New Orleans Mayor Mitch Landrieu's 2014 Operating Budget Presentation
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Transcript of New Orleans Mayor Mitch Landrieu's 2014 Operating Budget Presentation
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7/27/2019 New Orleans Mayor Mitch Landrieu's 2014 Operating Budget Presentation
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CITYOFNEWORLEANS
October 15th, 2013
10/15/2013
2014 Budget Proposal
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2014 Budget Proposal2
Background
2013 Results
2014 Budget Challenges
2014 Budget Proposal
2014 Budget Highlights
2014 Budget Presentation
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2014 Budget Proposal
300
350
400
450
500
$550M
300
350
400
450
500
$550M
Budget Comparison
2009
418
110
2010
431
$431M
RecurringRevenue
Gap
3
The Landrieu Administration addressed
an inherited $97M spending gap
$97M Gap
2009 Expenditure$528M
Note: One-t ime revenue sources n ot inc lud ed in chart
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2014 Budget Proposal
300
350
400
450
500
$550M
300
350
400
450
500
$550M
Annual Expenses
2009
$528.0M
2010
$496.0M
2011
$483.0M
2012
$483.4M
2013Budgeted
$483.2M**
2014Proposed
$495.6M*
+$28.0M -$32.0M -$13.0M +$0.4M -$0.2M $12.4MDelta toprevious year
4
First step to eliminating gap was to reverse
the spending trend
$32.4MDifference
**= $483.2M budgeted
in 2013 does not
include $14.0M to fund
balance. Including fund
balance contribution,
the Citys current
budget for 2013 is
$497.2M.
*= $495.6M proposed
for 2014 does not
include $8.8M to fund
balance. Including fund
balance contribution,
the City proposes$504.3M in 2014.
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2014 Budget Proposal
300
400
$500M
300
400
$500M
Annual Revenue
2009
56.0
418.4
$474.4M
2010
35.0
431.0
$466.0M
2011
5.0
479.1
$484.1M
2012
3.6
477.5
$481.1M
2013Budgeted
8.5
488.7
$497.2M
2014Proposed
8.2
496.1
$504.3M
One-time
RecurringRevenue
5
Second step was to reduce the reliance on
one-time monies to balance the budget
One-time moneyas a % of overallbudget
11.8% 7.5% 1.0% 0.8% 1.7% 1.6%
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2014 Budget Proposal
300
350
400
450
500
$550M
300
350
400
450
500
$550M
Historical Expense vs. Revenue
2009
418.0
56.0
54.0
$528.0M
2010
431.0
35.0
29.0
$496M
2011
479.1
5.0
$484.1M
2012*
477.5
3.6
$481.1M
2013Budgeted
488.7
8.5
$497.2M
2014Proposed
496.1
8.2
$504.3M
Recurring
One-time
Fund Balance/OtherFinancing Sources
ActualExpenditures('09-'12)
ProjectedExpenditures('13-'14)
6
We are now living within our means
2013 Actual Expenditure line does not include $14.0M appropriation to fund balance as that is not an expenditure on
operations. Including fund balance contribution, budgeted $497.2M in 2013.
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2014 Budget Proposal
-40.0
-20.0
0.0
20.0
40.0
60.0
$80.0M
2009
-$8.7M
2010
-$25.1M
2011
-$16.8M
2012
-$20.0M
2013
Budgeted
2014
Proposed
$4.3M
2015
Projected
$12.4M
2016
Projected
$26.3M
2017
Projected
$41.5M
2018
Projected
$60.1M
-$4.5MFund Balance Reserve
City will nearly eliminate the
fund balance deficit in 2013
7
Ending Fund Balance
Assumes 1% Annual
Growth in Non-Debt
Expenditures in 2015
and 2016 and 2% growth
in 2017 and 2018
$15.5M reduction in fund
balance deficit.
$14.0M Fund Balance
$1.5M Isaac CDBG Money
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2014 Budget Proposal
Modest revenue growth projections pale in
comparison to projected expense growth
8
$7.6M growth in GF revenue projected for 2014 (1.5%) 3% growth in Sales and Property Tax projected
Sluggish growth of non-tax based revenues (40% of GF revenue)
Safety cameras, EMS Billing
1.6% projected annual growth of General Fund revenue (2013-2018)
Debt payments scheduled to increase by $5.5M in 2014 and $3.5M more
in 2015
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2014 Budget Proposal
Modest 5 Year Revenue Growth Projected
(1.6% Annual Growth)
9
0
200
400
$600M
2014
Proposed
496.1
2015
Projected
507.0
$507.0M
2016
Projected
517.6
$517.6M
2017
Projected
528.5
$528.5M
2018
Projected
539.7
$539.7M
8.2
$504.3M
RecurringRevenue
One TimeMoney
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2014 Budget Proposal
Major Financial Accomplishments
10
Forgiveness of $240M worth of CDL loans
Substantially improved Citys debt posture
Shifted retirees to Medicare reducing future liabilities from $350M to
$166M
Scheduled to reduce negative fund balance by $15.5M in 2013
Refinanced pension obligation bonds at lower interest rates, saving
money while retaining the same maturation date of 2030
Won $11M FEMA arbitration to avoid recoupment of already expended
funds
Made important changes to city, police, and fire pension funds
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2014 Budget Proposal11
Background
2013 Results
2014 Budget Challenges
2014 Budget Proposal
2014 Budget Highlights
2014 Budget Presentation
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2014 Budget Proposal12
Note on murders: Totals do not include justifiable/negligent
homicides or police shootings.
