CITY OF NEW ORLEANS
2013 Budget Proposal
October 29th, 2012
10/29/2012

Mayor’s Office of Communications

2013 Budget Presentation
• Background • Performance Management/Review of Improvements

• 2013 Budget Proposal

2

2013 Budget Proposal

Funding Cuts at the State and Federal level are posing significant budgeting challenges for municipalities across the U.S.
● Nearly 48% of cities plan to reduce workforce this year ● Los Angeles predicts over 200 City jobs will be eliminated due to budgetary challenges

● San Bernardino closing all but one library and reducing 100 jobs including Police and Fire positions
● The State of Louisiana is not meeting its obligation to fund District Attorney, Indigent Defender, or mental health

We must continue to take action to be smart about how we get smaller
3

2013 Budget Proposal

The Landrieu Administration addressed an inherited $97M spending gap
Budget Comparison $550M
2009 Expenditure $528M

500 110 450 $431M
$97M Gap

400 418 431 Gap Recurring Revenue 2010

350

300

2009

Note: One-time revenue sources not included in chart 4

2013 Budget Proposal

First step to eliminating gap was to reverse the spending trend
Annual Expenses $550M
$528.0M $496.0M

500

$483.0M

$479.9M

$477.8M*

$50.2M Difference

450

400

350

*= Proposed $477.8M expenditure does not include $13.4M appropriation to fund balance. Including fund balance contribution, the City is proposing a budget of $491.4M in 2013.

300
Delta to previous year
5

2009 +$28M

2010 -$32M

2011 -$13M

2013 Proposed 2012 Projected

-$3M

-$2M

2013 Budget Proposal

Second step was to reduce the reliance on onetime monies to balance the budget
Annual Revenue $500M
$474.4M $466.0M $484.1M
5

$483.6M

$491.4M

56

35

400 431

479 418

484

491

300

Recurring Revenue One-time 2009 2010 2011 2012* Projected 2013 Proposed

6

2013 Budget Proposal

We are now living within our means
Historical Expense vs. Revenue $550M $528M 54 $496M 29 450 56 35 $484M $484M $491M Actual Expenditures 484 491 Fund Balance/Other Financing Sources One-time Recurring 2009 2010 2011 2012*
2013 Proposed

500

5

400 418 431

479

350

300

2013 Actual Expenditure line does not include $13.4M appropriation to fund balance as that is not an expenditure on operations. Including fund balance contribution, City is proposing a budget of $491.4M in 2013.

7

2013 Budget Proposal

We have eliminated excess spending and have a plan to build reserves
Ending Fund Balance
60
$43.4M

40
$31.6M $20.6M $10.1M $0.6M

20

0
-$8.7M

Fund Balance Reserve
-$16.8M -$25.1M -$13.1M

-20

Assumes 2% Annual Growth in Non-Debt Expenditures

-40

2009

2010

2011

2012 2013 2014 2015 2016 2017 Projected Proposed Projected Projected Projected Projected

8

2013 Budget Proposal

In 2012 we used a rigorous, cross-team approach to address revenue and spending variances
● Revenue forecast declined by over $14M in March and June RECs for 2012
○ Entergy – Lower natural gas prices reduced franchise fee and utility tax by $6.3M ○ Traffic Safety – Policy changes reduced forecast by $3.7M ○ Sales Tax – Lower 2011 audited revenues reduced forecast by $3.8M, though strong performance in 2012 revenues added $0.5M back

● Adjustments in 2012 to address revenue forecast decline
○ Debt service of $8.3M not required due to late 2011 refunding ○ 3.8% holdback from department budgets totaled $5.2M ○ Debt service of $4.1M in late 2012 not required due to Oct 2012 refinancing

9

2013 Budget Proposal

2013 Budget Presentation
•Background
•Performance Management/Review of Improvements •2013 Budget Proposal

10

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: NOLA 311
NOLA 311 re-launched on March 26, 2012 and has successfully onboarded the following departments: Citizen Assisted Evacuation, Code Enforcement, Constituency Services, DPW – Maintenance, DPW – Parking, DPW – Traffic, and Sanitation

Target: 70%

Call volume spiked by nearly 30,000 due to Hurricane Isaac
11

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: One Stop Shop
● Internal Go Live Complete with:
○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○

- RFP Released 10/9/11 - Responses Received 10/31/11 - Selection Made 11/15/12 - Contract Negotiations December 2012

