2021 Proposed Annual Operating Budget in Brief City of New Orleans Mayor LaToya Cantrell What's Inside… Page 2 6 What's Inside How to Use This Book 2021 Proposed Annual Operating Budget 9 9 9 10 10 11 12 12 12 12 13 13 15 16 City Background and Organizational Structure Profile of the City of New Orleans History Form of Government Demographics Economic Summary Principal Property Taxpayers City's Strategic Vision City Vision City Mission City Values City Council Members and Council Map Citywide Organizational Chart Mayor's Office Organizational Chart CAO Organizational Chart 18 20 21 21 22 22 23 24 Strategic Overview Mayor Cantrell's Budget Message Forward Together - the City's Strategic Framework Public Safety as a Matter of Public Health Investing in Infrastructure Enhancing Quality of Life Expanding Economic Development Good Governance is Inclusive Governance 2021 Budget Priority Areas 27 29 29 29 30 30 30 30 31 31 32 Introduction to the Budgeting Process The Mayor's Executive Order Related to the Annual Budgeting Process Financial and Budget Policies General Financial Policies Legal Requirements Adoption of the Budget Balanced Budget Budget Amendment Managing the Enacted Budget Budget Monitoring and Reporting Accounting Principles Budget Basis Page 32 34 34 36 36 37 37 37 40 40 41 Debt Fund Types Governmental Funds Enterprise Funds Internal Service Funds The Budget Development Process Laying the Groundwork for a New Era of Budgeting Zero-Based Budgeting (ZBB) Resident Engagement in the Budgeting Process Resident Engagement in the 2021 Budgeting Process 2021 Budget Calendar 43 43 43 44 45 Fiscal Year 2021 Budget Highlights Fiscal Year 2021 Budget Highlights FY21 General Fund Revenue Overview FY21 Expenditures Overview Where the Money Comes From Where the Money Goes 47 56 58 60 60 60 61 Citywide Revenues Statement of Revenues: General Fund Statement of Revenues: Other Funds Agency Funding Breakdown by Source 2021 Millages, Special Millages, and Special Fees City Millages Special Millages Special Fees 63 64 65 Citywide Expenditures Statement of Expenditures: General Fund Statement of Expenditures: Other Funds Total Agency Expenditures by Fund 68 69 Staffing and Personnel City Staffing Detailed Citywide Personnel Schedule by Department 71 71 71 72 75 76 2021 Capital Budget Summary FY 2021 Capital Budget Summary Capital Planning Policies The Master Plan The Capital Improvement Program (CIP) The 2021 Capital Budget Budgeting for Ongoing Operating Costs of CIP Projects Page 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 Departmental Expenditures by Type Alcoholic Beverage Control Board Chief Administrative Office City Council City Planning Commission Civil Court Civil Service Clerk of Criminal District Court Coroner's Office Criminal District Court Criminal Sheriff District Attorney Economic Development Ethics Review Board Finance Fire Department First City Courts Health Department Historic District Landmark Commission Human Services Intergovernmental Judicial Rretirement Juvenile Court Law Department Library Miscellaneous Mosquito Control Board Municipal and Traffic Court Neighborhood Housing Improvement New Orleans Aviation Board New Orleans Museum of Art Office of Community Development Office of Independent Police Monitor Office of Inspector General Office of the Mayor Parks and Parkways Payroll Error Suspense Police Property Management Public Works Registrar of Voters Safety and Permits Sanitation Page 120 121 Vieux Carre Commission Workforce Investment 123 124 244 245 246 247 248 249 250 251 Appendix Note on 2021 Budget in Brief Departmental Detailed Personnel Summaries Enterprise Funds Canal Street Development Corporation Delgado Albania Plantation French Market Corporation Municipal Yacht Harbor New Orleans Aviation Board New Orleans Building Corp. Orleans Parish Communication District How to Use this Book The FY21 budget document is organized into the following sections: City Background and Organizational Information This section provides a profile of the City, including the City’s Strategic Vision. This section lists City Council members and includes the Council District map. This section also explains the functional nature of city government illustrated through organizational charts, including detailed charts for the Mayor’s Administration and Chief Administrative Office. Strategic Overview This section starts with the Mayor’s budget message and the City’s strategic framework, which concisely communicate the policies and priorities driving the budget process. The strategic framework guides the City’s overall direction. This section defines the five priority areas – Public Safety as Public Health, Investing in Infrastructure, Quality of Life, Economic Development, and Good Governance ids Inclusive Governance – and highlights major FY21 budget priorities and key initiatives that better align city services with these priorities. 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 FY21 budget. The section also explains the City’s financial policies, describes the internal control and fund structures in place, and illustrates the budget development process with several easy-to-read graphics. Fiscal Year 2021 Highlights This section includes summaries of the FY21 operating budget, the City’s long-term financial plans, and an overview of the City’s fund balances. Key FY21 changes to revenues, expenditures, and fund positions are highlighted. Citywide Revenues This section provides revenue projections and summarizes the sources of revenue used to fund the operating budget, along with graphic overviews of historic changes. Revenues are organized according to the following basic categories: property taxes, other taxes, licenses and permits, intergovernmental revenue, services charges, fines and forfeitures, miscellaneous, other financing sources, and non-recurring revenue. The section also includes information on 2021 millage rates, special tax districts, and special fees. Citywide Expenditures This section presents the financing plans and planned expenditures by fund source and by type. This section also presents city department expenditures by fund. Staffing and Personnel This section includes a detailed summary of city staffing patterns, by department, over the last ten years. Statement of Debt and Capital Budget Summary This section provides an overview of the City’s debt obligations. This section also includes the capital budget summary. Departmental Budget Summaries This section presents FY19 unaudited actuals, FY20 Adopted Budget, and FY21 Proposed Budget expenditures by type or each city department and agency. Appendix The appendix includes personnel summaries for each department and agency. This section also includes expenditures for the City's enterprise funds. Proposed 2021 Operating Budget in Brief Prepared and Submitted by: Gilbert A. Montaño, Chief Administrative Officer John Pourciau, Chief of Staff Liana Elliott, Deputy Chief of Staff Chad J. Brown, Chief of Staff to the CAO Ramsey Green, Deputy CAO of Infrastructure Art Walton, Director of Intergovernmental Relations Norman L. White, Chief Financial Officer Karla M. Felton, Deputy Director of Finance Clarence J. Lymon, Senior Advisor to the Chief Administrative Officer Angelica M. Hayes, Assistant Budget Administrator Yulbritton D. Shy, Innovation Manager Johnny Stone, Budget Analyst Jocelyn Johnson, Office Manager Additional support from Cary Grant, Assistant Chief Administrative Officer/Retired D Vaughan Consulting LLC City %DFNJURXQd anG Organizational Structure 3URILOH RI WKH &LW\ RI 1HZ 2UOHDQV City's Strategic Vision City Council Members and Council Map City Organizational Chart Cantrell Administration Organizational Chart CAO Organizational Chart Page 8 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 unique 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. Form of Government Under the 1956 City Charter, the City is organized under a Mayor-Council 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. Page 9 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 participation from 2010’s 45% rate. Economic Summary COVID-19 Economic Shutdown and Recovery: The COVID-19 pandemic has impacted nearly every aspect of life in the City of New Orleans, as has been the case for the global community. The pandemic has had particularly severe impacts on the local economy, in large part due to New Orleans' reliance on the tourism and hospitality industries. New Orleans is world renowned for her hospitality, and our restaurants and bars have been among the hardest hit businesses of all. However, our businesses are leading the way, innovating new ways to work and to get things done, implementing contact tracing and no-contact services, creating outdoor seating through the City's newly created Outdoor Dining Grant Program, and turning to new technologies to keep moving forward. The City recognizes the challenges facing our community and will continue to advocate for the additional resources our community needs to recover. Creation of the Office of Business and External Services: Mayor LaToya Cantrell created the Office of Business & External Services (OBES) to provide a more streamlined, efficient, and equitable process for New Orleans residents and companies hoping to do business with the City of New Orleans. OBES has been tasked with executing the Mayor's vision of transforming New Orleans into "The City of Yes." OBES has merged the City's Land Use Departments and Offices of Economic Workforce Development. The consolidation provides an opportunity to weave together critical customer-facing and revenue generating city services. Building for the Future: The City is developing strategies across all of its economic development agencies and partners to ensure that all New Orleanians will benefit from economic growth. Through its Office of Economic Development, the City has crafted a Generational Economic Development vision that will position New Orleans as a national leader as it relates to diversifying he City's economic base, creating living wage jobs, promoting housing affordability, and developing (green) infrastructure in a way that puts our residents first. Page 10 Principal Property Taxpayers 2019 Principal Property Taxpayers Name of Taxpayer Type of Business Taxable Assessed Value (In $1000s) Entergy Electric and Gas Utility 114,981 Capital One Bank Financial Institution 44,915 Marriott Hotel Hospitality 33,663 Bellsouth Telephone Utility 27,634 Whitney Bank/Hancock Bank Financial Institution 40,011 Harrah’s Hospitality/Gaming 26,760 JP Morgan Chase Bank Financial Institution 19,280 Folgers Coffee Coffee Roasting Facility 20,621 International Rivercenter Real Estate 18,105 Sheraton Hotel Hospitality 14,814 Page 11 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. 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 multi-dimensional, 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. Page 12 &LW\ &RXQFLO 0HPEHUV DQG &RXQFLO 'LVWULFW 0DS +HOHQD 0RUHQR -DVRQ 5RJHUV :LOOLDPV &RXQFLOPHPEHU DW /DUJH &RXQFLO VIce 3UHVLGHQW -RVHSK , *LDUUXVVR ,,, -D\ + %DQNV 'LVWULFW $ &RXQFLOPHPEHU DW /DUJH &RXQFLO 3UHVLGHQW 'LVWULFW % .ULVWLQ *LVOHVRQ 3DOPHU -DUHG & %URVVHWW 'LVWULFW & 'LVWULFW ' &\QGL 1JX\HQ 'LVWULFW ( &XUUHQW &RXQFLO 'LVWULFW 0DS Page 13 Citywide Organizational Chart CANTRELL ADMINISTRATION ORGANIZATIONAL CHART . MAYOR LATOYA CANTRELL CAO 1 CITY ATTORNEY EXECUTIVE COUNSEL CHIEF OF STAFF INOPD I I I I . I DEPUTY C50 DEPUTY CA0 01' IEF COHHUNITY MID PUBLIC Er CHIEF TECH CHIEF IDEPUTY CHIEF OF IHFHESTRUOTURE LAND USE OF EGONOIIC HOMELAHD INFORHATIOH STAFF DEVELOPHEHT SHART CITIES OFFICER GAPITAL colHEALTH omce or GPA PROJECTS EHFOROEHEHT DEPARTHENT WORKFORCE EQUITY AFFAIRS ADMIN ENGAGEMENT COHIUNICATIOHS PARKS DEVELOPHEHT SAFETY 5 YOUTH MID OFFICE 0F EH5 SERVICE AND manna" samrmon Hum FAHILIES SUPPLIER HUUAN I Hunuc DIVERSITY poucE RELATIONS PROPERTY - ECOHDHIC HAHAGEIEHT EHPLOTHEHT CFC DEVELOPMENT PUBLIC WORKS OFFICE OF one stop STUDY a on" Tnnusponunou CENTER SHOP IDSUUITD. AND DEVELOPHENT TERHITE END SUSTAINABILITY HT COHTHOL .3233; r?_E PDU (IREATIVE INDUSTRIES ROADWOR .v?f?T?N City of Hall Means I, x) MayorLaTuya ?5 . Page 14 Mayor's Office ORGANIZATIONAL CHART MAYOR LATOYA CANTRELL EXECUTIVE ASSISTANT Gloria Smith CAO CITY ATTORNEY Sunni LeBeouf Gilbert Montaño EXECUTIVE COUNSEL CHIEF OF STAFF Clifton Davis John Pourciau NOPD SUPERINTENDENT Shaun Ferguson DEPUTY CHIEF OF STAFF Liana Elliott DIRECTOR OF SCHEDULING Catrina Simmons BRIEFINGS MANAGER Sharmaine Russ FISCAL/ADMIN Mary Pettingill Wendy Baquet RECEPTION Shelly Beck RECEPTION SPECIAL ASSISTANT Justin Boone Glenda Patterson RECEPTION Freddi Spruille CONSTITUENT SERVICES-INFO. DESK Loretta Boutin EXTERNAL AFFAIRS CRIMINAL JUSTICE COORDINATION Tenisha Stevens SENIOR PROJECT MGR.PERF. & ACCOUNTABILITY Nathaniel Weaver MANAGEMENT DEV. ANALYST Lisa James Brown GRANTS SUPERVISOR Louise Gray GRANTS PROGRAM MANAGER Tuwan Brown BUDGET ANALYST Lori Duvernay TRANSITION SPECIALIST Adrienne Tobler REENTRY PROJECT MANAGER Kiksha Constantine Martin Art Walton N'HOOD ENGAGEMENT COMMUNICATIONS SENIOR ADVISOR Ray Bolling Beau Tidwell Julius Feltus PRESS SECRETARY STRATEGIC INITIATIVES DEPUTY DIRECTOR Justyn Hawkins OFFICE OF TRANSPORTATION CITY COUNCIL RELATIONS SR. LIAISON/ DIRECTOR OF STAFF DEVELOPMENT Tara Richard Valerie Bouldin Laura Bryan STATE RELATIONS POLICY & PROGRAM MANAGER Dan Jatres Monika Gerhart FEDERAL RELATIONS Jabarie Walker INT'L AFFAIRS Rosine Pemasanga OHRE DIRECTOR Eliza Kauffman IGR PROJECT MANAGER Tyler Russell POLICY & RESEARCH SPECIAL ASSISTANT Joshua Zuckerman Miles Tepper SPECIAL ASSISTANT SR. LIAISON/ DIRECTOR OF CONSTIT. SERVICES Lisbeth Pedroso Taylor Jackson DEPUTY COMMUNICATIONS DIRECTOR Kyle Shelly FAITH BASED COORDINATOR Brandon Boutin DISTRICT A Stephen Mosgrove DISTRICT B Talva Burnette DISTRICT C Allison Cormier DISTRICT D Benaiah Harvey DISTRICT E Yvonne Martin Page 15 Josh Cox REMARKS EDITOR/ CONTENT MANAGER SR. LIAISON/ DIRECTOR OF STRAT. ENGAGEMENT DISTRICT E Jared Green Asher Reisman LaTonya Norton David Lee Simmons SOCIAL MEDIA MANAGER Eileen Carter PRESS ASSISTANT Trey Caruso COMMUNICATIONS ASSISTANT Emily Wcislo OFFICE OF UTILITIES Jonathan Rhodes Chief Administrative Office ORGANIZATIONAL CHART CHIEF ADMINISTRATIVE OFFICER GILBERT MONTAÑO EXECUTIVE OFFICE MANAGER ASSISTANT CAO BUDGET CHIEF OF STAFF Chad Brown Cary Grant Joyce Christopher SENIOR ADVISOR Clarence Lymon SERVICE & INNOVATION Emily Wolff NORDC Larry Barabino NEW ORLEANS PUBLIC LIBRARY Dr. Gabriel Morley JUVENILE JUSTICE INTERVENTION CENTER Dr. Kyshun Webster HEALTH DEPARTMENT Jennifer Avegno DEPUTY CAO INFRASTRUCTURE/ CHIEF RESILIENCE OFFICER Ramsey Green CAPITAL PROJECTS Vincent Smith PARKS & PARKWAYS DEPUTY CAO OFFICE OF BUSINESS & EXTERNAL SERVICES Peter Bowen CODE ENFORCEMENT Winston Reid Ann Macdonald SAFETY & PERMITS SANITATION Tammie Jackson Cynthia Sylvain-Lear PROPERTY MANAGEMENT Martha Griset PUBLIC WORKS Keith LaGrange RESILIENCE & SUSTAINABILITY David Morris PDU ECONOMIC DEVELOPMENT Jeffrey Schwartz WORKFORCE DEVELOPMENT Sunae Villavaso HDLC Elliott Perkins VCC Joe Threat Bryan Block ROADWORK NOLA CITY PLANNING COMMISSION Sarah McLaughlin Porteous Robert Rivers Brian Firstley INTERIM ASSIST. CAO HUMAN RESOURCES Christina Hamilton EMD J'hue Joseph Stephanie Hennings OFFICE OF YOUTH & FAMILIES INTERIM ASSIST. CAO OPERATIONS COMMUNITY DEVELOPMENT PUBLIC SAFETY & HOMELAND SECURITY CHIEF TECH OFFICER/ SMART CITIES CFO/FINANCE Ellen Lee Colonel Terry Ebbert Jonathan Wisbey Norman White HOUSING & COMMUNITY DEVELOPMENT NOHSEP PERFORMANCE & ACCOUNTABILITY Freda Richardson Marjorianna Willman OFFICE OF CULTURAL ECONOMY Lisa Alexis DEPUTY DIRECTOR OF COMMUNITY ASSETS AND INVESTMENT (LAND USE) Nicole Heyman Page 16 Collin Arnold NOFD Tim McConnell EMS Emily Nichols POLICE SECONDARY EMPLOYMENT Brian Boyle MOSQUITO, TERMITE & RODENT CONTROL BOARD Claudia Riegel Melissa Schigoda ACCOUNTING REVENUE Romy Samuel TREASURY Julius Nunn PROCUREMENT/ PURCHASING Julien Meyer NEW ORLEANS EMPLOYEES' RETIREMENT SYSTEM Jesse Evans CHIEF INFORMATION OFFICER Kim LaGrue Strategic Overview The Mayor’s Budget Message Forward Together - The City's Strategic Framework 2021 Budget Priority Areas Page 17 To My Fellow New Orleanians, We enter this year’s budget process with a far more sobering and vigilant approach than we did last year’s budget, in which we came together on a budget that was on time and fiscally sound. In two consecutive budget years, we have worked cooperatively and collaboratively to address our City’s most pressing challenges. Over the past year, it feels like everything has changed. We have been overcome with a series of crises. It started with our increasing flooding events, continued with the Hard Rock collapse and followed by the Cyber Security Attack, and then the tragic deaths during the 2020 Carnival parade season. But nothing compares to our ongoing response to the COVID-19 pandemic that has claimed the lives of hundreds of our people and made vulnerable what previously had been a promising economy. Despite these challenges, we’ve shown that we can work together, flatten that curve, and create a path to safely reopen our City. We’ve shown what resilience looks like. It’s in that spirit that this Administration recommits to upholding the values shared by all of our residents. We must face the brutal facts. We know that the pandemic, and the unexpected reallocation of CARES Act funding, have pushed our economy and City Hall to a fiscal cliff. We will not allow this challenge to prevent us from finalizing a budget that creates meaningful results, is guided by fiscal discipline, and continues to fund and maintain city services. The pandemic has exacerbated our greatest challenges, and so we must be even more resilient and think even more strategically moving forward. Our City will be strengthened by addressing the affordable housing crisis, fortifying our infrastructure, ensuring public safety, and, ultimately, promoting economic development for a robust and equitable recovery. In approaching our work on this budget, we can learn valuable lessons from our response to the pandemic. We have shown that we can sacrifice. We have shown that we can innovate. We have shown that we can streamline services. And we have shown that we can collaborate and bring everyone along as we work our way toward a common goal. If we can flatten that curve, we can address our needs and agree on that budget. Page 18 Our 2020 bond initiative will function as a local stimulus. I appreciate our work together to ensure that we issue a large enough bond package to rebuild infrastructure and infuse funding into our economy all at the same time. Our 2020 bonds, totaling more than $280 million, are part of the $500 million our residents overwhelmingly approved with their vote last November. Those bonds will allow us to use existing millage rates to repair our streets and drainage lines, build green infrastructure, and develop affordable housing. We will continue to consider public safety as public health, and how we’re approaching that has to change. It costs our City about $77,000 per person, per year, to incarcerate people at the Orleans Justice Center. That’s why we are investing in our people, funding alternatives to incarceration, and offering critical social services that will prevent our neighbors from becoming involved with the system to begin with. Working together with our City Council, we doubled down on our investment in Early Childhood Education, from $1.5 million to $3 million. We’ve led a wholesale transformation of our juvenile justice system, with the reimagined Juvenile Justice Intervention Center. We are making strong investments in our fight for affordable housing. Since taking office, we’ve awarded over $20 million for affordable housing. The City has 652 units under construction and 846 units in predevelopment, and so much more work in progress. We learned a great deal from last year’s Affordable Housing Tour, which stopped in every City Council district, and have put that knowledge to work. We will continue to be vigilant in our financial discipline and our Zero-Based Budgeting process. We were given a strong foundation by our work over the past two years and will continue to work to protect the City’s upgraded credit rating from both Moody’s and Standard & Poor’s. This proposed budget was developed with an eye toward maintaining that strong position, and the transparency and accountability that created it. I want to thank everyone in advance for the hard work it will take to meet these challenges head-on, no matter what is thrown our way. We will make every penny count, and make every resident heard, as we work together to keeping this City moving forward. Sincerely, LaToya Cantrell Mayor, City of New Orleans Page 19 Forward Together - the City's Strategic Framework The Cantrell Administration’s Forward Together – The City’s Strategic Framework was designed to guide the City’s overall direction and serve as the foundation for budgeting and performance management. Best practices demonstrate the importance of having a strategic framework linking city services to achievement of desired outcomes. The City of New Orleans is committed to addressing the concerns of residents and breaking down barriers that prevent all residents from living their best life. The City strives to build an equitable, authentic, and inclusive community. The City’s priority areas are the community’s priorities. Our priorities are the result of months of public engagement and rooted in a clear set of community values. Based on community input, the City has identified five key initiative areas which make up the 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. Page 20 Public Safety as a Matter of Public Health: Address root causes to ensure public safety. This initiative was identified as a priority as part of the City’s larger effort to break down silos and promote cross-departmental and inter-agency cooperation. Specifically, the goal is to leverage citywide resources to address public safety concerns as a larger public health crisis --- identifying the issue as being larger than a police problem, and calling the larger community to action around a New Orleans problem. Addressing public safety from this vantage point widens the lens of how we view potential solutions, bringing in elements of our Office of Families and Youth, dedicating to the Cure Violence Initiative, and leveraging the ongoing analysis of the Gun Violence Reduction Task Force. The goals of this initiative are to refocus city efforts around addressing root cause issues as they pertain to gun violence --- dedicating resources and manpower to deeper issues of equity, access to services, and mental as well as physical health. The anticipated results are long-term culture change, whereby public safety issues and the approach to stopping crime is rooted in a holistic process in which police action is only one part of the larger fight. Priorities under this initiative include: • Ensure criminal justice efforts result in a safer community. • Prevent crime and cycles of violence. • Provide accountable emergency response. • Prepare for natural and manmade disaster and mitigate environmental hazards. Investing in Infrastructure: Provide reliable and sustainable services to our residents, businesses, and visitors. The Cantrell Administration fought for the City’s Fair Share --- and we won. Working together with the Governor’s office, members of the City’s legislative delegation and with industry leaders – the Administration kept its promises to the people of New Orleans and fought to ensure that the revenue generated by the people of New Orleans goes into addressing the urgent needs of the people of New Orleans. The Fair Share agreement is a vital first step; and while there is more work to be done, this puts the City on a sustainable path to making infrastructure investments that support the basic needs of the City. The Administration recognizes that green infrastructure investment is key to the sustainability and future of New Orleans. Sustainable and efficient infrastructure investments will provide improved air, earth, and water quality to our residents. The goals of this priority also include expanding the focus of infrastructure away from strictly physical improvements and towards an appreciation for and investment in human capital. These investments are anticipated to result in a more satisfied, more productive, and more efficient services for our residents. Page 21 Priorities under this initiative include: • Modernize citywide infrastructure with a focus on sustainability. • Repair and maintain infrastructure. • Improve accountability and transparency for the Sewage and Water Board. Enhancing Quality of Life: Ensure equitable and consistent access to quality services. This initiative was identified as a priority early on, encompassing both the physical and philosophical impetus to clean up the City we serve and the way the City does business. The goals include demonstrably cleaner public spaces, as well as a deeper cultural shift that discourages the litter and debris that have been allowed to accumulate in the past. Anticipated results include cleaner public spaces along identified corridors, more inviting areas for neighborhood engagement and business investment, and a more transparent, more streamlined process for dealing with city government across the board. Priorities under this initiative include: • Develop a housing package and expand affordable housing. • Improve and expand CleanUpNOLA. • Prioritize the needs of marginalized populations. • Connect, coordinate, and improve multimodal transit. • Provide cultural and recreational opportunities for youth and families. Expanding Economic Development: Promote inclusive, intergenerational economic growth to attract and retain businesses and residents. The Cantrell Administration identified Economic Development as a priority even prior to taking office on the premise that all other initiatives and programs depend on the health and growth of our City’s economy. The baseline goal is to continue to grow economic opportunities for our residents and business --- and to create and sustain an economic climate that encourages investment and job creation. The Administration recognizes the devastating impact of the COVID-19 pandemic on the City’s economy, our residents and businesses. The City is committed to helping our community adapt and thrive despite the economic challenges associated with COVID-19. Page 22 Long-term results are anticipated to include a robust economic recovery, a greater percentage of DBE and otherwise minority-owned businesses taking root and flourishing, and a healthier overall economic climate. Priorities under this initiative include: • Invest in our people. • Focus on intergenerational economic development. • Prioritize place-based development. • Maximize public-private partnerships and incentives for clear outcomes. Good Governance is Inclusive Governance: Reimagine government to meet people where they are. 