-Generated Funds (FMC, NOAB, UPBRC)
State Capital Outlay (SCO)

$938,214,606
$750,000
$82,370,156
$910,900

TOTAL

$1,022,245,662

Page 121

 THE CAPITAL BUDGET
The Capital Budget, as adopted by City Council, includes appropriations (the legal authority to spend
funds) to support the approved capital projects and reflects the input received from citizens, staff, and
the City Planning Commission. It contains requested appropriations for new projects, additional
appropriations for previously approved projects and any requests to revise prior year appropriations.
Unlike the Operating Budget, which authorizes expenditures for only one fiscal year, Capital Budget
appropriations are multi-year and last until the project is complete or until changed by Council. This
is why the Capital Budget is used for major facilities and infrastructure construction projects that may
require longer than a 12-month period to complete.

2020 CAPITAL BUDGET
The 2020 capital budget estimated revenues of $734,745,177 is funded from the following
sources:
Revenue Source

Amount

-

FEMA Reimbursements (FEMA)
State Capital Outlay (SCO)
Miscellaneous Capital Funds (MCF)
Self-Generated Funds (FMC, NOAB)

$710,544,277
$910,900
$150,000
$23,140,000
-

TOTAL

$734,745,177

Majors Components of the 2020 Capital Budget include:
New Orleans Aviation Board
Department of Public Works

$22,000,000
$674,496,049

The New Orleans Aviation Board and French Market Corporation have self-generated funds of
$23,140,000 to support their capital improvement programming.

Page 122

  

Departmental Budget Overview

Page 123

    
      
             
 
        

     

       

        

        

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Page 124

  

    



2%

City Council
Budget Summary

Page 126

Budget Summary - City Council

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &LW\ &RXQFLO
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

5,813,462

6,797,691

7,420,297

622,606

9.16%

Other Operating

1,981,410

10,155,667

14,627,020

4,471,353

44.03%

0

0

0

0

-

         

          

          

         

      

Debt Service
7RWDO ([SHQGLWXUHV

Page 127

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Dollar amount
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$GRSWHG

     
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6,797,691
      

7,420,297
      

Page 128

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Page 130

 COUNCIL

PROGRAM DETAIL

City Council

Program
No.

001 GENERAL FUND
2010 COUNCILMEMBERS' OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

1,394,056

1,461,574

0

2,855,630

2011

COUNCILMEMBER-AT-LARGE (A)

435,000

30,000

0

465,000

2012

COUNCILMEMBER-AT-LARGE (B)

435,000

30,000

0

465,000

2013

COUNCILMEMBER DISTRICT A

435,000

30,000

0

465,000

2014

COUNCILMEMBER DISTRICT B

435,000

30,000

0

465,000

2015

COUNCILMEMBER DISTRICT C

435,000

30,000

0

465,000

2016

COUNCILMEMBER DISTRICT D

435,000

30,000

0

465,000

2017

COUNCILMEMBER DISTRICT E

435,000

30,000

0

465,000

2020

CLERK OF COUNCIL

1,041,524

286,904

0

1,328,428

2030

COUNCIL RESEARCH

563,358

7,255

0

570,613

2035

SPECIAL EVENTS

0

99,400

0

99,400

2040

COUNCIL FISCAL OFFICE

591,403

5,000

0

596,403

2050

UTILITY REGULATORY/ENERGY

784,956

385,706

0

1,170,662

2060

BOARD OF REVIEW

0

585,000

0

585,000

2070

GENERAL ADVERTISING

0

111,181

0

111,181

2080

ANNUAL AUDIT

0

540,000

0

540,000

7,420,297

3,692,020

0

11,112,317

202 UTILITIES
2050 UTILITY REGULATORY/ENERGY

0

5,935,000

0

5,935,000

202 UTILITIES TOTAL

0

5,935,000

0

5,935,000

217 ENTERGY PENALTY SETTLEMENT
2050
UTILITY REGULATORY/ENERGY

0

5,000,000

0

5,000,000

001 GENERAL FUND TOTAL

Page 131

 COUNCIL

PROGRAM DETAIL

City Council

Program
No.

217 ENTERGY PENALTY SETTLEMENT TOTAL
DEPARTMENTAL TOTAL

Page 132

Personal
Services

Other
Operating

Debt
Service

Total

0

5,000,000

0

5,000,000

7,420,297

14,627,020

0

22,047,317

 COUNCIL

EXPENDITURE SUMMARY

City Council

Program
No.
001

COUNCILMEMBERS' OFFICE
COUNCILMEMBER-AT-LARGE (A)
COUNCILMEMBER-AT-LARGE (B)
COUNCILMEMBER DISTRICT A
COUNCILMEMBER DISTRICT B
COUNCILMEMBER DISTRICT C
COUNCILMEMBER DISTRICT D
COUNCILMEMBER DISTRICT E
CLERK OF COUNCIL
COUNCIL RESEARCH
SPECIAL EVENTS
COUNCIL FISCAL OFFICE
UTILITY REGULATORY/ENERGY
BOARD OF REVIEW
GENERAL ADVERTISING
ANNUAL AUDIT

GENERAL FUND TOTAL

Proposed

Variance

2018

2019

2020

2019-2020

2,006,389
440,953
437,899
432,342
457,395
441,391
321,335
475,084
1,011,148
365,232
53,186
248,983
397,942
137,000
46,806
442,750

3,031,318
471,544
465,000
465,000
465,000
465,000
465,000
465,000
1,273,385
571,108
99,400
427,224
963,198
750,000
111,181
530,000

2,855,630
465,000
465,000
465,000
465,000
465,000
465,000
465,000
1,328,428
570,613
99,400
596,403
1,170,662
585,000
111,181
540,000

(175,688)
(6,544)
0
0
0
0
0
0
55,043
(495)
0
169,179
207,464
(165,000)
0
10,000

7,715,835

11,018,358

11,112,317

93,959

79,037

5,935,000

5,935,000

0

79,037

5,935,000

5,935,000

0

0

0

5,000,000

5,000,000

0

0

5,000,000

5,000,000

7,794,872

16,953,358

22,047,317

5,093,959

UTILITIES
2050

UTILITY REGULATORY/ENERGY

UTILITIES TOTAL
217

Adopted

GENERAL FUND

2010
2011
2012
2013
2014
2015
2016
2017
2020
2030
2035
2040
2050
2060
2070
2080

202

Actual

ENTERGY PENALTY SETTLEMENT

2050

UTILITY REGULATORY/ENERGY

ENTERGY PENALTY SETTLEMENT TOTAL
DEPARTMENT TOTAL

Page 133

 COUNCIL

PERSONNEL SUMMARY

City Council

Adopted
2019

Proposed
2020

Variance
2019-2020

04

1.00

1.00

0.00

U05

1.00

1.00

0.00

COUNCILPERSON

Z

7.00

7.00

0.00

INFORMATION TECH SPEC II

77

1.00

1.00

0.00

10.00

10.00

0.00

Program
No.
001

Pay
Grade

GENERAL FUND
2010 COUNCILMEMBERS' OFFICE

DEPUTY COUNCIL CHIEF OF STAFF
CHIEF OF STAFF

2010 COUNCILMEMBERS' OFFICE TOTAL

2011 COUNCILMEMBER-AT-LARGE (A)
LEGISLATIVE AIDE

U48

2.49

2.49

0.00

LEGISLATIVE AIDE

U8X

1.00

1.00

0.00

3.49

3.49

0.00

2011 COUNCILMEMBER-AT-LARGE (A) TOTAL
2012 COUNCILMEMBER-AT-LARGE (B)
LEGISLATIVE AIDE

U48

3.00

3.00

0.00

LEGISLATIVE AIDE

U8X

1.00

1.00

0.00

4.00

4.00

0.00

3.06

3.06

0.00

3.06

3.06

0.00

5.00

5.00

0.00

5.00

5.00

0.00

5.00

5.00

0.00

5.00

5.00

0.00

2012 COUNCILMEMBER-AT-LARGE (B) TOTAL
2013 COUNCILMEMBER DISTRICT A
LEGISLATIVE AIDE

U48

2013 COUNCILMEMBER DISTRICT A TOTAL

2014 COUNCILMEMBER DISTRICT B
LEGISLATIVE AIDE

U48

2014 COUNCILMEMBER DISTRICT B TOTAL
2015 COUNCILMEMBER DISTRICT C
LEGISLATIVE AIDE

U48

2015 COUNCILMEMBER DISTRICT C TOTAL
Page 134

 COUNCIL

PERSONNEL SUMMARY

City Council

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

2016 COUNCILMEMBER DISTRICT D

LEGISLATIVE AIDE

U48

2.00

2.00

0.00

LEGISLATIVE AIDE

U8X

1.00

1.00

0.00

3.00

3.00

0.00

5.00

5.00

0.00

5.00

5.00

0.00

2016 COUNCILMEMBER DISTRICT D TOTAL
2017 COUNCILMEMBER DISTRICT E
LEGISLATIVE AIDE

U48

2017 COUNCILMEMBER DISTRICT E TOTAL

2020 CLERK OF COUNCIL
INFORMATION TECH SPEC II

77

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

2.00

2.00

0.00

LEGISLATIVE SERV SPEC

60

3.00

3.00

0.00

OFFICE ASSISTANT III

48

3.00

3.00

0.00

OFFICE SUPPORT SPECIALIST

54

2.00

2.00

0.00

CLERK OF COUNCIL

99

1.00

1.00

0.00

CLERK OF COUNCIL, ASSISTANT

84

1.00

1.00

0.00

OFFICE ASSISTANT IV

50

2.00

2.00

0.00

15.00

15.00

0.00

2020 CLERK OF COUNCIL TOTAL
2030 COUNCIL RESEARCH
ASSISTANT COUNCIL RESEARCH OFFICER

84

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

COUNCIL RESEARCH OFFICER

99

1.00

1.00

0.00

OFFICE ASSISTANT III

48

0.49

0.49

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

4.49

4.49

0.00

2030 COUNCIL RESEARCH TOTAL
2040 COUNCIL FISCAL OFFICE
Page 135

 COUNCIL

PERSONNEL SUMMARY

City Council

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

U03

0.49

0.49

0.00

59

1.00

1.00

0.00

3.49

3.49

0.00

02

1.00

1.00

0.00

U89

1.00

1.00

0.00

PRINCIPAL ENGINEER

96

1.00

1.00

0.00

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

4.00

4.00

0.00

65.53

65.53

0.00

65.53

65.53

0.00

COUNCILMANIC FISCAL OFFICER
PRINCIPAL OFFICE SUPPORT SPECIALIST
2040 COUNCIL FISCAL OFFICE TOTAL
2050 UTILITY REGULATORY/ENERGY
COUNCIL UTILITIES REG OFF DEP CHIEF OF STAFF

COUNCIL UTILITIES REGULATORY OFFICER, CHIEF OF STAFF

2050 UTILITY REGULATORY/ENERGY TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 136

  

    



2%

Mayor?s Office
Budget Summary

Page 138

    
      
             
 
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Page 139

     



2%

Mayor?s Office - Core
Budget Summary

Page 140

Budget Summary - Mayor- Core

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0D\RU  &RUH

6,626,420

'ROODU 
&KDQJH 
)<     
966,579

3HUFHQW 
&KDQJH 
)<     
17.08%

14,222,222

14,379,324

157,102

1.10%

0

0

0

0

-

         

          

          

         

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

5,249,222

5,659,841

934,291

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 141

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

5,659,841
      

6,626,420
      

Page 142

'ROODU 
&KDQJH 
)<     
966,579

3HUFHQW 
&KDQJH 
)<     
17.08%

  

MAYOR

PROGRAM DETAIL

Mayor (Core)

Program
No.

001 GENERAL FUND
2101 OFFICE OF THE MAYOR

Personal
Services

Other
Operating

Debt
Service

Total

2,224,492

149,880

0

2,374,372

0

5,000

0

5,000

272,161

109,000

0

381,161

1,256,534

647,580

0

1,904,114

731,276

122,885

0

854,161

0

43,303

0

43,303

2102

CONTINGENCY FUND

2111

OFFICE OF TRANSPORTATION

2112

INTERGOV RELATIONS

2115

COMMUNICATIONS

2133

INTERNATIONAL AFFAIRS

2134

OFFICE OF UTILITIES

274,878

50,000

0

324,878

2165

OFFICE OF YOUTH AND FAMILIES

399,572

2,333,301

0

2,732,873

2171

HIRE NOLA

153,942

15,000

0

168,942

2176

OFFICE OF NEIGHBORHOOD ENGAGEM

615,139

157,827

0

772,966

5,927,994

3,633,776

0

9,561,770

232 MISCELLANEOUS DONATIONS FD
2181 MAYOR'S OFFICE MISC. DONATIONS

0

100,000

0

100,000

232 MISCELLANEOUS DONATIONS FD TOTAL

0

100,000

0

100,000

242 HOUSING & ENVIRONMENT IMPROVMT
2131
Community Assets and Invest.

363,754

128,700

0

492,454

242 HOUSING & ENVIRONMENT IMPROVMT TOTAL

363,754

128,700

0

492,454

379 MAYORAL FELLOWS PROGRAM
2173 MAYORAL FELLOWS

250,000

0

0

250,000

379 MAYORAL FELLOWS PROGRAM TOTAL

250,000

0

0

250,000

0

10,504,848

0

10,504,848

001 GENERAL FUND TOTAL

692 DOWNTOWN DEVELOPMENT SP REV.
2117
DOWNTOWN DEV DIST

Page 144

 MAYOR

PROGRAM DETAIL

Mayor (Core)

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

10,504,848

0

10,504,848

PRIV LOCAL FOUNDATION GRANTS
2161 EQUITY NOLA

84,672

12,000

0

96,672

PRIV LOCAL FOUNDATION GRANTS TOTAL

84,672

12,000

0

96,672

6,626,420

14,379,324

0

21,005,744

692 DOWNTOWN DEVELOPMENT SP REV. TOTAL

DEPARTMENTAL TOTAL

Page 145

 MAYOR

EXPENDITURE SUMMARY

Mayor (Core)

Program
No.
001

OFFICE OF THE MAYOR
CONTINGENCY FUND
OFFICE OF TRANSPORTATION
INTERGOV RELATIONS
COMMUNICATIONS
INTERNATIONAL AFFAIRS
OFFICE OF UTILITIES
NET. FOR ECONOMIC OPPORTUNITY
OFFICE OF YOUTH AND FAMILIES
HIRE NOLA
OFFICE OF NEIGHBORHOOD ENGAGEM

GENERAL FUND TOTAL

MAYOR'S OFFICE MISC. DONATIONS

MISCELLANEOUS DONATIONS FD TOTAL

Community Assets and Invest.

HOUSING & ENVIRONMENT IMPROVMT TOTAL

MAYORAL FELLOWS

MAYORAL FELLOWS PROGRAM TOTAL

2019

2020

2019-2020

2,700,628
0
0
1,759,374
904,102
22,926
0
111,665
0
0
459,548

2,374,372
5,000
381,161
1,692,761
854,161
43,303
212,548
0
2,732,873
0
732,966

2,374,372
5,000
381,161
1,904,114
854,161
43,303
324,878
0
2,732,873
168,942
772,966

0
0
0
211,353
0
0
112,330
0
0
168,942
40,000

5,958,243

9,029,145

9,561,770

532,625

(72)

100,000

100,000

0

(72)

100,000

100,000

0

0

0

492,454

492,454

0

0

492,454

492,454

225,342

227,880

250,000

22,120

225,342

227,880

250,000

22,120

0

10,504,848

10,504,848

0

0

10,504,848

10,504,848

0

0

20,190

96,672

76,482

DOWNTOWN DEVELOPMENT SP REV.
2117

DOWNTOWN DEV DIST

DOWNTOWN DEVELOPMENT SP REV. TOTAL
PRIV

2018

MAYORAL FELLOWS PROGRAM
2173

692

Variance

HOUSING & ENVIRONMENT IMPROVMT
2131

379

Proposed

MISCELLANEOUS DONATIONS FD
2181

242

Adopted

GENERAL FUND

2101
2102
2111
2112
2115
2133
2134
2160
2165
2171
2176

232

Actual

LOCAL FOUNDATION GRANTS
2161

EQUITY NOLA
Page 146

 MAYOR

EXPENDITURE SUMMARY

Mayor (Core)

Program
No.
LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 147

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0

20,190

96,672

76,482

6,183,513

19,882,063

21,005,744

1,123,681

 MAYOR

PERSONNEL SUMMARY

Mayor (Core)

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
2101 OFFICE OF THE MAYOR

EXECUTIVE ASSISTANT TO THE MAYOR

U83

5.00

5.00

0.00

URBAN POLICY SPECIALIST III

U61

4.00

4.00

0.00

URBAN POLICY SPECIALIST V

U70

3.00

3.00

0.00

EXECUTIVE COUNSEL TO THE MAYOR

U76

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U60

1.00

3.00

2.00

URBAN POLICY SPECIALIST IV

U64

3.00

3.00

0.00

Z

1.00

1.00

0.00

18.00

20.00

2.00

MAYOR
2101 OFFICE OF THE MAYOR TOTAL
2111 OFFICE OF TRANSPORTATION
URBAN POLICY SPECIALIST V

U66

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

2.00

2.00

0.00

2111 OFFICE OF TRANSPORTATION TOTAL
2112 INTERGOV RELATIONS
URBAN POLICY SPECIALIST III

U61

2.00

2.00

0.00

OFFICE SUPPORT SPECIALIST

U54

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

3.00

3.00

0.00

URBAN POLICY SPECIALIST V

U70

3.00

3.00

0.00

URBAN POLICY SPECIALIST III

U57

2.00

2.00

0.00

EXECUTIVE ASSISTANT TO THE MAYOR

U83

1.00

1.00

0.00

URBAN POLICY SPECIALIST ASSISTANT

U42

1.00

1.00

0.00

13.00

13.00

0.00

1.00

1.00

0.00

2112 INTERGOV RELATIONS TOTAL
2115 COMMUNICATIONS
URBAN POLICY SPECIALIST IV

U64
Page 148

 MAYOR

PERSONNEL SUMMARY

Mayor (Core)

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

URBAN POLICY SPECIALIST III

U61

3.00

3.00

0.00

URBAN POLICY SPECIALIST V

U70

3.00

3.00

0.00

7.00

7.00

0.00

2115 COMMUNICATIONS TOTAL
2134 OFFICE OF UTILITIES
URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

ATTORNEY III

U97

1.00

1.00

0.00

2.00

2.00

0.00

2134 OFFICE OF UTILITIES TOTAL

2165 OFFICE OF YOUTH AND FAMILIES
URBAN POLICY SPECIALIST III

U61

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

2.00

2.00

0.00

4.00

4.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2165 OFFICE OF YOUTH AND FAMILIES TOTAL
2171 HIRE NOLA

ECONOMIC DEVELOPMENT SPECIALIST

U70

2171 HIRE NOLA TOTAL
2176 OFFICE OF NEIGHBORHOOD ENGAGEM
URBAN POLICY SPECIALIST IV

U64

7.00

7.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

8.00

8.00

0.00

56.00

58.00

2.00

2176 OFFICE OF NEIGHBORHOOD ENGAGEM TOTAL
001
242

GENERAL FUND TOTAL
HOUSING & ENVIRONMENT IMPROVMT
2131 Community Assets and Invest.
URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

2.00

2.00

0.00

Page 149

 MAYOR

PERSONNEL SUMMARY

Mayor (Core)

Program
No.

Pay
Grade

2131 Community Assets and Invest. TOTAL

242

HOUSING & ENVIRONMENT IMPROVMT TOT

Adopted
2019

Proposed
2020

Variance
2019-2020

3.00

3.00

0.00

3.00

3.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

60.00

62.00

2.00

PRIV
LOCAL FOUNDATION GRANTS
2161 EQUITY NOLA
ECONOMIC DEVELOPMENT SPECIALIST

U70

2161 EQUITY NOLA TOTAL

PRIV

LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 150

  

    



m?

Mayor?s Office of Criminal Justice Coordination
Overview
Budget Summary

Page 152

Mayor’s Office of Criminal Justice Coordination
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Tenisha Stevens
1300 Perdido Street; Suite 8W03
New Orleans, LA 70112
504-658-4984
8:30 a.m. – 4:30 p.m.

Mission Statement
Mayor’s Office of Criminal Justice Coordination (OCJC) fosters system-wide communication and
evidence-based policymaking to promote an accountable, coordinated, equitable, and effective
criminal and juvenile justice system.

Vision Statement
Humane and comprehensive justice for all persons at all points in the justice system to foster safe
and flourishing communities.

Page 153

 Organizational Chart – OCJC
                
             

                  

     
        
         

 
          
        

               
                     
                   
            

               
              !      
       

                

               
                     
       

               
            
     " 

                     

                     

              
        

              
        

               

Page 154

 Accomplishment 5: Communication
and Data Sharing 
• Engineered process to
automatically update Public
Defender Case Management
System with case events from
Criminal District Court.
• Supported deployment of textnotification hearing date reminders
for defendants in Municipal &
Traffic Court and Criminal District
Court.
• Created jail population
management dashboard to allow
criminal justice professionals to
view current jail population by risk
level, trial status, charge category,
bond amount, and other criteria;
and drill down to view charge and
case details from NOPD, Municipal
& Traffic Court and Criminal
District Court systems.
• Created dashboard for District
Attorney to view upcoming and
recent docket information, case
outcomes, and court delays by
section and reason for delay.

Accomplishments of the Last Year
Accomplishment 1: Reentry
•

As of 9/12/19, the Triage Team has
worked with 398 returning New
Orleanians and connected them
service providers. We provide regular
referrals to 20 different service
providers, conduct on-site benefit
enrollment, and assist returning
citizens with any immediate needs.

•

Through in-reach at Orleans Justice
Center, we have met with over 30
women to help them and their families
prepare for their release.

Accomplishment 2: Grants
• We secured and allocated
$6,653,119 in state and federal
grant funds in 2019, and conducted
25 monitoring visits in accordance
with Louisiana Commission on Law
Enforcement and Department of
Justice Standards.
Accomplishment 3: Jail Population
Reduction
• Average daily jail population
reduced by 12% January to
August 2019 versus the same
period in 2018.

Accomplishment 6: Reducing Racial and
Ethnic Disparities
• Launched a RED working group.
• Developed Educational videos and
forums for legal rights of citizens in
partnership with NOPD, NOIPM,
OPD, the Vera Institute of Justice,
and Criminal District Court Judge
Arthur Hunter.

Accomplishment 4: System-wide
Performance Management
• Created Safety & Justice
Challenge Dashboard to track jail
population trends and jail
population reduction initiative key
performance indicators in real
time.
• Automated process to track
statistics on screening times,
refusal rates, and use of
summons in lieu of arrest in real
time.
• Launched juvenile data work
group to reconcile
inconsistencies in data, improve
data accuracy, and develop a
system performance index.

Accomplishment 7: System-wide
Coordination 
• Updated the bylaws of the Sanford
Krasnoff New Orleans Criminal
Justice Council (SKNOCJC),
adding seven new articles and
reforming the leadership structure.
• Launched a three-year strategic
planning process for the
SKNOCJC.
• Held elections and established a
Steering Committee of the
SKNOCJC.
• Assumed support role for the local
Juvenile Detention Alternatives
Initiative (JDAI) Collaborative.
Page 155

 Budget Priorities for this Year
Budget Priority 1: Improve criminal and
juvenile justice system-wide communication
and data-sharing.

Budget Priority 5: Continue to promote
evidence-based and data-driven practices in
prevention, intervention, enforcement,
corrections, and reentry.

Budget Priority 2: Increase criminal and
juvenile justice system accountability by
regularly reporting system-wide
performance management.

Budget Priority 6: Strengthen the reentry
program to increase employment for adult
and youth ex-offenders.

Budget Priority 3: Safely reduce the jail
population to 990.

Budget Priority 7: Ensure the sustainable
operation of an evidence-based Pretrial
Services program.

Budget Priority 4: Continue to focus limited
resources on the prosecution and
incarceration of those who pose a
substantial risk to the public’s safety.

Page 156

 Budget Summary - Mayor- Criminal Justice Coordination

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0D\RU  &ULPLQDO -XVWLFH &RRUGLQDWLRQ
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

718,771

1,805,390

1,539,083

(266,307)

-14.75%

1,789,506

4,583,271

3,232,839

(1,350,432)

-29.46%

0

0

0

0

-

         

         

         

           

       

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 157

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

1,805,390
      

1,539,083
      

'ROODU 
3HUFHQW 
&KDQJH  &KDQJH 
)<      )<     
(266,307) -14.75%

Page 158

  

MAYOR

PROGRAM DETAIL

Mayor- Criminal Justice Coordination

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
2127 OFFICE OF CRIMINAL JUSTICE

1,300,127

1,306,418

0

2,606,545

001 GENERAL FUND TOTAL

1,300,127

1,306,418

0

2,606,545

379 MAYORAL FELLOWS PROGRAM
2193
CEASEFIRE

101,673

0

0

101,673

379 MAYORAL FELLOWS PROGRAM TOTAL

101,673

0

0

101,673

FDJ FED DEPARTMENT OF JUSTICE
2125 COMP LAW ENFORCEMENT STRATEGY

0

392,704

0

392,704

FDJ

0

392,704

0

392,704

0

75,000

0

75,000

CRIME VICTIM ASSISTANCE ADMIN

0

50,000

0

50,000

LA COMMISSION ON LAW ENFORCEMT TOTAL

0

125,000

0

125,000

PRIV LOCAL FOUNDATION GRANTS
2149
SAFETY AND JUSTICE CHALLENGE

137,283

1,408,717

0

1,546,000

PRIV LOCAL FOUNDATION GRANTS TOTAL

137,283

1,408,717

0

1,546,000

1,539,083

3,232,839

0

4,771,922

FED DEPARTMENT OF JUSTICE TOTAL

LLE LA COMMISSION ON LAW ENFORCEMT
2121
P.O.S.T. TRAINING
2122

LLE

DEPARTMENTAL TOTAL

Page 160

 MAYOR

Mayor- Criminal Justice Coordination

Program
No.

EXPENDITURE SUMMARY

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

1,904,340

2,857,826

2,606,545

(251,281)

1,904,340

2,857,826

2,606,545

(251,281)

CEASEFIRE

276,072

424,203

101,673

(322,530)

MAYORAL FELLOWS PROGRAM TOTAL

276,072

424,203

101,673

(322,530)

12,095

483,062

392,704

(90,358)

12,095

483,062

392,704

(90,358)

82,129

673,570

0

(673,570)

82,129

673,570

0

(673,570)

59,500
640

100,000
50,000

75,000
50,000

(25,000)
0

60,140

150,000

125,000

(25,000)

173,501

1,800,000

1,546,000

(254,000)

173,501

1,800,000

1,546,000

(254,000)

2,508,277

6,388,661

4,771,922

(1,616,739)

001

GENERAL FUND

2127

OFFICE OF CRIMINAL JUSTICE

GENERAL FUND TOTAL
379

MAYORAL FELLOWS PROGRAM
2193

FDJ

FED DEPARTMENT OF JUSTICE

2125

COMP LAW ENFORCEMENT STRATEGY

FED DEPARTMENT OF JUSTICE TOTAL
FJA

FEDERAL DEPARTMENT OF JUSTICE
2105

SECOND CHANCE GRANT

FEDERAL DEPARTMENT OF JUSTICE TOTAL
LLE

LA COMMISSION ON LAW ENFORCEMT

2121
2122

P.O.S.T. TRAINING
CRIME VICTIM ASSISTANCE ADMIN

LA COMMISSION ON LAW ENFORCEMT TOTAL
PRIV

LOCAL FOUNDATION GRANTS
2149

SAFETY AND JUSTICE CHALLENGE

LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 161

 MAYOR

Mayor- Criminal Justice Coordination

Adopted
2019

Proposed
2020

Variance
2019-2020

U88

1.00

1.00

0.00

75

0.00

1.00

1.00

U87

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

3.00

3.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

2.00

2.00

0.00

OCJC GVRS PROG MANAGER

U87

1.00

1.00

0.00

OCJC TRANSITION SPECIALIST

U71

1.00

1.00

0.00

OCJC PROG MANAGER FOR RE-ENTRY

U88

1.00

1.00

0.00

13.00

14.00

1.00

13.00

14.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

14.00

15.00

1.00

Program
No.
001

Pay
Grade

GENERAL FUND
2127 OFFICE OF CRIMINAL JUSTICE

OCJC POLICY ADVISOR
MANAGEMENT DEVELOPMENT SPECIALIST I
OCJC PROGRAM MANAGER

2127 OFFICE OF CRIMINAL JUSTICE TOTAL

001
379

GENERAL FUND TOTAL
MAYORAL FELLOWS PROGRAM
2193 CEASEFIRE
URBAN POLICY SPECIALIST V

U70

2193 CEASEFIRE TOTAL
379

PERSONNEL SUMMARY

MAYORAL FELLOWS PROGRAM TOTAL

DEPARTMENT TOTAL

Page 162

  

    



49%?

Department of Public Safety Homeland Security
Overview
Budget Summary

Page 164

Department of Public Safety & Homeland Security
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Col. Terry Ebbert
1300 Perdido St., Suite 9W03
New Orleans, LA 70112
(504) 658-8700
Headquarters: 8 a.m. – 4 p.m.

Mission Statement
New Orleans Department of Public Safety & Homeland Security's overall mission is to coordinate all
public safety planning at a local, state, and federal level to ensure the City of New Orleans
operational readiness for all potential hazards.

Vision Statement
New Orleans Department of Public Safety & Homeland Security vision is to efficiently utilize all
available public safety resources to maximize the response to save lives, mitigate damage, provide
security and recover from all hazardous incidents.

Page 165

 Organizational Chart
Department of Public Safety & Homeland Security

Col. Terry Ebbert
Director of
Public Safety &
Homeland
Security

Kaitlyn Fortuna
Director Assistant

Mosquito,
Termite, and
Rodent Control
Board

Office of
Secondary
Employment

Office of
Homeland
Security &
Emergency
Preparedness

Police

Emergency
Medical Service

Page 166

Fire Department

 Accomplishments of the Last Year
Accomplishment 2: &oordination of
departmental leaders serving the
new Administration in understanding
their roles to support emergency
preparedness

Accomplishment 1: 5eestablishment
of this vital Public Safety office

Budget Priorities for this Year
Budget Priority 1: Improve planning of
operational capability through review of
Emergency Operation plans both
internally and externally at the local,
state, and federal level

Budget Priority 3: ,ncorporation of
expanded transportation assets needed
for mass evacuation during catastrophic
weather events

Budget Priority 2: Transition city
assisted evacuation operations to the
Smoothie King Center

Page 167

 Budget Summary - Mayor- Homeland Security

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0D\RU  +RPHODQG 6HFXULW\

3,767,453

'ROODU 
&KDQJH 
)<     
213,008

3HUFHQW 
&KDQJH 
)<     
5.99%

50,069,066

35,874,895

(14,194,171)

-28.35%

0

0

0

0

-

          

          

          

            

       

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

3,244,676

3,554,445

Other Operating

9,476,436

Debt Service
7RWDO ([SHQGLWXUHV

Page 168

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

3,554,445
      

3,767,453
      

Page 169

'ROODU 
&KDQJH 
)<     
213,008

3HUFHQW 
&KDQJH 
)<     
5.99%

  

MAYOR

PROGRAM DETAIL

Mayor- Homeland Security

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
2130 OFFICE OF HOMELAND SECURITY

3,535,327

6,283,042

0

9,818,369

001 GENERAL FUND TOTAL

3,535,327

6,283,042

0

9,818,369

FDH FEDERAL DEPT OF HEALTH /HUMAN
2116
PUBLIC SAFETY COMMUNICATIONS

0

24,999

0

24,999

FDH FEDERAL DEPT OF HEALTH /HUMAN TOTAL

0

24,999

0

24,999

FEM FED DEPARTMENT OF EMERGENCY
2119 HAZARD MITIGATION

0

14,896,255

0

14,896,255

SEVERE REPETITIVE LOSS

0

2,432,973

0

2,432,973

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

17,329,228

0

17,329,228

LCD LA OFFICE OF COMMUNITY DEVELOP
2195
FEMA HAZARD MITIGATION GRANT

232,126

0

0

232,126

LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL

232,126

0

0

232,126

0

191,217

0

191,217

0

36,103

0

36,103

LMD LA MILITARY DEPARTMENT TOTAL

0

227,320

0

227,320

PRIV LOCAL FOUNDATION GRANTS
2130 OFFICE OF HOMELAND SECURITY

0

12,010,306

0

12,010,306

PRIV LOCAL FOUNDATION GRANTS TOTAL

0

12,010,306

0

12,010,306

3,767,453

35,874,895

0

39,642,348

2154

LMD LA MILITARY DEPARTMENT
2110
STATE HOMELAND SECURITY
2130

OFFICE OF HOMELAND SECURITY

DEPARTMENTAL TOTAL

Page 171

 MAYOR
Program
No.
001

OFFICE OF HOMELAND SECURITY

GENERAL FUND TOTAL

PUBLIC SAFETY COMMUNICATIONS

FEDERAL DEPT OF HEALTH /HUMAN TOTAL

HAZARD MITIGATION
SEVERE REPETITIVE LOSS

FED DEPARTMENT OF EMERGENCY TOTAL

HAZARDS EMER RESPONSE & RECOV

FED. TRANSPORTATION AUTHORITY TOTAL

FEMA HAZARD MITIGATION GRANT

LA OFFICE OF COMMUNITY DEVELOP TOTAL

2019

2020

2019-2020

7,310,316

8,581,335

9,818,369

1,237,034

7,310,316

8,581,335

9,818,369

1,237,034

0

24,999

24,999

0

0

24,999

24,999

0

2,351,573
277

30,217,167
2,262,180

14,896,255
2,432,973

(15,320,912)
170,793

2,351,850

32,479,347

17,329,228

(15,150,119)

8,465

40,000

0

(40,000)

8,465

40,000

0

(40,000)

0

0

232,126

232,126

0

0

232,126

232,126

144,710
0

451,421
36,103

191,217
36,103

(260,204)
0

144,710

487,524

227,320

(260,204)

2,905,771

12,010,306

12,010,306

0

2,905,771

12,010,306

12,010,306

0

12,721,112

53,623,511

39,642,348

LA MILITARY DEPARTMENT
2110
2130

STATE HOMELAND SECURITY
OFFICE OF HOMELAND SECURITY

LA MILITARY DEPARTMENT TOTAL

PRIV

2018

LA OFFICE OF COMMUNITY DEVELOP
2195

LMD

Variance

FED. TRANSPORTATION AUTHORITY
2170

LCD

Proposed

FED DEPARTMENT OF EMERGENCY

2119
2154

FTA

Adopted

FEDERAL DEPT OF HEALTH /HUMAN
2116

FEM

Actual

GENERAL FUND

2130

FDH

EXPENDITURE SUMMARY

Mayor- Homeland Security

LOCAL FOUNDATION GRANTS
2130

OFFICE OF HOMELAND SECURITY

LOCAL FOUNDATION GRANTS TOTAL
DEPARTMENT TOTAL

Page 172

(13,981,163)

 MAYOR

Adopted
2019

Proposed
2020

Variance
2019-2020

U81

1.00

1.00

0.00

SECURITY MANAGER

69

1.00

1.00

0.00

INFORMATION TECH SPEC II

77

1.00

1.00

0.00

INFORMATION TECH SPEC III

86

2.00

2.00

0.00

INFORMATION TECH MANAGER

93

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

HAZARD MITIGATION SPECIALIST, SENIOR**

81

1.00

1.00

0.00

DIRECTOR OF HOMELAND SECURITY

U05

2.00

2.00

0.00

OFFICE ASSISTANT

U46

1.00

1.00

0.00

MANAGEMENT SERVICES SPECIALIST

U78

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

3.00

3.00

0.00

PUBLIC SAFETY SUPP SERVICES ADMIN

87

1.00

1.00

0.00

SENIOR EMERGENCY MANAGEMENT SERVICES COORDINATOR

78

2.00

2.00

0.00

HAZARD MITIGATION ADMINISTRATO

96

1.00

1.00

0.00

EMERGENCY MANAGEMENT SERVICES COORDINATOR*

74

2.00

2.00

0.00

EMERGENCY MANAGEMENT GIS COORDINATOR

88

1.00

1.00

0.00

GROUNDS PATROL SUPERVISOR

60

2.00

0.00

(2.00)

GROUNDS PATROL OFFICER

58

2.00

0.00

(2.00)

POLICE TECHNICAL SUPERVISOR

66

4.00

4.00

0.00

POLICE TECHNICAL SPECIALIST III

62

4.00

4.00

0.00

POLICE TECHNICAL SPECIALIST I

53

4.00

4.00

0.00

U70

3.00

3.00

0.00

41.00

37.00

(4.00)

41.00

37.00

(4.00)

Program
No.
001

Pay
Grade

GENERAL FUND
2130 OFFICE OF HOMELAND SECURITY

DIRECTOR,OFFICE OF EMERGENCY PREPARED

URBAN POLICY SPECIALIST V
2130 OFFICE OF HOMELAND SECURITY TOTAL
001

PERSONNEL SUMMARY

Mayor- Homeland Security

GENERAL FUND TOTAL
Page 173

 MAYOR
Program
No.
LCD

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

LA OFFICE OF COMMUNITY DEVELOP
2195 FEMA HAZARD MITIGATION GRANT

FINANCIAL ANALYST

U01

0.20

0.20

0.00

PROJECT MANAGER II (FEMA/CDBG)

U92

0.00

1.50

1.50

0.20

1.70

1.50

0.20

1.70

1.50

41.20

38.70

(2.50)

2195 FEMA HAZARD MITIGATION GRANT TOTAL
LCD

PERSONNEL SUMMARY

Mayor- Homeland Security

LA OFFICE OF COMMUNITY DEVELOP TOTAL

DEPARTMENT TOTAL

Page 174

  

&RPPXQLW\   (FRQRPLF 'HYHORSPHQW 
Budget Summary

Page 176

 Budget Summary - Mayor- Community & Economic Development

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0D\RU  &RPPXQLW\   (FRQRPLF 'HYHORSPHQW

18,643,919

'ROODU 
&KDQJH 
)<     
3,070,766

3HUFHQW 
&KDQJH 
)<     
19.72%

10,234,226

17,299,807

7,065,581

69.04%

0

0

0

0

-

          

          

          

          

      

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

10,212,297

15,573,153

Other Operating

1,857,417

Debt Service
7RWDO ([SHQGLWXUHV

Page 177

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

15,573,153
       

18,643,919
       

Page 178

'ROODU 
&KDQJH 
)<     
3,070,766

3HUFHQW 
&KDQJH 
)<     
19.72%

 Page 179

 MAYOR

Mayor- Community & Economic Development

Program
No.

001 GENERAL FUND
2132 ECONOMIC & URBAN DEVELOPMENT

PROGRAM DETAIL

Personal
Services

Other
Operating

Debt
Service

Total

669,318

112,061

0

781,379

2136

OFFICE OF CULTURAL ECONOMY

808,198

92,766

0

900,964

2175

STATE AND FEDERAL PROGRAMS

213,162

0

0

213,162

2178

SUPPLIER & DIVERSITY

577,323

231,580

0

808,903

2183

YOUTH FORCE NOLA

0

390,000

0

390,000

2188

LOW BARRIER SHELTER PROGRAM

0

1,500,000

0

1,500,000

2199

PROJECT DELIVERY UNIT

150,000

0

0

150,000

2,418,001

2,326,407

0

4,744,408

375 N O FILM COMM TRUST
2136
OFFICE OF CULTURAL ECONOMY

0

115,000

0

115,000

375 N O FILM COMM TRUST TOTAL

0

115,000

0

115,000

377 MUSIC & ENTERTAINMENT COMM
2136 OFFICE OF CULTURAL ECONOMY

0

176,282

0

176,282

377 MUSIC & ENTERTAINMENT COMM TOTAL

0

176,282

0

176,282

378 MAYOR'S OFF. OF TOURISM & ARTS
2136
OFFICE OF CULTURAL ECONOMY

22,500

120,000

0

142,500

378 MAYOR'S OFF. OF TOURISM & ARTS TOTAL

22,500

120,000

0

142,500

FEM FED DEPARTMENT OF EMERGENCY
2199 PROJECT DELIVERY UNIT

10,895,357

175,000

0

11,070,357

FEM FED DEPARTMENT OF EMERGENCY TOTAL

10,895,357

175,000

0

11,070,357

001 GENERAL FUND TOTAL

HUD HOUSING AND URBAN DEVELOPMENT

Page 180

 MAYOR

Mayor- Community & Economic Development

Program
No.

PROGRAM DETAIL

Personal
Services

Other
Operating

Debt
Service

Total

695,662

3,893

0

699,555

2106

PROGRAM DELIVERY/ADMINIS

2108

HOUSING CONSTRUCTION FINANCING

0

1,294,114

0

1,294,114

2143

ECONOMIC DEVELOPMENT

0

5,000,000

0

5,000,000

2144

BLIGHT REDUCTION

0

443,314

0

443,314

2167

HEALTHY COMMUNITIES

0

353,943

0

353,943

2199

PROJECT DELIVERY UNIT

3,933,437

0

0

3,933,437

4,629,099

7,095,264

0

11,724,363

651,759

73,230

0

724,989

HUD HOUSING AND URBAN DEVELOPMENT TOTAL

LCD LA OFFICE OF COMMUNITY DEVELOP
2106 PROGRAM DELIVERY/ADMINIS
2108

HOUSING CONSTRUCTION FINANCING

0

1,294,114

0

1,294,114

2123

PUBLIC INFRUSTRUCTURE PLANNING

0

18,300

0

18,300

2143

ECONOMIC DEVELOPMENT

0

5,000,000

0

5,000,000

2144

BLIGHT REDUCTION

0

443,314

0

443,314

2167

HEALTHY COMMUNITIES

0

353,943

0

353,943

651,759

7,182,901

0

7,834,660

PRIV LOCAL FOUNDATION GRANTS
2174
LIVABLE CLAIBORNE COMM PLAN

27,203

108,953

0

136,156

PRIV LOCAL FOUNDATION GRANTS TOTAL

27,203

108,953

0

136,156

18,643,919

17,299,807

0

35,943,726

LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL

DEPARTMENTAL TOTAL

Page 181

 MAYOR

Mayor- Community & Economic Developm

Program
No.
001

ECONOMIC & URBAN DEVELOPMENT
OFFICE OF CULTURAL ECONOMY
STATE AND FEDERAL PROGRAMS
SUPPLIER & DIVERSITY
YOUTH FORCE NOLA
LOW BARRIER SHELTER PROGRAM
PROJECT DELIVERY UNIT

GENERAL FUND TOTAL

SUPPLIER & DIVERSITY

NO ECONOMIC DEVELOPMENT TOTAL

PROGRAM DELIVERY/ADMINIS

HOUSING & ENVIRONMENT IMPROVMT TOTAL

OFFICE OF CULTURAL ECONOMY

N O FILM COMM TRUST TOTAL

OFFICE OF CULTURAL ECONOMY

MUSIC & ENTERTAINMENT COMM TOTAL

2019

2020

2019-2020

533,654
726,074
90,033
112,352
330,000
768,638
0

621,387
900,964
262,971
891,621
390,000
1,500,000
0

781,379
900,964
213,162
808,903
390,000
1,500,000
150,000

159,992
0
(49,809)
(82,718)
0
0
150,000

2,560,751

4,566,943

4,744,408

177,465

287,400

254,754

0

(254,754)

287,400

254,754

0

(254,754)

262,398

0

0

0

262,398

0

0

0

50,002

115,000

115,000

0

50,002

115,000

115,000

0

104,164

176,282

176,282

0

104,164

176,282

176,282

0

68,216

129,902

142,500

12,598

68,216

129,902

142,500

12,598

6,311,036

9,445,469

11,070,357

1,624,888

MAYOR'S OFF. OF TOURISM & ARTS
2136

OFFICE OF CULTURAL ECONOMY

MAYOR'S OFF. OF TOURISM & ARTS TOTAL
FEM

2018

MUSIC & ENTERTAINMENT COMM
2136

378

Variance

N O FILM COMM TRUST
2136

377

Proposed

HOUSING & ENVIRONMENT IMPROVMT
2106

375

Adopted

NO ECONOMIC DEVELOPMENT
2178

242

Actual

GENERAL FUND

2132
2136
2175
2178
2183
2188
2199

139

EXPENDITURE SUMMARY

FED DEPARTMENT OF EMERGENCY
2199

PROJECT DELIVERY UNIT
Page 182

 MAYOR

Mayor- Community & Economic Developm

Program
No.
FED DEPARTMENT OF EMERGENCY TOTAL

HUD

PROGRAM DELIVERY/ADMINIS
HOUSING CONSTRUCTION FINANCING
ECONOMIC DEVELOPMENT
BLIGHT REDUCTION
HEALTHY COMMUNITIES
PROJECT DELIVERY UNIT

HOUSING AND URBAN DEVELOPMENT TOTAL

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

6,311,036

9,445,469

11,070,357

1,624,888

673,213
0
0
0
0
541,613

1,101,318
0
0
0
0
1,613,371

699,555
1,294,114
5,000,000
443,314
353,943
3,933,437

(401,763)
1,294,114
5,000,000
443,314
353,943
2,320,066

1,214,826

2,714,689

11,724,363

9,009,674

1,052,132
0
14,676
(872)
145,021
(36)
0

1,007,134
1,376,292
0
18,300
5,000,000
615,164
251,294

724,989
1,294,114
0
18,300
5,000,000
443,314
353,943

(282,145)
(82,178)
0
0
0
(171,850)
102,649

1,210,921

8,268,184

7,834,660

(433,524)

0

136,156

136,156

0

0

136,156

136,156

0

12,069,714

25,807,379

35,943,726

10,136,347

LA OFFICE OF COMMUNITY DEVELOP
2106
2108
2109
2123
2143
2144
2167

PROGRAM DELIVERY/ADMINIS
HOUSING CONSTRUCTION FINANCING
BUS. YOUTH/TECHNICAL ASSIST
PUBLIC INFRUSTRUCTURE PLANNING
ECONOMIC DEVELOPMENT
BLIGHT REDUCTION
HEALTHY COMMUNITIES

LA OFFICE OF COMMUNITY DEVELOP TOTAL
PRIV

Actual

HOUSING AND URBAN DEVELOPMENT
2106
2108
2143
2144
2167
2199

LCD

EXPENDITURE SUMMARY

LOCAL FOUNDATION GRANTS
2174

LIVABLE CLAIBORNE COMM PLAN

LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 183

 MAYOR

Mayor- Community & Economic Devel

Program
No.
001

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
2132 ECONOMIC & URBAN DEVELOPMENT

EXECUTIVE ASSISTANT TO THE MAYOR

U83

0.80

0.80

0.00

URBAN POLICY SPECIALIST V

U70

3.00

3.00

0.00

URBAN POLICY SPECIALIST V

U66

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

1.00

1.00

0.00

5.80

5.80

0.00

2132 ECONOMIC & URBAN DEVELOPMENT TOTAL

2136 OFFICE OF CULTURAL ECONOMY
URBAN POLICY SPECIALIST III

U57

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

2.00

2.00

0.00

URBAN POLICY SPECIALIST V

U70

2.00

2.00

0.00

URBAN POLICY SPECIALIST IV

U60

2.00

2.00

0.00

URBAN POLICY SPECIALIST IV

U64

1.00

1.00

0.00

MANAGEMENT SERVICES SPECIALIST

U78

1.00

1.00

0.00

9.00

9.00

0.00

2136 OFFICE OF CULTURAL ECONOMY TOTAL
2175 STATE AND FEDERAL PROGRAMS
DEPUTY EXECUTIVE ASSISTANTFOR HOUSING

U78

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST

U67

1.00

1.00

0.00

2.00

2.00

0.00

2175 STATE AND FEDERAL PROGRAMS TOTAL

2178 SUPPLIER & DIVERSITY
URBAN POLICY SPECIALIST IV

U64

4.00

4.00

0.00

URBAN POLICY SPECIALIST IV

U60

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

6.00

6.00

0.00

2178 SUPPLIER & DIVERSITY TOTAL
2199 PROJECT DELIVERY UNIT
Page 184

 MAYOR

Mayor- Community & Economic Devel

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

PROJECT MANAGER II

U96

4.00

0.00

(4.00)

FINANCIAL ANALYST

U01

0.30

0.00

(0.30)

4.30

0.00

(4.30)

27.10

22.80

(4.30)

2199 PROJECT DELIVERY UNIT TOTAL
001

PERSONNEL SUMMARY

GENERAL FUND TOTAL

FEM
FED DEPARTMENT OF EMERGENCY
2199 PROJECT DELIVERY UNIT
PROJECT CONTROLS MANAGER

U88

1.00

1.00

0.00

LAPA/LAHM DATA MANAGER

U96

1.00

1.00

0.00

PROGRAM MANAGER (PDU)

U01

0.75

0.75

0.00

UPS IV (REIMBURSEMENT/REVOLVER ACCOUNTS)

U94

1.00

1.00

0.00

REPORTING ANAYST

U96

1.00

1.00

0.00

DOCUMENT CONTROL TEAM LEAD

U91

0.80

0.80

0.00

ANALYST (REIMBURSEMENT SPECIALIST)

U91

0.00

4.00

4.00

MANAGEMENT CONSULTANT

U96

2.00

2.00

0.00

ANALYST (DATABASE)

U96

0.80

0.80

0.00

ANALYST (ESTIMATOR & REIMBURSEMENT)

U91

1.00

1.00

0.00

ANALYST (ESTIMATOR & REIMBURSEMENT)

U91

4.00

4.00

0.00

FEDERAL GRANT MANAGER

U96

0.00

2.00

2.00

FEDERAL GRANT MANAGER

U96

1.00

1.00

0.00

PURCHASING AGENT

U84

3.00

4.00

1.00

PURCHASING AGENT

U84

2.00

2.00

0.00

UPS V (PROJECT DELIVERY MANAGER)

U06

0.20

0.20

0.00

UPS V (ATTORNEY)

U93

0.00

1.00

1.00

69

3.35

3.35

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

1.00

1.00

0.00

DISASTER RECOVERY ASSISTANT II

Page 185

 MAYOR

Mayor- Community & Economic Devel

Program
No.

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

PROJECT MANAGER II (FEMA/CDBG)

U92

0.00

0.50

0.50

UPS III (PROGRAM ASSISTANT)

U66

0.00

2.00

2.00

PROJECT MANAGER I

U84

2.00

2.00

0.00

PROJECT MANAGER I

U84

2.00

2.00

0.00

PROJECT MANAGER II

U96

0.00

2.00

2.00

PROJECT MANAGER II

U96

5.00

5.00

0.00

COST CONTROL ANALYST

U96

1.00

1.00

0.00

ASSISTANT TO THE DIRECTOR OF CAPITAL PROJECTS

U66

1.00

1.00

0.00

REPORTING ANAYST

U96

0.00

2.00

2.00

UPS V (ATTORNEY)

U93

1.00

1.00

0.00

DOCUMENTATION SUPPORT SPECIALIST I

U66

0.00

2.00

2.00

DOCUMENTATION SUPPORT SPECIALIST I

U66

1.00

1.00

0.00

DOCUMENTATION SUPPORT SPECIALIST II

U76

1.45

4.45

3.00

DOCUMENTATION SUPPORT SPECIALIST II

U76

8.00

8.00

0.00

DOCUMENTATION SUPPORT SPECIALIST III

U91

4.00

4.00

0.00

CAPITAL BUDGET DIRECTOR

U94

0.75

0.75

0.00

COMMUNITY OUTREACH SPECIALIST

U80

0.00

3.00

3.00

ANALYST (REIMBURSEMENT SPECIALIST)

U91

1.00

1.00

0.00

ECONOMIC DEVELOPMENT SPECIALIST(NEIBORHOOD)

U70

1.00

1.00

0.00

PROJECT MANAGER SUPERVISOR

U01

1.00

1.00

0.00

ECONOMIC DEVELOPMENT ANALYST (DBE)

U76

1.00

1.00

0.00

SPECIAL ASSISTANT TO THE DEPUTY MAYOR

U01

1.00

1.00

0.00

FINANCIAL ANALYST

U01

0.50

0.50

0.00

62

4.00

4.00

0.00

UPS V (CHIEF OF STAFF)

U23

1.00

1.00

0.00

ECONOMIC DEVELOPMENT ANALYST (WORKFORCE)

U76

1.00

1.00

0.00

ADMINISTRATIVE AND PROGRAM SUPPORT

U52

4.00

4.00

0.00

DISASTER RECOVERY ASSISTANT I

Page 186

 MAYOR

Mayor- Community & Economic Devel

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

PROJECT SCHEDULER

U96

1.00

1.00

0.00

PROJECT SCHEDULER

U96

1.00

3.00

2.00

FINANCE ANALYST

U01

1.00

1.00

0.00

DOCUMENT SUPPORT SPECIALIST II

U76

0.25

0.25

0.00

DOCUMENT MANAGER

U60

1.00

1.00

0.00

DOCUMENT MANAGER

U60

1.60

1.60

0.00

CONTRACT MANAGER

U66

1.40

2.40

1.00

WEBSITE SPECIALIST

U91

1.00

1.00

0.00

UPS V (PLACE BASED PLANNER)

U15

0.25

0.25

0.00

76.10

101.60

25.50

76.10

101.60

25.50

2199 PROJECT DELIVERY UNIT TOTAL
FEM

PERSONNEL SUMMARY

FED DEPARTMENT OF EMERGENCY TOTAL

HUD
HOUSING AND URBAN DEVELOPMENT
2106 PROGRAM DELIVERY/ADMINIS

UPS IV (DCDBG PROJECT MANAGER)

U91

1.60

1.60

0.00

PURCHASING AGENT

U84

1.00

1.00

0.00

UPS V (ATTORNEY)

U93

1.00

1.00

0.00

DOCUMENTATION SUPPORT SPECIALIST II

U76

1.00

1.00

0.00

FISCAL ANALYST/MANAGEMENT CONSULTANT

U91

0.55

0.55

0.00

DCDBG FISCAL ANALYST

U76

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

0.50

0.50

0.00

74

0.50

0.50

0.00

7.15

7.15

0.00

ACCOUNTANT II
2106 PROGRAM DELIVERY/ADMINIS TOTAL
2199 PROJECT DELIVERY UNIT
PROGRAM MANAGER (PDU)

U01

0.25

0.25

0.00

REPORTING ANAYST

U96

0.00

2.00

2.00

Page 187

 MAYOR

Mayor- Community & Economic Devel

Program
No.