- Software Configuration and Installation April – 5/8/12 - User Acceptance Testing Completed 5/31/12 - User Training for Departments leaving Accela Completed 6/15/12 - First 7 Departments Live 6/25/12

- Go Live 10 Additional Departments - Configuration refinement for newly live departments - Co-Location Planning - Public Web Testing

Safety and Permits (6/25/12) CPC (6/25/12) HDLC (6/25/12) VCC (6/25/12) Code Enforcement (6/25/12) Taxi and For Hire Vehicles Bureau (6/25/12) New Orleans Fire Department (8/3/12) Parks and Parkways Public Works Bureau of Revenue NOPD Parades NORDC Facilities Booking Sanitation Property Management Law ABO internal case tracking Health Noise Permits Coastal and Environment Affairs NORA Redevelopment Module

● Departments Going Live Fall/Winter 2012:

● First Quarter 2013

Q4 2011

Q1 2012

Q2 2012

Q3 2012

Q4 2012

2013
- Opening of Co-located physical space - Public Web Launched - Continuing to refine any configuration issues - NORA Redevelopment Module Implementation

● Website Features ○ Transparency:
• Citizen-Oriented Permit and License Content in a Single Portal with Standard Format • Restoring Permit Search • Enabling Code Enforcement and CPC Case Searching • Permit/Code Enforcement Case Viewing on Interactive Map

- Contract Routed 1/9/12 - Contract Signed 1/25/12 - Implementation Kick Off 2/9/12 - Implementation Study with Input from 17 departments Complete 3/20/12

- Additional Configuration and Training for 10 Additional Departments - Web Site Content Revamp www.nola.gov/permits - Public Web Interface Development

○

Ease of Access:
• Online Permit Applications • Online Reporting of Code Enforcement Incidents • E-mail updates on Permit/License Status • Online Payment for Permits

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Public Safety
300

200 175
246 1,491%

800
19%

640
Neighborhood Watch Meetings

150
200 200

600

538

669%

100
ABO Cases Filed

NOPD Integrity Checks

400

100

50
32 0

200 11

2009

2012 2011 (Update) (through Q3)

0

2011 2012 (Through Q2) (Through Q2)

0

2011 2012 (Through Q2) (through Q2)

ABO Cases Filed
13

NOPD Integrity Checks

Neighborhood Watch Meetings
2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Jobs
50
37%

48
Film Productions Utilizing State Credits

600

32%

$555M
Local Spending by Film Productions

40.0%

39% 36% 35%

40 35 30

31%

$419M 400

30.0
24%

20.0
15%

20

200

10.0

10

2012 DBE Contract Award % 2011 DBE Contract Award %

0

2011 2012 (Through Q3) (Through Q3)

0

2011 2012 (Through Q3) (Through Q3)

0.0

Q1

Q2

Q3

Films Using State Credits
14

Local Spending by Film Productions

City Contract Value Awarded to DBEs
2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Fighting Blight
Blighted residential addresses or vacant lots
45000

43,755
40000

Upper Estimate (+3,500)

38,439 36,669
35000

35,672
Lower Estimate (-3,500)

30000

25000

20000

Sept 2010

March 2011

Sept 2011

March 2012

15

Source: HUD Aggregated USPS Administrative Data on Address Vacancies, GNOCDC 2012

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Fighting Blight
4000 FEMA - Units 3500 NORA - Units SDER - Units IDC - Units 3000 Demo Target Cumulative All Units - Cumulative All 2500 Number of Units

3557

2400

2000

1500

1000

500

0

16

Source: Demolitions reported by Program (Contractor): FEMA (SAIC), SDER (DRC), NORA (BBEC/CDM), IDC (Durr),

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Recreation & Health
5,000 100,000 4,327
NORDC Summer Camp Registrants
83%

160%

4,000

4,023

80,000

81,532

3,000

60,000 44,441 40,000 Client Visits to WIC Clinics

2,000

1,663

1,000

20,000

0

2009

2011

2012

0

2011 (Through Q3)

2012 (Through Q3)

NORDC Summer Camp Registrants
17

Client Visits to WIC Clinics
2013 Budget Proposal

While we have focused on reducing spend, we have also improved productivity/delivery of services in many areas: Transportation & Sustainability
50,000 45,234 40,000 37,500 33,030 31,576 30,000 25,000 20,000 12,500 10,000 44,041