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. We need to consider investments that are sustainable, efficient, and focus on equity. It means recognizing that while we know how things have been and been done, change is happening and change is coming. Priorities under this initiative include: • Make the City the best workplace in New Orleans. • Modernize the City’s finances and business processes • Adopt technologies and innovations that help city employees work smarter. • Make city government accessible to residents when and where they need it. Page 23 2021 Budget Priority Areas The City has identified three priority areas for the FY21 Budget: • • • COVID-19 Pandemic Economic Recovery Expanding Affordable Housing Continue Leadership on Climate Change and Equity Budget Priority Area 1: COVID-19 Pandemic Economic Recovery The Cantrell Administration fully understands the realities facing our residents and businesses as we work collectively to recover from the devastating impact of COVID-19 on our local economy and individual livelihoods. Mayor Cantrell is urging federal and state officials to provide additional resources to individuals, businesses, and municipalities. Mayor Cantrell in April 2020, early in the pandemic, quickly activated a $2.8 million Emergency Rental Assistance Program that initially saw over 8,000 applicants. The program opened for a second round of relief in July 2020. The City also rolled out a first of its kind mass meal program in partnership with FEMA to provide over 1 million meals per month. This program also utilized over 70 local restaurants to ensure that the local hospitality industry benefited from the program. In order to boost our local restaurant and bar industry, the City has opened the Outdoor Dining Grant Program to assist restaurants and bars with adapting to new regulations by offsetting costs associated with converting outdoor areas to seating for patrons. The Administration is committed to helping businesses adapt and thrive as the City continues to mitigate the impacts of COVID-19. Budget Priority Area 2: Expanding Affordable Housing The City’s affordable housing crisis long pre-dates the current challenges presented by the COVID19 pandemic. The Cantrell Administration is working harder than ever to preserve and expand housing opportunities and adding more tools to combat the crisis – this means building partnerships, developing innovative policies, and pushing legislation at all levels of government. In 2019, the City created 850 new housing units with Notice of Funding Availability. Currently, there are 652 units under construction, with 846 units in predevelopment. Additionally, the City has directed over $20 million to be used for affordable housing units, with millions more to be awarded to projects that align with the Administration’s housing priorities: • Provide extension of the affordability rate for units that are nearing the end of the affordability period. • Projects willing to provide permanent affordable housing. • Produce projects that provide supportive services for special needs households. • Shovel-ready projects that can be rapidly available. To promote home ownership, the Administration has set aside $3 million for down payment assistance to get aspiring homeowners into their own home. Mayor Cantrell has also worked to reduce barriers to affordable housing by entering into a cooperative endeavor agreement with the Finance Authority of New Orleans (FANO) and the Louisiana Housing Corporation (LHC) to allow the local issuance of multi-family bonds to be Page 24 leveraged against Low Income Housing Tax Credits. The partnership will reduce delays in the process so that more affordable units are swiftly brought online. Mayor Cantrell and her administration will continue working to devote resources and energy to aid renters, landlords, and homeowners. Budget Priority Area 3: Continued Leadership on Climate Change and Equity Mayor Cantrell is a member of the C40 Mayor’s Climate Leadership group. This group of mayors from around the world are on the frontlines and committed to leading the way towards a healthier and more sustainable future. Representing more than 700 million citizens and one quarter of the global economy, mayors of the C40 cities are committed to delivering on the most ambitious goals of the Paris Agreement at the local level, as well as to cleaning the air we breathe. The Administration is currently exploring the possibility of building a large-scale solar farm in New Orleans on the site of former landfills and other vacant property. The City of New Orleans embraces clean technologies and a green future and is committed to leveraging our financial resources for a more equitable and sustainable economy by attracting green jobs and sustainable industries. Green infrastructure investment is central to the sustainability and future of New Orleans and will remain a top priority for the Cantrell Administration. These investments enhance and encourage natural processes to reduce flood risks and slow subsidence and improve air, earth, and water quality. Additionally, the Administration will continue the build-out of bicycle lanes through the Moving New Orleans Bikes Initiative, an effort to improve the safety of people riding, so more people can choose bicycles for transportation. Building on her Digital Equity initiative, Mayor Cantrell is committed to bridging the digital divide in New Orleans and central to that is ensuring that all residents of the City have access to the internet. Launching a public Wi-Fi Pilot with intentions to roll out on a larger scale will ensure that residents can take advantage of all opportunities available to them. Page 25 Introduction to the Budgeting Process The Mayor’s Executive Order Related to the Annual Budgeting Process Financial and Budget Policies The Budget Development Process Resident Engagement in the Budgeting Process 2021 Budget Calendar Page 26 The Mayor's Executive Order Related to the Annual Budgeting Process LC 18-06 LATOY A 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 monthly information relative to revenues and expenditures of the City; NOW, THEREFORE, I, LATOYA CANTRELL, 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: I. 2. 3. Effective Date This Executive Order is effective upon the date of its issuance. Previously issued Executive Order MJL-10-01 is hereby revoked. Purpose 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 monthly submittals of revenue and expenditure data to the City Council by the Administration. Budgeting for Outcomes The City of New Orleans shall utilize the Budgeting for Outcomes ("BFO") 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 depa11ments and agencies pursue producing outcomes. The Chief Administrative Officer is directed to work with the City Council throughout the Budgeting for Outcomes process. Page 1 of 2 Page 27 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 Officer 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 identifies 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 Charter, 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 6101 ( 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. 9. Submission of Monthly Budget Reports 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. I 0. Duration This Executive Order will remain in effect until amended or suspended by a subsequent order approved in accordance with Section 4-206(3)(c) of the Charter. WITNESS MY HAND AND SEAL THIS ),, ti!> 20 •/8 AT NEW ORLEANS, LOUISIANA. , City of New Orleans Page 2 of 2 Page 28 DAY OF !115,1>1 T Financial and Budget Policies 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. The budget as a strategic planning document The budget reflects the vision for the City and a strategic action plan for how the goals of the Mayor, City Council, and community will be accomplished. The budget is more than a spending plan; it is a statement of the City’s priorities and provides a road map for the coming year and beyond. The budget reflets the collaboration between the community, the City Council, the Mayor, and her staff members. Fund Balance The term fund balance is used to describe the net position of government funds calculated in accordance with generally accepted accounting principles (GAAP). 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. 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 Page 29 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. 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 1st. 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. Balanced Budget The City Charter, Section 3-116, requires that the budget be balanced. A balanced budget means that total revenues equal expenditures for the budgeted period. As required, the FY2021 General Fund Budget complies with the balanced budget mandate. 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 Page 30 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 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. 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. Page 31 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.” 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. 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; Page 32 • 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. 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. Page 33 Fund Types An important concept in governmental accounting and budgeting is the division of the budget into categories called Funds. Funds are separate fiscal accounting entities. Budgeting and accounting for revenues and expenditures in this manner is called Fund Accounting. Fund Accounting allows a government to budget and account for revenues and expenditures restricted by law or policy. Governments may use any number of individual funds in their financial reporting, however, generally accepted accounting principles (GAAP) require all individual funds to be aggregated into specific fund types. Any fund constituting 10 percent or more of the appropriated budget is considered a “major” fund. 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.” Special Revenue Funds account for the proceeds of specific revenue sources (other than expandable trusts or for major capital projects) that are legally restricted to expenditures for specific purposes. The City’s major funds include: General Fund The General Fund is the general operating fund of the City. It is used to account for most of the day-to-day activities of the City. It accounts for all financial resources except those required to be accounted for in another fund. HUD Fund The HUD Fund is a special revenue fund used to account for funding from the Department of Housing and Urban Development (HID). Some of the major initiatives are Community Development Block Grants (CDBG), HOME Investment Partnership Act Program (HOME), Emergency Shelter Grant Program (ESG), 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 to principal, interest, and related costs. Capital Projects Fund The Capital Projects Fund is used to account for financial resources Page 34 to be used for the acquisition or construction of major capital facilities (other than those financed by trust funds). The City’s non-major funds include: Downtown Development District Fund The Downtown Development District (DDD) Fund accounts for funds from a special ad valorem tax levied on all real property situated within the boundaries of the Downtown Development District of the City. Funds are used to provide and maintain additional public improvements, facilities, and services in the DDD, including, but not limited to, special public safety services, supplemental sanitation services, street improvements, and promotional activities. Economic Development Fund The Economic Development Fund, established in 1992, accounts for funds generated from a dedicated 0.91 mils of property tax for a period of thirty years. The fund is used to support economic development initiatives. Federal Grants Fund The Federal Grants Fund accounts for federal grants received directly from Federal agencies or passed through other governmental agencies. Grants, Contributions, and Transfer Fund This fund is a clearing account to allow resources from all funding sources to be appropriated and used by all operating budget agencies throughout the City. Housing Trust Fund The Housing Trust Fund, established in 1992, accounts for funds generated from a dedicated 0.91 mils of property tax for a period of thirty years. The fund is used to support a comprehensive neighborhood housing improvement program and alleviate urban blight. Funding is allocated to programs which repair and renovate housing in low income areas of the City. Library Fund The Library Fund accounts for funds from a special ad valorem tax levied on all property subject to taxation within the limits of the City of New Orleans dedicated for the operations of all the City’s public libraries. Local Law Enforcement Grant Fund The Local Law Enforcement (LLE) Grant Fund accounts for local law enforcement grants received by the City. State and Local Foundation Grants Fund The State and Local Foundation Grants Fund accounts for State grants and local foundation grants received directly from State agencies and local foundations or passed through other governmental agencies. Wisner Fund/Mayoral Fellows Fund The Mayoral Fellows Fund is special revenue fund that accounts for funding from various sources to place recent college graduates in positions throughout City government to provide insight into the operations of City government and to support efficiency and improvement projects. Additional Special Revenue and Trust Funds Additional Special Revenue and Trust Funds are non-major funds that go to various departments. The purpose of these funds is to provide additional operational funding for departments to carry out their services. Page 35 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 36 The Budget Development Process Laying the Groundwork for a New Era of Budgeting The City of New Orleans’ legacy budgeting process largely employs a carryover budgeting methodology. Departments submit ‘core’ budget offers to request the funding levels they received the previous year with the expectation that these offers will be funded. When a department wishes to launch a new initiative or expand an existing program, it requests additional funding through a ‘supplemental’ budget offer. While supplemental budget offers are rigorously evaluated and prioritized, core budget offers are rarely scrutinized. The base assumption of carryover budgeting is that the City’s primary goal is to provide the same services each year, largely through the same service delivery methods. An unfortunate side effect of this process is that it prioritizes maintaining the status quo over developing new services or more effective service delivery models. Department leaders that submit the same core budget year after year see their offers funded without question, while department leaders that aim to establish new services or fundamentally transform their department’s service delivery models must provide extensive justification for their proposals. As a result, the decisions of budget policymakers generally focus on the ~2% of the budget that changes year-to-year rather than evaluating the ~98% of the budget that remains the same. Zero-Based Budgeting (ZBB) The City is working to change this paradigm in future budget years by instituting a new budgeting process referred to as Zero-Based Budgeting (ZBB). Rather than start from a prior year budget baseline, ZBB provides a framework for using the annual budgeting process to evaluate all city expenditures and services. The ZBB process inventories all city services so that policymakers have full insight into the operations and can benchmark city productivity against industry standards. Benefits of ZBB STRATEGIC SPENDING INNOVATIVE PROCESSES Funding can be redirected to services that align with the administration’s priorities and departmental missions Performance measures discourage status quo mindset by differentiating services with the greatest impact from those that are inefficient INFORMED DECISIONS FULL TRANSPARENCY BOTTOM-UP INPUT Overall budget increases or decreases can be targeted to specific services instead of spreading evenly across budgets Decision makers have full visibility into service spending and managers benefit from a detailed line-item knowledge Engages managers at all levels of City government to ensure that those most familiar with departmental services are consulted Page 37 The ZBB Process While most budget processes are confined to a one to three month period of every year, ZBB is an ongoing process that requires year-round monitoring and tracking. Rather than submit core or supplemental budget offers, departments must first identify the services that they deliver. There are both external services that produce some kind of public good, like maintaining roads or responding to 911 calls, and internal services such as human resources and financial processing that are required for city departments to operate. Once services are identified, budget offers are submitted for each service with ‘funding scenarios’ that examine the financial and operational impact of different service delivery models. Funding scenarios blend financial and performance data to analyze how various funding levels impact the quality, volume, and/or timeliness of service delivery. This allows policymakers to clearly understand the impact of increasing or decreasing funding on service delivery. This requires department leaders to constantly re-evaluate whether their organizational structure and financial resources facilitate effective service delivery. Once budgets are enacted, departments remain responsible for collecting and tracking the financial and performance data that will be used to justify their budget allocation for the next fiscal year. This type of ongoing tracking, tied effectively to budgeting decisions, encourages greater accountability and fosters innovation at the department level. Identify Base Budgets Gather Service Output Data Develop Funding Scenarios Monitor Projected Spending Rank Proposals Page 38 The City of New Orleans’ ZBB Implementation Process The City began developing a Zero-Based Budgeting process during the FY20 budgeting process. City leadership selected five pilot departments that would be used to test ZBB concepts and go through a mock ZBB process. These pilot departments were: • • • • • New Orleans Police Department Juvenile Justice Intervention Center New Orleans Recreation Development Commission Department of Public Works Department of Safety and Permits For each pilot department, Chief Administrative Office (CAO) staff conducted a line-item review of their past three years of expenditures, worked to categorize departmental services, and produced a service-based budget proposal. When possible, cost of service metrics were developed to help benchmark the cost effectiveness of city services. While the December 2019 cyberattack suffered by the City, combined with the hiring and spending freezes instituted citywide during the COVID-19 epidemic, did not allow for a full rollout of the ZBB process during the FY21 budget cycle, CAO staff have been continuing the work of building and instituting this budget process. For FY21, we are establishing a citywide inventory of services that will constitute the primary framework for submitting budget offers for FY22. We are also establishing performance measurement frameworks for all mayoral-controlled departments that will serve as the basis for collecting operational data needed to create effective financial scenarios. Finally, we are conducting the same detailed expenditure analysis that was done for the FY20 pilot departments for an additional four city departments. The City anticipates transitioning from the legacy budget process to a ZBB process for FY22, with FY22 budgeting allocations made by service. The ongoing work needed to institutionalize the financial and performance monitoring process, formalize a data collection and storage platform, and mainstream the broader cultural change required for ZBB will require dedicated resources over several years. However, the effective implementation of this process will yield tangible benefits for years to come, including more effective operational management and greater transparency for the public into how their funds are being spent. Page 39 Resident Engagement in the Budgeting Process One of the most important components of preparing a budget is to ensure that government ultimately provides the services residents want. During her campaign, the transition, and now as Mayor, engaging residents in decision-making has been a priority for Mayor Cantrell. Resident Engagement in the 2021 Budget Process The City of New Orleans provided residents a range of opportunities to be involved in the budget development process. To inform city priorities and budget policies, Mayor Cantrell met with community members and launched initiatives to engage all residents in setting the City’s budget priorities. Under the Administration’s Digital Equity Initiative, the City has continued working to meet people where they are digitally, engaging with residents so that everyone's voice is heard. The Mayor's Office rolled out new programs to reach residents by phone because more people have smart phones than home Internet access. Social Media Platforms Mayor Cantrell and the City of New Orleans maintain a robust social media presence of over 15 Facebook, Twitter, Instagram, and NextDoor accounts that account for thousands of followers and innumerable engagements. These platforms provide a direct line to the residents and visitors of the City of New Orleans so that the Administration are able meet the people where they are! Radio Townhalls Mayor Cantrell held two dial-in radio townhalls on local radio powerhouse WBOK 1230am. Through these radio townhall sessions, the Mayor received valuable public input on the issues, concerns, and priorities of residents. That feedback, which was a critical component of determining what services were most important to residents, has and will continue to influence the budget-making decisions each year. Page 40 2021 Budget Calendar Month Activity May Mayor sets the Priorities for 2021 The Mayor and her staff, in consultaion with community leaders, department leaders and key stakeholders, confirm the priority areas for 2021 where city government will focus its efforts. August Submission and Review of Initial Budget Requests Departments submit budget requests to the the Chief Administrative Officer (CAO) stating what, if any, changes are proposed to the 2021 budget to meet key city priorities or mandates. August September Departmental Budget Meetings Departments meet with the CAO to review year-to-date performance and spending patterns. Resident Engagement September October The Mayor meets with community members and engaged residents through a variety of initiatives. The Mayor participates in dial-in sessions with local radio media to allow thousands of residents across all Council Districts to provide feedback and voice their concerns regarding the City and the FY21 Budget. Proposed Budget Submission November December The Mayor submits the proposed budget to City Council. The City Charter mandates this submissin on or before November 1, 2020. City CouncilApproves the Budget As mandated by the City Charter, City Council must approve an adopted budget on or before December 1, 2020 Page 41 1 Budget 1 Where the Money Comes From Where the Money Goes Page 42 Fiscal Year 2021 Budget Highlights The FY21 budget includes $1.3 billion in total funding ($1,127,875,999): $633.6 million ($633,550,813) from the General Fund equal to 56.2% of total funding and $494.3 million ($494,325,185) from non-general funds which include grants, intergovernmental transfers, and special funds. This is a 1.52% decrease over the FY20 adopted budget. The FY20 budget included $1.1billion in total funding ($1,145,235,994): $725.9 million ($725,879,669) from the General Fund and $419.4 million ($419,356,325) from grants, intergovernmental transfers, and special funds. FY21 General Fund Revenue Overview In 2021, the City’s availability of one-time revenue will decrease by over 78% ($94.3M), while recurring revenue will increase by approximately 9%. This estimate includes conservative growth of sales tax and hotel/motel related taxes in 2021 as the City is expected to begin rebounding from the pandemic. General Fund: Recurring Revenue Existing recurring revenue sources are projected to decline by about 11% in 2021 compared to FY20. General Fund recurring revenue for 2021 is estimated at $607.1 million ($607,103,082). 2021 Property Tax revenue is projected to be $168.2 million. Projected revenues from Other Taxes is estimated at $212.7 million. Service Charges are projected to be $91.5 million. Revenues from Licenses and Permits are expected to be $74.2 million. Fines and Forfeitures are estimated at $27.8 million. Intergovernmental Revenue ($20.5 million), Miscellaneous revenue ($12.0 million), and Other Financing Sources ($60,000) make up the remainder of the General Fund recurring revenues for FY21. General Fund: One-Time Revenue In 2021, one-time (non-recurring) revenue is budgeted at $26.4 million ($26,447,732). FY21 one-time revenues include revenue from the Fund Balance ($10.8 million), UPL ($7.5 million), the cyberattack insurance claim ($3 million), Harrah’s ($3 million), and GOMESA offshore oil payments ($2.1 million). FY21 Expenditures Overview For the FY21 budget, the Administration asked all Mayoral departments to make a 20% cut to their overall General Fund budget. Based on the City’s revenue projections, this was an unavoidable necessity as the City continues to anticipate decreased revenues in 2021 due to the pandemic. These cuts are expected to have minimal impact on the amount and quality of services that residents experience. Total expenditures for FY21 total $633.6 million ($633,550,814), a 12.7% reduction or $92.3 million less compared to FY20. Expenditures in FY20 were budgeted at $725.9 million. Public Safety expenditures (Police, Fire, and Sheriff’s Departments) make up more than half (51.5%) of the City’s FY21 budgeted expenditures and have been reduced by 6% compared to FY20. Nonpublic safety expenditures have been reduced by 19% compared to FY20 budgeted expenditures. Page 43 Where the General Fund Revenue Comes From FY21 General Fund Revenues by Type (in 51,0005) 250-09? 212,252 200-000 155,152 155,555 155,555 24,255 91'5? 