Pay
Grade

LCD

Adopted
2019

Proposed
2020

Variance
2019-2020

ANALYST (REIMBURSEMENT SPECIALIST)

U91

0.00

2.00

2.00

SENIOR PROJECT MANAGER (GI)

U08

1.00

1.00

0.00

DOCUMENT MANAGER

U60

0.40

0.40

0.00

CONTRACT MANAGER

U66

0.60

1.60

1.00

PURCHASING AGENT

U84

0.00

6.00

6.00

FEDERAL GRANT MANAGER

U96

0.00

2.00

2.00

DOCUMENT CONTROL TEAM LEAD

U91

0.20

0.20

0.00

DISASTER RECOVERY ASSISTANT II

69

0.65

0.65

0.00

ANALYST (DATABASE)

U96

0.20

0.20

0.00

DOCUMENTATION SUPPORT SPECIALIST I

U66

0.00

2.00

2.00

ADMINISTRATIVE AND PROGRAM SUPPORT

U52

0.00

4.00

4.00

UPS V (PLACE BASED PLANNER)

U15

0.75

0.75

0.00

UPS V (PROJECT MANAGER/ENGINEER) URBAN H2O

U84

1.00

2.00

1.00

DOCUMENT SUPPORT SPECIALIST II

U76

0.75

0.75

0.00

PROJECT MANAGER II

U96

0.00

2.00

2.00

UPS IV (PROJECT MANAGER)

U91

1.00

1.00

0.00

PROGRAM ANALYST

U60

0.00

4.00

4.00

DOCUMENTATION SUPPORT SPECIALIST II

U76

0.55

0.55

0.00

CAPITAL BUDGET DIRECTOR

U94

0.25

0.25

0.00

UPS V (PROJECT DELIVERY MANAGER)

U06

0.80

0.80

0.00

8.40

34.40

26.00

15.55

41.55

26.00

2199 PROJECT DELIVERY UNIT TOTAL
HUD

PERSONNEL SUMMARY

HOUSING AND URBAN DEVELOPMENT TOTA

LA OFFICE OF COMMUNITY DEVELOP
2106 PROGRAM DELIVERY/ADMINIS
DOCUMENTATION SUPPORT SPECIALIST II

U76

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

0.50

0.50

0.00

Page 188

 MAYOR

Mayor- Community & Economic Devel

Adopted
2019

Proposed
2020

Variance
2019-2020

U83

1.00

1.00

0.00

74

0.50

0.50

0.00

FISCAL ANALYST/MANAGEMENT CONSULTANT

U91

0.45

0.45

0.00

UPS IV (DCDBG PROJECT MANAGER)

U91

1.40

1.40

0.00

DCDBG FISCAL ANALYST

U76

1.00

1.00

0.00

PROGRAM COORDINATOR-RESTITUTION

U67

1.00

1.00

0.00

6.85

6.85

0.00

6.85

6.85

0.00

125.60

172.80

47.20

Program
No.

Pay
Grade

UPS V (ATTORNEY)

ACCOUNTANT II

2106 PROGRAM DELIVERY/ADMINIS TOTAL

LCD

PERSONNEL SUMMARY

LA OFFICE OF COMMUNITY DEVELOP TOTAL

DEPARTMENT TOTAL

Page 189

 2IILFH RI 5HVLOLHQFH   6XVWDLQDELOLW\ 
Budget Summary

Page 190

 Budget Summary - Office of Resilience & Sustainability

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   2IILFH RI 5HVLOLHQFH   6XVWDLQDELOLW\ 

792,164

'ROODU 
&KDQJH 
)<     
2,662

3HUFHQW 
&KDQJH 
)<     
0.34%

2,772,316

2,772,316

0

0.00%

0

0

0

0

-

       

         

         

     

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

324,554

789,502

Other Operating

402,965

Debt Service
7RWDO ([SHQGLWXUHV

Page 191

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3HUVRQQHO

     
$GRSWHG

     
3URSRVHG

Dollar amount
7RWDO 'HSDUWPHQW )7(V

789,502
     

792,164
     

Page 192

'ROODU 
&KDQJH 
)<     
2,662

3HUFHQW 
&KDQJH 
)<     
0.34%

 Page 193

 MAYOR

PROGRAM DETAIL

Office of Resilience & Sustainability

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

104,010

19,845

0

123,855

97,673

0

0

97,673

201,683

19,845

0

221,528

DNR STATE DEPT OF NATURAL RESOURCE
2152
COASTAL ZONE MANAGEMENT

35,770

67,974

0

103,744

DNR STATE DEPT OF NATURAL RESOURCE TOTAL

35,770

67,974

0

103,744

EPA ENVIRONMENTAL PROTECTION AGNCY
2159 BROWNFIELDS REVOLVING LOAN

239,432

275,000

0

514,432

EPA ENVIRONMENTAL PROTECTION AGNCY TOTAL

239,432

275,000

0

514,432

FAR FEDERAL AMERICAN RECOVERY
2141
ENERGY EFF & CONSERVATIO GRANT

99,558

192,889

0

292,447

FAR FEDERAL AMERICAN RECOVERY TOTAL

99,558

192,889

0

292,447

FTD FEDERAL DEPARTMENT OF TREASURY
2140
RESTORE ACT

55,627

1,798,608

0

1,854,235

FTD FEDERAL DEPARTMENT OF TREASURY TOTAL

55,627

1,798,608

0

1,854,235

110,094

0

0

110,094

50,000

0

0

50,000

001 GENERAL FUND
2142 RESILIENCE AND SUSTAINABILITY
2146

SURDA STORM WATER MANAGER GRAN

001 GENERAL FUND TOTAL

PRIV LOCAL FOUNDATION GRANTS
2142
RESILIENCE AND SUSTAINABILITY

2153

CITY ENERGY PROJECT

2179

ROCKEFELLER RESILIENCE DATA PR

0

252,000

0

252,000

2180

ROCKERFELLER RESILIENT CITIES

0

41,000

0

41,000

2185

CITIES OF SERVICE RESILIENCE

0

25,000

0

25,000

Page 194

 MAYOR

PROGRAM DETAIL

Office of Resilience & Sustainability

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

100,000

0

100,000

PRIV LOCAL FOUNDATION GRANTS TOTAL

160,094

418,000

0

578,094

DEPARTMENTAL TOTAL

792,164

2,772,316

0

3,564,480

2190

NATIONAL WILDLIFE FEDERATION

Page 195

 MAYOR

EXPENDITURE SUMMARY

Office of Resilience & Sustainability

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

213,603
0

124,314
96,578

123,855
97,673

(459)
1,095

213,603

220,892

221,528

636

COASTAL ZONE MANAGEMENT

7,510

103,744

103,744

0

STATE DEPT OF NATURAL RESOURCE TOTAL

7,510

103,744

103,744

0

BROWNFIELDS REVOLVING LOAN

35,678

514,432

514,432

0

ENVIRONMENTAL PROTECTION AGNCY TOTAL

35,678

514,432

514,432

0

147,839
0

292,447
108,068

292,447
0

0
(108,068)

147,839

400,515

292,447

(108,068)

0

1,854,235

1,854,235

0

0

1,854,235

1,854,235

0

0
36,112
251,503
547
13,918
20,809

0
50,000
252,000
41,000
25,000
100,000

110,094
50,000
252,000
41,000
25,000
100,000

110,094
0
0
0
0
0

LOCAL FOUNDATION GRANTS TOTAL

322,889

468,000

578,094

110,094

DEPARTMENT TOTAL

727,519

3,561,818

3,564,480

2,662

001

GENERAL FUND

2142
2146

RESILIENCE AND SUSTAINABILITY
SURDA STORM WATER MANAGER GRAN

GENERAL FUND TOTAL
DNR

STATE DEPT OF NATURAL RESOURCE
2152

EPA

ENVIRONMENTAL PROTECTION AGNCY
2159

FAR

FEDERAL AMERICAN RECOVERY
2141
2142

ENERGY EFF & CONSERVATIO GRANT
RESILIENCE AND SUSTAINABILITY

FEDERAL AMERICAN RECOVERY TOTAL

FTD

FEDERAL DEPARTMENT OF TREASURY
2140

RESTORE ACT

FEDERAL DEPARTMENT OF TREASURY TOTAL
PRIV

LOCAL FOUNDATION GRANTS
2142
2153
2179
2180
2185
2190

RESILIENCE AND SUSTAINABILITY
CITY ENERGY PROJECT
ROCKEFELLER RESILIENCE DATA PR
ROCKERFELLER RESILIENT CITIES
CITIES OF SERVICE RESILIENCE
NATIONAL WILDLIFE FEDERATION

Page 196

 MAYOR

Office of Resilience & Sustainability

Program
No.
001

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

2.00

2.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

3.00

3.00

0.00

GENERAL FUND
2142 RESILIENCE AND SUSTAINABILITY

URBAN POLICY SPECIALIST IV

U64

2142 RESILIENCE AND SUSTAINABILITY TOTAL
2146 SURDA STORM WATER MANAGER GRAN
ADMINISTRATOR, EVIRONMENTALPLANNING

U87

2146 SURDA STORM WATER MANAGER GRAN TOTAL

001

GENERAL FUND TOTAL

PRIV
LOCAL FOUNDATION GRANTS
2142 RESILIENCE AND SUSTAINABILITY
URBAN POLICY SPECIALIST III

U61

2142 RESILIENCE AND SUSTAINABILITY TOTAL

PRIV

LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 197

 Page 198

 Page 199

 Chief Administrative Office
Overview
Budget Summary

Page 200

 Chief Administrative Office
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Gilbert Montaño
1300 Perdido St, Suite 9E06, New Orleans, LA 70112
504-658-8600
Monday–Friday
8:00am–5:00pm

Mission Statement
The mission of the Chief Administrative Office (CAO) 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.

Vision Statement
The Chief Administrative Office seeks to provide transparent, effective, and efficient service delivery
for the citizens of New Orleans.

Organizational Chart

Page 201

     
      
             
 
 (  ,         
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 XPENDITURES

  
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  XPENDITURES
    
 
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Page 202

 Page 203

 &KLHI $GPLQLVWUDWLYH 2IILFH   &RUH 
Budget Summary

Page 204

 Budget Summary - Chief Administrative Office- Core

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &KLHI $GPLQLVWUDWLYH 2IILFH  &RUH
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

4,316,640

5,036,826

7,052,708

2,015,882

40.02%

Other Operating

29,381,240

55,967,803

39,373,984

(16,593,819)

-29.65%

0

0

0

0

-

          

          

          

            

       

Debt Service
7RWDO ([SHQGLWXUHV

Page 205

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

5,036,826
      

7,052,708
      

'ROODU 
&KDQJH 
)<     
2,015,882

Page 206

3HUFHQW 
&KDQJH 
)<     
40.02%

 Page 207

 CHIEF ADMINISTRATIVE OFFICE

PROGRAM DETAIL

Chief Administrative Office (Core)

Program
No.

001 GENERAL FUND
2215 EXECUTIVE OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

1,157,650

3,017,226

0

4,174,876

2226

ELECTION EXPENSE

0

1,200,000

0

1,200,000

2233

CITY LIGHT AND GAS

0

11,300,000

0

11,300,000

2273

MUNICIPAL TRAINING ACADEMY

69,376

22,094

0

91,470

2275

CAO-BENEFITS ADMINISTRATION

550,671

4,945,666

0

5,496,337

2277

PERSONNEL & TRAINING OFFICE

329,595

20,150

0

349,745

2280

MAIL ROOM

99,860

256,250

0

356,110

2282

BUDGET AND PLANNING

696,890

1,471,334

0

2,168,224

2284

C A O EMPLOYEE RELATIONS

262,624

8,000

0

270,624

2285

CAO-CAPITAL PROJECTS

990,110

200,254

0

1,190,364

2287

Internal Audit

183,603

0

0

183,603

2297

EMD-GENERAL MAINTENANCE

2,712,329

4,063,010

0

6,775,339

2298

EMD-FUEL SUPPLY

0

4,290,000

0

4,290,000

2299

EQUIPMMENT ACCOUNT

0

80,000

0

80,000

7,052,708

30,873,984

0

37,926,692

701 CAPITAL IMPROVEMT & INFRASTRUC
2215
EXECUTIVE OFFICE

0

2,000,000

0

2,000,000

701 CAPITAL IMPROVEMT & INFRASTRUC TOTAL

0

2,000,000

0

2,000,000

PRIV LOCAL FOUNDATION GRANTS
2285 CAO-CAPITAL PROJECTS

0

6,500,000

0

6,500,000

PRIV LOCAL FOUNDATION GRANTS TOTAL

0

6,500,000

0

6,500,000

001 GENERAL FUND TOTAL

Page 208

 CHIEF ADMINISTRATIVE OFFICE

PROGRAM DETAIL

Chief Administrative Office (Core)

Program
No.

DEPARTMENTAL TOTAL

Page 209

Personal
Services

Other
Operating

Debt
Service

Total

7,052,708

39,373,984

0

46,426,692

 CHIEF ADMINISTRATIVE OFFICE

EXPENDITURE SUMMARY

Chief Administrative Office (Core)

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

2,500,190
55,520
10,811,807
1,596
3,440,769
272,882
212,897
1,016,919
158,878
742,693
0
4,976,665
3,831,733
4,387,741

4,107,578
1,200,000
11,300,000
0
5,270,323
383,202
313,610
2,116,628
181,114
822,350
0
5,879,897
4,290,000
60,765

4,174,876
1,200,000
11,300,000
91,470
5,496,337
349,745
356,110
2,168,224
270,624
1,190,364
183,603
6,775,339
4,290,000
80,000

67,298
0
0
91,470
226,014
(33,457)
42,500
51,596
89,510
368,014
183,603
895,442
0
19,235

32,410,290

35,925,467

37,926,692

2,001,225

EXECUTIVE OFFICE

0

2,000,000

2,000,000

0

CAPITAL IMPROVEMT & INFRASTRUC TOTAL

0

2,000,000

2,000,000

0

0

16,579,162

0

(16,579,162)

0

16,579,162

0

(16,579,162)

CAO-CAPITAL PROJECTS

1,287,590

6,500,000

6,500,000

0

LOCAL FOUNDATION GRANTS TOTAL

1,287,590

6,500,000

6,500,000

0

33,697,880

61,004,629

46,426,692

001

GENERAL FUND

2215
2226
2233
2273
2275
2277
2280
2282
2284
2285
2287
2297
2298
2299

EXECUTIVE OFFICE
ELECTION EXPENSE
CITY LIGHT AND GAS
MUNICIPAL TRAINING ACADEMY
CAO-BENEFITS ADMINISTRATION
PERSONNEL & TRAINING OFFICE
MAIL ROOM
BUDGET AND PLANNING
C A O EMPLOYEE RELATIONS
CAO-CAPITAL PROJECTS
Internal Audit
EMD-GENERAL MAINTENANCE
EMD-FUEL SUPPLY
EQUIPMMENT ACCOUNT

GENERAL FUND TOTAL

701

CAPITAL IMPROVEMT & INFRASTRUC
2215

FEM

FED DEPARTMENT OF EMERGENCY
2215

EXECUTIVE OFFICE

FED DEPARTMENT OF EMERGENCY TOTAL

PRIV

LOCAL FOUNDATION GRANTS
2285

DEPARTMENT TOTAL

Page 210

(14,577,937)

 CHIEF ADMINISTRATIVE OFFICE

Chief Administrative Office (Core)

Program
No.
001

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
2215 EXECUTIVE OFFICE

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

ASSISTANT CHIEF ADMINISTRATIVE OFFICER

10

3.00

3.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

DEPUTY CHIEF ADM.OFFICER

U05

1.00

1.00

0.00

CHIEF ADMINISTRATIVE OFFICER

U91

1.00

1.00

0.00

7.00

7.00

0.00

0.00

1.00

1.00

0.00

1.00

1.00

2215 EXECUTIVE OFFICE TOTAL

2273 MUNICIPAL TRAINING ACADEMY
MANAGEMENT DEVELOPMENT ANALYST II

69

2273 MUNICIPAL TRAINING ACADEMY TOTAL
2275 CAO-BENEFITS ADMINISTRATION
PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

CHIEF OPERATIONS MANAGER, ASSISTANT

84

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

0.49

0.49

0.00

CHIEF OPERATIONS MANAGER

90

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

6.49

6.49

0.00

2275 CAO-BENEFITS ADMINISTRATION TOTAL

2277 PERSONNEL & TRAINING OFFICE
CHIEF OPERATIONS MANAGER

90

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

2.00

2.00

0.00

3.00

3.00

0.00

1.00

1.00

0.00

2277 PERSONNEL & TRAINING OFFICE TOTAL
2280 MAIL ROOM
OFFICE SUPPORT SPECIALIST

54
Page 211

 CHIEF ADMINISTRATIVE OFFICE

Chief Administrative Office (Core)

Program
No.

Pay
Grade

OFFICE ASSISTANT III

48

2280 MAIL ROOM TOTAL

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

2.00

2.00

0.00

2282 BUDGET AND PLANNING
MANAGEMENT SERVICES SPECIALIST

78

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

BUDGET ADMINISTRATOR

99

1.00

1.00

0.00

CHIEF OPERATIONS MANAGER, ASSISTANT

84

1.00

1.00

0.00

OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

2.00

2.00

0.00

7.00

7.00

0.00

2282 BUDGET AND PLANNING TOTAL
2284 C A O EMPLOYEE RELATIONS
CHIEF OPERATIONS MANAGER

90

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

0.00

1.00

1.00

2.00

3.00

1.00

2284 C A O EMPLOYEE RELATIONS TOTAL
2285 CAO-CAPITAL PROJECTS
SENIOR ARCHITECT

96

1.00

1.00

0.00

SENIOR ARCHITECT

96

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

U83

1.00

1.00

0.00

03

1.00

1.00

0.00

9.00

9.00

0.00

DIRECTOR OF CAPITAL PROJECTS
CAPITAL PROJECTS ADMINISTRATOR*
2285 CAO-CAPITAL PROJECTS TOTAL
Page 212

 CHIEF ADMINISTRATIVE OFFICE

Chief Administrative Office (Core)

Program
No.

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

2287 Internal Audit

SENIOR AUDITOR

76

0.00

1.00

1.00

MANAGEMENT DEVELOPMENT ANALYST I

62

0.00

1.00

1.00

AUDITOR

74

0.00

1.00

1.00

0.00

3.00

3.00

2287 Internal Audit TOTAL
2297 EMD-GENERAL MAINTENANCE
SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

3.00

3.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

2.00

2.00

0.00

AUTOMOTIVE MAINTENANCE SPECIALIST

68

1.00

1.00

0.00

AUTOMOTIVE MAINTENANCE SPECIALIST

68

4.00

4.00

0.00

FLEET SERVICES MANAGER

75

1.00

1.00

0.00

AUTOMOTIVE MECHANIC I

50

4.00

4.00

0.00

AUTOMOTIVE MECHANIC III

66

9.00

9.00

0.00

AUTOMOTIVE MAINTENANCE TECHNICIAN

68

4.00

4.00

0.00

AUTOMOTIVE SERVICES SUPERVISOR

73

2.00

2.00

0.00

FLEET SERVICES SUPERVISOR

73

1.00

1.00

0.00

ASSISTANT FLEET MANAGER

80

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

FLEET MANAGER

99

1.00

1.00

0.00

36.00

36.00

0.00

72.49

77.49

5.00

72.49

77.49

5.00

2297 EMD-GENERAL MAINTENANCE TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 213

 ,QIRUPDWLRQ  7HFKQRORJ\   ,QQRYDWLRQ 
Budget Summary

Page 214

 Budget Summary - CAO- IT

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &$2  ,7

4,673,654

'ROODU 
&KDQJH 
)<     
0

3HUFHQW 
&KDQJH 
)<     
0.00%

11,147,810

11,647,810

500,000

4.49%

0

0

0

0

-

          

          

          

       

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

4,869,246

4,673,654

Other Operating

5,572,390

Debt Service
7RWDO ([SHQGLWXUHV

Page 215

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

4,673,654
      

4,673,654
      

Page 216

'ROODU 
&KDQJH 
)<     
0

3HUFHQW 
&KDQJH 
)<     
0.00%

 Page 217

 CHIEF ADMINISTRATIVE OFFICE

PROGRAM DETAIL

CAO- IT

Program
No.

001 GENERAL FUND
2231 MANAGEMENT INFORMATION SYSTEMS

Personal
Services

Other
Operating

Debt
Service

Total

4,648,517

3,515,213

0

8,163,730

2232

TECHONOLOGY PROGRMS

0

300,000

0

300,000

2236

ENTERPRISE WIDE APPLICATIONS

0

3,566,042

0

3,566,042

4,648,517

7,381,255

0

12,029,772

701 CAPITAL IMPROVEMT & INFRASTRUC
2231 MANAGEMENT INFORMATION SYSTEMS

0

4,000,000

0

4,000,000

701 CAPITAL IMPROVEMT & INFRASTRUC TOTAL

0

4,000,000

0

4,000,000

DRA DELTA REGIONAL AUTHORITY
2235
Fiber Network Construction

0

266,555

0

266,555

DRA DELTA REGIONAL AUTHORITY TOTAL

0

266,555

0

266,555

FEM FED DEPARTMENT OF EMERGENCY
2231 MANAGEMENT INFORMATION SYSTEMS

25,137

0

0

25,137

FEM FED DEPARTMENT OF EMERGENCY TOTAL

25,137

0

0

25,137

4,673,654

11,647,810

0

16,321,464

001 GENERAL FUND TOTAL

DEPARTMENTAL TOTAL

Page 218

 CHIEF ADMINISTRATIVE OFFICE

EXPENDITURE SUMMARY

CAO- IT

Program
No.
001

MANAGEMENT INFORMATION SYSTEMS
TECHONOLOGY PROGRMS
311 CALL CENTER OPERATIONS
ENTERPRISE WIDE APPLICATIONS

GENERAL FUND TOTAL

MANAGEMENT INFORMATION SYSTEMS

CAPITAL IMPROVEMT & INFRASTRUC TOTAL

Variance

2018

2019

2020

2019-2020

6,816,429
152,677
705,062
2,767,468

8,163,730
300,000
0
3,066,042

8,163,730
300,000
0
3,566,042

0
0
0
500,000

10,441,636

11,529,772

12,029,772

500,000

0

4,000,000

4,000,000

0

0

4,000,000

4,000,000

0

0

266,555

266,555

0

0

266,555

266,555

0

0

25,137

25,137

0

0

25,137

25,137

0

10,441,636

15,821,464

16,321,464

500,000

DELTA REGIONAL AUTHORITY
2235

Fiber Network Construction

DELTA REGIONAL AUTHORITY TOTAL
FEM

Proposed

CAPITAL IMPROVEMT & INFRASTRUC
2231

DRA

Adopted

GENERAL FUND

2231
2232
2234
2236

701

Actual

FED DEPARTMENT OF EMERGENCY
2231

MANAGEMENT INFORMATION SYSTEMS

FED DEPARTMENT OF EMERGENCY TOTAL
DEPARTMENT TOTAL

Page 219

 CHIEF ADMINISTRATIVE OFFICE

PERSONNEL SUMMARY

CAO- IT

Program
No.
001

Pay
Grade

Proposed
2020

Variance
2019-2020

GENERAL FUND
2231 MANAGEMENT INFORMATION SYSTEMS

TECHNICAL SERVICES SUPERVISOR

85

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

INFORMATION TECH SUPERVISOR

90

5.00

5.00

0.00

INFORMATION TECH SUPERVISOR

90

2.00

0.00

(2.00)

INFORMATION TECH DIRECTOR

99

1.00

1.00

0.00

INFORMATION TECH DIRECTOR

99

1.00

0.00

(1.00)

INFORMATION TECH MANAGER

93

2.00

2.00

0.00

INFORMATION TECH MANAGER

93

7.00

0.00

(7.00)

INFORMATION TECH SPEC II

77

4.00

0.00

(4.00)

INFORMATION TECH SPEC III

86

14.00

0.00

(14.00)

LEAD PROGRAMMER-ANALYST

90

1.00

1.00

0.00

SENIOR PROGRAMMER-ANALYST

86

1.00

1.00

0.00

INFORMATION TECH SPEC I

67

2.00

2.00

0.00

SENIOR SYSTEMS APPLICATIONS OPERATOR

73

0.49

0.49

0.00

INFORMATION TECH SPEC I

67

2.00

0.00

(2.00)

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

INFORMATION TECH SPEC II

77

8.00

8.00

0.00

INFORMATION TECH SPEC III

86

21.00

21.00

0.00

74.49

44.49

(30.00)

74.49

44.49

(30.00)

74.49

44.49

(30.00)

2231 MANAGEMENT INFORMATION SYSTEMS TOTAL
001

Adopted
2019

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 220

 Page 221

 New Orleans Office of Homeland Security and Emergency
Preparedness (NOHSEP)
Overview
Budget Summary

Page 222

 Homeland Security and Emergency Preparedness
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Collin M. Arnold, Director
1300 Perdido Street, Suite 9W03
New Orleans, LA 70112
(504) 658-8700
Office Hours: Monday-Friday, 9:00 a.m. -- 5:00 p.m.
(NOHSEP Duty Officer available 24/7)
(RTCC operates 24/7)

Mission Statement
As the coordinating public safety agency for the City of New Orleans, the Office of Homeland Security
and Emergency Preparedness (NOHSEP) is responsible for administering the City’s crisis and
consequence management program. It coordinates crises – both natural and man-made – through
“all-hazards” planning. Our initiatives build New Orleans’ capacity to prevent, protect against, respond
to, and recover from major emergencies and disasters.

Vision Statement
The vision of the Office of Homeland Security and Emergency Preparedness is to be a recognized
leader and innovator, both nationally and internationally, in the homeland security enterprise by
always striving for the following:
•

•
•

•

Working within our profession, consistently develop and maintain plans for major incidents
and events that build on, and complement, existing operational policies and procedures of
local emergency response partners.
Be the focal point for coordination and liaison of activities between local, state and federal
government in the response to and recovery from major emergencies / disasters.
Continuously build trust by gathering and disseminating information to the public, media
and local government agencies to assist in the preparation, response and recovery from
major emergencies / disasters.
Work towards a truly independent mitigation planning and project development system that
works across all levels of government and supports risk reduction for the whole community.

Page 223

 Organizational Chart
Office of Homeland Security and Emergency Preparedness

Director- NOHSEP

Deputy Director NOHSEP
Emergency
Preparedness Branch

Emergency
Management / CEOC
Operations
(14 Personnel)

Public Safety
Support Services
Branch

Hazard Mitigation
Branch

Real Time Crime
Center
(19 Personnel)

Page 224

Hazard Mitigation
(3 Personnel)

Public Engagement
Branch

Community Oureach
/ Volunteer
Coordination
(2 Personnel)

 Budget Summary - CAO- Homeland Security/OEP

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &$2  +RPHODQG 6HFXULW\ 2(3

0

'ROODU 
&KDQJH 
)<     
(115,470)

3HUFHQW 
&KDQJH 
)<     
-100.00%

963,177

452,181

(510,996)

-53.05%

0

0

0

0

-

      

         

       

         

       

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

0

115,470

81,552

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 225

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO

     
$GRSWHG

     
3URSRVHG

Dollar amount
7RWDO 'HSDUWPHQW )7(V

115,470
     

0
     

Page 226

'ROODU 
3HUFHQW 
&KDQJH  &KDQJH 
)<      )<     
(115,470) -100.00%

 Page 227

 CHIEF ADMINISTRATIVE OFFICE

PROGRAM DETAIL

CAO- Homeland Security/OEP

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

150,000

0

150,000

0

253,716

0

253,716

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

403,716

0

403,716

FHS FED DEPT. OF HOMELAND SECURITY
2209
EMERG MANAGMENT PLANNING GRANT

0

25,965

0

25,965

FHS FED DEPT. OF HOMELAND SECURITY TOTAL

0

25,965

0

25,965

LDH LA DEPT OF HEALTH/HUMAN SVCS
2205 CITY REQADINESS INITIATIVE GRA

0

22,500

0

22,500

LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL

0

22,500

0

22,500

DEPARTMENTAL TOTAL

0

452,181

0

452,181

FEM FED DEPARTMENT OF EMERGENCY
2206 PORT SECURITY GRANT
2219

STATEWIDE GENERATOR PROGRAM

Page 228

 CHIEF ADMINISTRATIVE OFFICE

EXPENDITURE SUMMARY

CAO- Homeland Security/OEP

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0
11,510

472,500
253,716

150,000
253,716

(322,500)
0

11,510

726,216

403,716

(322,500)

49,900

230,940

25,965

(204,975)

49,900

230,940

25,965

(204,975)

20,142

121,491

22,500

(98,991)

LA DEPT OF HEALTH/HUMAN SVCS TOTAL

20,142

121,491

22,500

(98,991)

DEPARTMENT TOTAL

81,552

1,078,647

452,181

(626,466)

FEM

FED DEPARTMENT OF EMERGENCY

2206
2219

PORT SECURITY GRANT
STATEWIDE GENERATOR PROGRAM

FED DEPARTMENT OF EMERGENCY TOTAL
FHS

FED DEPT. OF HOMELAND SECURITY
2209

EMERG MANAGMENT PLANNING GRANT

FED DEPT. OF HOMELAND SECURITY TOTAL

LDH

LA DEPT OF HEALTH/HUMAN SVCS
2205

CITY REQADINESS INITIATIVE GRA

Page 229

 Page 230

 Page 231

 Law Department
Overview
Budget Summary

Page 232

 Law Department
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Sunni J. LeBeouf
1300 Perdido Street 5E03
504-658-9800
8:00 a.m. -- 5:00 p.m.

Mission Statement
The Law Department’s mission is to provide the highest quality legal representation to meet the
present and future needs of the City of New Orleans in an efficient and effective manner by
minimizing the City’s exposure to liability, fairly and economically resolving disputes, and minimizing
legal fees and costs.

Vision Statement
It is the duty of the Law Department to protect the rights of the City. Our goal is to operate at the
highest level of professionalism, effectiveness, transparency, and efficiency to serve our City by
ensuring that best practices are employed and the public’s interest is protected. The Law Department
will accomplish these goals through the vision and leadership of the City Attorney, who employs a
complement of highly successful and experienced attorneys with specialized disciplines who are
dedicated to protecting the City of New Orleans and our citizens in a just, efficient and ethical
manner.

Page 233

 Organizational Chart
Law Department

Page 234

 Accomplishments of the Last Year
Accomplishment 7: Successfully defended
the City Council in two conditional use cases
whereby the Louisiana Fourth Circuit Court of
Appeal held that a vote to approve a motion
under the Comprehensive Zoning Ordinance
does not obligate the Council to vote to adopt
a proposed ordinance.

Accomplishment 1: The Law
Department’s litigation team (21 attorneys)
directly manages and handles over 1,340
open general litigation cases; over 105 new
open civil service cases set for hearings
from October 2018 to September 2019; 23
sales tax cases on average per month; and
13 ABO enforcement cases on average per
month.

Accomplishment 8: Successfully
negotiated workers’ compensation
settlement and recovered $350,000 on
behalf of the City.

Accomplishment 2: 96.1% of litigation
cases resolved without a money judgment
against the City.

Accomplishment 9: Successfully defended
the City in dismissal of environmental
lawsuit, resulting in savings of over $4 million
to the City.

Accomplishment 3: Cases opened
between Q3 2018 and Q3 2019 (including
subpoenas and deposition requests
(includes ABO and Civil Service since
May 2019)): 700.

Accomplishment 10: Successfully
negotiated the settlement of high profile
Civil Rights claims against the City that
resulted in a potential savings of over
$1 million dollars.

Accomplishment 4: Cases closed
between Q3 2018 and Q3 2019: 572.
Accomplishment 5: Subpoenas closed
between Q3 2018 and Q3 2019: 139.

Accomplishment 11: Successfully
negotiated contract dispute on behalf of
Property Management resulting in
approximately $30,000 in savings to
the City.

Accomplishment 6: Our Traffic and
Municipal Division handled
approximately 149,820 cases between
Q3 2018 and Q2 2019, totaling
$5,467,954.91.

Accomplishment 12: Successfully secured
and collected over $672,664.68 in sales and
property tax litigation judgments between Q2
2018 and Q3 2019.

Page 235

 Budget Priorities for this Year
Budget Priority 1: Continue working to
address outstanding liabilities, judgments and
settlements on the unpaid judgment list.

Budget Priority 6: Continue to assist City
departments with the development and State
approval of record retention schedules.

Budget Priority 2: Continue to draft and review
contracts under a streamlined contract routing
procedure.

Budget Priority 7: Continue to improve the
quality of life of our citizens by diligently
enforcing laws regulating alcoholic beverage
outlets.

Budget Priority 3: Aggressively prosecute
offenses in Traffic and Municipal Courts.

Budget Priority 8: Diligently pursue tax
litigation to recoup City revenue.

Budget Priority 4: Efficiently and aggressively
defend the City in litigation by making
responsible and fiscally prudent decisions.

Budget Priority 9: Respond to internal
requests for legal advice promptly and
thoroughly.

Budget Priority 5: Continue to ensure
transparency by assisting City departments in
promptly and thoroughly responding to public
records requests.

Budget Priority 10: Continue to pursue
litigation on behalf of the City to recover
damages awards that will improve the City’s
financial position.

Page 236

 Budget Summary - Law

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   /DZ

7,185,168

'ROODU 
&KDQJH 
)<     
61,393

3HUFHQW 
&KDQJH 
)<     
0.86%

2,530,423

3,432,387

901,964

35.64%

5,638,996

0

0

0

-

          

         

          

       

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

6,405,006

7,123,775

446,489

Debt Service
7RWDO ([SHQGLWXUHV

Other Operating

Page 237

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

7,123,775
      

7,185,168
      

Page 238

'ROODU 
&KDQJH 
)<     
61,393

3HUFHQW 
&KDQJH 
)<     
0.86%

 Page 239

     
      
             
 

  

     

       

        

        

 !"#%

 !"#$

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 !"#$ &  !"!"

 XPENDITURES

  
 '  
   
     

           

    
      

           

        

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  XPENDITURES
    
 
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Page 240

 LAW

PROGRAM DETAIL

Law

Program
No.

001 GENERAL FUND
2310 LAW ADMINISTRATION

Personal
Services

Other
Operating

Debt
Service

Total

805,564

1,432,387

0

2,237,951

2311

LAW IN-HOUSE

798,670

0

0

798,670

2312

LAW CONTRACTS

593,620

0

0

593,620

2320

POLICE LITIGATION

1,118,372

0

0

1,118,372

2330

MUNICIPAL AND TRAFFIC

1,005,152

0

0

1,005,152

2350

CIVIL LITIGATION

1,277,300

0

0

1,277,300

001 GENERAL FUND TOTAL

5,598,678

1,432,387

0

7,031,065

214 JUDGMENT FUND
2310
LAW ADMINISTRATION

0

2,000,000

0

2,000,000

214 JUDGMENT FUND TOTAL

0

2,000,000

0

2,000,000

242 HOUSING & ENVIRONMENT IMPROVMT
2360 ADJUDICATION

1,433,172

0

0

1,433,172

242 HOUSING & ENVIRONMENT IMPROVMT TOTAL

1,433,172

0

0

1,433,172

257 ADVALOREM PROPERTY TAX ENFORMT
2365
ADJUDICATED PROPERTY DIVISION

153,318

0

0

153,318

257 ADVALOREM PROPERTY TAX ENFORMT TOTAL

153,318

0

0

153,318

7,185,168

3,432,387

0

10,617,555

DEPARTMENTAL TOTAL

Page 241

 LAW

EXPENDITURE SUMMARY

Law

Program
No.
001

LAW ADMINISTRATION
LAW IN-HOUSE
LAW CONTRACTS
POLICE LITIGATION
MUNICIPAL AND TRAFFIC
CIVIL LITIGATION
SUNDRY CLAIMS

GENERAL FUND TOTAL

LAW ADMINISTRATION

JUDGMENT FUND TOTAL

ADJUDICATION

HOUSING & ENVIRONMENT IMPROVMT TOTAL

2018

2019

2020

2019-2020

1,331,696
654,552
495,355
1,022,583
897,607
1,305,551
5,638,996

1,389,919
795,046
520,345
1,203,947
909,930
1,272,778
0

2,237,951
798,670
593,620
1,118,372
1,005,152
1,277,300
0

848,032
3,624
73,275
(85,575)
95,222
4,522
0

11,346,340

6,091,965

7,031,065

939,100

0

2,000,000

2,000,000

0

0

2,000,000

2,000,000

0

989,508

1,291,730

1,433,172

141,442

989,508

1,291,730

1,433,172

141,442

154,643

149,576

153,318

3,742

154,643

149,576

153,318

3,742

0

120,927

0

(120,927)

0

120,927

0

(120,927)

12,490,491

9,654,198

10,617,555

ADVALOREM PROPERTY TAX ENFORMT
2365

ADJUDICATED PROPERTY DIVISION

ADVALOREM PROPERTY TAX ENFORMT TOTAL
HUD

Variance

HOUSING & ENVIRONMENT IMPROVMT
2360

257

Proposed

JUDGMENT FUND
2310

242

Adopted

GENERAL FUND

2310
2311
2312
2320
2330
2350
2381

214

Actual

HOUSING AND URBAN DEVELOPMENT
2360

ADJUDICATION

HOUSING AND URBAN DEVELOPMENT TOTAL
DEPARTMENT TOTAL

Page 242

963,357

 LAW

PERSONNEL SUMMARY

Law
Program
No.

001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
2310 LAW ADMINISTRATION

PARALEGAL

U67

1.00

1.00

0.00

SENIOR OFFICE ASSISTANT

U50

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

CITY ATTORNEY

U09

1.00

1.00

0.00

SR. CHIEF DEPUTY CITY ATTORNEY

U05

1.00

1.00

0.00

ATTORNEY II

U90

1.00

1.00

0.00

6.00

6.00

0.00

2310 LAW ADMINISTRATION TOTAL
2311 LAW IN-HOUSE
DEPUTY CITY ATTORNEY

U05

0.50

0.50

0.00

ADMINISTRATIVE ASSISTANT

U51

0.49

0.49

0.00

DEPUTY CITY ATTORNEY

U76

1.00

1.00

0.00

CHIEF DEPUTY CITY ATTORNEY

U03

1.00

1.00

0.00

SENIOR OFFICE ASSISTANT

U50

1.00

1.00

0.00

ATTORNEY III

U97

1.00

1.00

0.00

ATTORNEY II

U90

1.00

1.00

0.00

ATTORNEY II

U90

1.00

1.00

0.00

6.99

6.99

0.00

2311 LAW IN-HOUSE TOTAL

2312 LAW CONTRACTS
ATTORNEY II

U90

1.00

1.00

0.00

ATTORNEY II

U90

2.00

2.00

0.00

PARALEGAL

U67

1.00

1.00

0.00

CHIEF DEPUTY CITY ATTORNEY

U03

1.00

1.00

0.00

LEGAL SECRETARY

U62

1.00

1.00

0.00

Page 243

 LAW

PERSONNEL SUMMARY

Law
Program
No.

Pay
Grade

2312 LAW CONTRACTS TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

6.00

6.00

0.00

2320 POLICE LITIGATION
DEPUTY CITY ATTORNEY

U76

2.00

2.00

0.00

LEGAL SECRETARY

U44

1.00

1.00

0.00

PARALEGAL

U67

3.00

3.00

0.00

ATTORNEY III

U97

2.00

2.00

0.00

ATTORNEY II

U90

1.00

1.00

0.00

ATTORNEY II

U90

2.00

2.00

0.00

11.00

11.00

0.00

2320 POLICE LITIGATION TOTAL
2330 MUNICIPAL AND TRAFFIC
ATTORNEY I

U52

1.00

1.00

0.00

TRAFFICE/MUNICIPAL ATTORNEY

U63

12.00

12.00

0.00

CHIEF DEPUTY CITY ATTORNEY

U03

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

2.00

2.00

0.00

16.00

16.00

0.00

2330 MUNICIPAL AND TRAFFIC TOTAL
2350 CIVIL LITIGATION

001

DEPUTY CITY ATTORNEY

U76

4.00

4.00

0.00

CHIEF DEPUTY CITY ATTORNEY

U03

1.00

1.00

0.00

LEGAL SECRETARY

U44

1.00

1.00

0.00

PARALEGAL

U67

1.00

1.00

0.00

ATTORNEY III

U97

1.00

1.00

0.00

ATTORNEY II

U90

3.00

3.00

0.00

2350 CIVIL LITIGATION TOTAL

11.00

11.00

0.00

GENERAL FUND TOTAL

56.99

56.99

0.00

Page 244

 LAW

PERSONNEL SUMMARY

Law
Program
No.

242

Pay
Grade

257

Variance
2019-2020

PARALEGAL

U67

3.00

3.00

0.00

ATTORNEY II

U90

6.00

6.00

0.00

ATTORNEY I

U73

1.00

1.00

0.00

ATTORNEY III

U97

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

1.00

1.00

0.00

DEPUTY CITY ATTORNEY

U76

1.00

1.00

0.00

ATTORNEY III

U97

1.00

1.00

0.00

14.00

14.00

0.00

14.00

14.00

0.00

1.00

1.00

0.00

2365 ADJUDICATED PROPERTY DIVISION TOTAL

1.00

1.00

0.00

ADVALOREM PROPERTY TAX ENFORMT TOT

1.00

1.00

0.00

71.99

71.99

0.00

HOUSING & ENVIRONMENT IMPROVMT TOT
ADVALOREM PROPERTY TAX ENFORMT
2365 ADJUDICATED PROPERTY DIVISION

DEPUTY CITY ATTORNEY

257

Proposed
2020

HOUSING & ENVIRONMENT IMPROVMT
2360 ADJUDICATION

2360 ADJUDICATION TOTAL
242

Adopted
2019

U76

DEPARTMENT TOTAL

Page 245

 Page 246

 Page 247

 Fire Department
Overview
Budget Summary

Page 248

 Fire Department
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Chief Tim McConnell, Superintendent of Fire
317 Decatur Street
New Orleans, LA 70130
504-658-4700
Headquarters: 8:30 a.m. – 4:30 p.m.,
Monday – Friday

Mission Statement
The New Orleans Fire Department will respond to all emergency situations in the City of New Orleans
to protect and save life and property. Further, the Department will strive to reduce the incidence of fire
and the loss of life and injuries to civilians and fire personnel.

Vision Statement
The New Orleans Fire Department will explore every opportunity to promote safety awareness and
will provide our community with all-hazard emergency services including preparedness, planning,
response, and mitigation.

Organizational Chart - Fire Department

Page 249

 Accomplishments of the Last Year
Accomplishment 1: Achieved Class 1 Public Fire

Accomplishment 5: Increased the number of
members with Emergency Medical Training (EMT)

Protection Classification

Accomplishment 6: Expanded Community Risk
Reduction Programs

Accomplishment 2: Adoption of New Fire Code
Accomplishment 3: Hired & Trained Firefighters
Accomplishment 4: Completed Construction and
moved into East New Orleans Station

Budget Priorities for this Year
Budget Priority 1: Improve Incident Response
Time and Accountability
Budget Priority 2: Implement Formal Commercial
Building Familiarization Program
Budget Priority 3: Continue to Hire & Train
Firefighters to keep pace with attrition

Budget Priority 4: Continue to Expand
Community Risk Reduction Programs in Schools
Budget Priority 5: Work with Capital Projects to
develop new stations for Upper 9th Ward and
Algiers
Budget Priority 6: Increase EMT Field Training
with NOEMS

Page 250

 Budget Summary - Fire

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   )LUH
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Personal Services
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7RWDO ([SHQGLWXUHV

     
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2,567,347

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Page 251

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Page 252

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Page 254

 FIRE

PROGRAM DETAIL

Fire

Program
No.

001 GENERAL FUND
2510 FIRE ADMINISTRATION

Personal
Services

Other
Operating

Debt
Service

Total

1,178,663

0

0

1,178,663

5,005,278

0

0

5,005,278

2511

SETTLEMENTS AND CLAIMS

2513

FIRE SAFETY

484,977

0

0

484,977

2514

FIRE LOGISTICS

383,986

0

0

383,986

2521

CITY SUPPRESSION

50,693,361

999,801

0

51,693,162

2522

AIRPORT SUPPRESSION

2,785,008

0

0

2,785,008

2523

FIRE SPECIAL OPERATIONS

298,148

0

0

298,148

2530

FIRE ACADEMY TRAINING

1,438,224

0

0

1,438,224

2540

FIRE COMMUNICATIONS

112,329

1,895,956

0

2,008,285

2551

FIRE COMPLIANCE

147,649

0

0

147,649

2553

GF-PREVENTION INSP & EDUC

935,950

0

0

935,950

2591

PRE-68 PENSION

14,680,217

0

0

14,680,217

2592

POST-68 PENSION

33,247,005

0

0

33,247,005

2595

FIRE DEDICATED MILLAGE

4,068,384

0

0

4,068,384

115,459,179

2,895,757

0

118,354,936

208 ON BEHALF PAYMENTS
2519
FIRE STATE SUPPLEMENTAL PAY

4,000,000

0

0

4,000,000

208 ON BEHALF PAYMENTS TOTAL

4,000,000

0

0

4,000,000

119,459,179

2,895,757

0

122,354,936

001 GENERAL FUND TOTAL

DEPARTMENTAL TOTAL

Page 255

 FIRE

EXPENDITURE SUMMARY

Fire

Program
No.
001

FIRE ADMINISTRATION
SETTLEMENTS AND CLAIMS
FIRE SAFETY
FIRE LOGISTICS
CITY SUPPRESSION
AIRPORT SUPPRESSION
FIRE SPECIAL OPERATIONS
FIRE ACADEMY TRAINING
FIRE COMMUNICATIONS
NASA SUPPRESSION
FIRE COMPLIANCE
PREVENTION INSP & EDUC
GF-PREVENTION INSP & EDUC
PRE-68 PENSION
POST-68 PENSION
FIRE DEDICATED MILLAGE

GENERAL FUND TOTAL

Proposed

Variance

2018

2019

2020

2019-2020

4,953,597
0
415,655
323,984
46,939,568
2,625,758
398,044
1,092,389
1,995,998
432,827
94,439
111,584
625,631
21,148,777
33,189,708
0

3,531,489
5,005,278
455,081
396,538
47,388,356
2,537,532
382,101
1,244,685
2,006,524
511,715
141,051
0
1,089,071
14,680,217
33,217,683
3,786,753

1,178,663
5,005,278
484,977
383,986
51,693,162
2,785,008
298,148
1,438,224
2,008,285
0
147,649
0
935,950
14,680,217
33,247,005
4,068,384

(2,352,826)
0
29,896
(12,552)
4,304,806
247,476
(83,953)
193,539
1,761
(511,715)
6,598
0
(153,121)
0
29,322
281,631

114,347,959

116,374,074

118,354,936

1,980,862

3,457,337
0

0
4,000,000

0
4,000,000

0
0

3,457,337

4,000,000

4,000,000

0

952

0

0

0

952

0

0

0

117,806,248

120,374,074

122,354,936

1,980,862

ON BEHALF PAYMENTS
2510
2519

FIRE ADMINISTRATION
FIRE STATE SUPPLEMENTAL PAY

ON BEHALF PAYMENTS TOTAL

FEM

Adopted

GENERAL FUND

2510
2511
2513
2514
2521
2522
2523
2530
2540
2545
2551
2552
2553
2591
2592
2595

208

Actual

FED DEPARTMENT OF EMERGENCY
2561

2013 PGSPMARITIMEAWARENESS

FED DEPARTMENT OF EMERGENCY TOTAL
DEPARTMENT TOTAL

Page 256

 FIRE

PERSONNEL SUMMARY

Fire

Adopted
2019

Proposed
2020

Variance
2019-2020

44

1.00

1.00

0.00

SUPERINTENDENT OF FIRE

U87

1.00

1.00

0.00

DEPUTY SUPERINTENDENT OF FIRE

U69

2.00

2.00

0.00

ASSISTANT SUPERINTENDENT OF FIRE

U69

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

MANAGEMENT SERVICES ADMINISTRATOR

88

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SUPV IV

69

1.50

1.50

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

11.50

11.50

0.00

46

1.00

1.00

0.00

U77

1.00

1.00

0.00

FIRE APPARATUS OPERATOR

61

2.00

2.00

0.00

FIRE EDUCATION OFFICER

67

1.00

1.00

0.00

FIREFIGHTER I

57

1.00

1.00

0.00

6.00

6.00

0.00

Program
No.
001

Pay
Grade

GENERAL FUND
2510 FIRE ADMINISTRATION

OFFICE ASSISTANT I

2510 FIRE ADMINISTRATION TOTAL

2513 FIRE SAFETY
OFFICE ASSISTANT II
PUBLIC INFORMATION OFFICER II

2513 FIRE SAFETY TOTAL

2514 FIRE LOGISTICS
FIRE SUPPLY TECHNICIAN II

54

2.00

2.00

0.00

FIRE SUPPLY TECHNICIAN III

58

1.00

1.00

0.00

FIREFIGHTER I

57

2.00

2.00

0.00

FIRE APPARATUS OPERATOR

61

1.00

1.00

0.00

Page 257

 FIRE

PERSONNEL SUMMARY

Fire
Program
No.

Pay
Grade

2514 FIRE LOGISTICS TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

6.00

6.00

0.00

2521 CITY SUPPRESSION
FIRE RECRUIT

51

1.00

1.00

0.00

DEPUTY FIRE CHIEF

80

3.00

3.00

0.00

FIRE DISTRICT CHIEF

76

23.00

23.00

0.00

FIRE CAPTAIN

67

148.00

148.00

0.00

FIRE APPARATUS OPERATOR

61

117.00

117.00

0.00

FIREFIGHTER I

57

36.00

36.00

0.00

FIRE RECRUIT

51

11.00

11.00

0.00

FIRE DIVISION CHIEF

80

6.00

6.00

0.00

FIREFIGHTER I

57

201.00

201.00

0.00

546.00

546.00

0.00

2521 CITY SUPPRESSION TOTAL
2522 AIRPORT SUPPRESSION

FIRE DISTRICT CHIEF

76

1.00

1.00

0.00

FIRE CAPTAIN

67

6.00

6.00

0.00

FIREFIGHTER I

57

2.00

2.00

0.00

FIRE APPARATUS OPERATOR

61

12.00

12.00

0.00

FIREFIGHTER I

57

13.38

13.38

0.00

34.38

34.38

0.00

3.00

3.00

0.00

3.00

3.00

0.00

2522 AIRPORT SUPPRESSION TOTAL

2523 FIRE SPECIAL OPERATIONS
FIRE CAPTAIN

67

2523 FIRE SPECIAL OPERATIONS TOTAL
2530 FIRE ACADEMY TRAINING
FIRE EDUCATION OFFICER

67

13.00

13.00

0.00

FIRE APPARATUS OPERATOR

61

1.00

1.00

0.00

Page 258

 FIRE

PERSONNEL SUMMARY

Fire
Program
No.

Pay
Grade

2530 FIRE ACADEMY TRAINING TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

14.00

14.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

2540 FIRE COMMUNICATIONS
FIRE ALARM SUPERVISOR, ASSISTANT

76

2540 FIRE COMMUNICATIONS TOTAL
2551 FIRE COMPLIANCE
INFORMATION TECH SPEC II

77

1.00

1.00

0.00

INFORMATION TECH SPEC II

77

1.00

1.00

0.00

2.00

2.00

0.00

2551 FIRE COMPLIANCE TOTAL
2553 GF-PREVENTION INSP & EDUC
FIRE PREVENTION PLAN EXAMINER

72

1.00

1.00

0.00

SENIOR FIRE PREVENTION INSPECTOR

72

1.00

1.00

0.00

SENIOR FIRE PREVENTION INSPECTOR

72

1.00

1.00

0.00

FIRE PREVENTION INSPECTOR

67

4.00

4.00

0.00

FIRE PREVENTION INSPECTOR

67

2.00

2.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

CHIEF OF FIRE PREVENTION

80

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST II

65

1.00

1.00

0.00

12.00

12.00

0.00

635.88

635.88

0.00

635.88

635.88

0.00

2553 GF-PREVENTION INSP & EDUC TOTAL

001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 259

 Department of Safety and Permits
Overview
Budget Summary

Page 260

 Department of Safety and Permits
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Zachary R. Smith, AIA, CBO
1300 Perdido St., 7th Floor
(504) 658-7100
Monday – Thursday: 8:00 am – 5:00 pm; Friday: 8:00 am – 3:30 pm

Mission Statement, Safety and Permits
The Department of Safety and Permits administers and enforces the Comprehensive Zoning
Ordinance, the Building Code, the Electrical Code, the Mechanical Code, and flood plain regulations to
ensure compliance with international standards for the construction, alteration, repair, use, occupancy,
and demolition of buildings, structures, and properties and to administer and enforce the regulations of
Chapter 162 of the City Code relative to for-hire vehicle service in the City of New Orleans.