5,000
52%

2,000 1,724

4,101
1,500

4,000

1,426 1,151

3,000

2,702
Catch Basins Cleaned 1,000

1,013 737

2,000
2012 Actual 2012 Target 2011 Q2 Q3

500

1,000

379 184

0 Q1

0

2011 2012 (Through Q3) (Through Q3)

0

Q1 Q2 Q3 Q4 Q1 Q2 Q3 '11 '11 '11 '11 '12 '12 '12

Potholes Filled (Cumulative)
18

Catch Basins Cleaned

Illegal Dumping Sites Cleared (Cumulative)
2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Transportation & Sustainability
2,000
1,549 1,436

1,539

1,500

1,487

1,386

1,000

626 500

77 0

Q1 Q2 Q3 Q4 Q1 Q2 Q3 2011 2011 2011 2011 2012 2012 2012

Recyclable Material Collected (Tons)
19

Recyclable Material Collected

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
120

Audits have increased 33% (2012 vs. 2011)
Monthly Audits Completed (Field Work End)

105 97 89 81 70 79

100

Cumulative Audit Goal YTD Audits Completed

80

60

63

61

53
40 40 35 44

34
19 20 24 18 26

9
10 0 23 18 8 8 8

Jan

Feb

5

Mar

Apr

6

May

Jun

Jul

Aug

Sep

20

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
120
YTD 2012 Millions

Sales tax has increased 4% (2012 vs. 2011)
YTD 2011 YTD 2010

$103M $99M

100

$ 94M

80

60

40

20

0
Jan Feb Mar Apr May Jun Jul Aug Sep

21

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
12
YTD 2012 Millions

Hotel/Motel sales tax has increased 26% (2012 vs. 2011)

$11M

10

YTD 2011 YTD 2010

$9M

8

$8M
6

4

2

0
Jan Feb Mar Apr May Jun Jul Aug Sep

22

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
12
YTD 2012 Millions

10

YTD 2011 YTD 2010

Parking Collections have increased 31% (2012 vs. 2011)

$9.6M

8

$8.1M $7.3M

6

4

2

0
Jan Feb Mar Apr May Jun Jul Aug Sep

23

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
Millions

2
YTD 2012

Towing and Booting Collections have increased 8% (2012 vs. 2011)

2 1 1 1 1

$1.6M

YTD 2011 YTD 2010

$1.5M

$0.7M

1
0 0 0
Jan Feb Mar Apr May Jun Jul Aug Sep

24

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
30
Millions

Sanitation Collections have increased 8% (2012 vs. 2011)
25
YTD 2012 YTD 2011

$25.0M
$23.2M

20

15

10

5

0
Jan Feb Mar Apr May Jun Jul Aug Sep

25

2013 Budget Proposal

We have focused on reducing spending and improving productivity/delivery of services in many areas: Collections
Millions

10

Occupational licenses have increased 3.8% (2012 vs. 2011)

$9.3M $9M

9
8
YTD 2012

$8.5M

7 6 5 4 3 2 1 0
Jan

YTD 2011 YTD 2010

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

26

2013 Budget Proposal

Fuel Consumption has dropped 13.4% (2010 vs. 2012)

2,000,000

2,001,767 1,900,028 1,577,030 1,449,484 1,365,398

1,000,000

2012 2011 2010
Jan Feb Mar Apr May Jun
0

Jul

Aug Sep Oct Nov Dec

27

2013 Budget Proposal

2013 Budget Presentation
•Background
•Performance Management/Review of Improvements •2013 Budget Proposal

28

2013 Budget Proposal

We are staying true to our strategy of cutting smart, reorganizing and investing – UPDATE
Cut Smart
 Citywide we continue to reduce the reliance on contractors for daily operations

Reorganize
 Transform Customer Service by implementing 311 and One-Stop-Shop Permitting

Invest
 Increased appropriations for Public Safety depts.