55,555 29,535 I 22,525 12,023 50 25,442 Page 44 Where the Money Goes FY21 General Fund Expenditures (in $1,000s) Police Department 164,249 Fire Department 108,649 Sheriff 53,188 Finance 46,216 Miscellaneous 39,984 Sanitation 31,630 CAO - Core 30,601 Public Works 27,247 Health Department 18,669 CAO - ITI Parks and Parkways 9,952 9,390 City Council 8,334 Property Management 8,313 Mayor - Office of Homeland Security 7,457 Mayor - Core Safety and Permits 7,023 6,384 Municipal and Traffic Court 6,059 District Attorney 5,742 Human Service (Youth Services) 5,631 Criminal District Court 5,529 Clerk of Criminal District Court 4,850 Law Department 4,801 Mayor - Community & Economic Development 3,558 Office of the Inspector Gneneral 3,484 Coronoer's Office 2,631 Civil Service 2,415 Mosquito Control Board 2,173 Juvenile Court Mayor - Criminal Justice Coordination 2,159 2,124 City Planning Commission 1,504 Office of Independent Police Monitor 1,013 Historic District Landmark Commission 683 Judicial Retirment 364 Vieux Carre Commission 328 Registrar of Voters 308 NOMA 305 Ethics Review Board 253 Code Enforcement 250 Office of Resilience & Sustainability 58 Civil District Court 14 First City Court 6 Alcoholic Beverage Control Board 1.5 Office of Community Development - Grants - Library - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 Page 45 &LW\ZLGH 5HYHQXHV Statement of Revenues: General Fund Statement of Revenues: Other Funds Agency Funding Breakdown by Source 0LOODJHV, Special Millages, and, and Special Fees Page 46 Statement of Revenues General Fund 2019 Actuals* Source Property Taxes 2020 Adopted Budget 2021 Proposed Budget Dedicated Fire - 1 Millage Personal 1,320,404 1,434,997 1,464,254 Dedicated Fire - 1 Millage Real 6,172,672 6,942,376 6,845,140 658,656 715,818 730,413 Dedicated Fire - 1/2 Millage Real 3,079,063 3,462,967 3,414,505 Dedicated Police - 1 Millage Personal 1,320,403 1,434,997 1,464,253 Dedicated Police - 1 Millage Real 6,180,655 6,942,376 6,854,017 Dedicated Police - 1/2 Millage Personal 658,655 715,818 730,411 Dedicated Police - 1/2 Millage Real 3,083,037 3,462,967 3,418,924 82,591 415,443 358,153 Fire - 5 Millage Real Property Current 16,593,407 19,260,410 18,401,160 Fire - 5 Millage Real Property Prior 43,214 - 47,922 Fire - 5 Millage Real PropertyPrior 646,353 506,507 716,741 Fire 2.5 Millage Personal Prior 3,553 71,426 3,940 1,537,628 1,686,204 1,705,144 Fire 2.5 Millage Real - Prior 22,810 434,055 25,296 Fire 2.5 Millage Real Estate 9,178,872 9,505,235 10,178,861 180,266 186,345 160,647 Dedicated Fire - 1/2 Millage Personal Delinquent Tax Processing Fire 2.5 Millage Personal Property Interest - Delinquent Personal Property Interest - Delinquent Real Property 2,633,372 3,031,496 2,613,449 Nord - 1.5 Millage Real Property - Current 927,671 - 1,100,333 Nord - 1.5 Millage Real Property - Prior 99,028 117,651 134,653 Nord -1.5 Millage Real Property Current 4,336,080 5,498,863 5,835,590 Parkway - 1.5 Millage Real Property - Current 5,269,624 5,498,863 6,485,321 Parkway - 1.5 Millage Real Property - Prior 99,647 117,651 134,209 134,978 154,244 330,880 Personal Property - Current 9,291,786 10,643,638 9,377,769 Police - 5 Millage Real Property Current 3,253,798 - 3,608,280 Police - 5 Millage Real Property Prior 32,871 - 36,452 Personal Prop - Prior Page 47 *unaudited Statement of Revenues General Fund Police - 5 Millage Real PropertyCurrent 17,583,116 23,271,469 19,498,696 Police - 5 Millage Real PropertyPrior 464,898 522,690 515,526 43,340,227 49,136,804 50,091,414 Property Tax - Prior 1,356,217 1,530,953 1,630,562 Rfire - 5 Millage Real Property Current 3,231,721 3,438,364 3,583,798 Special Real Property 1979 37,912 - 42,042 Special Real Property 1980 200 - 222 Streets - 1.9 Millage Real Property - Current 6,675,801 7,030,993 6,479,761 Streets - 1.9 Millage Real Property - Prior 127,260 - 174,032 149,658,446 167,171,620 168,192,770 Airport Tax 594,554 - 596,381 Audit Cost 64,244 26,254 57,868 Beer and Wine Tax 455,796 545,424 452,077 Chain Store Tax 167,662 162,065 165,054 Direct Marketer Consumer Use Tax - City 119,366 - 100,902 Direct Marketer-Consumer Use Tax - City 346,105 242,213 514,923 Documents Transaction Tax 4,064,989 4,129,474 3,739,613 Fairground Slot Machine 4% Tax 1,352,715 1,456,270 1,027,867 Food and Prescribed Drug Sales Tax 15,924,582 - 16,385,860 37,284 7,945 6,585 158,258,890 205,701,185 154,332,965 19,313,250 21,739,875 7,878,600 - - - 63,055 - 40,684 13,297,964 12,654,264 12,627,019 64,909 - 58,675 Parking Tax 4,503,835 5,200,510 3,142,280 Sewerage & Water Board Tax 1,305,361 - 1,442,542 2,294 - 1,939 11,084,796 12,426,706 10,130,407 231,021,651 264,292,185 212,702,241 ABO Fines 90,800 - - Air Conditioning Energy License 48,245 65,689 48,282 Alcohol and Beverage Issuance Fees 6,125 27,625 19,603 Alcohol and Beverage Managers Permits 50,900 75,820 53,803 Property Tax - Current Total Other Taxes Gallon-age Tax General Sales and Use Tax Hotel and Motel Tax Hotel Sales Tax – Infrastructure Live Racing Motor Vehicle Tax Off Track Betting Tax Sales Cost Utility Tax Entergy New Orleans Total Licenses & Permits Page 48 *unaudited Statement of Revenues General Fund Alcohol and Beverage Permits 950,845 1,164,991 826,701 1,567,058 1,876,371 1,331,510 7,915 21,182 69,791 340,200 421,405 285,383 Annual Insp Rev-Insurance 22,115 41,346 30,390 Annual Insp Rev-Mech Insp 26,335 48,985 36,004 110,295 - - Building Permit 5,269,970 7,058,160 5,955,822 Cable Tv Franchise 4,787,434 5,025,462 4,641,913 107,005 202,177 188,714 Deputized Persons License 29,315 19,409 63,948 Driver's Delinquent Fee 11,018 14,909 10,097 Driveway Cut Permits 10,225 15,290 12,801 107,542 136,667 114,421 180 2,765 1,872 9,450 12,967 8,781 Electrical and Mechanical Licenses 155,946 157,168 115,520 Electrical Permit Application 768,974 1,007,762 740,716 30,262,605 31,946,052 30,653,200 171,700 107,334 72,688 Food and Drink Concessions Fee (644) - - Food Truck Application Fee 1,100 1,368 4,509 47,145 77,443 56,922 499,529 321,176 1,058,222 125 2,143 1,575 Initial Taxi Drivers' Permit 61,291 29,739 20,140 Initial Tour Guide Fee 15,610 17,514 11,861 Inspection Delinquency 46,322 87,108 58,991 Insurance Premium Tax 1,439,993 - 3,237,600 - 20,949 69,023 Mayoralty Permits 459,509 425,717 165,591 Mechanical Permit Application 714,057 739,354 543,433 Miscellaneous Wireless Franchise Fees 393,412 1,431,323 660,770 Motor Vehicle Delinquent Fee 186,121 189,725 139,360 1,937,450 2,362,775 1,735,547 170,563 173,101 144,924 Alcohol and Beverage Processing Fees Ambulance Permits Annual Cpnc Renewal Building and Use Demolition Permit Dumpster Permit Duplicate Driver's Permit Duplicate Tag Entergy New Orleans Franchise First Taxi Cpnc Transfer Gas Fitters License Hdlc Permits and Surcharge Fees Hoisting and Portable Engineer Licenses Mardi Gras Parade Permit Motor Vehicle Inspections Brake Tags Neighborhood Parking Page 49 *unaudited Statement of Revenues General Fund Occupational Licenses 10,232,238 11,500,000 8,603,272 53,585 57,219 47,905 5,155,870 2,050,546 6,756,198 58,450 59,530 43,755 214,983 61,293 45,051 1,000 11,707 8,605 376,887 317,823 200,346 Southern Light Franchise 27,908 119,399 55,981 Special Charter License 15,190 29,150 19,741 Special Electrical Inspection 15,108 35,391 26,013 Special Mechanical Inspection 32,585 44,986 33,065 Stationary Engineer License 58,965 69,746 51,264 Street Closure Permit 226,565 236,536 198,033 Street Cut Permit 516,010 190,337 159,354 Taxi Cpnc Transfer Processing 51,030 67,576 45,764 Taxi Drivers' Permit 37,070 43,939 29,756 176,300 179,059 121,262 563 9,911 6,712 8,200 9,425 6,383 30,500 34,845 23,598 Transportation Network Fees 6,212,128 5,911,325 4,003,251 Use & Occupancy Certificate 185,832 189,663 113,651 70,316 66,259 218,311 4,650 4,418 3,698 122,252 324,673 195,529 74,767,963 76,953,727 74,206,926 Federal Revenue - - - Federal Stimulus Payments - - - 1,299,392 - 2,141,905 - - 12,860,424 Parish Transportation - Roads 1,701,357 2,290,000 2,501,710 Parish Transportation - Transit 1,504,607 1,600,000 1,747,919 Revenue Sharing Dedicated To Fire 297,415 286,363 297,712 Revenue Sharing Dedicated To Police 297,415 286,363 297,712 Severance Tax Equalization 854,278 - - 11,106,294 9,403,551 7,503,868 - 4,300,000 - Oversized Truck Permit Short Term Rentals Sign Inspections & Permit Fee Sign Registration Fee Sign Zoning Fee South Central Bell Taxi Inspections Taxicab Ads Tour Guide License Tour Planner License Vcc Permits Vendor Zone Permit Verizon Franchise Fees Total Intergovernmental Revenue Gulf of Mexico Energy Security Act Harrah's Rent State Aid - Medicaid Reimbursement State Aid - Miscellaneous Page 50 *unaudited Statement of Revenues General Fund State Aid - Video Poker 1,588,578 1,815,000 1,241,760 - 30,000 - 1,586,235 1,527,274 1,587,803 20,235,571 21,538,551 30,180,813 1% District Tax Collection Fee 57,856 60,000 70,970 2% District Tax Collection Fee 11,563,165 12,100,703 14,313,122 (615) - - 2,340,189 5,641,472 5,759,569 Appeals Bd Building Standards 52,000 49,007 57,967 Appeals Bd Zoning Ads 21,250 19,787 23,405 Avt Collection Fee 80,924 235,994 279,142 7,040 9,196 10,877 (22,800) - - Credit Card Processing Fee 28 - - Department of Public Safety 70,256 83,500 37,580 17,321,611 16,454,373 16,798,826 Ems Stand by Fee 460,219 627,124 640,253 False Alarm Fines 33,956 237,087 242,050 Filming Fees and Charges 677,960 453,379 181,137 Fire Prevention Inspection 294,025 372,325 380,120 - - - 81,314 95,934 97,942 3,001 6,951 8,222 1,210,946 1,730,409 1,616,225 24 1,562,568 1,447,671 193,520 221,902 262,474 7,268 33,961 40,170 - 21 24 Moratorium Appeals Fee 1,000 1,025 1,213 Other ID Charges 1,940 - - Park Entrance Fees 3,486 3,510 2,808 8,324,154 9,369,045 6,191,418 1,447 9,358 11,069 Plan Processing Fees 955,206 1,223,195 1,446,836 Police Record Reports 926,144 781,685 798,048 Private Ambulance Services 4,197 17,926 21,203 Public Cemetery Burial Fee 18,300 21,500 19,800 Redemption Cost 23,266 34,288 40,556 1,355,470 1,399,879 1,655,824 State Department of Corrections State Revenue Sharing Total Service Charges Administrative Fee Airport Fire Suppression Bad Check Processing Fee Coroner Fees Ems Collections Harrah's City Support Hazardous Material Fee Id Charges Indirect Costs Litter Abatement Charge Map Change Reg Fee Maps and Document Fee Medical Records Fee Parking Meters Payroll Processing Fee Sales Tax Collection Services Sales - Rta Page 51 *unaudited Statement of Revenues General Fund Sanitation Service Charge 38,876,176 39,083,418 36,209,582 3,150 3,490 2,792 Special Refuse Collection 67,283 146,414 135,648 State Highway Maintence 121,800 207,060 82,726 41,390 40,677 48,114 2,492,239 2,345,287 2,774,086 560,375 1,095,451 723,915 Towing Charges 1,189,253 831,392 332,163 Utility Regulatory Fees 1,240,994 1,192,016 1,409,957 Vehicle Immobilization 212,397 791,045 316,044 46,225 42,266 49,994 90,919,025 98,635,620 94,541,542 2013 Interest 94,699 371,302 4,102 Asset Sales 632,840 633,097 446,529 1,623,737 855,565 1,540,030 38,353 23,843 42,677 Casino Support Services 5,662,681 1,822,531 3,262,137 Contract Settlement (126,179) - - 18,914 - - 13 - - 129,731 122,611 219,460 - 31,425 16,526 Interest 1987 Bonds 5,720 18,930 209 Interest 1988 Bonds 2,385 7,889 87 Interest 1995 Bonds 1,574 5,199 57 - - - Interest-1992 Bonds 2,184 7,216 80 Interest-2002 Bonds 16,339 55,540 614 Interest-2007A 16,565 54,916 607 Interest-2010A 13,664 88,564 978 Interest-2015B - 2,036 22 Interest-B96A 2,529 8,351 92 Interest-B98A 5,185 17,160 190 Interest-Bond Fd 2003 10,991 36,393 402 Interest-Bond Fund 2004 20,098 63,553 702 Interest-Bond Fund 2005-B 46,074 159,700 1,764 Interest-Bond Fund 2014 194,219 710,416 7,848 Interest-Operating Funds 3,010,102 1,791,120 19,787 544,221 2,101,716 23,218 Shelter Rentals Subdivision Fee Tax Collection Services Fee Temporary Parking Meters Zoning Site Review Total Miscellaneous Revenue Building and Grounds Rents Cash Overage Demolition Lien Interest Dividends Insurance Proceeds Intellectual Property Proceeds Interest PI 2019 Bonds Interest-Pi2016 Page 52 *unaudited Statement of Revenues General Fund Landfill Royalties 11,506 25,161 45,290 - - - Low Barrier Homeless Shelter 441,640 259,429 464,351 Miscellaneous 494,363 11,201,912 2,149,429 451 33,435 59,844 3,602 - - 93,262 119,274 214,695 Reimbursement For Fringes - 11,145 2,556 Reimbursement For Special Activity 13,198,871 9,020,922 2,846,970 Reimbursement For Utilities 49,594 - - 2,659 16,533 9,590 75,899 409,282 732,572 1,100,000 1,835,066 1,004,928 United Gas Reimbursement 313,431 684,732 282,882 Workers Comp Subrogation 2,590,826 3,166,358 1,627,703 30,342,744 35,772,322 15,028,928 2003 Bond Funds Reimbursed Bonds - - - Fund Balance - Assigned - 6,800,000 10,801,959 550,882 60,000 60,000 32,444 - - Transfers From Rivergate 15,520,669 15,423,588 - Total 16,103,994 22,283,588 10,861,959 Admin Adjudication Fees 97,416 96,575 76,153 Demolition Lien Penalty 3,097 54,436 - Lot Maintenance 1,335 - 42,925 Municipal Court Fines 2,355,575 2,572,852 2,028,803 Red Light and Camera Enforcement 23,139,664 25,000,000 19,526,551 85,069 100,000 59,806 9,403,582 11,408,202 6,101,396 35,085,738 39,232,065 27,835,634 648,135,133 725,879,669 633,550,813 Louisiana CARES Act Miscellaneous Cont and Donations NSF Fee Collection Parking Royalties Repayment For Losses Restitution Payments Transfer From Rta Total Other Financing Sources Tax Improv Bds 2015A Transfer From Other Funds Fines & Forfeits Storage Fees and Parking Management Traffic Fines Total Total Page 53 *unaudited Statement of Revenues Other Funds Federal Grants 2021 Proposed Budget Delta Regional Authority - 266,555 - Environmental Protection Agency - 514,432 - Federal American Recovery - 292,447 - Federal Department of Emergency 4,568,387 57,254,692 53,387,652 Federal Department of Health and Human Services 7,647,820 20,176,721 22,502,633 24,926 1,457,062 - 361,219 5,937,418 7,167,549 - - 5,869 4,579 122,000 - Federal Justice Administration 267,193 1,789,435 474,485 Federal Treasury Department - 1,854,235 - 12,874,123 89,664,997 83,538,188 Asset Seizure 175,723 765,000 765,000 Total 175,723 765,000 765,000 11,443 353,318 150,201 - 3,506,501 2,500 290,987 11,181,026 5,005,000 - - 634 15,352 100,000 - 127 - 6,540 5,000,000 3,577,000 3,577,000 - - 200,000 313,719 191,521 822,466 French Quarter Development District 4,500,622 4,400,000 - French Quarter Improvement - 1,420,205 59,481 273,518 - 650,000 Helen Adler Levy Library Trust Proceeds 243 - 23,173 Helen Adler Levy Memorial Room Trust 117 - 10,626 Housing and Environmental Improvement 1,059,799 5,645,626 5,389,861 Indigent Defender 1,369,575 1,200,000 - Federal Department of Homeland Security Federal Department of Justice Federal Department of Transportation Federal Highway Administration Total Self Generated 2020 Adopted Budget 2019 Actuals* Source Additional Special Revenues & Trust Ad Valorem Property Tax Funds Enforcement British Petroleum Capital Improvemt and Infrastructure Captain Neville Levy Coroners Operational Ed Benjamin Trust Entergy Penalty Settlement Environmental Disaster Mitigation Environmental Improvement Gallier Hall Maintenance Page 54 *unaudited Statement of Revenues Other Funds Infrastructure Maintenance Fund 3,867,336 - 6,552,823 768,321 850,000 850,000 Judment Fund - 2,000,000 2,000,000 Kiwanis Club Sprinkler System Proceeds - 5,136 - LaHache Music Trust Proceeds - - 123 Magnolia Economic Develop. - 400,000 - 172,691 142,500 212,058 65,000 150,000 886,010 12 - 1,044 - - 1,296 Music and Entertainment 2,720 176,282 137,500 New Orleans Film 3,701 115,000 178,169 New Orleans Recreation 103,282 500,000 - New Orleans Recreation Foundation 109,625 880,000 - 11,089,394 12,475,730 9,845,319 - 10,500,000 6,700,000 68,515 - 20,000 204,685 100,000 100,000 76,325 150,000 964,975 - 10,000,000 - Sex Offender Proprietary 11,446 400,000 400,000 Simon Hernsheim Trust Proceeds 2,402 - 86,708 - - 100,000 795,632 711,613 966,863 - 5,935,000 5,935,000 30,176,585 77,066,458 51,835,370 Joe Bartholomew Golf Course Mayor's Office of Tourism and Arts Miscellaneous Donations Mrs. Otto Joachim Trust Ms. Otto Joachim Trust Proceeds Office of Police Secondary Employment On Behalf Payments Payroll Clearing Fund Plant A Tree Campaign Public Library Donations Trust Road Paving and Restoration Simon V. Sickles Legacy Fund Termite Control Utilities Total Grants, Contributions & Fund Transfers Intergovernmental Revenues - 100,000,000 200,000,000 Total - 100,000,000 200,000,000 Downtown Development District Downtown Development District - 10,504,848 11,956,645 Total - 10,504,848 11,956,645 Mayoral Fellows Program 678,238 644,669 450,357 Total 678,238 644,669 450,357 Library 20,347,439 20,131,146 18,963,058 Total 20,347,439 20,131,146 18,963,058 4,927,745 8,877,466 13,470,896 Mayoral Fellows Program Library State & Local Foundation Grants Department of Labor Page 55 *unaudited Statement of Revenues Other Funds Louisiana Department of Health and Human Services 508,868 1,327,287 1,859,628 Louisiana Department of Public Safety 244,525 714,366 - Louisiana Department of Social Services 19,488 416,791 - - 85,216 382,410 202,585 389,698 100,000 Louisiana Office of Community Develop 1,449,633 8,512,977 18,482,813 Private Grants 1,172,997 26,610,248 2,237,652 - 103,744 26,316 8,525,840 47,037,793 36,559,715 New Orleans Economic Development 140,382 - 978,835 Total 140,382 - 978,835 Neighborhood Housing Improvement 1,019,544 7,561,523 12,942,061 Total 1,019,544 7,561,523 12,942,061 Louisiana Commission On Law Enforcement 301,078 1,719,904 1,391,780 Total 301,078 1,719,904 1,391,780 Housing And Urban Development 8,596,851 64,259,987 74,944,176 Total 8,596,851 64,259,987 74,944,176 82,835,803 419,356,325 494,325,185 Louisiana Highway Safety Commission Louisiana Military Department State Department of Natural Resource Total Economic Development Fund Housing Improvement Fund LLE Housing and Urban Development Total Page 56 *unaudited Agency Funding Breakdown by Source General Fund City Council Office of the Mayor Chief Administrative Office Law Department Housing & Urban Dev. Federal Grants State/Local Foundt Grant Grants, Contrib. & Fund Tran. Downtown Dev. Dist. LLE 8,334,845 20,223,267 Add'l Spec. Revs & Trust Funds 1,193,304 44,112,748 40,553,495 19,391,174 11,956,645 300,000 837,908 2,026,617 4,801,478 382,410 18,669,720 25,498,594 2,100,433 8,313,361 650,000 Public Works Parks and Parkways 27,247,080 6,752,823 9,390,338 1,091,780 7,100,000 110,073 2,173,926 13,684 126,316 966,863 305,851 Misc Office of Comm. Dev. Intergovernment al 39,984,463 1,021,397 250,000 72,729,475 District Attorney 5,742,423 First City Courts 6,000 8,013,156 9,845,319 237,280 3,029,275 200,000,000 14,400 53,188,976 Finance Vieux Carré Commission Historic Dist. Landmarks Comm. 46,216,905 450,357 765,000 950,000 1,500 Criminal Sheriff Judicial Retirement Library 979,006 1,827,089 108,649,504 Ec Dev Fund 3,131,897 4,227,389 Fire Department Criminal District Court Housing Improve Fund 2,064,481 164,249,786 Civil Court Mayoral Fellows Program 9,512,000 Police Health Department Property Management Library Alcoholic Beverage Control Board Mosquito Control Board N. O. Museum of Art Self-Gen 1,562,544 5,529,598 364,000 3,000,000 328,570 683,321 Page 58 18,963,058 Agency Funding Breakdown by Source General Fund Ethics Review Board Sanitation Workforce Investment Federal Grants State/Local Foundt Grant Grants, Contrib. & Fund Tran. Downtown Dev. Dist. LLE Add'l Spec. Revs & Trust Funds Self-Gen Mayoral Fellows Program Housing Improve Fund Ec Dev Fund Library 253,420 31,630,088 13,484,194 Civil Service N'hood Hsing Improv Registrar of Voters Economic Development Office of the Inspector General Office of Independ. Police Monitor 2,415,534 Human Services Municipal and Traffic Court Safety and Permits 5,631,857 Coroner's Office City Planning Commission 2,631,449 Juvenile Court Clerk of Criminal District Court 2,159,788 Total Housing & Urban Dev. 12,942,061 308,756 978,835 3,484,529 1,013,681 6,059,103 6,384,871 1,504,326 4,850,605 633,550,814 74,944,176 83,538,188 36,559,715 200,000,000 11,956,645 1,391,780 Page 59 51,835,370 765,000 450,357 12,942,061 978,835 18,963,058 2021 Millage Rates, Special Millages, and Special Fees City Millages Millage Rate Description 13.91 General Municipal Purposes 19.50 Interest and redemption of City bonds 16.23 Special tax for construction and operation of drainage system 6.40 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 6.31 4.91 Special tax for improving park safety and accessibility, capturing stormwater to reduce flooding, repairing and upgrading playgrounds and recreation centers, conserving natural areas, and constructing, improving, maintaining, and operating parks, recreational, and wildlife conservation facilities to be allocated pro-rata as follows: 1.95 mills to the New Orleans Recreation Development Commission, 1.80 mills for the New Orleans Department of Parks and Parkways, .61 mills to the City Park Improvement Association, 1.80 mills to the Audubon Commission, and 0.15 mills for the Aquarium Public Library 5.26 Special tax for support of Police protection services 7.71 Special tax for support of Fire protection services 0.91 Special tax to fund the Economic Development and Housing Fund 1.77 Special Tax for Street and Traffic Control Device Maintenance .56 Capital Improvements and Infrastructure Trust Fund 1.19 City Services tbd Orleans Law Enforcement District 40.34 125 Constitutional tax for operating and maintaining a separate system of public schools Total Mills Citywide Special Millages Millage Rate tbd tbd Description Constitutional tax for construction and maintenance of East Bank levee by Orleans Parish Levee Board Constitutional tax for construction and maintenance of West Bank levee by Orleans Parish Levee Board 14.76 Special tax for providing additional public facilities in Downtown Development District 8.00 Special tax on all taxable real property within the Garden District’s Security District 7.50 Tax on taxable property within the Touro Bouligny Security District, except parcels qualifying for Special Assessment Level Page 60 Special Fees Fee Description $ 150 Fee levied on each improved and unimproved parcel situated within the Lakeview Crime Prevention District Fee levied on all taxable real property within the Spring Lake Subdivision Improvement District $ 200 $ 250 $ 300 $ 700 $ 485 $ 475 Fee levied on each parcel of taxable real property within the Lake Carmel Subdivision Improvement District Fee levied on each improved parcel of land within the Lake Terrace Crime Prevention District 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 $ 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 $ 530 Fee levied on each parcel of taxable real property within the Kingswood Subdivision Improvement District 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 $ 550 $ 300 $1,652 $ 200 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 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 61 &LW\ZLGH ([SHQGLWXUHV Statement of Expenditures: General Fund Statement of Expenditures: Other Funds Total Expenditures by Fund Page 62 Statement of Expenditures General Fund Agency 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Chief Administrative Office 44,219,097 49,606,464 40,553,495 City Council 9,405,644 11,112,317 8,334,845 Law Department 6,112,106 7,031,065 4,801,478 Fire Department 116,778,763 118,354,936 108,649,504 7,437,550 8,515,294 6,384,871 Police 163,524,859 175,401,302 164,249,786 Sanitation 39,074,874 39,765,413 31,630,088 Safety and Permits Human Services 6,201,552 7,215,960 5,631,857 Office of the Mayor 22,460,637 26,952,620 20,223,267 Property Management 9,631,249 10,683,217 8,313,361 Civil Service 3,047,203 3,464,831 2,415,534 Parks and Parkways 10,259,483 10,557,343 9,390,338 Library (4,208) - - Health Department 20,293,451 23,001,424 18,669,720 Historic District Landmarks Commission 1,017,119 1,073,138 683,321 514,256 573,325 328,570 Vieux Carré Commission Alcoholic Beverage Control Board - 1,500 1,500 City Planning Commission 2,001,548 2,439,320 1,504,326 Mosquito Control Board 2,769,437 3,099,534 2,173,926 96,698 382,314 305,851 34,409,774 45,636,265 39,984,463 New Orleans Museum of Art Miscellaneous Ethics Review Board 276,660 290,352 253,420 1,126,169 1,161,407 1,013,681 904,689 700,000 250,000 - - - District Attorney 6,678,029 7,178,029 5,742,423 Finance Office of Independent Police Monitor Office of Community Development Workforce Investment 49,734,489 52,261,259 46,216,905 First City Courts - 6,000 6,000 Civil Court - 14,400 14,400 Criminal District Court 6,912,749 6,911,998 5,529,598 Clerk of Criminal District Court 4,051,945 4,000,000 4,850,605 Registrar of Voters Office of the Inspector General New Orleans Aviation Board Public Works 335,751 385,945 308,756 3,225,729 4,322,187 3,484,529 821,377 - - 33,614,770 36,454,146 27,247,080 Coroner's Office 2,704,500 3,220,020 2,631,449 Criminal Sheriff 53,188,976 53,188,976 53,188,976 307,608 364,000 364,000 Juvenile Court 2,724,596 2,857,531 2,159,788 Municipal and Traffic Court 6,131,794 7,695,837 6,059,103 Judicial Retirement Payroll Error Suspense Total (3,028) - - 671,987,895 725,879,669 633,550,814 *unaudited Page 63 Statement of Expenditures Other Funds Agency 2020 Adopted Budget 2019 Actuals* City Council 2021 Proposed Budget 0 9,512,000 9,512,000 17,044,813 90,652,179 79,430,845 Chief Administrative Office 2,143,379 13,243,873 2,902,389 Law Department 3,481,048 3,586,490 3,131,897 Fire Department 0 4,310,418 1,562,544 1,615,057 18,337,530 13,566,579 151,612 71,839 0 14,852,372 27,491,392 28,578,033 0 0 0 10,755,856 10,281,026 3,000,000 199 123,507 650,000 1,921,912 20,419,730 6,752,823 839,868 1,065,209 1,060,073 19,195,249 22,290,206 20,790,147 22,149 80,411 0 614,360 1,038,950 1,106,863 Miscellaneous 18,251,776 22,847,662 18,879,872 Office of Community Development 20,771,257 55,737,085 75,996,030 Workforce Investment 6,720,126 8,913,727 13,484,194 Economic Development 3,928,971 0 978,835 Neighborhood Housing Improvement 2,709,540 7,561,523 12,942,061 0 100,000,000 200,000,000 17,253 216,511 0 0 160,976 0 125,036,796 417,942,244 494,325,185 Office of the Mayor Police Sanitation Health Department Human Services Finance Property Management Public Works Parks and Parkways Library City Planning Commission Mosquito Control Board Intergovernmental Coroner's Office Office of the Inspector General Total *unaudited Page 64 Total Agency Expenditures by Fund Agency Non-General Fund 2020 Adopted General Fund 2020 Adopted 2020 Adopted Total General Fund Non-General 2021 Fund 2021 Proposed Proposed 2021 Proposed Total City Council 11,112,317 9,512,000 20,624,317 8,334,845 9,512,000 17,846,845 Office of the Mayor 26,952,620 90,652,179 117,604,799 20,223,267 79,430,845 99,654,112 Chief Administrative Office 49,606,464 13,243,873 62,850,337 40,553,495 2,902,389 43,455,884 Law Department 7,031,065 3,586,490 10,617,555 4,801,478 3,131,897 7,933,375 Fire Department 118,354,936 4,310,418 122,665,354 108,649,504 1,562,544 110,212,048 8,515,294 - 8,515,294 6,384,871 - 6,384,871 175,401,302 18,337,530 193,738,832 164,249,786 13,566,579 177,816,365 Sanitation 39,765,413 71,839 39,837,252 31,630,088 - 31,630,088 Health Department 23,001,424 27,491,392 50,492,816 18,669,720 28,578,033 47,247,753 7,215,960 - 7,215,960 5,631,857 - 5,631,857 Finance 52,261,259 10,281,026 62,542,285 46,216,905 3,000,000 49,216,905 Property Management 10,683,217 123,507 10,806,724 8,313,361 650,000 8,963,361 Civil Service 3,464,831 - 3,464,831 2,415,534 - 2,415,534 Public Works 36,454,146 20,419,730 56,873,876 27,247,080 6,752,823 33,999,903 Parks and Parkways 10,557,343 1,065,209 11,622,552 9,390,338 1,060,073 10,450,411 - 22,290,206 22,290,206 - 20,790,147 20,790,147 1,073,138 - 1,073,138 683,321 - 683,321 573,325 - 573,325 328,570 - 328,570 1,500 - 1,500 1,500 - 1,500 City Planning Commission 2,439,320 80,411 2,519,731 1,504,326 - 1,504,326 Mosquito Control Board 3,099,534 1,038,950 4,138,484 2,173,926 1,106,863 3,280,789 382,314 - 382,314 305,851 - 305,851 45,636,265 22,847,662 68,483,927 39,984,463 18,879,872 58,864,335 290,352 - 290,352 253,420 - 253,420 1,161,407 - 1,161,407 1,013,681 - 1,013,681 Office of Comm. Dev. 700,000 55,737,085 56,437,085 250,000 75,996,030 76,246,030 Workforce Investment - 8,913,727 8,913,727 - 13,484,194 13,484,194 Economic Development - - - - 978,835 978,835 N'hood Hsing Improv - 7,561,523 7,561,523 - 12,942,061 12,942,061 Safety and Permits Police Human Services Library Historic Dist. Landmarks Comm. Vieux Carré Commission Alcoholic Beverage Control Board N. O. Museum of Art Misc Ethics Review Board Office of Independ. Police Monitor Page 65 Total Agency Expenditures by Fund Agency Intergovernmental Non-General Fund 2020 Adopted General Fund 2020 Adopted 2020 Adopted Total General Fund Non-General 2021 Fund 2021 Proposed Proposed 2021 Proposed Total - 100,000,000 100,000,000 - 200,000,000 200,000,000 District Attorney 7,178,029 - 7,178,029 5,742,423 - 5,742,423 Coroner's Office 3,220,020 216,511 3,436,531 2,631,449 - 2,631,449 Juvenile Court 2,857,531 - 2,857,531 2,159,788 - 2,159,788 6,000 - 6,000 6,000 - 6,000 14,400 - 14,400 14,400 - 14,400 Municipal and Traffic Court 7,695,837 - 7,695,837 6,059,103 - 6,059,103 Criminal District Court 6,911,998 - 6,911,998 5,529,598 - 5,529,598 Clerk of Criminal District Court 4,000,000 - 4,000,000 4,850,605 - 4,850,605 Registrar of Voters 385,945 - 385,945 308,756 - 308,756 Judicial Retirement 364,000 - 364,000 364,000 - 364,000 4,322,187 160,976 4,483,163 3,484,529 - 3,484,529 N. O. Aviation Board - - - - - - Payroll Error Suspense - - - - - - 53,188,976 - 53,188,976 53,188,976 - 53,188,976 417,942,244 1,143,821,913 633,550,814 First City Courts Civil Court Office of the Inspector General Criminal Sheriff Total Expenditures 725,879,669 Page 66 494,325,185 1,127,875,999 Staffing and Personnel Citywide Staffing Overview 'HWDLOHG &LW\wLGH 3HUVRQQHO 6FKHGXOH E\ 'HSDUWPHQW Page 67 % #.3 * ,.' (. ( ! ( # - 1),% .)! ." , .) *,)0# ." , -# (.- of 1 ,& (- 1#." 2 *.#)( & & 0 &- ) - ,0# ( "#!" +/ &#.3 #( , -.,/ ./, 5 #&#.# -5 +/#*' (.5 ( *,)!, '-8 " #.31# ),! (#4 .#)( & " ,. *,)0# - !, *"# , *, - (. .#)( ) ." #.39- * ,.' (.- ( ! ( # -8 " ( , & /( ( )(= ( , & /( - *,)0# /( #(! ), * ,-)(( & 2* ( #./, -8 G1 Proposed / ! . #( &/ - /( #(! ), I,674.96 /&&=.#' '*&)3 - ? -@5 ( de , - ) 297.04 - )0 , ." 