Mission Statement, One Stop
The City of New Orleans One Stop is the single point of intake and issuance for permits and licenses
dedicated to ongoing quality improvement and relentless focus on customer service and streamlining
processes. The organization coordinates efficient, high-quality permit and license review that
encourages development and fosters business in New Orleans. One Stop is responsible for
interdepartmental collaboration, communication, and revenue collection as well as purchasing and HR
support for the VCC, HDLC, CPC, and Safety & Permits.

Vision Statement, Safety and Permits
The Department of Safety and Permits will strengthen its focus on customer service through more
efficient internal operations, improved technology and by working to ensure an effective and timely
process for administering the permitting process for residents and businesses. The Department will
also leverage software to simplify its processes and create greater access to government. The
combination of these two priorities will allow the Department to more quickly and efficiently serve the
residents and businesses that depend on its services.

Vision Statement, One Stop
The One Stop will raise citizens’ expectations for the quality and predictability of City government
services. Through a high level of employee participation in the design and implementation of better
technology, documentation, training, and collaboration strategies, City staff will be empowered to take
full pride in and ownership of the duties they are entrusted to perform.

Page 261

 Organizational Chart

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Page 262


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  %+   & 

 Accomplishments of the Last Year
Accomplishment 1: School Bus
Licensure

Accomplishment 4: Clean Up NOLA
DSP leads the Mayor’s Clean Up NOLA
Initiative, visiting businesses along identified
corridors to help ensure compliance with
signage and sanitation ordinances. 100%
compliance has been achieved along the
Chef Menteur corridor, and compliance is
received Citywide in over 90% of cases
without requiring adjudication.

DSP has spearheaded new licensure
rules for school buses in Orleans
Parish. To date, we have inspected
678 buses, and issued over 650 bus
driver permits.
Accomplishment 2: ABO
Licensure

Accomplishment 5: Increased Online
Permitting Capability

Issued and renewed all ABO
licenses for 2019, including over
1300 renewals and new licenses.
Accomplishment
Mechanic Sweeps

3:

The percentage of permits and licenses
applications filed online, without requiring
visits to City Hall, has jumped to 56% of all
applications.

Illegal

Leading a task force that includes
Code Enforcement, the Department
of Public Works, NOPD, and
Sanitation, DSP has visited over 25
locations in all Council districts and
removed
60
junked/inoperable
vehicles.

Accomplishment 6: Short Term Rental
Revisions
Worked with City Council to create robust
and enforceable STR rules which set clear
expectations for owners, operators and
platforms. Implemented new processes and
procedures to accommodate the revised
licensing and enforcement structure, and
educated the staff and public on same.

Page 263

 Budget Priorities for this Year

Budget Priority 6: Inclusionary Zoning
and Other Affordable Housing Initiatives

Budget Priority 1: Compliance
Enhance DSP’s auditing and
monitoring capabilities and increase
educational opportunities to staff to
ensure accuracy and reduce fraud

Support the Mayor’s Affordable Housing
Initiative by implementing Inclusionary
Zoning and other zoning-based housing
incentives

Budget Priority 2: Increased
Customer Service

Budget Priority 7: Online Permitting
Capabilities

Continue our mission to advance
customer service by increasing
efficiencies and offering additional
training opportunities

Reduce the need for citizens to visit
DSP in person to acquire permits and
licenses, allowing more online-only
transactions

Budget Priority 3: Cross-Training
and Continuing Education

Budget Priority 8: Fleet Efficiency

Offer training on all aspects of DSP’s
purview to staff, providing continuing
education that is more well-rounded
and diverse

Replace vehicles that are over ten years
old with newer, more fuel efficient and
environmentally sound vehicles

Budget Priority 4: FEMA CRS
Rating of Class 7

Ensure the safety of the City’s rental
housing stock by increasing DSP’s
capacity to inspect multifamily buildings
more frequently

Budget Priority 9: Rental Registry

Retaining a 15% decrease on flood
insurance premiums
Budget Priority 5: In-House
Enforcement Hearings

Budget Priority 10: Short Term
Rental Enforcement

Reinvigorate the Department’s
adjudicatory capabilities by creating a
more robust system for in-house
hearings on violations

Work with owners, operators, platforms,
and other citizens to effectively
administer short term rental licensure
and enforcement

Page 264

 Budget Summary - Safety & Permits

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   6DIHW\   3HUPLWV

8,127,057

'ROODU 
&KDQJH 
)<     
546,574

3HUFHQW 
&KDQJH 
)<     
7.21%

383,237

388,237

5,000

1.30%

0

0

0

0

-

         

         

         

       

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

6,608,821

7,580,483

225,731

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 265

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

7,580,483
       

8,127,057
       

Page 266

'ROODU 
&KDQJH 
)<     
546,574

3HUFHQW 
&KDQJH 
)<     
7.21%

 Page 267

     
      
             
 
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Page 268

 SAFETY & PERMITS

PROGRAM DETAIL

Safety & Permits

Program
No.

001 GENERAL FUND
2601 S&P DIRECTORS OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

653,505

164,247

0

817,752

472,132

0

0

472,132

2,416,654

0

0

2,416,654

2605

ZONING BUREAU

2610

ONE STOP SHOP PERMITS

2611

SHORT TERM RENTAL ADMIN

758,028

66,770

0

824,798

2612

S&P BUILDING INSPECTION

921,479

0

0

921,479

2614

S&P, ELECTRICAL INSPECT

396,579

0

0

396,579

2615

S&P, MECHANICAL INSPECT

670,581

0

0

670,581

2617

S&P, PLAN PROCESSING

566,747

0

0

566,747

2618

TAXI CAB BUREAU

1,187,993

157,220

0

1,345,213

2625

S&P, MOTOR VEHICLE INSPCT

83,359

0

0

83,359

001 GENERAL FUND TOTAL

8,127,057

388,237

0

8,515,294

DEPARTMENTAL TOTAL

8,127,057

388,237

0

8,515,294

Page 269

 SAFETY & PERMITS

EXPENDITURE SUMMARY

Safety & Permits

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

655,091
404,919
59,657
1,733,495
559,027
914,376
411,283
451,521
457,697
1,112,736
74,750

908,563
664,393
366,181
1,808,832
544,151
864,577
477,381
462,622
520,151
1,273,330
73,539

817,752
472,132
0
2,416,654
824,798
921,479
396,579
670,581
566,747
1,345,213
83,359

(90,811)
(192,261)
(366,181)
607,822
280,647
56,902
(80,802)
207,959
46,596
71,883
9,820

GENERAL FUND TOTAL

6,834,552

7,963,720

8,515,294

551,574

DEPARTMENT TOTAL

6,834,552

7,963,720

8,515,294

551,574

001

GENERAL FUND

2601
2605
2606
2610
2611
2612
2614
2615
2617
2618
2625

S&P DIRECTORS OFFICE
ZONING BUREAU
PERMIT PROCESSING
ONE STOP SHOP PERMITS
SHORT TERM RENTAL ADMIN
S&P BUILDING INSPECTION
S&P, ELECTRICAL INSPECT
S&P, MECHANICAL INSPECT
S&P, PLAN PROCESSING
TAXI CAB BUREAU
S&P, MOTOR VEHICLE INSPCT

Page 270

 SAFETY & PERMITS

PERSONNEL SUMMARY

Safety & Permits

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
2601 S&P DIRECTORS OFFICE

DIRECTOR OF SAFETY & PERMITS

U03

1.00

1.00

0.00

DEPUTY DIRECTOR OF SAFETY & PERMITS

U94

1.00

1.00

0.00

INFORMATION TECH SPEC III

86

1.00

1.00

0.00

CHIEF ZONING OFFICAL

96

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

5.00

5.00

0.00

2601 S&P DIRECTORS OFFICE TOTAL

2605 ZONING BUREAU
ZONING ADMINISTRATOR, ASSISTANT

84

1.00

1.00

0.00

CODE ENFORCEMENT INSPECTOR II

64

1.00

1.00

0.00

CODE ENFORCEMENT INSPECTOR I

61

1.00

1.00

0.00

SENIOR BUILDING INSPECTOR

66

2.00

2.00

0.00

ZONING ADMINISTRATOR

86

1.00

1.00

0.00

6.00

6.00

0.00

2605 ZONING BUREAU TOTAL
2610 ONE STOP SHOP PERMITS
MANAGEMENT DEVELOPMENT SPECIALIST I

75

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

5.00

5.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

FLOODPLAIN PROGRAM MANAGER

78

1.00

1.00

0.00

ASSIST. FLOODPAIN PROGRAM MANAGER

76

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

4.00

4.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

3.00

3.00

0.00

U61

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

3.00

3.00

0.00

OFFICE ASSISTANT, TRAINEE

40

0.00

1.00

1.00

SECRETARY, SAFETY & PERMITS

Page 271

 SAFETY & PERMITS

PERSONNEL SUMMARY

Safety & Permits

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

MANAGEMENT DEVELOPMENT ANALYST I

62

5.00

5.00

0.00

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

4.00

4.00

0.00

OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

OFFICE ASSISTANT I

44

4.00

4.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

36.50

37.50

1.00

2610 ONE STOP SHOP PERMITS TOTAL

2611 SHORT TERM RENTAL ADMIN
ATTORNEY IV

03

0.00

1.00

1.00

ATTORNEY II

90

0.00

1.00

1.00

CODE ENFORCEMENT INSPECTOR I

61

3.00

3.00

0.00

CODE ENFORCEMENT INSPECTOR II

64

3.00

3.00

0.00

INFORMATION TECH SPEC III

86

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

8.00

10.00

2.00

2611 SHORT TERM RENTAL ADMIN TOTAL
2612 S&P BUILDING INSPECTION
BUILDING INSPECTOR II

72

1.00

1.00

0.00

BUILDING OFFICIAL

82

1.00

1.00

0.00

BUILDING INSPECTOR III

78

1.00

1.00

0.00

SENIOR BUILDING INSPECTOR

66

3.00

3.00

0.00

CODE ENFORCEMENT INSPECTOR I

61

0.00

2.00

2.00

BUILDING INSPECTOR

63

4.00

4.00

0.00

10.00

12.00

2.00

2612 S&P BUILDING INSPECTION TOTAL
2614 S&P, ELECTRICAL INSPECT
Page 272

 SAFETY & PERMITS

PERSONNEL SUMMARY

Safety & Permits

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

ELECTRICAL INSPECTOR

63

0.00

1.00

1.00

SENIOR ELECTRICAL INSPECTOR

66

2.00

2.00

0.00

ELECTRICAL INSPECTOR II

72

1.00

1.00

0.00

ELECTRICAL INSPECTOR III

78

1.00

1.00

0.00

4.00

5.00

1.00

2614 S&P, ELECTRICAL INSPECT TOTAL
2615 S&P, MECHANICAL INSPECT
MECHANICAL EQUIPMENT INSPECTOR

63

0.00

2.00

2.00

MECHANICAL EQUIPMENT INSPECTOR

63

3.00

3.00

0.00

SENIOR MECHANICAL EQUIPMENT INSPECTOR

66

2.00

2.00

0.00

MECHANICAL EQUIPMENT INSPECTOR II

72

1.00

1.00

0.00

MECHANICAL EQUIPMENT INSPECTOR III

78

1.00

1.00

0.00

7.00

9.00

2.00

2615 S&P, MECHANICAL INSPECT TOTAL
2617 S&P, PLAN PROCESSING

SENIOR BUILDING PLAN EXAMINER

72

2.00

2.00

0.00

BUILDING PLAN EXAMINER, CHIEF

78

1.00

1.00

0.00

BUILDING PLAN EXAMINER

68

0.00

1.00

1.00

ENGINEER INTERN I

79

1.00

1.00

0.00

BUILDING PLAN EXAMINER

68

2.00

2.00

0.00

6.00

7.00

1.00

U70

1.00

1.00

0.00

OFFICE ASSISTANT I

44

1.00

0.00

(1.00)

OFFICE ASSISTANT I

44

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST II

65

1.00

1.00

0.00

2617 S&P, PLAN PROCESSING TOTAL

2618 TAXI CAB BUREAU
DEPUTY DIRECTOR, UTILITIES

Page 273

 SAFETY & PERMITS

PERSONNEL SUMMARY

Safety & Permits

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

SENIOR TAXICAB INVESTIGATOR

50

2.00

2.00

0.00

TAXICAB INVESTIGATOR

48

1.00

0.00

(1.00)

TAXICAB INVESTIGATOR

48

8.00

8.00

0.00

PRINCIPAL TAXICAB INVESTIGATOR

56

2.00

2.00

0.00

TAXICAB OPERATIONSSUPERVISOR

63

1.00

1.00

0.00

20.00

18.00

(2.00)

1.00

1.00

0.00

1.00

1.00

0.00

103.50

110.50

7.00

103.50

110.50

7.00

2618 TAXI CAB BUREAU TOTAL

2625 S&P, MOTOR VEHICLE INSPCT
MOTOR VEHICLE INSPECTION PROGRAM MANAGER

78

2625 S&P, MOTOR VEHICLE INSPCT TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 274

 Page 275

 3ROLFH 'HSDUWPHQW 
Overview
Budget Summary

Page 276

 Police Department
Overview
Department Head:

Superintendent Shaun Ferguson

Address:

715 S. Broad Street
New Orleans, LA 70119

Phone:

504-658-5757

Hours of Operation:

Headquarters 8:30 a.m. – 5:00 p.m.

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.
In order to accomplish this mission, we are committed to Community Oriented Policing as a means to
inform our organizational decisions and prioritize our crime fighting and quality of life initiatives. We
engage each neighborhood and community organization in collaborative problem-solving
partnerships. We commit to integrating community and solution-oriented policing into daily
management principles, policies, procedures, recruitment efforts, training, personnel selection,
performance evaluation process, resource deployment, operational tactics and accountability
systems.

 
 

Vision Statement

The NOPD’s vision is to serve as a model for constitutional policing, while closely partnering with our
community to make New Orleans one of the safest cities in the nation.

Page 277

 Organizational Chart Template

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Page 278


        
     
  
    

       "  
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" 

 Accomplishments of the Last Year
Accomplishment 1: Year over year
reductions in several crime categories:
o

o
o

o

30% reduction in homicide,
compared to 47 year low in
2018.
27% reduction in armed robberies
15% reduction in simple robberies

Accomplishment 3: Improved
Community Engagement
o

Re-launch of the New Orleans
PALS program, focused on youth

o

Creation of Language Access
Coordinator position, to facilitate
engagement with limited-English
speaking residents and guests

o

Creation of LGBTQ Liaison
positions

Accomplishment 2: Increased efficiency
o

Revamping A.D.D. process,
getting more officer back to
work, sooner

Expanded the use of data analytics
as an investigative tool

Budget Priorities for this Year
Budget Priority 3: Expanding our analytics unit,
to embed analysts in each District and
investigative unit

Budget Priority 1: Build our own outdoor firing
range, to end reliance on outside agencies
Budget Priority 2: Replenish aging fleet of public
vehicles

Budget Priority 4: Grow the size and ability of
our Recruitment Unit

Page 279

 Budget Summary - Police

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   3ROLFH
([SHQGLWXUH 7\SH

     
$FWXDO

     
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2,034,920

3HUFHQW 
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Personal Services

164,382,394 170,778,005 172,812,925

Other Operating

11,372,029

21,242,044

21,242,044

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0

0

0

0

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 Page 282

     
      
             
 
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Page 283

 POLICE

PROGRAM DETAIL

Police

Program
No.

001 GENERAL FUND
2702 OFF OF THE SUPERINTENDENT

Personal
Services

Other
Operating

Debt
Service

Total

847,765

0

0

847,765

3,725,511

0

0

3,725,511

580,783

0

0

580,783

2705

PUBLIC INTEGRITY

2711

PUBLIC AFFAIRS

2718

POLICE RECRUITS

8,484,658

0

0

8,484,658

2720

SPECIAL INVESTIGATION DIVISI

2,866,085

0

0

2,866,085

2728

STATE PENSION

25,419,439

0

0

25,419,439

2731

FIRST DISTRICT

6,497,935

0

0

6,497,935

2732

SECOND DISTRICT

7,088,428

0

0

7,088,428

2733

THIRD DISTRICT

6,836,946

0

0

6,836,946

2734

FOURTH DISTRICT

6,556,869

0

0

6,556,869

2735

FIFTH DISTRICT

7,053,638

0

0

7,053,638

2736

SIXTH DISTRICT

6,750,629

0

0

6,750,629

2737

SEVENTH DISTRICT

7,116,999

0

0

7,116,999

2738

EIGHTH DISTRICT

8,278,869

0

0

8,278,869

2739

SPECIAL OPERATIONS

6,402,450

0

0

6,402,450

2740

MANAGEMENT SERVICES BUREAU

23,316,726

5,299,092

0

28,615,818

2745

SPECIAL SERVICES

101,462

150,000

0

251,462

2750

FISCAL MANAGEMENT

7,633,025

0

0

7,633,025

2760

INVESTIGATIONS & SUPPORT BUREA

17,907,838

0

0

17,907,838

2769

TRAFFIC

2,388,175

0

0

2,388,175

2780

FIELD OPERATIONS

3,198,593

6,633,746

0

9,832,339

2781

SPECIAL DEDICATED MILLAGE

4,057,089

0

0

4,057,089

2782

LAKEVIEW CRIME PREVENTION DIST

91,568

0

0

91,568

Page 284

 POLICE

PROGRAM DETAIL

Police

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

2783

SCHOOL CROSSING GUARDS

21,626

0

0

21,626

2791

MID CITY

95,358

0

0

95,358

163,318,464

12,082,838

0

175,401,302

208 ON BEHALF PAYMENTS
2796
POLICE STATE SUPPLEMENTAL PAY

6,500,000

0

0

6,500,000

208 ON BEHALF PAYMENTS TOTAL

6,500,000

0

0

6,500,000

241 SEX OFFENDER PROPRIETARY FUND
2760 INVESTIGATIONS & SUPPORT BUREA

0

400,000

0

400,000

241 SEX OFFENDER PROPRIETARY FUND TOTAL

0

400,000

0

400,000

373 ASSET SEIZURE FUND EXP TR
2706
DOJ SEIZURE FUND

0

400,000

0

400,000

001 GENERAL FUND TOTAL

2707

POLICE SEIZURE FUND

0

300,000

0

300,000

2708

TREASURY SEIZURE FUNDS

0

65,000

0

65,000

373 ASSET SEIZURE FUND EXP TR TOTAL

0

765,000

0

765,000

FDJ FED DEPARTMENT OF JUSTICE
2715
COVERDELL FSIG (CRIME LAB)

0

250,000

0

250,000

2721

SAFE-ITR

0

499,836

0

499,836

2779

TECHNOLOGY UPGRADE-TRAINING AC

0

214,000

0

214,000

2788

POLICE INNOVATION

0

700,000

0

700,000

2794

SEXUAL ASSAULT KIT INITIATIVE

410,820

901,743

0

1,312,563

FED DEPARTMENT OF JUSTICE TOTAL

410,820

2,565,579

0

2,976,399

FDJ

FEM FED DEPARTMENT OF EMERGENCY

Page 285

 POLICE

PROGRAM DETAIL

Police

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

4,554,851

0

4,554,851

0

4,554,851

0

4,554,851

FJA FEDERAL DEPARTMENT OF JUSTICE
2710
POLICE HIRING RECOVER PROG

1,064,147

0

0

1,064,147

FJA

1,064,147

0

0

1,064,147

0

15,791

0

15,791

2740

MANAGEMENT SERVICES BUREAU

FEM FED DEPARTMENT OF EMERGENCY TOTAL

FEDERAL DEPARTMENT OF JUSTICE TOTAL

LLE LA COMMISSION ON LAW ENFORCEMT
2715 COVERDELL FSIG (CRIME LAB)

2761

SEXUAL OFFENDER REGIST COMPLIA

84,000

0

0

84,000

2763

HOMICIDE INVESTIATION PROGRAM

256,661

13,994

0

270,655

2764

GRIP GRANT

500,467

0

0

500,467

2789

NCS-X

0

369,592

0

369,592

2790

GRANTS POLICE

0

354,399

0

354,399

841,128

753,776

0

1,594,904

LPS LA DEPT OF PUBLIC SAFETY
2757 STEP (TRAFFIC ENFORCEMENT)

678,366

0

0

678,366

LPS

678,366

0

0

678,366

PRIV LOCAL FOUNDATION GRANTS
2740
MANAGEMENT SERVICES BUREAU

0

120,000

0

120,000

PRIV LOCAL FOUNDATION GRANTS TOTAL

0

120,000

0

120,000

172,812,925

21,242,044

0

194,054,969

LLE

LA COMMISSION ON LAW ENFORCEMT TOTAL

LA DEPT OF PUBLIC SAFETY TOTAL

DEPARTMENTAL TOTAL

Page 286

 POLICE

EXPENDITURE SUMMARY

Police

Program
No.
001

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

5,177,765
3,936,167
423,437
3,798,777
5,196,750
25,351,236
7,783,362
7,558,351
7,840,433
5,489,590
7,902,304
7,209,343
5,745,519
9,745,530
7,082,719
13,092,317
150,000
30,467
8,107,657
19,303,599
4,368,344
10,515,820
0
633,361
12,797
89,268
720,040

801,741
3,742,167
555,942
2,774,162
2,787,696
25,419,439
6,122,642
7,422,523
7,042,891
6,837,238
6,627,285
6,570,419
6,892,626
9,431,114
4,954,909
31,916,112
251,462
0
9,636,144
17,271,747
2,326,028
9,672,404
4,057,089
92,208
64,472
0
95,854

847,765
3,725,511
580,783
8,484,658
2,866,085
25,419,439
6,497,935
7,088,428
6,836,946
6,556,869
7,053,638
6,750,629
7,116,999
8,278,869
6,402,450
28,615,818
251,462
0
7,633,025
17,907,838
2,388,175
9,832,339
4,057,089
91,568
21,626
0
95,358

46,024
(16,656)
24,841
5,710,496
78,389
0
375,293
(334,095)
(205,945)
(280,369)
426,353
180,210
224,373
(1,152,245)
1,447,541
(3,300,294)
0
0
(2,003,119)
636,091
62,147
159,935
0
(640)
(42,846)
0
(496)

167,264,953

173,366,314

175,401,302

2,034,988

GENERAL FUND

2702
2705
2711
2718
2720
2728
2731
2732
2733
2734
2735
2736
2737
2738
2739
2740
2745
2747
2750
2760
2769
2780
2781
2782
2783
2784
2791

OFF OF THE SUPERINTENDENT
PUBLIC INTEGRITY
PUBLIC AFFAIRS
POLICE RECRUITS
SPECIAL INVESTIGATION DIVISI
STATE PENSION
FIRST DISTRICT
SECOND DISTRICT
THIRD DISTRICT
FOURTH DISTRICT
FIFTH DISTRICT
SIXTH DISTRICT
SEVENTH DISTRICT
EIGHTH DISTRICT
SPECIAL OPERATIONS
MANAGEMENT SERVICES BUREAU
SPECIAL SERVICES
NARCOTICS
FISCAL MANAGEMENT
INVESTIGATIONS & SUPPORT BUREA
TRAFFIC
FIELD OPERATIONS
SPECIAL DEDICATED MILLAGE
LAKEVIEW CRIME PREVENTION DIST
SCHOOL CROSSING GUARDS
TRANSIT SECURITY
MID CITY

GENERAL FUND TOTAL
207

Actual

FRENCH QUARTER IMPROVEMENT FD
Page 287

 POLICE

EXPENDITURE SUMMARY

Police

Program
No.
2723

FQ NOLA PATROL DIVISION

FRENCH QUARTER IMPROVEMENT FD TOTAL
208

SECOND DISTRICT
POLICE STATE SUPPLEMENTAL PAY

ON BEHALF PAYMENTS TOTAL

INVESTIGATIONS & SUPPORT BUREA

SEX OFFENDER PROPRIETARY FUND TOTAL

DOJ SEIZURE FUND
POLICE SEIZURE FUND
TREASURY SEIZURE FUNDS

ASSET SEIZURE FUND EXP TR TOTAL

COVERDELL FSIG (CRIME LAB)
SAFE-ITR
TECHNOLOGY UPGRADE-TRAINING AC
POLICE INNOVATION
SEXUAL ASSAULT KIT INITIATIVE

FED DEPARTMENT OF JUSTICE TOTAL

2019

2020

2019-2020

500,000

0

0

0

500,000

0

0

0

6,683,745
0

0
6,500,000

0
6,500,000

0
0

6,683,745

6,500,000

6,500,000

0

49,237

400,000

400,000

0

49,237

400,000

400,000

0

293,841
72,461
18,785

400,000
300,000
65,000

400,000
300,000
65,000

0
0
0

385,087

765,000

765,000

0

0
0
1,481
0
236,848

250,000
677,681
214,000
700,000
1,300,071

250,000
499,836
214,000
700,000
1,312,563

0
(177,845)
0
0
12,492

238,329

3,141,752

2,976,399

(165,353)

0

4,554,851

4,554,851

0

0

4,554,851

4,554,851

0

0
641,240

1,064,147
0

1,064,147
0

0
0

FED DEPARTMENT OF EMERGENCY
2740

MANAGEMENT SERVICES BUREAU

FED DEPARTMENT OF EMERGENCY TOTAL
FJA

2018

FED DEPARTMENT OF JUSTICE
2715
2721
2779
2788
2794

FEM

Variance

ASSET SEIZURE FUND EXP TR
2706
2707
2708

FDJ

Proposed

SEX OFFENDER PROPRIETARY FUND

2760

373

Adopted

ON BEHALF PAYMENTS
2732
2796

241

Actual

FEDERAL DEPARTMENT OF JUSTICE
2710
2714

POLICE HIRING RECOVER PROG
POLICE HIRING PROGRAM
Page 288

 POLICE

EXPENDITURE SUMMARY

Police

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

SOLVING COLD CASE W/DNA

12,975

0

0

0

FEDERAL DEPARTMENT OF JUSTICE TOTAL

654,215

1,064,147

1,064,147

0

12,541
80,169
104,255
0
0
61,108

15,791
84,000
605,837
0
369,592
354,399

15,791
84,000
270,655
500,467
369,592
354,399

258,073

1,429,619

1,594,904

165,285

220,784

678,366

678,366

0

220,784

678,366

678,366

0

0

120,000

120,000

0

0

120,000

120,000

0

176,254,423

192,020,049

194,054,969

2,034,920

2719

LLE

LA COMMISSION ON LAW ENFORCEMT
2715
2761
2763
2764
2789
2790

COVERDELL FSIG (CRIME LAB)
SEXUAL OFFENDER REGIST COMPLIA
HOMICIDE INVESTIATION PROGRAM
GRIP GRANT
NCS-X
GRANTS POLICE

LA COMMISSION ON LAW ENFORCEMT TOTAL
LPS

LA DEPT OF PUBLIC SAFETY
2757

STEP (TRAFFIC ENFORCEMENT)

LA DEPT OF PUBLIC SAFETY TOTAL
PRIV

0
0
(335,182)
500,467
0
0

LOCAL FOUNDATION GRANTS

2740

MANAGEMENT SERVICES BUREAU

LOCAL FOUNDATION GRANTS TOTAL
DEPARTMENT TOTAL

Page 289

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
2702 OFF OF THE SUPERINTENDENT

POLICE INFO TECHNOLOGY ADMIN

96

0.00

1.00

1.00

ADMINISTRATIVE SUPPORT SPECIALIST II

65

1.00

1.00

0.00

POLICE SERGEANT

79

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

1.00

1.00

0.00

ADMINISTRATIVE ASSISTANT

U51

1.00

1.00

0.00

SUPERINTENDENT OF POLICE

U09

1.00

1.00

0.00

DEPUTY CHIEF OF STAFF

U97

1.00

1.00

0.00

48

1.00

1.00

0.00

7.00

8.00

1.00

OFFICE ASSISTANT III
2702 OFF OF THE SUPERINTENDENT TOTAL
2705 PUBLIC INTEGRITY
SENIOR POLICE OFFICER

73

4.00

4.00

0.00

POLICE INVESTIGATIVE SPECIALIST

74

5.00

5.00

0.00

U69

1.00

1.00

0.00

POLICE TECHNICIAN III

51

3.00

3.00

0.00

POLICE TECHNICIAN II

46

1.00

1.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

POLICE SERGEANT

79

18.00

18.00

0.00

LEGAL ADMINISTRATIVE ASSISTANT

67

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

0.50

0.50

0.00

U00

1.00

1.00

0.00

87

1.00

1.00

0.00

40.50

40.50

0.00

ASSISTANT SUPERINTENDENT OF POLICE

POLICE COMMANDER
POLICE CAPTAIN
2705 PUBLIC INTEGRITY TOTAL
2711 PUBLIC AFFAIRS
Page 290

 POLICE

PERSONNEL SUMMARY

Police

Adopted
2019

Proposed
2020

Variance
2019-2020

73

1.00

1.00

0.00

U70

1.00

1.00

0.00

POLICE PUBLIC RELATIONS SPECIALIST SENIOR

78

1.00

1.00

0.00

PUBLIC RELATIONS SPECIALIST

76

2.00

2.00

0.00

PUBLIC RELATIONS SPECIALIST

76

0.00

1.00

1.00

AWARDS COORDINATOR (POLICE DEPARTMENT)

63

1.00

1.00

0.00

6.00

7.00

1.00

Program
No.

Pay
Grade

SENIOR POLICE OFFICER

URBAN POLICY SPECIALIST V

2711 PUBLIC AFFAIRS TOTAL

2718 POLICE RECRUITS
POLICE RECRUIT - ACADEMY

65

60.00

60.00

0.00

POLICE OFFICER

67

3.00

3.00

0.00

POLICE RECRUIT - ACADEMY

65

0.00

9.00

9.00

63.00

72.00

9.00

2718 POLICE RECRUITS TOTAL
2720 SPECIAL INVESTIGATION DIVISI

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

1.00

1.00

0.00

POLICE COMMANDER

U00

1.00

1.00

0.00

POLICE PERFORMANCE AUDITOR

U87

3.00

3.00

0.00

POLICE PERFORMANCE AUDITOR

U87

0.00

1.00

1.00

COMPLIANCE MANAGER (CON DECREE)

U94

4.00

4.00

0.00

COMPLIANCE MANAGER (CON DECREE)

U94

0.00

1.00

1.00

ASSISTANT SUPERINTENDENT OF POLICE

U69

1.00

1.00

0.00

POLICE LIEUTENANT

83

2.00

2.00

0.00

POLICE SERGEANT

79

5.00

5.00

0.00

INFORMATION TECH MANAGER

93

1.00

1.00

0.00

INFORMATION TECH SPEC III

86

2.00

2.00

0.00

LEAD PROGRAMMER-ANALYST

90

1.00

1.00

0.00

Page 291

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

PROGRAMMER - ANALYST

80

1.00

1.00

0.00

INFORMATION TECH SPEC II

77

3.00

3.00

0.00

INFORMATION TECH SPEC I

67

2.00

2.00

0.00

28.00

30.00

2.00

79

11.00

11.00

0.00

U00

1.00

1.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

42.00

42.00

0.00

POLICE OFFICER

67

25.00

25.00

0.00

84.00

84.00

0.00

2720 SPECIAL INVESTIGATION DIVISI TOTAL
2731 FIRST DISTRICT
POLICE SERGEANT
POLICE COMMANDER

2731 FIRST DISTRICT TOTAL
2732 SECOND DISTRICT

POLICE COMMANDER

U00

1.00

1.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

POLICE OFFICER

67

23.00

23.00

0.00

POLICE SERGEANT

79

12.00

12.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

SENIOR POLICE OFFICER

73

50.00

50.00

0.00

91.00

91.00

0.00

U00

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

48.00

48.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

POLICE SERGEANT

79

11.00

11.00

0.00

2732 SECOND DISTRICT TOTAL
2733 THIRD DISTRICT
POLICE COMMANDER

Page 292

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

POLICE OFFICER

67

23.00

23.00

0.00

88.00

88.00

0.00

79

13.00

13.00

0.00

U00

1.00

1.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

EXECUTIVE SECRETARY

67

0.00

1.00

1.00

POLICE OFFICER

67

22.00

22.00

0.00

SENIOR POLICE OFFICER

73

43.00

43.00

0.00

83.00

84.00

1.00

2733 THIRD DISTRICT TOTAL
2734 FOURTH DISTRICT
POLICE SERGEANT
POLICE COMMANDER

2734 FOURTH DISTRICT TOTAL
2735 FIFTH DISTRICT
POLICE COMMANDER

U00

1.00

1.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

POLICE OFFICER

67

27.00

27.00

0.00

POLICE SERGEANT

79

12.00

12.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

SENIOR POLICE OFFICER

73

46.00

46.00

0.00

91.00

91.00

0.00

U00

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

41.00

41.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

POLICE SERGEANT

79

12.00

12.00

0.00

EXECUTIVE SECRETARY

67

0.00

1.00

1.00

2735 FIFTH DISTRICT TOTAL

2736 SIXTH DISTRICT
POLICE COMMANDER

Page 293

 POLICE

PERSONNEL SUMMARY

Police

Adopted
2019

Proposed
2020

Variance
2019-2020

28.00

28.00

0.00

86.00

87.00

1.00

83

3.00

3.00

0.00

U00

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

40.00

40.00

0.00

POLICE OFFICER

67

38.00

38.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

POLICE SERGEANT

79

11.00

11.00

0.00

94.00

94.00

0.00

Program
No.

Pay
Grade

POLICE OFFICER

67

2736 SIXTH DISTRICT TOTAL
2737 SEVENTH DISTRICT
POLICE LIEUTENANT
POLICE COMMANDER

2737 SEVENTH DISTRICT TOTAL
2738 EIGHTH DISTRICT
EXECUTIVE SECRETARY

67

1.00

1.00

0.00

POLICE OFFICER

67

24.00

24.00

0.00

POLICE SERGEANT

79

17.00

17.00

0.00

POLICE LIEUTENANT

83

5.00

5.00

0.00

SENIOR POLICE OFFICER

73

56.47

56.47

0.00

POLICE TECHNICIAN I

41

1.00

1.00

0.00

POLICE COMMANDER

U00

1.00

1.00

0.00

105.47

105.47

0.00

87

1.00

1.00

0.00

U00

1.00

1.00

0.00

POLICE TECHNICAL SPECIALIST III

62

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

56.00

56.00

0.00

POLICE LIEUTENANT

83

2.00

2.00

0.00

2738 EIGHTH DISTRICT TOTAL

2739 SPECIAL OPERATIONS
POLICE CAPTAIN
POLICE COMMANDER

Page 294

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

POLICE SERGEANT

79

16.00

16.00

0.00

POLICE TECHNICIAN I

41

1.00

1.00

0.00

78.00

78.00

0.00

2739 SPECIAL OPERATIONS TOTAL
2740 MANAGEMENT SERVICES BUREAU
POLICE TECHNICIAN I

41

10.00

10.00

0.00

POLICE COMMANDER

U00

2.00

2.00

0.00

POLICE LIEUTENANT

83

4.00

4.00

0.00

SENIOR POLICE OFFICER

73

24.00

24.00

0.00

POLICE ACADEMY INSTRUCTOR

77

0.00

2.00

2.00

POLICE ACADEMY LEGAL INSTRUCTOR

84

1.00

1.00

0.00

POLICE ACADEMY FIREARMS INSTRUCTOR

77

1.00

1.00

0.00

POLICE ACADEMY CURRICULUM DEVELOPER

84

1.00

1.00

0.00

POLICE ACADEMY ADMINISTRATOR

00

1.00

1.00

0.00

POLICE TECHNICIAN I

41

0.00

3.00

3.00

POLICE TECHNICIAN II

46

7.00

7.00

0.00

POLICE TECHNICAL SPECIALIST I

53

5.00

5.00

0.00

POLICE TECHNICIAN III

51

16.00

16.00

0.00

POLICE TECHNICAL SPECIALIST II

58

1.00

1.00

0.00

POLICE TECHNICAL SUPERVISOR

66

1.00

1.00

0.00

POLICE INVESTIGATIVE SPECIALIST

74

0.00

2.00

2.00

POLICE INVESTIGATIVE SPECIALIST

74

5.00

5.00

0.00

POLICE SERGEANT

79

13.00

13.00

0.00

U69

1.00

1.00

0.00

EQUIPMENT OPERATOR IV

62

2.00

2.00

0.00

POLICE APPL SPECIALIST

78

2.00

2.00

0.00

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

ASSISTANT SUPERINTENDENT OF POLICE

Page 295

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

OFFICE ASSISTANT II

46

0.50

0.50

0.00

ELECTRONICS TECHNICIAN SUPERVISOR

71

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

SENIOR SYSTEMS APPLICATIONS OPERATOR

73

1.00

1.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

0.00

1.00

1.00

PLANNER & ESTIMATOR

52

0.50

0.50

0.00

SENIOR ELECTRONICS TECHNICIAN

69

1.00

1.00

0.00

OFFICE SUPPORT SPECIALIST

54

1.50

1.50

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

WELDER

62

1.00

1.00

0.00

SENIOR CARPENTER

64

1.00

1.00

0.00

CARPENTER

60

1.00

1.00

0.00

LABORER

41

0.00

1.00

1.00

POLICE TECHNICIAN, TRAINEE

45

0.00

1.00

1.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

114.50

124.50

10.00

2740 MANAGEMENT SERVICES BUREAU TOTAL

2750 FISCAL MANAGEMENT
POLICE HUMAN RESOURCE ADMINISTRATOR

90

1.00

1.00

0.00

POLICE TECHNICIAN III

51

1.00

1.00

0.00

POLICE SERGEANT

79

4.00

4.00

0.00

POLICE INVESTIGATIVE SPECIALIST

74

1.00

1.00

0.00

POLICE OFFICER

67

13.00

13.00

0.00

Page 296

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

SOCIAL WORKER III

68

0.00

1.00

1.00

POLICE LIEUTENANT

83

1.00

1.00

0.00

POLICE MAJOR

90

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

47.00

47.00

0.00

POLICE TECHNICAL SPECIALIST I

53

1.00

1.00

0.00

POLICE TECHNICAL SPECIALIST II

58

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

6.00

6.00

0.00

FINANCIAL AND BUDGET ADMINISTRATOR

90

1.00

1.00

0.00

POLICE TECHNICIAN II

46

2.00

2.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR II

82

1.00

1.00

0.00

ACCOUNTANT II

74

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SUPV IV

69

1.00

1.00

0.00

OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST II

65

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

0.00

1.00

1.00

MANAGEMENT DEVELOPMENT ANALYST II

69

3.00

3.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

CHIEF ACCOUNTANT

88

1.00

1.00

0.00

ACCOUNTANT III

76

2.00

2.00

0.00

JUNIOR ACCOUNTANT

56

0.00

1.00

1.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

96.00

99.00

3.00

3.00

3.00

0.00

2750 FISCAL MANAGEMENT TOTAL
2760 INVESTIGATIONS & SUPPORT BUREA
POLICE COMMANDER

U00
Page 297

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

POLICE TECHNICAL SPECIALIST I

53

21.00

21.00

0.00

POLICE LIEUTENANT

83

5.00

5.00

0.00

SENIOR POLICE OFFICER

73

116.00

116.00

0.00

POLICE TECHNICIAN I

41

3.00

3.00

0.00

POLICE TECHNICIAN II

46

1.00

1.00

0.00

POLICE TECHNICIAN III

51

5.00

5.00

0.00

POLICE TECHNICAL SPECIALIST II

58

5.00

5.00

0.00

POLICE TECHNICAL SUPERVISOR

66

2.00

2.00

0.00

POLICE INVESTIGATIVE SPECIALIST

74

0.00

1.00

1.00

SOCIAL WORKER III

68

6.00

6.00

0.00

U69

1.00

1.00

0.00

POLICE SERGEANT

79

29.00

29.00

0.00

POLICE INVESTIGATIVE SPECIALIST

74

3.00

3.00

0.00

CRIMINALIST I

63

4.00

4.00

0.00

POLICE CAPTAIN

87

2.00

2.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

OFFICE ASSISTANT III

48

1.00

1.00

0.00

OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

SOCIAL WORKER III

68

0.00

1.00

1.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

2.00

2.00

0.00

CRIMINALIST II

71

2.00

2.00

0.00

CRIMINALIST III

79

4.00

4.00

0.00

CRIME LABORATORY DIRECTOR

86

1.00

1.00

0.00

DNA ANALYST

77

0.00

2.00

2.00

DNA ANALYST

77

1.00

1.00

0.00

ASSISTANT SUPERINTENDENT OF POLICE

Page 298

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

FORENSIC FIREARM EXAMINER, SUPV

85

1.00

1.00

0.00

MEDICAL AND SOCIAL SERVICES COORDINATOR

71

1.00

1.00

0.00

223.00

227.00

4.00

2760 INVESTIGATIONS & SUPPORT BUREA TOTAL
2769 TRAFFIC
POLICE SERGEANT

79

5.00

5.00

0.00

SENIOR POLICE OFFICER

73

23.00

23.00

0.00

POLICE LIEUTENANT

83

1.00

1.00

0.00

29.00

29.00

0.00

2769 TRAFFIC TOTAL
2780 FIELD OPERATIONS
POLICE LIEUTENANT

83

1.00

1.00

0.00

POLICE RECRUITMENT & APPL INVEST. ADMIN

90

1.00

1.00

0.00

U66

0.00

1.00

1.00

CRIME ANALYST II

89

1.00

1.00

0.00

CRIME ANALYST I

87

3.00

3.00

0.00

POLICE TECHNICIAN II

46

2.00

2.00

0.00

POLICE TECHNICIAN I

41

7.00

7.00

0.00

POLICE CAPTAIN

87

1.00

1.00

0.00

POLICE SERGEANT

79

7.00

7.00

0.00

POLICE OFFICER

67

2.00

2.00

0.00

MEDICAL AND SOCIAL SERVICES COORDINATOR

71

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

OFFICE ASSISTANT III

48

1.00

1.00

0.00

U9X

1.00

1.00

0.00

SENIOR POLICE OFFICER

73

7.00

7.00

0.00

CRIME ANALYST III

91

2.00

2.00

0.00

URBAN POLICY SPECIALIST V

ASSISTANT SUPERINTENDENT OF POLICE

Page 299

 POLICE

PERSONNEL SUMMARY

Police

Adopted
2019

Proposed
2020

Variance
2019-2020

39.00

40.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

0.76

0.76

0.00

0.76

0.76

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1449.23

1482.23

33.00

1.00

1.00

0.00

2794 SEXUAL ASSAULT KIT INITIATIVE TOTAL

1.00

1.00

0.00

FED DEPARTMENT OF JUSTICE TOTAL

1.00

1.00

0.00

4.00

4.00

0.00

4.00

4.00

0.00

Program
No.

Pay
Grade

2780 FIELD OPERATIONS TOTAL

2782 LAKEVIEW CRIME PREVENTION DIST
POLICE SERGEANT

79

2782 LAKEVIEW CRIME PREVENTION DIST TOTAL
2783 SCHOOL CROSSING GUARDS
SCHOOL CROSSING GUARD

34

2783 SCHOOL CROSSING GUARDS TOTAL

2791 MID CITY
POLICE SERGEANT

79

2791 MID CITY TOTAL
001
FDJ

GENERAL FUND TOTAL
FED DEPARTMENT OF JUSTICE
2794 SEXUAL ASSAULT KIT INITIATIVE

MANAGEMENT DEVELOPMENT SPECIALIST I

FDJ
LLE

75

LA COMMISSION ON LAW ENFORCEMT
2763 HOMICIDE INVESTIATION PROGRAM

SOCIAL WORKER III

68

2763 HOMICIDE INVESTIATION PROGRAM TOTAL
2764 GRIP GRANT
SOCIAL WORKER III

68

7.00

7.00

0.00

SOCIAL WORKER III

68

1.00

1.00

0.00

Page 300

 POLICE

PERSONNEL SUMMARY

Police
Program
No.

Pay
Grade

2764 GRIP GRANT TOTAL

LLE

LA COMMISSION ON LAW ENFORCEMT TOTA

DEPARTMENT TOTAL

Page 301

Adopted
2019

Proposed
2020

Variance
2019-2020

8.00

8.00

0.00

12.00

12.00

0.00

1462.23

1495.23

33.00

 Department of Sanitation
Overview
Budget Summary

Page 302

 Department of Sanitation
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Cynthia Sylvain-Lear
1300 Perdido Street, Suite 1W30
New Orleans, LA 70112
504-658-3820
8:00 a.m. – 5:00 p.m., Monday – Friday

Mission Statement
To provide solid waste services to the residents of New Orleans through the collection, disposal and
recycling of discarded material in a manner that is safe, efficient, environmentally sound and cost
effective; to enforce State, Federal and local laws and regulations to eliminate illegal dumping and
littering; and to provide public education on litter abatement, recycling and other solid waste issues.

Vision Statement
To provide sustainable and cost effective waste collection disposal and recycling options that will
result in a cleaner and safer New Orleans.

Organizational Chart
Department of Sanitation

Administrative
Office

Field Operations

Transfer Station

Page 303

Enforcement

 Accomplishments of the Last Year
Accomplishment 1: Manually cleaned
litter from 2,796 miles of major
thoroughfares.

Accomplishment 13: Partnered with Pearl
Aggregate Materials to recycle over 160
tons of glass collected at Drop-Off.

Accomplishment 2: Removed and
transported for recycling 23,512 waste tires
from public right of way.

Accomplishment 14: Partnered with The
Green Project to divert usable paint
collected at Hazardous Materials
Collection Day from disposal to local
nonprofits.

Accomplishment 3: Cleared 1,210
dumping sites from public right of way.

Accomplishment 15: Partnered with
CACRC to safely dispose of over 14 tons of
eligible electronics collected at Drop-Off.

Accomplishment 4: Removed and
disposed of 1,481 bandit signs from public
infrastructure and right of way.
Accomplishment 5: Mechanically swept
and flushed 7,817 miles of City roads and
bridges.

Accomplishment 16: Partnered with Iron
Mountain to offer free shredding service to
residents and city departments. Over 14
tons of paper recycled.

Accomplishment 6: Serviced over 1,800
public litter cans Citywide. Including new
installations, 137 units refurbished, graffiti
removal, and pressure washing.

Accomplishment 17: Facilitated annual
Hazardous Materials Collection Day on May
11th, with 852 vehicles visiting and 70 tons
of materials safely disposed.

Accomplishment 7: Efficiently removed
debris generated from July & August flood
events from public right of way.

Accomplishment 18: Performed 1,854
inspections by Sanitation Enforcement
Rangers.

Accomplishment 8: Facilitated timely
removal and disposal of Special Event
debris from public right of way.

Accomplishment 19: Initiated 7
administrative hearings (Tire, ABO,
Trash).

Accomplishment 9: Expanded recycling
opportunities and awareness in alignment
with City’s Resiliency goals.

Accomplishment 20: Oversaw and
managed contracts in excess of $34 million
dollars.

Accomplishment 10: Over 3,943 tons
recycled with a landfill diversion cost
savings of $131,590.

Accomplishment 21: Ordered 200 new
public litter cans.
Accomplishment 22: Effectively removed
graffiti from public utilities in the French
Quarter.

Accomplishment 11: Distributed 2,061
recycling carts and maintained existing carts
at eligible City locations.

Accomplishment 23: Clean-Up NOLA:
Hired 14 new laborers, certified & promoted
3 equipment operators, and hired 3 new
Sanitation Rangers.

Accomplishment 12: Collected recycling
materials from 15 City buildings.

Page 304

 Accomplishment 26: Participated in 25
joint encampment clean-ups across the
City.

Accomplishment 24: Clean-Up NOLA:
Collaborated with City Departments to
clean 10 corridors, removing litter from
68 street miles, mechanically sweeping
98 street miles, and removing graffiti
from 45 public litter cans.

Accomplishment 27: Working to reopen
the Transfer Station to reduce the volume of
illegal dumping.

Accomplishment 25: Clean-Up NOLA:
Collaborated with RTCC & NOPD to
issue 3 criminal citations/summons
related to persons captured on crime
cameras illegally dumping.

Budget Priorities for this Year
Budget Priority 1: Hire new laborers,
equipment operators and another
Sanitation Ranger to facilitate more efficient
and comprehensive clean-up of the City
and enforcement of City Codes.

Budget Priority 5: Expand public education
campaigns.
Budget Priority 6 Continue efforts to increase
the number of units recycling & volume of items
recycled.

Budget Priority 2: Increase the effectiveness
of enforcement to deter violators, including the
expansion of the deployment of cameras at
chronic dumping locations.

Budget Priority 7 Add second Hazardous
Materials Collection Event in October 2020

Budget Priority 3: Install 100 new public litter
cans to combat litter hot spots.

Budget Priority 8: Continue dialogue with
emergency debris contractors to ensure
readiness.

Budget Priority 4 Partner with ORS to achieve
goals outlined in Climate Action Plan.

Budget Priority 9: Expand partnerships to
offer more services to residents.

Page 305

 Budget Summary - Sanitation

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2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

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4,170,710

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35,666,542

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Page 306

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Page 309

 SANITATION

PROGRAM DETAIL

Sanitation

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

795,041

1,490,926

0

2,285,967

0

26,070,616

0

26,070,616

97,470

470,000

0

567,470

0

6,310,000

0

6,310,000

3,006,360

0

0

3,006,360

225,000

1,300,000

0

1,525,000

4,123,871

35,641,542

0

39,765,413

LDH LA DEPT OF HEALTH/HUMAN SVCS
3008
ZIKA PROGRAM INITIATIVE

46,839

25,000

0

71,839

LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL

46,839

25,000

0

71,839

4,170,710

35,666,542

0

39,837,252

001 GENERAL FUND
3001 SANITATION DIRECTOR OFF
3010

REFUSE COLLECTION

3024

N O TRANSFER

3025

DISPOSAL CONTRACT

3041

MANUAL CLEANING

3042

MARDI GRAS CLEANING

001 GENERAL FUND TOTAL

DEPARTMENTAL TOTAL

Page 310

 SANITATION

EXPENDITURE SUMMARY

Sanitation

Program
No.
001

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

738,459
26,598,927
0
5,638,493
2,290,774
1,513,748

2,457,661
26,083,996
423,070
6,075,000
3,174,777
1,525,000

2,285,967
26,070,616
567,470
6,310,000
3,006,360
1,525,000

(171,694)
(13,380)
144,400
235,000
(168,417)
0

36,780,401

39,739,504

39,765,413

25,909

0

71,839

71,839

0

0

71,839

71,839

0

36,780,401

39,811,343

39,837,252

25,909

GENERAL FUND

3001
3010
3024
3025
3041
3042

SANITATION DIRECTOR OFF
REFUSE COLLECTION
N O TRANSFER
DISPOSAL CONTRACT
MANUAL CLEANING
MARDI GRAS CLEANING

GENERAL FUND TOTAL

LDH

Actual

LA DEPT OF HEALTH/HUMAN SVCS
3008

ZIKA PROGRAM INITIATIVE

LA DEPT OF HEALTH/HUMAN SVCS TOTAL
DEPARTMENT TOTAL

Page 311

 SANITATION

PERSONNEL SUMMARY

Sanitation

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
3001 SANITATION DIRECTOR OFF

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SUPV III

67

1.00

1.00

0.00

CODE ENFORCEMENT ASSISTANT I

52

3.00

3.00

0.00

CODE ENFORCEMENT ASSISTANT I

52

1.00

1.00

0.00

CODE ENFORCEMENT ASSISTANT II

54

1.00

1.00

0.00

DEPUTY DIRECTOR, SANITATION

U72

1.00

1.00

0.00

DIRECTOR OF SANITATION

U00

1.00

1.00

0.00

40

1.00

1.00

0.00

11.00

11.00

0.00

OFFICE ASSISTANT, TRAINEE
3001 SANITATION DIRECTOR OFF TOTAL
3041 MANUAL CLEANING

EQUIPMENT OPERATOR III

58

5.00

5.00

0.00

LABORER-WASTE COLLECTOR

41

27.00

27.00

0.00

PUBLIC WORKS SUPERVISOR IV

73

1.00

1.00

0.00

PUBLIC WORKS SUPERVISOR III

69

1.00

1.00

0.00

PUBLIC WORKS SUPERVISOR III

69

1.00

1.00

0.00

PUBLIC WORKS SUPERVISOR II

65

1.00

1.00

0.00

EQUIPMENT OPERATOR IV

62

2.00

2.00

0.00

EQUIPMENT OPERATOR III

58

2.00

2.00

0.00

EQUIPMENT OPERATOR II

52

6.00

6.00

0.00

EQUIPMENT OPERATOR II

52

7.00

0.00

(7.00)

SENIOR MAINTENANCE WORKER

48

2.00

2.00

0.00

MAINTENANCE WORKER

46

7.00

7.00

0.00

LABORER-WASTE COLLECTOR

41

6.00

0.00

(6.00)

Page 312

 SANITATION

PERSONNEL SUMMARY

Sanitation

Program
No.