 Investment in NOPD
Consent Decree ($7M)

 Replaced three quarters of general fund for Capital Projects division with FEMA/CDBG funding

 Address retirement costs for by increasing city and employee contributions and making plan changes (NOMERS and Police)

 Invest in new Police Cars
($5M) with FEMA funds

 Continue investments in performance management and improvement

 Transitioned delivery of
Dental Care to private sector

 Launch new blight fighting initiative with NHIF funds

 Reduced fuel expenditures  Reduced debt service  Eliminate city contribution to LSU Ag Center

 Proposing a sustainable streetlight funding solution

 Fully fund Supplier
Diversity initiative

 Revise policies to improve sanitation fee collections

 Cut Human Service
Department

2013 budget continues many of the investments we initiated in 2012
2013 Budget Proposal

29

Proposed budget by Mayoral Priorities
Innovation $2.87M Innovation $0.60M Economic Development $11.93M

100%

$454.37 Sustainable Communities $77.83M

Economic Development $7.50M

$456.98 Sustainable Communities $62.43M
Children & Families $12.19M

80

Children & Families $17.59M

Open & Effective Government $75.99M 60

Open & Effective Government $91.39M

40 Public Safety $272.09M 20 Public Safety $278.43M

Note: Does not include debt or Office of Inspector General

0

2012 Adopted

2013

30

2013 Budget Proposal

Proposed budget detail
` 2012 Adopted 2013 Proposed 2012 Allocation % of City Council $9,920,916 $9,920,916 100.0% Mayor Core $9,163,951 $6,891,293 75.2% Criminal Justice Coordination $395,570 $324,058 81.9% Homeland Security $1,545,982 $2,233,237 144.5% Community Development $142,544 $161,701 113.4% Chief Administrative Office $46,278,021 $44,510,183 96.2% Law $11,494,633 $6,368,616 55.4% Fire $83,111,139 $84,915,565 102.2% Safety & Permits $5,027,675 $4,714,226 93.8% Police $118,989,231 $125,684,895 105.6% Sanitation $37,406,673 $37,209,066 99.5% Health $1,862,741 $1,629,305 87.5% EMS $10,729,252 $11,764,158 109.6% Human Services $2,867,122 $2,379,078 83.0% Finance $11,840,392 $12,385,711 104.6% Debt Service $38,624,649 $30,769,059 79.7% Property Management $6,845,297 $6,656,822 97.2% Civil Service $1,622,784 $1,469,642 90.6% Public Works $18,079,760 $15,242,280 84.3% Parks & Parkways $6,508,978 $6,137,665 94.3% HDLC $638,095 $638,095 100.0% VCC $344,831 $344,831 100.0% Alcoholic Beverage Control Board $1,500 $1,500 100.0% City Planning Commission $1,781,439 $1,594,135 89.5% Mosquito and Termite Control $2,309,627 $2,078,511 90.0% New Orleans Museum of Art $167,772 $151,683 90.4%

31

2013 Budget Proposal

Proposed budget detail
Department 2012 Adopted 2013 Proposed 2012 Allocation % of Miscellaneous NORDC $8,332,795 $8,333,966 100.0% Misc. Office of Administration $294,559 $197,812 67.2% Office of Performance & Accountability $536,096 $469,362 87.6% Misc. Risk Management $0 $4,286,114 Misc. Service & Innovation* $725,114 $501,184 69.1% Hospitalization Section $2,243,000 $0 0.0% Mayors Summer Youth Program $1,130,905 $900,000 79.6% Consent Decree $0 $7,000,000 Special Events $98,766 $98,766 100.0% Municipal Participation Grants $4,641,971 $4,042,560 87.1% Regional & National Partnerships $187,653 $247,000 131.6% Tax Increment Funding $3,494,978 $4,329,727 123.9% General Services $3,668,522 $3,685,772 100.5% District Attorney $6,666,265 $6,271,671 94.1% Coroner's Office $1,669,099 $1,669,099 100.0% Juvenile Court $3,743,800 $2,615,282 69.9% First City Court $6,000 $6,000 100.0% Civil Court $14,400 $14,400 100.0% Municipal Court $2,566,323 $1,867,343 72.8% Traffic Court $354,356 $389,640 110.0% Criminal District Court $2,214,832 $1,526,596 68.9% Sheriff $22,944,000 $22,434,338 97.8% 2012 budget of $1.15M for Clerk of Criminal District Court $3,726,329 $3,726,329 100.0% S&I inadvertently included Registrar of Voters $407,890 $383,416 94.0% ITI personnel. Actual S&I budget for 2012 was Judicial Retirement Fund $162,477 $263,238 162.0% $725,114 TOTAL $497,530,704 $491,435,850 98.8%