20 )*. / ! .8 - #( ." G1 )*. / ! .5 I5008.97 - , ( , & /( 2* ( #./, - ( K65.99 - , )(= ( , & /( 2* ( #./, -8 Page 68 Detailed City-Wide Personnel Schedule by Department City Council 69.00 Non-General Fund 2020 Adopted 0.00 69.00 71.24 Non-General Fund 2021 Proposed 0.00 Mayor 134.00 188.00 322.00 116.00 121.25 237.25 Chief Administrative Office 123.00 0.00 123.00 107.47 1.00 108.47 Law 58.00 15.00 73.00 52.99 12.00 64.99 Fire 637.00 0.00 637.00 581.50 25.00 606.50 Safety & Permits 111.00 0.00 111.00 97.50 0.00 97.50 Fund Police General Fund 2020 Adopted 2020 Adopted Total General Fund 2021 Proposed 2021 Proposed Total 71.24 1,486.00 5.00 1,491.00 1,551.64 41.00 1,592.64 Sanitation 67.00 0.00 67.00 68.00 0.00 68.00 Health 189.00 71.00 260.00 172.49 60.32 232.81 Human Services 72.00 0.00 72.00 75.50 0.00 75.50 Finance 141.00 3.00 144.00 128.46 1.00 129.46 Property Management 86.00 0.00 86.00 79.00 0.00 79.00 Civil Service 31.00 0.00 31.00 26.00 0.00 26.00 Public Works 220.00 0.00 220.00 198.49 0.00 198.49 0.00 0.00 0.00 0.00 0.00 0.00 Recreation Parks and Parkways 156.00 0.00 156.00 152.73 0.00 152.73 Library 0.00 234.00 234.00 0.00 223.25 223.25 HDLC 12.00 0.00 12.00 10.00 0.00 10.00 VCC 6.00 0.00 6.00 4.00 0.00 4.00 Alcoholic Beverage Control Board 0.00 0.00 0.00 0.00 0.00 0.00 City Planning Commission 25.00 1.00 26.00 20.00 0.00 20.00 Mosquito Control Bd. 38.00 7.00 45.00 30.81 4.96 35.77 N. O. Museum of Art 0.00 0.00 0.00 0.00 0.00 0.00 Miscellaneous 289.00 78.00 367.00 198.47 82.00 280.47 General Services 16.00 1.00 17.00 15.00 0.00 15.00 Ethics Review Board 1.00 0.00 1.00 1.50 0.00 1.50 Office of Independent Police Monitor 8.00 0.00 8.00 7.00 0.00 7.00 Office of Community Dev. 0.00 112.00 112.00 0.00 81.87 81.87 Workforce Investment 0.00 5.00 5.00 0.00 5.21 5.21 Economic Dev. Fund 0.00 0.00 0.00 0.00 3.00 3.00 Neighborhood Housing Improv. Fund 0.00 11.00 11.00 0.00 4.13 4.13 Intergovernmental Affairs 0.00 0.00 0.00 0.00 0.00 0.00 District Attorney 0.00 0.00 0.00 0.00 0.00 0.00 Coroner’s Office 29.00 0.00 29.00 28.88 0.00 28.88 Juvenile Court 29.00 0.00 29.00 29.00 0.00 29.00 First City Court 0.00 0.00 0.00 0.00 0.00 0.00 Civil Court 0.00 0.00 0.00 0.00 0.00 0.00 Municipal & Traffic Court 132.00 0.00 132.00 99.82 0.00 99.82 Traffic Court 0.00 0.00 0.00 0.00 0.00 0.00 Criminal District Court 0.00 0.00 0.00 0.00 0.00 0.00 Sheriff 0.00 0.00 0.00 0.00 0.00 0.00 Clerk of Crim. Dist Court 76.00 0.00 76.00 85.48 0.00 85.48 Registrar of Voters 0.00 0.00 0.00 0.00 0.00 0.00 Judicial Retirement Fund Total Full-time Equivalents 0.00 4,241.00 0.00 731.00 0.00 4,972.00 0.00 4,008.97 0.00 665.99 0.00 4,674.96 Page 69 2021 Capital Budget Summary Page 70 2021 CAPITAL BUDGET SUMMARY Capital Planning Policies The New Orleans City Charter requires that the City Planning Commission (CPC) recommend a five-year program of capital improvements and a spending plan for financing these improvements to the City Council. The Five-Year Capital Improvement Program (CIP) shows the anticipated spending plan for projects in the upcoming year as well as for future years. The Plan outlines expenditures for permanent physical improvements (capital). 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 The Master Plan The Plan for the 21st Century, commonly referred to as the Master Plan, is a City Charter-mandated planning framework for the core systems that shape New Orleans’ physical, social, environmental, and economic future. The Plan for the 21st Century reflects the values and priorities that emerged through a community participation process and is grounded in information assembled for the first time in one place. In 2010, the Plan was unanimously adopted by both the City Planning Commission and the City Council and was signed by the Mayor. The Home Rule Charter, Section 5-404, requires a review of the Master Plan “at least once every five years, but not more than once per calendar year, and at any time in response to a disaster or other declared emergency, the Commission shall review the Master Plan and shall determine, after one or more public hearings whether the plan requires amendment or comprehensive revision. If an amendment or comprehensive revision is required, the Commission shall prepare and recommend amendments or comprehensive revisions and readopt the plan.” The City engaged in a City Charter mandated Master Plan amendment process from 2016 to 2018. Though the Master Plan is designed to take New Orleans through the year 2030, it is heavily focused on recovery from the devastating effects of Hurricane Katrina and the subsequent failures of the levee systems. While disaster recovery was the immediate priority, the need to plan for the City’s long-term future is also necessary. Since the adoption of the Master Plan in 2010, the City has worked with numerous partners on initiatives recommending how New Orleans should adapt to a changing natural environment, create flexible and reliable systems, invest in economic development, and prepare the city for future disasters. These and other initiatives have been considered for incorporation into the Master Plan. The CIP is consistent with the City’s Master Plan. Page 71 The Capital Improvement Program (CIP) The 2021-2025 Capital Improvement Program remains committed to residents’ shared priorities and common goals. The CIP seeks to fund infrastructure needs using the fair share of revenue our City generates to achieve sustainable, well-maintained infrastructure. The CIP addresses issues related to deferred maintenance on the City’s drainage infrastructure, the need to fix our underground infrastructure, and the need for a dedicated funding source to maintain what we build and repair. The CIP plays an integral role in the process of formulating the City’s annual capital budget. Five CIP priorities include: • Continue investment in Streets and Stormwater Management • Repair and Replace Public Safety Facilities • Make Projects Whole • Develop an Asset Management System and Consolidate City Facilities • Work with the Administration to Develop Housing Priorities 2021-2025 Summary of Capital Fund Revenues by Funding Source This year the proposed 2021-2025 Capital Improvement Program has a five-year total fund source of $1,123,023,001 from five separate funding sources. General Obligation Bonds On November 16, 2019, city voters approved the issuance of $500 million in general obligation bonds. The amount of bonds that can be issued is based on the anticipated collection rates, assessed values of taxable real estate in the City, and anticipated interest rates. The categories for projects that can be improved under this proposal include infrastructure improvements, public buildings, affordable housing, recreational facilities, public safety equipment, and all necessary land and equipment for such improvements. In 2021, the City intends to sell $300 million in general obligation bonds. FEMA Reimbursement Funds FEMA funds continue to constitute a large source of funding in the 2021 CIP. The majority of funding is projected to come from reimbursements for street repair projects under the Recovery Roads Program. The Department of Public Works has projected to continue spending down these FEMA funds to repair and replace roads through the remainder of 202 and into 2021. The remainder of this funding is projected to come from reimbursements for the Union Passenger Terminal through the New Orleans Building Corporation to continue repairs and renovations. Law Enforcement District Bond Funds (LED) LED funds are specific bond funds that are earmarked for law enforcement projects that generally include the Orleans Parish Sheriff’s Office and supporting agencies. In the 2021 CIP, LED funds are expected to fund necessary repairs and renovations to the District Attorney’s Office. Miscellaneous Capital Funds (MCF) MCF are other funds received and held by the City for capital improvements and generally consist of proceeds from the sale of city-owned property. They are not a major source of capital funds. Page 72 Self-Generated Funds Some agencies generate their own funding for capital expenditures. The French Market Corporation generates revenue from leases and other fees that are sufficient to fund their planned capital improvements. The New Orleans Aviation Board also raises funds through user fees, in addition to federal and state grants and general airport revenue bonds, all of which can only be used for airportrelated projects. The table below provides 2021-2025 capital fund revenues by funding source: Funding Source Amount General Obligation Bonds (BONDS) $ 271,043,099 FEMA Reimbursements (FEMA) $ 697,044,902 Law Enforcement District Bonds (LED) $ 765,000 Miscellaneous Capital Funds (MCF) $ 2,100,000 Self-Generated Funds (FMC, NOAB) $ 152,070,000 Total $ 1,123,023,001 Projects included in the 2021-2025 CIP include: Street Improvement Projects Pavement condition ratings will be used in combination with Hurricane Katrina related damage to plan roadway capital improvements. Completed and planned street improvement projects can be monitored at www.roadwork.nola.com which provides a comprehensive look at the City’s street program and progress of projects. Airport Improvements With the recent completion of the new terminal at Louis Armstrong International Airport, the New Orleans Aviation Board plans to invest in the rehabilitation of taxiways and runways, and the reuse and redevelopment of the old terminal. Proposed projects will be funded by self-generated funds. Parks and Recreational Facilities The New Orleans Recreational Development Commission (NORDC) will use funds for projects throughout the City at various facilities, particularly for improvements at Richard Lee Park and stormwater management features in the Ninth Ward. Audubon Parks will receive funding for infrastructure improvements to the Riverview Parks. City Park will receive bond fund to fully fund a new special needs playground with ADA equipment. The Department of Parks and Parkways will receive funds to partially fund necessary upgrades and renovations to their Gentilly Headquarters. Page 73 Public Safety Facilities The New Orleans Police Department (NOPD), New Orleans Fire Department (NOFD), Juvenile Justice Intervention Center, and the District Attorney’s Office are proposed to receive funding for various projects throughout the City. The NOPD is expected to receive the largest portion of these funds, most of which are proposed to fund the renovation of the 8th District Police Station. The NOFD will receive funds for the construction of a new 8th District Fire Station which will relocate existing fire stations number 33, 40, and will be co-located with NOPD’s new District station. Other Public Facilities The French Market Corporation will use self-generated funds to maintain and improve the French Market and the Upper Pontalba Building. Capital Projects Administration is expected to use funds to redevelop the Municipal Auditorium at Armstrong Park. This redevelopment is intended to eventually replace City Hall. Various other projects will be funded throughout the City as well. Affordable Housing Affordable housing is included in the CIP as a result of the 2019 bond referendum which specifically proposed to allocate funding towards affordable housing development. The Office of Community Development will be responsible for allocating funds across nine proposed housing developments and a land acquisition fund to secure property for future affordable housing developments. Page 74 The 2021 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 the City Council. The capital budget is used for major facilities and infrastructure construction projects that may require longer than a 12-month period to complete. The 2021 Capital Budget The 2021 Capital Budget estimated revenues of $988,043,001 is funded from the following sources: Funding Source Amount General Obligation Bonds (BONDS) $ 271,043,099 FEMA Reimbursements (FEMA) $ 697,044,902 Law Enforcement District Bonds (LED) $ 765,000 Miscellaneous Capital Funds (MCF) $ 500,000 Self-Generated Funds (FMC, NOAB) $ 18,690,000 Total $ 988,043,001 The New Orleans Aviation Board and French Market Corporation have self-generated funds of $18,690,000 to support their capital improvement programming. Page 75 Recommended 2021 Capital Improvement Expenditures by Agency Agency 2021 Appropriation Dept of Public Works Capital Projects Administration $ $ 831,319,902 26,016,000 New Orleans Aviation Board NO Office of Community Development Dept of Propery Management $ $ $ 15,000,000 15,000,000 13,830,000 NO Rec Devel Commission (NORDC) NO Municipal and Traffic Court $ $ 12,926,867 10,500,000 NOPD $ 8,444,623 NOFD CAO - Equip Maintenance $ $ 8,260,000 7,691,266 City Park Improvement Association Audubon Commission NO Public Library Board $ $ $ 7,008,480 6,520,000 4,995,000 French Market Corporation Dept of Parks and Parkways CAO - Chief Technology Office Dept of Sanitation $ $ $ $ 4,240,000 3,410,663 2,500,000 2,400,000 NO Office of Home. Sec. & Emerg. Prep. NO Mosquito, Termite & Rodent Control $ $ 2,250,000 1,927,700 New Orleans Museum of Art (NOMA) Orleans Parish District Attorney Office $ $ 1,070,000 765,000 Juvenile Justice Intervention Center CAO - ITI Orleans Parish Criminal District Court $ $ $ 600,000 500,000 360,000 City Council New Orleans Building Corporation Orleans Parish Juvenile Court $ $ $ 267,500 150,000 90,000 Total $ 988,043,001 Budgeting for Ongoing Operating Costs of CIP Projects As a general practice, the CIP is developed and revised in a process that parallels the development of the City’s budget. Departments provide ongoing costs or savings associated with CIP projects such that all costs or savings are considered in the evaluation and development of the CIP. When a project is completed, the operating costs or savings are included in the department’s operating budget. Page 76 Departmental Expenditures by Type Page 77 Expenditures by Type - Alcoholic Beverage Control Board 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 0 1,500 1,500 0 0.00% Total Expenditures 0 1,500 1,500 0 0.00% *unaudited Page 78 Expenditures by Type - Chief Administrative Office 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 35,828,957 51,123,975 34,781,414 -16,342,561 -32.00% Personal Services 10,533,519 11,726,362 8,674,470 -3,051,892 -26.00% Total Expenditures 46,362,477 62,850,337 43,455,884 -19,394,453 -30.90% *unaudited Page 79 Expenditures by Type - City Council 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 2,816,449 13,204,020 11,751,296 -1,452,724 -11.00% Personal Services 6,589,195 7,420,297 6,095,549 -1,324,748 -17.90% Total Expenditures 9,405,644 20,624,317 17,846,845 -2,777,472 -13.50% *unaudited Page 80 Expenditures by Type - City Planning Commission 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 37,447 294,706 74,900 -219,806 -74.60% Personal Services 1,986,251 2,225,025 1,429,426 -795,599 -35.80% Total Expenditures 2,023,698 2,519,731 1,504,326 -1,015,405 -40.30% *unaudited Page 81 Expenditures by Type - Civil Court 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 0 14,400 14,400 0 0.00% Total Expenditures 0 14,400 14,400 0 0.00% *unaudited Page 82 Expenditures by Type - Civil Service 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 255,935 504,922 369,260 -135,662 -26.90% Personal Services 2,791,268 2,959,909 2,046,274 -913,635 -30.90% Total Expenditures 3,047,203 3,464,831 2,415,534 -1,049,297 -30.30% *unaudited Page 83 Expenditures by Type - Clerk of Criminal District Court 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 157,121 153,352 153,352 0 0.00% Personal Services 3,894,823 3,846,648 4,697,253 850,605 22.10% Total Expenditures 4,051,945 4,000,000 4,850,605 850,605 21.30% *unaudited Page 84 Expenditures by Type - Coroner's Office 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 327,958 659,511 339,511 -320,000 -48.50% Personal Services 2,393,794 2,777,020 2,291,938 -485,082 -17.50% Total Expenditures 2,721,753 3,436,531 2,631,449 -805,082 -23.40% *unaudited Page 85 Expenditures by Type - Criminal District Court 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 6,912,749 6,911,998 5,529,598 -1,382,400 -20.00% Total Expenditures 6,912,749 6,911,998 5,529,598 -1,382,400 -20.00% *unaudited Page 86 Expenditures by Type - Criminal Sheriff 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 53,188,976 53,188,976 53,188,976 0 0.00% Total Expenditures 53,188,976 53,188,976 53,188,976 0 0.00% *unaudited Page 87 Expenditures by Type - District Attorney 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 6,678,029 7,178,029 5,742,423 -1,435,606 -20.00% Total Expenditures 6,678,029 7,178,029 5,742,423 -1,435,606 -20.00% *unaudited Page 88 Expenditures by Type - Economic Development 2019 Actuals* Other Operating Personal Services Total Expenditures 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 3,465,144 0 561,668 561,668 100.00% 463,826 0 417,167 417,167 100.00% 3,928,971 0 978,835 978,835 100.00% *unaudited Page 89 Expenditures by Type - Ethics Review Board 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 31,162 197,363 18,804 -178,559 -90.50% Personal Services 245,498 92,989 234,616 141,627 152.30% Total Expenditures 276,660 290,352 253,420 -36,932 -12.70% *unaudited Page 90 Expenditures by Type - Finance 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Debt Service 17,233,102 26,001,816 26,076,035 74,219 0.30% Other Operating 31,776,825 22,837,427 14,410,863 -8,426,564 -36.90% Personal Services 11,480,417 13,703,042 8,730,007 -4,973,035 -36.30% Total Expenditures 60,490,344 62,542,285 49,216,905 -13,325,380 -21.30% *unaudited Page 91 Expenditures by Type - Fire Department 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 2,519,277 3,206,175 2,350,947 -855,228 -26.70% Personal Services 114,259,486 119,459,179 107,861,101 -11,598,078 -9.70% Total Expenditures 116,778,763 122,665,354 110,212,048 -12,453,306 -10.20% *unaudited Page 92 Expenditures by Type - First City Courts 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 0 6,000 6,000 0 0.00% Total Expenditures 0 6,000 6,000 0 0.00% *unaudited Page 93 Expenditures by Type - Health Department 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 14,465,848 24,554,533 26,546,423 1,991,890 8.10% Personal Services 20,679,975 25,938,283 20,701,330 -5,236,953 -20.20% Total Expenditures 35,145,823 50,492,816 47,247,753 -3,245,063 -6.40% *unaudited Page 94 Expenditures by Type - Historic District Landmarks Commission 2019 Actuals* Other Operating Personal Services Total Expenditures 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 22,125 40,281 9,698 -30,583 -75.90% 994,994 1,032,857 673,623 -359,234 -34.80% 1,017,119 1,073,138 683,321 -389,817 -36.30% *unaudited Page 95 Expenditures by Type - Human Services 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 1,789,514 2,903,207 2,322,566 -580,641 -20.00% Personal Services 4,412,039 4,312,753 3,309,291 -1,003,462 -23.30% Total Expenditures 6,201,552 7,215,960 5,631,857 -1,584,103 -22.00% *unaudited Page 96 Expenditures by Type - Intergovernmental 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Debt Service 0 100,000,000 200,000,000 100,000,000 100.00% Total Expenditures 0 100,000,000 200,000,000 100,000,000 100.00% *unaudited Page 97 Expenditures by Type - Judicial Retirement 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Personal Services 307,608 364,000 364,000 0 0.00% Total Expenditures 307,608 364,000 364,000 0 0.00% *unaudited Page 98 Expenditures by Type - Juvenile Court 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 908,240 966,626 474,634 -491,992 -50.90% Personal Services 1,816,356 1,890,905 1,685,154 -205,751 -10.90% Total Expenditures 2,724,596 2,857,531 2,159,788 -697,743 -24.40% *unaudited Page 99 Expenditures by Type - Law Department 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 2,726,043 3,432,387 2,378,518 -1,053,869 -30.70% Personal Services 6,867,111 7,185,168 5,554,857 -1,630,311 -22.70% Total Expenditures 9,593,154 10,617,555 7,933,375 -2,684,180 -25.30% *unaudited Page 100 Expenditures by Type - Library 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 5,239,596 8,127,060 7,721,055 -406,005 -5.00% Personal Services 13,951,445 14,163,146 13,069,092 -1,094,054 -7.70% Total Expenditures 19,191,041 22,290,206 20,790,147 -1,500,059 -6.70% *unaudited Page 101 Expenditures by Type - Miscellaneous 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 22,150,249 33,291,822 30,363,608 -2,928,214 -8.80% Personal Services 30,511,301 35,192,105 28,500,727 -6,691,378 -19.00% Total Expenditures 52,661,550 68,483,927 58,864,335 -9,619,592 -14.00% *unaudited Page 102 Expenditures by Type - Mosquito Control Board 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 763,561 1,107,868 1,032,471 -75,397 -6.80% Personal Services 2,620,236 3,030,616 2,248,318 -782,298 -25.80% Total Expenditures 3,383,796 4,138,484 3,280,789 -857,695 -20.70% *unaudited Page 103 Expenditures by Type - Municipal and Traffic Court 2020 Adopted Budget 2019 Actuals* Other Operating 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 0 1,444,160 969,868 -474,292 -32.80% Personal Services 6,131,794 6,251,677 5,089,235 -1,162,442 -18.60% Total Expenditures 6,131,794 7,695,837 6,059,103 -1,636,734 -21.30% *unaudited Page 104 Expenditures by Type - Neighborhood Housing Improvement 2019 Actuals* Other Operating Personal Services Total Expenditures 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 2,429,831 6,920,239 12,341,900 5,421,661 78.30% 279,709 641,284 600,161 -41,123 -6.40% 2,709,540 7,561,523 12,942,061 5,380,538 71.20% *unaudited Page 105 Expenditures by Type - New Orleans Aviation Board 2020 Adopted Budget 2019 Actuals* Other Operating Personal Services Total Expenditures 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 821,209 0 0 0 0.00% 168 0 0 0 0.00% 821,377 0 0 0 0.00% *unaudited Page 106 Expenditures by Type - New Orleans Museum of Art 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 96,698 382,314 305,851 -76,463 -20.00% Total Expenditures 96,698 382,314 305,851 -76,463 -20.00% *unaudited Page 107 Expenditures by Type - Office of Community Development 2019 Actuals* Other Operating Personal Services Total Expenditures 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 14,572,012 48,136,476 69,819,418 21,682,942 45.00% 7,103,934 8,300,609 6,426,612 -1,873,997 -22.60% 21,675,946 56,437,085 76,246,030 19,808,945 35.10% *unaudited Page 108 Expenditures by Type - Office of Independent Police Monitor 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 301,002 312,806 324,937 12,131 3.90% Personal Services 825,167 848,601 688,744 -159,857 -18.80% 1,126,169 1,161,407 1,013,681 -147,726 -12.70% Total Expenditures *unaudited Page 109 Expenditures by Type - Office of the Inspector General 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 809,021 994,338 1,244,865 250,527 25.20% Personal Services 2,416,708 3,488,825 2,239,664 -1,249,161 -35.80% Total Expenditures 3,225,729 4,483,163 3,484,529 -998,634 -22.30% *unaudited Page 110 Expenditures by Type - Office of the Mayor 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 17,372,314 86,025,760 77,811,258 -8,214,502 -9.50% Personal Services 22,133,136 31,579,039 21,842,854 -9,736,185 -30.80% Total Expenditures 39,505,450 117,604,799 99,654,112 -17,950,687 -15.30% *unaudited Page 111 Expenditures by Type - Parks and Parkways 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 2,793,220 3,034,605 2,829,469 -205,136 -6.80% Personal Services 8,306,132 8,587,947 7,620,942 -967,005 -11.30% 11,099,351 11,622,552 10,450,411 -1,172,141 -10.10% Total Expenditures *unaudited Page 112 Expenditures by Type - Payroll Error Suspense 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Personal Services -3,028 0 0 0 0.00% Total Expenditures -3,028 0 0 0 0.00% *unaudited Page 113 Expenditures by Type - Police 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 7,574,163 21,135,044 15,080,459 -6,054,585 -28.60% Personal Services 157,565,754 172,603,788 162,735,906 -9,867,882 -5.70% Total Expenditures 165,139,916 193,738,832 177,816,365 -15,922,467 -8.20% *unaudited Page 114 Expenditures by Type - Property Management 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 3,963,304 4,620,145 4,330,650 -289,495 -6.30% Personal Services 5,668,144 6,186,579 4,632,711 -1,553,868 -25.10% Total Expenditures 9,631,448 10,806,724 8,963,361 -1,843,363 -17.10% *unaudited Page 115 Expenditures by Type - Public Works 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 23,970,271 44,273,230 24,267,263 -20,005,967 -45.20% Personal Services 11,566,410 12,600,646 9,732,640 -2,868,006 -22.80% Total Expenditures 35,536,681 56,873,876 33,999,903 -22,873,973 -40.20% *unaudited Page 116 Expenditures by Type - Registrar of Voters 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 335,751 385,945 308,756 -77,189 -20.00% Total Expenditures 335,751 385,945 308,756 -77,189 -20.00% *unaudited Page 117 Expenditures by Type - Safety and Permits 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 140,659 388,237 317,511 -70,726 -18.20% Personal Services 7,296,891 8,127,057 6,067,360 -2,059,697 -25.30% Total Expenditures 7,437,550 8,515,294 6,384,871 -2,130,423 -25.00% *unaudited Page 118 Expenditures by Type - Sanitation 2019 Actuals* Other Operating Personal Services Total Expenditures 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 35,321,736 35,666,542 28,733,406 -6,933,136 -19.40% 3,904,750 4,170,710 2,896,682 -1,274,028 -30.50% 39,226,486 39,837,252 31,630,088 -8,207,164 -20.60% *unaudited Page 119 Expenditures by Type - Vieux Carré Commission 2019 Actuals* Other Operating 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 5,211 57,900 9,500 -48,400 -83.60% Personal Services 509,044 515,425 319,070 -196,355 -38.10% Total Expenditures 514,256 573,325 328,570 -244,755 -42.70% *unaudited Page 120 Expenditures by Type - Workforce Investment 2019 Actuals* Other Operating Personal Services Total Expenditures 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 6,193,595 8,059,095 12,338,533 4,279,438 53.10% 526,531 854,632 1,145,661 291,029 34.10% 6,720,126 8,913,727 13,484,194 4,570,467 51.30% *unaudited Page 121 Appendix Note on 2021 Budget in Brief The City of New Orleans presents the 2021 Proposed Operating Budget as a Budget-inBrief. The cyberattack had an impact on the City’s ability to produce a traditional budget document for FY20 as well as FY21, so the Budget-in Brief serves as the public-facing budget document. The Budget-in-Brief is a GFOA-recognized budget document that captures the same information contained in a traditional budget document but at a summarized level. With full implementation of BRASS and NOLA Budget Prep 2.0, both City software applications, the City will be able to produce the traditional budget document that includes detailed department-level information. The following pages contain: • 2021 Detailed Personnel Summaries for agencies whose employees are under the City’s payroll system. • 2021 Expenditures by type for the Enterprise Funds. Page 123 CITY COUNCIL City Council Personnel Summary Pay Grade 1000 2010 Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 7.00 7.00 0.00 General Fund Council Central Office CHIEF OF STAFF 105 COUNCIL MEMBER Depuity Council Chief of Staff 104 1.00 1.00 0.00 Executive Counsel City Council 109 1.00 1.00 0.00 INFORMATION TECH SPEC II 77 1.00 1.00 0.00 11.00 11.00 0.00 2010 Council Central Office Total 2011 Council at Large 1 LEGISLATIVE AIDE 48 3.00 1.00 (2.00) LEGISLATIVE AIDE 48X 1.00 2.49 1.49 4.00 3.49 (0.51) 2011 Council at Large 1 Total 2012 Council at Large 2 LEGISLATIVE AIDE 48 3.00 3.00 0.00 LEGISLATIVE AIDE 48X 1.00 1.00 0.00 4.00 4.00 0.00 2012 Council at Large 2 Total 2013 City Council District A LEGISLATIVE AIDE 48 4.00 2.20 (1.80) LEGISLATIVE AIDE 48X 0.00 1.57 1.57 4.00 3.77 (0.23) 5.00 5.00 0.00 5.00 5.00 0.00 5.00 5.00 0.00 5.00 5.00 0.00 2013 City Council District A Total 2014 City Council District B LEGISLATIVE AIDE 2014 City Council District B Total 2015 City Council District C 48 LEGISLATIVE AIDE 2015 Adopted 2020 48 City Council District C Total Page 124 CITY COUNCIL City Council Personnel Summary Pay Grade 2016 Adopted 2020 Proposed 2021 Variance 2020-2021 City Council District D LEGISLATIVE AIDE 48 2.00 2.00 0.00 LEGISLATIVE AIDE 48X 1.00 2.00 1.00 3.00 4.00 1.00 2016 City Council District D Total 2017 City Council District E LEGISLATIVE AIDE 48 5.00 4.00 (1.00) LEGISLATIVE AIDE 48X 0.00 1.00 1.00 5.00 5.00 0.00 2017 City Council District E Total 2020 Clerk of City Council CLERK OF COUNCIL 99 1.00 1.00 0.00 CLERK OF COUNCIL ASSISTANT 84 1.00 1.00 0.00 INFORMATION TECH SPEC II 77 1.00 1.00 0.00 LEGISLATIVE SERVICES SPECIALIST 60 3.00 0.00 (3.00) MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 2.00 1.00 (1.00) OFFICE ASSISTANT II 46 0.00 3.00 3.00 OFFICE ASSISTANT III 48 3.00 1.00 (2.00) OFFICE ASSISTANT IV 50 2.00 0.00 (2.00) OFFICE SUPPORT SPECIALIST 54 2.00 3.00 1.00 Senior Legislative Services Sp 61 0.00 3.00 3.00 15.00 15.00 0.00 2020 Clerk of City Council Total 2030 Council Research AST COUNCIL RESEARCH OFFICER 84 1.00 1.00 0.00 COUNCIL RESEARCH OFFICER 99 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 OFFICE ASSISTANT I 44 1.00 0.00 (1.00) Page 125 CITY COUNCIL City Council Personnel Summary Pay Grade Variance 2020-2021 46 0.00 1.00 1.00 OFFICE ASSISTANT III 48 1.00 0.49 (0.51) OFFICE ASSISTANT, TRAINEE 40 0.00 1.00 1.00 5.00 5.49 0.49 Council Research Total 2040 City Council Fiscal Office ASST COUNCILMANIC FISCAL OFFCR 103 0.00 1.00 1.00 COUNCILMANIC FISCAL OFFICER 103 1.00 0.49 (0.51) MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 Principal Office Support Spec 59 1.00 1.00 0.00 4.00 4.49 0.49 2040 City Council Fiscal Office Total 2050 Utility Regulatory and Energy 1000 Proposed 2021 OFFICE ASSISTANT II 2030 2050 Adopted 2020 COUNCIL UTILITIES REG OFFICER 89 1.00 1.00 0.00 CURO, Deputy Chief of Staff 102 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 0.00 1.00 1.00 OFFICE ASSISTANT IV 50 1.00 0.00 (1.00) OFFICE SUPPORT SPECIALIST 54 0.00 1.00 1.00 PRINCIPAL ENGINEER 96 1.00 0.00 (1.00) SENIOR PRINCIPAL ENGINEER 98 0.00 1.00 1.00 4.00 5.00 1.00 69.00 71.24 2.24 69.00 71.24 2.24 Utility Regulatory and Energy Total General Fund Total DEPARTMENT TOTAL Page 126 OFFICE OF THE MAYOR Mayor - Core Personnel Summary Pay Grade 1000 2101 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Mayor's Office EXECUTIVE ASST TO THE MAYOR 83 5.00 5.00 0.00 EXECUTIVE COUNSEL TO THE MAYOR 76 1.00 1.00 0.00 1.00 1.00 0.00 MAYOR URBAN POLICY SPECIALIST 3 61 4.00 3.00 (1.00) URBAN POLICY SPECIALIST 3 66 0.00 1.00 1.00 URBAN POLICY SPECIALIST 4 60 3.00 0.00 (3.00) URBAN POLICY SPECIALIST 4 64 3.00 2.00 (1.00) URBAN POLICY SPECIALIST 5 70 3.00 2.00 (1.00) 20.00 15.00 (5.00) 2101 Mayor's Office Total 2111 Office of Transportation URBAN POLICY SPECIALIST 5 66 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 1.00 2.00 1.00 2.00 2.00 0.00 2111 Office of Transportation Total 2112 Intergovernmental Relations EXECUTIVE ASST TO THE MAYOR 83 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 1.00 1.00 0.00 URBAN POLICY SPECIALIST 3 57 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 3 61 2.00 4.00 2.00 URBAN POLICY SPECIALIST 4 64 3.00 3.00 0.00 URBAN POLICY SPECIALIST 5 70 3.00 2.00 (1.00) URBAN POLICY SPECIALIST ASST 42 1.00 1.00 0.00 13.00 12.00 (1.00) 3.00 3.00 0.00 2112 Intergovernmental Relations Total 2115 Communications URBAN POLICY SPECIALIST 3 61 Page 127 OFFICE OF THE MAYOR Mayor - Core Personnel Summary Pay Grade 1.00 1.00 0.00 URBAN POLICY SPECIALIST 5 70 3.00 3.00 0.00 7.00 7.00 0.00 2134 Office of Utilities ATTORNEY III 97 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 2.00 1.00 (1.00) 2134 Office of Utilities Total 2165 Office of Youth and Families URBAN POLICY SPECIALIST 3 61 1.00 1.00 0.00 URBAN POLICY SPECIALIST 4 64 2.00 1.00 (1.00) URBAN POLICY SPECIALIST 4 84 0.00 1.00 1.