Pay
Grade

EQUIPMENT OPERATOR I

50

3041 MANUAL CLEANING TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 313

Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

69.00

56.00

(13.00)

80.00

67.00

(13.00)

80.00

67.00

(13.00)

 Health Department
Overview
Budget Summary

Page 314

 +HDOWK Department
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Jennifer Avegno, MD
1300 Perdido Street, 8E18, New Orleans, 70112
504-658-2598
8:00 am-5:00 pm M-F; also on-call for various emergent needs

Mission Statement
Protect, promote and improve the health of all where we live, learn, work and play.

Vision Statement
Build a healthy New Orleans through equitable social and environmental conditions and through
policies, programs and partnerships that promote health.

Page 315

 Page 316

 2019 Accomplishments

Accomplishment 3: Partner in
developing Healthy Hospitality
partnership between 504HealthNet
and tourism industry

metrics reporting; developed
regulations in response to council
ordinance; high-level planning for
comprehensive, centralized
services; partnerships with local
service providers and Low Barrier
Shelter
Healthcare for the Homeless
Accomplishment 10: Primary &
Dental Care - over 4,000 homeless,
uninsured and underinsured
patients with approximately 10,000
visits
Accomplishment 11: Operations &
Expansion - 100% compliant with
federal site visits; expanded
operations to Arthur Monday on the
Westbank

Emergency Preparedness
Accomplishment 4: Nursing Home
Emergency Preparedness
Ordinance– Worked with Safety &
Permits and NOHSEP to pass
nursing home emergency
preparedness ordinance which will
better protect our most vulnerable
residents

Accomplishment 12: Awards &
Presentations - 2019 Excellence in
Treatment Award from the Council on
Alcohol and Drug Abuse of Greater
New Orleans; presented on “HCH
Medication-Assisted Treatment
Program” at the National Health Care
for the Homeless Council
Conference and Policy Symposium

Accomplishment 5: Expanded
partnership with NOPL to provide
Bystander Training

Accomplishment 13: Enhanced
Funding - HRSA Service Area
Competition (SAC) Fiscal Year 3
funding in the amount of $2,383,267;
QI grant supplement in the amounts
of $16,616 and $17,301 to support
health centers that displayed high
levels of quality performance;
Substance Use Disorder and Mental
Health Services (SUD-MH) funding
in the amount of $285K to expand
access; supplemental funding in the
amount of $110K to support
substance use disorder and/or
mental health service expansion;
Integrated Behavioral Health
Services (IBHS) supplemental
funding in the amount of $167K to
support an increase in access to high
quality integrated behavioral health
services

Department Wide
Accomplishment 1: Successful
submission of Re-Accreditation –
completion of a 5-year planning
process to provide the highest level
of certification for a Health
Department
Accomplishment 2: Participation
in development, production &
implementation of Citywide Gun
Violence Reduction Plan

Accomplishment 6: Coordination
of Mardi Gras first aid tents with
NOEMS
Accomplishment 7: Opened and
operated emergency shelter during
TS Barry; fully staffed call center
with over 1000 contacts
Healthy Environments
Accomplishment 8: Cleaned
homeless encampments on a
weekly basis – also provided
vaccinations to prevent disease
outbreaks
Accomplishment 9: Served as
coordinating City agency for multiple
efforts to reduce homelessness –
education via websites and public
meetings; weekly

Behavioral Health: Substance
Use Disorders
Accomplishment 14: Sobering
Page 317

 – innovative public health and
preventative approaches to Gun
Violence through consistent
presence in neighborhoods and
trauma center; intense case
management of high-risk individuals
with direct linkages to service

Center: Partnered with other City
departments and Odyssey House to
plan and implement new Sobering
Center.
Accomplishment 15: Opioid Task
Force: Conducted bi-monthly Opioid
Task Force meetings to convene
treatment providers, advocates,
policy makers, and first responders to
discuss trends and concerns
regarding the opioid crisis.

Accomplishment 21: School
visitations – partnered with multiple
schools to provide information and
mediation of disputes before violence
erupts

Accomplishment 16: Opioid
Survival Connection: Received 111
patient referrals from the UMC
Emergency Department, as well as
through street and court outreach.
Connected approximately 1/3 to
Medication Assisted Treatment or
other treatment options.

Accomplishment 22: Collective
canvassing - constructive and
intentional weekly collective
community events to retain citizen
trust, participation & feedback
Domestic Violence & Sexual
Assault Program
Accomplishment 23: Facilitated
monthly & quarterly community
meetings – These include the
Domestic Violence & Sexual
Assault Action Coalition, Offender
Accountability Working Group,
Domestic Violence Multidisciplinary
Team, and Mayor’s Domestic
Violence Working Group.

Accomplishment 17:
Comprehensive Opioid Abuse SiteBased Grant ($735,000) awarded to
NOHD in October 2019 to continue
and expand Opioid Survival
Connection and provide increased
opportunities for harm reduction
through community education,
training, and Naloxone availability

Accomplishment 24: Language
Access Assessment – In
collaboration with Praxis,
International, the New Orleans
Blueprint for Safety conducted a
language access assessment of all
participating Blueprint agencies.
Findings and recommendations were
provided to each agency.

Behavioral Health Council
(BHC) and Law Enforcement
Assisted Diversion (LEAD)
Accomplishment 18: BHC: Council
leadership group participated in a
retreat to revisit the Council’s vision,
mission, and operating structure;
Hosted public panel discussion; Work
groups engaged in projects designed
to improve behavioral health system
operations.
Accomplishment 19: LEAD: As of
July - 41 program participants: 26
homeless, of whom 11 have been
housed; 197 home visits and 174
appointments attended by client +
case worker
Cure Violence
Accomplishment 20: Operation of
both community and hospital based
violence interruption teams
Page 318

Accomplishment 25: Raising
Awareness & New Collaborations
– In April 2019, NOHD coordinated
with partner agencies and
presented to the New Orleans City
Council in honor of Sexual Assault
Awareness Month. We had partner
agencies provide information in the
City Hall lobby for City staff and the
public. NOHD also collaborated with
NOPL for the first time, providing
resources to the public and library
staff on responding to disclosures of
sexual

 assault.
New Orleans WIC Program
Accomplishment 33: Serving the
Community – through July 2019,
NOHD WIC Clinics saw
approximately 11,000 participant
visits; coordinated locations on the
Westbank to save funds and colocate with other NOHD programs at
Arthur Monday

Health Equity
Accomplishment 26: Partnered
with The Data Center to obtain grant
funding to support data mapping for
life expectancy and community
engagement.
Accomplishment 27: Partnered
with Tulane University to obtain grant
funding in the amount of $499k to
focus on integrating trauma-informed
schools approaches in local charter
schools.

Accomplishment 34: Innovations Worked with a non-profit on a text
messaging appointment reminder
pilot; participants that received a text
message were 52% more likely to
keep their WIC appointment

Accomplishment 28: Held five (5)
internal Health Equity Action Team
Meetings to advance equity within the
department.

Accomplishment 35: Outreach hosted a pop-up Farmers Market at
the NOE WIC clinic in June that
resulted in doubling the amount of
fresh produce for each participant

Ryan White/HIV Program
Accomplishment 29: Increased
Grant Funding - Secured a score of
99% from HRSA for Ryan White Part
A Grant and received increased
funding for 2019 for $8 million for HIV
services; additional Special Projects
of National Significance grant from
HRSA for Centralized Linkage of
newly diagnosed persons with HIV
for $100 thousand per year.

Promoting Maternal & Family
Health Accomplishment 36:
Improve Women’s Health
o

Accomplishment 30: Expanded
Services - Expanded Test and Treat
to all HIV Primary Care facilities to
ensure HIV+ individuals receive life
saving medication within 72 hours of
diagnosis; launched U=U messaging
from the CDC to introduce
Undetectable equals Untransmittable
to inform HIV+ individuals who are
virally suppressed that they cannot
transmit the HIV virus.

o

Partnered with LSU Health
School of Nursing to host a
Perinatal Mental Health &
Black Maternal Mortality
Symposium.
Over seventy-five (75)
attendees.

Accomplishment 37: Improve
Family Health & Wellness
o Hosted 2nd Fatherhood
Summit
o Over one hundred and twenty
(120) participants.
Accomplishment 38: Promote
Systems Change
o Partnered with
UnitedHealthcare and New
Orleans East Hospital to host
a Maternal Mortality
Symposium.

Accomplishment 31: Coordination
of Fast Track Cities New Orleans
Initiative – collaboration with all
stakeholders in the region to
coordinate and strengthen efforts of
testing and treatment

Healthy Start New Orleans
Accomplishment 39: Over 1,000
families enrolled in Healthy Start;
over 26,000 home visits conducted

Accomplishment 32: Lowest new
HIV case rates in 40 years
Page 319

 annually by certified
Parent Educators.

Technicians to provide free car
seat installations to program
participants and the community.

Accomplishment 40: Provided
support to families attending the 2019
Essence Festival, with over 4,000
pieces of health education material
distributed.

Accomplishment 44: Awarded
HRSA 5-year grant to continue
operations
Accomplishment 45: Secured a
new $749,124/3 year grant from
DOJ to provide intensive services to
mothers/infants at high risk of opioid
use

Accomplishment 41: Provided
group support to pregnant and
parenting women.
Accomplishment 42: Provided a
free, mobile infant nutrition clinic
at two locations.

Safe Routes to Schools
Accomplishment 46: School
Crossing Guards– Provided eight
schools with crossing guards for the
2018-2019 school year

Accomplishment 43: Four (4) staff
members trained as Car Seat Safety

Page 320

 2020 Budget Priorities
Goal 1: Emergency Preparedness
  Improve Emergency Sheltering
Operations– Create regional
sheltering plans, conduct more
training across agencies, and
recruit more volunteers through
the Medical Reserve Corps

other NOPD districts.
Goal 6: Cure Violence
  Increase Outreach Efforts –
Ensure our program model and
materials are accessible to the
public by partnering with local
stakeholders including: School
sites; Faith Based Groups; City
operated Recreational Facilities;
business owners and
corporations alike.
  Increase collaborative efforts
with other New Orleans Health
Department sponsored
programs- invite programs to
participate in collective
community canvassing, organize
formal public symposiums /panel
discussions and require Cure
Violence Staff to attend
departmental sponsored events.

Goal 2: Healthy Environments
  Develop new sound ordinance–
develop new sound ordinance
with community input
Goal 3: Healthcare for the Homeless
  Increase Utilization of
Healthcare for the Homeless
Services – Ensure New Orleans
homeless, poverty stricken,
underinsured, and uninsured
population receive medical,
dental and behavioral health
services.
Goal 4: Behavioral Health: Substance
Use Disorders
  Sobering Center: Assess
Sobering Center operations and
make modifications as needed.
  Opioid Task Force: Continue
regular meeting schedule and
continue to provide a platform for
discussing new approaches to
addressing the opioid crisis.
  Opioid Survival Connection:
Increase number of persons
connected to treatment. Pending
successful grant funding,
increase public trainings and
availability of naloxone to public.
Goal 5: Behavioral Health Council
(BHC) and Law Enforcement Assisted
Diversion (LEAD)
  BHC: Redesign BHC
operations in a way that aligns
with new vision and mission and
re-assess the state of behavioral
health in New Orleans
 

LEAD: Increase arrest
diversions; Increase officer
awareness of diversion option;
Develop LEAD curriculum for
NOPD academy; Explore options
for expanding LEAD to

Goal 7: Domestic Violence & Sexual
Assault Program
  Increase Community Feedback –
Institute series of community
feedback sessions & develop
recommendations for future response
to domestic violence by the City.
  Modernize Outreach – Update
NOHD website to allow the public to
have ability to give real-time
feedback & to have access to
information about the criminal justice
system’s response to domestic
violence.

Page 321

Goal 8: Health Equity
  Build capacity of NOHD staff to
advance equity and train staff on
operationalizing racial equity
strategies into health programs.
  Foster strategic community
partnerships to advance equity.
  Work with the Mayor’s Office of
Human Rights and Equity to advance
equity across city government
  Develop proposals and obtain grant
funding to support equity initiatives
both internally and within the local
community.
  Update the Health Disparities Report

  

Goal 9: Ryan White/ HIV Program  
Increase Outreach – Increase the
number of HIV positive individuals
served through the agencies funded
by the Office of Health Policy to
5000.
  Complete the Fast Track Cities
Strategy to achieve the 90-90-90
targets:
o 90% of all individuals will be
diagnosed
o 90% of all HIV + individuals
will be on anti-retrovirals
o 90% of all HIV+ individuals on
anti-retrovirals will be virally
suppressed

 

Goal 10: Healthy Start New Orleans
  Improve Women’s Health
o Increase the proportion of
Healthy Start women and
child participants with health
insurance to 90%.
o Increase the proportion of
Healthy Start women
participants who receive a
postpartum visit within 4-6
weeks after birth to 80%.
o Increase the proportion of
Healthy Start women
participants who receive
depression screening and
referral to 100%.

Improve Family Health and
Wellness
o Increase proportion of Healthy
Start infants whose
parent/caregiver reports they
breastfed or pumped breast
milk to feed their baby to 82%.
o Increase the proportion of
enrolled Healthy Start fathers
who have a documented
reproductive life plan to 90%.
Promote Systems Change
o Design, fund and implement a
City-wide Maternal-Child
Health Council with all
relevant stakeholders to
directly reduce maternal and
infant mortality rates in New
Orleans

Goal 11: New Orleans WIC Program
  Increase Participation – The New
Orleans WIC Program has a fee-forservice contract with the State of
Louisiana. The goal for 2020 is a
monthly participation rate of 5,000;
currently at 4,670/month
Goal 12: Safe Routes to Schools
  Determine sustainable funding for
crossing guard program– Find
sustainable funding source to provide
crossing guards to schools in high
traffic areas

Page 322

     
      
             
 
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Page 323

 +HDOWK 'HSDUWPHQW   &RUH 
Budget Summary

Page 324

 Budget Summary - Health- Core

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   +HDOWK  &RUH

10,838,844

'ROODU 
&KDQJH 
)<     
2,085,896

3HUFHQW 
&KDQJH 
)<     
23.83%

15,403,612

19,165,506

3,761,894

24.42%

0

0

0

0

-

          

          

          

         

      

([SHQGLWXUH 7\SH

     
$FWXDO

     
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3URSRVHG

Personal Services

6,138,698

8,752,948

Other Operating

9,874,723

Debt Service
7RWDO ([SHQGLWXUHV

Page 325

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
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10,838,844
      

Page 326

'ROODU 
&KDQJH 
)<     
2,085,896

3HUFHQW 
&KDQJH 
)<     
23.83%

 Page 327

 HEALTH

PROGRAM DETAIL

Health (Core)

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

612,681

738,016

0

1,350,697

612,681

738,016

0

1,350,697

40,000

10,000

0

50,000

0

72,000

0

72,000

40,000

82,000

0

122,000

FJA FEDERAL DEPARTMENT OF JUSTICE
3699 BLUEPRINT FOR SAFETY

155,173

67,216

0

222,389

FJA

155,173

67,216

0

222,389

784,025

240,647

0

1,024,672

29,966

36,001

0

65,967

813,991

276,648

0

1,090,639

0

31,097

0

31,097

EPSDT MEDICAL SERVICES

0

54,119

0

54,119

LHS LA HIGHWAY SAFETY COMMISSION TOTAL

0

85,216

0

85,216

25,000

335,986

0

360,986

3641

DHH-TANF ELIGIBLE

FHS FED DEPT. OF HOMELAND SECURITY TOTAL
FH

FEDERAL HIGHWAY ADMINISTRATION
3619
SCHOOL TRANSIT GRANT
3621

FH

SAFE ROUTE TO SCHOOL PROGRAM

FEDERAL HIGHWAY ADMINISTRATION TOTAL

FEDERAL DEPARTMENT OF JUSTICE TOTAL

LDH LA DEPT OF HEALTH/HUMAN SVCS
3612
WIC FOOD PROGRAM
3622

ZIKA PROGRAM INITIATIVE

LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL
LHS LA HIGHWAY SAFETY COMMISSION
3615
GRANTS FOR PREV VIOLENCE
3624

PRIV LOCAL FOUNDATION GRANTS
3607 BAPTIST COMMUNITY MINISTRIES
3610

GNOP QUALITY IMPROVMENT INITIA

83,121

0

0

83,121

3614

MATERNAL & CHILD HEALTH PROGRM

70,000

0

0

70,000

3617

REACH 2010

84,587

40,609

0

125,196

Page 328

 HEALTH

PROGRAM DETAIL

Health (Core)

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

50,000

0

50,000

32,810

1,170

0

33,980

3627

VIOLENCE RISK REDUCTION

3630

COMMUNITY ALTERNATIVES PROGRAM

3644

HOMELESS EVALUATION

0

15,000

0

15,000

3647

NEW ORLEANS REALTIME RESOURCES

0

20,000

0

20,000

3655

NACCHO - ACCREDITATION

0

500

0

500

3659

MEDICAL RESERVE CORP

0

500

0

500

3660

NACCHO ROBERT WOOD FOUNDATION

0

6,500

0

6,500

3664

KELLOGG SUFOC

0

25,000

0

25,000

3684

MAKING CONNECTION INITIATIVE

0

58,000

0

58,000

3685

EMERG LEAD IN PUB HEALTH

0

3,000

0

3,000

3686

CLIMATE CHANGE & PUBLIC HEALTH

4,500

30,500

0

35,000

3687

TULSA COMMUNITY FOUNDATION

0

6,000

0

6,000

300,018

592,765

0

892,783

10,838,844

19,165,506

0

30,004,350

PRIV LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENTAL TOTAL

Page 329

 HEALTH

EXPENDITURE SUMMARY

Health (Core)

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

1,495,134
79,221
373,442
750,000
0
168,017

1,517,886
0
445,947
0
0
219,488

1,498,811
0
571,608
0
270,018
281,198

(19,075)
0
125,661
0
270,018
61,710

2,865,814

2,183,321

2,621,635

438,314

0

0

320,205

320,205

0

0

320,205

320,205

9,362

158,545

191,521

32,976

9,362

158,545

191,521

32,976

HEALTH MISC DONATIONS

7,071

50,000

50,000

0

MISCELLANEOUS DONATIONS FD TOTAL

7,071

50,000

50,000

0

0

0

292,996

292,996

0

0

292,996

292,996

0
1,743,424
2,435,078
236,059
64,929
444,155

0
2,866,627
3,039,721
568,000
215,869
799,990

145,064
3,536,616
3,873,696
622,100
420,410
799,990

145,064
669,989
833,975
54,100
204,541
0

001

GENERAL FUND

3611
3629
3631
3632
3642
3649

ESSE PUB HEAL ADMIN
YOUTH OPPORTUNITY CENTER
ESSE PUB HEAL SERV
EARLY CHILDHOOD PILOT
KATRINA CLINIC RELIEF PROGRA
ENVIRONMENTAL HEALTH SERVICES

GENERAL FUND TOTAL

207

FRENCH QUARTER IMPROVEMENT FD
3605

PRIMARY CARE ACCESS PROGRAM

FRENCH QUARTER IMPROVEMENT FD TOTAL
212

ENVIRONMENTAL IMP REVLVNG FUND
3611

ESSE PUB HEAL ADMIN

ENVIRONMENTAL IMP REVLVNG FUND TOTAL

232

MISCELLANEOUS DONATIONS FD
3658

379

MAYORAL FELLOWS PROGRAM
3640

HOMELESS KATRINA RELEIF PROGRA

MAYORAL FELLOWS PROGRAM TOTAL

FDH

FEDERAL DEPT OF HEALTH /HUMAN
3611
3618
3633
3636
3637
3638

ESSE PUB HEAL ADMIN
HEALTHY START GRANT INITIATIVE
HEALTHCARE/HOMELESS
HEALTH CARE HOMELESS LA
N.O. LGBTQ HEALTH INITIATI
N.O. EQUITY & INCLUSION INITIA
Page 330

 HEALTH

EXPENDITURE SUMMARY

Health (Core)

Program
No.
3659
3671
3672
3674
3676
3677
3678

MEDICAL RESERVE CORP
RYAN WHITE ADMINISTRATIVE
RYAN WHITE QUALITY MGMT
RYAN WHITE PROGRAM SUPPORT
RYAN WHITE FORMULA
HEROIN ADDICTION REDUCTION PRG
RYAN WHITE SUPP

FEDERAL DEPT OF HEALTH /HUMAN TOTAL

FDJ

TRAIN THE TRAINER PROGRAM
FAMILY RECOVERY COLLABORATION
HSP ALGIERS-FISCHER HEALTH CL.
ASTHMA DIABETES & OBESITY
COMMUNITY ALTERNATIVES PROGRAM
JUSTICE & MENTAL HEALTH COLLAB

FED DEPARTMENT OF JUSTICE TOTAL

ESSE PUB HEAL ADMIN

FED DEPARTMENT OF EMERGENCY TOTAL

DHH-TANF ELIGIBLE

FED DEPT. OF HOMELAND SECURITY TOTAL

2018

2019

2020

2019-2020

6,802
281,985
247,079
76,199
6,442,657
0
0

25,000
424,512
327,269
81,810
9,106,000
0
10,000

25,000
463,321
382,733
116,792
9,506,000
250,000
10,000

0
38,809
55,464
34,982
400,000
250,000
0

11,978,367

17,464,798

20,151,722

2,686,924

0
0
62,358
0
34,853
91,437

552,411
696,624
298,706
0
120,590
250,000

499,911
749,124
368,610
728,748
141,950
60,000

188,648

1,918,331

2,548,343

630,012

0

64,204

64,204

0

0

64,204

64,204

0

0

0

1,350,697

1,350,697

0

0

1,350,697

1,350,697

47,594
22,134

113,224
72,000

50,000
72,000

(63,224)
0

69,728

185,224

122,000

(63,224)

(52,500)
52,500
69,904
728,748
21,360
(190,000)

FEDERAL HIGHWAY ADMINISTRATION
3619
3621

SCHOOL TRANSIT GRANT
SAFE ROUTE TO SCHOOL PROGRAM

FEDERAL HIGHWAY ADMINISTRATION TOTAL
FJA

Variance

FED DEPT. OF HOMELAND SECURITY
3641

FHW

Proposed

FED DEPARTMENT OF EMERGENCY
3611

FHS

Adopted

FED DEPARTMENT OF JUSTICE
3608
3609
3625
3626
3630
3639

FEM

Actual

FEDERAL DEPARTMENT OF JUSTICE
Page 331

 HEALTH

EXPENDITURE SUMMARY

Health (Core)

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0

222,389

222,389

0

0

222,389

222,389

0

619,491
30,408

972,000
61,162

1,024,672
65,967

52,672
4,805

649,899

1,033,162

1,090,639

57,477

GRANTS FOR PREV VIOLENCE
EPSDT MEDICAL SERVICES

2,011
0

31,097
0

31,097
54,119

0
54,119

LA HIGHWAY SAFETY COMMISSION TOTAL

2,011

31,097

85,216

54,119

130,613
71,134
6,582
0
45
6,413
0
0
9,724
0
0
2,076
0
0
750
15,105
79

376,920
70,302
70,000
101,267
0
50,000
0
15,000
27,000
500
500
6,500
25,000
58,000
3,000
35,000
6,500

360,986
83,121
70,000
125,196
0
50,000
33,980
15,000
20,000
500
500
6,500
25,000
58,000
3,000
35,000
6,000

(15,934)
12,819
0
23,929
0
0
33,980
0
(7,000)
0
0
0
0
0
0
0
(500)

3699

BLUEPRINT FOR SAFETY

FEDERAL DEPARTMENT OF JUSTICE TOTAL
LDH

LA DEPT OF HEALTH/HUMAN SVCS
3612
3622

WIC FOOD PROGRAM
ZIKA PROGRAM INITIATIVE

LA DEPT OF HEALTH/HUMAN SVCS TOTAL
LHS

LA HIGHWAY SAFETY COMMISSION

3615
3624

PRIV

LOCAL FOUNDATION GRANTS
3607
3610
3614
3617
3620
3627
3630
3644
3647
3655
3659
3660
3664
3684
3685
3686
3687

BAPTIST COMMUNITY MINISTRIES
GNOP QUALITY IMPROVMENT INITIA
MATERNAL & CHILD HEALTH PROGRM
REACH 2010
IMPACT-FIT NOLA
VIOLENCE RISK REDUCTION
COMMUNITY ALTERNATIVES PROGRAM
HOMELESS EVALUATION
NEW ORLEANS REALTIME RESOURCES
NACCHO - ACCREDITATION
MEDICAL RESERVE CORP
NACCHO ROBERT WOOD FOUNDATION
KELLOGG SUFOC
MAKING CONNECTION INITIATIVE
EMERG LEAD IN PUB HEALTH
CLIMATE CHANGE & PUBLIC HEALTH
TULSA COMMUNITY FOUNDATION
Page 332

 HEALTH

EXPENDITURE SUMMARY

Health (Core)

Program
No.
LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 333

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

242,521

845,489

892,783

47,294

16,013,421

24,156,560

30,004,350

5,847,790

 HEALTH

PERSONNEL SUMMARY

Health (Core)

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
3611 ESSE PUB HEAL ADMIN

HEALTH PROJECT & PLANNING SPECIALIST

76

1.00

1.00

0.00

BUDGET COORDINATOR

86

1.00

1.00

0.00

URBAN POLICY SPECIALIST IV

U64

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

DIRECTOR OF HEALTH

U03

1.00

1.00

0.00

HEALTH PROJECT & PLANNING MANAGER

82

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

HEALTH PROJECT & PLANNING ANALYST

54

1.00

1.00

0.00

JUNIOR ACCOUNTANT

56

1.00

1.00

0.00

CHIEF ACCOUNTANT

88

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SPECIALIST

76

1.00

1.00

0.00

14.00

14.00

0.00

3611 ESSE PUB HEAL ADMIN TOTAL
3631 ESSE PUB HEAL SERV
ADMINISTRATIVE SUPPORT SUPV III

67

0.49

0.49

0.00

HEALTH PROJECT & PLANNING MANAGER

82

2.00

2.00

0.00

HEALTH PROJECT & PLANNING SPECIALIST

76

2.00

2.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

HEALTH PROJECT & PLANNING MANAGER

82

1.00

1.00

0.00

6.49

6.49

0.00

3631 ESSE PUB HEAL SERV TOTAL
3649 ENVIRONMENTAL HEALTH SERVICES
HEALTH PROJECT & PLANNING ANALYST

54

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SPECIALIST

76

1.00

1.00

0.00

Page 334

 HEALTH

PERSONNEL SUMMARY

Health (Core)

Program
No.

Pay
Grade

HEALTH PROJECT & PLANNING SENIOR ANALYST

63

3649 ENVIRONMENTAL HEALTH SERVICES TOTAL
001

GENERAL FUND TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

2.00

1.00

3.00

4.00

1.00

23.49

24.49

1.00

1.00

1.00

0.00

1.00

1.00

0.00

FDH
FEDERAL DEPT OF HEALTH /HUMAN
3611 ESSE PUB HEAL ADMIN
DEPUTY DIRECTOR OF HEALTH

U97

3611 ESSE PUB HEAL ADMIN TOTAL

3618 HEALTHY START GRANT INITIATIVE
HEALTH PROJECT & PLANNING ADMINISTRATOR

86

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SENIOR ANALYST

63

5.00

5.00

0.00

HEALTH PROJECT & PLANNING SPECIALIST

76

2.00

2.00

0.00

HEALTH PROJECT & PLANNING ANALYST

54

2.00

2.00

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.29

2.29

0.00

HEALTH PROJECT & PLANNING SENIOR WORKER

46

1.00

1.00

0.00

14.29

14.29

0.00

3618 HEALTHY START GRANT INITIATIVE TOTAL
3633 HEALTHCARE/HOMELESS
ACCOUNTANT I

72

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SENIOR WORKER

46

1.00

1.00

0.00

HEALTH PROJECT & PLANNING ADMINISTRATOR

86

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SPECIALIST

76

2.00

2.00

0.00

LABORATORY TECHNICIAN II

56

2.00

2.00

0.00

PUBLIC HEALTH NURSING CLINIC SUPERVISOR

89

1.00

1.00

0.00

LICENSED PRACTICAL NURSE II

72

1.00

1.00

0.00

LICENSED PRACTICAL NURSE III

75

1.00

1.00

0.00

Page 335

 HEALTH

PERSONNEL SUMMARY

Health (Core)

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

DENTAL HYGIENIST I

78

1.00

1.00

0.00

DENTAL ASSISTANT II

49

3.00

3.00

0.00

PHYSICIAN

16

1.00

1.00

0.00

NURSE PRATITIONER

93

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

2.00

2.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.00

2.00

0.00

DENTIST

12

2.30

2.30

0.00

HEALTH PROJECT & PLANNING SENIOR ANALYST

63

2.00

2.00

0.00

28.30

28.30

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

3633 HEALTHCARE/HOMELESS TOTAL
3637 N.O. LGBTQ HEALTH INITIATI
HEALTH PROJECT & PLANNING SENIOR ANALYST

63

3637 N.O. LGBTQ HEALTH INITIATI TOTAL
3671 RYAN WHITE ADMINISTRATIVE
HEALTH PROJECT & PLANNING SENIOR WORKER

46

3671 RYAN WHITE ADMINISTRATIVE TOTAL
3672 RYAN WHITE QUALITY MGMT

HEALTH PROJECT & PLANNING SPECIALIST

76

2.00

2.00

0.00

HEALTH PROJECT & PLANNING MANAGER

82

1.00

1.00

0.00

3.00

3.00

0.00

1.00

1.00

0.00

3672 RYAN WHITE QUALITY MGMT TOTAL
3674 RYAN WHITE PROGRAM SUPPORT
HEALTH PROJECT & PLANNING SPECIALIST

76
Page 336

 HEALTH

PERSONNEL SUMMARY

Health (Core)

Program
No.

Pay
Grade

3674 RYAN WHITE PROGRAM SUPPORT TOTAL

FDH
FDJ

FEDERAL DEPT OF HEALTH /HUMAN TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

49.59

49.59

0.00

FED DEPARTMENT OF JUSTICE
3625 HSP ALGIERS-FISCHER HEALTH CL.
HEALTH PROJECT & PLANNING ANALYST

54

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SPECIALIST

76

1.00

1.00

0.00

2.00

2.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

3.00

3.00

0.00

3625 HSP ALGIERS-FISCHER HEALTH CL. TOTAL

3630 COMMUNITY ALTERNATIVES PROGRAM
HEALTH PROJECT & PLANNING SPECIALIST

76

3630 COMMUNITY ALTERNATIVES PROGRAM TOTAL
FDJ

FED DEPARTMENT OF JUSTICE TOTAL

LDH
LA DEPT OF HEALTH/HUMAN SVCS
3612 WIC FOOD PROGRAM

PUBLIC HEALTH NUTRITIONIST III

75

0.23

0.23

0.00

HEALTH PROJECT & PLANNING MANAGER

82

1.00

1.00

0.00

LABORATORY TECHNICIAN II

56

1.00

1.00

0.00

LICENSED PRACTICAL NURSE II

72

2.00

2.00

0.00

LICENSED PRACTICAL NURSE III

75

1.00

1.00

0.00

MEDICAL ASSISTANT

48

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

3.00

3.00

0.00

PUBLIC HEALTH NUTRITIONIST I

67

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

2.00

2.00

0.00

12.23

12.23

0.00

3612 WIC FOOD PROGRAM TOTAL
3622 ZIKA PROGRAM INITIATIVE
Page 337

 HEALTH

PERSONNEL SUMMARY

Health (Core)

Program
No.

Pay
Grade

OFFICE ASSISTANT, TRAINEE

40

3622 ZIKA PROGRAM INITIATIVE TOTAL
LDH

LA DEPT OF HEALTH/HUMAN SVCS TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

0.57

0.57

0.00

0.57

0.57

0.00

12.80

12.80

0.00

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

89.88

90.88

1.00

PRIV
LOCAL FOUNDATION GRANTS
3610 GNOP QUALITY IMPROVMENT INITIA
HEALTH PROJECT & PLANNING SPECIALIST

76

3610 GNOP QUALITY IMPROVMENT INITIA TOTAL

PRIV

LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 338

 Page 339

 Health – EMS
Overview
Budget Summary

Page 340

 Health – EMS
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Emily Nichols, MD
2929 Earhart Blvd, New Orleans LA 70125
504.658.2650
24/7/365

Mission Statement
The mission of New Orleans EMS is to provide the highest quality prehospital emergency care to
residents and visitors of New Orleans. As public servants, our sense of purpose is reflected solely in
our time sensitive, medically sound, respectful, and compassionate delivery of emergency
medical services.

Vision Statement
Our vision remains cutting edge patient care for the residents and visitors of New Orleans while
remaining a viable and strong revenue center for the City.

Page 341

 Organizational Chart

 !'  )%' 6    !  "  !'  )%' 
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Page 342

 -&&%')  )   

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 Accomplishments of the Last Year
•

•

•

Accomplishment 1: Dissected field
response efficiency
o

Worked (working) with OPCD to reevaluate 911 calls, their priorities,
and EMS response

o

Worked with Office of Performance
& Accountability to evaluate staffing,
fleet, and deployment strategies

o

Assigned personnel to detect trends,
predict challenges, and more
proactively identify solutions

o

Working with field staff to pinpoint
day-to-day areas for improvement

•

•

Accomplishment 2: Partnered with
internal and external agencies to improve
prehospital component of patient care
o Teamed with Emergency
Maintenance Division (EMD) to
ensure timely fleet maintenance and
repairs
o Arranged quarterly meetings with
local hospitals to improve wall times,
patient hand-off, and inform local
clinicians about City social services
o Conducted region-wide training to
benefit all prehospital providers
o Participated in Opiate Task Force
and its pioneering initiatives
o Executed AED instillation in all City of
YES buildings

Accomplishment 4: Educated our
community to improve its overall health
o

Increased community training in bystander
CPR and Stop the Bleed

o

Promoted “providers, not just drivers”
messaging to increase education

o

Focused on provider quality improvement
and continued training

o

Developed alternative destinations to offer
more comprehensive care

Accomplishment 5: Expanded
organizational chart with budget neutral
changes
o

•

Accomplishment 3: Fostered positive
work environment and promoted a
culture of wellness
o Collaborated with NOPD, NOFD, and
OPCD to better ensure provider
safety while performing their job
o Assigned LGBTQ+ liaison to benefit
employees and patients
o Provided pet therapy during Mardi
Gras
o Conducted 1st ever employee
engagement survey
o Developed Critical Incident Stress
Management and peer support teams

 

Hiring Committee

 

Wellness Committee

 

Community Relations Team

o

Created revolving roles to allow for
employee growth and leadership
development

o

Reinvigorated Volunteers in Government
of Responsibility (VIGORs) to support
overall operations

Accomplishment 6: Ensured fiscal
responsible approaches to patient care and
provision of prehospital medical services
o

Identified conditions/services where debt
collection is futile

o

Began collecting old debt for services
through subcontracted agency

o

Page 343

Developed committees to increase
transparency and engage staff at all levels

 

Follows with health insurers

 

Establishes “fair share” for medical
care

Developed payment plan options for
persons with limited pay capability

 Budget Priorities for this Year
•

Budget Priority 1: Improved 911 response
o

•

•

Continued framework development to
enhance system efficiency and
readiness

o

Continued data-mining with more realtime innovation and scalability

o

Increased collaborations to ensure
seamless, integrated, & reliable care

o

Continued development of alternative
destinations away from ED

o

Adapt & evolve in line with the National
Highway Traffic & Safety Administration

•

Budget Priority 3: Create processes to
support sustainability of our accomplishments
o

Formalized policies/procedures

o

Memorialized partnerships

o

Reinforcing culture shifts and
reassuring “late-majority/laggard”
adopters of change

Budget Priority 4: Continued transparency
and information sharing with our community
o

Continued CPR/Stop the Bleed
training

o

Continued development of mobile
integrated healthcare and
collaboration with local agencies to
increase patient access

o

Continued work with NOHD to identify
health needs unique to our City and
each neighborhood

o

Build a more people-centered
approach to consistent and
compassionate care

Budget Priority 2: Continued staff
development
o

Increased employee recruitment and
retention

o

Increased top-down accountability

o

Increased continuing education to keep
providers competent and cutting edge

o

Growth of our future agency leaders

Page 344

 Budget Summary - EMS

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   (06

15,463,022

'ROODU 
&KDQJH 
)<     
629,967

3HUFHQW 
&KDQJH 
)<     
4.25%

5,084,406

5,403,866

319,460

6.28%

0

0

0

0

-

          

          

          

       

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

12,892,251

14,833,055

Other Operating

4,726,603

Debt Service
7RWDO ([SHQGLWXUHV

Page 345

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

14,833,055
       

15,463,022
       

Page 346

'ROODU 
&KDQJH 
)<     
629,967

3HUFHQW 
&KDQJH 
)<     
4.25%

 Page 347

 HEALTH

PROGRAM DETAIL

EMS

Program
No.

001 GENERAL FUND
3665 EMERGENCY MED SERV OPERATIONS

Personal
Services

Other
Operating

Debt
Service

Total

13,603,399

3,800,518

0

17,403,917

837,022

0

0

837,022

94,736

994,148

0

1,088,884

3679

EMERGENCY MED SERV ADMIN

3690

EMERGENCY MED SERV CALL CENTER

3691

EMERGENCY MED SERV TRAIN ED

413,011

0

0

413,011

3696

EMERGENCY MED SERV LOGISTI/SOD

341,955

0

0

341,955

15,290,123

4,794,666

0

20,084,789

FEM FED DEPARTMENT OF EMERGENCY
3665 EMERGENCY MED SERV OPERATIONS

0

160,800

0

160,800

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

160,800

0

160,800

FHS FED DEPT. OF HOMELAND SECURITY
3665
EMERGENCY MED SERV OPERATIONS

0

80,400

0

80,400

FHS FED DEPT. OF HOMELAND SECURITY TOTAL

0

80,400

0

80,400

FJA FEDERAL DEPARTMENT OF JUSTICE
3692 IMPROV CRIM JUST RESPONS PROGR

172,899

330,000

0

502,899

FJA

FEDERAL DEPARTMENT OF JUSTICE TOTAL

172,899

330,000

0

502,899

LDH LA DEPT OF HEALTH/HUMAN SVCS
3665
EMERGENCY MED SERV OPERATIONS

0

2,000

0

2,000

LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL

0

2,000

0

2,000

LPS LA DEPT OF PUBLIC SAFETY
3665
EMERGENCY MED SERV OPERATIONS

0

36,000

0

36,000

LPS

0

36,000

0

36,000

001 GENERAL FUND TOTAL

LA DEPT OF PUBLIC SAFETY TOTAL

Page 348

 HEALTH

PROGRAM DETAIL

EMS

Program
No.

DEPARTMENTAL TOTAL

Personal
Services

Other
Operating

Debt
Service

Total

15,463,022

5,403,866

0

20,866,888

Page 349

 HEALTH

EXPENDITURE SUMMARY

EMS

Program
No.
001

EMERGENCY MED SERV OPERATIONS
EMERGENCY MED SERV ADMIN
EMERGENCY MED SERV CALL CENTER
EMERGENCY MED SERV TRAIN ED
EMERGENCY MED SERV LOGISTI/SOD

GENERAL FUND TOTAL

EMERGENCY MED SERV OPERATIONS

FED DEPARTMENT OF EMERGENCY TOTAL

EMERGENCY MED SERV OPERATIONS

FED DEPT. OF HOMELAND SECURITY TOTAL

IMPROV CRIM JUST RESPONS PROGR

FEDERAL DEPARTMENT OF JUSTICE TOTAL

EMERGENCY MED SERV OPERATIONS

LA DEPT OF HEALTH/HUMAN SVCS TOTAL

2020

2019-2020

14,219,227
1,055,217
1,049,759
544,982
333,024

16,479,949
949,220
1,081,710
442,517
315,289

17,403,917
837,022
1,088,884
413,011
341,955

923,968
(112,198)
7,174
(29,506)
26,666

17,202,209

19,268,685

20,084,789

816,104

0

80,400

160,800

80,400

0

80,400

160,800

80,400

0

80,400

80,400

0

0

80,400

80,400

0

45,765

449,976

502,899

52,923

45,765

449,976

502,899

52,923

0

2,000

2,000

0

0

2,000

2,000

0

370,880

0

0

0

370,880

0

0

0

0

36,000

36,000

0

0

36,000

36,000

0

LA HIGHWAY SAFETY COMMISSION

3667

EMS PORT SECURITY GRANT

LA HIGHWAY SAFETY COMMISSION TOTAL
LPS

2019

LA DEPT OF HEALTH/HUMAN SVCS
3665

LHS

2018

FEDERAL DEPARTMENT OF JUSTICE

3692

LDH

Variance

FED DEPT. OF HOMELAND SECURITY
3665

FJA

Proposed

FED DEPARTMENT OF EMERGENCY

3665

FHS

Adopted

GENERAL FUND

3665
3679
3690
3691
3696

FEM

Actual

LA DEPT OF PUBLIC SAFETY
3665

EMERGENCY MED SERV OPERATIONS

LA DEPT OF PUBLIC SAFETY TOTAL

Page 350

 HEALTH

EXPENDITURE SUMMARY

EMS

Program
No.
DEPARTMENT TOTAL

Page 351

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

17,618,854

19,917,461

20,866,888

949,427

 HEALTH

PERSONNEL SUMMARY

EMS

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
3665 EMERGENCY MED SERV OPERATIONS

EMERGENCY MEDICAL TECHNICIAN, ASSISTANT

64

4.00

4.00

0.00

EMERGENCY MEDICAL TECHNICIAN, INTERMEDIATE

66

1.25

1.25

0.00

EMERGENCY MEDICAL COORDINATOR, ASSISTANT

81

8.00

8.00

0.00

PHYSICIAN

16

0.25

0.25

0.00

EMERGENCY MEDICAL TECHNICIAN, PARAMEDIC

75

77.25

77.25

0.00

EMERGENCY MEDICAL TECHNICIAN, ASSISTANT

64

36.50

36.50

0.00

127.25

127.25

0.00

3665 EMERGENCY MED SERV OPERATIONS TOTAL
3679 EMERGENCY MED SERV ADMIN
MEDICAL DIRECTOR

U16

1.00

1.00

0.00

CHIEF OF EMS

U07

1.00

1.00

0.00

EMERGENCY MEDICAL COORDINATOR

87

1.00

1.00

0.00

EMERGENCY MEDICAL COORDINATOR, ASSISTANT

81

1.00

1.00

0.00

EMERGENCY MEDICAL TECHNICIAN, PARAMEDIC

75

1.00

1.00

0.00

PUBLIC HEALTH NURSE III

84

1.00

1.00

0.00

6.00

6.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

3679 EMERGENCY MED SERV ADMIN TOTAL
3690 EMERGENCY MED SERV CALL CENTER
EMERGENCY MEDICAL COORDINATOR, ASSISTANT

81

3690 EMERGENCY MED SERV CALL CENTER TOTAL
3691 EMERGENCY MED SERV TRAIN ED
EMERGENCY MEDICAL TECHNICIAN, PARAMEDIC

75

1.00

1.00

0.00

EMERGENCY MEDICAL TECHNICIAN, INTERMEDIATE

66

0.25

0.25

0.00

EMERGENCY MEDICAL COORDINATOR, ASSISTANT

81

2.00

2.00

0.00

EMERGENCY MEDICAL COORDINATOR

87

1.00

1.00

0.00

Page 352

 HEALTH

PERSONNEL SUMMARY

EMS

Program
No.

Pay
Grade

3691 EMERGENCY MED SERV TRAIN ED TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

4.25

4.25

0.00

3696 EMERGENCY MED SERV LOGISTI/SOD
EMERGENCY MEDICAL TECHNICIAN, INTERMEDIATE

66

1.00

1.00

0.00

EMERGENCY MEDICAL COORDINATOR

87

1.00

1.00

0.00

EMERGENCY MEDICAL TECHNICIAN, PARAMEDIC

75

1.00

1.00

0.00

EMERGENCY MEDICAL TECHNICIAN, ASSISTANT

64

1.00

1.00

0.00

4.00

4.00

0.00

142.50

142.50

0.00

3696 EMERGENCY MED SERV LOGISTI/SOD TOTAL

001
FJA

FJA

GENERAL FUND TOTAL
FEDERAL DEPARTMENT OF JUSTICE
3692 IMPROV CRIM JUST RESPONS PROGR
HEALTH PROJECT & PLANNING SPECIALIST

76

1.00

1.00

0.00

HEALTH PROJECT & PLANNING SENIOR ANALYST

63

1.00

1.00

0.00

3692 IMPROV CRIM JUST RESPONS PROGR TOTAL

2.00

2.00

0.00

FEDERAL DEPARTMENT OF JUSTICE TOTAL

2.00

2.00

0.00

144.50

144.50

0.00

DEPARTMENT TOTAL

Page 353

 Human Services
Juvenile Justice Intervention Center (JJIC)
Overview
Budget Summary

Page 354

 Human Services, Juvenile Justice Intervention Center
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Dr. Kyshun Webster, Sr.
1100-A Milton Street
504-658-3400
24 hours 7 days a week

Mission Statement
Our mission is to provide a temporary safe, secure, and humane environment that provides juveniles an
opportunity for behavioral change; while offering quality services and programs for juveniles based on
their individual needs.

Vision Statement
The Juvenile Justice Intervention Center (JJIC) will foster an environment that recognizes innovative
thinking, while providing staff and youth with unlimited learning and developmental opportunities. A
commitment to growth and continuous improvement will result in the JJIC being recognized nationally
as an innovative leader providing quality evidence-based juvenile detention.

Page 355

 Organizational Chart

Page 356

 Accomplishments of the Last Year
Accomplishment 1: Lowered youth
assault rate av. by approx. 34%
annually.

Accomplishment 4: Restructured
operations and hired a senior-level
management team for more specialized
management oversight.

Accomplishment 2: Increased
overall av. daily youth attendance at
school by approx. 54%.

Accomplishment 5: Improved security
infrastructure by installing doors and locks.

Accomplishment 3: Developed and
implemented a responsive corrective
action plan to improve JDAI
conditions of confinement for youth.

Accomplishment 6: Created new digitized
management systems for youth case
management and facilities maintenance.
Accomplishment 7: Hosted job fair that
attracted over 230 prospect employees.

Budget Priorities for this Year
Budget Priority 1: Staff and maintain
the opening of the new expansion of
28 more bed facility.

Budget Priority 3: Expand JJIC
interventions to include re-entry support
for youth and families.

Budget Priority 2: Improve overall safety
and security infrastructure.

Budget Priority 4: Develop and
implement job-skill enhancement
programs for the new “Raise the Age”
population of 17yr old youth.
Budget Priority 5: Improve youth
medical & behavioral health services
through partnership with Children’s
Hospital.
Budget Priority 6: Improve
management and operations by
integrating new technologies for
efficiency and accountability.

Page 357

 Budget Summary - Human Services

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   +XPDQ 6HUYLFHV

4,312,753

'ROODU 
&KDQJH 
)<     
111,000

3HUFHQW 
&KDQJH 
)<     
2.64%

2,172,858

2,903,207

730,349

33.61%

0

0

0

0

-

         

         

         

       

      

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

3,857,408

4,201,753

873,029

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 358

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

4,201,753
      

4,312,753
      

Page 359

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 Page 360

     
      
             
 
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Page 361

 HUMAN SERVICES

PROGRAM DETAIL

Human Services

Program
No.

001 GENERAL FUND
3801 DIRECTOR'S OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

190,578

0

0

190,578

208,845

0

0

208,845

3,226,846

2,903,207

0

6,130,053

3810

MANAGEMENT SERVICES

3873

YSC RESIDENTIAL LIFE

3875

YSC DIETARY SVCS

225,230

0

0

225,230

3878

MAINTENANCE

461,254

0

0

461,254

001 GENERAL FUND TOTAL

4,312,753

2,903,207

0

7,215,960

DEPARTMENTAL TOTAL

4,312,753

2,903,207

0

7,215,960

Page 362

 HUMAN SERVICES

EXPENDITURE SUMMARY

Human Services

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

164,216
122,923
8,261
3,809,230
187,881
384,773
53,153

185,678
109,442
0
5,611,260
174,321
293,910
0

190,578
208,845
0
6,130,053
225,230
461,254
0

4,900
99,403
0
518,793
50,909
167,344
0

GENERAL FUND TOTAL

4,730,437

6,374,611

7,215,960

841,349

DEPARTMENT TOTAL

4,730,437

6,374,611

7,215,960

841,349

001

GENERAL FUND

3801
3810
3871
3873
3875
3878
3879

DIRECTOR'S OFFICE
MANAGEMENT SERVICES
YSC ADMINISTRATION
YSC RESIDENTIAL LIFE
YSC DIETARY SVCS
MAINTENANCE
MEDICAL

Page 363

 HUMAN SERVICES

PERSONNEL SUMMARY

Human Services

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

0.00

1.00

1.00

0.00

1.00

1.00

GENERAL FUND
3801 DIRECTOR'S OFFICE

DIRECTOR OF HUMAN SERVICES

U76

3801 DIRECTOR'S OFFICE TOTAL
3810 MANAGEMENT SERVICES
MANAGEMENT DEVELOPMENT ANALYST II

69

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

0.00

1.00

1.00

ACCOUNTANT III

76

1.00

1.00

0.00

1.50

2.50

1.00

3810 MANAGEMENT SERVICES TOTAL
3873 YSC RESIDENTIAL LIFE
JUVENILE DETENTION COUNCILOR II

58

9.60

9.60

0.00

SECURITY MANAGER

69

1.00

1.00

0.00

ADOLESCENT HOME TRAINING COORDINATOR

68

1.00

1.00

0.00

SOCIAL WORKER I

63

0.00

1.00

1.00

SOCIAL WORKER III

68

4.00

4.00

0.00

JUVENILE DETENTION COUNSELOR III

60

10.00

10.00

0.00

JUVENILE DETENTION COUNCILOR I

55

5.00

5.00

0.00

OFFICE ASSISTANT, TRAINEE

40

4.00

4.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

0.00

1.00

1.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

JUVENILE DETENTION COUNCILOR I

55

0.00

5.00

5.00

JUVENILE DETENTION SUPERVISOR

63

7.00

7.00

0.00

Page 364

 HUMAN SERVICES

PERSONNEL SUMMARY

Human Services

Program
No.

Pay
Grade

3873 YSC RESIDENTIAL LIFE TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

46.60

53.60

7.00

3875 YSC DIETARY SVCS
LABOR SUPERVISOR II

50

1.00

1.00

0.00

FOOD SERVICES WORKER

41

3.00

3.00

0.00

SENIOR FOOD SERVICES WORKER

44

1.00

1.00

0.00

5.00

5.00

0.00

3875 YSC DIETARY SVCS TOTAL
3878 MAINTENANCE

LABORER

41

4.00

4.00

0.00

MAINTENANCE ENGINEER

69

1.00

1.00

0.00

PLANT ENGINEER

79

1.00

1.00

0.00

PLANT ATTENDANT

42

3.00

3.00

0.00

9.00

9.00

0.00

62.10

71.10

9.00

62.10

71.10

9.00

3878 MAINTENANCE TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 365

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Page 368

DƵŶŝĐŝƉĂů  ŵƉůŽLJĞĞƐ 
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+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   )LQDQFH  &RUH

13,703,042

'ROODU 
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1,095,085

3HUFHQW 
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8.69%

18,984,977

22,837,427

3,852,450

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35,211,230

25,988,340

26,001,816

13,476

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Personal Services

10,521,732

12,607,957

Other Operating

15,689,754

Debt Service
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Page 369

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12,607,957
       

13,703,042
       

Page 370

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 Page 371

     
      
             
 
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Page 372

 FINANCE

PROGRAM DETAIL

Finance (Core)

Program
No.