32

2013 Budget Proposal

In 2013 we propose continuing our investments from 2012
100% $497.53 Sheriff $22.94M
DA $6.67M

$491.44 Sheriff $22.43M Misc and Nord $31.25M
Pub Works $15.24M

Misc and Nord $22.12M 80
Pub Works $18.08M
Prop Mgmt $6.85M Parkway $6.51M

Finance (Including Debt) $50.47M
Health & EMS $12.59M

Finance (Including Debt) $43.15M Sanitation $37.21M

60

Sanitation $37.41M

NOPD $118.99M 40
S&P $5.03M

NOPD $125.68M

Fire $83.11M 20
Law $11.49M

Fire $84.92M

CAO $45.84M 0
Mayor $11.25M Council $9.92M

CAO $43.66M 2013 Proposed

2012 Adopted

33

2013 Budget Proposal

Budget Highlights – Public Safety
•Provide 7M in funding to implement NOPD consent decree
Consent Decree NOPD Personnel (Consent Decree Administrator, Curriculum Director, HR Manager, Technology Project Manager, Technology Architecture) Lexipol Policy Development AVL and Mobile Data Terminal In Car Camera System 2 Year Data Storage Electronic Control Weapons Digital Audio Recorders Training Supplies Police Monitor Citizen Satisfaction Survey General Fund Total 2013 $877,832 $97,950 $1,297,098 $1,410,000 $383,200 $601,220 $32,700 $50,000 $2,000,000 $250,000 $7,000,000

- Secondary Employment Office will be established as an enterprise fund and will be self funded.
34

2013 Budget Proposal

Budget Highlights – Public Safety
• Maintain strength of NOPD with 1260 officers, fund promotions for both patrol and management officers, and purchase 100 new police vehicles
• Launch Group Violence Reduction Strategy • Avoid layoffs at NOFD despite the SAFER grant ending and pension, health care and worker’s comp costs rising • Maintain EMS at full strength due to UPL funding and lease new ambulances • Place all OEP employees in single budget code in the Mayor’s office

35

2013 Budget Proposal

Budget Highlights – Public Safety
• Increase total funding for Municipal Court, relying in part on their fund balances and self generated funds
• Reduce funding for Criminal and Juvenile Courts in view of Supreme Court review of workload • Equal sized reductions in funding for DA and Public Defender • Modest reduction in funding for the Sheriff based on fewer city inmates; ready to eliminate per diem funding with agreement from Sheriff • Continued city support for pre-trial services; need for ongoing support from DOJ and external partners • Maintain strong support for Tulane Towers GED program
2013 Budget Proposal

36

Budget Highlights – Open Gov’t
• Decrease appropriations to Mayor’s office by 25%
• Continue to expand 311 with mobile phone app • Build on implementation of integrated software platform with the launch of the One Stop Shop for Permitting • Improve financial stability by outsourcing payroll services • Improve financial stability by implementing a new IT system for sales tax collection • Risk Management transferred from Law to CAO • Investments in management training for all city management employees • Investments in improving city employee evaluation system
37

2013 Budget Proposal

Budget Highlights – Children/Families
• Maintain $9.5M in total funding for NORD
• Maintain strong funding for Councils on Aging • Continued transformation of the New Orleans Health Department with population based programs like Fit Nola to address widespread issues like obesity, healthcare access, and violence reduction. • Construction to begin on New Orleans East Hospital

38

2013 Budget Proposal

Budget Highlights – Sust. Communities
• Neighborhood Housing Initiative to fight blight, including the purchase of five new street sweepers
• Code Enforcement fully funded from CDBG • $10M from D-CDBG funds invested for Streetlight repairs, or alternative plan to find a permanent source of funding for them • $40M bond sale for roads, parks, and city building repairs

39

2013 Budget Proposal

Budget Highlights – Econ Dev’t
• Implementation of the Costco Reimbursement
• Full funding for NOLA Business Alliance from EDF • Full funding for Supplier Diversity from EDF

• $900,000 in general funds for summer jobs, plus a new summer job initiative to get young people involved with our new NHIF blight fighting initiative • Continued strong commitment to Arts Council and New Orleans Museum of Art
• HDLC and VCC are fully funded

• Nearly $300,000 secured from D CDBG to more than offset GF reduction to City Planning Commission; leaving them with more resources in 2013 than 2012
40

2013 Budget Proposal