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 4.00 4.00 0.00 2165 Office of Youth and Families Total 2176 Office of Neighborhood Engagement URBAN POLICY SPECIALIST 4 64 7.00 7.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 8.00 8.00 0.00 56.00 49.00 (7.00) 1.00 0.00 (1.00) Equity Nola Total 1.00 0.00 (1.00) Private Grants Total 1.00 0.00 (1.00) 57.00 49.00 (8.00) Office of Neighborhood Engagement Total 1000 General Fund Total 4900 Private Grants Equity Nola Economic Develoment Spec. 2161 4900 Variance 2020-2021 64 Communications Total 2161 Proposed 2021 URBAN POLICY SPECIALIST 4 2115 2176 Adopted 2020 70 DEPARTMENT TOTAL Page 128 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade 1000 2132 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Economic Development EXECUTIVE ASST TO THE MAYOR 83 1.00 0.80 (0.20) URBAN POLICY SPECIALIST 4 64 1.00 1.00 0.00 URBAN POLICY SPECIALIST 5 66 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 3.00 3.00 0.00 6.00 4.80 (1.20) 2132 Economic Development Total 2136 Office of Cultural Economy MANAGEMENT SERVICES SPECIALIST 78 1.00 0.60 (0.40) URBAN POLICY SPECIALIST 3 57 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 3 61 2.00 1.00 (1.00) URBAN POLICY SPECIALIST 4 60 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 4 64 1.00 2.60 1.60 URBAN POLICY SPECIALIST 5 70 2.00 2.00 0.00 9.00 6.20 (2.80) 2.00 1.00 (1.00) 2.00 1.00 (1.00) 2136 Office of Cultural Economy Total 2171 Hire NOLA Economic Develoment Spec. 2171 Hire NOLA Total 2175 State and Federal Programs 70 ADMINSTRATIVE SUPPPORT SPEC 67 1.00 1.00 0.00 DEP EXEC ASST FOR HOUSING 78 1.00 0.80 (0.20) 2.00 1.80 (0.20) 2175 State and Federal Programs Total 2178 Supplier and Diversity URBAN POLICY SPECIALIST 4 60 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 4 64 4.00 5.00 1.00 Page 129 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade URBAN POLICY SPECIALIST 5 2178 Supplier and Diversity Total 1000 General Fund Total 4110 Housing And Urban Development 2106 70 Adopted 2020 Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 6.00 6.00 0.00 25.00 19.80 (5.20) Program Delivery Administration ACCOUNTANT II 74 1.00 0.00 (1.00) DCDBG FISCAL ANALYST 76 2.00 0.00 (2.00) Documentation Support Spec II 76 1.00 0.00 (1.00) Fiscal Analyst (Mgt Consult) 91 2.00 0.00 (2.00) Purchasing Agent 84 1.00 0.00 (1.00) UPS IV (DCDBG Project Manager) 91 5.00 0.00 (5.00) UPS V (Attorney) 93 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 3 61 1.00 0.00 (1.00) 14.00 0.00 (14.00) 2106 Program Delivery Administration Total 2188 Grant Operations - Mayor's Office DCDBG FISCAL ANALYST 76 0.00 1.00 1.00 Documentation Support Spec II 76 0.00 1.00 1.00 Fiscal Analyst (Mgt Consult) 91 0.00 0.55 0.55 MANAGEMENT DEV SPECIALIST II 77 0.00 0.40 0.40 Purchasing Agent 84 0.00 1.00 1.00 Senior Project Manager GI 108 0.00 1.00 1.00 UPS IV (DCDBG Project Manager) 91 0.00 1.50 1.50 UPS V (Attorney) 93 0.00 1.00 1.00 Page 130 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 UPS V (Place Based Planner) 115 0.00 1.00 1.00 UPS V (Proj Mgr Engineer H2O) 84 0.00 1.00 1.00 UPS V (Project D Mgr) 106 0.00 0.80 0.80 URBAN POLICY SPECIALIST 3 61 0.00 0.50 0.50 0.00 10.75 10.75 2188 Grant Operations - Mayor's Office Total 2199 Project Delivery Unit Administrative and Program Sup 52 4.00 0.00 (4.00) Analyst (Database) 96 1.00 0.00 (1.00) Analyst (Reimbursement Spec) 91 2.00 0.00 (2.00) Capital Budget Director 94 1.00 0.00 (1.00) Contract Manager 66 3.00 0.00 (3.00) Disaster Recov Prog Asst II 69 3.00 0.00 (3.00) Document Control Team Lead 91 1.00 0.00 (1.00) Document Manager 60 2.00 0.00 (2.00) Document Support Spec II 76 1.00 0.00 (1.00) Documentation Support Spec I 66 2.00 0.00 (2.00) Documentation Support Spec II 76 2.00 0.00 (2.00) Federal Grant Manager 96 2.00 0.00 (2.00) Program Analyst 60 4.00 0.00 (4.00) Program Manager (PDU) 101 1.00 0.00 (1.00) Project Manager II 96 2.00 0.00 (2.00) Purchasing Agent 84 6.00 0.00 (6.00) Reporting Analyst 96 2.00 0.00 (2.00) Senior Project Manager GI 108 1.00 0.00 (1.00) UPS IV (Project Manager) 91 1.00 0.00 (1.00) UPS V (Place Based Planner) 115 1.00 0.00 (1.00) Page 131 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade 2199 Proposed 2021 Variance 2020-2021 UPS V (Proj Mgr Engineer H2O) 84 2.00 0.00 (2.00) UPS V (Project D Mgr) 106 1.00 0.00 (1.00) 45.00 0.00 (45.00) 59.00 10.75 (48.25) Project Delivery Unit Total 4110 Housing And Urban Development Total 4115 Federal Department of Emergency 2188 Adopted 2020 Grant Operations - Mayor's Office Administrative and Program Sup 52 0.00 4.00 4.00 Analyst (Database) 96 0.00 1.00 1.00 Analyst (Estimator and Reimb) 91 0.00 5.00 5.00 Analyst (Reimbursement Spec) 91 0.00 1.00 1.00 Ass to Dir Cap Project 66 0.00 1.00 1.00 Capital Budget Director 94 0.00 1.00 1.00 Contract Manager 66 0.00 2.00 2.00 Disaster Recov Prog Asst I 62 0.00 4.00 4.00 Disaster Recov Prog Asst II 69 0.00 2.00 2.00 Disaster Recov Prog Asst III 75 0.00 2.00 2.00 Document Control Team Lead 91 0.00 1.00 1.00 Document Manager 60 0.00 3.00 3.00 Document Supp Specialis III 91 0.00 4.00 4.00 Document Support Spec II 76 0.00 1.00 1.00 Documentation Support Spec I 66 0.00 1.00 1.00 Documentation Support Spec II 72 0.00 4.00 4.00 Documentation Support Spec II 76 0.00 11.00 11.00 Econ Dev Spec (Neighborhood) 70 0.00 2.00 2.00 Economc Develop Analyst (DBE) 76 0.00 1.00 1.00 Page 132 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 Economic Dev Analy (Workforce) 76 0.00 1.00 1.00 Federal Grant Manager 74 0.00 1.00 1.00 Federal Grant Manager 96 0.00 1.00 1.00 FEMA Disaster Relief Archeolog 96 0.00 1.00 1.00 FEMA HISTORIC PRESERVATION SPE 72 0.00 1.00 1.00 FEMA HISTORIC PRESERVATION SPE 88 0.00 1.00 1.00 Finance Analyst 101 0.00 2.00 2.00 Financial Analyst 101 0.00 1.00 1.00 LAPA/LAHM Data Manager 96 0.00 1.00 1.00 Management Consultant 96 0.00 2.00 2.00 Program Manager (PDU) 101 0.00 1.00 1.00 Project Manager I 84 0.00 2.00 2.00 Project Manager II 63 0.00 3.00 3.00 Project Manager II 96 0.00 8.00 8.00 Project Manager Supervisor 101 0.00 1.00 1.00 Project Scheduler 60 0.00 1.00 1.00 Project Scheduler 96 0.00 3.00 3.00 Purchasing Agent 60 0.00 1.00 1.00 Purchasing Agent 84 0.00 4.00 4.00 Reporting Analyst 96 0.00 1.00 1.00 Special Ass to Deputy Mayor 101 0.00 1.00 1.00 UPS IV (Reimb/Rev Accounts) 94 0.00 1.00 1.00 UPS V (Attorney) 60 0.00 1.00 1.00 UPS V (Attorney) 93 0.00 1.00 1.00 UPS V (Project D Mgr) 106 0.00 0.20 0.20 URBAN POLICY SPECIALIST 5 70 0.00 2.00 2.00 Page 133 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade URBAN POLICY SPECIALIST 5 Website Specialist 2188 Grant Operations - Mayor's Office Total 2199 Project Delivery Unit Adopted 2020 Proposed 2021 Variance 2020-2021 70X 0.00 0.25 0.25 91 0.00 1.00 1.00 0.00 95.45 95.45 Administrative and Program Sup 52 4.00 0.00 (4.00) Analyst (Database) 96 1.00 0.00 (1.00) Analyst (Estimator and Reimb) 91 5.00 0.00 (5.00) Analyst (Reimbursement Spec) 91 5.00 0.00 (5.00) Ass to Dir Cap Project 66 1.00 0.00 (1.00) Capital Budget Director 94 1.00 0.00 (1.00) Community Outreach Specialist 80 3.00 0.00 (3.00) Contract Manager 66 3.00 0.00 (3.00) Disaster Recov Prog Asst I 62 4.00 0.00 (4.00) Disaster Recov Prog Asst II 69 4.00 0.00 (4.00) Document Control Team Lead 91 1.00 0.00 (1.00) Document Manager 60 3.00 0.00 (3.00) Document Supp Specialis III 91 4.00 0.00 (4.00) Document Support Spec II 76 1.00 0.00 (1.00) Documentation Support Spec I 66 3.00 0.00 (3.00) Documentation Support Spec II 76 14.00 0.00 (14.00) Econ Dev Spec (Neighborhood) 70 1.00 0.00 (1.00) Economc Develop Analyst (DBE) 76 1.00 0.00 (1.00) Economic Dev Analy (Workforce) 76 1.00 0.00 (1.00) Federal Grant Manager 96 3.00 0.00 (3.00) FEMA Disaster Relief Archeolog 96 1.00 0.00 (1.00) FEMA HISTORIC PRESERVATION SPE 88 1.00 0.00 (1.00) Page 134 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade 2199 4115 Adopted 2020 Proposed 2021 Variance 2020-2021 Finance Analyst 101 1.00 0.00 (1.00) Financial Analyst 101 1.00 0.00 (1.00) LAPA/LAHM Data Manager 96 1.00 0.00 (1.00) Management Consultant 96 2.00 0.00 (2.00) Program Manager (PDU) 101 1.00 0.00 (1.00) Project Manager I 84 4.00 0.00 (4.00) Project Manager II 96 7.00 0.00 (7.00) Project Manager Supervisor 101 1.00 0.00 (1.00) Project Scheduler 96 4.00 0.00 (4.00) Purchasing Agent 84 6.00 0.00 (6.00) Reporting Analyst 96 3.00 0.00 (3.00) Special Ass to Deputy Mayor 101 1.00 0.00 (1.00) U6016 - Undefined 92 1.00 0.00 (1.00) U6506 - Undefined 66 2.00 0.00 (2.00) U6585 - Undefined 123 1.00 0.00 (1.00) UPS IV (Reimb/Rev Accounts) 94 1.00 0.00 (1.00) UPS V (Attorney) 93 2.00 0.00 (2.00) UPS V (Place Based Planner) 115 1.00 0.00 (1.00) UPS V (Project D Mgr) 106 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 4 64 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 1.00 0.00 (1.00) Website Specialist 91 1.00 0.00 (1.00) 109.00 0.00 (109.00) 109.00 95.45 (13.55) Project Delivery Unit Total Federal Department of Emergency Total Page 135 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade 4401 2106 Adopted 2020 Proposed 2021 Variance 2020-2021 Louisiana Office of Community Develop Program Delivery Administration ACCOUNTANT II 74 1.00 0.00 (1.00) DCDBG FISCAL ANALYST 76 2.00 0.00 (2.00) Documentation Support Spec II 76 1.00 0.00 (1.00) Fiscal Analyst (Mgt Consult) 91 1.00 0.00 (1.00) PROGRAM COORD RESTITUTION 67 1.00 0.00 (1.00) U6514 - Undefined 83 1.00 0.00 (1.00) UPS IV (DCDBG Project Manager) 91 3.00 0.00 (3.00) URBAN POLICY SPECIALIST 3 61 1.00 0.00 (1.00) 11.00 0.00 (11.00) 2106 Program Delivery Administration Total 2188 Grant Operations - Mayor's Office DCDBG FISCAL ANALYST 76 0.00 1.00 1.00 Documentation Support Spec II 76 0.00 1.00 1.00 Fiscal Analyst (Mgt Consult) 91 0.00 0.45 0.45 PROGRAM COORD RESTITUTION 67 0.00 1.00 1.00 UPS IV (DCDBG Project Manager) 91 0.00 1.50 1.50 URBAN POLICY SPECIALIST 3 61 0.00 0.50 0.50 Grant Operations - Mayor's Office Total 0.00 5.45 5.45 4401 Louisiana Office of Community Develop Total 11.00 5.45 (5.55) 4900 Private Grants 0.00 1.00 1.00 2188 2188 Grant Operations - Mayor's Office URBAN POLICY SPECIALIST 4 64 Page 136 OFFICE OF THE MAYOR Mayor- Community & Economic Development Personnel Summary Pay Grade URBAN POLICY SPECIALIST 5 2188 Grant Operations - Mayor's Office Total 4900 Private Grants Total 5110 Housing and Environmental Improvement 2131 2131 1.00 0.00 2.00 2.00 0.00 2.00 2.00 2.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 Economic Development Executive Office Total Office of Cultural Economy URBAN POLICY SPECIALIST 5 70 Office of Cultural Economy Total 5115 Mayor's Office of Tourism and Arts Total 5118 New Orleans Film 5118 1.00 2.00 Mayor's Office of Tourism and Arts 2136 0.00 64 5115 2136 Variance 2020-2021 URBAN POLICY SPECIALIST 4 Housing and Environmental Improvement Total 2136 Proposed 2021 Economic Development Executive Office 5110 2136 69 Adopted 2020 Office of Cultural Economy MANAGEMENT SERVICES SPECIALIST 78 0.00 0.40 0.40 URBAN POLICY SPECIALIST 4 64 0.00 0.40 0.40 0.00 0.80 0.80 0.00 0.80 0.80 207.00 138.25 (68.75) Office of Cultural Economy Total New Orleans Film Total DEPARTMENT TOTAL Page 137 OFFICE OF THE MAYOR Office of Resilience & Sustainability Personnel Summary Pay Grade 1000 2142 MAYORAL FELLOW 67 0.00 1.00 1.00 URBAN POLICY SPECIALIST 4 64 1.00 0.00 (1.00) 1.00 1.00 0.00 1.00 0.00 (1.00) 1.00 0.00 (1.00) 2.00 1.00 (1.00) 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 3.00 2.00 (1.00) 2146 Surda Storm Water Manager Grant Adm Sup Sp 87 Surda Storm Water Manager Grant Total 1000 General Fund Total 4900 Private Grants Office of Resilience and Sustainability URBAN POLICY SPECIALIST 3 2142 4900 Variance 2020-2021 Office of Resilience and Sustainability Office of Resilience and Sustainability Total 2142 Proposed 2021 General Fund 2142 2146 Adopted 2020 61 Office of Resilience and Sustainability Total Private Grants Total DEPARTMENT TOTAL Page 138 OFFICE OF THE MAYOR Mayor- Criminal Justice Coordination Personnel Summary Pay Grade 1000 2127 2127 MANAGEMENT DEV ANALYST II 69 0.00 1.00 1.00 MANAGEMENT DEV ANALYT I 62 2.00 1.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST II 77 3.00 2.00 (1.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 1.00 0.00 OCJC Prog Mgr for Reentry Serv 88 1.00 1.00 0.00 OCJC Program Manager 87 1.00 1.00 0.00 OCJC Transition Specialist 71 1.00 1.00 0.00 U6098 - Undefined 87 1.00 0.00 (1.00) U6099 - Undefined 88 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 2.00 2.00 0.00 14.00 10.00 (4.00) 14.00 10.00 (4.00) Commissioner of Criminal Justice Total 5114 Mayoral Fellows Program 5114 Variance 2020-2021 Commissioner of Criminal Justice General Fund Total 2193 Proposed 2021 General Fund 1000 2193 Adopted 2020 Ceasefire URBAN POLICY SPECIALIST 5 69 0.00 1.00 1.00 URBAN POLICY SPECIALIST 5 70 1.00 0.00 (1.00) 1.00 1.00 0.00 1.00 1.00 0.00 15.00 11.00 (4.00) Ceasefire Total Mayoral Fellows Program Total DEPARTMENT TOTAL Page 139 OFFICE OF THE MAYOR Mayor's Office Homeland Security Personnel Summary Pay Grade 1000 2130 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Office of Homeland Security DIR OFC OF EMER PREPAREDNESS 81 1.00 1.00 0.00 Director of Homeland Security 105 2.00 2.00 0.00 EMER MGT SERVICES COORDINATOR 74 2.00 3.00 1.00 EMERGENCY MGT GIS COORDINATOR 88 1.00 1.00 0.00 GROUNDS PATROL OFFICER 58 0.00 2.00 2.00 GROUNDS PATROL SUPERVISOR 60 0.00 1.00 1.00 HAZARD MITIGATION ADMINISTRATO 96 1.00 1.00 0.00 HAZARD MITIGATION SPECIALIST, SENIOR** 81 1.00 0.00 (1.00) INFORMATION TECH MANAGER 93 1.00 1.00 0.00 INFORMATION TECH SPEC II 77 1.00 1.00 0.00 INFORMATION TECH SPEC III 86 2.00 1.00 (1.00) INFORMATION TECH SUPV 90 0.00 1.00 1.00 MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) MANAGEMENT SERVICES SPECIALIST 78 1.00 1.00 0.00 OFFICE ASSISTANT 46 1.00 0.00 (1.00) POLICE TECH SPECIALIST III 62 4.00 4.00 0.00 POLICE TECHNICAL SPECIALIST I 53 4.00 3.00 (1.00) POLICE TECHNICAL SUPERVISOR 66 4.00 4.00 0.00 Public Safety Sup Serv Admin 87 1.00 1.00 0.00 SECURITY MANAGER 69 1.00 1.00 0.00 Senior Emer Mgt Services Coor 78 2.00 1.00 (1.00) URBAN POLICY SPECIALIST 3 61 3.00 3.00 0.00 Page 140 OFFICE OF THE MAYOR Mayor's Office Homeland Security Personnel Summary Pay Grade 2130 0.00 1.00 1.00 URBAN POLICY SPECIALIST 5 70 3.00 3.00 0.00 37.00 37.00 0.00 37.00 37.00 0.00 Office of Homeland Security Total 4401 Louisiana Office of Community Develop 4401 Variance 2020-2021 64 General Fund Total 2195 Proposed 2021 URBAN POLICY SPECIALIST 4 1000 2195 Adopted 2020 Grant Operations - Mayor's Office Financial Analyst 101 1.00 0.00 (1.00) U6016 - Undefined 92 2.00 0.00 (2.00) Grant Operations - Mayor's Office Total 3.00 0.00 (3.00) Louisiana Office of Community Develop Total 3.00 0.00 (3.00) 40.00 37.00 (3.00) DEPARTMENT TOTAL Page 141 CHIEF ADMINISTRATIVE OFFICE Chief Administrative Office - Core Personnel Summary Pay Grade 1000 2215 Proposed 2021 Variance 2020-2021 General Fund Executive Office ASST CHIEF ADMIN OFFICER 110 3.00 2.49 (0.51) CHIEF ADMINISTRATIVE OFFICER 91 1.00 1.00 0.00 DEPUTY CHIEF ADMIN OFFICER 105 1.00 1.00 0.00 OFFICE ASSISTANT IV 50 1.00 1.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 7.00 6.49 (0.51) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 2215 Executive Office Total 2273 CAO - Municipal Training Academy MANAGEMENT DEV ANALYST II 2273 CAO - Municipal Training Academy Total 2275 Benefits Administration 69 CHIEF OPERATIONS MANAGER 90 1.00 1.00 0.00 CHIEF OPERATIONS MANAGER, ASST 84 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 2.00 1.00 (1.00) MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST I 75 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 2.00 0.49 (1.51) Principal Office Support Spec 59 1.00 1.00 0.00 7.00 5.49 (1.51) 2275 Benefits Administration Total 2277 Personnel and Training Office 2277 Adopted 2020 CHIEF OPERATIONS MANAGER 90 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST I 75 2.00 0.00 (2.00) MANAGEMENT DEV SPECIALIST II 77 0.00 3.00 3.00 3.00 4.00 1.00 Personnel and Training Office Total Page 142 CHIEF ADMINISTRATIVE OFFICE Chief Administrative Office - Core Personnel Summary Pay Grade 2280 Adopted 2020 Proposed 2021 Variance 2020-2021 Mail Room OFFICE ASSISTANT III 48 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 1.00 0.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 0.00 1.00 1.00 2.00 2.00 0.00 2280 Mail Room Total 2282 Budget and Planning BUDGET ADMINISTRATOR 99 1.00 1.00 0.00 CHIEF OPERATIONS MANAGER, ASST 84 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST I 75 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST II 77 2.00 3.00 1.00 MANAGEMENT SERVICES SPECIALIST 78 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 1.00 1.00 0.00 7.00 7.00 0.00 2282 Budget and Planning Total 2284 Employee Relations CHIEF OPERATIONS MANAGER 90 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 1.00 0.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 3.00 3.00 0.00 2284 Employee Relations Total 2285 Capital Projects - CAO CAPITAL PROJECTS ADMIN 103 1.00 0.00 (1.00) DIRECTOR OF CAPITAL PROJECTS 83 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 1.00 2.00 1.00 MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 SENIOR ARCHITECT 96 3.00 0.00 (3.00) Page 143 CHIEF ADMINISTRATIVE OFFICE Chief Administrative Office - Core Personnel Summary Pay Grade 2285 Capital Projects - CAO Total 2287 CAO - Internal Audit Adopted 2020 Proposed 2021 Variance 2020-2021 9.00 5.00 (4.00) AUDITOR 74 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) SENIOR AUDITOR 76 1.00 0.00 (1.00) 3.00 0.00 (3.00) 2287 CAO - Internal Audit Total 2297 General Maintenance ASSISTANT FLEET MANAGER 80 1.00 1.00 0.00 AUTOMOTIVE MAINTENANCE SPECIAL 68 5.00 3.00 (2.00) AUTOMOTIVE MECHANIC 1 50 4.00 0.00 (4.00) AUTOMOTIVE MECHANIC 2 58 0.00 3.00 3.00 AUTOMOTIVE MECHANIC 3 66 9.00 11.00 2.00 AUTOMOTIVE SECTION SUPERVISOR 70 0.00 1.00 1.00 AUTOMOTIVE SERVICES SUPERVISOR 73 2.00 3.00 1.00 FLEET MANAGER 99 1.00 0.00 (1.00) FLEET SERVICES MANAGER 75 1.00 1.00 0.00 FLEET SERVICES SUPERVISOR 73 1.00 0.00 (1.00) LABORER 41 0.00 1.00 1.00 MANAGEMENT DEV ANALYST II 69 0.00 1.00 1.00 MANAGEMENT DEV ANALYT I 62 4.00 4.00 0.00 MANAGEMENT DEV SPECIALIST II 77 2.00 2.00 0.00 OFFICE ASSISTANT II 46 1.00 0.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 1.00 1.00 0.00 Page 144 CHIEF ADMINISTRATIVE OFFICE Chief Administrative Office - Core Personnel Summary Pay Grade Undefined 2297 General Maintenance Total 1000 General Fund Total 5109 French Quarter Improvement 2287 68 5109 Proposed 2021 Variance 2020-2021 4.00 1.00 (3.00) 36.00 33.00 (3.00) 78.00 65.98 (12.02) 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 78.00 66.98 (11.02) CAO - Internal Audit MANAGEMENT DEV ANALYT I 2287 Adopted 2020 62 CAO - Internal Audit Total French Quarter Improvement Total DEPARTMENT TOTAL Page 145 CHIEF ADMINISTRATIVE OFFICE CAO - ITI Personnel Summary Pay Grade 1000 2231 2231 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Information Systems Management INFORMATION TECH DIRECTOR 99 1.00 2.00 1.00 INFORMATION TECH MANAGER 93 2.00 1.00 (1.00) INFORMATION TECH SPEC I 67 2.00 1.00 (1.00) INFORMATION TECH SPEC II 77 8.00 9.00 1.00 INFORMATION TECH SPEC III 86 21.00 21.00 0.00 INFORMATION TECH SUPV 90 5.00 4.00 (1.00) LEAD PROGRAMMER ANALYST 90 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) SENIOR PROGRAMMER ANALYST 86 1.00 1.00 0.00 SENIOR SYSTEMS APPLIC OPERATOR 73 1.00 0.49 (0.51) TECHNICAL SERVICES SUPERVISOR 85 1.00 1.00 0.00 45.00 41.49 (3.51) 45.00 41.49 (3.51) 45.00 41.49 (3.51) Information Systems Management Total General Fund Total DEPARTMENT TOTAL Page 146 LAW DEPARTMENT Law Department Personnel Summary Pay Grade 1000 2310 Proposed 2021 Variance 2020-2021 General Fund Law Administration ATTORNEY II 90 1.00 0.00 (1.00) CITY ATTORNEY 109 1.00 1.00 0.00 PARALEGAL 67 1.00 1.00 0.00 SR CHIEF DEP CITY ATTORNEY 105 1.00 1.00 0.00 SR OFFICE ASSISTANT 50 1.00 1.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 6.00 5.00 (1.00) 2310 Law Administration Total 2311 In-House Law ADMINISTRATIVE ASSISTANT 51 1.00 0.49 (0.51) ASSOCIATE CITY ATTORNEY 105 1.00 0.50 (0.50) ATTORNEY I 73 0.00 1.00 1.00 ATTORNEY II 90 2.00 2.00 0.00 ATTORNEY III 97 1.00 1.00 0.00 CHIEF DEP CITY ATTORNEY 103 1.00 1.00 0.00 DEPUTY CITY ATTORNEY 76 1.00 1.00 0.00 SR OFFICE ASSISTANT 50 1.00 1.00 0.00 8.00 7.99 (0.01) 2311 In-House Law Total 2312 Law Contracts 2312 Adopted 2020 ATTORNEY II 90 3.00 3.00 0.00 CHIEF DEP CITY ATTORNEY 103 1.00 1.00 0.00 LEGAL SECRETARY 62 1.00 1.00 0.00 PARALEGAL 67 1.00 1.00 0.00 6.00 6.00 0.00 Law Contracts Total Page 147 LAW DEPARTMENT Law Department Personnel Summary Pay Grade 2320 Variance 2020-2021 ATTORNEY II 90 3.00 3.00 0.00 ATTORNEY III 97 2.00 2.00 0.00 DEPUTY CITY ATTORNEY 76 2.00 2.00 0.00 LEGAL SECRETARY 44 1.00 1.00 0.00 PARALEGAL 67 3.00 2.00 (1.00) 11.00 10.00 (1.00) Police Litigation Total 2330 Municipal and Traffic Law ATTORNEY 1 52 1.00 1.00 0.00 CHIEF DEP CITY ATTORNEY 103 1.00 0.00 (1.00) Deputy City Attorney 63 0.00 1.00 1.00 TRAFFIC/MUNICIPAL ATTORNEY 63 12.00 8.00 (4.00) TRAFFIC/MUNICIPAL ATTORNEY 85 0.00 1.00 1.00 URBAN POLICY SPECIALIST 4 64 2.00 1.00 (1.00) 16.00 12.00 (4.00) 2330 Municipal and Traffic Law Total 2350 Civil Litigation 1000 Proposed 2021 Police Litigation 2320 2350 Adopted 2020 ATTORNEY II 90 3.00 4.00 1.00 ATTORNEY III 97 1.00 1.00 0.00 CHIEF DEP CITY ATTORNEY 103 1.00 1.00 0.00 DEPUTY CITY ATTORNEY 76 4.00 4.00 0.00 LEGAL SECRETARY 44 1.00 1.00 0.00 PARALEGAL 67 1.00 1.00 0.00 11.00 12.00 1.00 58.00 52.99 (5.01) Civil Litigation Total General Fund Total Page 148 LAW DEPARTMENT Law Department Personnel Summary Pay Grade 5110 2360 2360 ATTORNEY I 73 1.00 0.00 (1.00) ATTORNEY II 90 6.00 7.00 1.00 ATTORNEY III 97 2.00 0.00 (2.00) DEPUTY CITY ATTORNEY 76 1.00 0.00 (1.00) PARALEGAL 67 3.00 3.00 0.00 URBAN POLICY SPECIALIST 4 64 1.00 1.00 0.00 14.00 11.00 (3.00) 14.00 11.00 (3.00) 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 73.00 64.99 (8.01) Adjudication Law Total 5129 Ad Valorem Property Tax Enforcement Adjudicated Property Division DEPUTY CITY ATTORNEY 5129 Variance 2020-2021 Adjudication Law Housing and Environmental Improvement Total 2365 Proposed 2021 Housing and Environmental Improvement 5110 2365 Adopted 2020 76 Adjudicated Property Division Total Ad Valorem Property Tax Enforcement Total DEPARTMENT TOTAL Page 149 FIRE DEPARTMENT Fire Administration Personnel Summary Pay Grade 1000 2510 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Fire Administration Admin Sup Sup IV 69 2.00 1.50 (0.50) ASSISTANT SUPT OF FIRE 69 1.00 1.00 0.00 DEPUTY SUPERINTENDENT OF FIRE 69 2.00 2.00 0.00 MANAGEMENT DEV ANALYST II 69 0.00 1.00 1.00 MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 MANAGEMENT SERVICES ADMIN 88 1.00 1.00 0.00 OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 1.00 0.00 Principal Office Support Spec 59 1.00 0.00 (1.00) SUPERINTENDENT OF FIRE 87 1.00 1.00 0.00 12.00 9.50 (2.50) 2510 Fire Administration Total 2513 Fire Safety FIRE APPARATUS OPERATOR 61 2.00 2.00 0.00 FIRE EDUCATION OFFICER 67 1.00 1.00 0.00 FIREFIGHTER 1 57 1.00 1.00 0.00 OFFICE ASSISTANT II 46 1.00 1.00 0.00 PUBLIC INFORMATION OFFICER II 77 1.00 1.00 0.00 6.00 6.00 0.00 2513 Fire Safety Total 2514 Fire Logistics FIRE APPARATUS OPERATOR 61 1.00 2.00 1.00 FIRE SUPPLY TECHNICIAN 3 58 1.00 1.00 0.00 FIRE SUPPLY TECHNICIAN II 54 2.00 0.00 (2.00) FIREFIGHTER 1 57 2.00 1.00 (1.00) Page 150 FIRE DEPARTMENT Fire Administration Personnel Summary Pay Grade 2514 Fire Logistics Total 2521 Firefighters Proposed 2021 Variance 2020-2021 6.00 4.00 (2.00) DEPUTY FIRE CHIEF 80 3.00 3.00 0.00 FIRE APPARATUS OPERATOR 61 117.00 122.00 5.00 FIRE CAPTAIN 67 148.00 140.00 (8.00) FIRE DISTRICT CHIEF 76 23.00 27.00 4.00 Fire Division Chief 80 6.00 6.00 0.00 FIRE RECRUIT 51 12.00 2.00 (10.00) FIREFIGHTER 1 51 0.00 24.00 24.00 FIREFIGHTER 1 57 237.00 180.00 (57.00) 546.00 504.00 (42.00) 2521 Firefighters Total 2522 Airport Firefighters FIRE APPARATUS OPERATOR 61 12.00 14.00 2.00 FIRE CAPTAIN 67 6.00 6.00 0.00 FIRE DISTRICT CHIEF 76 1.00 0.00 (1.00) FIREFIGHTER 1 57 16.00 10.00 (6.00) 35.00 30.00 (5.00) 3.00 3.00 0.00 3.00 3.00 0.00 2522 Airport Firefighters Total 2523 Fire Special Operations FIRE CAPTAIN 2523 Fire Special Operations Total 2530 Fire Academy Training 2530 Adopted 2020 67 FIRE APPARATUS OPERATOR 61 1.00 1.00 0.00 FIRE EDUCATION OFFICER 67 13.00 13.00 0.00 14.00 14.00 0.00 Fire Academy Training Total Page 151 FIRE DEPARTMENT Fire Administration Personnel Summary Pay Grade 2540 2540 Fire Communications Total 2551 Fire Compliance 76 INFORMATION TECH SPEC II 2551 Fire Compliance Total 2553 Prevention Inspection and Education 1.00 0.00 1.00 1.00 0.00 77 2.00 2.00 0.00 2.00 2.00 0.00 1.00 1.00 0.00 CHIEF OF FIRE PREVENTION 80 1.00 1.00 0.00 FIRE PREVENTION INSPECTOR 67 6.00 3.00 (3.00) FIRE PREVENTION PLAN EXAMINER 72 1.00 0.00 (1.00) SR FIRE PREVENTION INSPECTOR 72 2.00 1.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 1.00 0.00 (1.00) 12.00 6.00 (6.00) 0.00 2.00 2.00 0.00 2.00 2.00 637.00 581.50 (55.50) 0.00 25.00 25.00 0.00 25.00 25.00 0.00 25.00 25.00 637.00 606.50 (30.50) 2555 SAFER Grant FIRE PREVENTION INSPECTOR 67 SAFER Grant Total 1000 General Fund Total 4115 Federal Department of Emergency SAFER Grant FIRE RECRUIT 4115 1.00 65 Prevention Inspection and Education Total 2555 Variance 2020-2021 ADMIN SUPPORT SUPERVISOR II 2553 2555 Proposed 2021 Fire Communications FIRE ALARM SUPVERVISOR ASST 2555 Adopted 2020 51 SAFER Grant Total Federal Department of Emergency Total DEPARTMENT TOTAL Page 152 SAFETY AND PERMITS Safety and Permits Personnel Summary Pay Grade 1000 2601 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Safety and Permits Directors Office Chief Zoning Official 96 1.00 1.00 0.00 DEP DIRECTOR SAFETY & PERMITS 94 1.00 1.00 0.00 DIRECTOR OF SAFETY & PERMITS 103 1.00 1.00 0.00 INFORMATION TECH SPEC III 86 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 SECRETARY SAFETY & PERMITS 61X 0.00 1.00 1.00 5.00 6.00 1.00 2601 Safety and Permits Directors Office Total 2605 Zoning Bureau CODE ENF INSPECTOR I 61 1.00 1.00 0.00 CODE ENFORCEMENT INSPECTOR II 64 1.00 1.00 0.00 PLANNING ADMINISTRATOR 86 0.00 1.00 1.00 SENIOR BUILDING INSPECTOR 66 2.00 1.00 (1.00) ZONING ADMINISTRATOR 86 1.00 1.00 0.00 ZONING ADMINISTRATOR ASSISTANT 84 1.00 1.00 0.00 6.00 6.00 0.00 2605 Zoning Bureau Total 2610 One Stop Shop Permits Assistant Floodplain Program M 76 1.00 1.00 0.00 FLOODPLAIN PROGRAM MANAGER 78 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 3.00 2.00 (1.00) MANAGEMENT DEV ANALYT I 62 6.00 5.