001 GENERAL FUND
4001 DIRECTOR'S OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

1,437,633

6,728,235

0

8,165,868

0

2,200,000

0

2,200,000

747,915

2,936,450

0

3,684,365

1,297,669

0

0

1,297,669

4007

PTF-TRANSIT

4011

BUREAU OF ACCOUNTING

4016

GENERAL FUND

4019

ACCOUNTS PAYABLE

145,638

0

0

145,638

4026

PAYROLL/PAYROLL DEDUCTIONS

311,984

0

0

311,984

4031

BUREAU OF REVENUE

1,086,859

765,450

0

1,852,309

4032

REVENUE APPLICATIONS

2,658,703

0

0

2,658,703

4033

FISCAL RECORDS

999,679

0

0

999,679

4041

BUREAU OF TREASURY

1,285,639

772,587

0

2,058,226

4042

CASHIERS

298,176

0

0

298,176

4043

AD VALOREM TAXES

390,050

0

0

390,050

4044

RECEIPTS & DISBURSEMENTS

290,690

0

0

290,690

4045

TA RESEARCH

186,631

0

0

186,631

4046

BRAKE TAG/SANITATION

65,116

0

0

65,116

4047

NON-OP DEBT SERVICE

0

0

26,001,816

26,001,816

4051

BUREAU OF PURCHASING

663,441

66,972

0

730,413

4081

EMPLOYEES RETIREMENT SYSTEM

871,986

51,940

0

923,926

12,737,809

13,521,634

26,001,816

52,261,259

145 FRENCH QTR DEVELOP DISTRICT
4012 FRENCH QUARTER ECONOMIC DEVELO

0

4,400,000

0

4,400,000

145 FRENCH QTR DEVELOP DISTRICT TOTAL

0

4,400,000

0

4,400,000

001 GENERAL FUND TOTAL

207 FRENCH QUARTER IMPROVEMENT FD

Page 373

 FINANCE

PROGRAM DETAIL

Finance (Core)

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

500,000

0

500,000

0

500,000

0

500,000

257 ADVALOREM PROPERTY TAX ENFORMT
4041
BUREAU OF TREASURY

100,000

100,000

0

200,000

257 ADVALOREM PROPERTY TAX ENFORMT TOTAL

100,000

100,000

0

200,000

701 CAPITAL IMPROVEMT & INFRASTRUC
4011 BUREAU OF ACCOUNTING

865,233

4,315,793

0

5,181,026

701 CAPITAL IMPROVEMT & INFRASTRUC TOTAL

865,233

4,315,793

0

5,181,026

13,703,042

22,837,427

26,001,816

62,542,285

4012

FRENCH QUARTER ECONOMIC DEVELO

207 FRENCH QUARTER IMPROVEMENT FD TOTAL

DEPARTMENTAL TOTAL

Page 374

 FINANCE

EXPENDITURE SUMMARY

Finance (Core)

Program
No.
001

DIRECTOR'S OFFICE
PTF-TRANSIT
BUREAU OF ACCOUNTING
GENERAL FUND
ACCOUNTS PAYABLE
PAYROLL/PAYROLL DEDUCTIONS
BUREAU OF REVENUE
REVENUE APPLICATIONS
FISCAL RECORDS
BUREAU OF TREASURY
CASHIERS
AD VALOREM TAXES
RECEIPTS & DISBURSEMENTS
TA RESEARCH
BRAKE TAG/SANITATION
NON-OP DEBT SERVICE
BUREAU OF PURCHASING
EMPLOYEES RETIREMENT SYSTEM

GENERAL FUND TOTAL

FRENCH QUARTER ECONOMIC DEVELO

FRENCH QTR DEVELOP DISTRICT TOTAL

Variance

2018

2019

2020

2019-2020

7,605,202
1,834,220
2,392,318
1,116,288
139,915
197,419
993,979
2,484,255
877,704
1,180,301
254,742
356,746
304,014
176,779
60,726
31,350,492
528,844
563,659

7,200,436
2,200,000
3,784,807
1,270,360
161,094
254,349
1,799,423
2,241,602
837,108
1,836,337
242,545
361,847
290,370
173,792
60,001
25,988,340
760,710
818,153

8,165,868
2,200,000
3,684,365
1,297,669
145,638
311,984
1,852,309
2,658,703
999,679
2,058,226
298,176
390,050
290,690
186,631
65,116
26,001,816
730,413
923,926

965,432
0
(100,442)
27,309
(15,456)
57,635
52,886
417,101
162,571
221,889
55,631
28,203
320
12,839
5,115
13,476
(30,297)
105,773

52,417,603

50,281,274

52,261,259

1,979,985

4,296,198

4,400,000

4,400,000

0

4,296,198

4,400,000

4,400,000

0

0

500,000

500,000

0

0

500,000

500,000

0

0

200,000

200,000

0

FRENCH QUARTER IMPROVEMENT FD
4012

FRENCH QUARTER ECONOMIC DEVELO

FRENCH QUARTER IMPROVEMENT FD TOTAL
257

Proposed

FRENCH QTR DEVELOP DISTRICT
4012

207

Adopted

GENERAL FUND

4001
4007
4011
4016
4019
4026
4031
4032
4033
4041
4042
4043
4044
4045
4046
4047
4051
4081

145

Actual

ADVALOREM PROPERTY TAX ENFORMT
4041

BUREAU OF TREASURY
Page 375

 FINANCE

EXPENDITURE SUMMARY

Finance (Core)

Program
No.
ADVALOREM PROPERTY TAX ENFORMT TOTAL

701

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0

200,000

200,000

0

848,177
0
3,860,738
0

2,140,161
33,874
0
25,965

5,181,026
0
0
0

3,040,865
(33,874)
0
(25,965)

4,708,915

2,200,000

5,181,026

2,981,026

61,422,716

57,581,274

62,542,285

4,961,011

CAPITAL IMPROVEMT & INFRASTRUC
4011
4031
4047
4051

BUREAU OF ACCOUNTING
BUREAU OF REVENUE
NON-OP DEBT SERVICE
BUREAU OF PURCHASING

CAPITAL IMPROVEMT & INFRASTRUC TOTAL

DEPARTMENT TOTAL

Page 376

 FINANCE

PERSONNEL SUMMARY

Finance (Core)

Adopted
2019

Proposed
2020

Variance
2019-2020

96

1.00

1.00

0.00

DEPUTY DIRECTOR OF FINANCE

U03

1.00

1.00

0.00

DIRECTOR OF FINANCE

U09

1.00

1.00

0.00

EXECUTIVE SECRETARY

67

1.00

1.00

0.00

UX6

1.00

1.00

0.00

FINANCIAL SYSTEMS ADMINISTRATOR

92

1.00

1.00

0.00

MANAGEMENT SERVICES ADMINISTRATOR

88

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

8.00

8.00

0.00

Program
No.
001

Pay
Grade

GENERAL FUND
4001 DIRECTOR'S OFFICE

CITY ECONOMIST

SECRETARY, FINANCE

4001 DIRECTOR'S OFFICE TOTAL
4011 BUREAU OF ACCOUNTING
COMPTROLLER

00

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

HRIS COORDINATOR

84

1.00

1.00

0.00

COMPTROLLER, ASSISTANT

96

2.00

2.00

0.00

5.00

5.00

0.00

4011 BUREAU OF ACCOUNTING TOTAL
4016 GENERAL FUND
ACCOUNTANT II

74

2.00

2.00

0.00

ACCOUNTANT I

72

4.00

4.00

0.00

PRINCIPAL ACCOUNTANT

78

4.00

4.00

0.00

CHIEF ACCOUNTANT

88

1.00

1.00

0.00

ACCOUNTANT III

76

3.49

3.49

0.00

14.49

14.49

0.00

4016 GENERAL FUND TOTAL
4019 ACCOUNTS PAYABLE
Page 377

 FINANCE

PERSONNEL SUMMARY

Finance (Core)

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

OFFICE ASSISTANT I

44

1.00

1.00

0.00

FINANCIAL SERVICES AGENT

51

1.00

1.00

0.00

ACCOUNTS PAYABLE SUPERVISOR

57

1.00

1.00

0.00

3.00

3.00

0.00

4019 ACCOUNTS PAYABLE TOTAL
4026 PAYROLL/PAYROLL DEDUCTIONS
ASSISTANT PAYROLL SUPERVISOR

69

1.00

1.00

0.00

PAYROLL SUPERVISOR

83

2.00

2.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

4.00

4.00

0.00

4026 PAYROLL/PAYROLL DEDUCTIONS TOTAL
4031 BUREAU OF REVENUE
REVENUE COLLECTOR,ASSISTANT

96

3.00

3.00

0.00

REVENUE COLLECTOR

00

1.00

1.00

0.00

REVENUE COLLECTION SUPERVISOR

88

1.00

1.00

0.00

FINANCE OPERATIONS MANAGER

88

1.00

1.00

0.00

6.00

6.00

0.00

4031 BUREAU OF REVENUE TOTAL
4032 REVENUE APPLICATIONS
AUDITOR ASSISTANT

72

1.00

1.00

0.00

REVENUE COLLECTION SUPERVISOR

88

1.00

1.00

0.00

SENIOR REVENUE FIELD AGENT

69

4.00

4.00

0.00

TAX COLLECTION SPECIALIST II

61

2.00

2.00

0.00

SENIOR AUDITOR

76

3.00

3.00

0.00

AUDITOR ASSISTANT

72

7.00

7.00

0.00

PRINCIPAL AUDITOR

78

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

6.00

6.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

7.00

7.00

0.00

Page 378

 FINANCE

PERSONNEL SUMMARY

Finance (Core)

Program
No.

Pay
Grade

AUDITOR

74

4032 REVENUE APPLICATIONS TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

3.00

3.00

0.00

35.00

35.00

0.00

4033 FISCAL RECORDS
TAX COLLECTION SPECIALIST

57

3.00

3.00

0.00

OFFICE ASSISTANT III

48

2.00

2.00

0.00

REVENUE COLLECTION SUPERVISOR

88

3.00

3.00

0.00

TAX COLLECTION SPECIALIST II

61

3.00

3.00

0.00

OFFICE ASSISTANT, TRAINEE

40

0.49

0.49

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.49

2.49

0.00

TAX COLLECTION SUPERVISOR

65

1.00

1.00

0.00

16.98

16.98

0.00

4033 FISCAL RECORDS TOTAL

4041 BUREAU OF TREASURY
TAX COLLECTION SPECIALIST

57

2.00

2.00

0.00

TREASURY BUREAU CHIEF

00

1.00

1.00

0.00

TREASURY BUREAU CHIEF, ASSISTANT

96

1.49

1.49

0.00

REVENUE COLLECTION SUPERVISOR

88

2.00

2.00

0.00

ACCOUNTANT II

74

1.00

1.00

0.00

ACCOUNTANT I

72

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

TREASURY BUREAU CHIEF, ASSISTANT

96

1.00

1.00

0.00

12.49

12.49

0.00

4041 BUREAU OF TREASURY TOTAL
4042 CASHIERS
Page 379

 FINANCE

PERSONNEL SUMMARY

Finance (Core)

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

REVENUE COLLECTION SUPERVISOR

88

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

TAX COLLECTION SPECIALIST

57

1.00

1.00

0.00

TAX COLLECTION SPECIALIST II

61

1.00

1.00

0.00

TAX COLLECTION SUPERVISOR

65

1.00

1.00

0.00

5.00

5.00

0.00

4042 CASHIERS TOTAL
4043 AD VALOREM TAXES

TAX COLLECTION SPECIALIST II

61

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

FINANCE OPERATIONS MANAGER

88

1.00

1.00

0.00

5.00

5.00

0.00

4043 AD VALOREM TAXES TOTAL
4044 RECEIPTS & DISBURSEMENTS

CHIEF ACCOUNTANT

88

1.00

1.00

0.00

ACCOUNTANT III

76

1.00

1.00

0.00

ACCOUNTANT II

74

1.00

1.00

0.00

3.00

3.00

0.00

4044 RECEIPTS & DISBURSEMENTS TOTAL
4045 TA RESEARCH
TAX COLLECTION SUPERVISOR

65

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

TAX COLLECTION SPECIALIST

57

1.00

1.00

0.00

3.00

3.00

0.00

1.00

1.00

0.00

4045 TA RESEARCH TOTAL
4046 BRAKE TAG/SANITATION
TAX COLLECTION SPECIALIST II

61
Page 380

 FINANCE

PERSONNEL SUMMARY

Finance (Core)

Program
No.

Pay
Grade

4046 BRAKE TAG/SANITATION TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

4051 BUREAU OF PURCHASING
BUYER III

71

2.49

2.49

0.00

PURCHASING ADMINISTRATOR, ASSISTANT

96

1.00

1.00

0.00

PURCHASING AGENT, ASSISTANT

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

4.00

4.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

9.49

9.49

0.00

69

1.00

1.00

0.00

U00

1.00

1.00

0.00

ACCOUNTANT III

76

2.50

2.50

0.00

CHIEF ACCOUNTANT

88

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

6.50

6.50

0.00

137.95

137.95

0.00

3.00

3.00

0.00

3.00

3.00

0.00

3.00

3.00

0.00

140.95

140.95

0.00

4051 BUREAU OF PURCHASING TOTAL
4081 EMPLOYEES RETIREMENT SYSTEM
ADMINISTRATIVE SUPPORT SUPV IV
MANAGER, RETIREMENT SYSTEM

4081 EMPLOYEES RETIREMENT SYSTEM TOTAL
001
701

GENERAL FUND TOTAL
CAPITAL IMPROVEMT & INFRASTRUC
4011 BUREAU OF ACCOUNTING
ACCOUNTANT I

72

4011 BUREAU OF ACCOUNTING TOTAL
701

CAPITAL IMPROVEMT & INFRASTRUC TOTAL

DEPARTMENT TOTAL

Page 381

 Property Management
Overview
Budget Summary

Page 382

 Property Management
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Martha Griset
1300 Perdido Street, Room 5W08
New Orleans, LA 70112
(504) 658-3600
8:00 a.m. - 5:00 p.m.

The Department of Property Management is mandated by the City Charter, specifically Chapter 14,
Section 4-1401-4-1402 to maintain all buildings owned or operated by the City for a public purpose
and perform all custodial functions in connection therewith; provided the buildings are occupied
exclusively by a single office, department or board.

Mission Statement

The overall mission of the Department of Property Management is to provide maintenance for all City
owned facilities while emphasizing sustainability and efficient building maintenance services, to manage
municipal parking garages and to provide special events support.
Primary duties include:
•

Performing preventative maintenance, repair and minor construction services for city owned
facilities

•

Participate in plan review of City facilities and provide input on major capital improvement
construction projects

•

Manage City’s custodial contract

•

Manage municipal parking garages

•

Provide real estate services (such as leasing, selling and purchasing) for City agencies and
properties

Vision Statement

The Department of Property Management is committed to delivering a wide array of support services
and to assist all city agencies with managing and sustaining the City properties in a professional and
judicious manner.
We are dedicated to preserving and maintaining municipal facilities, providing effective management
of departmental resources, and incorporating efficiencies in responding to all City agencies
requesting support services.

Page 383

 Organizational Chart- Property Management

  
    
 

       
  
    
 

   
    
  


           

          
 

Accomplishments of the Last Year
Accomplishment 1: Overtime ReductionClosely managed overtime usage which
resulted in a 57% decrease in overtime
spending for 2019 Mardi Gras compared to
2018 and anticipate an overall year end OT
reduction of approximately 45% compared
to last year (2018 Total OT expended
$462,000, OT expended y-t-d 110,688).

Accomplishment 4: Improved work
environment by promoting eligible
employees for career progression in lieu of
using overtime and created paths for career
advancement with the assistance of Civil
Service for electrician and maintenance
worker job series.

Accomplishment 2: 99% completion of
new sexual harassment training and
increased revenue collections from rent &
leases, parking and real estate counter
sales by 61% compared to 3 rd QTR 2018.

Accomplishment 5: Implemented 15
energy efficiency projects which reduced
city’s electric use and GHG emission by
approximately 24% (3,000,000
kWh and 2,100 metric tons, respectively)
and will save the City an estimated
$295,000 annually on its utility bill.

Accomplishment 3: Improved
preventative maintenance servicesperformed 163 quarterly inspections to
date on City generators, 229 by end of
year. Performed 138 preventative
maintenance inspections on HVAC
units to date, 684 by end of year.

Accomplishment 6: Made significant
advancement in developing digitized work
order system, will be completed by year end
2019.

Page 384

 Department Goals for this Year
Budget Priority 4: Expand department capacity
to perform more repairs and departmental
projects with city staff versus outside contractor.

Budget Priority 1: Implement work order
system – Fully implement digitize work
order request system by 2nd QTR 2020.

Budget Priority 5: Increase revenue
collections from rent & leases, and
parking.

Budget Priority 2: Reorganization- Complete
final phases of departmental re-organization.
Budget Priority 3: Create Energy Efficiency
Unit – Hire manager to direct the energy
efficiency projects and monitor the
effect/impact on city’s utilities expenditures.

Page 385

 Budget Summary - Property Management

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   3URSHUW\ 0DQDJHPHQW

6,186,579

'ROODU 
&KDQJH 
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478,730

3HUFHQW 
&KDQJH 
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8.39%

4,620,145

4,620,145

0

0.00%

0

0

0

0

-

          

          

          

       

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
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Personal Services

5,779,445

5,707,849

Other Operating

4,291,765

Debt Service
7RWDO ([SHQGLWXUHV

Page 386

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5,707,849
      

6,186,579
      

Page 387

'ROODU 
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478,730

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8.39%

 Page 388

     
      
             
 
 
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Page 389

 PROPERTY MANAGEMENT

PROGRAM DETAIL

Property Management

Program
No.

001 GENERAL FUND
4511 DIRECTOR'S OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

1,373,292

4,432,918

0

5,806,210

550,518

0

0

550,518

4512

V. A. BUILDING

4527

PUBLIC BUILDINGS MAINTENANCE

1,638,674

63,720

0

1,702,394

4542

MECHANICAL ENGINE ROOM

1,700,806

0

0

1,700,806

4550

GALLIER HALL

110,006

0

0

110,006

4555

MULTI-PURPOSE CENTERS

273,518

0

0

273,518

4560

CEMETERIES

49,280

0

0

49,280

4576

REALTY RECORDS

490,485

0

0

490,485

001 GENERAL FUND TOTAL

6,186,579

4,496,638

0

10,683,217

FEM FED DEPARTMENT OF EMERGENCY
4511
DIRECTOR'S OFFICE

0

123,507

0

123,507

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

123,507

0

123,507

6,186,579

4,620,145

0

10,806,724

DEPARTMENTAL TOTAL

Page 390

 PROPERTY MANAGEMENT
Program
No.
001

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

5,249,083
453,281
361,104
1,140,566
1,248,578
143,130
425,531
714,847
335,090

5,595,570
388,665
370,624
1,135,365
1,825,763
135,348
247,626
44,471
461,055

5,806,210
550,518
0
1,702,394
1,700,806
110,006
273,518
49,280
490,485

210,640
161,853
(370,624)
567,029
(124,957)
(25,342)
25,892
4,809
29,430

10,071,210

10,204,487

10,683,217

478,730

0

123,507

123,507

0

0

123,507

123,507

0

10,071,210

10,327,994

10,806,724

478,730

GENERAL FUND

4511
4512
4525
4527
4542
4550
4555
4560
4576

DIRECTOR'S OFFICE
V. A. BUILDING
CUSTODIANS
PUBLIC BUILDINGS MAINTENANCE
MECHANICAL ENGINE ROOM
GALLIER HALL
MULTI-PURPOSE CENTERS
CEMETERIES
REALTY RECORDS

GENERAL FUND TOTAL
FEM

EXPENDITURE SUMMARY

Property Management

FED DEPARTMENT OF EMERGENCY
4511

DIRECTOR'S OFFICE

FED DEPARTMENT OF EMERGENCY TOTAL
DEPARTMENT TOTAL

Page 391

 PROPERTY MANAGEMENT
Program
No.
001

PERSONNEL SUMMARY

Property Management
Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
4511 DIRECTOR'S OFFICE

DEPUTY DIRECTOR OF PROPERTY MGMT.

U97

1.00

1.00

0.00

DIRECTOR OF PROPERTY MANAGEMENT

U03

1.00

1.00

0.00

BUDGET COORDINATOR

86

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SUPV IV

69

1.00

1.00

0.00

OFFICE ASSISTANT III

48

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

U8X

1.00

1.00

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

2.00

2.00

0.00

12.00

12.00

0.00

SECRETARY, PROPERTY MANAGEMENT

4511 DIRECTOR'S OFFICE TOTAL

4512 V. A. BUILDING
MAINTENANCE ENGINEER

69

6.00

6.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

2.00

2.00

0.00

8.00

8.00

0.00

4512 V. A. BUILDING TOTAL
4527 PUBLIC BUILDINGS MAINTENANCE

SENIOR PLUMBER

73

2.00

2.00

0.00

OFFICE ASSISTANT III

48

1.00

1.00

0.00

BUILDINGS MAINTENANCE MANAGER

90

1.00

1.00

0.00

BUILDINGS REPAIR SUPERVISOR

73

1.00

1.00

0.00

SHEET METAL WORKER

58

1.00

1.00

0.00

WELDER

62

1.00

1.00

0.00

PLANNER & ESTIMATOR

52

1.00

1.00

0.00

Page 392

 PROPERTY MANAGEMENT

PERSONNEL SUMMARY

Property Management

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

PUBLIC BUILDINGS ADMINISTRATOR

90

1.00

1.00

0.00

PAINTER

58

1.00

1.00

0.00

ELECTRICIAN

62

1.00

1.00

0.00

CARPENTER

60

1.00

1.00

0.00

MAINTENANCE WORKER

46

2.00

2.00

0.00

LABORER

41

9.00

9.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

PUBLIC WORKS MAINTENANCE SUPERINTENDENT

77

2.00

2.00

0.00

LABORER

41

1.00

1.00

0.00

28.00

28.00

0.00

4527 PUBLIC BUILDINGS MAINTENANCE TOTAL
4542 MECHANICAL ENGINE ROOM
FACILITIES ENGINEERING SPECIALIST

75

3.00

3.00

0.00

BUILDINGS MAINTENANCE MANAGER

90

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

MAINTENANCE ENGINEER

69

13.00

13.00

0.00

PLANT ENGINEER

79

4.00

4.00

0.00

22.00

22.00

0.00

4542 MECHANICAL ENGINE ROOM TOTAL
4550 GALLIER HALL

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

MAINTENANCE ENGINEER

69

1.00

1.00

0.00

2.00

2.00

0.00

4.00

4.00

0.00

4.00

4.00

0.00

4550 GALLIER HALL TOTAL
4555 MULTI-PURPOSE CENTERS
MAINTENANCE ENGINEER

69

4555 MULTI-PURPOSE CENTERS TOTAL
Page 393

 PROPERTY MANAGEMENT

PERSONNEL SUMMARY

Property Management

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

1.00

1.00

0.00

4560 CEMETERIES

BUILDING SERVICES WORKER

42

4560 CEMETERIES TOTAL
4576 REALTY RECORDS

001

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

REAL ESTATE ADMINISTRATOR

86

1.00

1.00

0.00

TITLE ABSTRACTOR I

48

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.00

2.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

4576 REALTY RECORDS TOTAL

9.00

9.00

0.00

GENERAL FUND TOTAL

86.00

86.00

0.00

86.00

86.00

0.00

DEPARTMENT TOTAL

Page 394

 Page 395

 Civil Service

Overview
Budget Summary

Page 396

 Civil Service
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Lisa M. Hudson
1340 Poydras Street, Suite 900
New Orleans, LA
504-658-3500
8:00 a.m. – 5:00 p.m.

Mission Statement
To provide the most efficient and effective human resource services and programs to
enable City government to recruit, develop and retain a well-qualified and high
performing workforce in accordance with merit-system principles.

Vision Statement
To partner with City departments to make the City of New Orleans an employer of choice
and a leader in the management of human resources.

Organizational Chart

        ’         

            " 

                  

  
      
     " 
       
     
         

                 
"  
   
     
         

 
 
       

                 

Page 397

       "      !   
   
               

     !          
"             
         

 Accomplishments of the Last Year (2019)
Accomplishment 1: The Recruitment
Division has received 21,081
applications YTD including over 4,275
applications for Police Recruit.

Accomplishment 10: Received and
processed 114 employee disciplinary
appeals, completed 23 hearings and
processed over 411 Public Integrity
Bureau extension requests.

Accomplishment 2: Applications were
accepted for 375 separate job postings
YTD. 58 additional postings were made
for positions delegated to Sewerage
and Water Board.

Accomplishment 11: Created and
administered a new Fire Recruit
entrance examination.
Accomplishment 12: Created a new
Fire District Chief promotional exam.

Accomplishment 3: Eligible lists were
established in an average of 7 days for
employees hired during quarter one of
2019.

Accomplishment 13: Created a new
Police Sergeant exam.

Accomplishment 4: 2,845 online
requisitions for personnel actions have
been received YTD.

Accomplishment 14: Updated and
administered an EMS Coordinator,
Assistant exam.

Accomplishment 5: Reviewed and
processed 5,000+ personnel and pay
transactions through ADP year to
date. This included processing
personnel transactions to hire
approximately 545 new full time
employees

Accomplishment 15: Continued to
collaborate with the Youth Study Center
to facilitate “on the spot” conditional job
offers at job fairs in order to expedite
the hiring of Juvenile Detention Officers.
Accomplishment 16: Participated in
training conferences including IPAC,
SIOP, Neogov Training and LA
SHRM’s Diversity and Inclusion
Summit

Accomplishment 6: Collaborated with
the administration and City Council to
oversee a Pay Disparity study of city
positions.

Accomplishment 17: Collaborated with
Sewerage and Water Board to create
new administrator positions over
Continuous Improvement, Strategic
Planning, and Human Resources.

Accomplishment 7: Collaborated with
the city’s Information Technology
Division to establish a data dashboard
that provides a snapshot of the
Department’s performance on a realtime basis.

Accomplishment 18: Recommended
hiring rates for various job classifications
including Building, Mechanical, and
Electrical and Taxicab Inspectors.

Accomplishment 8: Oversaw the
addition of over 1,300 Sewerage &
Water Board Employees to the online
performance evaluation system
(PERFORM).

Accomplishment 19: Created a new
Internal Audit job series.

Accomplishment 9: Oversaw the
implementation of new Educational
Incentive and Professional Certification
special rates of pay resulting in 5% pay
increases for over 329 employees
YTD.
Page 398

 Budget Priorities for this Year
Budget Priority 1: Implementation of
the new H.I.R.E. initiative in order to
increase effectiveness and efficiency in
recruitment and selection processes by
bridging the recruitment gap between
Civil Service and city department’s
Human Resources staff.

Budget Priority 4: Create and
administer Police Lieutenant and Fire
Captain promotional examinations.
Budget Priority 5: Collaborate with
the city administration to convert the
existing training course catalogue into
a Learning Management System.

Budget Priority 2: Continue to
collaborate with the administration and
City Council to implement
recommendations of the Pay Disparity
study.

Budget Priority 6: Provide the city
administration with a multi-year plan to
implement a $15.00 Living Wage which
meets the legal requirements of a uniform
pay plan to be phased-in by the end
2023.

Budget Priority 3: Continue to
collaborate with the NOPJF to digitize
the Police Recruit Test and offer
nation-wide testing.

Page 399

 Budget Summary - Civil Service

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &LYLO 6HUYLFH

2,959,909

'ROODU 
&KDQJH 
)<     
100,000

3HUFHQW 
&KDQJH 
)<     
3.50%

504,922

504,922

0

0.00%

0

0

0

0

-

         

         

         

       

     

([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

Personal Services

2,336,420

2,859,909

153,128

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 400

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
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$GRSWHG

     
3URSRVHG

2,859,909
      

2,959,909
      

Page 401

'ROODU 
&KDQJH 
)<     
100,000

3HUFHQW 
&KDQJH 
)<     
3.50%

 Page 402

     
      
             
 
    
   
    

     

       

        

        

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Page 403

 CIVIL SERVICE

PROGRAM DETAIL

Civil Service

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
4801 DIRECTOR'S OFFICE

2,959,909

504,922

0

3,464,831

001 GENERAL FUND TOTAL

2,959,909

504,922

0

3,464,831

DEPARTMENTAL TOTAL

2,959,909

504,922

0

3,464,831

Page 404

 CIVIL SERVICE

EXPENDITURE SUMMARY

Civil Service

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

2,489,548

3,364,831

3,464,831

100,000

GENERAL FUND TOTAL

2,489,548

3,364,831

3,464,831

100,000

DEPARTMENT TOTAL

2,489,548

3,364,831

3,464,831

100,000

001

GENERAL FUND

4801

DIRECTOR'S OFFICE

Page 405

 CIVIL SERVICE

PERSONNEL SUMMARY

Civil Service

Program
No.
001

Pay
Grade

Proposed
2020

Variance
2019-2020

GENERAL FUND
4801 DIRECTOR'S OFFICE

OFFICE ASSISTANT II

46

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

3.00

3.00

0.00

U09

1.00

1.00

0.00

PERSONNEL ADMINISTRATOR

90

4.00

4.00

0.00

PERSONNEL ADMINISTRATOR, ASSISTANT

84

3.00

3.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

4.00

4.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

4.00

4.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

3.00

3.00

0.00

MANAGEMENT DEVELOPMENT ASSISTANT

55

1.00

1.00

0.00

SENIOR PSYCHOMETRICIAN

73

1.00

1.00

0.00

MANAGEMENT SERVICES SPECIALIST

78

3.00

3.00

0.00

DEPUTY PERSONNEL DIRECTOR

99

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

PERSONNEL DIRECTOR

06

1.00

1.00

0.00

31.00

31.00

0.00

31.00

31.00

0.00

31.00

31.00

0.00

EXECUTIVE COUNSEL

4801 DIRECTOR'S OFFICE TOTAL
001

Adopted
2019

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 406

 Page 407

 'HSDUWPHQW RI 3XEOLF :RUNV 
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Budget Summary

Page 408

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&ŝƐĐĂůͬ ŽŶƚƌĂĐƚƐ

WĂƌŬŝŶŐ  ŶĨŽƌĐĞŵĞŶƚ

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 Budget Summary - Public Works

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   3XEOLF :RUNV

12,600,646

'ROODU 
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356,748

3HUFHQW 
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43,798,230

43,823,230

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0

0

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10,907,181

12,243,898

Other Operating

24,123,405

Debt Service
7RWDO ([SHQGLWXUHV

Page 410

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3HUVRQQHO
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3URSRVHG

12,243,898
       

12,600,646
       

Page 411

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Page 413

 PUBLIC WORKS

PROGRAM DETAIL

Public Works

Program
No.

001 GENERAL FUND
5001 DIRECTOR'S OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

1,053,246

1,147,000

0

2,200,246

465,724

8,890,000

0

9,355,724

86,887

1,912,000

0

1,998,887

5002

PARKING ADJUDICATION

5005

STREET LIGHT MAINTENANCE

5051

ENGINEERING & PLANNING

322,765

0

0

322,765

5110

RIGHT-OF-WAY MANAGEMENT

226,638

1,000,000

0

1,226,638

5112

DEDICATED MILLAGE

1,756,702

2,025,000

0

3,781,702

5130

FIELD OPERATIONS STAFF

798,265

0

0

798,265

5251

TRAFFIC MANAGEMENT

747,064

100,000

0

847,064

5252

TRAFFIC SIGN SHOP

553,380

0

0

553,380

5253

SIGNAL SHOP

533,335

866,000

0

1,399,335

5356

TICKET WRITING SECTION

4,469,597

7,103,500

0

11,573,097

5358

TOWING & IMPOUNDMENT

1,587,043

810,000

0

2,397,043

12,600,646

23,853,500

0

36,454,146

052 ROAD & PAVEMENT RESTORE FUND
5110
RIGHT-OF-WAY MANAGEMENT

0

10,000,000

0

10,000,000

052 ROAD & PAVEMENT RESTORE FUND TOTAL

0

10,000,000

0

10,000,000

140 BRITISH PETROLEUM SETTLEMENT F
5110
RIGHT-OF-WAY MANAGEMENT

0

3,000,000

0

3,000,000

140 BRITISH PETROLEUM SETTLEMENT F TOTAL

0

3,000,000

0

3,000,000

207 FRENCH QUARTER IMPROVEMENT FD
5113
FRENCH QUARTER IMPROV

0

600,000

0

600,000

207 FRENCH QUARTER IMPROVEMENT FD TOTAL

0

600,000

0

600,000

001 GENERAL FUND TOTAL

Page 414

 PUBLIC WORKS

PROGRAM DETAIL

Public Works

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

256 INDIGENT DEFENDER
5356 TICKET WRITING SECTION

0

750,000

0

750,000

256 INDIGENT DEFENDER TOTAL

0

750,000

0

750,000

FEM FED DEPARTMENT OF EMERGENCY
5001
DIRECTOR'S OFFICE

0

251,685

0

251,685

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

251,685

0

251,685

HUD HOUSING AND URBAN DEVELOPMENT
5131 FIELD OPERATIONS (CD)

0

1,078,045

0

1,078,045

HUD HOUSING AND URBAN DEVELOPMENT TOTAL

0

1,078,045

0

1,078,045

PRIV LOCAL FOUNDATION GRANTS
5001
DIRECTOR'S OFFICE

0

4,290,000

0

4,290,000

PRIV LOCAL FOUNDATION GRANTS TOTAL

0

4,290,000

0

4,290,000

12,600,646

43,823,230

0

56,423,876

DEPARTMENTAL TOTAL

Page 415

 PUBLIC WORKS

EXPENDITURE SUMMARY

Public Works

Program
No.
001

DIRECTOR'S OFFICE
PARKING ADJUDICATION
STREET LIGHT MAINTENANCE
ENGINEERING & PLANNING
RIGHT-OF-WAY MANAGEMENT
DEDICATED MILLAGE
FIELD OPERATIONS STAFF
TRAFFIC MANAGEMENT
TRAFFIC SIGN SHOP
SIGNAL SHOP
TICKET WRITING SECTION
TOWING & IMPOUNDMENT

GENERAL FUND TOTAL

RIGHT-OF-WAY MANAGEMENT

ROAD & PAVEMENT RESTORE FUND TOTAL

RIGHT-OF-WAY MANAGEMENT

BRITISH PETROLEUM SETTLEMENT F TOTAL

FRENCH QUARTER IMPROV

FRENCH QUARTER IMPROVEMENT FD TOTAL

2019

2020

2019-2020

1,696,532
7,872,815
687,319
432,144
1,560,957
4,034,684
476,948
493,157
593,067
618,486
9,959,159
2,031,734

3,102,215
9,325,345
2,083,829
440,495
1,525,167
3,110,920
491,674
534,159
530,765
1,372,032
11,290,751
2,265,046

2,200,246
9,355,724
1,998,887
322,765
1,226,638
3,781,702
798,265
847,064
553,380
1,399,335
11,573,097
2,397,043

(901,969)
30,379
(84,942)
(117,730)
(298,529)
670,782
306,591
312,905
22,615
27,303
282,346
131,997

30,457,002

36,072,398

36,454,146

381,748

2,775,349

10,000,000

10,000,000

0

2,775,349

10,000,000

10,000,000

0

0

3,000,000

3,000,000

0

0

3,000,000

3,000,000

0

0

600,000

600,000

0

0

600,000

600,000

0

1,210,065

750,000

750,000

0

1,210,065

750,000

750,000

0

INDIGENT DEFENDER
5356

TICKET WRITING SECTION

INDIGENT DEFENDER TOTAL
FEM

2018

FRENCH QUARTER IMPROVEMENT FD

5113

256

Variance

BRITISH PETROLEUM SETTLEMENT F
5110

207

Proposed

ROAD & PAVEMENT RESTORE FUND

5110

140

Adopted

GENERAL FUND

5001
5002
5005
5051
5110
5112
5130
5251
5252
5253
5356
5358

052

Actual

FED DEPARTMENT OF EMERGENCY
Page 416

 PUBLIC WORKS

EXPENDITURE SUMMARY

Public Works

Program
No.
5001

DIRECTOR'S OFFICE

FED DEPARTMENT OF EMERGENCY TOTAL
HUD

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

(279,306)

251,685

251,685

0

(279,306)

251,685

251,685

0

0

1,078,045

1,078,045

0

0

1,078,045

1,078,045

0

867,476

4,290,000

4,290,000

0

867,476

4,290,000

4,290,000

0

35,030,586

56,042,128

56,423,876

381,748

HOUSING AND URBAN DEVELOPMENT
5131

FIELD OPERATIONS (CD)

HOUSING AND URBAN DEVELOPMENT TOTAL
PRIV

Actual

LOCAL FOUNDATION GRANTS
5001

DIRECTOR'S OFFICE

LOCAL FOUNDATION GRANTS TOTAL
DEPARTMENT TOTAL

Page 417

 PUBLIC WORKS

PERSONNEL SUMMARY

Public Works

Adopted
2019

Proposed
2020

Variance
2019-2020

62

1.00

1.00

0.00

U03

1.00

1.00

0.00

ACCOUNTANT III

76

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

U66

0.00

1.00

1.00

MANAGEMENT SERVICES ADMINISTRATOR

88

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

0.00

1.00

1.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

0.00

2.00

2.00

8.00

12.00

4.00

Program
No.
001

Pay
Grade

GENERAL FUND
5001 DIRECTOR'S OFFICE

MANAGEMENT DEVELOPMENT ANALYST I
DIRECTOR OF PUBLIC WORKS

URBAN POLICY SPECIALIST V

5001 DIRECTOR'S OFFICE TOTAL

5002 PARKING ADJUDICATION
OFFICE ASSISTANT III

48

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

2.00

2.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

0.00

1.00

1.00

6.00

7.00

1.00

1.00

1.00

0.00

1.00

1.00

0.00

5002 PARKING ADJUDICATION TOTAL
5005 STREET LIGHT MAINTENANCE
PUBLIC WORKS CONST. MANAGER II

79

5005 STREET LIGHT MAINTENANCE TOTAL
Page 418

 PUBLIC WORKS

PERSONNEL SUMMARY

Public Works

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

5051 ENGINEERING & PLANNING

PRINCIPAL ENGINEER

96

0.49

0.49

0.00

ENGINEER

90

1.00

1.00

0.00

ENGINEERING DIVISION MANAGER

02

1.00

1.00

0.00

2.49

2.49

0.00

5051 ENGINEERING & PLANNING TOTAL
5110 RIGHT-OF-WAY MANAGEMENT
OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

PUBLIC WORKS MAINTENANCE SUPERINTENDENT

77

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

3.00

3.00

0.00

5110 RIGHT-OF-WAY MANAGEMENT TOTAL
5112 DEDICATED MILLAGE
EQUIPMENT OPERATOR III

58

6.00

6.00

0.00

CONSTRUCTION INSPECTOR SUPERVISOR

72

1.00

1.00

0.00

CONSTRUCTION INSPECTOR II

66

3.00

3.00

0.00

CONSTRUCTION INSPECTOR II

66

0.00

1.00

1.00

PUBLIC WORKS MAINTENANCE WORKER I

44

9.00

9.00

0.00

EQUIPMENT & SERVICES DISPATCHER

46

0.00

1.00

1.00

EQUIPMENT OPERATOR III

58

0.00

2.00

2.00

EQUIPMENT OPERATOR II

52

2.00

2.00

0.00

LABORER

41

3.00

3.00

0.00

LABORER

41

0.00

3.00

3.00

MANAGEMENT DEVELOPMENT ANALYST I

62

0.00

1.00

1.00

STOREKEEPER

44

0.00

1.00

1.00

PUBLIC WORKS MAINTENANCE WORKER I

44

0.00

1.00

1.00

24.00

34.00

10.00

5112 DEDICATED MILLAGE TOTAL
Page 419

 PUBLIC WORKS

PERSONNEL SUMMARY

Public Works

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

5130 FIELD OPERATIONS STAFF

PUBLIC WORKS SUPERVISOR I

60

0.00

1.00

1.00

PUBLIC WORKS SUPERVISOR III

69

2.00

2.00

0.00

PUBLIC WORKS SUPERVISOR I

60

1.00

1.00

0.00

EQUIPMENT OPERATOR II

52

1.00

1.00

0.00

LABORER

41

6.00

6.00

0.00

LABORER

41

0.00

4.00

4.00

PUBLIC WORKS MAINTENANCE WORKER I

44

1.00

1.00

0.00

11.00

16.00

5.00

5130 FIELD OPERATIONS STAFF TOTAL
5251 TRAFFIC MANAGEMENT
PRINCIPAL ENGINEER

96

0.00

1.00

1.00

SENIOR PRINCIPAL ENGINEER

98

1.00

1.00

0.00

ENGINEER INTERN II

81

2.00

2.00

0.00

ENGINEER INTERN II

81

0.00

1.00

1.00

TRAFFIC SIGN TECHNICIAN

43

0.00

1.00

1.00

LABORER

41

0.00

1.00

1.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

4.00

8.00

4.00

5251 TRAFFIC MANAGEMENT TOTAL
5252 TRAFFIC SIGN SHOP

WORKSHOP SUPERVISOR

68

1.00

1.00

0.00

SIGN FABRICATOR

58

1.00

1.00

0.00

SENIOR SIGN FABRICATOR

65

1.00

1.00

0.00

TRAFFIC SIGN TECHNICIAN

43

1.00

1.00

0.00

TRAFFIC SIGN SUPERVISOR

56

1.00

1.00

0.00

LABORER

41

6.00

6.00

0.00

Page 420

 PUBLIC WORKS

PERSONNEL SUMMARY

Public Works

Program
No.

Pay
Grade

5252 TRAFFIC SIGN SHOP TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

11.00

11.00

0.00

5253 SIGNAL SHOP
LABORER

41

1.00

1.00

0.00

TRAFFIC SIGNAL TECHNICIAN II

63

2.00

2.00

0.00

TRAFFIC SIGNAL SPECIALIST

73

2.00

2.00

0.00

TRAFFIC SIGNAL TECHNICIAN I

61

0.00

1.00

1.00

LABORER

41

0.00

1.00

1.00

TRAFFIC SIGNAL TECHNICIAN I

61

2.00

2.00

0.00

7.00

9.00

2.00

5253 SIGNAL SHOP TOTAL
5356 TICKET WRITING SECTION
PARKING ENFORCEMENT SQUAD LEADER

56

11.00

11.00

0.00

PARKING ENFORCEMENT SECTION SUPERVISOR

63

3.00

3.00

0.00

PARKING ENFORCEMENT FIELD SUPERVISOR

59

8.00

8.00

0.00

PARKING ENFORCEMENT OFFICER I

46

24.00

24.00

0.00

PARKING ENFORCEMENT OFFICER I

46

0.00

3.00

3.00

PARKING ENFORCEMENT OFFICER II

49

17.00

17.00

0.00

PARKING ENFORCEMENT OFFICER IV

54

7.00

7.00

0.00

ASSISTANT PARKING ADMINISTRATOR

76

1.00

1.00

0.00

PARKING ADMINISTRATOR

80

1.00

1.00

0.00

PARKING SECTION MANAGER

71

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

0.00

1.00

1.00

PARKING ENFORCEMENT OFFICER III

52

9.00

9.00

0.00

82.00

86.00

4.00

12.00

12.00

0.00

5356 TICKET WRITING SECTION TOTAL
5358 TOWING & IMPOUNDMENT
TOW TRUCK OPERATOR I

50
Page 421

 PUBLIC WORKS

PERSONNEL SUMMARY

Public Works

Program
No.

Pay
Grade

Proposed
2020

Variance
2019-2020

TOW TRUCK OPERATOR IV - LEAD

58

1.00

1.00

0.00

TOW TRUCK OPERATOR SUPERVISOR

59

5.00

5.00

0.00

TOW TRUCK OPERATOR III

57

6.00

6.00

0.00

PARKING SECTION MANAGER

71

1.00

1.00

0.00

TOW TRUCK OPERATOR II

52

1.00

1.00

0.00

PARKING ENFORCEMENT SECTION SUPERVISOR

63

2.00

2.00

0.00

TOW TRUCK OPERATOR I

50

0.00

2.00

2.00

28.00

30.00

2.00

187.49

219.49

32.00

187.49

219.49

32.00

5358 TOWING & IMPOUNDMENT TOTAL

001

Adopted
2019

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 422

 Page 423

 Parks and Parkways
Overview
Budget Summary

Page 424

 Parks and Parkways
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Ann E. Macdonald
2829 Gentilly Blvd, New Orleans LA 70122
504-658-3201
Administration Office Hours: 8 a.m. – 5 p.m.
Field Personnel Hours: 7 a.m. -- 3:30 p.m.
24 Hour Emergency Forestry Arborist available by calling 911

Mission Statement
The mission of the Department of Parks and Parkways is to efficiently and effectively manage, develop,
beautify, preserve and protect approximately 2,000 acres of public green space, including neutral
grounds, parks, historic sites, playgrounds, a golf course and public trees.

Vision Statement
The Department of Parks and Parkways has a long-term vision to achieve the following outcomes:
•
•
•
•

Stronger partnerships with the private sector, community groups and volunteers
Provide our already strong, responsive team with resources to further enhance our capacity to
respond proactively to challenges
Research and implement cost saving techniques for land management and enhancement
Continue building a proactive urban forestry program consisting of mulching, mapping and
pruning in order to protect the City’s investment in trees and reduce the amount of landfill waste

Page 425

 Organizational Chart – Parks and Parkways
         
1 - Admin Support Specialist IV 

Planning & Design
2 - Landscape Architect
1 - City Planner
1 - Principal Office Support Specialist

Operations

Personnel / Payroll

1 - Mgt. Services Admin
1 - Office Support Specialist

1 - Personnel Division Chief
1 - Principal Office Support Specialist
1 - Management Development Specialist II

Administration / Budget
1 - Budget Coordinator
1 - Sr. Office Support Specialist (P/T)
1 - Office Assistant III

Grounds Maintenance
J. Bartholomew Golf Course
1-Deputy Director (General Manager)
1 - Pkwy. Maint. Supervisor IV
1 - Pkwy. Maint. Supervisor III
1 - Pkwy. Maint. Supervisor I
4 - Groundskeeper III
3 - Lead Laborer
1 - Auto Mech 3
2 - Office Assistant II
4 - Office Assistant Trainee – P/T
1 - Office Assistant Trainee – P/T (VACANCIES)

3 - Pkwy. Maint. Section Managers
5 - Pkwy. Maint. Supervisor IV
3 - Pkwy. Maint. Supervisor III
3 - Pkwy. Maint. Supervisor II / 1 – P/T
2 - Pkwy. Maint. Supervisor I / 1 (VACANT)
1 - Pkwy. Maint. Supervisor I (P/T)
22
3
2
1
1
15
26
1
1

- Groundskeeper III / 1 – (VACANT)
- Groundskeeper II
- Equip. Operator III
- Equip. Operator II
- Gardener II
– Laborer / 2 – (VACANCIES)
– Lead Laborer / 3 – (VACANCIES)
– Auto Mech 3 (P/T)
- Principal Office Support Specialist – P/T 

Forestry
1
1
2
1

Greenhouse

- Pkwy. Maint. Supervisor IV
- Groundskeeper III
- Groundskeeper II
– Lead Laborer

1
3
1
1
3
3
3
1
1
1

-

Pkwy. Maint. Section Manager
Pkwy. Maint. Supervisor IV
Pkwy. Maint. Supervisor III
Equip. Operator IV
Equip. Operator III
Equip. Operator II
Sr. Maintenance Welders
Lead Laborers
Mgt. Dev. Analyst II
PMS III (VACANT)

Page 426

Security

1 - Security Supervisor
2 - Grounds Patrol Officer’s

 Accomplishments of the Last Year

Accomplishment 5: In order to maintain
the capital investment in Joseph M.
Bartholomew Golf Course and Club House,
golf course revenues in the amount of
$117,927.54 have been re-invested into the
maintenance and improvements to the
Clubhouse. Exterior improvements
completed include parking lot restriping and
signage, traffic control devices, pergola
repairs, new benches and trash receptacles;
interior scope includes replacement of all
carpeting, community room table upgrades,
and service bar tile repairs. The Munch
Factory was awarded the contract to
operate the clubhouse restaurant and has
plans to open in early fall.

Accomplishment 1: In 2019, Parkways
completed the Citywide Tree Inventory
Project. Over three years, Parkways
spent $256,196.00 contracting ArborPro
to provide tree inventory and analysis
data for the 105,611 trees maintained by
the Department. The data provides great
insight into the value of our urban canopy
including the over $1 mil saved in energy
costs, the over $2 mil in stormwater
interception savings, and the almost $3
mil in increased property values. In total,
the value of the environmental benefits
provided by our urban canopy exceeds
$6.5 million annually. Parkways is
currently working with GIS to develop an
app and work flow in order to populate
work history on inventoried trees, and be
better able to capture tree data in the
field, as well as new plantings.

Accomplishment 6: In partnership with
Entergy, 101 trees were removed from the
Lennox Blvd neutral ground, with 31 trees
retained; using $127,017 in bond funds, the
Lennox Boulevard turf restoration project
was completed with installation of 75 new
appropriate trees.

Accomplishment 2: Washington Square
Renovations ($325,000 bond funded),
with a completion date of September 25,
2019. Completed work includes
playground equipment, fence repairs,
signage and benches. Work in progress
includes light and drainage repairs,
drinking fountain, and utility shed roof
replacement.

Accomplishment 7: YTD 948 new trees
have been installed in the neutral grounds
and rights-of-way using a combination of inhouse funds and non-profit partnerships
such as SOUL (Sustaining Our Urban
Landscape) and NOLA Tree Project.
Accomplishment 8: 291events held in
Parkways' Public Greenspaces through
August 31, 2019.

Accomplishment 3: FEMA repairs and
restoration of the Parkways greenhouse
complex through CPA, estimated at
$2.4M, is currently under construction. To
date, the greenhouses have essentially
been restored; remaining work includes
renovation of the head house and
construction of the firewall. This project is
anticipated to be completed before the
end of October.

Accomplishment 9: Together our partners
have donated 10,473 hours through August
31, 2019 with a labor value (based on the
City's minimum $11.24/hr) of approximately
$117,717. The Rangers at Joseph
Bartholomew Golf Course are our most
prolific volunteer group donating their time
daily to the course.

Accomplishment 4: Mayor’s Clean Up
NOLA Initiative – mowed 4,447 acres of
grass, trimmed 647 trees and removed
2,040 illegal signs on targeted major
corridors to date.

Page 427

 Projects in Progress
Project 1: Jackson Square Phase III
Improvements ($71,838) upcoming work
includes plant restoration, electrical
upgrades, storage shed, resetting of
paving stones and planter bed edging.
Scope includes removal of old steel
edging, replanting missing shrubs, and
undertaking a major hedge pruning.

Project 6: Ongoing management and
expansion of the 2013 Poydras Street
Sculpture Exhibition in partnership with the
Helis Foundation, Sculpture for New
Orleans and the Ogden Museum of
Southern Art. For 2019 the Exhibition
includes 25 sculptures by artists of local and
international acclaim, four of which are new
rotations in 2019. Plans are underway for
the installation of a major new piece by
Lynda Benglis on September 25, 2019 .

Project 2: In Armstrong Park, $850,997 in
bond funds have been used to restore
functionality to the historic Firehouse for a
safer work environment for park staff;
clean the lagoon; replace damaged
planks on bridges; and improve
accessibility through paving repairs and
new park signage. Additional repairs to be
completed this year include electrical and
plumbing systems in the park, aeration
fountain replacements, and LED
conversion of most light fixtures.

Project 7: Managed the 48-tree fruit orchard
in Pontchartrain Park, which was installed in
partnership with Fallen Fruit, Pelican Bomb
and NOLA Tree Project in 2018. In 2019, an
interpretive sign and six replacement trees
were installed. Plans are in place to replace
five additional trees this fall.
Project 8: Planning for installation of
approximately 1,100 trees over the
upcoming planting season. Some locations
include Pratt Park, S. Galvez Streetscape,
Armstrong Park, Sophie B. Wright Place and
Algiers using a combination of in house
funds and partnerships.

Project 3: Using the remaining $97,610
of $1.26M in capital bond funds, the
Brechtel Park lagoon was dredged and
regraded, Scout Island was made into a
true island with a footbridge for access,
and a pump system drawing from the
Algiers Canal allows the lagoon to be kept
at a stable depth. Additional renovations
to be completed this year include
restroom upgrades, bridge repairs, lagoon
aeration, and bollard replacement.

Project 9: Parkways is working with NOLA
Tree Project for the Annual Tree Giveaway
in partnership to take place on December
14, 2019.

Project 4: Monitored stormwater
management test garden as a research
resource for public and private interested
parties, measuring maintenance needs.

Project 10: Parkways is partnering with the
Arbor Day Foundation and our local nonprofit tree planting organizations in order to
participate in the Time for Trees initiative – a
commitment to plant 100 million trees in
forests and communities worldwide by 2022,
the 150th anniversary of Arbor Day.

Project 5: YTD An estimated 2,200 cubic
yards of tree debris was recycled for use
as mulch for public trees and shared with
various non-profit partners on green
initiatives.

Page 428

 New Initiatives
Initiative 4: Once the Greenhouse is online
and functioning well, invite the LSU
AgCenter Louisiana Master Gardener
Program to share space and collaborate
with green house operations.

Initiative 1: Add mechanical follow-up
sweeping to the mowing contractor’s
specifications in order to facilitate more
efficient and clean operations.
Initiative 2: Cross train grounds
maintenance crews in arboriculture for
maintenance of the large number of
recently installed trees throughout the
city.

Initiative 5: Ongoing meetings with City
Park, Audubon Institute, NORDC to plan for
expenditure of future tax fund allocations.
Initiative 6: Hiring a new highly qualified,
ISA Certified greenhouse superintendent to
grow more plant materials in house, which
will allow for an increase in plant
installations, growth of pilot plant materials
and facilitate public outreach programs.

Initiative 3: Installation of RTCC crime
cameras in Washington Square, Jackson
Square and Armstrong Park  

Page 429

 Budget Priorities for this Year
Budget Priority 1: Grow the regular
citywide neutral ground tree installation and
park maintenance program, including
ongoing development of tree planting
initiatives for fall/winter 2019/20 in neutral
grounds and parks through partnerships with
Groundworks, NOLA Tree Project, Lafayette
Square Conservancy, Coliseum Square
Association, Friends of Palmer Park, SOUL
(Sustaining Our Urban Landscapes), and
other non-profit partners.
Budget Priority 2: Continue building
upon the completed Citywide Tree
Inventory by updating trims, removals
and evaluations on a regular basis.
Continue to work with our partners to
coordinate technologies to facilitate data
sharing for new tree locations.
Budget Priority 3: Continue
development of arboretum and test
beds on the Parkways Gentilly campus,
including planning for future meadow
installation.
Budget Priority 4: Utilizing funds
secured by Representative Joseph
Bouie, Jr., Parkways plans to work with
Capital Projects Administration to
design and build two new storm shelters
including two restrooms at Joseph
Bartholomew Golf Course.

Page 430

 Budget Summary - Parks and Parkways

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   3DUNV DQG 3DUNZD\V
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

7,671,016

8,435,486

8,587,947

152,461

1.81%

Other Operating

2,125,379

3,429,469

3,029,469

(400,000)

-11.66%

0

0

0

0

-

         

          

          

         

      

Debt Service
7RWDO ([SHQGLWXUHV

Page 431

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
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3URSRVHG

8,435,486
       

8,587,947
       

Page 432

'ROODU 
&KDQJH 
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152,461

3HUFHQW 
&KDQJH 
)<     
1.81%

 Page 433

     
      
               
 
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Page 434

 PARKWAY

PROGRAM DETAIL

Parks and Parkways

Program
No.

001 GENERAL FUND
6201 SUPERINTENDENT'S OFFICE

Personal
Services

Other
Operating

Debt
Service

Total

289,899

2,136

0

292,035

6210

PLANNING & DESIGN

415,146

1,739

0

416,885

6221

ADMINISTRATION

286,356

101,331

0

387,687

6222

BUILDING MAINTENANCE

205,149

0

0

205,149

6224

GRASS CUTTING MILLAGE

347,463

0

0

347,463

6231

OPERATIONS ADMINISTRATION

730,408

16,829

0

747,237

6232

NURSERY & PARK SECURITY

133,614

0

0

133,614

6241

TREE TRIMMING MILLAGE

0

281,850

0

281,850

6242

TREE MAINTENANCE

627,550

0

0

627,550

6243

GROUNDS MAINTENANCE

3,985,356

1,652,060

0

5,637,416

6250

GOLF COURSES

52,524

0

0

52,524

6251

JOE BARTHOLOMEW GOLF COURSE

609,506

0

0

609,506

6252

GOLF COURSE BRECHTEL PARK

108,051

28,028

0

136,079

6255

ARMSTRONG PARK

44,177

0

0

44,177

6261

NURSERY & GREENHOUSE

218,151

0

0

218,151

6263

HEAVY EQUIPMENT

276,330

0

0

276,330

6280

CHEF HIGHWAY PROJECT

58,267

85,423

0

143,690

8,387,947

2,169,396

0

10,557,343

203 JOE BARTHOLOMEW GOLF COURSE
6251 JOE BARTHOLOMEW GOLF COURSE

200,000

650,000

0

850,000

203 JOE BARTHOLOMEW GOLF COURSE TOTAL

200,000

650,000

0

850,000

0

100,000

0

100,000

001 GENERAL FUND TOTAL

308 PLANT A TREE CAMPAIGN
6201
SUPERINTENDENT'S OFFICE

Page 435

 PARKWAY

PROGRAM DETAIL

Parks and Parkways

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

308 PLANT A TREE CAMPAIGN TOTAL

0

100,000

0

100,000

FEM FED DEPARTMENT OF EMERGENCY
6210 PLANNING & DESIGN

0

110,073

0

110,073

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

110,073

0

110,073

8,587,947

3,029,469

0

11,617,416

DEPARTMENTAL TOTAL

Page 436

 PARKWAY
Program
No.
001

SUPERINTENDENT'S OFFICE
PLANNING & DESIGN
ADMINISTRATION
BUILDING MAINTENANCE
GRASS CUTTING MILLAGE
OPERATIONS ADMINISTRATION
NURSERY & PARK SECURITY
TREE TRIMMING MILLAGE
TREE MAINTENANCE
GROUNDS MAINTENANCE
GOLF COURSES
JOE BARTHOLOMEW GOLF COURSE
GOLF COURSE BRECHTEL PARK
ARMSTRONG PARK
NURSERY & GREENHOUSE
HEAVY EQUIPMENT
CHEF HIGHWAY PROJECT

GENERAL FUND TOTAL

JOE BARTHOLOMEW GOLF COURSE

JOE BARTHOLOMEW GOLF COURSE TOTAL

Proposed

Variance

2018

2019

2020

2019-2020

291,180
328,113
364,378
196,142
344,057
576,256
156,901
237,685
590,293
4,572,101
51,708
596,473
96,448
42,889
217,347
287,923
132,201

461,136
336,079
344,565
189,937
353,310
637,486
126,121
281,850
632,775
5,608,888
53,029
559,945
136,266
43,910
217,147
274,648
147,790

292,035
416,885
387,687
205,149
347,463
747,237
133,614
281,850
627,550
5,637,416
52,524
609,506
136,079
44,177
218,151
276,330
143,690

(169,101)
80,806
43,122
15,212
(5,847)
109,751
7,493
0
(5,225)
28,528
(505)
49,561
(187)
267
1,004
1,682
(4,100)

9,082,095

10,404,882

10,557,343

152,461

707,520

850,000

850,000

0

707,520

850,000

850,000

0

6,780

500,000

100,000

(400,000)

6,780

500,000

100,000

(400,000)

0

110,073

110,073

0

0

110,073

110,073

0

PLANT A TREE CAMPAIGN
6201

SUPERINTENDENT'S OFFICE

PLANT A TREE CAMPAIGN TOTAL
FEM

Adopted

JOE BARTHOLOMEW GOLF COURSE
6251

308

Actual

GENERAL FUND

6201
6210
6221
6222
6224
6231
6232
6241
6242
6243
6250
6251
6252
6255
6261
6263
6280

203

EXPENDITURE SUMMARY

Parks and Parkways

FED DEPARTMENT OF EMERGENCY
6210

PLANNING & DESIGN

FED DEPARTMENT OF EMERGENCY TOTAL
Page 437

 PARKWAY

EXPENDITURE SUMMARY

Parks and Parkways

Program
No.
DEPARTMENT TOTAL

Page 438

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

9,796,395

11,864,955

11,617,416

(247,539)

 PARKWAY

PERSONNEL SUMMARY

Parks and Parkways

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
6201 SUPERINTENDENT'S OFFICE

OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

U00

1.00

1.00

0.00

3.00

3.00

0.00

DIRECTOR OF PARKS & PARKWAY
6201 SUPERINTENDENT'S OFFICE TOTAL
6210 PLANNING & DESIGN

LANDSCAPE ARCHITECT

79

2.00

2.00

0.00

SENIOR CITY PLANNER

76

1.00

1.00

0.00

LANDSCAPE ARCHITECT INTERN

65

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

5.00

5.00

0.00

6210 PLANNING & DESIGN TOTAL
6221 ADMINISTRATION

PERSONNEL DIVISION CHIEF

86

1.00

1.00

0.00

BUDGET COORDINATOR

86

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

3.00

3.00

0.00

3.00

3.00

0.00

3.00

3.00

0.00

6221 ADMINISTRATION TOTAL
6222 BUILDING MAINTENANCE
SENIOR MAINTENANCE WELDER

69

6222 BUILDING MAINTENANCE TOTAL
6224 GRASS CUTTING MILLAGE
LABORER

41

3.00

3.00

0.00

GROUNDSKEEPER III

50

3.00

3.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR I

52

1.00

1.00

0.00

Page 439

 PARKWAY

PERSONNEL SUMMARY

Parks and Parkways

Program
No.

Pay
Grade

6224 GRASS CUTTING MILLAGE TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

7.00

7.00

0.00

6231 OPERATIONS ADMINISTRATION
SENIOR OFFICE SUPPORT SPECIALIST

56

0.49

0.49

0.00

PARKWAYS MAINTENANCE SECTION MANAGER

80

2.00

2.00

0.00

PARKWAYS MAINTENANCE SECTION MANAGER

80

3.00

3.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

0.49

0.49

0.00

ADMINISTRATIVE SUPPORT SUPV IV

69

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR IV

69

1.00

1.00

0.00

MANAGEMENT SERVICES ADMINISTRATOR

88

1.00

1.00

0.00

8.98

8.98

0.00

6231 OPERATIONS ADMINISTRATION TOTAL
6232 NURSERY & PARK SECURITY
GROUNDS PATROL OFFICER

58

1.00

1.00

0.00

SECURITY SUPERVISOR

63

1.00

1.00

0.00

2.00

2.00

0.00

6232 NURSERY & PARK SECURITY TOTAL
6242 TREE MAINTENANCE
PARKWAYS MAINTENANCE SUPERVISOR IV

69

2.00

2.00

0.00

PARKWAYS MAINTENANCE SECTION MANAGER

80

1.00

1.00

0.00

EQUIPMENT OPERATOR II

52

2.00

2.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR III

60

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR III

60

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR I

52

1.00

1.00

0.00

LABORER

41

2.00

2.00

0.00

EQUIPMENT OPERATOR III

58

1.00

1.00

0.00

11.00

11.00

0.00

6242 TREE MAINTENANCE TOTAL
6243 GROUNDS MAINTENANCE
Page 440

 PARKWAY

PERSONNEL SUMMARY

Parks and Parkways

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

PARKWAYS MAINTENANCE SUPERVISOR III

60

1.00

1.00

0.00

GROUNDS PATROL OFFICER

58

1.00

1.00

0.00

EQUIPMENT OPERATOR IV

62

1.00

1.00

0.00

EQUIPMENT OPERATOR III

58

3.00

3.00

0.00

EQUIPMENT OPERATOR II

52

1.00

1.00

0.00

AUTOMOTIVE MECHANIC III

66

1.49

1.49

0.00

PARKWAYS MAINTENANCE SUPERVISOR IV

69

4.00

4.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR III

60

1.00

1.00

0.00

LABORER

41

7.00

7.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR II

54

0.50

0.50

0.00

PARKWAYS MAINTENANCE SUPERVISOR I

52

2.20

2.20

0.00

GROUNDSKEEPER III

50

17.00

17.00

0.00

GROUNDSKEEPER II

45

3.00

3.00

0.00

GARDENER II

44

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR II

54

1.00

1.00

0.00

LABORER

41

34.00

34.00

0.00

79.19

79.19

0.00

1.00

1.00

0.00

1.00

1.00

0.00

6243 GROUNDS MAINTENANCE TOTAL
6250 GOLF COURSES
GROUNDSKEEPER III

50

6250 GOLF COURSES TOTAL

6251 JOE BARTHOLOMEW GOLF COURSE
GROUNDSKEEPER III

50

2.00

2.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.14

2.14

0.00

OFFICE ASSISTANT II

46

1.71

1.71

0.00

OFFICE ASSISTANT III

48

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

Page 441

 PARKWAY

PERSONNEL SUMMARY

Parks and Parkways

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

LABORER

41

3.00

3.00

0.00

GROUNDSKEEPER II

45

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.00

2.00

0.00

13.85

13.85

0.00

6251 JOE BARTHOLOMEW GOLF COURSE TOTAL
6252 GOLF COURSE BRECHTEL PARK
LABORER

41

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR III

60

1.00

1.00

0.00

2.00

2.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

6252 GOLF COURSE BRECHTEL PARK TOTAL
6255 ARMSTRONG PARK
LABORER

41

6255 ARMSTRONG PARK TOTAL
6261 NURSERY & GREENHOUSE
LABORER

41

1.00

1.00

0.00

GROUNDSKEEPER II

45

1.00

1.00

0.00

GROUNDSKEEPER III

50

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR IV

69

1.00

1.00

0.00

4.00

4.00

0.00

6261 NURSERY & GREENHOUSE TOTAL
6263 HEAVY EQUIPMENT

GROUNDSKEEPER III

50

2.00

2.00

0.00

EQUIPMENT OPERATOR III

58

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR II

54

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR III

60

1.00

1.00

0.00

5.00

5.00

0.00

6263 HEAVY EQUIPMENT TOTAL
6280 CHEF HIGHWAY PROJECT
Page 442

 PARKWAY

PERSONNEL SUMMARY

Parks and Parkways

Program
No.

Pay
Grade

PARKWAYS MAINTENANCE SUPERVISOR II

54

6280 CHEF HIGHWAY PROJECT TOTAL
001
203

GENERAL FUND TOTAL

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

1.00

1.00

0.00

150.02

150.02

0.00

JOE BARTHOLOMEW GOLF COURSE
6251 JOE BARTHOLOMEW GOLF COURSE
DEPUTY DIRECTOR, PARKS AND PARKWAYS

U70

1.00

1.00

0.00

PARKWAYS MAINTENANCE SUPERVISOR IV

69

1.00

1.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

152.02

152.02

0.00

6251 JOE BARTHOLOMEW GOLF COURSE TOTAL
203

Adopted
2019

JOE BARTHOLOMEW GOLF COURSE TOTAL

DEPARTMENT TOTAL

Page 443

 /LEUDU\ 
Overview
Budget Summary

Page 444

 /LEUDU\
Overview
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Page 445

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Page 446

DĂƌŬĞƚŝŶŐ 
 ŝƌĞĐƚŽƌ

&ĂĐŝůŝƚŝĞƐ 
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 Budget Summary - Library

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   /LEUDU\
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
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Personal Services

12,391,143

14,250,000

14,163,146

(86,854)

-0.61%

Other Operating

6,725,779

9,196,060

8,107,060

(1,089,000)

-11.84%

0

0

0

0

-

          

          

          

           

      

Debt Service
7RWDO ([SHQGLWXUHV

Page 447

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
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Dollar amount
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$GRSWHG

     
3URSRVHG

14,250,000
       

14,163,146
       

Page 448

'ROODU 
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)<     
(86,854)

3HUFHQW 
&KDQJH 
)<     
-0.61%

 Page 449

     
      
             
 

  
 
 

     

       

        

        

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Page 450

 LIBRARY

PROGRAM DETAIL

Library

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

140 BRITISH PETROLEUM SETTLEMENT F
6302 MISCELLANEOUS BP SETTLEMENT

0

506,501

0

506,501

140 BRITISH PETROLEUM SETTLEMENT F TOTAL

0

506,501

0

506,501

300 LIBRARY DONATIONS TRUST
6301
LIBRARY ADMINISTRATION

0

130,000

0

130,000

300 LIBRARY DONATIONS TRUST TOTAL

0

130,000

0

130,000

691 LIBRARY SPECIAL REVENUE FUND
6301 LIBRARY ADMINISTRATION

14,163,146

5,968,000

0

20,131,146

691 LIBRARY SPECIAL REVENUE FUND TOTAL

14,163,146

5,968,000

0

20,131,146

FEM FED DEPARTMENT OF EMERGENCY
6301
LIBRARY ADMINISTRATION

0

1,502,559

0

1,502,559

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

1,502,559

0

1,502,559

14,163,146

8,107,060

0

22,270,206

DEPARTMENTAL TOTAL

Page 451

 LIBRARY

EXPENDITURE SUMMARY

Library

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

4,207

0

0

0

4,207

0

0

0

0

506,501

506,501

0

0

506,501

506,501

0

79,825

130,000

130,000

0

79,825

130,000

130,000

0

LIBRARY ADMINISTRATION

18,339,245

21,307,000

20,131,146

(1,175,854)

LIBRARY SPECIAL REVENUE FUND TOTAL

18,339,245

21,307,000

20,131,146

(1,175,854)

693,645

1,502,559

1,502,559

0

693,645

1,502,559

1,502,559

0

19,116,922

23,446,060

22,270,206

001

GENERAL FUND

6301

LIBRARY ADMINISTRATION

GENERAL FUND TOTAL
140

BRITISH PETROLEUM SETTLEMENT F
6302

MISCELLANEOUS BP SETTLEMENT

BRITISH PETROLEUM SETTLEMENT F TOTAL
300

LIBRARY DONATIONS TRUST

6301

LIBRARY ADMINISTRATION

LIBRARY DONATIONS TRUST TOTAL
691

LIBRARY SPECIAL REVENUE FUND
6301

FEM

FED DEPARTMENT OF EMERGENCY

6301

LIBRARY ADMINISTRATION

FED DEPARTMENT OF EMERGENCY TOTAL
DEPARTMENT TOTAL

Page 452

(1,175,854)

 LIBRARY

PERSONNEL SUMMARY

Library

Program
No.
691

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

LIBRARY SPECIAL REVENUE FUND
6301 LIBRARY ADMINISTRATION

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

INFORMATION TECH SPEC I

67

2.00

2.00

0.00

OFFICE ASSISTANT, TRAINEE

40

2.69

2.69

0.00

OFFICE ASSISTANT I

44

3.00

3.00

0.00

OFFICE ASSISTANT II

46

9.00

9.00

0.00

OFFICE ASSISTANT III

48

1.49

1.49

0.00

OFFICE SUPPORT SPECIALIST

54

2.00

2.00

0.00

OFFICE ASSISTANT IV

50

4.49

4.49

0.00

INFORMATION TECH SPEC II

77

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SUPV IV

69

1.00

1.00

0.00

INFORMATION TECH SPEC III

86

1.00

1.00

0.00

INFORMATION TECH MANAGER

93

1.00

1.00

0.00

PERSONNEL DIVISION CHIEF

86

1.00

1.00

0.00

LIBRARY PAGE

40

4.74

4.74

0.00

U97

1.00

1.00

0.00

MARKETING DEVELOPMENT COORDINATOR

81

1.00

1.00

0.00

LIBRARY BRANCH MANAGER I

75

8.00

8.00

0.00

LIBRARY BRANCH MANAGER II

84

6.00

6.00

0.00

LIBRARIAN III

77

11.00

11.00

0.00

LIBRARIAN II

71

27.00

27.00

0.00

LIBRARIAN I

64

8.00

8.00

0.00

LIBRARY ASSOCIATE IV

68

1.00

1.00

0.00

LIBRARY ASSOCIATE III

64

10.00

10.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

LIBRARY ASSOCIATE I

55

26.56

26.56

0.00

ASSISTANT CITY LIBRARIAN

Page 453

 LIBRARY

PERSONNEL SUMMARY

Library

Program
No.

Pay
Grade

Proposed
2020

Variance
2019-2020

MANAGEMENT DEVELOPMENT ANALYST II

69

3.00

3.00

0.00

BUILDINGS REPAIR SUPERVISOR

73

1.00

1.00

0.00

EQUIPMENT OPERATOR II

52

1.00

1.00

0.00

PAINTER

58

1.00

1.00

0.00

SENIOR MAINTENANCE WORKER

48

1.00

1.00

0.00

LABORER

41

21.00

21.00

0.00

LIBRARY ASSOCIATE II

60

51.42

51.42

0.00

MAINTENANCE ENGINEER

69

3.00

3.00

0.00

EQUIPMENT OPERATOR I

50

1.00

1.00

0.00

BUILDINGS MAINTENANCE MANAGER

90

1.00

1.00

0.00

BUDGET COORDINATOR

86

1.00

1.00

0.00

SECURITY MANAGER

69

1.00

1.00

0.00

PLANT ENGINEER

79

1.00

1.00

0.00

223.39

223.39

0.00

223.39

223.39

0.00

223.39

223.39

0.00

6301 LIBRARY ADMINISTRATION TOTAL

691

Adopted
2019

LIBRARY SPECIAL REVENUE FUND TOTAL

DEPARTMENT TOTAL

Page 454

 Page 455

 Historic District Landmarks Commission
Overview
Budget Summary

Page 456

 Historic District Landmarks Commission
Overview
Department Head:
Address:
Phone:
Hours of Operation:

C. Elliott Perkins
7th floor, City Hall
658-7040
8am-5pm M-Th; 8am-3:30pm F

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

Vision Statement
Provide property owners within locally designated historic districts an improved and personalized
permitting process from application to final inspection. Ensure that proposed work enhances the
historic character of the building and district as a whole and is executed correctly.

Page 457

 Organizational Chart

         
       
         
 
          

          

  
         

Page 458

         

 Accomplishments of the Last Year
Accomplishment 1: Increased
outreach, attended meetings of
neighborhood organizations within
HDLC districts.

Accomplishment 3: Partnered with the
Preservation Resource Center to establish the
Treme Neighborhood Revival Grants Program
which was made possible through a grant from
the National Trust’s African American Cultural
Heritage Action Fund.

Accomplishment 2: Established a
bi-monthly “navigating the HDLC”
course and now presents at the bimonthly “buy right” classes held at
the Preservation Resource Center.

Accomplishment 4: Issued 1411 Certificates of
Appropriateness (YTD 10/1/19), Architectural
Review Committee Reviewed 222 cases (YTD),
Commissions reviewed 276 cases (YTD).

Budget Priorities for this Year
Budget Priority 2: Proactive mailings to property
owners in local historic districts.
o The HDLC plans to mail property
owners within HDLC districts a
friendly reminder card notifying
them that they own property within
a local historic district.

Budget Priority 1: Implementation of
the “unnecessary hardship”
provisions recently adopted by the
Commission.
o

This change to the HDLC
guidelines will allow greater
flexibility within the guidelines
for low income property
owners within HDLC districts.

o

The Commission has
partnered with the Greater
New Orleans Housing
Alliance to finalize program
requirements and allowances
to ensure that it achieves its
intended goal.

Page 459

 Budget Summary - HDLC

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   +'/&
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

924,242

953,136

1,032,857

79,721

8.36%

Other Operating

22,074

40,281

40,281

0

0.00%

0

0

0

0

-

       

       

         

      

     

Debt Service
7RWDO ([SHQGLWXUHV

Page 460

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO

     
$GRSWHG

     
3URSRVHG

Dollar amount
7RWDO 'HSDUWPHQW )7(V

953,136
      

1,032,857
      

Page 461

'ROODU 
&KDQJH 
)<     
79,721

3HUFHQW 
&KDQJH 
)<     
8.36%

 Page 462

     
      
             
 
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Page 463

 HISTORIC DIST LANDMARKS COMM.

PROGRAM DETAIL

HDLC

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
6450 HISTORIC DIST. LANDMARKS COMM.

1,032,857

40,281

0

1,073,138

001 GENERAL FUND TOTAL

1,032,857

40,281

0

1,073,138

DEPARTMENTAL TOTAL

1,032,857

40,281

0

1,073,138

Page 464

 HISTORIC DIST LANDMARKS COMM.

EXPENDITURE SUMMARY

HDLC

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

946,316

993,417

1,073,138

79,721

GENERAL FUND TOTAL

946,316

993,417

1,073,138

79,721

DEPARTMENT TOTAL

946,316

993,417

1,073,138

79,721

001

GENERAL FUND

6450

HISTORIC DIST. LANDMARKS COMM.

Page 465

 HISTORIC DIST LANDMARKS COMM.

PERSONNEL SUMMARY

HDLC

Adopted
2019

Proposed
2020

Variance
2019-2020

68

3.00

3.00

0.00

U61

1.00

1.00

0.00

PRINCIPAL ARCHITECTURAL HISTORIAN

85

1.00

1.00

0.00

SENIOR ARCHITECTURAL HISTORIAN

79

1.00

1.00

0.00

U64

1.00

1.00

0.00

BUILDING INSPECTOR II

72

1.00

1.00

0.00

BUILDING INSPECTOR

63

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

ARCHITECTURAL HISTORIAN

72

1.00

1.00

0.00

SENIOR BUILDING PLAN EXAMINER

72

1.00

1.00

0.00

12.00

12.00

0.00

12.00

12.00

0.00

12.00

12.00

0.00

Program
No.
001

Pay
Grade

GENERAL FUND
6450 HISTORIC DIST. LANDMARKS COMM.

BUILDING PLAN EXAMINER
URBAN POLICY SPECIALIST III

URBAN POLICY SPECIALIST IV

6450 HISTORIC DIST. LANDMARKS COMM. TOTAL

001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 466

 Page 467

 Vieux Carré Commission
Overview
Budget Summary

Page 468

 Vieux Carré Commission
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Bryan Block
1300 Perdido Street, 7th Floor
504-658-1421
8:00am – 5:00pm Mon-Fri

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.

Vision Statement

The Vieux Carré Commission regulates exterior modifications to the French Quarter’s built
environment to ensure that the district’s architectural and historic resources are protected. Going
forward, we envision an agency that is more proactive in carrying out its mission, offers better
outreach and education to its constituents and affects positive change in blight reduction and
violation enforcement in this neighborhood that is both an important cultural district and prominent
tourist attraction.

Page 469

 Organizational Chart

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Page 470

    !      
       $ 
 !                 

 Accomplishments of the Last Year
brand new, purpose-built rear building.
Though the original structure, built in
1816, has served many functions over the
last two centuries, it is most widely
remembered for four previous owners.

Accomplishment 1: Permitting
Year to date, VCC has issued a total of
693 permits, as follows:
General Work: 471
Paint:

178

Security Camera: 8

Accomplishment 4:

Signage:

908 Esplanade: After suffering
generations of demolition by neglect, the
new owners of the high style Esplanade
Ave townhouse undertook a complete
renovation of the building bringing this
important townhouse back into
commerce.

36

Accomplishment 2:
211 Royal Street: The former
Hurwitz-Mitz furniture store had been
blighted for a number of years. It has
now been beautifully restored and
converted to apartments and condos
complete with a fine rooftop
penthouse, helping to bring
commerce to upper Royal Street.

Accomplishment 5:
820 Dauphine: New construction of high
end townhouses is an unusual and
successful development of appropriately
designed and executed contemporary
architecture within the historic district.

Accomplishment 3:
520 Royal Street: Renovations of
this important building and iconic
courtyard has brought a world-class
interactive historical museum into
the heart of the French Quarter.
Across the street from THNOC’s
original location at 533 Royal Street,
the new exhibition center comprises
a meticulous restoration of the
historic Seignouret-Brulatour
Building and courtyard, as well as a

Accomplishment 4: Enforcement
Year to date, VCC has issued a total of 365
Notices of Violation, as follows:
Working Without Permit:
155
Signage:
30
Merchandising:
5
Demolition by Neglect:
175

Page 471

 Budget Priorities for this Year
the district meeting with property
owners, contractors, residents and
business operators. Our goal is to
function not only as plans examiners
and building inspectors but also as
outreach officers answering questions
about best design and preservation
practices. We aim to make the
navigation of the permitting process as
painless, transparent and predictable as
possible.

Budget Priority 1: Height Study:
Currently the New Orleans
Comprehensive Zoning Ordinance
(CZO) allows a maximum building
height of 50’-0” throughout the entire
French Quarter. Although this height
is considered to be appropriate in
many areas of the district, the VCC
was concerned that this height
allowance was excessive in the lower
scale residential portions of the
district. This could potentially lead to
development proposals which could
negatively alter the historic scale of
those portions of the Quarter. An
extensive study was undertaken by
the VCC along with assistance from
City Planning Commission
determining that the current 50’-0”
allowance is appropriate for VCC-1,
VCC-2, VCE-1 and VCE-2. However,
VCC is recommending modifying the
CZO, lowering the allowable height in
VCR-1 and VCR-2 zones. This will
work to preserve the lower scale
residential portions of the district
while continuing to allow the current
height allowance in all of the rest of
the district.

Budget Priority 4: We are working with
local real estate companies to ensure
that new property owners are aware of
VCC jurisdiction and design guidelines
before and after an act of sale.
Violations of VCC regulations remain
with a property so it is important that this
information is available to potential
property owners as part of their due
diligence. VCC staff is available for presale inspections of properties to verify
compliance with guidelines and
regulations.

Budget Priority 2: Improvements to
VCC Accessibility: VCC continues to
be committed to ensuring that our
regulatory work is transparent and
predictable. As such, staff works to
make improvements in how readily
meeting and permitting materials are
accessed by the public. For example,
all meeting and hearing agendas
have web links allowing ready access
to supporting materials such as
related permits, plans, photos,
PowerPoint presentations, etc. Staff
continues to find ways to better serve
the public.
Budget Priority 3: Outreach: Every
day VCC’s highly qualified and
knowledgeable staff members are in

Page 472

 Budget Summary - VCC

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471,163

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Page 476

 VIEUX CARRE COMMISSION

PROGRAM DETAIL

Vieux Carre Commission (VCC)

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
6501 VIEUX CARRE COMMISSION

515,425

57,900

0

573,325

001 GENERAL FUND TOTAL

515,425

57,900

0

573,325

DEPARTMENTAL TOTAL

515,425

57,900

0

573,325

Page 477

 VIEUX CARRE COMMISSION

EXPENDITURE SUMMARY

Vieux Carre Commission (VCC)

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

466,799

529,063

573,325

44,262

GENERAL FUND TOTAL

466,799

529,063

573,325

44,262

DEPARTMENT TOTAL

466,799

529,063

573,325

44,262

001

GENERAL FUND

6501

VIEUX CARRE COMMISSION

Page 478

 VIEUX CARRE COMMISSION

Adopted
2019

Proposed
2020

Variance
2019-2020

72

1.00

1.00

0.00

U89

1.00

1.00

0.00

SENIOR BUILDING PLAN EXAMINER

72

2.00

2.00

0.00

BUILDING INSPECTOR

63

2.00

2.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

6.00

6.00

0.00

Program
No.
001

Pay
Grade

GENERAL FUND
6501 VIEUX CARRE COMMISSION

ARCHITECTURAL HISTORIAN
DIRECTOR, VIEUX CARRE' COMMISSION

6501 VIEUX CARRE COMMISSION TOTAL

001

PERSONNEL SUMMARY

Vieux Carre Commission (VCC)

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 479

 $OFRKROLF %HYHUDJH &RQWURO %RDUG 
Budget Summary

Page 480

 Budget Summary - Alcoholic Beverage Control Board

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Page 481

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Page 484

 ALCOHOLIC BEVERAGE CONTR BRD.

PROGRAM DETAIL

Alcoholic Beverage Control Board

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
6550 ALCOHOL BEVERAGE CONTROL BOARD

0

1,500

0

1,500

001 GENERAL FUND TOTAL

0

1,500

0

1,500

DEPARTMENTAL TOTAL

0

1,500

0

1,500

Page 485

 ALCOHOLIC BEVERAGE CONTR BRD.

EXPENDITURE SUMMARY

Alcoholic Beverage Control Board

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0

1,500

1,500

0

GENERAL FUND TOTAL

0

1,500

1,500

0

DEPARTMENT TOTAL

0

1,500

1,500

0

001

GENERAL FUND

6550

ALCOHOL BEVERAGE CONTROL BOARD

Page 486

 Page 487

 City Planning Commission
Overview
Budget Summary

Page 488

 City Planning Commission
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Robert Rivers
1300 Perdido Street, 7th Floor, New Orleans, LA 70112
504-658-7033
M-Th: 8:00am – 5:00pm; F: 8:00am – 3:30pm

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.

Vision Statement
The City Planning Commission’s vision is to be a model planning department composed of a
responsive staff which provides superior planning and technical services and which works
cooperatively with all stake-holders. The Commission strives to provide quality and timely
development review, facilitating the preservation of the character of the City’s many varied
neighborhoods, while guiding developments that are catalysts for positive change. The Commission is
committed to providing a public forum for the thorough examination of land use projects and
processes, examining developments and their related impacts.

Page 489

 Organizational Chart

   !          
           

         
         
   
     
          
         

              
                  

Page 490

    
    
      
 
          
         

 Accomplishments of the Last Year
Accomplishment 1: Reviewed 459
projects (as of 9/1/19) – Projects
include Zoning Dockets (97), Design
Review Applications (167), Subdivision
Dockets (108), and Zoning Variances/
Appeals (87). At the current volume, the
CPC is on pace to review approximately
690 applications for the calendar year.

Accomplishment 3: Completed Major
Land Use Studies - Small Box Retail
Diversity Study; 2019 Short Term Rental
Study; Billboards Study; Canal Street
Revitalization Study.
Accomplishment 4: Completed the 20202024 Capital Improvements Plan – providing
recommendations for prioritizing capital
expenditures over the next five years.

Accomplishment 2: Considered
Major revisions to the CZO – Short
Term Rentals, Inclusionary Zoning
and Small Box Retail Diversity.

Budget Priorities for this Year
Budget Priority 3: Establish the City’s
Brownfields Program in the CPC – To
stabilize the program, provide funding
opportunities, and facilitate
redevelopment efforts.

Budget Priority 1: Reorganization –
To
better
incorporate
the
Brownfields Program into the CPC
Office, we will work with Civil Service
to create a new Special projects
Division.

Budget Priority 4: Begin Master Plan
Revision Process – Charter-mandated
periodic revision to address changing
redevelopment priorities and needs.

Budget Priority 2: Complete pending
studies – Algiers Renaissance Study;
TDR Study; Tree Preservation Study;
Housing Opportunities Study.

Budget Priority 5: Begin Parks Master
Plan Process – Coordinate with
recreation agencies and stakeholders to
lay the groundwork for a city-wide Parks
Master Plan.

Page 491

 Budget Summary - City Planning Commission

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

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Personal Services

1,937,744

2,115,907

2,225,025

109,118

5.16%

83,639

294,706

294,706

0

0.00%

0

0

0

0

-

         

         

         

       

     

Other Operating
Debt Service
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Page 492

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Page 493

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Page 495

 CITY PLANNING COMMISSION

PROGRAM DETAIL

City Planning Commission

Program
No.

001 GENERAL FUND
6701 POLICY FORMULATION & ADMIN

Personal
Services

Other
Operating

Debt
Service

Total

426,468

294,706

0

721,174

6713

LAND USE REGULATION

619,051

0

0

619,051

6714

BOARD OF ZONING ADJUSTMENTS

206,950

0

0

206,950

6723

COMPREHENSIVE PLANNING

892,145

0

0

892,145

2,144,614

294,706

0

2,439,320

LCD LA OFFICE OF COMMUNITY DEVELOP
6717 DCDBG PLANNERS

80,411

0

0

80,411

LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL

80,411

0

0

80,411

2,225,025

294,706

0

2,519,731

001 GENERAL FUND TOTAL

DEPARTMENTAL TOTAL

Page 496

 CITY PLANNING COMMISSION
Program
No.
001

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

406,836
663,705
0
950,842

722,504
622,957
137,622
927,530

721,174
619,051
206,950
892,145

(1,330)
(3,906)
69,328
(35,385)

2,021,383

2,410,613

2,439,320

28,707

0

0

80,411

80,411

0

0

80,411

80,411

2,021,383

2,410,613

2,519,731

109,118

GENERAL FUND

6701
6713
6714
6723

POLICY FORMULATION & ADMIN
LAND USE REGULATION
BOARD OF ZONING ADJUSTMENTS
COMPREHENSIVE PLANNING

GENERAL FUND TOTAL
LCD

EXPENDITURE SUMMARY

City Planning Commission

LA OFFICE OF COMMUNITY DEVELOP
6717

DCDBG PLANNERS

LA OFFICE OF COMMUNITY DEVELOP TOTAL
DEPARTMENT TOTAL

Page 497

 CITY PLANNING COMMISSION
Program
No.
001

PERSONNEL SUMMARY

City Planning Commission
Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
6701 POLICY FORMULATION & ADMIN

DIRECTOR OF PLANNING

U82

1.00

1.00

0.00

DEPUTY DIRECTOR OF CITY PLANNING

U76

1.00

1.00

0.00

2.00

2.00

0.00

6701 POLICY FORMULATION & ADMIN TOTAL
6713 LAND USE REGULATION
OFFICE ASSISTANT, TRAINEE

40

2.00

2.00

0.00

OFFICE ASSISTANT I

44

1.00

1.00

0.00

SENIOR CITY PLANNER

76

4.00

4.00

0.00

PLANNING ADMINISTRATOR

86

2.00

2.00

0.00

9.00

9.00

0.00

6713 LAND USE REGULATION TOTAL
6714 BOARD OF ZONING ADJUSTMENTS
CITY PLANNER

71

2.00

2.00

0.00

SENIOR CITY PLANNER

76

1.00

1.00

0.00

3.00

3.00

0.00

6714 BOARD OF ZONING ADJUSTMENTS TOTAL
6723 COMPREHENSIVE PLANNING
MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

SENIOR CITY PLANNER

76

6.00

6.00

0.00

PLANNING ADMINISTRATOR

86

1.00

1.00

0.00

PRINCIPAL CITY PLANNER

81

1.00

1.00

0.00

PLANNING ADMINISTRATOR, ASSISTANT

84

1.00

1.00

0.00

INFORMATION TECH SPEC II

77

1.00

1.00

0.00

11.00

11.00

0.00

25.00

25.00

0.00

6723 COMPREHENSIVE PLANNING TOTAL
001

GENERAL FUND TOTAL
Page 498

 CITY PLANNING COMMISSION
Program
No.
LCD

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

26.00

26.00

0.00

LA OFFICE OF COMMUNITY DEVELOP
6717 DCDBG PLANNERS

SENIOR CITY PLANNER

76

6717 DCDBG PLANNERS TOTAL
LCD

PERSONNEL SUMMARY

City Planning Commission

LA OFFICE OF COMMUNITY DEVELOP TOTAL

DEPARTMENT TOTAL

Page 499

 Mosquito, Termite and Rodent Control Board
Overview
Budget Summary

Page 500

 Mosquito, Termite and Rodent Control Board
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Claudia Riegel, Ph.D.
2100 Leon C. Simon Dr., New Orleans, LA 70122
504-658-2400
8 a.m. – 5:00 p.m.

Mission Statement
The mission of the Mosquito, Termite and Rodent Control Board is to:
 

Administer and evaluate mosquito control activities.

 

Monitor the populations of disease and virus transmitting mosquitoes and consult with
appropriate authorities.

 

The Board has adopted the duties of rodent, termite and structural insect control under
additional programs.

9LVLRQ Statement
The City of New Orleans Mosquito, Termite and Rodent Control Board provides the citizens of New
Orleans high quality, safe and effective mosquito and rodent control services. Our department practices
integrated pest management and places an emphasis on reducing the conducive conditions that lead
to mosquito and rodent infestations. Our department will continue to expand services we offer to the
City of New Orleans and to the general public. Our highly trained and licensed staff inspects, treats,
and maintains the pest control services at City facilities.

Page 501

 Organizational Chart – Mosquito, Termite and Rodent Control Board

 
  
    

   
 
     
   

     
   
        

  
  
   

       
        

             

    
   
        

Accomplishments of the Last Year
Accomplishment 1: Mosquito Control Field
trials conducted to validate methodology and
equipment for area-wide, ground larvicide.
Three types of field validated equipment and
area-wide larviciding has been incorporated
operationally. The Board partnered with
government and private industry to maximize
resources and increase infrastructure and
capacity. Field and laboratory validation of
methodology to manage mosquitoes were
conducted, increased laboratory infrastructure
for resistance management, brought research
and innovation to New Orleans, generated
revenue via grants, increased the
preparedness level through Zika grant funding
and continued multi-agency cooperation to
address conducive conditions.

sanitarians, national and local pest control
associations) helped address challenging
rodent problems.
Accomplishment 3: Termite Control Provided
termite treatments for many city-owned
buildings protecting the structures from
damage, continued cooperative projects and
product testing that generated revenue for the
department, and provided training to the pest
control industry.
Accomplishment 4: Community Outreach
Numerous events including BugFest 2019 (kid
focused, annual event), garden shows,
neighborhood meetings, resiliency meetings,
Bourbon Street renovation, and many other
educational opportunities were provided to the
public, residents and the industry in 2019. More
than 10,000 people received training directly by
our employees.

Accomplishment 2: Rodent Control
Conducted control using integrated pest
control of residential, commercial, and cityowned properties. Residential service
request response time was less than two (2)
business days. Multiagency cooperation
(various N.O. departments, CDC, DH

Page 502

 Budget Priorities for this Year
Goal 4: Termite Control
o Treat city properties infested with
termites reducing damage and
related costs and to conduct
inspections to prevent termites from
infesting buildings and saving money
from damage incurred by
subterranean termites

Goal 1: Mosquito Control
o Survey for adult and larval mosquito
populations and establish control
priorities based mosquito data,
safety, and economics
o

Conduct safe and rapid control
activities based on current best
practices

o

Continue to increase infrastructure
to combat mosquitoes

o

Evaluate treatments to ensure control
is complete, environmentally
safe and in accordance with
professional guidelines

o

Goal 2: Rodent Control
o Service citizen rodent requests in a
timely and effective manner
o

o

Reduce the rodent population, thus
improving the environment and our
citizens' health

Goal 5: Cooperative Projects
o Maintain and increase the number of
cooperative projects with outside
agencies. We cooperate with a
variety of agencies. For example,
private industry, universities, and
federal and state agencies,
associations, local pest control
industry.
Goal 6: Center for Excellence in Public
Health and Urban Pest Management
o Maintain a nationally and
internationally recognized program
in the areas of urban pest
management and vector control.

Reduce rodent populations to
prevent rodent-borne diseases

Goal 3: Structural Pest Management
o Manage or eliminate the urban pest
pressure on city property
o

Provide technical support for new
construction projects

Transfer knowledge and skills to
integrated pest management
demonstration schools

Page 503

 Budget Summary - Mosquito and Termite Control

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0RVTXLWR DQG 7HUPLWH &RQWURO
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

2,543,803

3,221,817

3,030,616

(191,201)

-5.93%

951,831

1,406,187

1,107,868

(298,319)

-21.21%

0

0

0

0

-

         

         

         

         

       

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 504

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

3,221,817
      

3,030,616
      

Page 505

'ROODU 
3HUFHQW 
&KDQJH  &KDQJH 
)<      )<     
(191,201) -5.93%

 Page 506

     
      
             
 
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,   
 
  
    
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Page 507

 N O MOSQUITO CONTROL BRD.

PROGRAM DETAIL

Mosquito and Termite Control

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
6850 MOSQUITO CONTROL UNIT

2,640,179

459,355

0

3,099,534

001 GENERAL FUND TOTAL

2,640,179

459,355

0

3,099,534

0

222,000

0

222,000

237 TERMITE CONTROL PROPRIETARY FD
6850
MOSQUITO CONTROL UNIT
6856

INDUSTRY

40,000

48,500

0

88,500

6861

DAS

10,000

117,500

0

127,500

6862

INTEGRATED PEST MANAGEMENT

0

5,000

0

5,000

6863

TERMITE STATE SERVICES

10,000

51,000

0

61,000

6864

TERMITE INSPECTIONS

0

30,500

0

30,500

6865

VECTOR MANAGEMENT PEST PRJ

144,613

14,500

0

159,113

6866

EDUCATION/ TRAINING

0

10,000

0

10,000

6867

SPECIAL PROJECTS

0

3,000

0

3,000

6868

TERMITE PRODUCT LINE

0

5,000

0

5,000

204,613

507,000

0

711,613

FEM FED DEPARTMENT OF EMERGENCY
6850
MOSQUITO CONTROL UNIT

0

74,650

0

74,650

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

74,650

0

74,650

LDH LA DEPT OF HEALTH/HUMAN SVCS
6850 MOSQUITO CONTROL UNIT

90,309

0

0

90,309

LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL

90,309

0

0

90,309

LMD LA MILITARY DEPARTMENT
6872
JACKSON BARRACKS PROJECT

95,515

66,863

0

162,378

237 TERMITE CONTROL PROPRIETARY FD TOTAL

Page 508

 N O MOSQUITO CONTROL BRD.

PROGRAM DETAIL

Mosquito and Termite Control

Program
No.

LMD LA MILITARY DEPARTMENT TOTAL
DEPARTMENTAL TOTAL

Page 509

Personal
Services

Other
Operating

Debt
Service

Total

95,515

66,863

0

162,378

3,030,616

1,107,868

0

4,138,484

 N O MOSQUITO CONTROL BRD.
Program
No.
001

MOSQUITO CONTROL UNIT

GENERAL FUND TOTAL

MOSQUITO CONTROL UNIT
INDUSTRY
DAS
INTEGRATED PEST MANAGEMENT
TERMITE STATE SERVICES
TERMITE INSPECTIONS
VECTOR MANAGEMENT PEST PRJ
EDUCATION/ TRAINING
SPECIAL PROJECTS
TERMITE PRODUCT LINE

TERMITE CONTROL PROPRIETARY FD TOTAL

MOSQUITO CONTROL UNIT

FED DEPARTMENT OF EMERGENCY TOTAL

Variance

2018

2019

2020

2019-2020

2,496,763

2,999,534

3,099,534

100,000

2,496,763

2,999,534

3,099,534

100,000

102,023
94,562
47,214
27,742
18,463
934
227,935
7,971
4,759
0

220,000
156,696
108,834
5,000
50,000
46,500
150,000
10,000
3,000
5,000

222,000
88,500
127,500
5,000
61,000
30,500
159,113
10,000
3,000
5,000

2,000
(68,196)
18,666
0
11,000
(16,000)
9,113
0
0
0

531,603

755,030

711,613

(43,417)

0

74,650

74,650

0

0

74,650

74,650

0

0
412,068

0
684,790

90,309
0

90,309
(684,790)

412,068

684,790

90,309

(594,481)

55,200

114,000

162,378

48,378

55,200

114,000

162,378

48,378

3,495,634

4,628,004

4,138,484

LA DEPT OF HEALTH/HUMAN SVCS
6850
6873

MOSQUITO CONTROL UNIT
ZIKA PROGRAM INITIATIVE

LA DEPT OF HEALTH/HUMAN SVCS TOTAL
LMD

Proposed

FED DEPARTMENT OF EMERGENCY
6850

LDH

Adopted

TERMITE CONTROL PROPRIETARY FD
6850
6856
6861
6862
6863
6864
6865
6866
6867
6868

FEM

Actual

GENERAL FUND

6850

237

EXPENDITURE SUMMARY

Mosquito and Termite Control

LA MILITARY DEPARTMENT
6872

JACKSON BARRACKS PROJECT

LA MILITARY DEPARTMENT TOTAL
DEPARTMENT TOTAL
Page 510

(489,520)

 N O MOSQUITO CONTROL BRD.
Program
No.
001

PERSONNEL SUMMARY

Mosquito and Termite Control
Pay
Grade

237

Proposed
2020

Variance
2019-2020

GENERAL FUND
6850 MOSQUITO CONTROL UNIT

PEST CONTROL SPECIALIST I

66

3.00

3.00

0.00

MOSQUITO TERMITE & RODENT CONTROL, ASSISTANT DIRECTOR

07

0.00

1.00

1.00

MOSQUITO TERMITE & RODENT CONTROL DIRECTOR

13

1.00

1.00

0.00

PEST CONTROL SPECIALIST II

68

5.00

5.00

0.00

PEST CONTROL SPECIALIST III

70

1.00

1.00

0.00

MOSQUITO CONTROL AVIATION SUPERVISOR

88

1.00

1.00

0.00

PEST CONTROL INSPECTOR III

58

2.88

2.88

0.00

PEST CONTROL INSPECTOR II

56

5.88

5.88

0.00

AUTOMOTIVE MECHANIC III

66

1.00

1.00

0.00

ENTOMOLOGIST I

81

3.43

3.43

0.00

PEST CONTROL INSPECTOR II

56

2.00

2.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

PEST CONTROL INSPECTOR IV

63

2.00

2.00

0.00

PLANT MAINTENANCE SUPERVISOR

65

1.00

1.00

0.00

PRINCIPAL RESEARCH ENTOMOLOGIST

03

1.00

1.00

0.00

RESEARCH ENTOMOLOGIST

88

1.49

1.49

0.00

PEST CONTROL INSPECTOR I

51

1.98

1.98

0.00

34.66

35.66

1.00

34.66

35.66

1.00

2.00

2.00

0.00

2.00

2.00

0.00

6850 MOSQUITO CONTROL UNIT TOTAL

001

Adopted
2019

GENERAL FUND TOTAL
TERMITE CONTROL PROPRIETARY FD
6865 VECTOR MANAGEMENT PEST PRJ
ENTOMOLOGIST I

81

6865 VECTOR MANAGEMENT PEST PRJ TOTAL

Page 511

 N O MOSQUITO CONTROL BRD.
Program
No.
237

PERSONNEL SUMMARY

Mosquito and Termite Control
Pay
Grade

TERMITE CONTROL PROPRIETARY FD TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

2.00

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

LDH
LA DEPT OF HEALTH/HUMAN SVCS
6850 MOSQUITO CONTROL UNIT
PEST CONTROL INSPECTOR I

51

6850 MOSQUITO CONTROL UNIT TOTAL
LDH

LA DEPT OF HEALTH/HUMAN SVCS TOTAL

LMD
LA MILITARY DEPARTMENT
6872 JACKSON BARRACKS PROJECT

PEST CONTROL SPECIALIST I

66

0.49

0.49

0.00

PEST CONTROL SPECIALIST III

70

0.99

0.99

0.00

1.48

1.48

0.00

1.48

1.48

0.00

40.14

41.14

1.00

6872 JACKSON BARRACKS PROJECT TOTAL
LMD

LA MILITARY DEPARTMENT TOTAL

DEPARTMENT TOTAL

Page 512

 Page 513

 1HZ 2UOHDQV 0XVHXP RI $UW 
Budget Summary

Page 514

 Budget Summary - New Orleans Museum of Art

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   1HZ 2UOHDQV 0XVHXP RI $UW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

0

0

0

0

-

128,931

128,931

247,314

118,383

91.82%

0

0

0

0

-

       

       

       

       

      

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 515

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

0
     

0
     

Page 516

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&KDQJH 
)<     
0

3HUFHQW 
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)<     
-

 Page 517

     
      
             
 
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Page 518

 N O MUSEUM OF ART

PROGRAM DETAIL

New Orleans Museum of Art

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
6890 N. O. MUSEUM OF ART

0

247,314

0

247,314

001 GENERAL FUND TOTAL

0

247,314

0

247,314

DEPARTMENTAL TOTAL

0

247,314

0

247,314

Page 519

 N O MUSEUM OF ART

EXPENDITURE SUMMARY

New Orleans Museum of Art

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

128,931

128,931

247,314

118,383

GENERAL FUND TOTAL

128,931

128,931

247,314

118,383

DEPARTMENT TOTAL

128,931

128,931

247,314

118,383

001

GENERAL FUND

6890

N. O. MUSEUM OF ART

Page 520

 Page 521

 0LVFHOODQHRXV 
Budget Summary

Page 522

 Budget Summary - Miscellaneous

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0LVFHOODQHRXV
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

13,254,748

18,238,966

21,729,584

3,490,618

19.14%

Other Operating

21,893,651

23,148,151

25,581,039

2,432,888

10.51%

0

0

0

0

-

          

          

          

         

      

Debt Service
7RWDO ([SHQGLWXUHV

Page 523

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

18,238,966
      

21,729,584
      

Page 524

'ROODU 
&KDQJH 
)<     
3,490,618

3HUFHQW 
&KDQJH 
)<     
19.14%

 Page 525

     
      
             
 
     

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-1$)#%")211 

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Page 526

 MISCELLANEOUS

PROGRAM DETAIL

Miscellaneous

Program
No.