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 2.50 1.50 MANAGEMENT DEV SPECIALIST II 77 5.00 3.00 (2.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 1.00 0.00 OFFICE ASSISTANT I 44 4.00 3.00 (1.00) Page 153 SAFETY AND PERMITS Safety and Permits Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 OFFICE ASSISTANT II 46 1.00 3.00 2.00 OFFICE ASSISTANT III 48 0.00 1.00 1.00 OFFICE ASSISTANT IV 50 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 4.00 1.00 (3.00) OFFICE SUPPORT SPECIALIST 54 1.00 1.00 0.00 Principal Office Support Spec 59 4.00 4.00 0.00 SECRETARY SAFETY & PERMITS 61 1.00 0.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 4.00 3.00 (1.00) URBAN POLICY SPECIALIST 5 70 0.00 1.00 1.00 38.00 33.50 (4.50) 2610 One Stop Shop Permits Total 2611 Short Term Rental Administration ATTORNEY II 90 1.00 0.00 (1.00) ATTORNEY IV 103 1.00 0.00 (1.00) CODE ENF INSPECTOR I 61 3.00 1.00 (2.00) CODE ENFORCEMENT INSPECTOR II 64 3.00 3.00 0.00 INFORMATION TECH SPEC III 86 1.00 1.00 0.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 10.00 6.00 (4.00) 2611 Short Term Rental Administration Total 2612 Building Inspection BUILDING INSPECTOR 63 4.00 7.00 3.00 BUILDING INSPECTOR 2 72 1.00 2.00 1.00 BUILDING INSPECTOR 3 78 1.00 0.00 (1.00) BUILDING OFFICIAL 82 1.00 0.00 (1.00) CHIEF BUILDING OFFICIAL 96 0.00 1.00 1.00 CODE ENF INSPECTOR I 61 2.00 1.00 (1.00) SENIOR BUILDING INSPECTOR 66 3.00 0.00 (3.00) Page 154 SAFETY AND PERMITS Safety and Permits Personnel Summary Pay Grade 2612 Building Inspection Total 2614 Electrical Inspection Adopted 2020 Proposed 2021 Variance 2020-2021 12.00 11.00 (1.00) ELECTRICAL INSPECTOR 63 1.00 1.00 0.00 ELECTRICAL INSPECTOR 2 72 1.00 1.00 0.00 ELECTRICAL INSPECTOR 3 78 1.00 1.00 0.00 SENIOR ELECTRICAL INSPECTOR 66 2.00 2.00 0.00 5.00 5.00 0.00 2614 Electrical Inspection Total 2615 Mechanical Inspection MECH EQUIPMENT INSPECTOR 2 72 1.00 1.00 0.00 MECH EQUIPMENT INSPECTOR 3 78 1.00 1.00 0.00 MECHANICAL EQUIPMENT INSPECTOR 63 5.00 4.00 (1.00) SR MECH EQUIPMENT INSPECTOR 66 2.00 2.00 0.00 9.00 8.00 (1.00) 2615 Mechanical Inspection Total 2617 Plan Processing BUILDING PLAN EXAMINER 68 3.00 3.00 0.00 BUILDING PLAN EXAMINER CHIEF 78 1.00 1.00 0.00 ENGINEER INTERN I 79 1.00 1.00 0.00 SENIOR BUILDING PLAN EXAMINER 72 2.00 2.00 0.00 7.00 7.00 0.00 2617 Plan Processing Total 2618 Taxi Cab Bureau ADMIN SUPPORT SUPERVISOR II 65 1.00 1.00 0.00 DEP DIRECTOR UTILITIES 70 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 0.00 (1.00) PRINCIPAL TAXICAB INVESTIGATOR 56 2.00 2.00 0.00 Page 155 SAFETY AND PERMITS Safety and Permits Personnel Summary Pay Grade Variance 2020-2021 50 2.00 3.00 1.00 TAXICAB INVESTIGATOR 48 8.00 4.00 (4.00) Taxicab Operations Supervisor 63 1.00 2.00 1.00 18.00 14.00 (4.00) 1.00 1.00 0.00 1.00 1.00 0.00 111.00 97.50 (13.50) 111.00 97.50 (13.50) Taxi Cab Bureau Total 2625 Motor Vehicle Inspection Motor Vehicle Inspect Prog Mgr 1000 Proposed 2021 SR TAXICAB INVESTIGATOR 2618 2625 Adopted 2020 78 Motor Vehicle Inspection Total General Fund Total DEPARTMENT TOTAL Page 156 POLICE Office of Superintendent Personnel Summary Pay Grade 1000 2702 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Office of the Superintendent ADMIN SUPPORT SUPERVISOR II 65 1.00 0.00 (1.00) ADMINISTRATIVE ASSISTANT 51 1.00 1.00 0.00 Deputy Chief of Staff (NOPD) 97 1.00 1.00 0.00 OFFICE ASSISTANT III 48 1.00 1.00 0.00 POLICE INFORMATION TECHNOLOGY ADMINISTRATOR 96 1.00 0.00 (1.00) POLICE LIEUTENANT 83 0.00 1.00 1.00 POLICE SERGEANT 79 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 1.00 1.00 0.00 SUPERINTENDENT OF POLICE 109 1.00 1.00 0.00 8.00 7.00 (1.00) 2702 Office of the Superintendent Total 2705 Public Integrity ASSISTANT SUPT OF POLICE 69 1.00 1.00 0.00 LEGAL ADMINISTRATIVE ASSISTANT 67 1.00 1.00 0.00 PIB Intake Specialist 67 0.00 1.00 1.00 POLICE CAPTAIN 87 1.00 1.00 0.00 Police Investigative Special 74 5.00 8.00 3.00 POLICE LIEUTENANT 83 4.00 3.00 (1.00) POLICE SERGEANT 79 18.00 19.00 1.00 POLICE TECHNICIAN 2 46 1.00 1.00 0.00 POLICE TECHNICIAN III 51 3.00 3.00 0.00 Principal Office Support Spec 59 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 4.00 4.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 0.00 (1.00) U7114 - Undefined 100 1.00 0.00 (1.00) Page 157 POLICE Office of Superintendent Personnel Summary Pay Grade 2705 Public Integrity Total 2711 Public Affairs Adopted 2020 Proposed 2021 Variance 2020-2021 41.00 43.00 2.00 AWARDS COORD (POLICE DEPT) 63 1.00 1.00 0.00 Police PR Specialist, Senior 78 1.00 1.00 0.00 Police Public Relations Spec. 76 3.00 3.00 0.00 SENIOR POLICE OFFICER 73 1.00 1.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 7.00 7.00 0.00 2711 Public Affairs Total 2718 Police Recruits POLICE OFFICER 67 3.00 0.00 (3.00) POLICE RECRUIT 65 69.00 129.00 60.00 72.00 129.00 57.00 2718 Police Recruits Total 2720 Special Investigations ASSISTANT SUPT OF POLICE 69 1.00 1.00 0.00 COMPLIANCE MANAGER-Consent Dec 94 5.00 5.00 0.00 Executive Secretary 67 0.00 1.00 1.00 INFORMATION TECH MANAGER 93 1.00 1.00 0.00 INFORMATION TECH SPEC I 67 2.00 2.00 0.00 INFORMATION TECH SPEC II 77 3.00 3.00 0.00 INFORMATION TECH SPEC III 86 2.00 2.00 0.00 LEAD PROGRAMMER ANALYST 90 1.00 1.00 0.00 POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE INFORMATION TECHNOLOGY ADMINISTRATOR 96 0.00 1.00 1.00 POLICE LIEUTENANT 83 2.00 1.00 (1.00) Police Performance Auditor 87 4.00 4.00 0.00 POLICE SERGEANT 79 5.00 6.00 1.00 Page 158 POLICE Office of Superintendent Personnel Summary Pay Grade Proposed 2021 Variance 2020-2021 Principal Office Support Spec 59 1.00 1.00 0.00 PROGRAMMER ANALYST 80 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 1.00 3.00 2.00 U7114 - Undefined 100 1.00 0.00 (1.00) 30.00 34.00 4.00 2720 Special Investigations Total 2731 First District Executive Secretary 67 1.00 1.00 0.00 POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE LIEUTENANT 83 4.00 4.00 0.00 POLICE OFFICER 67 25.00 34.00 9.00 POLICE RECRUIT 65 0.00 1.00 1.00 POLICE SERGEANT 79 11.00 11.00 0.00 SENIOR POLICE OFFICER 73 42.00 35.00 (7.00) U7114 - Undefined 100 1.00 0.00 (1.00) 84.00 87.00 3.00 2731 First District Total 2732 Second District 2732 Adopted 2020 Executive Secretary 67 1.00 0.00 (1.00) POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE LIEUTENANT 83 4.00 3.00 (1.00) POLICE OFFICER 67 23.00 23.00 0.00 POLICE RECRUIT 65 0.00 4.00 4.00 POLICE SERGEANT 79 12.00 13.00 1.00 SENIOR POLICE OFFICER 73 50.00 43.00 (7.00) U7114 - Undefined 100 1.00 0.00 (1.00) 91.00 87.00 (4.00) Second District Total Page 159 POLICE Office of Superintendent Personnel Summary Pay Grade 2733 Adopted 2020 Proposed 2021 Variance 2020-2021 Third District Executive Secretary 67 1.00 0.00 (1.00) POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE LIEUTENANT 83 4.00 3.00 (1.00) POLICE OFFICER 67 23.00 28.00 5.00 POLICE RECRUIT 65 0.00 4.00 4.00 POLICE SERGEANT 79 11.00 9.00 (2.00) SENIOR POLICE OFFICER 73 48.00 40.00 (8.00) U7114 - Undefined 100 1.00 0.00 (1.00) 88.00 85.00 (3.00) 2733 Third District Total 2734 Fourth District Executive Secretary 67 1.00 0.00 (1.00) POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE LIEUTENANT 83 4.00 3.00 (1.00) POLICE OFFICER 67 22.00 23.00 1.00 POLICE RECRUIT 65 0.00 3.00 3.00 POLICE SERGEANT 79 13.00 12.00 (1.00) SENIOR POLICE OFFICER 73 43.00 37.00 (6.00) U7114 - Undefined 100 1.00 0.00 (1.00) 84.00 79.00 (5.00) 2734 Fourth District Total 2735 Fifth District Executive Secretary 67 1.00 0.00 (1.00) POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE LIEUTENANT 83 4.00 4.00 0.00 POLICE OFFICER 67 27.00 28.00 1.00 POLICE RECRUIT 65 0.00 1.00 1.00 Page 160 POLICE Office of Superintendent Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 POLICE SERGEANT 79 12.00 10.00 (2.00) SENIOR POLICE OFFICER 73 46.00 38.00 (8.00) U7114 - Undefined 100 1.00 0.00 (1.00) 91.00 82.00 (9.00) 2735 Fifth District Total 2736 Sixth District Executive Secretary 67 1.00 0.00 (1.00) POLICE LIEUTENANT 83 4.00 6.00 2.00 POLICE OFFICER 67 28.00 32.00 4.00 POLICE RECRUIT 65 0.00 3.00 3.00 POLICE SERGEANT 79 12.00 12.00 0.00 SENIOR POLICE OFFICER 73 41.00 34.00 (7.00) U7114 - Undefined 100 1.00 0.00 (1.00) 87.00 87.00 0.00 2736 Sixth District Total 2737 Seventh District Executive Secretary 67 1.00 1.00 0.00 POLICE CAPTAIN 87 0.00 1.00 1.00 POLICE LIEUTENANT 83 3.00 4.00 1.00 POLICE OFFICER 67 38.00 41.00 3.00 POLICE SERGEANT 79 11.00 11.00 0.00 SENIOR POLICE OFFICER 73 40.00 35.00 (5.00) U7114 - Undefined 100 1.00 0.00 (1.00) 94.00 93.00 (1.00) 2737 Seventh District Total 2738 Eight District Executive Secretary 67 1.00 1.00 0.00 POLICE CAPTAIN 87 0.00 1.07 1.07 POLICE LIEUTENANT 83 5.00 4.00 (1.00) Page 161 POLICE Office of Superintendent Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 POLICE OFFICER 67 24.00 36.00 12.00 POLICE RECRUIT 65 0.00 6.00 6.00 POLICE SERGEANT 79 17.00 16.00 (1.00) POLICE TECHNICIAN 1 41 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 57.00 50.47 (6.53) U7114 - Undefined 100 1.00 0.00 (1.00) 106.00 115.54 9.54 2738 Eight District Total 2739 Special Operations POLICE CAPTAIN 87 1.00 2.00 1.00 POLICE LIEUTENANT 83 2.00 2.00 0.00 POLICE OFFICER 67 0.00 5.00 5.00 POLICE SERGEANT 79 16.00 14.00 (2.00) POLICE TECH SPECIALIST III 62 1.00 1.00 0.00 POLICE TECHNICIAN 1 41 1.00 0.00 (1.00) SENIOR POLICE OFFICER 73 56.00 52.00 (4.00) U7114 - Undefined 100 1.00 0.00 (1.00) 78.00 76.00 (2.00) 2739 Special Operations Total 2740 Management Services ASSISTANT SUPT OF POLICE 69 1.00 1.00 0.00 CARPENTER 60 1.00 1.00 0.00 ELECTRONICS TECHNICIAN SUPV 71 1.00 1.00 0.00 EQUIPMENT OPERATOR 4 62 2.00 1.00 (1.00) Executive Secretary 67 1.00 1.00 0.00 FLEET SERVICES MANAGER 75 0.00 1.00 1.00 LABORER 41 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 2.00 2.00 0.00 Page 162 POLICE Office of Superintendent Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 MANAGEMENT DEV ANALYT I 62 2.00 2.00 0.00 MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 OFFICE ASSISTANT II 46 1.00 1.50 0.50 OFFICE ASSISTANT IV 50 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 2.00 2.50 0.50 PLANNER & ESTIMATOR 1 52 1.00 0.50 (0.50) Police Acad Legal Instructor 84 1.00 1.00 0.00 Police Academy Administrator 100 1.00 1.00 0.00 Police Academy Curriculum Deve 84 1.00 1.00 0.00 Police Academy Firearms Instru 77 1.00 2.00 1.00 Police Academy Instructor 77 2.00 2.00 0.00 POLICE AIDE 58 0.00 4.00 4.00 Police Applications Spec (EIS) 78 2.00 2.00 0.00 POLICE CAPTAIN 87 0.00 2.00 2.00 Police Investigative Special 74 7.00 7.00 0.00 POLICE LIEUTENANT 83 4.00 3.00 (1.00) POLICE SERGEANT 79 13.00 12.00 (1.00) POLICE TECHNICAL SPECIALIST I 53 5.00 4.00 (1.00) POLICE TECHNICAL SPECIALIST II 58 1.00 1.00 0.00 POLICE TECHNICAL SUPERVISOR 66 1.00 1.00 0.00 POLICE TECHNICIAN 1 41 13.00 11.00 (2.00) POLICE TECHNICIAN 2 46 7.00 7.00 0.00 POLICE TECHNICIAN III 51 16.00 14.00 (2.00) POLICE TECHNICIAN, TRAINEE 45 1.00 0.00 (1.00) Principal Office Support Spec 59 1.00 0.00 (1.00) Page 163 POLICE Office of Superintendent Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 SENIOR CARPENTER 64 1.00 1.00 0.00 SENIOR ELECTRONICS TECHNICIAN 69 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 24.00 26.00 2.00 SENIOR SYSTEMS APPLIC OPERATOR 73 1.00 1.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 1.00 0.00 U7114 - Undefined 100 2.00 0.00 (2.00) WELDER 62 1.00 1.00 0.00 126.00 123.50 (2.50) 2740 Management Services Total 2750 Fiscal Management ACCOUNTANT II 74 1.00 1.00 0.00 ACCOUNTANT III 76 2.00 2.00 0.00 Admin Sup Sup IV 69 1.00 1.00 0.00 ADMIN SUPPORT SUPERVISOR II 65 2.00 2.00 0.00 CHIEF ACCOUNTANT 88 1.00 1.00 0.00 Crime Analyst I 87 0.00 1.00 1.00 JUNIOR ACCOUNTANT 56 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 3.00 0.00 (3.00) MANAGEMENT DEV ANALYT I 62 1.00 3.00 2.00 MANAGEMENT DEV SPECIALIST I 75 1.00 2.00 1.00 MANAGEMENT DEV SPECIALIST II 77 6.00 6.00 0.00 MANAGEMENT DEV SUPERVISOR I 80 1.00 2.00 1.00 MANAGEMENT DEVELOPMENT SUPERVISOR II 82 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 0.00 (1.00) OFFICE SUPPORT SPECIALIST 54 1.00 0.00 (1.00) Police Accounting Section Mgr 84 0.00 1.00 1.00 POLICE CAPTAIN 87 0.00 1.00 1.00 Page 164 POLICE Office of Superintendent Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 Police Fiscal and Budget Admin 90 1.00 1.00 0.00 Police Human Resource Administ 90 1.00 1.00 0.00 Police Investigative Special 74 1.00 2.00 1.00 POLICE LIEUTENANT 83 1.00 4.00 3.00 POLICE MAJOR 90 1.00 1.00 0.00 POLICE OFFICER 67 13.00 28.00 15.00 POLICE RECRUIT 65 0.00 2.00 2.00 POLICE SERGEANT 79 4.00 9.00 5.00 POLICE TECHNICAL SPECIALIST I 53 1.00 1.00 0.00 POLICE TECHNICAL SPECIALIST II 58 1.00 2.00 1.00 POLICE TECHNICIAN 2 46 2.00 1.00 (1.00) POLICE TECHNICIAN III 51 1.00 1.00 0.00 Principal Office Support Spec 59 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 47.00 47.00 0.00 SOCIAL SERVICES WORKER III 68 1.00 0.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 0.00 1.00 1.00 99.00 125.00 26.00 2750 Fiscal Management Total 2760 Investigations and Support ADMIN SUPPORT SUPERVISOR III 67 0.00 1.00 1.00 ASSISTANT SUPT OF POLICE 69 1.00 1.00 0.00 CRIME LABORATORY DIRECTOR 86 1.00 1.00 0.00 CRIMINALIST 1 63 4.00 3.00 (1.00) CRIMINALIST 2 71 2.00 2.00 0.00 CRIMINALIST 3 79 4.00 4.49 0.49 DNA ANALYST 77 3.00 3.00 0.00 Forensic Firearm Ex, Supv. 85 1.00 1.00 0.00 Page 165 POLICE Office of Superintendent Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 MANAGEMENT DEV SPECIALIST II 77 2.00 2.00 0.00 OFFICE ASSISTANT III 48 1.00 1.00 0.00 OFFICE ASSISTANT IV 50 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 1.00 1.00 0.00 POLICE CAPTAIN 87 2.00 4.07 2.07 Police Investigative Special 74 4.00 4.00 0.00 POLICE LIEUTENANT 83 5.00 5.00 0.00 POLICE OFFICER 67 0.00 5.00 5.00 POLICE OFFICER II 69 0.00 1.00 1.00 POLICE SERGEANT 79 29.00 29.00 0.00 POLICE TECHNICAL SPECIALIST I 53 21.00 18.00 (3.00) POLICE TECHNICAL SPECIALIST II 58 5.00 8.00 3.00 POLICE TECHNICAL SUPERVISOR 66 2.00 2.28 0.28 POLICE TECHNICIAN 1 41 3.00 3.00 0.00 POLICE TECHNICIAN 2 46 1.00 1.00 0.00 POLICE TECHNICIAN III 51 5.00 5.00 0.00 Principal Office Support Spec 59 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 116.00 112.00 (4.00) SOCIAL SERVICES WORKER III 68 7.00 5.00 (2.00) Social Worker II 71 1.00 1.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 0.00 1.00 1.00 U7114 - Undefined 100 3.00 0.00 (3.00) 227.00 227.84 0.84 1.00 1.00 0.00 2760 Investigations and Support Total 2769 Traffic POLICE LIEUTENANT 83 Page 166 POLICE Office of Superintendent Personnel Summary Pay Grade Proposed 2021 Variance 2020-2021 POLICE SERGEANT 79 5.00 5.00 0.00 SENIOR POLICE OFFICER 73 23.00 24.00 1.00 29.00 30.00 1.00 69X 1.00 1.00 0.00 Crime Analyst I 87 3.00 3.00 0.00 Crime Analyst II 89 1.00 1.00 0.00 CRIME ANALYST III 91 2.00 0.00 (2.00) Crime Analyst IV 93 0.00 1.00 1.00 OFFICE ASSISTANT III 48 1.00 1.00 0.00 POLICE CAPTAIN 87 1.00 1.00 0.00 POLICE LIEUTENANT 83 1.00 1.00 0.00 POLICE OFFICER 67 2.00 1.00 (1.00) POLICE RECRUIT 65 0.00 1.00 1.00 Police Recruitment & App Inv A 90 1.00 1.00 0.00 POLICE SERGEANT 79 7.00 7.00 0.00 POLICE TECHNICIAN 1 41 7.00 3.00 (4.00) POLICE TECHNICIAN 2 46 2.00 2.00 0.00 Principal Office Support Spec 59 1.00 1.00 0.00 SENIOR POLICE OFFICER 73 7.00 4.00 (3.00) Social Worker II 71 1.00 1.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 66 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 0.00 1.00 1.00 40.00 31.00 (9.00) 2769 Traffic Total 2780 Field Operations ASSISTANT SUPT OF POLICE 2780 Adopted 2020 Field Operations Total Page 167 POLICE Office of Superintendent Personnel Summary Pay Grade 2782 2782 Lakeview Crime Prevention Total 2783 School Crossing Guards 79 SCHOOL CROSSING GUARD 2783 School Crossing Guards Total 2791 Mid City 34 POLICE SERGEANT 79 Mid City Total 1000 General Fund Total 4147 Federal Department of Justice 2788 Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 1.00 1.00 0.00 2.00 0.76 (1.24) 2.00 0.76 (1.24) 1.00 1.00 0.00 1.00 1.00 0.00 1,486.00 1,551.64 65.64 Lakeview Crime Prevention POLICE SERGEANT 2791 Adopted 2020 Grant Operations - Police Crime Analyst II 89 0.00 1.00 1.00 POLICE OFFICER 67 0.00 15.00 15.00 POLICE RECRUIT 65 0.00 15.00 15.00 0.00 31.00 31.00 1.00 1.00 0.00 Sexual Assault Kit Initiative Total 1.00 1.00 0.00 4147 Federal Department of Justice Total 1.00 32.00 31.00 4411 Louisiana Commission On Law Enforcement 4.00 1.00 (3.00) 4.00 1.00 (3.00) 2788 Grant Operations - Police Total 2794 Sexual Assault Kit Initiative MANAGEMENT DEV SPECIALIST I 2794 2763 75 Homicide Investiation Program SOCIAL SERVICES WORKER III 2763 68 Homicide Investiation Program Total Page 168 POLICE Office of Superintendent Personnel Summary Pay Grade 2788 4411 Proposed 2021 Variance 2020-2021 0.00 8.00 8.00 0.00 8.00 8.00 4.00 9.00 5.00 1,491.00 1,592.64 101.64 Grant Operations - Police SOCIAL SERVICES WORKER III 2788 Adopted 2020 68 Grant Operations - Police Total Louisiana Commission On Law Enforcement Total DEPARTMENT TOTAL Page 169 SANITATION Sanitation Personnel Summary Pay Grade 1000 3001 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Sanitation Director's Office ADMIN SUPPORT SUPERVISOR III 67 1.00 1.00 0.00 CODE ENF INSPECTOR I 61 0.00 1.00 1.00 CODE ENFORCEMENT ASSISTANT I 52 4.00 3.00 (1.00) CODE ENFORCEMENT ASSISTANT II 54 1.00 0.00 (1.00) DEP DIRECTOR SANITATION 72 1.00 1.00 0.00 DIRECTOR OF SANITATION 100 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 1.00 0.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 OFFICE ASSISTANT II 46 0.00 2.00 2.00 OFFICE ASSISTANT, TRAINEE 40 1.00 0.00 (1.00) 11.00 11.00 0.00 3001 Sanitation Director's Office Total 3041 Manual Cleaning EQUIPMENT OPERATOR 1 50 1.00 1.00 0.00 EQUIPMENT OPERATOR 2 41 0.00 1.00 1.00 EQUIPMENT OPERATOR 2 52 6.00 12.00 6.00 EQUIPMENT OPERATOR 3 58 7.00 5.00 (2.00) EQUIPMENT OPERATOR 4 62 2.00 1.00 (1.00) LABORER WASTE COLLECTOR 41 27.00 29.00 2.00 MAINT WORKER 46 7.00 4.00 (3.00) PUBLIC WORKS SUPERVISOR 2 65 1.00 1.00 0.00 PUBLIC WORKS SUPERVISOR 3 69 2.00 2.00 0.00 PUBLIC WORKS SUPERVISOR 4 73 1.00 0.00 (1.00) SR MAINT WORKER 48 2.00 1.00 (1.00) Page 170 SANITATION Sanitation Personnel Summary Pay Grade 3041 1000 Manual Cleaning Total General Fund Total DEPARTMENT TOTAL Page 171 Adopted 2020 Proposed 2021 Variance 2020-2021 56.00 57.00 1.00 67.00 68.00 1.00 67.00 68.00 1.00 HEALTH DEPARTMENT Health Personnel Summary Pay Grade 1000 3605 Adopted 2020 Proposed 2021 Variance 2020-2021 0.00 1.00 1.00 0.00 1.00 1.00 General Fund French Quarter Improvement HEALTH PROJ&PLAN ANALYST 3605 French Quarter Improvement Total 3611 Essential Public Health Administration 54 ACCOUNTANT II 74 0.00 1.00 1.00 BUDGET COORDINATOR 86 1.00 1.00 0.00 CHIEF ACCOUNTANT 88 1.00 0.50 (0.50) DIRECTOR OF HEALTH 103 1.00 1.00 0.00 HEALTH PROJ&PLAN ANALYST 54 1.00 1.00 0.00 HEALTH PROJ&PLAN MANAGER 82 1.00 1.00 0.00 HEALTH PROJ&PLAN SPEC 76 2.00 1.00 (1.00) HEALTH PROJ&PLAN SR ANALYST 63 0.00 1.00 1.00 JUNIOR ACCOUNTANT 56 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST I 75 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 2.00 1.00 (1.00) OFFICE ASSISTANT II 46 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 4 64 1.00 1.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 14.00 13.50 (0.50) 3611 Essential Public Health Administration Total 3631 Essential Public Health Services ADMIN SUPPORT SUPERVISOR III 67 1.00 0.49 (0.51) HEALTH PROJ&PLAN MANAGER 82 3.00 3.00 0.00 HEALTH PROJ&PLAN SPEC 76 2.00 0.00 (2.00) Page 172 HEALTH DEPARTMENT Health Personnel Summary Pay Grade OFFICE ASSISTANT II 3631 Essential Public Health Services Total 3649 Noise Sound Project 3649 1.00 1.00 0.00 7.00 4.49 (2.51) 1.00 2.00 1.00 HEALTH PROJ&PLAN SPEC 76 1.00 1.00 0.00 HEALTH PROJ&PLAN SR ANALYST 63 2.00 0.50 (1.50) 4.00 3.50 (0.50) 25.00 22.49 (2.51) Noise Sound Project Total 4142 Federal Justice Administration Grant Operations - Health Department HEALTH PROJ&PLAN SPEC 76 0.00 1.00 1.00 HEALTH PROJ&PLAN SR ANALYST 63 0.00 1.00 1.00 0.00 2.00 2.00 3688 Grant Operations - Health Department Total 3692 Improving Criminal Justice Responses HEALTH PROJ&PLAN SPEC 76 1.00 0.00 (1.00) HEALTH PROJ&PLAN SR ANALYST 63 1.00 0.00 (1.00) 2.00 0.00 (2.00) 2.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 Improving Criminal Justice Responses Total 4142 Federal Justice Administration Total 4145 Federal Department of Health and Human Services 3611 Variance 2020-2021 54 General Fund Total 3692 Proposed 2021 HEALTH PROJ&PLAN ANALYST 1000 3688 46 Adopted 2020 Essential Public Health Administration DEP DIRECTOR HEALTH 3611 Essential Public Health Administration Total 3618 Healthy Start Grant Initiative 97 HEALTH PROJ & PLANNING SR WKR 46 1.00 0.00 (1.00) HEALTH PROJ&PLAN ADMINISTRATOR 86 1.00 0.00 (1.00) Page 173 HEALTH DEPARTMENT Health Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 HEALTH PROJ&PLAN ANALYST 54 2.00 0.00 (2.00) HEALTH PROJ&PLAN SPEC 76 2.00 0.00 (2.00) HEALTH PROJ&PLAN SR ANALYST 63 5.00 0.00 (5.00) OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 3.00 0.00 (3.00) 15.00 0.00 (15.00) 3618 Healthy Start Grant Initiative Total 3633 Healthcare For The Homeless ACCOUNTANT I 72 1.00 0.00 (1.00) DENTAL ASSISTANT II 49 3.00 0.00 (3.00) DENTAL HYGIENIST I 78 1.00 0.00 (1.00) DENTIST 112 3.00 0.00 (3.00) HEALTH PROJ & PLANNING SR WKR 46 1.00 0.00 (1.00) HEALTH PROJ&PLAN ADMINISTRATOR 86 1.00 0.00 (1.00) HEALTH PROJ&PLAN SPEC 76 2.00 0.00 (2.00) HEALTH PROJ&PLAN SR ANALYST 63 2.00 0.00 (2.00) LABORATORY TECHNICIAN 2 56 2.00 0.00 (2.00) LICENSED PRACTICAL NURSE 2 72 1.00 0.00 (1.00) LICENSED PRACTICAL NURSE 3 75 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 2.00 0.00 (2.00) MANAGEMENT DEV SPECIALIST I 75 1.00 0.00 (1.00) NURSE PRACTITIONER 93 2.00 0.00 (2.00) OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 2.00 0.00 (2.00) PHYSICIAN 116 1.00 0.00 (1.00) PUB HEALTH NURSING CLINIC SUPV 89 1.00 0.00 (1.00) Page 174 HEALTH DEPARTMENT Health Personnel Summary Pay Grade 3633 Healthcare For The Homeless Total 3637 New Orleans Lgbtq Health Initiative HEALTH PROJ&PLAN SR ANALYST 3637 New Orleans Lgbtq Health Initiative Total 3671 Ryan White Administrative 63 HEALTH PROJ & PLANNING SR WKR 3671 Ryan White Administrative Total 3672 Ryan White Quality Management 46 Adopted 2020 Proposed 2021 Variance 2020-2021 29.00 0.00 (29.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) HEALTH PROJ&PLAN MANAGER 82 1.00 0.00 (1.00) HEALTH PROJ&PLAN SPEC 76 2.00 0.00 (2.00) 3.00 0.00 (3.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 3672 Ryan White Quality Management Total 3674 Ryan White Program Support HEALTH PROJ&PLAN SPEC 3674 Ryan White Program Support Total 3688 Grant Operations - Health Department 76 ACCOUNTANT II 74 0.00 1.00 1.00 DENTAL ASSISTANT II 49 0.00 2.00 2.00 DENTAL ASSISTANT III 52 0.00 1.00 1.00 DENTIST 112 0.00 2.80 2.80 HEALTH PROJ & PLANNING SR WKR 46 0.00 2.00 2.00 HEALTH PROJ&PLAN ADMINISTRATOR 86 0.00 2.00 2.00 HEALTH PROJ&PLAN ANALYST 54 0.00 2.00 2.00 HEALTH PROJ&PLAN MANAGER 82 0.00 1.00 1.00 HEALTH PROJ&PLAN SPEC 76 0.00 6.00 6.00 HEALTH PROJ&PLAN SR ANALYST 63 0.00 7.00 7.00 LABORATORY TECHNICIAN 2 56 0.00 1.00 1.00 Page 175 HEALTH DEPARTMENT Health Personnel Summary Pay Grade 3688 Variance 2020-2021 75 0.00 2.00 2.00 MANAGEMENT DEV ANALYST II 69 0.00 2.00 2.00 MANAGEMENT DEV SPECIALIST I 75 0.00 1.00 1.00 NURSE PRACTITIONER 93 0.00 2.00 2.00 OFFICE ASSISTANT I 44 0.00 2.00 2.00 OFFICE ASSISTANT II 46 0.00 1.00 1.00 OFFICE ASSISTANT, TRAINEE 40 0.00 4.29 4.29 PHYSICIAN 116 0.00 1.00 1.00 PUB HEALTH NURSING CLINIC SUPV 89 0.00 1.00 1.00 0.00 44.09 44.09 51.00 45.09 (5.91) 0.00 1.00 1.00 0.00 1.00 1.00 Grant Operations - Health Department Total Federal Department of Health and Human Services Total 4147 Federal Department of Justice French Quarter Improvement HEALTH PROJ&PLAN SPEC 3605 French Quarter Improvement Total 3625 Nola Opioid Survival Connection Program 76 HEALTH PROJ&PLAN ANALYST 54 1.00 0.00 (1.00) HEALTH PROJ&PLAN SPEC 76 1.00 0.00 (1.00) 2.00 0.00 (2.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 3625 Nola Opioid Survival Connection Program Total 3630 Community Alternative Program HEALTH PROJ&PLAN SPEC 3630 Proposed 2021 LICENSED PRACTICAL NURSE 3 4145 3605 Adopted 2020 76 Community Alternative Program Total Page 176 HEALTH DEPARTMENT Health Personnel Summary Pay Grade 3688 76 Grant Operations - Health Department Total 4147 Federal Department of Justice Total 4405 Louisiana Department of Health and Human Services 3612 0.00 1.00 1.00 0.00 1.00 1.00 3.00 2.00 (1.00) HEALTH PROJ&PLAN ANALYST 54 0.00 1.00 1.00 HEALTH PROJ&PLAN MANAGER 82 1.00 1.00 0.00 LABORATORY TECHNICIAN 2 56 1.00 1.00 0.00 LICENSED PRACTICAL NURSE 2 72 2.00 2.00 0.00 LICENSED PRACTICAL NURSE 3 75 1.00 1.00 0.00 MEDICAL ASSISTANT 48 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 3.00 1.00 (2.00) PUBLIC HEALTH NUTRITIONIST I 67 1.00 0.00 (1.00) PUBLIC HEALTH NUTRITIONIST III 75 1.00 0.23 (0.77) SR OFFICE SUPPORT SPECIALIST 56 2.00 1.00 (1.00) 13.00 9.23 (3.77) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 14.00 9.23 (4.77) W.I.C Food Program Total 3622 Zika Enhancement Of Laboratory Capacity OFFICE ASSISTANT, TRAINEE 4405 Variance 2020-2021 W.I.C Food Program 3612 3622 Proposed 2021 Grant Operations - Health Department HEALTH PROJ&PLAN SPEC 3688 Adopted 2020 40 Zika Enhancement Of Laboratory Capacity Total Louisiana Department of Health and Human Services Total Page 177 HEALTH DEPARTMENT Health Personnel Summary Pay Grade 4900 3610 Variance 2020-2021 1.00 0.00 (1.00) 1.00 0.00 (1.00) Gnop Quality Improvement Initiative 3610 Gnop Quality Improvement Initiative Total 3688 Grant Operations - Health Department 4900 Proposed 2021 Private Grants HEALTH PROJ&PLAN SPEC 3688 Adopted 2020 76 ASSOCIATE CITY PLANNER 65 0.00 1.00 1.00 HEALTH PROJ&PLAN SPEC 76 0.00 1.00 1.00 0.00 2.00 2.00 1.00 2.00 1.00 96.00 82.81 (13.19) Grant Operations - Health Department Total Private Grants Total DEPARTMENT TOTAL Page 178 HEALTH DEPARTMENT EMS Personnel Summary Pay Grade 1000 3665 Proposed 2021 Variance 2020-2021 General Fund Emergency Medical Service EMERGENCY MED CORD 87 0.00 1.00 1.00 EMERGENCY MED CORD ASST 81 8.00 9.00 1.00 EMERGENCY MED TECH PARAMEDIC 75 87.00 84.75 (2.25) EMERGENCY MEDICAL TECHNICIAN 64 50.00 40.50 (9.50) EMT, ADVANCED 66 2.00 0.00 (2.00) PHYSICIAN 116 1.00 0.00 (1.00) PUBLIC HEALTH NURSE 3 84 0.00 1.00 1.00 148.00 136.25 (11.75) 3665 Emergency Medical Service Total 3679 Emergency Medical Service Admin Chief of EMS 107 1.00 1.00 0.00 EMERGENCY MED CORD 87 1.00 0.00 (1.00) EMERGENCY MED CORD ASST 81 1.00 0.00 (1.00) EMERGENCY MED TECH PARAMEDIC 75 1.00 0.25 (0.75) EMERGENCY MEDICAL TECHNICIAN 64 0.00 0.75 0.75 EMT, ADVANCED 66 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST I 75 0.00 1.00 1.00 Medical Director 116 1.00 1.00 0.00 PHYSICIAN 116 0.00 0.25 0.25 PUBLIC HEALTH NURSE 3 84 1.00 0.00 (1.00) 6.00 5.25 (0.75) 1.00 1.00 0.00 1.00 1.00 0.00 3679 Emergency Medical Service Admin Total 3690 Emergency Medical Service Call Center EMERGENCY MED CORD ASST 3690 Adopted 2020 81 Emergency Medical Service Call Center Total Page 179 HEALTH DEPARTMENT EMS Personnel Summary Pay Grade 3691 Variance 2020-2021 EMERGENCY MED CORD 87 1.00 1.00 0.00 EMERGENCY MED CORD ASST 81 2.00 1.00 (1.00) EMERGENCY MED TECH PARAMEDIC 75 1.00 2.00 1.00 EMT, ADVANCED 66 1.00 0.00 (1.00) 5.00 4.00 (1.00) Emergency Medical Service Train Ed Total 3696 Emergency Medical Service Logi 1000 Proposed 2021 Emergency Medical Service Train Ed 3691 3696 Adopted 2020 EMERGENCY MED CORD 87 1.00 1.00 0.00 EMERGENCY MED TECH PARAMEDIC 75 1.00 2.00 1.00 EMERGENCY MEDICAL TECHNICIAN 64 1.00 1.00 0.00 EMT, ADVANCED 66 1.00 0.00 (1.00) 4.00 4.00 0.00 164.00 150.50 (13.50) 164.00 150.50 (13.50) Emergency Medical Service Logi Total General Fund Total DEPARTMENT TOTAL Page 180 HUMAN SERVICES Youth Services Personnel Summary Pay Grade 1000 3801 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Director's Office - Human Services DIRECTOR OF HUMAN SERVICES 100 0.00 1.00 1.00 DIRECTOR OF HUMAN SERVICES 76 1.00 0.00 (1.00) 1.00 1.00 0.00 3801 Director's Office - Human Services Total 3810 Management Services ACCOUNTANT III 76 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 0.50 (0.50) MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) 3.00 1.50 (1.50) 3810 Management Services Total 3873 Youth Study Residential Life Executive Secretary 67 1.00 1.00 0.00 GROUNDS PATROL OFFICER 58 0.00 7.00 7.00 JJC Residential Life Supt, Ass 69 0.00 1.00 1.00 Juv Reentr 63 0.00 3.00 3.00 Juvenile Detention Coun III 60 10.00 6.00 (4.00) Juvenile Detention Counselor I 55 10.00 9.00 (1.00) Juvenile Detention CounselorII 58 10.00 8.00 (2.00) Juvenile Detention Supervisor 63 7.00 7.00 0.00 JUVENILE JUSTICE CENTER SUPPORTIVE SERVICES SUPERINTENDENT 87 0.00 1.00 1.00 MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 0.00 1.00 1.00 MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 5.00 2.00 (3.00) Page 181 HUMAN SERVICES Youth Services Personnel Summary Pay Grade Variance 2020-2021 69 1.00 1.00 0.00 SECURITY SYSTEMS MANAGER 65 0.00 1.00 1.00 Social Services Worker I 63 1.00 3.00 2.00 SOCIAL SERVICES WORKER II 65 0.00 1.00 1.00 SOCIAL SERVICES WORKER III 68 4.00 3.00 (1.00) Undefined 68 1.00 0.00 (1.00) Undefined 69 0.00 1.00 1.00 54.00 58.00 4.00 Youth Study Residential Life Total 3875 Youth Study Dietary Services FOOD SERVICES WORKER 41 3.00 3.00 0.00 Institutional Food Srv Supv 50 1.00 1.00 0.00 SR FOOD SERVICES WORKER 44 1.00 1.00 0.00 5.00 5.00 0.00 3875 Youth Study Dietary Services Total 3878 Maintenance 1000 Proposed 2021 SECURITY MANAGER 3873 3878 Adopted 2020 JJC Maint Superv 82 0.00 1.00 1.00 LABORER 41 4.00 4.00 0.00 MAINTENANCE ENGINEER 69 1.00 1.00 0.00 PLANT ATTENDANT 42 3.00 3.00 0.00 PLANT ENGINEER 79 1.00 1.00 0.00 9.00 10.00 1.00 72.00 75.50 3.50 72.00 75.50 3.50 Maintenance Total General Fund Total DEPARTMENT TOTAL Page 182 FINANCE Finance Director's Office Personnel Summary Pay Grade 1000 4001 1000 Proposed 2021 Variance 2020-2021 General Fund Director's Office CITY ECONOMIST 96 1.00 0.00 (1.00) DEP DIRECTOR FINANCE 103 1.00 1.00 0.00 DIRECTOR OF FINANCE 109 1.00 1.00 0.00 Executive Secretary 67 1.00 0.00 (1.00) FINANCIAL SYSTEMS ADMINISTRATOR 92 1.00 0.00 (1.