001 GENERAL FUND
7015 MISC. OFFICE OF ADMINISTRATION

Personal
Services

Other
Operating

Debt
Service

Total

649,543

49,845

0

699,388

7017

MISCELLANEOUS RISK MANAGEMENT

415,364

3,851,551

0

4,266,915

7031

ITI ADMINISTRATION

416,791

0

0

416,791

7035

SOBERING CENTER

0

600,000

0

600,000

7115

MAYOR'S SUMMER YOUTH PROGRAM

81,327

223,185

0

304,512

7120

RESERVES FOR CONSENT DECREE

0

4,505,235

0

4,505,235

7123

NOLA YOUTH WORKS

497,266

0

0

497,266

7124

NORDC NOLA YOUTH WORKS

450,000

0

0

450,000

7240

SPECIAL EVENTS

0

143,673

0

143,673

7241

MUNICIPAL PARTICIPATION GRANTS

0

426,500

0

426,500

7242

REGIONAL & NATIONAL PARTNERSHI

0

300,000

0

300,000

7245

TAX INCREMENT FINANCING (TIF)

0

7,779,416

0

7,779,416

7701

MUN. PARTICIPATION GRANT I

0

500,000

0

500,000

7702

MUN. PARTICIPATION GRANT II

0

1,009,034

0

1,009,034

7703

MUN. PARTICIPATION GRANT III

0

185,000

0

185,000

7704

MUN. PARTICIPATION GRANT IV

0

7,000

0

7,000

7705

MUN. PARTICIPATION GRANT V

0

2,313,223

0

2,313,223

7706

MUN. PARTICIPATION GRANT VI

0

2,025,368

0

2,025,368

7707

MUN. PARTICIPATION GRANT VII

0

75,000

0

75,000

7708

MUN. PARTICIPATION GRANT VIII

0

31,000

0

31,000

7710

MUNI.PARTICIPATION GRANT X

0

50,000

0

50,000

7711

MUNI.PARTICIPATION GRANT XI

0

100,000

0

100,000

2,510,291

24,175,030

0

26,685,321

001 GENERAL FUND TOTAL

Page 527

 MISCELLANEOUS

PROGRAM DETAIL

Miscellaneous

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

144 MAGNOLIA ECONOMIC DEVELOPMENT
7245 TAX INCREMENT FINANCING (TIF)

0

400,000

0

400,000

144 MAGNOLIA ECONOMIC DEVELOPMENT TOTAL

0

400,000

0

400,000

206 POLICE SECONDARY EMPLOYMENT FD
7020
OFFICE OF POLICE SECONDARY EMP

11,469,721

1,006,009

0

12,475,730

206 POLICE SECONDARY EMPLOYMENT FD TOTAL

11,469,721

1,006,009

0

12,475,730

FEM FED DEPARTMENT OF EMERGENCY
7099 PUBLIC WORKS PDU

7,523,696

0

0

7,523,696

FEM FED DEPARTMENT OF EMERGENCY TOTAL

7,523,696

0

0

7,523,696

HUD HOUSING AND URBAN DEVELOPMENT
7099
PUBLIC WORKS PDU

225,876

0

0

225,876

HUD HOUSING AND URBAN DEVELOPMENT TOTAL

225,876

0

0

225,876

21,729,584

25,581,039

0

47,310,623

DEPARTMENTAL TOTAL

Page 528

 MISCELLANEOUS

EXPENDITURE SUMMARY

Miscellaneous

Program
No.
001

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

290,537
4,130,440
351,122
0
0
0
0
(6,326,391)
4,564,397
303,466
5,678,427
499,865
337,623
92,995
388,500
276,621
3,340,247
2,234,201
405,000
917,304
100,000
0
1,263,623
1,839,118
42,451
28,440
382,000
0

489,636
4,021,507
416,866
0
0
0
600,000
0
400,000
304,995
5,505,235
497,266
0
93,000
391,500
300,000
5,856,969
0
405,000
917,304
100,000
7,000
1,813,623
1,839,118
42,451
31,000
50,000
100,000

699,388
4,266,915
416,791
0
0
0
600,000
0
0
304,512
4,505,235
497,266
450,000
143,673
426,500
300,000
7,779,416
0
500,000
1,009,034
185,000
7,000
2,313,223
2,025,368
75,000
31,000
50,000
100,000

209,752
245,408
(75)
0
0
0
0
0
(400,000)
(483)
(1,000,000)
0
450,000
50,673
35,000
0
1,922,447
0
95,000
91,730
85,000
0
499,600
186,250
32,549
0
0
0

21,139,986

24,182,470

26,685,321

2,502,851

GENERAL FUND

7015
7017
7031
7032
7033
7034
7035
7112
7114
7115
7120
7123
7124
7240
7241
7242
7245
7553
7701
7702
7703
7704
7705
7706
7707
7708
7710
7711

MISC. OFFICE OF ADMINISTRATION
MISCELLANEOUS RISK MANAGEMENT
ITI ADMINISTRATION
OFFICE OF TRANSPORTAION
OFFICE OF UTILITIES
OFFICE OF YOUTH & FAMILY
SOBERING CENTER
HOSPITALIZATION SECTION
WORKMEN'S COMPENSATION
MAYOR'S SUMMER YOUTH PROGRAM
RESERVES FOR CONSENT DECREE
NOLA YOUTH WORKS
NORDC NOLA YOUTH WORKS
SPECIAL EVENTS
MUNICIPAL PARTICIPATION GRANTS
REGIONAL & NATIONAL PARTNERSHI
TAX INCREMENT FINANCING (TIF)
RESERVED
MUN. PARTICIPATION GRANT I
MUN. PARTICIPATION GRANT II
MUN. PARTICIPATION GRANT III
MUN. PARTICIPATION GRANT IV
MUN. PARTICIPATION GRANT V
MUN. PARTICIPATION GRANT VI
MUN. PARTICIPATION GRANT VII
MUN. PARTICIPATION GRANT VIII
MUNI.PARTICIPATION GRANT X
MUNI.PARTICIPATION GRANT XI

GENERAL FUND TOTAL
Page 529

 MISCELLANEOUS

EXPENDITURE SUMMARY

Miscellaneous

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

TAX INCREMENT FINANCING (TIF)

0

400,000

400,000

0

MAGNOLIA ECONOMIC DEVELOPMENT TOTAL

0

400,000

400,000

0

10,816,688

10,900,969

12,475,730

1,574,761

10,816,688

10,900,969

12,475,730

1,574,761

3,190,564

5,889,172

7,523,696

1,634,524

3,190,564

5,889,172

7,523,696

1,634,524

1,161

14,506

225,876

211,370

1,161

14,506

225,876

211,370

35,148,399

41,387,117

47,310,623

5,923,506

144

MAGNOLIA ECONOMIC DEVELOPMENT

7245

206

POLICE SECONDARY EMPLOYMENT FD
7020

OFFICE OF POLICE SECONDARY EMP

POLICE SECONDARY EMPLOYMENT FD TOTAL
FEM

FED DEPARTMENT OF EMERGENCY

7099

PUBLIC WORKS PDU

FED DEPARTMENT OF EMERGENCY TOTAL
HUD

HOUSING AND URBAN DEVELOPMENT
7099

PUBLIC WORKS PDU

HOUSING AND URBAN DEVELOPMENT TOTAL
DEPARTMENT TOTAL

Page 530

 MISCELLANEOUS

PERSONNEL SUMMARY

Miscellaneous

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
7015 MISC. OFFICE OF ADMINISTRATION

URBAN POLICY SPECIALIST V

U0X

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

1.00

1.00

0.00

EXECUTIVE ASSISTANT TO THE MAYOR

U83

1.00

1.00

0.00

4.00

4.00

0.00

7015 MISC. OFFICE OF ADMINISTRATION TOTAL

7017 MISCELLANEOUS RISK MANAGEMENT
CLAIMS MANAGER

U62

1.00

1.00

0.00

RISK MANAGER

U64

1.00

1.00

0.00

CLAIMS ADJUSTER

U59

1.00

1.00

0.00

3.00

3.00

0.00

7017 MISCELLANEOUS RISK MANAGEMENT TOTAL
7031 ITI ADMINISTRATION

EXECUTIVE ASSISTANT TO THE MAYOR

U83

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

1.00

1.00

0.00

DEPUTY CHIEF INFO OFFICER

U99

1.00

1.00

0.00

3.00

3.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

11.00

11.00

0.00

1.00

1.00

0.00

7031 ITI ADMINISTRATION TOTAL
7115 MAYOR'S SUMMER YOUTH PROGRAM
URBAN POLICY SPECIALIST IV

U64

7115 MAYOR'S SUMMER YOUTH PROGRAM TOTAL
001
206

GENERAL FUND TOTAL
POLICE SECONDARY EMPLOYMENT FD
7020 OFFICE OF POLICE SECONDARY EMP
POLICE SECONDARY EMPL ADMIN

U99
Page 531

 MISCELLANEOUS

PERSONNEL SUMMARY

Miscellaneous

Program
No.

206

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

2.00

4.00

2.00

POL SEC EMP COOR ANALYST 2

69

4.00

4.00

0.00

POL SEC EMPL MGT SUPERVISOR

90

1.00

1.00

0.00

POL SEC EPL ADMIN ASST

99

1.00

1.00

0.00

7020 OFFICE OF POLICE SECONDARY EMP TOTAL

10.00

12.00

2.00

POLICE SECONDARY EMPLOYMENT FD TOTAL

10.00

12.00

2.00

FEM
FED DEPARTMENT OF EMERGENCY
7099 PUBLIC WORKS PDU
SR. PROJECT MANAGER

U96

4.00

4.00

0.00

DEPUTY PROGRAM ADMINISTRATOR

U04

1.00

1.00

0.00

PROJECT MANAGER II

U96

0.00

2.00

2.00

PROJECT MANAGER SUPERVISOR

U01

4.00

4.00

0.00

PROGRAM ADMINISTRATOR

U06

1.00

1.00

0.00

GIS MANAGER

U96

1.00

1.00

0.00

GIS SPECIALIST

U88

1.00

1.00

0.00

GIS SPECIALIST

U88

1.00

1.00

0.00

CONSTRUCTION PROJECT MANAGER

U84

14.00

14.00

0.00

CONSTRUCTION PROJECT MANAGER

U84

7.00

7.00

0.00

PROGRAM ANALYST

U60

0.00

2.00

2.00

PROGRAM ANALYST

U60

7.00

7.00

0.00

SENIOR PROJECT MANAGER (GI)

U08

1.00

1.00

0.00

OUTREACH MANAGER

U88

1.00

1.00

0.00

ADMINISTRATIVE AND PROGRAM SUPPORT

U52

1.00

1.00

0.00

UPS V (PROJECT MANAGER/ENGINEER) URBAN H2O

U84

0.00

10.00

10.00

COMMUNITY OUTREACH SPECIALIST

U80

6.00

6.00

0.00

Page 532

 MISCELLANEOUS

PERSONNEL SUMMARY

Miscellaneous

Program
No.

Pay
Grade

7099 PUBLIC WORKS PDU TOTAL

FEM

FED DEPARTMENT OF EMERGENCY TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

50.00

64.00

14.00

50.00

64.00

14.00

0.00

2.00

2.00

0.00

2.00

2.00

0.00

2.00

2.00

71.00

89.00

18.00

HUD
HOUSING AND URBAN DEVELOPMENT
7099 PUBLIC WORKS PDU
PROJECT SCHEDULER

U96

7099 PUBLIC WORKS PDU TOTAL

HUD

HOUSING AND URBAN DEVELOPMENT TOTA

DEPARTMENT TOTAL

Page 533

 125' 
Budget Summary

Page 534

 Budget Summary - Misc- NORD

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0LVF  125'
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

10,872,070

11,071,727

11,665,242

593,515

5.36%

Other Operating

4,081,690

5,335,599

5,247,954

(87,645)

-1.64%

0

0

0

0

-

          

          

          

       

     

Debt Service
7RWDO ([SHQGLWXUHV

Page 535

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

11,071,727
       

11,665,242
       

Page 536

'ROODU 
&KDQJH 
)<     
593,515

3HUFHQW 
&KDQJH 
)<     
5.36%

 Page 537

 MISCELLANEOUS

PROGRAM DETAIL

Misc- NORD

Program
No.

001 GENERAL FUND
7001 NORDC DIRECTOR & MANAGEMENT

Personal
Services

Other
Operating

Debt
Service

Total

1,757,160

279,200

0

2,036,360

7002

NORDC SPECIAL PROGRAM & CULTUR

1,058,447

58,778

0

1,117,225

7003

NORDC MAINTENANCE

2,575,700

1,549,370

0

4,125,070

7004

NORDC ATHLETICS PROGRAMS

1,350,768

152,980

0

1,503,748

7005

NORDC CENTERS

3,100,728

458,991

0

3,559,719

7006

NORDC AQUATIC PROGRAMS

1,820,480

126,275

0

1,946,755

11,663,283

2,625,594

0

14,288,877

204 NEW ORLEANS RECREATION DEV COM
7003
NORDC MAINTENANCE

0

500,000

0

500,000

204 NEW ORLEANS RECREATION DEV COM TOTAL

0

500,000

0

500,000

205 N O RECREATION FOUNDATION
7001 NORDC DIRECTOR & MANAGEMENT

0

880,000

0

880,000

1,959

0

0

1,959

1,959

880,000

0

881,959

FEM FED DEPARTMENT OF EMERGENCY
7001
NORDC DIRECTOR & MANAGEMENT

0

220,963

0

220,963

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

220,963

0

220,963

HUD HOUSING AND URBAN DEVELOPMENT
7007 NORDC SUMMER & SPECIAL (CD)

0

1,021,397

0

1,021,397

HUD HOUSING AND URBAN DEVELOPMENT TOTAL

0

1,021,397

0

1,021,397

11,665,242

5,247,954

0

16,913,196

001 GENERAL FUND TOTAL

7004

NORDC ATHLETICS PROGRAMS

205 N O RECREATION FOUNDATION TOTAL

DEPARTMENTAL TOTAL

Page 538

 MISCELLANEOUS

EXPENDITURE SUMMARY

Misc- NORD

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

1,702,701
929,636
3,739,192
1,477,215
3,274,479
1,863,848

1,929,099
933,592
4,136,644
1,274,618
3,528,329
1,686,595

2,036,360
1,117,225
4,125,070
1,503,748
3,559,719
1,946,755

107,261
183,633
(11,574)
229,130
31,390
260,160

12,987,071

13,488,877

14,288,877

800,000

421,769

500,000

500,000

0

421,769

500,000

500,000

0

365,844
50,385

880,000
135,695

880,000
1,959

0
(133,736)

416,229

1,015,695

881,959

(133,736)

0

220,963

220,963

0

0

220,963

220,963

0

NORDC SUMMER & SPECIAL (CD)

1,128,691

1,181,791

1,021,397

(160,394)

HOUSING AND URBAN DEVELOPMENT TOTAL

1,128,691

1,181,791

1,021,397

(160,394)

14,953,760

16,407,326

16,913,196

505,870

001

GENERAL FUND

7001
7002
7003
7004
7005
7006

NORDC DIRECTOR & MANAGEMENT
NORDC SPECIAL PROGRAM & CULTUR
NORDC MAINTENANCE
NORDC ATHLETICS PROGRAMS
NORDC CENTERS
NORDC AQUATIC PROGRAMS

GENERAL FUND TOTAL

204

NEW ORLEANS RECREATION DEV COM
7003

NORDC MAINTENANCE

NEW ORLEANS RECREATION DEV COM TOTAL
205

N O RECREATION FOUNDATION
7001
7004

NORDC DIRECTOR & MANAGEMENT
NORDC ATHLETICS PROGRAMS

N O RECREATION FOUNDATION TOTAL
FEM

FED DEPARTMENT OF EMERGENCY
7001

NORDC DIRECTOR & MANAGEMENT

FED DEPARTMENT OF EMERGENCY TOTAL
HUD

HOUSING AND URBAN DEVELOPMENT
7007

DEPARTMENT TOTAL

Page 539

 MISCELLANEOUS

PERSONNEL SUMMARY

Misc- NORD

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
7001 NORDC DIRECTOR & MANAGEMENT

MANAGEMENT DEVELOPMENT SPECIALIST I

75

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

DIRECTOR OF RECREATION

U00

1.00

1.00

0.00

DEPUTY DIRECTOR OF RECREATION

U94

1.00

1.00

0.00

NORDC PUBLIC OUTREACH & COMM. COORD.

84

1.00

1.00

0.00

MARKETING DEVELOPMENT COORDINATOR

81

1.00

1.00

0.00

RECREATION ACTIVITIES COORDINATOR

61

1.00

1.00

0.00

U61

1.00

1.00

0.00

OFFICE ASSISTANT I

44

3.00

3.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

3.00

3.00

0.00

EXECUTIVE ASSISTANT

69

1.00

1.00

0.00

MANAGEMENT SERVICES ADMINISTRATOR

88

1.00

1.00

0.00

INFORMATION TECH SPEC II

77

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

0.49

0.49

0.00

U64

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

0.00

(1.00)

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

22.49

21.49

(1.00)

URBAN POLICY SPECIALIST III

URBAN POLICY SPECIALIST IV

7001 NORDC DIRECTOR & MANAGEMENT TOTAL

7002 NORDC SPECIAL PROGRAM & CULTUR
RECREATION LEADER, ASSISTANT

45

0.50

1.00

0.50

RECREATION LEADER I

50

0.50

1.00

0.50

RECREATION LEADER I

50

3.75

3.75

0.00

RECREATION ADMINISTRATOR II (SPECIAL PROGRAMS)

82

1.00

1.00

0.00

RECREATION PROGRAMMING ASSISTANT

58

0.00

0.75

0.75

Page 540

 MISCELLANEOUS

PERSONNEL SUMMARY

Misc- NORD

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

RECREATION PROGRAMMING MANAGER II

77

4.00

4.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

RECREATION PROGRAMMING ASSISTANT

58

3.00

3.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

0.00

(1.00)

14.75

15.50

0.75

7002 NORDC SPECIAL PROGRAM & CULTUR TOTAL
7003 NORDC MAINTENANCE
PUBLIC WORKS SUPERVISOR I

60

5.00

5.00

0.00

MAINTENANCE ELECTRICIAN

66

1.00

1.00

0.00

SENIOR MAINTENANCE WORKER

48

2.00

2.00

0.00

MAINTENANCE WORKER

46

4.00

4.00

0.00

LABORER

41

26.50

26.50

0.00

LABORER

41

6.00

2.00

(4.00)

OFFICE ASSISTANT III

48

0.00

1.00

1.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

EQUIPMENT OPERATOR II

52

2.00

2.00

0.00

BUILDINGS MAINTENANCE MANAGER

90

1.00

1.00

0.00

PUBLIC WORKS MAINTENANCE SPECIALIST

56

1.00

1.00

0.00

SENIOR PLUMBER

73

1.00

1.00

0.00

PUBLIC WORKS SUPERVISOR II

65

1.00

1.00

0.00

FACILITIES ENGINEERING SPECIALIST

75

1.00

1.00

0.00

PUBLIC WORKS SUPERVISOR III

69

2.00

2.00

0.00

54.50

51.50

(3.00)

7003 NORDC MAINTENANCE TOTAL
7004 NORDC ATHLETICS PROGRAMS
RECREATION ADMINISTRATOR II (ATHLETICS DIRECTOR)

82

1.00

1.00

0.00

RECREATION ACTIVITIES COORDINATOR

61

1.00

1.00

0.00

RECREATION LEADER I

50

0.50

0.50

0.00

Page 541

 MISCELLANEOUS

PERSONNEL SUMMARY

Misc- NORD

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

RECREATION LEADER, ASSISTANT

45

1.50

1.50

0.00

RECREATION PROGRAMMING MANAGER II

77

1.00

0.00

(1.00)

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

RECREATION ATHLETICS MANAGER II

65

1.00

0.75

(0.25)

RECREATION PROGRAMMING MANAGER II

77

1.00

1.00

0.00

RECREATION ATHLETICS MANAGER I

58

2.50

2.50

0.00

RECREATION SITE FACILITATOR I

50

17.00

17.00

0.00

RECREATION SITE FACILITATOR I

50

9.00

0.00

(9.00)

RECREATION SITE FACILITATOR II

55

0.75

0.75

0.00

RECREATION CENTER MANAGER III

70

1.00

1.00

0.00

38.25

28.00

(10.25)

7004 NORDC ATHLETICS PROGRAMS TOTAL
7005 NORDC CENTERS
GROUNDS PATROL OFFICER

58

1.00

1.00

0.00

LABORER

41

2.00

1.25

(0.75)

LABORER

41

17.00

17.00

0.00

RECREATION CENTER MANAGER I

58

0.00

1.00

1.00

RECREATION CENTER MANAGER I

58

12.00

12.00

0.00

RECREATION CENTER MANAGER III

70

1.00

1.00

0.00

RECREATION CENTER MANAGER III

70

2.00

2.00

0.00

RECREATION LEADER, ASSISTANT

45

0.50

0.00

(0.50)

RECREATION ADMINISTRATOR III (CENTER DIRECTOR)

88

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

RECREATION CENTER ASSISTANT II

55

4.00

4.00

0.00

GROUNDS PATROL OFFICER

58

1.00

1.00

0.00

GROUNDS PATROL SUPERVISOR

60

1.00

1.00

0.00

RECREATION CENTER ASSISTANT I

50

22.81

22.81

0.00

Page 542

 MISCELLANEOUS

PERSONNEL SUMMARY

Misc- NORD

Program
No.

Pay
Grade

7005 NORDC CENTERS TOTAL

Adopted
2019

Proposed
2020

Variance
2019-2020

66.31

66.06

(0.25)

7006 NORDC AQUATIC PROGRAMS
RECREATION LIFEGUARD II

55

10.00

10.00

0.00

RECREATION LIFEGUARD I

50

3.00

1.00

(2.00)

RECREATION LIFEGUARD I

50

13.00

13.00

0.00

RECREATION LIFEGUARD II

55

2.00

2.00

0.00

RECREATION ACTIVITIES COORDINATOR

61

1.00

1.00

0.00

RECREATION ADMINISTRATOR I (AQUATICS DIRECTOR)

80

1.00

1.00

0.00

RECREATION AQUATICS MANAGER

65

4.00

4.00

0.00

34.00

32.00

(2.00)

230.30

214.55

(15.75)

230.30

214.55

(15.75)

7006 NORDC AQUATIC PROGRAMS TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 543

 2IILFH RI 3HUIRUPDQFH DQG $FFRXQWDELOLW\ 
Budget Summary

Page 544

 Budget Summary - Misc- OPA

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0LVF  23$
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

486,400

546,483

549,050

2,567

0.47%

Other Operating

0

0

0

0

-

Debt Service

0

0

0

0

-

       

       

       

     

     

7RWDO ([SHQGLWXUHV

Page 545

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO

     
$GRSWHG

     
3URSRVHG

Dollar amount
7RWDO 'HSDUWPHQW )7(V

546,483
     

549,050
     

Page 546

'ROODU 
&KDQJH 
)<     
2,567

3HUFHQW 
&KDQJH 
)<     
0.47%

 Page 547

 MISCELLANEOUS

PROGRAM DETAIL

Misc- OPA

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
7016 OFFICE OF PERFORM. & ACCOUNTAB

549,050

0

0

549,050

001 GENERAL FUND TOTAL

549,050

0

0

549,050

DEPARTMENTAL TOTAL

549,050

0

0

549,050

Page 548

 MISCELLANEOUS

EXPENDITURE SUMMARY

Misc- OPA

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

486,400

546,483

549,050

2,567

GENERAL FUND TOTAL

486,400

546,483

549,050

2,567

DEPARTMENT TOTAL

486,400

546,483

549,050

2,567

001

GENERAL FUND

7016

OFFICE OF PERFORM. & ACCOUNTAB

Page 549

 MISCELLANEOUS

PERSONNEL SUMMARY

Misc- OPA

Program
No.
001

Pay
Grade

Proposed
2020

Variance
2019-2020

GENERAL FUND
7016 OFFICE OF PERFORM. & ACCOUNTAB

URBAN POLICY SPECIALIST V

U70

4.00

4.00

0.00

URBAN POLICY SPECIALIST III

U61

1.00

1.00

0.00

5.00

5.00

0.00

5.00

5.00

0.00

5.00

5.00

0.00

7016 OFFICE OF PERFORM. & ACCOUNTAB TOTAL
001

Adopted
2019

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 550

 Page 551

 6HUYLFH   ,QQRYDWLRQ 
Budget Summary

Page 552

 Budget Summary - Misc- Serv. & Innov.

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0LVF  6HUY    ,QQRY 
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
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Personal Services

662,578

839,529

1,250,188

410,659

48.92%

Other Operating

0

0

0

0

-

Debt Service

0

0

0

0

-

       

       

         

       

      

7RWDO ([SHQGLWXUHV

Page 553

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO

     
$GRSWHG

     
3URSRVHG

Dollar amount
7RWDO 'HSDUWPHQW )7(V

839,529
     

1,250,188
      

Page 554

'ROODU 
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410,659

3HUFHQW 
&KDQJH 
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48.92%

 Page 555

 MISCELLANEOUS

PROGRAM DETAIL

Misc- Serv. & Innov.

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
7030 SERVICE & INNOVATION MGMT

1,250,188

0

0

1,250,188

001 GENERAL FUND TOTAL

1,250,188

0

0

1,250,188

DEPARTMENTAL TOTAL

1,250,188

0

0

1,250,188

Page 556

 MISCELLANEOUS

EXPENDITURE SUMMARY

Misc- Serv. & Innov.

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

662,578

839,529

1,250,188

410,659

GENERAL FUND TOTAL

662,578

839,529

1,250,188

410,659

DEPARTMENT TOTAL

662,578

839,529

1,250,188

410,659

001

GENERAL FUND

7030

SERVICE & INNOVATION MGMT

Page 557

 MISCELLANEOUS

PERSONNEL SUMMARY

Misc- Serv. & Innov.

Program
No.
001

Pay
Grade

Proposed
2020

Variance
2019-2020

GENERAL FUND
7030 SERVICE & INNOVATION MGMT

URBAN POLICY SPECIALIST IV

U64

3.00

3.00

0.00

URBAN POLICY SPECIALIST IV

U60

0.00

2.00

2.00

URBAN POLICY SPECIALIST II

U51

0.00

2.00

2.00

URBAN POLICY SPECIALIST V

U70

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U66

1.00

2.00

1.00

5.00

10.00

5.00

5.00

10.00

5.00

5.00

10.00

5.00

7030 SERVICE & INNOVATION MGMT TOTAL

001

Adopted
2019

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 558

 Page 559

 *HQHUDO 6HUYLFHV  2IILFH RI WKH ,QVSHFWRU *HQHUDO
Budget Summary

Page 560

 Budget Summary - General Services

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   *HQHUDO 6HUYLFHV
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

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&KDQJH 
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3HUFHQW 
&KDQJH 
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Personal Services

2,419,756

3,233,262

3,488,825

255,563

7.90%

408,146

788,665

972,212

183,547

23.27%

0

0

0

0

-

         

         

         

       

      

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Debt Service
7RWDO ([SHQGLWXUHV

Page 561

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3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
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3URSRVHG

3,233,262
      

3,488,825
      

Page 562

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255,563

3HUFHQW 
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 Page 563

     
      
             
 
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Page 564

 OFFICE OF INSPECTOR GENERAL

PROGRAM DETAIL

General Services

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

3,141,659

828,553

0

3,970,212

329,849

0

0

329,849

3,471,508

828,553

0

4,300,061

PRIV LOCAL FOUNDATION GRANTS
7108
OIG JUSTICE SYSTEM FUNDING EVA

17,317

143,659

0

160,976

PRIV LOCAL FOUNDATION GRANTS TOTAL

17,317

143,659

0

160,976

3,488,825

972,212

0

4,461,037

001 GENERAL FUND
7101 OFFICE OF INSPECTOR GENERAL
7107

CONTRUCTION FRAUD DIVISION

001 GENERAL FUND TOTAL

DEPARTMENTAL TOTAL

Page 565

 OFFICE OF INSPECTOR GENERAL

EXPENDITURE SUMMARY

General Services

Program
No.
001

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

2,637,662
190,240

3,535,200
325,751

3,970,212
329,849

435,012
4,098

2,827,902

3,860,951

4,300,061

439,110

0

160,976

160,976

0

0

160,976

160,976

0

2,827,902

4,021,927

4,461,037

439,110

GENERAL FUND

7101
7107

OFFICE OF INSPECTOR GENERAL
CONTRUCTION FRAUD DIVISION

GENERAL FUND TOTAL
PRIV

Actual

LOCAL FOUNDATION GRANTS
7108

OIG JUSTICE SYSTEM FUNDING EVA

LOCAL FOUNDATION GRANTS TOTAL

DEPARTMENT TOTAL

Page 566

 OFFICE OF INSPECTOR GENERAL

PERSONNEL SUMMARY

General Services

Adopted
2019

Proposed
2020

Variance
2019-2020

04

1.00

1.00

0.00

IFIRST IG FOR AUDIT

U80

1.00

1.00

0.00

FIRST ASST IG FOR I&E

U06

1.00

1.00

0.00

FIRST IG FOR LEGAL AFFAIRS

U80

1.00

1.00

0.00

93

3.00

3.00

0.00

U80

1.00

1.00

0.00

93

2.00

2.00

0.00

U83

1.00

1.00

0.00

INFORMATION TECH SECURITY SPECIALIST

93

1.00

1.00

0.00

INSPECT & EVALUATOR IV

93

1.00

1.00

0.00

INSPECT & EVALUATOR III

91

1.00

1.00

0.00

CHIEF OF CRIMINAL INVESTIGATIONS (INSPECTOR GENERAL)

99

1.00

1.00

0.00

U70

1.00

1.00

0.00

16.00

16.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

17.00

17.00

0.00

17.00

17.00

0.00

Program
No.
001

Pay
Grade

GENERAL FUND
7101 OFFICE OF INSPECTOR GENERAL

DEPUTY INSPECTOR GENERAL OF AUDIT AND REVIEW

FORENSIC AUDITOR IV (INSPECTOR GENERAL)
FIRST IG FOR CRIM INVESTIGATION

CRIMINAL INVESTIGATOR IV (INSPECTOR GENERAL)
INSPECTOR GENERAL

EXECUTIVE DIRECTOR OF ERB
7101 OFFICE OF INSPECTOR GENERAL TOTAL
7107 CONTRUCTION FRAUD DIVISION
FIRST ASSIST IG FOR CONSTRUCTION

U09

7107 CONTRUCTION FRAUD DIVISION TOTAL

001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 567

 (WKLFV 5HYLHZ %RDUG 
Budget Summary

Page 568

 Budget Summary - ETHICS REVIEW BOARD

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   (7+,&6 5(9,(: %2$5'
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
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Personal Services

161,350

92,864

92,989

125

0.13%

Other Operating

114,497

187,932

195,754

7,822

4.16%

0

0

0

0

-

       

       

       

     

     

Debt Service
7RWDO ([SHQGLWXUHV

Page 569

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

92,864
     

92,989
     

Page 570

'ROODU 
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125

3HUFHQW 
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Page 572

 ETHICS REVIEW BOARD

PROGRAM DETAIL

Ethics Review Board

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
7102 ETHICS REVIEW BOARD

92,989

195,754

0

288,743

001 GENERAL FUND TOTAL

92,989

195,754

0

288,743

DEPARTMENTAL TOTAL

92,989

195,754

0

288,743

Page 573

 ETHICS REVIEW BOARD

EXPENDITURE SUMMARY

Ethics Review Board

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

275,847

280,796

288,743

7,947

GENERAL FUND TOTAL

275,847

280,796

288,743

7,947

DEPARTMENT TOTAL

275,847

280,796

288,743

7,947

001

GENERAL FUND

7102

ETHICS REVIEW BOARD

Page 574

 ETHICS REVIEW BOARD

PERSONNEL SUMMARY

Ethics Review Board

Program
No.
001

Pay
Grade

Proposed
2020

Variance
2019-2020

0.50

0.50

0.00

0.50

0.50

0.00

0.50

0.50

0.00

0.50

0.50

0.00

GENERAL FUND
7102 ETHICS REVIEW BOARD

GENERAL COUNSEL TO ETHICS R BD

U09

7102 ETHICS REVIEW BOARD TOTAL
001

Adopted
2019

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 575

 2IILFH RI ,QGHSHQGHQW 3ROLFH 0RQLWRU 
Budget Summary

Page 576

 Budget Summary - OFFICE OF INDEP POLICE MONITOR

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   2)),&( 2) ,1'(3 32/,&( 021,725
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

689,599

813,030

848,601

35,571

4.38%

Other Operating

245,507

310,156

306,370

(3,786)

-1.22%

0

0

0

0

-

       

         

         

      

     

Debt Service
7RWDO ([SHQGLWXUHV

Page 577

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO

     
$GRSWHG

     
3URSRVHG

Dollar amount
7RWDO 'HSDUWPHQW )7(V

813,030
     

848,601
     

Page 578

'ROODU 
&KDQJH 
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35,571

3HUFHQW 
&KDQJH 
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4.38%

 Page 579

     
      
             
 
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Page 580

 OFFICE OF INDEP POLICE MONITOR

PROGRAM DETAIL

Office of Independent Police Monitor

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
7103 OFFICE OF INDEP POLICE MONITOR

848,601

306,370

0

1,154,971

001 GENERAL FUND TOTAL

848,601

306,370

0

1,154,971

DEPARTMENTAL TOTAL

848,601

306,370

0

1,154,971

Page 581

 OFFICE OF INDEP POLICE MONITOR

Office of Independent Police Monitor

Program
No.

EXPENDITURE SUMMARY

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

935,106

1,123,186

1,154,971

31,785

GENERAL FUND TOTAL

935,106

1,123,186

1,154,971

31,785

DEPARTMENT TOTAL

935,106

1,123,186

1,154,971

31,785

001

GENERAL FUND

7103

OFFICE OF INDEP POLICE MONITOR

Page 582

 OFFICE OF INDEP POLICE MONITOR

Office of Independent Police Monitor

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
7103 OFFICE OF INDEP POLICE MONITOR

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

COMMUNITY/POLICE MEDIATION PROGRAM MNGR

84

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

CHIEF MONITOR (OIPM)

95

1.00

1.00

0.00

EX DIR COMM REL POLICE MONITOR

U73

1.00

1.00

0.00

DEPUTY POLICE MONITOR

U79

1.00

1.00

0.00

INDEPENDENT POLICE MONITOR

U80

1.00

1.00

0.00

8.00

8.00

0.00

8.00

8.00

0.00

8.00

8.00

0.00

7103 OFFICE OF INDEP POLICE MONITOR TOTAL
001

PERSONNEL SUMMARY

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 583

 Office of Community Development
Overview
Budget Summary

Page 584

 Office of Community Development
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Ellen M. Lee
1340 Poydras Street, 18th Floor
New Orleans, LA 70112
(504) 658-4213
8:00am to 5:00pm

Mission Statement
The Office of Community Development facilitates the development and preservation of quality
housing, and suitable living environments for persons of low and moderate income through strategic
investments and partnerships with public, private, philanthropic, non-profit, and resident stakeholders.

Vision Statement
OCD’s vision is one where all New Orleanians live in vibrant neighborhoods with a range of
safe, quality housing options that are affordable to them and with access to jobs, services and
neighborhood amenities that support their families and well-being.

Organizational Chart
Office of Community Development

Director of Community
& Economic
Development

 
              

  
   
          
   
         
  

Director of Housing and
Supportive Services

Director of Asset
Management

Page 585

Director of
Administrative Support

 Accomplishments of the Last Year
Accomplishment 1: Rental Housing
Program - 375 total units under contract

Accomplishment 5: Providing Housing for
Special Needs Populations:
• Low Barrier Shelter is open and
operating 100 clients
• Maintain functional zero for ending
veterans homelessness
• 1,352 persons provided emergency
shelter (night)
• 516 persons provided day shelter
services at the Community Resource
& Referral Center (CRRC)
• 82 persons received services under
the Rapid Rehousing

Accomplishment 2: Homeownership
Development Program – 44 total units under
contract
Accomplishment 3: Owner-Occupied
Rehab Program – 88 total units under
contract
Accomplishment 4: Home Modification
Program – 46 total units under contract

Accomplishment 6: Persons Living with
HIV/AIDS (PLWHA)
• 204 people received permanent housing
placement and assistance (TBRA (89),
PHP (60) and Shelter Plus Care (55)
• 15 people received short term rental,
mortgage and utility assistance
(STRMU)
• 114 people served in assisted living
facilities

Page 586

 Budget Priorities for this Year
Budget Priority 1: Extend affordability of
publicly funded units

Budget Priority 4: Coordinate with other City
offices to assist affordable housing developers
as they move through the zoning and permitting
process

Budget Priority 2: Design policy and
programs that support special needs
households (homeless, disabled, veterans and
formerly incarcerated populations)

Budget Priority 5: Expand partnerships with
financial institutions
Budget Priority 6: Planning and
implementation of HOPWA Modernization

Budget Priority 3: Coordinate funding
initiatives with other agencies in order to
facilitate leveraging of OCD resources

Budget Priority 7: Partner with landlords of
small rental properties to provide affordable
units in high opportunity areas

Page 587

 Budget Summary - Office of Community Development

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   2IILFH RI &RPPXQLW\ 'HYHORSPHQW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
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Personal Services

6,146,216

7,967,783

7,600,609

(367,174)

-4.61%

Other Operating

10,851,626

52,763,286

48,136,476

(4,626,810)

-8.77%

0

0

0

0

-

          

          

          

           

      

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7RWDO ([SHQGLWXUHV

Page 588

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3HUVRQQHO
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7RWDO 'HSDUWPHQW )7(V

     
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3URSRVHG

7,967,783
      

7,600,609
      

Page 589

'ROODU 
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(367,174) -4.61%

 Page 590

     
      
             
 
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Page 591

 OFFICE OF COMM DEVELOPMENT

PROGRAM DETAIL

Office of Community Development

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

242 HOUSING & ENVIRONMENT IMPROVMT
7613 CODE ENFORCE REVOLVING FUND

1,131,043

2,588,957

0

3,720,000

242 HOUSING & ENVIRONMENT IMPROVMT TOTAL

1,131,043

2,588,957

0

3,720,000

FEM FED DEPARTMENT OF EMERGENCY
7608
DEMOLITION PROG ADM

0

1,024,208

0

1,024,208

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

1,024,208

0

1,024,208

HUD HOUSING AND URBAN DEVELOPMENT
7106 DCDBG ADMIN./PROGRAM DELIVERY

378,048

1,713,600

0

2,091,648

0

5,155,680

0

5,155,680

143,203

1,995,275

0

2,138,478

91,867

8,175,840

0

8,267,707

7164

RENTAL REHAB 1988

7227

EMERGENCY SHELTER PROGRAM

7296

HOPWA GRANT

7301

HSNG NORA ADMIN.

0

1,000,000

0

1,000,000

7344

PUBLIC FACILITY

0

6,751,846

0

6,751,846

7360

SHELTER PLUS CARE

36,435

556,785

0

593,220

7361

YOUTH ENHANCEMENT

0

100,000

0

100,000

7498

MISC PUBLIC SERVICES

0

500,000

0

500,000

7536

Economic Development

0

3,170,026

0

3,170,026

7551

CD HOME 10% ADMIN

172,957

75,136

0

248,093

7552

CD HOME PROHRAM

0

3,116,521

0

3,116,521

7560

HOME CHDO

0

372,140

0

372,140

7603

HOUSING CODE ENFORCEMENT

2,504,224

0

0

2,504,224

7608

DEMOLITION PROG ADM

0

1,024,208

0

1,024,208

7609

DEMOLITION PROG FUND

0

1,148,016

0

1,148,016

7611

RELOCATION ADMINISTRATION

100,506

164,599

0

265,105

Page 592

 OFFICE OF COMM DEVELOPMENT

PROGRAM DETAIL

Office of Community Development

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

7614

HOUSING REHAB ADMIN

623,182

0

0

623,182

7685

FISCAL MONITORING

262,063

0

0

262,063

7687

NEIGHBORHOOD PLANNING

361,734

1,180,410

0

1,542,144

7691

OPERATIONS & ADMIN

739,100

108,506

0

847,606

7692

FINANCIAL & FISCAL AFFAIR

323,898

0

0

323,898

7694

PROG MGMT & MONITOR

366,569

0

0

366,569

7698

HOMEOWNERSHIP BUREAU

0

7,797,932

0

7,797,932

6,103,786

44,106,520

0

50,210,306

321,503

0

0

321,503

44,277

0

0

44,277

365,780

0

0

365,780

LSS LA DEPT OF SOCIAL SERVICES
7219 STATE EMERG SHELTER PROG

0

416,791

0

416,791

LSS

0

416,791

0

416,791

7,600,609

48,136,476

0

55,737,085

HUD HOUSING AND URBAN DEVELOPMENT TOTAL
LCD LA OFFICE OF COMMUNITY DEVELOP
7106
DCDBG ADMIN./PROGRAM DELIVERY
7603

HOUSING CODE ENFORCEMENT

LCD LA OFFICE OF COMMUNITY DEVELOP TOTAL

LA DEPT OF SOCIAL SERVICES TOTAL

DEPARTMENTAL TOTAL

Page 593

 OFFICE OF COMM DEVELOPMENT

EXPENDITURE SUMMARY

Office of Community Development

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

CODE ENFORCE REVOLVING FUND

629,720

3,253,062

3,720,000

466,938

HOUSING & ENVIRONMENT IMPROVMT TOTAL

629,720

3,253,062

3,720,000

466,938

0

3,592,852

1,024,208

(2,568,644)

0

3,592,852

1,024,208

(2,568,644)

1,978,507
3,292,590
0
2,251,978
8,099,745
1,000,000
0
6,784,589
1,186,440
117,895
565,497
3,213,100
274,176
8,939,227
411,265
2,762,422
0
2,296,032
333,221
1,086,853
177,069
2,446,802

2,091,648
5,155,680
0
2,138,478
8,267,707
1,000,000
0
6,751,846
593,220
100,000
500,000
3,170,026
248,093
3,116,521
372,140
2,504,224
1,024,208
1,148,016
265,105
623,182
262,063
1,542,144

113,141
1,863,090
0
(113,500)
167,962
0
0
(32,743)
(593,220)
(17,895)
(65,497)
(43,074)
(26,083)
(5,822,706)
(39,125)
(258,198)
1,024,208
(1,148,016)
(68,116)
(463,671)
84,994
(904,658)

242

HOUSING & ENVIRONMENT IMPROVMT

7613

FEM

FED DEPARTMENT OF EMERGENCY
7608

DEMOLITION PROG ADM

FED DEPARTMENT OF EMERGENCY TOTAL
HUD

HOUSING AND URBAN DEVELOPMENT

7106
7164
7205
7227
7296
7301
7329
7344
7360
7361
7498
7536
7551
7552
7560
7603
7608
7609
7611
7614
7685
7687

DCDBG ADMIN./PROGRAM DELIVERY
RENTAL REHAB 1988
NEIGHBORHOOD STABLIZATION PRG
EMERGENCY SHELTER PROGRAM
HOPWA GRANT
HSNG NORA ADMIN.
PROVIDENCE COMMUNITY HOUSING
PUBLIC FACILITY
SHELTER PLUS CARE
YOUTH ENHANCEMENT
MISC PUBLIC SERVICES
Economic Development
CD HOME 10% ADMIN
CD HOME PROHRAM
HOME CHDO
HOUSING CODE ENFORCEMENT
DEMOLITION PROG ADM
DEMOLITION PROG FUND
RELOCATION ADMINISTRATION
HOUSING REHAB ADMIN
FISCAL MONITORING
NEIGHBORHOOD PLANNING

454,033
0
103,357
1,057,187
3,900,818
848,481
406,401
1,483,170
467,095
117,895
496,357
(44,493)
247,713
48,256
0
2,077,905
0
812,367
275,470
1,020,143
117,312
378,271
Page 594

 OFFICE OF COMM DEVELOPMENT
Program
No.
7691
7692
7694
7698

OPERATIONS & ADMIN
FINANCIAL & FISCAL AFFAIR
PROG MGMT & MONITOR
HOMEOWNERSHIP BUREAU

HOUSING AND URBAN DEVELOPMENT TOTAL
LCD

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

836,983
423,471
169,485
0

1,052,577
471,958
248,647
4,200,000

847,606
323,898
366,569
7,797,932

(204,971)
(148,060)
117,922
3,597,932

15,697,677

53,190,590

50,210,306

(2,980,284)

473,890
0

550,288
44,277

321,503
44,277

(228,785)
0

473,890

594,565

365,780

(228,785)

196,555

100,000

416,791

316,791

196,555

100,000

416,791

316,791

16,997,842

60,731,069

55,737,085

LA OFFICE OF COMMUNITY DEVELOP
7106
7603

DCDBG ADMIN./PROGRAM DELIVERY
HOUSING CODE ENFORCEMENT

LA OFFICE OF COMMUNITY DEVELOP TOTAL
LSS

EXPENDITURE SUMMARY

Office of Community Development

LA DEPT OF SOCIAL SERVICES
7219

STATE EMERG SHELTER PROG

LA DEPT OF SOCIAL SERVICES TOTAL
DEPARTMENT TOTAL

Page 595

(4,993,984)

 OFFICE OF COMM DEVELOPMENT

Office of Community Development

Program
No.
242

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

HOUSING & ENVIRONMENT IMPROVMT
7613 CODE ENFORCE REVOLVING FUND

CODE ENFORCEMENT INSPECTOR I

61

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

CODE ENFORCEMENT INSPECTOR II

64

1.00

1.00

0.00

CODE ENFORCEMENT CASE SPEC I

61

3.00

3.00

0.00

CODE ENFORCEMENT CASE SPEC I

61

1.00

1.00

0.00

CODE ENFORCEMENT CASE SPECIALIST II

64

1.00

1.00

0.00

U61

1.00

1.00

0.00

48

1.00

1.00

0.00

11.00

11.00

0.00

11.00

11.00

0.00

URBAN POLICY SPECIALIST III
OFFICE ASSISTANT III
7613 CODE ENFORCE REVOLVING FUND TOTAL
242

PERSONNEL SUMMARY

HOUSING & ENVIRONMENT IMPROVMT TOT

HUD
HOUSING AND URBAN DEVELOPMENT
7106 DCDBG ADMIN./PROGRAM DELIVERY
MANAGEMENT DEVELOPMENT ADMINISTRATOR

88

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

0.45

0.45

0.00

U72

0.45

0.45

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

0.50

0.50

0.00

4.40

4.40

0.00

1.00

1.00

0.00

DIRECTOR OF ADMINISTRATIVE SUPPORT

7106 DCDBG ADMIN./PROGRAM DELIVERY TOTAL
7227 EMERGENCY SHELTER PROGRAM
MANAGEMENT DEVELOPMENT ANALYST I

62
Page 596

 OFFICE OF COMM DEVELOPMENT

Office of Community Development

Program
No.

Pay
Grade

7227 EMERGENCY SHELTER PROGRAM TOTAL

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

1.00

1.00

0.00

1.00

1.00

0.00

1.00

1.00

0.00

0.50

0.50

0.00

0.50

0.50

0.00

7296 HOPWA GRANT
MANAGEMENT DEVELOPMENT SPECIALIST II

77

7296 HOPWA GRANT TOTAL
7360 SHELTER PLUS CARE
MANAGEMENT DEVELOPMENT ANALYST II

69

7360 SHELTER PLUS CARE TOTAL

7551 CD HOME 10% ADMIN
MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ADMINISTRATOR

88

0.50

0.50

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

0.50

0.50

0.00

2.00

2.00

0.00

75

1.00

1.00

0.00

U64

1.00

1.00

0.00

71

1.00

1.00

0.00

CODE ENFORCEMENT CASE SPECIALIST II

64

3.00

3.00

0.00

CODE ENFORCEMENT CASE SPEC I

61

3.00

3.00

0.00

U94

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

5.00

5.00

0.00

CODE ENFORCEMENT INSPECTOR I

61

1.00

1.00

0.00

CODE ENFORCEMENT INSPECTOR II

64

12.00

12.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

OFFICE ASSISTANT II

46

5.00

5.00

0.00

7551 CD HOME 10% ADMIN TOTAL

7603 HOUSING CODE ENFORCEMENT
URBAN REHABILITATION SUPERVISOR
URBAN POLICY SPECIALIST IV
CODE ENFORCEMENT CASE SPECIALIST III

DIRECTOR OF CODE ENFORCEMENT

Page 597

 OFFICE OF COMM DEVELOPMENT

Office of Community Development

Program
No.

Adopted
2019

Proposed
2020

Variance
2019-2020

44

1.00

1.00

0.00

78

3.00

3.00

0.00

71

1.00

1.00

0.00

40.00

40.00

0.00

Pay
Grade

OFFICE ASSISTANT I

CODE ENFORCEMENT CASE SUPERVISOR
CODE ENFORCEMENT DISTRICT SUPERVISOR

PERSONNEL SUMMARY

7603 HOUSING CODE ENFORCEMENT TOTAL
7611 RELOCATION ADMINISTRATION
MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

0.50

0.50

0.00

1.50

1.50

0.00

7611 RELOCATION ADMINISTRATION TOTAL
7614 HOUSING REHAB ADMIN
URBAN REHABILITATION SPECIALIST

67

1.00

1.00

0.00

SENIOR URBAN REHABILITATION SPECIALIST

69

6.00

6.00

0.00

URBAN REHABILITATION SUPERVISOR

75

2.00

2.00

0.00

9.00

9.00

0.00

7614 HOUSING REHAB ADMIN TOTAL

7685 FISCAL MONITORING
MANAGEMENT DEVELOPMENT SUPERVISOR I

80

0.50

0.50

0.00

ACCOUNTANT III

76

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

0.15

0.15

0.00

3.15

3.15

0.00

80

3.00

3.00

0.00

U94

0.50

0.50

0.00

3.50

3.50

0.00

7685 FISCAL MONITORING TOTAL
7687 NEIGHBORHOOD PLANNING
MANAGEMENT DEVELOPMENT SUPERVISOR I
MANAGER, CONSOLIDATED PLANNING
7687 NEIGHBORHOOD PLANNING TOTAL
Page 598

 OFFICE OF COMM DEVELOPMENT

Office of Community Development

Program
No.

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

7691 OPERATIONS & ADMIN

ADMINISTRATIVE SUPPORT SPECIALIST

U67

1.00

1.00

0.00

ASST. DIRECTOR OF RECOVERY

U00

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST I

62

1.00

1.00

0.00

SENIOR OFFICE SUPPORT SPECIALIST

56

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U61

2.00

2.00

0.00

88

0.50

0.50

0.00

URBAN POLICY SPECIALIST IV

U64

1.00

1.00

0.00

DIRECTOR OF ADMINISTRATIVE SUPPORT

U72

0.25

0.25

0.00

9.25

9.25

0.00

MANAGEMENT DEVELOPMENT ADMINISTRATOR

7691 OPERATIONS & ADMIN TOTAL
7692 FINANCIAL & FISCAL AFFAIR
ACCOUNTANT II

74

2.00

2.00

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

4.00

4.00

0.00

7692 FINANCIAL & FISCAL AFFAIR TOTAL
7694 PROG MGMT & MONITOR
OFFICE SUPPORT SPECIALIST

54

1.00

1.00

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

0.50

0.50

0.00

MANAGEMENT DEVELOPMENT SUPERVISOR I

80

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ADMINISTRATOR

88

1.50

1.50

0.00

4.00

4.00

0.00

83.30

83.30

0.00

7694 PROG MGMT & MONITOR TOTAL
HUD

HOUSING AND URBAN DEVELOPMENT TOTA

LCD

LA OFFICE OF COMMUNITY DEVELOP
Page 599

 OFFICE OF COMM DEVELOPMENT

Office of Community Development

Program
No.

Pay
Grade

PERSONNEL SUMMARY
Adopted
2019

Proposed
2020

Variance
2019-2020

7106 DCDBG ADMIN./PROGRAM DELIVERY

LCD

ACCOUNTANT I

72

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

0.40

0.40

0.00

SENIOR AUDITOR

76

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ANALYST II

69

1.00

1.00

0.00

DIRECTOR OF ADMINISTRATIVE SUPPORT

U72

0.30

0.30

0.00

7106 DCDBG ADMIN./PROGRAM DELIVERY TOTAL

3.70

3.70

0.00

LA OFFICE OF COMMUNITY DEVELOP TOTAL

3.70

3.70

0.00

98.00

98.00

0.00

DEPARTMENT TOTAL

Page 600

 Page 601

 :RUNIRUFH ,QYHVWPHQW 
Budget Summary

Page 602

 Budget Summary - Workforce Investment

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   :RUNIRUFH ,QYHVWPHQW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

549,280

1,004,970

854,632

(150,338)

-14.96%

2,102,644

7,697,016

8,059,095

362,079

4.70%

0

0

0

0

-

         

         

         

       

     

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 603

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

1,004,970
     

854,632
     

Page 604

'ROODU 
3HUFHQW 
&KDQJH  &KDQJH 
)<      )<     
(150,338) -14.96%

 Page 605

     
      
             
 
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 XPENDITURES

  
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Page 606

 WORKFORCE INVESTMENT

PROGRAM DETAIL

Workforce Investment

Program
No.

DOL LA. DEPARTMENT OF LABOR
7720 WIA ADULT

Personal
Services

Other
Operating

Debt
Service

Total

312,388

2,624,829

0

2,937,217

7721

WIA DISLOCATRD WORKER

240,211

2,268,687

0

2,508,898

7722

WIA YOUTH

282,033

2,557,714

0

2,839,747

7727

JOB READINESS SKILLS TRAINING

0

591,604

0

591,604

834,632

8,042,834

0

8,877,466

0

2,050

0

2,050

0

9,248

0

9,248

20,000

4,963

0

24,963

20,000

16,261

0

36,261

854,632

8,059,095

0

8,913,727

DOL LA. DEPARTMENT OF LABOR TOTAL

PRIV LOCAL FOUNDATION GRANTS
7732 FOUNDATION GIFT
7740

WORKFORCE MIDNIGHT BASKETBALL

7741

NOLA YOUTH WORKS SUMMER PROG.

PRIV LOCAL FOUNDATION GRANTS TOTAL
DEPARTMENTAL TOTAL

Page 607

 WORKFORCE INVESTMENT
Program
No.
DOL

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

881,441
319,801
924,288
1,578
87,598
407,796

2,551,414
1,997,857
2,745,365
0
591,604
769,509

2,937,217
2,508,898
2,839,747
0
591,604
0

385,803
511,041
94,382
0
0
(769,509)

2,622,502

8,655,749

8,877,466

221,717

9,422
0
20,000

6,237
0
40,000

2,050
9,248
24,963

(4,187)
9,248
(15,037)

29,422

46,237

36,261

(9,976)

2,651,924

8,701,986

8,913,727

LA. DEPARTMENT OF LABOR

7720
7721
7722
7723
7727
7739

WIA ADULT
WIA DISLOCATRD WORKER
WIA YOUTH
WIA H1B TECH SKILLS TRAINING
JOB READINESS SKILLS TRAINING
WORKFORCE INNOVATION FUND

LA. DEPARTMENT OF LABOR TOTAL

PRIV

EXPENDITURE SUMMARY

Workforce Investment

LOCAL FOUNDATION GRANTS
7732
7740
7741

FOUNDATION GIFT
WORKFORCE MIDNIGHT BASKETBALL
NOLA YOUTH WORKS SUMMER PROG.

LOCAL FOUNDATION GRANTS TOTAL
DEPARTMENT TOTAL

Page 608

211,741

 WORKFORCE INVESTMENT

PERSONNEL SUMMARY

Workforce Investment

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

DOL
LA. DEPARTMENT OF LABOR
7720 WIA ADULT

MANAGER, JOB 1

U94

0.33

0.33

0.00

URBAN POLICY SPECIALIST IV

U60

0.33

0.33

0.00

URBAN POLICY SPECIALIST V

U66

0.99

0.99

0.00

1.65

1.65

0.00

7720 WIA ADULT TOTAL
7721 WIA DISLOCATRD WORKER

URBAN POLICY SPECIALIST IV

U60

0.33

0.33

0.00

URBAN POLICY SPECIALIST V

U66

0.99

0.99

0.00

MANAGER, JOB 1

U94

0.33

0.33

0.00

1.65

1.65

0.00

7721 WIA DISLOCATRD WORKER TOTAL
7722 WIA YOUTH
MANAGER, JOB 1

U94

0.34

0.34

0.00

URBAN POLICY SPECIALIST IV

U60

0.34

0.34

0.00

URBAN POLICY SPECIALIST V

U66

1.02

1.02

0.00

1.70

1.70

0.00

5.00

5.00

0.00

5.00

5.00

0.00

7722 WIA YOUTH TOTAL
DOL

LA. DEPARTMENT OF LABOR TOTAL

DEPARTMENT TOTAL

Page 609

 (FRQRPLF 'HYHORSPHQW )XQG 
Budget Summary

Page 610

 Budget Summary - Economic Development Fund

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

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Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

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192,295

334,833

448,958

114,125

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2,963,547

3,700,000

3,450,000

(250,000)

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0

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Page 614

 ECONOMIC DEVELOPMENT FUND

PROGRAM DETAIL

Economic Development Fund

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

139 NO ECONOMIC DEVELOPMENT
7810 ECONOMIC DEVELOPMENT FUND

448,958

3,450,000

0

3,898,958

139 NO ECONOMIC DEVELOPMENT TOTAL

448,958

3,450,000

0

3,898,958

DEPARTMENTAL TOTAL

448,958

3,450,000

0

3,898,958

Page 615

 ECONOMIC DEVELOPMENT FUND

EXPENDITURE SUMMARY

Economic Development Fund

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

3,155,842

4,034,833

3,898,958

(135,875)

NO ECONOMIC DEVELOPMENT TOTAL

3,155,842

4,034,833

3,898,958

(135,875)

DEPARTMENT TOTAL

3,155,842

4,034,833

3,898,958

(135,875)

139

NO ECONOMIC DEVELOPMENT

7810

ECONOMIC DEVELOPMENT FUND

Page 616

 ECONOMIC DEVELOPMENT FUND
Program
No.
139

139

PERSONNEL SUMMARY

Economic Development Fund
Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

NO ECONOMIC DEVELOPMENT
7810 ECONOMIC DEVELOPMENT FUND

URBAN POLICY SPECIALIST V

U0X

1.00

1.00

0.00

URBAN POLICY SPECIALIST V

U70

2.00

2.00

0.00

URBAN POLICY SPECIALIST III

U57

1.00

1.00

0.00

7810 ECONOMIC DEVELOPMENT FUND TOTAL

4.00

4.00

0.00

NO ECONOMIC DEVELOPMENT TOTAL

4.00

4.00

0.00

4.00

4.00

0.00

DEPARTMENT TOTAL

Page 617

 1HLJKERUKRRG +RXVLQJ ,PSURYHPHQW 
Budget Summary

Page 618

 Budget Summary - Neighborhood Housing Improvement

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

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Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

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761,019

336,958

641,284

304,326

90.32%

1,581,878

6,554,338

6,920,239

365,901

5.58%

0

0

0

0

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Debt Service
7RWDO ([SHQGLWXUHV

Page 619

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336,958
     

641,284
     

Page 620

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 Page 621

     
      
             
 
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Page 622

 NEIGHBORHOOD HOUSING IMPROVMNT

PROGRAM DETAIL

Neighborhood Housing Improvement

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

641,284

200,000

0

841,284

0

6,720,239

0

6,720,239

138 NEIGHBORHOOD HOUSING IMPR TOTAL

641,284

6,920,239

0

7,561,523

DEPARTMENTAL TOTAL

641,284

6,920,239

0

7,561,523

138 NEIGHBORHOOD HOUSING IMPR
7821 NHIF GENERAL ADMINISTRATION
7823

NHIF NEIGHBORHOOD STABILIZ

Page 623

 NEIGHBORHOOD HOUSING IMPROVM Neighborhood Housing Improvement
Program
No.

EXPENDITURE SUMMARY

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

364,986
517,859
1,156,052
304,000

536,958
400
6,353,938
0

841,284
0
6,720,239
0

304,326
(400)
366,301
0

NEIGHBORHOOD HOUSING IMPR TOTAL

2,342,897

6,891,296

7,561,523

670,227

DEPARTMENT TOTAL

2,342,897

6,891,296

7,561,523

670,227

138

NEIGHBORHOOD HOUSING IMPR

7821
7822
7823
7829

NHIF GENERAL ADMINISTRATION
NHIF CODE ENFORCEMENT / DEMO
NHIF NEIGHBORHOOD STABILIZ
NHIF RESERVED

Page 624

 NEIGHBORHOOD HOUSING IMPROV Neighborhood Housing Improvement

Adopted
2019

Proposed
2020

Variance
2019-2020

U94

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT SPECIALIST I

75

1.00

1.00

0.00

MANAGEMENT DEVELOPMENT ADMINISTRATOR

88

1.00

1.00

0.00

EXECUTIVE ASSISTANT TO THE MAYOR

U83

0.20

0.20

0.00

URBAN POLICY SPECIALIST III

U61

1.00

1.00

0.00

MANAGER, CONSOLIDATED PLANNING

U94

0.50

0.50

0.00

PRINCIPAL OFFICE SUPPORT SPECIALIST

59

1.00

1.00

0.00

U00

0.50

0.50

0.00

6.20

6.20

0.00

6.20

6.20

0.00

6.20

6.20

0.00

Program
No.
138

Pay
Grade

NEIGHBORHOOD HOUSING IMPR
7821 NHIF GENERAL ADMINISTRATION

HOUSING PROGRAM MANAGER

ASST. DIRECTOR OF RECOVERY
7821 NHIF GENERAL ADMINISTRATION TOTAL
138

PERSONNEL SUMMARY

NEIGHBORHOOD HOUSING IMPR TOTAL

DEPARTMENT TOTAL

Page 625

 Orleans Parish District Attorney’s Office
Overview
Budget Summary

Page 626

 Orleans Parish District Attorney’s Office
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Leon A. Cannizzaro, Jr.
Main Office: 619 South White Street, New Orleans, Louisiana 70119
504-822-2414
Main Office: 9 a.m. -- 5 p.m.

Mission Statement
The Orleans Parish District Attorney’s Office is responsible for providing fair, effective, and efficient
prosecution of criminal offenders. 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 responsible for
representing 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 & Preparedness result area.

Vision Statement
In the coming years the District Attorney’s Office will continue to work with other criminal justice
agencies to build public confidence in the criminal justice system by not simply maintaining progress
already achieved, but by enhancing the core services provided—convicting more violent felons and
providing more and better diversion options and victim witness services. The first priority of the
District Attorney’s Office is to represent the interests of the City of New Orleans in criminal
proceedings in Orleans Parish by prosecuting violent offenders who threaten public safety and
citizens’ way of life. The District Attorney will endeavor to enhance its Diversion and Victim Witness
Programs which service hundreds of individuals who otherwise would receive no assistance.
Cooperation and collaboration between the District Attorney and other criminal justice agencies,
especially the New Orleans Police Department, will also be encouraged and continued. During the
coming years the District Attorney’s Office will continue this positive momentum and serve as one of
the catalysts enhancing the quality of life in New Orleans.

Page 627

 Organizational Chart
Orleans Parish District Attorney’s Office

Page 628

 Accomplishments of the Last Year
Accomplishment 1: The OPDA remains the
busiest District Attorney’s office in
Louisiana. We are on pace to screen 11,981
new criminal cases in 2019, a 13 percent
increase over 2018, when once again we
had the highest caseload in the state.
Accomplishment 2: Our office accepted 84
percent of felony charges presented in
2018, and 87 percent of felony charges
presented thus far in 2019. Our Municipal
Court case acceptance rate of 53 percent in
2018 has risen to 61 percent in 2019.
Accomplishment 3: Higher acceptance rates
are an indicator that the New Orleans
Police Department and Louisiana State
Police are improving investigations and
submitting better cases for potential
prosecution. Our 2019 conviction rate at
Criminal District Court is an impressive 93
percent (through Aug. 19).
Accomplishment 4: The OPDA’s Diversion
program remains a model for success, not
only within the state but nationally. It boasts
a three-year felony recidivism rate of only 1.5
percent among program graduates.
Accomplishment 5: Our Diversion program
provided jail alternatives to 876 clients
serviced in 2018. So far this year, Diversion
has been approved for 749 clients, a pace
to reach more than 1,100 by the end of
2019.
Accomplishment 6: That would mark a 36
percent increase in approved Diversion
clients, providing a remarkable ROI for the
City in the form of a jail population
reduced by hundreds.

screening prosecutors (one for drug
offenses, one for general victim crimes and
one to screen new high-risk Diversion
candidates).
Accomplishment 8: Two Diversion program
investigators also were added, one tasked
with running client background checks and
the other with supervising and assisting
on-premise clients within the OPDA office.
Accomplishment 9: From 1987-2007, New
Orleans exceeded 200 murders in a year 18
times, topped 300 murders six times, and
recorded 424 murders in 1994. Since DA
Cannizzaro took office in 2009 and
prioritized the prosecution of violent
offenders, New Orleans has topped 200
murders in a year only once, and is about to
finish its seventh year in a row with 175 or
fewer murders.
Accomplishment 10: The DA’s innovative use
of the Louisiana Racketeering Act dismantled
dozens of New Orleans street gangs, saving
untold numbers of lives by sending hundreds
of gang-related murderers to prison. He has
joined Prosecutors Against Gun Violence in
calling for meaningful Congressional action
to reduce the nationwide scourge of mass
shootings, including those in the French
Quarter we have successfully prosecuted.
Accomplishment 11: Redesigned and launched
new agency website (www.orleansda.com) in
April 2019. The new website is customer
friendly, more informative, optimized for
mobile devices, loaded with helpful links and
updated up to several times daily with new
content. It provides better contact information,
social media access, and detailed instructions
for how the public can access important
services offered by our office. The new
website recorded 39,321 unique page views
in its first 125 days (315 per day).

Accomplishment 7: The OPDA Diversion
program has added in 2019 three licensed
counselors (raising our total from 5 to 8), two
administrators, and three case management
Page 629

 Budget Priorities for this Year
The goal for 2020 is to continue to provide
ethical, professional, fair, effective and efficient
prosecutions of criminal offenders. The District
Attorney is committed to being responsive to
the needs of victims, witnesses, children in
need, law enforcement agencies and citizens
at large. Efforts will be made to decrease case
charging times in non-homicide and rape
cases and to decrease the disposition time
from case acceptance to final judgment in nonhomicide and rape cases. The District Attorney
will also endeavor to expand new diversion
clients. Adding a new tier of selected violent/
high-risk offenders, and broadening the
population of other defendants offered
Diversion, has expanded the population pool
by 36 percent in 2020. Though next year’s
expansion will be smaller, our goal is to retain
the necessary staff and programming to
maintain the outstanding recidivism rate, while
offering Diversion to even more potential
clients.

Page 630

 Budget Summary - District Attorney

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   'LVWULFW $WWRUQH\
([SHQGLWXUH 7\SH

     
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0

0

0

0

-

6,078,029

6,678,029

6,678,029

0

0.00%

0

0

0

0

-

         

         

         

 

     

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 631

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Page 632

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 Page 633

     
      
             
 
    
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Page 634

 DISTRICT ATTORNEY

PROGRAM DETAIL

District Attorney

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
8101 DISTRICT ATTORNEY

0

6,678,029

0

6,678,029

001 GENERAL FUND TOTAL

0

6,678,029

0

6,678,029

DEPARTMENTAL TOTAL

0

6,678,029

0

6,678,029

Page 635

 DISTRICT ATTORNEY

EXPENDITURE SUMMARY

District Attorney

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

6,078,029

6,678,029

6,678,029

0

GENERAL FUND TOTAL

6,078,029

6,678,029

6,678,029

0

DEPARTMENT TOTAL

6,078,029

6,678,029

6,678,029

0

001

GENERAL FUND

8101

DISTRICT ATTORNEY

Page 636

 Page 637

 Coroner
Overview
Budget Summary

Page 638

 Coroner
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Dwight L. McKenna, M.D.
3001 Earhart Blvd.
(504) 658-9660
8:30 a.m. to 4:30 p.m.

Mission Statement
To provide timely, thorough, accurate, and independent medicolegal investigations that:
• Promote justice
• Enhance the public safety and public health
• Provide compassionate service to the afflicted, the grieving, the maltreated, and the deceased
• Protect victims of sexual assault
• Provide dignity and guidance to the mentally ill

Vision Statement
To provide dignity for the deceased, compassion for their families, service to law enforcement and
mental health agencies, and integrity to the Coroner's Office to the citizens of Orleans Parish.

Page 639

 Organizational Chart
Organizational Chart – Coroner
Coroner

 
                 

I

Death

or

Management
Support

Public
Relations

Death
Investigator

Driver

Death
Investigator

Driver

Death
Investigator

Driver

Death
Investigator

Medical
Clerk

Chief
Forensic
Pathologist

Forensic Pathologist

Forensic Pathologist

Forensic Pathologist
Death
Investigator

Medial Clerk

Death
Investigator

Medical
Clerk

Medial
Death
Attendant
Investigator

Medical
Attendant

Death
Investigator

Driver

         
 
        

Driver
Medical
Clerk
Medical
Clerk

Forensic Pathologist

Chief Forensic
Psychiatrist

Forensic
Psychiatrist

Forensic
Psychiatrist

Forensic
Psychiatrist

Forensic
Psychiatrist

I

Death

or

Page 640

 Accomplishments of the Last Year
Accomplishment 1: 24-hour phone

Accomplishment 2: In-house
transcriptionist to expedite the
completion of autopsy reports

operator M-F to ease the volume of
calls received during business hours

Budget Priorities for this Year
Budget Priority 2: Increase salary for the

Budget Priority 1: Diligently work on

forensic pathologists to a competitive
range

getting the Coroner’s Office accredited
by the National Association of Medical
Examiners

Budget Priority 3: Request funding

for cremation of paupers

Page 641

 Budget Summary - Coroner’s Office

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &RURQHU¶V 2IILFH
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

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)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

2,346,366

2,857,516

2,777,020

(80,496)

-2.82%

228,637

609,511

659,511

50,000

8.20%

0

0

0

0

-

         

         

         

        

      

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 642

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2,857,516
      

2,777,020
      

Page 643

'ROODU 
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(80,496)

3HUFHQW 
&KDQJH 
)<     
-2.82%

 Page 644

     
      
             
 
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Page 645

 CORONER'S OFFICE

PROGRAM DETAIL

Coroner’s Office

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

2,157,150

493,000

0

2,650,150

569,870

0

0

569,870

2,727,020

493,000

0

3,220,020

209 CORONERS OPERATIONAL FUND
8201
CORONER ADMINISTRATION

0

100,000

0

100,000

209 CORONERS OPERATIONAL FUND TOTAL

0

100,000

0

100,000

FDJ FED DEPARTMENT OF JUSTICE
8240 PSYCHIATRIC RECIDIVISM PREVENT

0

13,450

0

13,450

FDJ

0

13,450

0

13,450

FEM FED DEPARTMENT OF EMERGENCY
8201
CORONER ADMINISTRATION

0

53,061

0

53,061

FEM FED DEPARTMENT OF EMERGENCY TOTAL

0

53,061

0

53,061

LDH LA DEPT OF HEALTH/HUMAN SVCS
8215
NATIONAL VIOLENCE REPORTING GR

50,000

0

0

50,000

LDH LA DEPT OF HEALTH/HUMAN SVCS TOTAL

50,000

0

0

50,000

2,777,020

659,511

0

3,436,531

001 GENERAL FUND
8201 CORONER ADMINISTRATION
8230

CORONER INVESTIGATIONS

001 GENERAL FUND TOTAL

FED DEPARTMENT OF JUSTICE TOTAL

DEPARTMENTAL TOTAL

Page 646

 CORONER'S OFFICE

EXPENDITURE SUMMARY

Coroner’s Office

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

1,864,825
650,796

2,687,341
563,175

2,650,150
569,870

(37,191)
6,695

2,515,621

3,250,516

3,220,020

(30,496)

59,382

100,000

100,000

0

59,382

100,000

100,000

0

0

13,450

13,450

0

0

13,450

13,450

0

CORONER ADMINISTRATION

0

53,061

53,061

0

FED DEPARTMENT OF EMERGENCY TOTAL

0

53,061

53,061

0

0

50,000

50,000

0

0

50,000

50,000

0

2,575,003

3,467,027

3,436,531

001

GENERAL FUND

8201
8230

CORONER ADMINISTRATION
CORONER INVESTIGATIONS

GENERAL FUND TOTAL
209

CORONERS OPERATIONAL FUND
8201

CORONER ADMINISTRATION

CORONERS OPERATIONAL FUND TOTAL

FDJ

FED DEPARTMENT OF JUSTICE
8240

PSYCHIATRIC RECIDIVISM PREVENT

FED DEPARTMENT OF JUSTICE TOTAL
FEM

FED DEPARTMENT OF EMERGENCY
8201

LDH

LA DEPT OF HEALTH/HUMAN SVCS
8215

NATIONAL VIOLENCE REPORTING GR

LA DEPT OF HEALTH/HUMAN SVCS TOTAL
DEPARTMENT TOTAL

Page 647

(30,496)

 CORONER'S OFFICE

PERSONNEL SUMMARY

Coroner’s Office

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
8201 CORONER ADMINISTRATION

MEDICAL ATTENDANT

U42

2.00

2.00

0.00

CLERK II

U29

2.00

2.00

0.00

CLERK II

U29

1.00

1.00

0.00

CORONER'S PHYSICIAN (PATHOLOGIST)

U80

1.00

1.00

0.00

URBAN POLICY SPECIALIST III

U57

3.00

3.00

0.00

CORONER'S PHYSICIAN (PATHOLOGIST)

U13

2.00

2.00

0.00

CHIEF PHYSICIAN PATHOLOGIST

U00

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST

U67

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST

U67

3.00

3.00

0.00

EQUIPMENT OPERATOR I

U50

2.00

2.00

0.00

EQUIPMENT OPERATOR I

U50

2.88

2.88

0.00

Z

1.00

1.00

0.00

21.88

21.88

0.00

CORONER

8201 CORONER ADMINISTRATION TOTAL
8230 CORONER INVESTIGATIONS
URBAN POLICY SPECIALIST III

U61

5.00

5.00

0.00

MANAGEMENT SERVICES SUPERVISOR

U80

2.00

2.00

0.00

7.00

7.00

0.00

28.88

28.88

0.00

28.88

28.88

0.00

8230 CORONER INVESTIGATIONS TOTAL

001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 648

 Page 649

 Juvenile Court
Overview
Budget Summary

Page 650

 Juvenile Court
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Ranord J. Darensburg, Judicial Administrator
1100B Milton Street
New Orleans LA 70122
(504) 658-9547
8:30 a.m. – 4:00 p.m.

Mission Statement
Provide a court of excellence for children, youth and families by enforcing the Louisiana Children’s
Code.

Vision Statement
The Judges of Orleans Parish Juvenile Court believe that through a unified voice and collaboration, the
New Orleans Juvenile Justice System can be a leader in administering fair and equal justice, provide
individualized comprehensive and effective programs for delinquent and neglected youth, and ensure
accountability that builds safe, resilient families and communities.

Organizational Chart
Organizational Chart – Juvenile Court
OPJC Judges
(Delinquency and
Dependency
Divisions)

Judicial
Administrator

Court
Administration/
Operations

Court Programs

Page 651

Special
Programs/Grants

 Budget Summary - Juvenile Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   -XYHQLOH &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

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Personal Services

1,814,230

1,877,966

1,890,905

12,939

0.69%

942,603

858,240

966,626

108,386

12.63%

0

0

0

0

-

         

         

         

       

     

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 652

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1,877,966
      

1,890,905
      

Page 653

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Page 655

 JUVENILE COURT

PROGRAM DETAIL

Juvenile Court

Program
No.

001 GENERAL FUND
8302 ADMINISTRATIVE SERVICES

Personal
Services

Other
Operating

Debt
Service

Total

1,005,089

966,626

0

1,971,715

8303

CLERK'S SERVICES

245,176

0

0

245,176

8308

JUDGES' PERSONNEL

640,640

0

0

640,640

001 GENERAL FUND TOTAL

1,890,905

966,626

0

2,857,531

DEPARTMENTAL TOTAL

1,890,905

966,626

0

2,857,531

Page 656

 JUVENILE COURT

EXPENDITURE SUMMARY

Juvenile Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

1,979,845
180,924
596,064

1,918,948
183,965
633,293

1,971,715
245,176
640,640

52,767
61,211
7,347

GENERAL FUND TOTAL

2,756,833

2,736,206

2,857,531

121,325

DEPARTMENT TOTAL

2,756,833

2,736,206

2,857,531

121,325

001

GENERAL FUND

8302
8303
8308

ADMINISTRATIVE SERVICES
CLERK'S SERVICES
JUDGES' PERSONNEL

Page 657

 JUVENILE COURT

PERSONNEL SUMMARY

Juvenile Court

Program
No.
001

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
8302 ADMINISTRATIVE SERVICES

ASSISTANT MANAGER, FISCAL ADM.

U94

1.00

1.00

0.00

COURT CLERK II

U54

2.00

2.00

0.00

ATTORNEY I

U73

1.00

1.00

0.00

ATTORNEY II

U90

1.00

1.00

0.00

ACCOUNTANT

U72

2.00

2.00

0.00

CASE MANAGER

U63

5.00

5.00

0.00

EXECUTIVE ASSISTANT

U63

1.00

1.00

0.00

JUDICIAL ADMINISTRATOR, JUVENILE COURT

U66

1.00

1.00

0.00

14.00

14.00

0.00

8302 ADMINISTRATIVE SERVICES TOTAL
8303 CLERK'S SERVICES
COURT CLERK I

U50

1.00

1.00

0.00

OFFICE ASSISTANT

U46

1.00

1.00

0.00

DEPUTY CLERK OF COURT

U67

1.00

1.00

0.00

CLERK OF COURT

U87

1.00

1.00

0.00

4.00

4.00

0.00

8303 CLERK'S SERVICES TOTAL
8308 JUDGES' PERSONNEL
COURT REPORTER

U59

4.00

4.00

0.00

COURT REPORTER

U59

1.00

1.00

0.00

MINUTE CLERK

U63

6.00

6.00

0.00

11.00

11.00

0.00

29.00

29.00

0.00

29.00

29.00

0.00

8308 JUDGES' PERSONNEL TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL
Page 658

 Page 659

 )LUVW &LW\ &RXUW 
Budget Summary

Page 660

 Budget Summary - First City Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   )LUVW &LW\ &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
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)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

0

0

0

0

-

Other Operating

0

6,000

6,000

0

0.00%

Debt Service

0

0

0

0

-

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Page 661

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
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0
     

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Page 662

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0

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)<     
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 Page 663

     
      
             
 
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Page 664

 FIRST CITY COURT

PROGRAM DETAIL

First City Court

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
8321 CITY COURTS

0

6,000

0

6,000

001 GENERAL FUND TOTAL

0

6,000

0

6,000

DEPARTMENTAL TOTAL

0

6,000

0

6,000

Page 665

 FIRST CITY COURT

EXPENDITURE SUMMARY

First City Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0

6,000

6,000

0

GENERAL FUND TOTAL

0

6,000

6,000

0

DEPARTMENT TOTAL

0

6,000

6,000

0

001

GENERAL FUND

8321

CITY COURTS

Page 666

 Page 667

 &LYLO &RXUW 
Budget Summary

 
 
 
Page
668

 Budget Summary - Civil Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &LYLO &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
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3URSRVHG

'ROODU 
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3HUFHQW 
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Personal Services

0

0

0

0

-

Other Operating

0

14,400

14,400

0

0.00%

Debt Service

0

0

0

0

-

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Page 669

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
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0
     

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Page 670

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3HUFHQW 
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 Page 671

     
      
             
 
    
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Page 672

 CIVIL COURT

PROGRAM DETAIL

Civil Court

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
8341 CIVIL DISTRICT COURT

0

14,400

0

14,400

001 GENERAL FUND TOTAL

0

14,400

0

14,400

DEPARTMENTAL TOTAL

0

14,400

0

14,400

Page 673

 CIVIL COURT

EXPENDITURE SUMMARY

Civil Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

0

14,400

14,400

0

GENERAL FUND TOTAL

0

14,400

14,400

0

DEPARTMENT TOTAL

0

14,400

14,400

0

001

GENERAL FUND

8341

CIVIL DISTRICT COURT

Page 674

 Page 675

 Municipal and Traffic Court
Overview
Budget Summary

Page 676

 Municipal and Traffic Court
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Judge Paul Sens
727 South Broad Street
New Orleans, LA 70119
504-658-9780
M-F, 8:00 a.m. -- 5:00 p.m.

Mission Statement
The mission of the Municipal and Traffic Court is the fair and impartial administration of justice for
alleged violators of the ordinances of the City of New Orleans, per the criminal statutes of the State of
Louisiana, and the alleged violators of City of New Orleans traffic ordinances and state traffic laws.

Vision Statement
The target of the Court is to timely and fairly process 100% of the cases presented to it for
adjudication and to expand its program initiatives relative to alternative sentencing. With continued
technology upgrades, the Court continues to improve efficiency, especially in the areas of customer
service, case and record management and collections.

Organizational Chart
Municipal and Traffic Court
Judges

Clerk of
Court

Court
Executive
Officer

         
    
 
       

Data Entry

IT

Administration

Records

Probation

Finance

Policy &
Procedures

Page 677

 Accomplishments of the Last Year
Accomplishment 1: Successful merger
of the Municipal and Traffic Courts

Accomplishment 3: Implementation of a
text messaging reminder service for court
events

Accomplishment 2: The case
management system is being reengineered to accommodate the merged
court’s operations

Budget Priorities for this Year
Budget Priority 1: To complete the
reengineering of the case management system

Budget Priority 2: To set up a Collections
Division

Page 678

 Budget Summary - Municipal & Traffic Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   0XQLFLSDO   7UDIILF &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

5,686,952

6,833,050

6,751,677

(81,373)

-1.19%

Other Operating

0

1,090,427

1,094,160

3,733

0.34%

Debt Service

0

0

0

0

-

         

         

         

        

      

7RWDO ([SHQGLWXUHV

Page 679

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

6,833,050
       

6,751,677
       

Page 680

'ROODU 
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)<     
(81,373)

3HUFHQW 
&KDQJH 
)<     
-1.19%

 Page 681

 Budget Summary - Traffic Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   7UDIILF &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

262,440

0

0

0

-

Other Operating

0

0

0

0

-

Debt Service

0

0

0

0

-

       

 

 

 

 

7RWDO ([SHQGLWXUHV

Page 682

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3HUVRQQHO
Dollar amount
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0
     

0
     

Page 683

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Page 685

     
      
             
 
 
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Page 686

 MUNICIPAL COURT

PROGRAM DETAIL

Municipal & Traffic Court

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

833,579

0

0

833,579

0

1,094,160

0

1,094,160

5,918,098

0

0

5,918,098

001 GENERAL FUND TOTAL

6,751,677

1,094,160

0

7,845,837

DEPARTMENTAL TOTAL

6,751,677

1,094,160

0

7,845,837

001 GENERAL FUND
8351 MUNICIPAL COURT
9120

TFC COURT REV FUND

9160

MUNICIPAL COURT STAFF

Page 687

 MUNICIPAL COURT

EXPENDITURE SUMMARY

Municipal & Traffic Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

817,080
0
4,869,872

818,470
1,090,427
6,014,580

833,579
1,094,160
5,918,098

15,109
3,733
(96,482)

GENERAL FUND TOTAL

5,686,952

7,923,477

7,845,837

(77,640)

DEPARTMENT TOTAL

5,686,952

7,923,477

7,845,837

(77,640)

001

GENERAL FUND

8351
9120
9160

MUNICIPAL COURT
TFC COURT REV FUND
MUNICIPAL COURT STAFF

Page 688

 TRAFFIC COURT

EXPENDITURE SUMMARY

Traffic Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

262,440

0

0

0

GENERAL FUND TOTAL

262,440

0

0

0

DEPARTMENT TOTAL

262,440

0

0

0

001

GENERAL FUND

9120

TFC COURT REV FUND

Page 689

 MUNICIPAL COURT
Program
No.
001

PERSONNEL SUMMARY

Municipal & Traffic Court
Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
8351 MUNICIPAL COURT

JUDGE AD HOC

Z

1.00

1.00

0.00

JUDGE

Z

7.00

7.00

0.00

8.00

8.00

0.00

88

1.00

1.00

0.00

MANAGEMENT SERVICES SUPERVISOR

U80

2.00

2.00

0.00

CLERK OF COURT

U87

1.00

1.00

0.00

ACCOUNTANT

U72

1.00

1.00

0.00

ATTORNEY I

U73

0.50

0.50

0.00

OFFICE ASSISTANT

U46

20.48

20.48

0.00

CLERK I

U50

2.00

2.00

0.00

SENIOR OFFICE ASSISTANT

U50

6.00

6.00

0.00

COURT REPORTER

U59

4.00

4.00

0.00

COURT REPORTER

U59

2.00

2.00

0.00

COURT CLERK, SUPERVISOR

U63

7.00

7.00

0.00

COURT CLERK II

U54

8.00

8.00

0.00

50

1.00

1.00

0.00

U67

3.00

3.00

0.00

40

1.00

1.00

0.00

ASST. JUDICIAL ADMINISTRATOR

U82

1.00

1.00

0.00

JUDICIAL ADMINISTRATOR

U87

2.00

2.00

0.00

CLERK OF COURT, ASSISTANT

76

1.00

1.00

0.00

COURT PROBATION COORDINATOR

70

1.00

1.00

0.00

SENIOR COURT PROBATION OFFICER

61

5.00

5.00

0.00

8351 MUNICIPAL COURT TOTAL
9160 MUNICIPAL COURT STAFF
FINANCE OPERATIONS MANAGER

OFFICE ASSISTANT IV
ADMINISTRATIVE SUPPORT SPECIALIST

OFFICE ASSISTANT, TRAINEE

Page 690

 MUNICIPAL COURT
Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

MANAGEMENT DEVELOPMENT SPECIALIST II

77

1.00

1.00

0.00

OFFICE ASSISTANT IV

50

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

OFFICE ASSISTANT II

46

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SUPV I

63

1.00

1.00

0.00

OFFICE ASSISTANT, TRAINEE

40

1.00

1.00

0.00

U50

17.00

17.00

0.00

92.98

92.98

0.00

100.98

100.98

0.00

100.98

100.98

0.00

COURT CLERK I
9160 MUNICIPAL COURT STAFF TOTAL

001

PERSONNEL SUMMARY

Municipal & Traffic Court

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 691

 Criminal District Court
Overview
Budget Summary

Page 692

 Criminal District Court
Overview
Department Head:
Address:
Phone:
Hours of Operation:

Keva M. Landrum, Chief Judge
2700 Tulane Avenue, Suite 200
New Orleans, LA 70119
504.658.9100
8 a.m. – 4 p.m.

Mission Statement
The duties of Criminal District Court are described in the Louisiana Constitution, Article VII, Section
82:85 and in Louisiana Revised Statutes 13:1338 through 1343. The duty of the Court is to
prosecute all crimes, misdemeanors and/or felonies as well as other offenses committed within the
Parish of Orleans, in which jurisdiction is not vested in some other court.
The responsibilities of the Court are to interpret and uphold the law and constitutions of Louisiana and
the United States, to maintain an orderly society, and to garner public trust and confidence by
administering justice in a fair, impartial, timely, efficient, effective and accessible manner.

Vision Statement
The vision of Criminal District Court is to be respected and supported in the community while
ensuring effective collaboration and communication both internally and externally. Further the Court
seeks to demonstrate integrity, fairness, effectiveness and accessibility to the public at large while
providing sufficient and essential resources, inclusive of funding, facilities, judges and staff along
with programs and services for those who appear before the bar. It is the focus and essence of this
Court to commit to timely resolution of criminal trials that are fair and equitable for all.

Page 693

 Organizational Chart
Criminal District Court

Court
Sections A - M

Court Section Staff

Court
En Banc

Judicial
Administrator

Appointed
Magistrate
Commissioners
M2-M5

Magistrate Court
M2-M5 Staff

Page 694

Deputy Judicial
Administrator

 Human
Resources
Information
Technology
Public
Relations
Court En Banc

Judicial
Administrator

Deputy
Judicial
Administrator

Collections/
Drug Testing
Appeals,
Community
Service

Jury
Commission
Court
Intervention
Services

Page 695

 Accomplishments of the Last Year
Accomplishment 1: Pretrial Services
Program utilizing risk assessment tool

Accomplishment 4: Completion of
Sheriff’s relocation, new jury room and
snack bar

Accomplishment 2: Collaborated in
reducing jail population

Accomplishment 5: Efficiently and fairly
adjudicating cases

Accomplishment 3: Completion of the
AiSmart Bench pilot program

Budget Priorities for this Year
Budget Priority 1: Address legislative
changes to comply with the fines and fees and
bail litigations

Budget Priority 4: Completion of building
renovations and construction including air
conditioning hallways

Budget Priority 2: Unified case management
system

Budget Priority 5: Court vehicles to replace old
fleet that are aged and have mechanical issues

Budget Priority 3: Complete management and
enhancement of Pretrial Services Program

Page 696

 Budget Summary - Criminal District Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &ULPLQDO 'LVWULFW &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
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Personal Services

0

0

0

0

-

4,490,121

6,911,998

6,911,998

0

0.00%

0

0

0

0

-

         

         

         

 

     

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 697

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0
     

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Page 698

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3HUFHQW 
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-

 Page 699

     
      
             
 
 
     
     
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Page 700

 CRIMINAL DISTRICT COURT

PROGRAM DETAIL

Criminal District Court

Program
No.

001 GENERAL FUND
8371 CDC PERSONNEL

Personal
Services

Other
Operating

Debt
Service

Total

0

5,743,715

0

5,743,715

8372

JURY EXPENSES

0

389,478

0

389,478

8377

CDC PROGRAMS

0

778,805

0

778,805

001 GENERAL FUND TOTAL

0

6,911,998

0

6,911,998

DEPARTMENTAL TOTAL

0

6,911,998

0

6,911,998

Page 701

 CRIMINAL DISTRICT COURT

EXPENDITURE SUMMARY

Criminal District Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

3,510,838
325,478
653,805

5,206,715
349,478
1,355,805

5,743,715
389,478
778,805

537,000
40,000
(577,000)

GENERAL FUND TOTAL

4,490,121

6,911,998

6,911,998

0

DEPARTMENT TOTAL

4,490,121

6,911,998

6,911,998

0

001

GENERAL FUND

8371
8372
8377

CDC PERSONNEL
JURY EXPENSES
CDC PROGRAMS

Page 702

 Page 703

 6KHULII 
Budget Summary

Page 704

 Budget Summary - Sheriff

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   6KHULII
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

44,733

0

0

0

-

52,968,692

53,188,976

53,188,976

0

0.00%

0

0

0

0

-

          

          

          

 

     

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 705

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
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0
     

0
     

Page 706

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&KDQJH 
)<     
0

3HUFHQW 
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)<     
-

 Page 707

     
      
             
 
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Page 708

 SHERIFF

PROGRAM DETAIL

Sheriff

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

0

34,545,129

0

34,545,129

0

18,643,847

0

18,643,847

001 GENERAL FUND TOTAL

0

53,188,976

0

53,188,976

DEPARTMENTAL TOTAL

0

53,188,976

0

53,188,976

001 GENERAL FUND
8501 OFFICE OF THE SHERIFF
8503

PARISH PRISON MEDICAL

Page 709

 SHERIFF

EXPENDITURE SUMMARY

Sheriff

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

34,369,579
18,643,846

34,545,129
18,643,847

34,545,129
18,643,847

0
0

GENERAL FUND TOTAL

53,013,425

53,188,976

53,188,976

0

DEPARTMENT TOTAL

53,013,425

53,188,976

53,188,976

0

001

GENERAL FUND

8501
8503

OFFICE OF THE SHERIFF
PARISH PRISON MEDICAL

Page 710

 Page 711

 &OHUN RI &ULPLQDO 'LVWULFW &RXUW 
Budget Summary

Page 712

 Budget Summary - Clerk of Criminal District Court

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

([SHQGLWXUHV E\ 7\SH   &OHUN RI &ULPLQDO 'LVWULFW &RXUW
([SHQGLWXUH 7\SH

     
$FWXDO

     
$GRSWHG

     
3URSRVHG

'ROODU 
&KDQJH 
)<     

3HUFHQW 
&KDQJH 
)<     

Personal Services

3,838,431

3,572,978

3,846,648

273,670

7.66%

115,089

153,352

153,352

0

0.00%

0

0

0

0

-

         

         

         

       

     

Other Operating
Debt Service
7RWDO ([SHQGLWXUHV

Page 713

 'HWDLOHG 3HUVRQQHO E\ 'HSDUWPHQW            
3HUVRQQHO
Dollar amount
7RWDO 'HSDUWPHQW )7(V

     
$GRSWHG

     
3URSRVHG

3,572,978
      

3,846,648
      

Page 714

'ROODU 
&KDQJH 
)<     
273,670

3HUFHQW 
&KDQJH 
)<     
7.66%

 Page 715

     
      
             
 
 
 
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Page 716

 CLERK OF CRIMINAL DIST COURT

PROGRAM DETAIL

Clerk of Criminal District Court

Program
No.

001 GENERAL FUND
8610 CLERK ADMINISTRATION

Personal
Services

Other
Operating

Debt
Service

Total

1,418,538

0

0

1,418,538

774,412

153,352

0

927,764

1,158,817

0

0

1,158,817

8620

CLERK PRE-COURT

8630

CLERK IN-COURT

8641

CLERK RECORDS ROOM

267,958

0

0

267,958

8642

CLERK MICROFILM

124,712

0

0

124,712

8643

CLERK POLLING SITES

102,211

0

0

102,211

001 GENERAL FUND TOTAL

3,846,648

153,352

0

4,000,000

DEPARTMENTAL TOTAL

3,846,648

153,352

0

4,000,000

Page 717

 CLERK OF CRIMINAL DIST COURT

EXPENDITURE SUMMARY

Clerk of Criminal District Court

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

1,441,958
854,171
1,159,104
275,790
123,740
98,757

1,277,508
962,371
911,195
334,572
131,376
109,308

1,418,538
927,764
1,158,817
267,958
124,712
102,211

141,030
(34,607)
247,622
(66,614)
(6,664)
(7,097)

GENERAL FUND TOTAL

3,953,520

3,726,330

4,000,000

273,670

DEPARTMENT TOTAL

3,953,520

3,726,330

4,000,000

273,670

001

GENERAL FUND

8610
8620
8630
8641
8642
8643

CLERK ADMINISTRATION
CLERK PRE-COURT
CLERK IN-COURT
CLERK RECORDS ROOM
CLERK MICROFILM
CLERK POLLING SITES

Page 718

 CLERK OF CRIMINAL DIST COURT
Program
No.
001

PERSONNEL SUMMARY

Clerk of Criminal District Court
Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

GENERAL FUND
8610 CLERK ADMINISTRATION

PROGRAM SPECIALIST

U58

2.00

2.00

0.00

COURT CLERK I

U50

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST

U67

3.00

3.00

0.00

MANAGEMENT SERVICES SUPERVISOR

U80

3.00

3.00

0.00

JUDICIAL ADMINISTRATOR

U87

1.00

1.00

0.00

ATTORNEY TO CLERK,CRIMINAL DISTRICT COURT

U51

1.00

1.00

0.00

CHIEF DEPUTY CLERK, CLERK,CRIMINAL DISTRICT COURT

U70

1.00

1.00

0.00

COURT CLERK II

U54

1.00

1.00

0.00

COURT CLERK, SUPERVISOR

U63

4.00

4.00

0.00

ACCOUNTANT

U72

1.00

1.00

0.00

Z

1.00

1.00

0.00

U70

1.00

1.00

0.00

20.00

20.00

0.00

CLERK OF COURT, CLERK, CRIMINAL DISTRICT COURT
URBAN POLICY SPECIALIST V

8610 CLERK ADMINISTRATION TOTAL
8620 CLERK PRE-COURT
ADMINISTRATIVE SUPPORT SPECIALIST

U67

1.00

1.00

0.00

COURT CLERK I

U50

1.00

1.00

0.00

COURT CLERK II

U54

1.00

1.00

0.00

OFFICE SUPPORT SPECIALIST

U54

1.00

1.00

0.00

CLERK I

U50

5.00

5.00

0.00

COURT CLERK I

U50

9.00

9.00

0.00

18.00

18.00

0.00

8620 CLERK PRE-COURT TOTAL
8630 CLERK IN-COURT
COURT CLERK I

U50

10.00

10.00

0.00

CLERK I

U50

8.00

8.00

0.00

Page 719

 CLERK OF CRIMINAL DIST COURT

PERSONNEL SUMMARY

Clerk of Criminal District Court

Program
No.

Pay
Grade

Adopted
2019

Proposed
2020

Variance
2019-2020

COURT CLERK II

U54

3.00

3.00

0.00

COURT CLERK I

U50

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST

U67

1.00

1.00

0.00

MANAGEMENT SERVICES SUPERVISOR

U80

1.00

1.00

0.00

COURT CLERK, SUPERVISOR

U63

1.00

1.00

0.00

25.00

25.00

0.00

8630 CLERK IN-COURT TOTAL
8641 CLERK RECORDS ROOM

COURT CLERK I

U50

3.00

3.00

0.00

CLERK I

U50

1.98

1.98

0.00

COURT CLERK, SUPERVISOR

U63

1.00

1.00

0.00

COURT CLERK II

U54

1.00

1.00

0.00

6.98

6.98

0.00

8641 CLERK RECORDS ROOM TOTAL
8642 CLERK MICROFILM

COURT CLERK I

U50

2.00

2.00

0.00

CLERK I

U50

1.00

1.00

0.00

3.00

3.00

0.00

8642 CLERK MICROFILM TOTAL
8643 CLERK POLLING SITES
COURT CLERK II

U54

1.00

1.00

0.00

ADMINISTRATIVE SUPPORT SPECIALIST

U67

1.00

1.00

0.00

2.00

2.00

0.00

74.98

74.98

0.00

74.98

74.98

0.00

8643 CLERK POLLING SITES TOTAL
001

GENERAL FUND TOTAL

DEPARTMENT TOTAL

Page 720

 Page 721

 Registrar of Voters
Overview
Budget Summary

Page 722

 Registrar of Voters
Overview
Department Head:
Address:

Dr. Sandra L. Wilson
1300 Perdido Street; Rm. 1W24
New Orleans, LA 70112
(504) 658-8300
Monday – Friday; 8:00 a.m. – 4:30 p.m.

Phone:
Hours of Operation:

Mission Statement
Safeguarding citizens’ civil right to vote in compliance with election laws.

Vision Statement
To serve as a nexus for connecting citizens to the vote.

Organizational Chart
Organizational Chart – Registrar of Voters

Registrar of Voters

Adminstrative
Assistant
Chief Deputy
Registrar

Assistant Chief
Deputy

Confidential Assistant

Page 723

 Budget Summary - Registrar of Voters

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

2018
Actual

2019
Adopted
Personal Services

2020 Proposed

Other Operating

Debt Service

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0

0

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0

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Debt Service
7RWDO ([SHQGLWXUHV

Page 724

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Page 727

 REGISTRAR OF VOTERS

PROGRAM DETAIL

Registrar of Voters

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

001 GENERAL FUND
8751 REGISTRAT OF VOTERS

0

385,945

0

385,945

001 GENERAL FUND TOTAL

0

385,945

0

385,945

DEPARTMENTAL TOTAL

0

385,945

0

385,945

Page 728

 REGISTRAR OF VOTERS

EXPENDITURE SUMMARY

Registrar of Voters

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

362,835

385,945

385,945

0

GENERAL FUND TOTAL

362,835

385,945

385,945

0

DEPARTMENT TOTAL

362,835

385,945

385,945

0

001

GENERAL FUND

8751

REGISTRAT OF VOTERS

Page 729

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Budget Summary

Page 730

 Budget Summary - Judicial Retirement Fund

+LVWRULFDO 6XPPDU\   ([SHQGLWXUHV E\ 7\SH 

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2019
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2020 Proposed

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Debt Service

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348,380

364,000

364,000

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Page 731

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Page 732

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 Page 733

     
      
             
 
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Page 734

 JUDICIAL RETIREMENT

PROGRAM DETAIL

Judicial Retirement Fund

Program
No.

Personal
Services

Other
Operating

Debt
Service

Total

84,000

0

0

84,000

280,000

0

0

280,000

001 GENERAL FUND TOTAL

364,000

0

0

364,000

DEPARTMENTAL TOTAL

364,000

0

0

364,000

001 GENERAL FUND
8851 OLD JUDICIAL RETIREMENT SYSTEM
8852

NEW JUDICIAL RETIREMENT SYSTEM

Page 735

 JUDICIAL RETIREMENT

EXPENDITURE SUMMARY

Judicial Retirement Fund

Program
No.

Actual

Adopted

Proposed

Variance

2018

2019

2020

2019-2020

87,592
260,788

84,000
280,000

84,000
280,000

0
0

GENERAL FUND TOTAL

348,380

364,000

364,000

0

DEPARTMENT TOTAL

348,380

364,000

364,000

0

001

GENERAL FUND

8851
8852

OLD JUDICIAL RETIREMENT SYSTEM
NEW JUDICIAL RETIREMENT SYSTEM

Page 736

 Page 737

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Page 751

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 Page 752

 Glossary of Terms
Accrual Basis: The basis of accounting under which revenues and expenses are
recognized when they occur, rather than when collected or paid.
Ad Valorem: Tax based on the Assessed Valuation of property. Also referred to as
Property Taxes.
Amortization: The practice of spreading an intangible asset's cost over that asset's
useful life.
Appropriation: Legal authorization granted by City Council to make expenditures and
incur obligations up to a specific dollar amount.
Assessed Valuation: Basis for determining property taxes. Assessor determines
assessed valuation of real property by using a value percentage of the property’s
actual value. The percentage is determined by the State of Louisiana.
Audit: An official financial examination of an individual's, or entities’, accounts.
Balanced Budget: The City’s budget is considered balanced when recurring revenue
sources meet operating expenditures. By this definition, the budget is in balance.
Benchmark: A comparison of the service provided with cities providing a like service,
a national standard, or an accepted best practice. Used as one element of
performance measurement.
Bond: Written promise to pay a specified sum of money, called the face value or
principal, at a specified date or dates in the future, called the maturity date(s), together
with periodic interest at a specified rate.
Bond Discount: The amount by which the market price of a bond is lower than its
principal amount due at maturity.
Budget: Plan of financial operation, embodying an estimate of proposed expenditures
for a given time period and the proposed revenue estimates of financing them. Upon
approval by Council, the budget appropriation ordinance is the legal basis for
expenditures in the budget year.
Budgeting for Outcomes: A system driven by goals and performance, to provide
information that compares budgeting, planning, and outputs/results.
Capital Outlay/Assets: Assets of significant value and having a useful life of several
years. Capital assets are also referred to as fixed assets.

Page 753

 Capital Improvement Program: An annual, updated plan of capital expenditures for
public facilities and infrastructure (buildings, streets, etc.), with estimated costs,
sources of funding, and timing of work over a period of time.
Capital Project: Projects involving the purchase or construction of capital assets.
Often a capital project encompasses the purchase of land and the construction of a
building or facility, or major street construction or reconstruction. Design, engineering,
or architectural fees are often a part of a capital project.
Capital Projects Fund: A fund created to account for financial resources and the
payment of the acquisition or construction of capital assets such as public facilities,
streets, etc.
Classified Employee: An authorized, budgeted position which is included in the City
Pay Plan. Classified employees may be either full-time (1.0 FTE consisting of a 35
hour work week or equivalent) or part-time (0.5 FTE or greater, with a work week of a
minimum of 20 and a maximum of 39 hours). These employees are covered by the
City’s Personnel Policies and Procedures Manual.
Contractual Services: Expenses that are usually incurred by entering into a formal
agreement or contract with another party. Expenses included in this category can
include utilities, insurance, repairs, professional fees or services.
Debt Service: Payment of principal and interest related to long-term debt.
Depreciation: A reduction in the value of an asset with the passage of time.
Designated Fund Balance: That portion of a fund balance that has been set aside for
a specific purpose by the City Council.
Enterprise Fund: A fund established to account for operations that are financed and
operated in a manner similar to private business enterprises - where the intent of the
governing body is that the costs of providing goods or services to the general public on
a continuing basis be financed or recovered primarily through user charges.
Expenditures: Cost of goods received or services offered.
Fiduciary Fund: Fiduciary funds contain resources held by a government but
belonging to individuals, or entities, other than the government such as a public
employee pension plan.
Fiscal Year: A 12-month period to which the annual operating budget applies and at
the end of which a government determines its financial position and the results of its
operations. The City of New Orleans’ fiscal year is January 1 through December 31.

Page 754

 Full-time Employee (FTE): The hourly equivalent of a full-time employee. An FTE
can be made up of either one full-time employee or two or more part-time employees
whose total hours equal 35 per week.
Fund: An accounting entity with revenues and expenditures which are segregated for
the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions, or limitations.
Fund Balance: The balance remaining in a fund after expenditures have been
subtracted from revenues.
General Fund: The fund used to account for all financial resources except those
required to be accounted for in another fund. The General Fund provides a majority of
City services to the residents of New Orleans.
General Obligation Bond: Bonds for which the full faith and credit of the issuing
government are pledged for payment.
Governmental Fund: Governmental funds are typically used to account for most of a
government’s activities. The City maintains 67 individual governmental funds.
Information is presented separately in the governmental fund balance sheet and in the
governmental fund statement of revenues, expenditures, and changes in fund balances
for its five major funds: the General Fund, the Department of Housing and Urban
Development (HUD) grant fund, the Federal Emergency Management Agency (FEMA)
fund, the Debt Service Fund, and the Capital Projects Fund.
Grants: Contributions or gifts of cash or other assets from another government or
agency to be used or expended for a specified purpose or activity.
Infrastructure: Facilities, on which the continuance and growth of a community
depend, such as streets, waterlines, etc.
Input Measure: The amount of resources invested, used or spent for services,
products, or activities.
Intergovernmental Revenue: Revenue from other governments (i.e., County, State,
Federal) in the form of grants, entitlements, or shared revenues.
Internal Service Fund: A fund used to account for the financing of services provided
by one department to other departments of the City. Internal Service Funds are usually
operated like a business.
Lapsing Appropriation: An appropriation made for a certain period of time, generally
the budget year. At the end of the specified period, any unexpended or unencumbered
balance lapses or ends, unless otherwise provided by law.

Page 755

 Lease-Purchase Agreements: Contractual agreements which are termed “leases”
but which in substance amount to purchase contracts for equipment and machinery.
Major Fund: Any fund constituting 10 percent or more of the appropriated budget.
Management Statistic: A measure that is a workload indicator, or a measure of the
amount of work that comes into an organization (such as the number of customers that
come in for a service, or an outcome indicator influenced by factors outside the
organization’s control). Targets are not set for management statistics.
Mill Levy: Rate applied to Assessed Valuation of property to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each $1,000 of assessed
valuation.
Modified Accrual Basis of Accounting: An accounting method used to recognize
revenues in the accounting period in which they become available (collectible) and
measurable (known); and to recognize expenditures in the accounting period when the
liability is incurred regardless of when of when the receipt or payment of cash takes
place. (An exception is un-matured interest on long-term debt, which should be
recorded when it is due.) The City uses this basis of accounting for its budget and
audited financial statements.
Non-Major Fund: Special revenue funds used to account for the proceeds of specific
revenue sources (other than expendable trusts or major capital projects) that are
legally restricted to expenditures for specified purposes.
Ordinance: A formal legislative enactment by the Council. If it is not in conflict with
any higher form of law, such as a state statute or constitutional provision, it has the full
force and effect of law within the boundaries of the City.
Outcome Measure: A measure of changes in attitudes, behaviors, or conditions, with
Citywide/Mayoral accountability.
Output Measure: The number of services, products, or activities produced or
provided.
Par: The amount of principal that must be paid at maturity. The par value is also
referred to as the “face amount” of a security.
Performance Measure: Measurements that reflect the service that is being provided
and permit objective evaluation of the service program.
Personal Services: Salaries and compensated benefits for classified, unclassified,
hourly, and seasonal employees.
Result: The effect or outcome desired for the public.

Page 756

 Unclassified Employee: An employee who is not a part of the Civil Service
Commission’s pay and classification system. This includes either Unclassified
Management Employees or Hourly/Seasonal employees.
Undesignated Fund Balance: A portion of a fund balance that has not been
designated or reserved for any specific use.
User Fees: The payment of a fee for direct receipt of a public service by the party
benefiting from the service.
Volunteer: An unpaid City worker who provides services to the City as a public
service. Volunteers typically do short-term projects or donate a small number of hours
a month.

Page 757