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 1.00 0.00 MANAGEMENT SERVICES ADMIN 88 1.00 1.00 0.00 EX6 1.00 1.00 0.00 8.00 5.00 (3.00) 8.00 5.00 (3.00) 8.00 5.00 (3.00) SECRETARY FINANCE 4001 Adopted 2020 Director's Office Total General Fund Total DEPARTMENT TOTAL Page 183 FINANCE Bureau of Accounting Personnel Summary Pay Grade 1000 4011 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Accounting Administration COMPTROLLER 100 1.00 1.00 0.00 COMPTROLLER ASST 96 2.00 1.00 (1.00) HRIS Coordinator 84 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 0.00 1.00 1.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 1.00 0.00 5.00 5.00 0.00 4011 Accounting Administration Total 4016 General Fund Accounting ACCOUNTANT I 72 4.00 4.00 0.00 ACCOUNTANT II 74 2.00 2.00 0.00 ACCOUNTANT III 76 4.00 3.49 (0.51) CHIEF ACCOUNTANT 88 1.00 0.00 (1.00) PRINCIPAL ACCOUNTANT 78 4.00 4.00 0.00 15.00 13.49 (1.51) 4016 General Fund Accounting Total 4019 Accounts Payable ACCOUNTS PAYABLE SUPERVISOR 57 1.00 1.00 0.00 FINANCIAL SERVICES AGENT 51 1.00 1.00 0.00 OFFICE ASSISTANT I 44 1.00 1.00 0.00 3.00 3.00 0.00 4019 Accounts Payable Total 4026 Payroll ASSISTANT PAYROLL SUPERVISOR 69 1.00 0.00 (1.00) PAYROLL SUPERVISOR 83 2.00 2.00 0.00 Page 184 FINANCE Bureau of Accounting Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 Payroll Total 4.00 3.00 (1.00) 1000 General Fund Total 27.00 24.49 (2.51) 5104 Capital Improvemt and Infrastructure 3.00 1.00 (2.00) 3.00 1.00 (2.00) 3.00 1.00 (2.00) 30.00 25.49 (4.51) SR OFFICE SUPPORT SPECIALIST 4026 4011 56 Accounting Administration ACCOUNTANT I 4011 5104 72 Accounting Administration Total Capital Improvemt and Infrastructure Total DEPARTMENT TOTAL Page 185 FINANCE Bureau of Revenue Personnel Summary Pay Grade 1000 4031 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Revenue FINANCE OPERATIONS MANAGER 88 1.00 1.00 0.00 REVENUE COLLECTION SUPERVISOR 88 1.00 1.00 0.00 REVENUE COLLECTOR 100 1.00 1.00 0.00 REVENUE COLLECTOR ASST 96 3.00 3.00 0.00 6.00 6.00 0.00 4031 Revenue Total 4032 Fiscal Records AUDITOR 74 3.00 3.00 0.00 AUDITOR ASST 72 8.00 7.00 (1.00) MANAGEMENT DEV ANALYST II 69 6.00 6.00 0.00 MANAGEMENT DEV ANALYT I 62 7.00 6.00 (1.00) PRINCIPAL AUDITOR 78 1.00 1.00 0.00 REVENUE COLLECTION SUPERVISOR 88 1.00 1.00 0.00 SENIOR AUDITOR 76 3.00 3.00 0.00 SR REVENUE FIELD AGENT 69 4.00 4.00 0.00 TAX COLLECTION SPECIALIST II 61 2.00 2.00 0.00 35.00 33.00 (2.00) 4032 Fiscal Records Total 4033 Fiscal Records OFFICE ASSISTANT I 44 1.00 1.00 0.00 OFFICE ASSISTANT II 46 1.00 1.00 0.00 OFFICE ASSISTANT III 48 2.00 2.00 0.00 OFFICE ASSISTANT, TRAINEE 40 4.00 2.98 (1.02) REVENUE COLLECTION SUPERVISOR 88 3.00 3.00 0.00 TAX COLLECTION SPECIALIST I 57 3.00 3.00 0.00 TAX COLLECTION SPECIALIST II 61 3.00 3.00 0.00 Page 186 FINANCE Bureau of Revenue Personnel Summary Pay Grade TAX COLLECTION SUPERVISOR 4033 1000 65 Fiscal Records Total General Fund Total DEPARTMENT TOTAL Page 187 Adopted 2020 Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 18.00 16.98 (1.02) 59.00 55.98 (3.02) 59.00 55.98 (3.02) FINANCE Bureau of Treasury Personnel Summary Pay Grade 1000 4041 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Treasury ACCOUNTANT I 72 2.00 2.00 0.00 ACCOUNTANT II 74 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 1.00 0.00 OFFICE ASSISTANT I 44 1.00 1.00 0.00 REVENUE COLLECTION SUPERVISOR 88 2.00 2.00 0.00 TAX COLLECTION SPECIALIST I 57 2.00 2.00 0.00 TREASURY BUREAU CHIEF 100 1.00 1.00 0.00 TREASURY BUREAU CHIEF ASST 96 3.00 1.00 (2.00) 13.00 11.00 (2.00) 4041 Treasury Total 4042 Cashiers OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 REVENUE COLLECTION SUPERVISOR 88 1.00 1.00 0.00 TAX COLLECTION SPECIALIST I 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 FINANCE OPERATIONS MANAGER 88 1.00 1.00 0.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 TAX COLLECTION SPECIALIST II 61 2.00 2.00 0.00 5.00 5.00 0.00 1.00 1.00 0.00 4043 Ad Valorem Taxes Total 4044 Receipts and Disbursements ACCOUNTANT II 74 Page 188 FINANCE Bureau of Treasury Personnel Summary Pay Grade Variance 2020-2021 76 1.00 1.00 0.00 CHIEF ACCOUNTANT 88 1.00 1.00 0.00 3.00 3.00 0.00 Receipts and Disbursements Total 4045 TA Research MANAGEMENT DEV ANALYST II 69 1.00 1.00 0.00 TAX COLLECTION SPECIALIST I 57 1.00 1.00 0.00 TAX COLLECTION SUPERVISOR 65 1.00 1.00 0.00 3.00 3.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 30.00 28.00 (2.00) 30.00 28.00 (2.00) 4045 TA Research Total 4046 Brake Tag and Sanitation TAX COLLECTION SPECIALIST II 1000 Proposed 2021 ACCOUNTANT III 4044 4046 Adopted 2020 61 Brake Tag and Sanitation Total General Fund Total DEPARTMENT TOTAL Page 189 FINANCE Bureau of Purchasing Personnel Summary Pay Grade 1000 4051 4051 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Purchasing BUYER 3 71 3.00 1.49 (1.51) MANAGEMENT DEV ANALYT I 62 4.00 5.00 1.00 OFFICE ASSISTANT II 46 1.00 0.00 (1.00) PURCHASING ADMINISTRATOR, ASST 96 1.00 1.00 0.00 PURCHASING AGENT ASST 75 1.00 1.00 0.00 10.00 8.49 (1.51) 10.00 8.49 (1.51) 10.00 8.49 (1.51) Purchasing Total General Fund Total DEPARTMENT TOTAL Page 190 FINANCE Bureau of Retirement Personnel Summary Pay Grade 1000 4081 4081 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Employees Retirement System ACCOUNTANT III 76 3.00 2.50 (0.50) Admin Sup Sup IV 69 1.00 0.00 (1.00) CHIEF ACCOUNTANT 88 1.00 1.00 0.00 JUNIOR ACCOUNTANT 56 0.00 1.00 1.00 MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 1.00 0.00 (1.00) MGR RETIREMENT SYSTEM 100 1.00 1.00 0.00 7.00 6.50 (0.50) 7.00 6.50 (0.50) 7.00 6.50 (0.50) Employees Retirement System Total General Fund Total DEPARTMENT TOTAL Page 191 PROPERTY MANAGEMENT Property Management Personnel Summary Pay Grade 1000 4511 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Property Management Directors Office Admin Sup Sup IV 69 1.00 0.00 (1.00) BUDGET COORDINATOR 86 1.00 1.00 0.00 Cost Estimator Specialist 75 0.00 1.00 1.00 DEP DIRECTOR PROP MGT 97 1.00 1.00 0.00 DIRECTOR OF PROPERTY MGT 103 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 1.00 2.00 1.00 MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST I 75 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 1.00 0.00 (1.00) OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 0.00 (1.00) OFFICE ASSISTANT III 48 1.00 1.00 0.00 Principal Office Support Spec 59 2.00 3.00 1.00 58X 1.00 1.00 0.00 12.00 13.00 1.00 SECRETARY PROP MGT 4511 Property Management Directors Office Total 4512 V.A. Building MAINTENANCE ENGINEER 69 6.00 4.00 (2.00) MANAGEMENT DEV ANALYST II 69 2.00 0.00 (2.00) 8.00 4.00 (4.00) 4512 V.A. Building Total 4527 Public Building Maintenance BUILDINGS MAINTENANCE MGR 90 1.00 1.00 0.00 BUILDINGS REPAIR SUPERVISOR 73 1.00 1.00 0.00 CARPENTER 60 1.00 1.00 0.00 ELECTRICIAN - ASSISTANT 62 1.00 0.00 (1.00) Page 192 PROPERTY MANAGEMENT Property Management Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 ELECTRICIAN-JOURNEYMAN 66 0.00 1.00 1.00 LABORER 41 10.00 6.00 (4.00) MAINT WORKER 46 2.00 2.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 OFFICE ASSISTANT II 46 1.00 1.00 0.00 OFFICE ASSISTANT III 48 1.00 0.00 (1.00) OFFICE SUPPORT SPECIALIST 54 0.00 1.00 1.00 PAINTER 58 1.00 1.00 0.00 PLANNER & ESTIMATOR 1 52 1.00 0.00 (1.00) PUBLIC BUILDINGS ADMIN 90 1.00 1.00 0.00 PUBLIC WORKS MNTC SUPER 77 2.00 0.00 (2.00) PUBLIC WORKS SUPERVISOR 1 60 0.00 1.00 1.00 SENIOR PLUMBER 73 2.00 2.00 0.00 SENIOR WELDER 64 0.00 1.00 1.00 SHEET METAL WORKER 58 1.00 1.00 0.00 WELDER 62 1.00 0.00 (1.00) 28.00 22.00 (6.00) 4527 Public Building Maintenance Total 4542 Mechanical Engine Room BUILDINGS MAINTENANCE MGR 90 1.00 1.00 0.00 Cost Estimator Specialist 75 3.00 1.00 (2.00) MAINTENANCE ENGINEER 69 13.00 15.00 2.00 PLANT ENGINEER 79 4.00 4.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 0.00 (1.00) 22.00 21.00 (1.00) 1.00 0.00 (1.00) 4542 Mechanical Engine Room Total 4550 Gallier Hall MAINTENANCE ENGINEER 69 Page 193 PROPERTY MANAGEMENT Property Management Personnel Summary Pay Grade Variance 2020-2021 75 0.00 1.00 1.00 OFFICE ASSISTANT II 46 0.00 1.00 1.00 OFFICE ASSISTANT IV 50 1.00 0.00 (1.00) 2.00 2.00 0.00 Gallier Hall Total 4555 Multi-purpose Centers LABORER 41 0.00 1.00 1.00 MAINTENANCE ENGINEER 69 4.00 5.00 1.00 PUBLIC WORKS SUPERVISOR 4 73 0.00 1.00 1.00 4.00 7.00 3.00 4555 Multi-purpose Centers Total 4560 Cemeteries BUILDING SERVICES WORKER 42 1.00 1.00 0.00 GROUNDSKEEPER 2 45 0.00 1.00 1.00 LABORER 41 0.00 2.00 2.00 MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 1.00 5.00 4.00 4560 Cemeteries Total 4576 Relty Records 1000 Proposed 2021 MANAGEMENT DEV SPECIALIST I 4550 4576 Adopted 2020 MANAGEMENT DEV ANALYST II 69 1.00 2.00 1.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 3.00 0.00 (3.00) OFFICE SUPPORT SPECIALIST 54 1.00 0.00 (1.00) REAL ESTATE ADMINISTRATOR 86 1.00 1.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 1.00 0.00 TITLE ABSTRACTOR I 48 1.00 0.00 (1.00) 9.00 5.00 (4.00) 86.00 79.00 (7.00) Relty Records Total General Fund Total Page 194 DEPARTMENT TOTAL 86.00 79.00 (7.00) Page 195 CIVIL SERVICE Civil Service Personnel Summary Pay Grade 1000 4801 4801 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Civil Service Director's Office DEPUTY PERSONNEL DIRECTOR 99 1.00 1.00 0.00 Executive Counsel, CSC 109 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 3.00 1.00 (2.00) MANAGEMENT DEV ANALYT I 62 3.00 2.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 4.00 4.00 0.00 MANAGEMENT DEV SPECIALIST II 77 4.00 5.00 1.00 MANAGEMENT SERVICES SPECIALIST 78 3.00 2.00 (1.00) OFFICE ASSISTANT II 46 1.00 1.00 0.00 OFFICE ASSISTANT III 48 0.00 1.00 1.00 OFFICE ASSISTANT, TRAINEE 40 1.00 0.00 (1.00) PERSONNEL ADMINISTRATOR 90 4.00 3.00 (1.00) PERSONNEL ADMINISTRATOR, ASST. 84 3.00 3.00 0.00 PERSONNEL DIRECTOR 106 1.00 1.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 0.00 1.00 1.00 SR PSYCHOMETRICIAN 73 1.00 0.00 (1.00) Undefined 55 1.00 0.00 (1.00) 31.00 26.00 (5.00) 31.00 26.00 (5.00) 31.00 26.00 (5.00) Civil Service Director's Office Total General Fund Total DEPARTMENT TOTAL Page 196 PUBLIC WORKS Parking Personnel Summary Pay Grade 1000 5001 Proposed 2021 Variance 2020-2021 General Fund Public Works Director's Office ACCOUNTANT III 76 1.00 0.00 (1.00) Adm Sup Sp 87 0.00 1.00 1.00 CHIEF ACCOUNTANT 88 0.00 1.00 1.00 DIRECTOR OF PUBLIC WORKS 103 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 2.00 0.00 (2.00) MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 MANAGEMENT DEV SUPERVISOR I 80 1.00 1.00 0.00 MANAGEMENT SERVICES ADMIN 88 1.00 1.00 0.00 OFFICE ASSISTANT I 44 0.00 1.00 1.00 OFFICE ASSISTANT II 46 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 1.00 0.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 66 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 0.00 1.00 1.00 12.00 9.00 (3.00) 5001 Public Works Director's Office Total 5002 Parking Adjudication 5002 Adopted 2020 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST II 77 1.00 0.00 (1.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 1.00 0.00 OFFICE ASSISTANT II 46 1.00 2.00 1.00 OFFICE ASSISTANT III 48 1.00 1.00 0.00 Principal Office Support Spec 59 2.00 2.00 0.00 7.00 7.00 0.00 Parking Adjudication Total Page 197 PUBLIC WORKS Parking Personnel Summary Pay Grade 5005 Adopted 2020 Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 1.00 1.00 0.00 Street Light Maintenance PW Construction Manager II 5005 Street Light Maintenance Total 5051 Engineering and Planning 79 ENGINEER INTERN I 79 0.00 2.00 2.00 ENGINEERING DIVISION MANAGER 102 1.00 1.00 0.00 PRINCIPAL ENGINEER 96 1.00 1.49 0.49 SENIOR ENGINEER 92 0.00 1.00 1.00 Undefined 90 1.00 0.00 (1.00) 3.00 5.49 2.49 5051 Engineering and Planning Total 5110 Right of Way Management EQUIPMENT & SERS DISPATCHER 46 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 PUBLIC WORKS MNTC SUPER 77 1.00 1.00 0.00 3.00 4.00 1.00 5110 Right of Way Management Total 5112 Dedicated Millage Construction Inspector II 66 4.00 3.00 (1.00) Construction Inspector Supv 72 1.00 1.00 0.00 EQUIPMENT & SERS DISPATCHER 46 1.00 0.00 (1.00) EQUIPMENT OPERATOR 2 52 2.00 4.00 2.00 EQUIPMENT OPERATOR 3 58 8.00 6.00 (2.00) LABORER 41 6.00 4.00 (2.00) MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) PUBLIC WORKS MNTC WORKER I 44 10.00 3.00 (7.00) Page 198 PUBLIC WORKS Parking Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 PUBLIC WORKS MTNC WORKER II 48 0.00 3.00 3.00 STOREKEEPER 44 1.00 0.00 (1.00) 34.00 24.00 (10.00) 5112 Dedicated Millage Total 5130 Field Operations Staff EQUIPMENT OPERATOR 2 52 1.00 1.00 0.00 EQUIPMENT OPERATOR 3 58 0.00 1.00 1.00 LABORER 41 10.00 8.00 (2.00) PUBLIC WORKS MNTC WORKER I 44 1.00 2.00 1.00 PUBLIC WORKS MTNC WORKER II 48 0.00 3.00 3.00 PUBLIC WORKS SUPERVISOR 1 60 2.00 2.00 0.00 PUBLIC WORKS SUPERVISOR 3 69 2.00 1.00 (1.00) PUBLIC WORKS SUPERVISOR 4 73 0.00 1.00 1.00 16.00 19.00 3.00 5130 Field Operations Staff Total 5251 Traffic Management ENGINEER INTERN I 79 0.00 1.00 1.00 ENGINEER INTERN II 81 3.00 1.00 (2.00) ENGINEERING TECHNICIAN 63 0.00 1.00 1.00 LABORER 41 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 PRINCIPAL ENGINEER 96 1.00 0.00 (1.00) SENIOR PRINCIPAL ENGINEER 98 1.00 1.00 0.00 TRAFFIC SIGN TECH 43 1.00 0.00 (1.00) Undefined 90 0.00 1.00 1.00 8.00 6.00 (2.00) 6.00 4.00 (2.00) 5251 Traffic Management Total 5252 Traffic Sign Shop LABORER 41 Page 199 PUBLIC WORKS Parking Personnel Summary Pay Grade Proposed 2021 Variance 2020-2021 SENIOR SIGN FABRICATOR 65 1.00 1.00 0.00 SIGN FABRICATOR 58 1.00 1.00 0.00 TRAFFIC SIGN SUPV 56 1.00 1.00 0.00 TRAFFIC SIGN TECH 43 1.00 3.00 2.00 WORKSHOP SUPERVISOR 68 1.00 1.00 0.00 11.00 11.00 0.00 5252 Traffic Sign Shop Total 5253 Signal Shop LABORER 41 2.00 1.00 (1.00) TRAFFIC SIGNAL SPECIALIST 73 2.00 1.00 (1.00) TRAFFIC SIGNAL TECHNICIAN 1 61 3.00 1.00 (2.00) TRAFFIC SIGNAL TECHNICIAN 2 63 2.00 2.00 0.00 TRAFFIC SIGNAL TECHNICIAN III 65 0.00 1.00 1.00 9.00 6.00 (3.00) 5253 Signal Shop Total 5356 Ticket Writing Section 5356 Adopted 2020 Asst Parking Administrator 76 1.00 1.00 0.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 PARKING ADMIN 80 1.00 1.00 0.00 PARKING DIVISION MANAGER 71 1.00 1.00 0.00 PARKING ENF FIELD SUPV 59 8.00 8.00 0.00 Parking Enf Section Supv 63 3.00 3.00 0.00 PARKING ENFORCEMENT OFFICER I 46 27.00 23.00 (4.00) Parking Enforcement Officer II 49 17.00 14.00 (3.00) Parking Enforcement Officer IV 54 7.00 7.00 0.00 Parking Enforcement OfficerIII 52 9.00 7.00 (2.00) Parking Enforcement Squad Lead 56 11.00 11.00 0.00 86.00 77.00 (9.00) Ticket Writing Section Total Page 200 PUBLIC WORKS Parking Personnel Summary Pay Grade 5358 5358 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 Towing and Impoundment PARKING DIVISION MANAGER 71 1.00 1.00 0.00 Parking Enf Section Supv 63 2.00 1.00 (1.00) Tow Truck Operator I 50 14.00 14.00 0.00 Tow Truck Operator II 52 1.00 2.00 1.00 Tow Truck Operator III 57 6.00 5.00 (1.00) Tow Truck Operator IV -Lead 58 1.00 1.00 0.00 Tow Truck Operator Supervisor 59 5.00 5.00 0.00 30.00 29.00 (1.00) 220.00 198.49 (21.51) 220.00 198.49 (21.51) Towing and Impoundment Total General Fund Total DEPARTMENT TOTAL Page 201 PARKS AND PARKWAYS Administration - Parks and Parkways Personnel Summary Pay Grade 1000 6201 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Superintendent's Office DIRECTOR OF PARKS & PARKWAYS 100 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 1.00 1.00 0.00 Principal Office Support Spec 59 1.00 1.00 0.00 TRAFFIC/MUNICIPAL ATTORNEY 85 0.00 1.00 1.00 3.00 4.00 1.00 6201 Superintendent's Office Total 6210 Planning and Design LANDSCAPE ARCHITECT 79 2.00 2.00 0.00 LANDSCAPE ARCHITECT INTERN 65 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 SR CITY PLANNER 76 1.00 1.00 0.00 5.00 4.00 (1.00) 6210 Planning and Design Total 6221 Parkways Administration BUDGET COORDINATOR 86 1.00 1.00 0.00 PERSONNEL DIVISION CHIEF 86 1.00 1.00 0.00 Principal Office Support Spec 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 Parkways Administration Total 6222 Building Maintenance SENIOR MAINTENANCE WELDER 6222 Building Maintenance Total 6224 Grass Cutting 69 GARDENER 2 44 0.00 1.00 1.00 GROUNDSKEEPER 3 50 3.00 4.00 1.00 LABORER 41 3.00 11.00 8.00 OFFICE ASSISTANT, TRAINEE 40 0.00 1.00 1.00 Page 202 PARKS AND PARKWAYS Administration - Parks and Parkways Personnel Summary Pay Grade PARKWAYS MAINTENANCE SUPV 1 6224 Grass Cutting Total 6231 Operations Administration Proposed 2021 Variance 2020-2021 1.00 1.00 0.00 7.00 18.00 11.00 Admin Sup Sup IV 69 1.00 1.00 0.00 MANAGEMENT SERVICES ADMIN 88 1.00 1.00 0.00 PARKWAYS MAINTENANCE SUPV 4 69 1.00 1.00 0.00 Principal Office Support Spec 59 1.00 0.49 (0.51) PRKWYS MAINTENANCE SECT MGR 80 5.00 5.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 0.49 (0.51) 10.00 8.98 (1.02) 6231 Operations Administration Total 6232 Nursery and 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 and Park Security Total 6242 Tree Maintenance 6242 52 Adopted 2020 EQUIPMENT OPERATOR 2 52 2.00 1.00 (1.00) EQUIPMENT OPERATOR 3 58 1.00 0.00 (1.00) EQUIPMENT OPERATOR 4 62 0.00 1.00 1.00 LABORER 41 2.00 3.00 1.00 PARKWAYS MAINTENANCE SUPV 1 52 1.00 1.00 0.00 PARKWAYS MAINTENANCE SUPV 3 60 2.00 1.00 (1.00) PARKWAYS MAINTENANCE SUPV 4 69 2.00 2.00 0.00 PRKWYS MAINTENANCE SECT MGR 80 1.00 1.00 0.00 11.00 10.00 (1.00) Tree Maintenance Total Page 203 PARKS AND PARKWAYS Administration - Parks and Parkways Personnel Summary Pay Grade 6243 Adopted 2020 Proposed 2021 Variance 2020-2021 Grounds Maintenance AUTOMOTIVE MECHANIC 2 58 0.00 1.00 1.00 AUTOMOTIVE MECHANIC 3 66 2.00 0.49 (1.51) EQUIPMENT OPERATOR 2 52 1.00 0.00 (1.00) EQUIPMENT OPERATOR 3 52 0.00 1.00 1.00 EQUIPMENT OPERATOR 3 58 3.00 3.00 0.00 EQUIPMENT OPERATOR 4 62 1.00 1.00 0.00 GARDENER 2 44 1.00 2.00 1.00 GROUNDS PATROL OFFICER 58 1.00 1.00 0.00 GROUNDSKEEPER 2 45 3.00 3.00 0.00 GROUNDSKEEPER 3 50 17.00 16.00 (1.00) LABORER 41 41.00 31.00 (10.00) PARKWAYS MAINTENANCE SUPV 1 50 0.00 1.00 1.00 PARKWAYS MAINTENANCE SUPV 1 52 3.00 2.20 (0.80) PARKWAYS MAINTENANCE SUPV 2 54 2.00 1.49 (0.51) PARKWAYS MAINTENANCE SUPV 3 60 2.00 2.00 0.00 PARKWAYS MAINTENANCE SUPV 4 69 4.00 5.00 1.00 81.00 71.18 (9.82) 6243 Grounds Maintenance Total 6250 Golf Courses GROUNDSKEEPER 3 50 1.00 0.00 (1.00) LABORER 41 0.00 1.00 1.00 1.00 1.00 0.00 6250 Golf Courses Total 6251 Joe Bartholomew Golf Course GROUNDSKEEPER 2 45 1.00 1.00 0.00 GROUNDSKEEPER 3 41 0.00 1.00 1.00 GROUNDSKEEPER 3 50 2.00 2.00 0.00 Page 204 PARKS AND PARKWAYS Administration - Parks and Parkways Personnel Summary Pay Grade Proposed 2021 Variance 2020-2021 LABORER 41 3.00 2.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 OFFICE ASSISTANT II 46 2.00 1.71 (0.29) OFFICE ASSISTANT III 48 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 5.00 2.86 (2.14) 15.00 12.57 (2.43) 6251 Joe Bartholomew Golf Course Total 6252 Golf Course Brechtel Park LABORER 41 1.00 1.00 0.00 PARKWAYS MAINTENANCE SUPV 3 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 6255 Armstrong Park Total 6261 Nursery and Greenhouse 41 GROUNDSKEEPER 2 45 1.00 0.00 (1.00) GROUNDSKEEPER 3 50 1.00 1.00 0.00 LABORER 41 1.00 2.00 1.00 PARKWAYS MAINTENANCE SUPV 4 69 1.00 1.00 0.00 4.00 4.00 0.00 6261 Nursery and Greenhouse Total 6263 Heavy Equipment 6263 Adopted 2020 EQUIPMENT OPERATOR 3 58 1.00 0.00 (1.00) EQUIPMENT OPERATOR 4 62 0.00 1.00 1.00 GROUNDSKEEPER 3 50 2.00 2.00 0.00 PARKWAYS MAINTENANCE SUPV 2 54 1.00 1.00 0.00 PARKWAYS MAINTENANCE SUPV 3 60 1.00 1.00 0.00 5.00 5.00 0.00 Heavy Equipment Total Page 205 PARKS AND PARKWAYS Administration - Parks and Parkways Personnel Summary Pay Grade 6280 General Fund Total 1143 Joe Bartholomew Golf Course 1.00 1.00 0.00 1.00 1.00 0.00 154.00 150.73 (3.27) DEPUTY DIR PARKS AND PARKWAYS 70 0.00 1.00 1.00 PARKWAYS MAINTENANCE SUPV 4 69 0.00 1.00 1.00 0.00 2.00 2.00 Superintendent's Office Total 6251 Joe Bartholomew Golf Course 1143 Variance 2020-2021 Superintendent's Office 6201 6251 54 Chef Highway Project Total 1000 6201 Proposed 2021 Chef Highway Project PARKWAYS MAINTENANCE SUPV 2 6280 Adopted 2020 DEPUTY DIR PARKS AND PARKWAYS 70 1.00 0.00 (1.00) PARKWAYS MAINTENANCE SUPV 4 69 1.00 0.00 (1.00) 2.00 0.00 (2.00) 2.00 2.00 0.00 156.00 152.73 (3.27) Joe Bartholomew Golf Course Total Joe Bartholomew Golf Course Total DEPARTMENT TOTAL Page 206 LIBRARY Library Personnel Summary Pay Grade 1190 6301 Adopted 2020 Proposed 2021 Variance 2020-2021 Library Library Administration Admin Sup Sup IV 69 1.00 1.00 0.00 BUDGET COORDINATOR 86 1.00 1.00 0.00 BUILDINGS MAINTENANCE MGR 90 1.00 1.00 0.00 BUILDINGS REPAIR SUPERVISOR 73 1.00 1.00 0.00 CITY LIBRARIAN 103 0.00 1.00 1.00 EQUIPMENT OPERATOR 1 50 1.00 1.00 0.00 EQUIPMENT OPERATOR 2 52 1.00 1.00 0.00 INFORMATION TECH MANAGER 93 1.00 1.00 0.00 INFORMATION TECH SPEC I 67 2.00 2.00 0.00 INFORMATION TECH SPEC II 77 1.00 0.00 (1.00) INFORMATION TECH SPEC III 86 1.00 1.00 0.00 LABORER 41 21.00 19.00 (2.00) LIBRARIAN 1 64 8.00 10.00 2.00 LIBRARIAN 2 71 27.00 31.00 4.00 LIBRARIAN 3 77 11.00 11.00 0.00 LIBRARY ASSOCIATE 1 55 29.00 21.00 (8.00) LIBRARY ASSOCIATE 2 60 54.00 54.31 0.31 LIBRARY ASSOCIATE 3 64 10.00 11.00 1.00 LIBRARY ASSOCIATE 4 68 1.00 1.00 0.00 LIBRARY BRANCH MANAGER I 75 8.00 7.00 (1.00) LIBRARY PAGE 40 9.00 3.27 (5.73) Library Regional Branch MGR 84 6.00 5.00 (1.00) MAINTENANCE ENGINEER 69 3.00 3.00 0.00 MANAGEMENT DEV ANALYST II 69 3.00 2.00 (1.00) Page 207 LIBRARY Library Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 MANAGEMENT DEV ANALYT I 62 1.00 3.00 2.00 MANAGEMENT DEV SPECIALIST I 75 0.00 1.00 1.00 MARKETINING DEVELOPMENT COORD 81 1.00 1.00 0.00 OFFICE ASSISTANT I 44 3.00 1.00 (2.00) OFFICE ASSISTANT II 46 9.00 9.00 0.00 OFFICE ASSISTANT III 48 2.00 2.49 0.49 OFFICE ASSISTANT IV 50 5.00 2.49 (2.51) OFFICE ASSISTANT, TRAINEE 40 3.00 4.69 1.69 OFFICE SUPPORT SPECIALIST 54 2.00 3.00 1.00 PAINTER 58 1.00 1.00 0.00 PERSONNEL DIVISION CHIEF 86 1.00 1.00 0.00 PLANT ENGINEER 79 1.00 1.00 0.00 SECURITY MANAGER 69 1.00 1.00 0.00 SR MAINT WORKER 48 1.00 1.00 0.00 SR OFFICE SUPPORT SPECIALIST 56 1.00 1.00 0.00 U0012 - Undefined 97 1.00 0.00 (1.00) 234.00 223.25 (10.75) Library Total 234.00 223.25 (10.75) DEPARTMENT TOTAL 234.00 223.25 (10.75) 6301 1190 Library Administration Total Page 208 HISTORIC DIST. LANDMARKS COMM. Historic District Landmarks Commission - Culture and Rec Personnel Summary Pay Grade 1000 6450 6450 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Historic District Landmarks Commission ARCHITECTURAL HISTORIAN 72 1.00 1.00 0.00 BUILDING INSPECTOR 63 1.00 0.00 (1.00) BUILDING INSPECTOR 2 72 1.00 0.00 (1.00) BUILDING PLAN EXAMINER 68 3.00 3.00 0.00 OFFICE ASSISTANT II 46 1.00 1.00 0.00 PRIN ARCHITECTURAL HISTORIAN 85 1.00 1.00 0.00 SENIOR BUILDING PLAN EXAMINER 72 1.00 1.00 0.00 SR ARCHITECTURAL HISTORIAN 79 1.00 1.00 0.00 URBAN POLICY SPECIALIST 3 61 1.00 1.00 0.00 URBAN POLICY SPECIALIST 4 64 1.00 1.00 0.00 12.00 10.00 (2.00) 12.00 10.00 (2.00) 12.00 10.00 (2.00) Historic District Landmarks Commission Total General Fund Total DEPARTMENT TOTAL Page 209 VIEUX CARRÉ COMMISSION Vieux Carré Commission Personnel Summary Pay Grade 1000 6501 6501 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Vieux Carre Commission ARCHITECTURAL HISTORIAN 72 1.00 0.00 (1.00) BUILDING INSPECTOR 63 2.00 0.00 (2.00) DIR VIEUX CARRE COMMISSION 89 1.00 1.00 0.00 SENIOR BUILDING PLAN EXAMINER 72 2.00 2.00 0.00 SR ARCHITECTURAL HISTORIAN 79 0.00 1.00 1.00 6.00 4.00 (2.00) 6.00 4.00 (2.00) 6.00 4.00 (2.00) Vieux Carre Commission Total General Fund Total DEPARTMENT TOTAL Page 210 CITY PLANNING COMMISSION City Planning Commission Personnel Summary Pay Grade 1000 6701 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Policy Formulation and Admin DIRECTOR OF PLANNING 82 1.00 1.00 0.00 U0010 - Undefined 76 1.00 0.00 (1.00) 2.00 1.00 (1.00) 6701 Policy Formulation and Admin Total 6713 Land Use Regulation OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 2.00 0.00 (2.00) PLANNING ADMINISTRATOR 86 2.00 2.00 0.00 PLANNING ADMINISTRATOR, ASSIST 84 0.00 1.00 1.00 PRINCIPAL CITY PLANNER 81 0.00 1.00 1.00 SR CITY PLANNER 76 4.00 4.00 0.00 9.00 8.00 (1.00) 6713 Land Use Regulation Total 6714 Board of Zoning Adjustments CITY PLANNER 71 2.00 0.00 (2.00) SR CITY PLANNER 76 1.00 0.00 (1.00) 3.00 0.00 (3.00) 6714 Board of Zoning Adjustments Total 6723 Comprehensive Planning CITY PLANNER 71 0.00 1.00 1.00 INFORMATION TECH SPEC II 77 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 PLANNING ADMINISTRATOR 86 1.00 1.00 0.00 PLANNING ADMINISTRATOR, ASSIST 84 1.00 0.00 (1.00) PRINCIPAL CITY PLANNER 81 1.00 2.00 1.00 Page 211 CITY PLANNING COMMISSION City Planning Commission Personnel Summary Pay Grade SR CITY PLANNER 6723 Comprehensive Planning Total 1000 General Fund Total 4401 Louisiana Office of Community Develop 6717 76 4401 Proposed 2021 Variance 2020-2021 6.00 6.00 0.00 11.00 11.00 0.00 25.00 20.00 (5.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 26.00 20.00 (6.00) DCDBG Planners SR CITY PLANNER 6717 Adopted 2020 76 DCDBG Planners Total Louisiana Office of Community Develop Total DEPARTMENT TOTAL Page 212 MOSQUITO CONTROL BOARD Mosquito Control Board Personnel Summary Pay Grade 1000 6850 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Mosquito Control Unit AUTOMOTIVE MECHANIC 3 66 1.00 0.00 (1.00) ENTOMOLOGIST I 81 4.00 3.00 (1.00) MOSQUITO CONTROL DIRECTOR 113 1.00 1.00 0.00 MOSQUITO CTL AVIATION SUPV 88 1.00 1.00 0.00 MOSQUITO TERMITE & RODENT CONTROL, ASSISTANT DIRECTOR 103 0.00 1.00 1.00 MOSQUITO TERMITE & RODENT CONTROL, ASSISTANT DIRECTOR 107 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 PEST CONTOL SPECIALIST III 68 0.00 1.00 1.00 PEST CONTOL SPECIALIST III 70 1.00 1.00 0.00 PEST CONTROL INSPECTOR 2 56 8.00 0.94 (7.06) PEST CONTROL INSPECTOR I 51 3.00 3.00 0.00 PEST CONTROL INSPECTOR III 56 0.00 1.00 1.00 PEST CONTROL INSPECTOR III 58 3.00 1.94 (1.06) PEST CONTROL INSPECTOR IV 58 0.00 0.94 0.94 PEST CONTROL INSPECTOR IV 63 2.00 1.00 (1.00) PEST CONTROL SPECIALIST I 56 0.00 1.00 1.00 PEST CONTROL SPECIALIST I 58 0.00 1.00 1.00 PEST CONTROL SPECIALIST I 63 0.00 2.00 2.00 PEST CONTROL SPECIALIST I 66 3.00 3.00 0.00 PEST CONTROL SPECIALIST II 66 0.00 1.00 1.00 PEST CONTROL SPECIALIST II 68 5.00 2.00 (3.00) PLANT MAINTENANCE SUPERVISOR 65 1.00 0.00 (1.00) PRINCIPAL RESEARCH ENTOMOLOG 103 1.00 0.00 (1.00) RESEARCH ENTOMOLOGIST 88 2.00 2.49 0.49 Page 213 MOSQUITO CONTROL BOARD Mosquito Control Board Personnel Summary Pay Grade 6850 Mosquito Control Unit Total 6865 Vector Management Pest Project PEST CONTOL SPECIALIST III 6865 Vector Management Pest Project Total 1000 General Fund Total 1155 Termite Control 6861 30.31 (7.69) 0.00 0.50 0.50 0.00 0.50 0.50 38.00 30.81 (7.19) 0.00 0.49 0.49 PEST CONTROL INSPECTOR I 51 0.00 1.00 1.00 0.00 1.49 1.49 Vector Management Pest Project ENTOMOLOGIST I 81 2.00 0.00 (2.00) PEST CONTROL INSPECTOR 2 56 0.00 0.88 0.88 PEST CONTROL INSPECTOR I 51 0.00 0.13 0.13 PEST CONTROL SPECIALIST I 66 0.00 1.00 1.00 2.00 2.00 0.00 2.00 3.49 1.49 2.00 0.00 (2.00) 2.00 0.00 (2.00) 2.00 0.00 (2.00) Vector Management Pest Project Total 1155 Termite Control Total 4405 Louisiana Department of Health and Human Services Mosquito Control Unit PEST CONTROL INSPECTOR I 4405 38.00 56 6865 6850 Variance 2020-2021 PEST CONTROL INSPECTOR 2 Das Total 6850 Proposed 2021 Das 6861 6865 70 Adopted 2020 51 Mosquito Control Unit Total Louisiana Department of Health and Human Services Total Page 214 MOSQUITO CONTROL BOARD Mosquito Control Board Personnel Summary Pay Grade 4412 6872 6872 4412 Adopted 2020 Proposed 2021 Variance 2020-2021 Louisiana Military Department Jackson Barracks Project ENTOMOLOGIST I 81 0.00 0.49 0.49 PEST CONTOL SPECIALIST III 70 2.00 0.49 (1.51) PEST CONTROL SPECIALIST I 66 1.00 0.49 (0.51) 3.00 1.47 (1.53) 3.00 1.47 (1.53) 45.00 35.77 (9.23) Jackson Barracks Project Total Louisiana Military Department Total DEPARTMENT TOTAL Page 215 MISC Chief Administrative Office Personnel Summary Pay Grade 1000 7015 Proposed 2021 Variance 2020-2021 General Fund Misc. Office Of Administration EXECUTIVE ASST TO THE MAYOR 83 1.00 1.00 0.00 URBAN POLICY SPECIALIST 3 61 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 70X 1.00 0.75 (0.25) 4.00 1.75 (2.25) 7015 Misc. Office Of Administration Total 7016 Office Of Performance and Accountability URBAN POLICY SPECIALIST 3 61 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 4 84 0.00 1.00 1.00 URBAN POLICY SPECIALIST 5 70 4.00 3.00 (1.00) 5.00 4.00 (1.00) 7016 Office Of Performance and Accountability Total 7030 Service and Innovation Management URBAN POLICY SPECIALIST 4 64 0.00 2.50 2.50 URBAN POLICY SPECIALIST 4 84 0.00 1.00 1.00 URBAN POLICY SPECIALIST 5 70 0.00 2.00 2.00 0.00 5.50 5.50 7030 Service and Innovation Management Total 7031 ITI Administration 7031 Adopted 2020 DEPUTY CHIEF INFO OFFICER 99 1.00 1.00 0.00 EXECUTIVE ASST TO THE MAYOR 83 1.00 1.00 0.00 URBAN POLICY SPECIALIST 3 61 1.00 1.00 0.00 3.00 3.00 0.00 ITI Administration Total Page 216 MISC Chief Administrative Office Personnel Summary Pay Grade 7115 64 Mayor'S Summer Youth Program Total 1000 General Fund Total 4110 Housing And Urban Development 7099 96 Public Works PDU Total 4110 Housing And Urban Development Total 4115 Federal Department of Emergency 7099 Variance 2020-2021 1.00 0.79 (0.21) 1.00 0.79 (0.21) 13.00 15.04 2.04 2.00 0.00 (2.00) 2.00 0.00 (2.00) 2.00 0.00 (2.00) Public Works PDU Project Scheduler 7099 Proposed 2021 Mayor'S Summer Youth Program URBAN POLICY SPECIALIST 4 7115 Adopted 2020 Public Works PDU Administrative and Program Sup 52 1.00 1.00 0.00 Community Outreach Specialist 57 0.00 1.00 1.00 Community Outreach Specialist 67 0.00 1.00 1.00 Community Outreach Specialist 80 6.00 5.00 (1.00) Construction Project Manager 69 0.00 15.00 15.00 Construction Project Manager 74 0.00 1.00 1.00 Construction Project Manager 84 21.00 18.00 (3.00) Construction Project Manager 93 0.00 3.00 3.00 D Prog Adm 104 1.00 1.00 0.00 GIS MANAGER 96 1.00 1.00 0.00 Outreach Manager 88 1.00 1.00 0.00 Program Administrator 106 1.00 1.00 0.00 Page 217 MISC Chief Administrative Office Personnel Summary Pay Grade 7099 4115 Adopted 2020 Proposed 2021 Variance 2020-2021 Program Analyst 60 9.00 8.00 (1.00) Program Analyst 61 0.00 1.00 1.00 Program Analyst 77 0.00 2.00 2.00 Project Manager II 96 2.00 0.00 (2.00) Project Manager Supervisor 101 4.00 4.00 0.00 Senior Project Manager 96 4.00 4.00 0.00 Senior Project Manager GI 108 1.00 2.00 1.00 Undefined 88 2.00 2.00 0.00 UPS V (Proj Mgr Engineer H2O) 84 10.00 0.00 (10.00) 64.00 72.00 8.00 64.00 72.00 8.00 79.00 87.04 8.04 Public Works PDU Total Federal Department of Emergency Total DEPARTMENT TOTAL Page 218 New Orleans Recreation Development Commission MISC Personnel Summary Pay Grade 1000 7001 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund NORD Administration DEP DIRECTOR RECREATION 94 1.00 1.00 0.00 DIRECTOR OF RECREATION 100 1.00 1.00 0.00 Executive Assistant 69 1.00 0.00 (1.00) INFORMATION TECH SPEC II 77 1.00 1.00 0.00 MANAGEMENT DEV ANALYST II 69 0.00 1.00 1.00 MANAGEMENT DEV ANALYT I 62 3.00 3.00 0.00 MANAGEMENT DEV SPECIALIST I 75 2.00 0.00 (2.00) MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 MANAGEMENT SERVICES ADMIN 88 1.00 1.00 0.00 MARKETINING DEVELOPMENT COORD 81 1.00 1.00 0.00 NORDC Public Outreach and CC 84 1.00 1.00 0.00 OFFICE ASSISTANT I 44 3.00 3.00 0.00 OFFICE ASSISTANT, TRAINEE 40 1.00 0.00 (1.00) Principal Office Support Spec 59 1.00 0.49 (0.51) RECREATION ACTIVITIES COORDINATOR 61 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 3 61 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 4 64 2.00 2.00 0.00 22.00 16.49 (5.51) 7001 NORD Administration Total 7002 NORD Special Program OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 REC ADMIN II (SPEC PROGRAMS) 82 1.00 1.00 0.00 RECREATION LEADER ASST 45 1.00 0.00 (1.00) RECREATION LEADER I 50 7.00 3.75 (3.25) RECREATION PROGRAMMING ASST. 58 4.00 2.50 (1.50) Page 219 New Orleans Recreation Development Commission MISC Personnel Summary Pay Grade RECREATION PROGRAMMING MGR II 7002 NORD Special Program Total 7003 NORD Maintenance 77 Adopted 2020 Proposed 2021 Variance 2020-2021 4.00 3.00 (1.00) 18.00 11.25 (6.75) BUILDINGS MAINTENANCE MGR 90 1.00 0.00 (1.00) Cost Estimator Specialist 75 1.00 1.00 0.00 ELECTRICIAN-JOURNEYMAN 66 1.00 1.00 0.00 EQUIPMENT OPERATOR 2 52 2.00 1.00 (1.00) LABORER 41 29.00 23.50 (5.50) MAINT WORKER 46 4.00 3.00 (1.00) OFFICE ASSISTANT III 48 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 PUBLIC WORKS MNTC SPEC 56 1.00 1.00 0.00 PUBLIC WORKS SUPERVISOR 1 60 5.00 6.00 1.00 PUBLIC WORKS SUPERVISOR 2 65 1.00 1.00 0.00 PUBLIC WORKS SUPERVISOR 3 69 2.00 2.00 0.00 SENIOR PLUMBER 73 1.00 1.00 0.00 SR MAINT WORKER 48 2.00 1.00 (1.00) 52.00 42.50 (9.50) 7003 NORD Maintenance Total 7004 NORD Athletics OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 RECREATION ACTIVITIES COORDINATOR 61 1.00 1.00 0.00 RECREATION ADMINISTRATOR II (ATHLETICS DIRECTOR) 82 1.00 0.00 (1.00) RECREATION ATHLETICS MANAGER I 58 3.00 2.25 (0.75) RECREATION ATHLETICS MANAGER II 65 1.00 0.00 (1.00) RECREATION CENTER MANAGER 3 70 1.00 1.00 0.00 Page 220 New Orleans Recreation Development Commission MISC Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 RECREATION COORDINATOR 2 71 0.00 1.00 1.00 RECREATION LEADER ASST 45 2.00 1.50 (0.50) RECREATION LEADER I 50 1.00 0.50 (0.50) RECREATION PROGRAMMING MGR II 77 1.00 1.00 0.00 RECREATION SITE FACILITATOR I 50 29.00 15.75 (13.25) RECREATION SITE FACILITATOR II 55 1.00 0.75 (0.25) 42.00 25.75 (16.25) 7004 NORD Athletics Total 7005 NORD Recreation Centers GROUNDS PATROL OFFICER 58 2.00 2.00 0.00 GROUNDS PATROL SUPERVISOR 60 1.00 1.00 0.00 LABORER 41 20.00 15.00 (5.00) OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 REC ADMIN3 (CENTER DIRECTOR) 88 1.00 1.00 0.00 RECREATION CENTER ASSISTANT I 50 39.00 18.44 (20.56) RECREATION CENTER ASSISTANT I 55 0.00 1.00 1.00 RECREATION CENTER ASSISTANT I 65 0.00 1.00 1.00 RECREATION CENTER ASSISTANT II 55 4.00 4.00 0.00 RECREATION CENTER MANAGER 1 58 13.00 10.00 (3.00) RECREATION CENTER MANAGER 1 65 0.00 1.00 1.00 RECREATION CENTER MANAGER 3 70 3.00 3.00 0.00 84.00 58.44 (25.56) 7005 NORD Recreation Centers Total 7006 NORD Aquatics RECREATION ACTIVITIES COORDINATOR 61 1.00 0.00 (1.00) RECREATION ADMINISTRATOR II (AQUATICS DIRECTOR) 80 1.00 0.00 (1.00) RECREATION AQUATICS MANAGER 65 4.00 5.00 1.00 RECREATION LIFEGUARD I 50 27.00 7.00 (20.00) Page 221 New Orleans Recreation Development Commission MISC Personnel Summary Pay Grade 7006 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 RECREATION LIFEGUARD II 50 0.00 1.00 1.00 RECREATION LIFEGUARD II 55 12.00 13.00 1.00 45.00 26.00 (19.00) 263.00 180.43 (82.57) 263.00 180.43 (82.57) NORD Aquatics Total General Fund Total DEPARTMENT TOTAL Page 222 MISC Risk Management Personnel Summary Pay Grade 1000 7017 7017 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Miscellaneous Risk Mangement CLAIMS ADJUSTOR 59 1.00 0.00 (1.00) CLAIMS ADJUSTOR 63 0.00 1.00 1.00 CLAIMS MANAGER 62 1.00 0.00 (1.00) CLAIMS MANAGER 66 0.00 1.00 1.00 RISK MANAGER 64 1.00 0.00 (1.00) RISK MANAGER 68 0.00 1.00 1.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 Miscellaneous Risk Mangement Total General Fund Total DEPARTMENT TOTAL Page 223 Office of Police Secondary Employment MISC Personnel Summary Pay Grade 1000 7030 7030 U0290 - Undefined 51 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 4 60 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 4 64 3.00 0.00 (3.00) URBAN POLICY SPECIALIST 5 66 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 5 70 1.00 0.00 (1.00) 10.00 0.00 (10.00) 10.00 0.00 (10.00) Service and Innovation Management Total 1145 Office of Police Secondary Employment 1145 Variance 2020-2021 Service and Innovation Management General Fund Total 7020 Proposed 2021 General Fund 1000 7020 Adopted 2020 Office of Police Secondary Employment MANAGEMENT DEV ANALYT I 62 4.00 3.00 (1.00) MANAGEMENT DEV SPECIALIST II 77 1.00 1.00 0.00 POL SEC EMPL ADMIN 99 1.00 1.00 0.00 POL SEC EMPL ADMIN ASST 99 1.00 1.00 0.00 POL SEC EMPL COORD ANALYST II 69 4.00 3.00 (1.00) POL SEC EMPL MGT SUPERVISOR 90 1.00 1.00 0.00 12.00 10.00 (2.00) 12.00 10.00 (2.00) 22.00 10.00 (12.00) Office of Police Secondary Employment Total Office of Police Secondary Employment Total DEPARTMENT TOTAL Page 224 OFFICE OF THE INSPECTOR GENERAL Office of the Inspector General Personnel Summary Pay Grade 1000 7101 Variance 2020-2021 Office of Inspector General CHIEF CRIMIN INVESTIGATIONS IG 99 1.00 1.00 0.00 CRIMINAL INVESTIGATOR IV IG 93 2.00 2.00 0.00 DEPUTY IG OF AUDIT AND REVIEW 104 1.00 1.00 0.00 DEPUTY INSP GEN OF CRIM INV 104 0.00 1.00 1.00 EX DIRECTOR OF THE ETHICS R BD 70 1.00 0.00 (1.00) FIRST IG FOR AUDIT AND REVIEW 80 1.00 1.00 0.00 FIRST IG FOR CRIMINAL INVESTIG 80 1.00 1.00 0.00 FIRST IG FOR LEGAL AFFAIRS 80 1.00 1.00 0.00 FORENSIC AUDITOR IV (IG) 93 3.00 3.00 0.00 INSP & EVAL III (IG) 91 1.00 1.00 0.00 INSP & EVAL IV (IG) 93 1.00 1.00 0.00 INSPECTOR GENERAL 83 1.00 1.00 0.00 IT Security Specialist (IG) 93 1.00 1.00 0.00 U0917 - Undefined 106 1.00 0.00 (1.00) 16.00 15.00 (1.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 17.00 15.00 (2.00) 17.00 15.00 (2.00) Office of Inspector General Total 7107 Construction Fraud Division U6020 - Undefined 1000 Proposed 2021 General Fund 7101 7107 Adopted 2020 109 Construction Fraud Division Total General Fund Total DEPARTMENT TOTAL Page 225 ETHICS REVIEW BOARD Ethics Review Board Personnel Summary Pay Grade 1000 7102 7102 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Ethics Review Board EX DIRECTOR OF THE ETHICS R BD 70 0.00 1.00 1.00 Executive Admin & Gen Counsel 109 1.00 0.50 (0.50) 1.00 1.50 0.50 1.00 1.50 0.50 1.00 1.50 0.50 Ethics Review Board Total General Fund Total DEPARTMENT TOTAL Page 226 OFFICE OF INDEPEND. POLICE MONITOR Office of Independent Police Monitor Personnel Summary Pay Grade 1000 7103 7103 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Independent Police Monitor CHIEF MONITOR (OFFICE OF THE INDEPENDENT POLICE MONITOR) 95 1.00 0.00 (1.00) Community/Police Mediation P M 84 1.00 1.00 0.00 DEPUTY POLICE MONITOR 79 1.00 1.00 0.00 EX DIR COMM REL POLICE MONITOR 73 1.00 1.00 0.00 INDEPENDENT POLICE MONITOR 80 1.00 1.00 0.00 MANAGEMENT DEV ANALYT I 62 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST I 75 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 1.00 1.00 0.00 8.00 7.00 (1.00) 8.00 7.00 (1.00) 8.00 7.00 (1.00) Independent Police Monitor Total General Fund Total DEPARTMENT TOTAL Page 227 OFFICE OF COMM. DEV. OCD - Grants Personnel Summary Pay Grade 4110 7551 Adopted 2020 Proposed 2021 Variance 2020-2021 Housing And Urban Development Afin Conversion MANAGEMENT DEV SPECIALIST I 75 2.00 0.00 (2.00) MANAGEMENT DEVELOPMENT ADMIN 88 1.00 0.00 (1.00) Principal Office Support Spec 59 1.00 0.00 (1.00) 4.00 0.00 (4.00) 7551 Afin Conversion Total 7588 Office of Community Development Grant Operations ACCOUNTANT II 74 0.00 2.50 2.50 ADMINSTRATIVE SUPPPORT SPEC 67 0.00 1.00 1.00 CODE ENF CASE SPECIALIST I 61 0.00 3.00 3.00 CODE ENF CASE SPECIALIST II 64 0.00 2.00 2.00 CODE ENF CASE SPECIALIST III 71 0.00 1.00 1.00 CODE ENF DISTRICT SUPV 71 0.00 2.00 2.00 CODE ENF INSPECTOR I 61 0.00 1.00 1.00 CODE ENFORCE CASE SUPVERVISOR 78 0.00 3.00 3.00 CODE ENFORCEMENT INSPECTOR II 64 0.00 7.00 7.00 DEPUTY DIRECTOR OF RECOVERY 100 0.00 0.50 0.50 DIRECTOR OF CODE ENFORCEMENT 94 0.00 0.50 0.50 MANAGEMENT DEV ANALYST II 69 0.00 3.00 3.00 MANAGEMENT DEV ANALYT I 62 0.00 5.00 5.00 MANAGEMENT DEV SPECIALIST I 75 0.00 2.00 2.00 MANAGEMENT DEV SPECIALIST II 77 0.00 3.20 3.20 MANAGEMENT DEV SUPERVISOR I 80 0.00 7.00 7.00 MANAGEMENT DEVELOPMENT ADMIN 88 0.00 2.50 2.50 MANAGER, CONSOLIDATED PLANNING 94 0.00 0.77 0.77 OFFICE ASSISTANT I 44 0.00 2.00 2.00 Page 228 OFFICE OF COMM. DEV. OCD - Grants Personnel Summary Pay Grade Proposed 2021 Variance 2020-2021 OFFICE ASSISTANT II 46 0.00 5.00 5.00 OFFICE ASSISTANT, TRAINEE 40 0.00 4.00 4.00 OFFICE SUPPORT SPECIALIST 54 0.00 1.00 1.00 Principal Office Support Spec 59 0.00 1.50 1.50 SR OFFICE SUPPORT SPECIALIST 56 0.00 1.00 1.00 SR URBAN REHABILITATION SPCL 69 0.00 6.00 6.00 URBAN POLICY SPECIALIST 3 61 0.00 2.00 2.00 URBAN POLICY SPECIALIST 4 64 0.00 1.00 1.00 URBAN REHABILITATION SUPV 75 0.00 3.00 3.00 0.00 73.47 73.47 7588 Office of Community Development Grant Operations Total 7611 Afin Conversion MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) 2.00 0.00 (2.00) 7611 Afin Conversion Total 7614 Afin Conversion SR URBAN REHABILITATION SPCL 69 6.00 0.00 (6.00) URBAN REHABILITATION SPECIALIST 67 1.00 0.00 (1.00) URBAN REHABILITATION SUPV 75 2.00 0.00 (2.00) 9.00 0.00 (9.00) 7614 Afin Conversion Total 7685 Afin Conversion 7685 Adopted 2020 ACCOUNTANT III 76 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST II 77 2.00 0.00 (2.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) Principal Office Support Spec 59 1.00 0.00 (1.00) 6.00 0.00 (6.00) Afin Conversion Total Page 229 OFFICE OF COMM. DEV. OCD - Grants Personnel Summary Pay Grade 7687 Adopted 2020 Proposed 2021 Variance 2020-2021 Afin Conversion MANAGEMENT DEV SUPERVISOR I 80 3.00 0.00 (3.00) MANAGER, CONSOLIDATED PLANNING 94 1.00 0.00 (1.00) 4.00 0.00 (4.00) 7687 Afin Conversion Total 7691 Afin Conversion ADMINSTRATIVE SUPPPORT SPEC 67 1.00 0.00 (1.00) DEPUTY DIRECTOR OF RECOVERY 100 1.00 0.00 (1.00) MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) MANAGEMENT DEVELOPMENT ADMIN 88 1.00 0.00 (1.00) OFFICE ASSISTANT, TRAINEE 40 1.00 0.00 (1.00) SR OFFICE SUPPORT SPECIALIST 56 1.00 0.00 (1.00) U0314 - Undefined 72 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 3 61 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 4 64 1.00 0.00 (1.00) 11.00 0.00 (11.00) 7691 Afin Conversion Total 7692 Afin Conversion ACCOUNTANT II 74 2.00 0.00 (2.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 1.00 0.00 (1.00) 4.00 0.00 (4.00) 7692 Afin Conversion Total 7694 Afin Conversion MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) MANAGEMENT DEVELOPMENT ADMIN 88 2.00 0.00 (2.00) OFFICE SUPPORT SPECIALIST 54 1.00 0.00 (1.00) Page 230 OFFICE OF COMM. DEV. OCD - Grants Personnel Summary Pay Grade Principal Office Support Spec 7694 Afin Conversion Total 4110 Housing And Urban Development Total 4401 Louisiana Office of Community Develop 7588 7588 4401 59 Adopted 2020 Proposed 2021 Variance 2020-2021 1.00 0.00 (1.00) 5.00 0.00 (5.00) 45.00 73.47 28.47 Office of Community Development Grant Operations ACCOUNTANT I 72 0.00 1.00 1.00 ACCOUNTANT II 74 0.00 0.50 0.50 MANAGEMENT DEV SPECIALIST II 77 0.00 0.40 0.40 SENIOR AUDITOR 76 0.00 1.00 1.00 0.00 2.90 2.90 0.00 2.90 2.90 45.00 76.37 31.37 Office of Community Development Grant Operations Total Louisiana Office of Community Develop Total DEPARTMENT TOTAL Page 231 OFFICE OF COMM. DEV. OCD - Code Enforcement Personnel Summary Pay Grade 4110 7603 Adopted 2020 Proposed 2021 Variance 2020-2021 Housing And Urban Development Housing Code Enforcement CODE ENF CASE SPECIALIST I 61 3.00 0.00 (3.00) CODE ENF CASE SPECIALIST II 64 3.00 0.00 (3.00) CODE ENF CASE SPECIALIST III 71 1.00 0.00 (1.00) CODE ENF DISTRICT SUPV 71 1.00 0.00 (1.00) CODE ENF INSPECTOR I 61 1.00 0.00 (1.00) CODE ENFORCE CASE SUPVERVISOR 78 3.00 0.00 (3.00) CODE ENFORCEMENT INSPECTOR II 64 12.00 0.00 (12.00) DIRECTOR OF CODE ENFORCEMENT 94 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 0.00 (1.00) OFFICE ASSISTANT I 44 1.00 0.00 (1.00) OFFICE ASSISTANT II 46 5.00 0.00 (5.00) OFFICE ASSISTANT, TRAINEE 40 5.00 0.00 (5.00) URBAN POLICY SPECIALIST 4 64 1.00 0.00 (1.00) URBAN REHABILITATION SUPV 75 1.00 0.00 (1.00) Housing Code Enforcement Total 40.00 0.00 (40.00) 4110 Housing And Urban Development Total 40.00 0.00 (40.00) 5110 Housing and Environmental Improvement 7603 7613 Code Enforce Revolving CODE ENF CASE SPECIALIST I 61 4.00 0.00 (4.00) CODE ENF CASE SPECIALIST II 64 1.00 1.00 0.00 CODE ENF DISTRICT SUPV 71 0.00 1.00 1.00 CODE ENF INSPECTOR I 61 1.00 0.00 (1.00) Page 232 OFFICE OF COMM. DEV. OCD - Code Enforcement Personnel Summary Pay Grade 7613 5110 Adopted 2020 Proposed 2021 Variance 2020-2021 CODE ENFORCEMENT INSPECTOR II 64 1.00 1.00 0.00 DIRECTOR OF CODE ENFORCEMENT 94 0.00 0.50 0.50 OFFICE ASSISTANT III 48 1.00 1.00 0.00 OFFICE ASSISTANT, TRAINEE 40 2.00 0.00 (2.00) URBAN POLICY SPECIALIST 3 61 1.00 1.00 0.00 11.00 5.50 (5.50) 11.00 5.50 (5.50) 51.00 5.50 (45.50) Code Enforce Revolving Total Housing and Environmental Improvement Total DEPARTMENT TOTAL Page 233 OFFICE OF COMM. DEV. Legacy Grant Departments Personnel Summary Pay Grade 4110 7106 MANAGEMENT DEV ANALYT I 62 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 2.00 0.00 (2.00) MANAGEMENT DEV SPECIALIST II 77 2.00 0.00 (2.00) MANAGEMENT DEV SUPERVISOR I 80 1.00 0.00 (1.00) MANAGEMENT DEVELOPMENT ADMIN 88 1.00 0.00 (1.00) Principal Office Support Spec 59 1.00 0.00 (1.00) U0314 - Undefined 72 2.00 0.00 (2.00) 10.00 0.00 (10.00) 1.00 0.00 (1.00) 1.00 0.00 (1.00) 11.00 0.00 (11.00) 7296 Hopwa Grant MANAGEMENT DEV SPECIALIST II Housing And Urban Development Total 4401 Louisiana Office of Community Develop 4401 77 Hopwa Grant Total 4110 7106 Variance 2020-2021 Dcdbg Admin and Program Delivery Dcdbg Admin and Program Delivery Total 7106 Proposed 2021 Housing And Urban Development 7106 7296 Adopted 2020 Dcdbg Admin and Program Delivery ACCOUNTANT I 72 1.00 0.00 (1.00) MANAGEMENT DEV ANALYST II 69 1.00 0.00 (1.00) MANAGEMENT DEV SPECIALIST I 75 1.00 0.00 (1.00) SENIOR AUDITOR 76 1.00 0.00 (1.00) U0314 - Undefined 72 1.00 0.00 (1.00) 5.00 0.00 (5.00) 5.00 0.00 (5.00) 16.00 0.00 (16.00) Dcdbg Admin and Program Delivery Total Louisiana Office of Community Develop Total DEPARTMENT TOTAL Page 234 WORKFORCE INVESTMENT Workforce Investment Personnel Summary Pay Grade 4130 7288 Variance 2020-2021 Grant Operations - Workforce Investment MANAGER, JOB 1 94 0.00 1.00 1.00 URBAN POLICY SPECIALIST 4 64 0.00 1.21 1.21 URBAN POLICY SPECIALIST 5 69 0.00 1.00 1.00 URBAN POLICY SPECIALIST 5 70 0.00 2.00 2.00 0.00 5.21 5.21 Grant Operations - Workforce Investment Total 7720 WIA Adult 4130 Proposed 2021 Department of Labor 7288 7720 Adopted 2020 MANAGER, JOB 1 94 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 4 60 1.00 0.00 (1.00) URBAN POLICY SPECIALIST 5 66 3.00 0.00 (3.00) 5.00 0.00 (5.00) 5.00 5.21 0.21 5.00 5.21 0.21 WIA Adult Total Department of Labor Total DEPARTMENT TOTAL Page 235 ECONOMIC DEVELOPMENT Economic Development Personnel Summary Pay Grade 5122 7810 7810 5122 Adopted 2020 Proposed 2021 Variance 2020-2021 New Orleans Economic Development Economic Development Fund URBAN POLICY SPECIALIST 5 70 0.00 2.00 2.00 URBAN POLICY SPECIALIST 5 70X 0.00 1.00 1.00 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00 3.00 Economic Development Fund Total New Orleans Economic Development Total DEPARTMENT TOTAL Page 236 N'HOOD HSING IMPROV Neighborhood Housing Improvement Personnel Summary Pay Grade 5121 7821 7821 5121 Adopted 2020 Proposed 2021 Variance 2020-2021 Neighborhood Housing Improvement NHIF General Administration DEP EXEC ASST FOR HOUSING 78 0.00 0.20 0.20 DEPUTY DIRECTOR OF RECOVERY 100 1.00 0.50 (0.50) EXECUTIVE ASST TO THE MAYOR 83 1.00 0.20 (0.80) HOUSING PROGRAM MANAGER 94 1.00 1.00 0.00 MANAGEMENT DEV SPECIALIST I 75 2.00 1.00 (1.00) MANAGEMENT DEVELOPMENT ADMIN 88 2.00 0.50 (1.50) MANAGER, CONSOLIDATED PLANNING 94 1.00 0.23 (0.77) Principal Office Support Spec 59 2.00 0.50 (1.50) URBAN POLICY SPECIALIST 3 61 1.00 0.00 (1.00) 11.00 4.13 (6.87) 11.00 4.13 (6.87) 11.00 4.13 (6.87) NHIF General Administration Total Neighborhood Housing Improvement Total DEPARTMENT TOTAL Page 237 CORONER'S OFFICE Coroner's Office Personnel Summary Pay Grade 1000 8201 Variance 2020-2021 Coroner's Administration ADMINSTRATIVE SUPPPORT SPEC 67 4.00 4.00 0.00 Chief Physician Pathologist 100 1.00 1.00 0.00 CLERK 2 29 3.00 3.00 0.00 1.00 1.00 0.00 EQUIMENT OPERATOR I 50 5.00 4.88 (0.12) MEDICAL ATTENDANT 42 2.00 2.00 0.00 PHYSICIAN (CORONOR'S PATH0) 113 2.00 2.00 0.00 PHYSICIAN (CORONOR'S PATH0) 80 1.00 1.00 0.00 URBAN POLICY SPECIALIST 3 57 3.00 0.00 (3.00) 22.00 18.88 (3.12) 8201 Coroner's Administration Total 8230 Coroner's Investigations 1000 Proposed 2021 General Fund CORONER 8230 Adopted 2020 MANGEMENT SERVICES SUPERVISOR 80 2.00 2.00 0.00 URBAN POLICY SPECIALIST 3 61 5.00 8.00 3.00 7.00 10.00 3.00 29.00 28.88 (0.12) 29.00 28.88 (0.12) Coroner's Investigations Total General Fund Total DEPARTMENT TOTAL Page 238 JUVENILE COURT Juvenile Court Personnel Summary Pay Grade 1000 8302 Variance 2020-2021 Administrative Services ACCOUNTANT 72 2.00 2.00 0.00 ASST MGR, FISCAL ADMINISTRATIO 94 1.00 1.00 0.00 ATTORNEY I 73 1.00 1.00 0.00 ATTORNEY II 90 1.00 1.00 0.00 CASE MANAGER 63 5.00 4.00 (1.00) CASE MANAGER 69 0.00 1.00 1.00 COURT CLERK II 54 2.00 2.00 0.00 EXECUTIVE ASSISTANT 63 1.00 1.00 0.00 JUDICIAL ADMIN JUVENILE CT 58 0.00 1.00 1.00 JUDICIAL ADMIN JUVENILE CT 66 1.00 0.00 (1.00) 14.00 14.00 0.00 Administrative Services Total 8303 Clerk's Services CLERK OF COURT 87 1.00 1.00 0.00 COURT CLERK I 50 1.00 1.00 0.00 Dep Clk Ct 67 1.00 1.00 0.00 OFFICE ASSISTANT 46 1.00 1.00 0.00 4.00 4.00 0.00 8303 Clerk's Services Total 8308 Judges Personnel 1000 Proposed 2021 General Fund 8302 8308 Adopted 2020 COURT REPORTER 59 5.00 5.00 0.00 MINUTE CLERK 63 6.00 6.00 0.00 11.00 11.00 0.00 29.00 29.00 0.00 29.00 29.00 0.00 Judges Personnel Total General Fund Total DEPARTMENT TOTAL Page 239 MUNICIPAL AND TRAFFIC COURT Municipal and Traffic Court Personnel Summary Pay Grade Adopted 2020 Proposed 2021 Variance 2020-2021 7.00 7.00 0.00 JUDGE AD HOC 29.00 14.50 (14.50) 8351 Municipal Court Total 36.00 21.50 (14.50) 9160 Municipal Court Staff 1000 8351 General Fund Municipal Court JUDGE ACCOUNTANT 72 1.00 1.00 0.00 ADMIN SUPPORT SUPERVISOR I 63 1.00 1.00 0.00 ADMINSTRATIVE SUPPPORT SPEC 67 3.00 3.00 0.00 ASST JUDICIAL ADMINISTRATOR 60 0.00 1.00 1.00 ASST JUDICIAL ADMINISTRATOR 82 1.00 0.00 (1.00) ATTORNEY I 73 1.00 0.50 (0.50) CLERK I 50 2.00 1.00 (1.00) CLERK OF COURT 87 1.00 1.00 0.00 CLERK OF COURT ASSISTANT 76 1.00 1.00 0.00 COURT CLERK I 50 18.00 15.00 (3.00) COURT CLERK I 60 0.00 1.00 1.00 COURT CLERK II 54 8.00 7.00 (1.00) COURT CLERK II 60 0.00 1.00 1.00 COURT CLERK SUPERVISOR 60 0.00 1.00 1.00 COURT CLERK SUPERVISOR 63 7.00 6.00 (1.00) COURT PROBATION COORDINATOR 70 1.00 1.00 0.00 COURT REPORTER 59 6.00 5.50 (0.50) FINANCE OPERATIONS MANAGER 88 1.00 1.00 0.00 JUDICIAL ADMINISTRATOR 87 2.00 1.00 (1.00) JUNIOR ACCOUNTANT 56 0.00 1.00 1.00 Page 240 MUNICIPAL AND TRAFFIC COURT Municipal and Traffic Court Personnel Summary Pay Grade 9160 1000 Adopted 2020 Proposed 2021 Variance 2020-2021 MANAGEMENT DEV ANALYT I 62 0.00 1.00 1.00 MANAGEMENT DEV SPECIALIST II 77 1.00 0.00 (1.00) MANGEMENT SERVICES SUPERVISOR 80 2.00 2.00 0.00 OFFICE ASSISTANT 46 22.00 6.99 (15.01) OFFICE ASSISTANT II 46 2.00 1.00 (1.00) OFFICE ASSISTANT IV 50 2.00 5.00 3.00 OFFICE ASSISTANT, TRAINEE 40 2.00 1.00 (1.00) Social Worker II 71 0.00 0.33 0.33 SR COURT PROBATION OFFICER 61 5.00 5.00 0.00 SR OFFICE ASSISTANT 50 6.00 5.00 (1.00) SR OFFICE ASSISTANT 60 0.00 1.00 1.00 96.00 78.32 (17.68) 132.00 99.82 (32.18) 132.00 99.82 (32.18) Municipal Court Staff Total General Fund Total DEPARTMENT TOTAL Page 241 CLERK OF CRIMINAL DISTRICT COURT Clerk of Criminal District Court Personnel Summary Pay Grade 1000 8610 Adopted 2020 Proposed 2021 Variance 2020-2021 General Fund Clerk of Court Administration ACCOUNTANT 72 1.00 1.00 0.00 ADMINSTRATIVE SUPPPORT SPEC 67 3.00 3.00 0.00 ATTORNEY TO CLK CRM DIST CT 51 1.00 2.00 1.00 CHIEF DEP CLK CRM DIST CT 70 1.00 1.00 0.00 1.00 1.00 0.00 CLK OF CT CLK CRM DIST CT COURT CLERK I 50 1.00 1.00 0.00 COURT CLERK II 54 1.00 1.00 0.00 COURT CLERK SUPERVISOR 63 4.00 4.00 0.00 JUDICIAL ADMINISTRATOR 87 1.00 1.00 0.00 MANGEMENT SERVICES SUPERVISOR 80 3.00 5.00 2.00 PROGRAM SPECIALIST 58 2.00 2.00 0.00 URBAN POLICY SPECIALIST 5 70 1.00 1.00 0.00 20.00 23.00 3.00 8610 Clerk of Court Administration Total 8620 Clerk Pre-Court ADMINSTRATIVE SUPPPORT SPEC 67 1.00 1.00 0.00 CLERK I 50 5.00 3.00 (2.00) COURT CLERK I 50 10.00 16.49 6.49 COURT CLERK I 78 0.00 3.50 3.50 COURT CLERK II 54 1.00 1.00 0.00 OFFICE SUPPORT SPECIALIST 54 1.00 1.00 0.00 18.00 25.99 7.99 8620 Clerk Pre-Court Total 8630 Clerk In-Court ADMINSTRATIVE SUPPPORT SPEC 67 1.00 0.00 (1.00) CLERK I 50 8.00 8.00 0.00 Page 242 CLERK OF CRIMINAL DISTRICT COURT Clerk of Criminal District Court Personnel Summary Pay Grade Variance 2020-2021 50 11.00 11.00 0.00 COURT CLERK II 54 3.00 4.00 1.00 COURT CLERK SUPERVISOR 63 1.00 1.00 0.00 MANGEMENT SERVICES SUPERVISOR 80 1.00 1.00 0.00 25.00 25.00 0.00 Clerk In-Court Total 8641 Clerk Records Room CLERK I 50 3.00 1.49 (1.51) COURT CLERK I 50 3.00 3.00 0.00 COURT CLERK II 54 1.00 2.00 1.00 COURT CLERK SUPERVISOR 63 1.00 1.00 0.00 8.00 7.49 (0.51) 8641 Clerk Records Room Total 8642 Clerk Microfilm CLERK I 50 1.00 0.00 (1.00) COURT CLERK I 50 2.00 2.00 0.00 3.00 2.00 (1.00) 8642 Clerk Microfilm Total 8643 Clerk Polling Sites 1000 Proposed 2021 COURT CLERK I 8630 8643 Adopted 2020 ADMINSTRATIVE SUPPPORT SPEC 67 1.00 1.00 0.00 COURT CLERK II 54 1.00 1.00 0.00 2.00 2.00 0.00 76.00 85.48 9.48 76.00 85.48 9.48 Clerk Polling Sites Total General Fund Total DEPARTMENT TOTAL Page 243 Enterprise Funds Page 244 Expenditures by Type - Canal Street Development Corporation 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Debt Service 0 5,877,303 2,621,547 -3,255,756 -55.40% Other Operating 0 15,926,333 16,347,811 421,478 2.60% Personal Services 4,503 522,750 518,797 -3,953 -0.80% Total Expenditures 4,503 22,326,386 19,488,155 -2,838,231 -12.70% *unaudited Page 245 Expenditures by Type - Delgado Albania Plantation 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 0 37,000 37,000 0 0.00% Total Expenditures 0 37,000 37,000 0 0.00% *unaudited Page 246 Expenditures by Type - French Market Corporation 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Debt Service 0 2,663,274 454,985 -2,208,289 -82.90% Other Operating 0 4,415,500 4,415,500 0 0.00% Personal Services 3,541,393 4,325,019 3,925,507 -399,512 -9.20% Total Expenditures 3,541,393 11,403,793 8,795,992 -2,607,801 -22.90% *unaudited Page 247 Expenditures by Type - Municipal Yacht Harbor 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Debt Service 0 503,500 503,500 0 0.00% Other Operating 0 2,162,600 2,162,600 0 0.00% Personal Services 288,036 537,100 537,100 0 0.00% Total Expenditures 288,036 3,203,200 3,203,200 0 0.00% *unaudited Page 248 Expenditures by Type - New Orleans Aviation Board 2020 Adopted Budget 2019 Actuals* Debt Service 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 0 64,227,000 72,645,907 8,418,907 13.10% Other Operating 27,008,136 45,102,256 43,922,843 -1,179,413 -2.60% Personal Services 17,941,575 20,315,226 21,146,592 831,366 4.10% Total Expenditures 44,949,711 129,644,482 137,715,342 8,070,860 6.20% *unaudited Page 249 Expenditures by Type - New Orleans Building Corp 2019 Actuals* 2020 Adopted Budget 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Personal Services 513,913 0 0 0 0.00% Total Expenditures 513,913 0 0 0 0.00% *unaudited Page 250 Expenditures by Type - Orleans Parish Communication District 2020 Adopted Budget 2019 Actuals* 2021 Proposed Budget Dollar Change FY20-21 Percent Change FY20-21 Other Operating 0 17,000,207 17,000,207 0 0.00% Total Expenditures 0 17,000,207 17,000,207 0 0.00% *unaudited Page 251