0
20
40
60
80
100
120
140
160
180
200
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Murders Citywide (Down 26% from 2012. 111 through September)
Public Safety Results
2009-2012 Average 2013 YTD
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2014 Budget Proposal13
Blight Fighting Results
Source:HUDAggregate
dUSPSA
dmin
istrativeData
onA
ddressVacancies
,GNOCDC201
2
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2014 Budget Proposal14
Commercial Properties Target List
Blight Fighting Results
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2014 Budget Proposal15
Blight Fighting Results
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2014 Budget Proposal17
Streetlight ResultsFewest Outages Since Katrina
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2014 Budget Proposal
0
500
1,000
1,500
2,000
Q12011
77
Q22011
626
Q32011
1,386
Q42011
1,539
Q12012
1,487
Q22012
1,549
Q32012
1,436
Q42012
1,666
Q12013
1,705
Q22013
RecyclableMaterialCollected
1,695
18
Recyclable Material
Collected (Tons)
0
250
500
750
1,000
1,250
2011(Through Q2)
379
2012(Through Q2)
413
2013(Through Q2)
IllegalDumpingSitesCleared
1,004
+165%+165%
Illegal Dumping SitesCleared
Sanitation Department Results
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2014 Budget Proposal
0
1,000
2,000
3,000
4,000
2009
1,663
2011
(ThroughQ2)
2,898
2012
(ThroughQ2)
2,978
2013
(ThroughQ2)
NOR
DCSummerCampReg
istrants
3,058
+84%+84%
0
10
20
30
40
2011
29
2012
33
2013
NumberofSumm
erCamps
40+38%+38%
19
Recreation & Health Results
NORDC Summer Camp
RegistrantsNORDC Summer Camps
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2014 Budget Proposal
0
10,000
20,000
30,000
40,000
2011
(Through Q2)
29,342
2012
(Through Q2)
32,680
2013
(Through Q2)
WICClinic
Visits
32,289
+10%+10%
0
1,000
2,000
3,000
4,000
2012(Through Q2)
2,742
2013(Through Q2)
Homeless
HealthCare
Visits
3,299+20%+20%
20
WIC Clinic VisitsHomeless Health Care
Visits
0
1,000
2,000
3,000
4,000
2013 Target(Through Q2)
1,995
2013 (ThroughQ2)
WIC ClinicVisits
3,225+62%+62%
AIDS clients served
Recreation & Health Results
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2014 Budget ProposalData Source: Lobby Central for One Stop Shop
NOTE: One Stop Shop Wait Time does not include appointments
863
598669
319
228
0
100
200
300
400
500
600
700
800
900
1,000
S&P S&P-Elec S&P-Inspec S&P-Mech S&P-Plan Rev
Visitors
Number of Visitors at the One Stop ShopBar 1=June Bar 2=July Bar 3=August
22
78
1112
0
5
10
15
20
25
30
S&P S&P-Elec S&P-Inspec S&P-Mech S&P-Plan Rev
Minute
s
Target (20)
Average Wait Time
Bar 1=June Bar 2=July Bar 3=August
16
13
1819
14
0
5
10
15
20
25
30
S&P S&P-Elec S&P-Inspec S&P-Mech S&P-Plan Rev
Minute
s
Average Service TimeBar 1=June Bar 2=July Bar 3=August
One Stop Shop Safety and Permits Results
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2014 Budget ProposalData Source: Lobby Central for One Stop Shop
NOTE: One Stop Shop Wait Time does not include appointments
164
338
202
494
30
119
376
0
100
200
300
400
500
600
700
800
900
1,000
Business Intake CPC HDLC Payment Special Event VCC Zoning
Visitors
Number of Visitors at the One Stop ShopBar 1=June Bar 2=July Bar 3=August
19
11
6 7
16
4
14
0
5
10
15
20
25
30
Business
Intake
CPC HDLC Payment Special
Event
VCC Zoning
Minu
tes
Target (20)
Average Wait TimeBar 1=June Bar 2=July Bar 3=August
1519 20
6
43
23
15
0
5
10
15
2025
30
35
40
45
50
Business
Intake
CPC HDLC Payment Special
Event
VCC Zoning
Minu
tes
Average Service TimeBar 1=June Bar 2=July Bar 3=August
One Stop Shop HDLC/VCC/CPC Results
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2014 Budget Proposal23
HDLC Results
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2014 Budget Proposal
Key Performance Indicator: Call Abandonment Rate for 311
Key Performance Indicator: Average Monthly Percent of 311 First Call Resolution
Note: First call resolution includes information requests and undocumented calls. Excludes service requests and department referrals.
6% 6%
18%
12%
10%
16%
8%
10%9% 9%
14%
9% 9%
12%
8%
0%
5%
10%
15%
20%
Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13
Abandonment Rate Target (10%)
46% 45%
64%70%
65%
81%
64%69%
80%
60%
71%
58% 59% 59% 63%
0%
20%
40%
60%
80%
100%
Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13
First Call Resolution Target (70%)
NOLA 311 Results
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2014 Budget Proposal
140 140147 145
151 150162
169180
161172
158
0
20
40
60
80
100
120
140
160
180
Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13
Seconds
Average Call LengthAverage Call Length Target (160)
43
57
64
21
2722
1814
95
13
6
0
10
20
30
40
50
60
70
Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13
Seconds
Average Hold Time
Average Hold Time Target (15)
NOLA 311 Results
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2014 Budget Proposal26
Employee sites engaged withSummer Youth Employment
0
10
20
30
$40M
Q1
$24.3M
Q2
$3.7M
Q3
PrivateDollarsLeveraged
$39.5M
0
100
200
300
400
500
Q1
188
Q2
233
Q3
FreshFoodRetaile
rsJobs
449
Private dollars leveraged toattract and retain business
Jobs announced throughFresh Foods Initiative
0
100
200
300
2013 AnnualTarget
200
2013(Through
Q3)
SitesengagedwithSum
merYou
thEm
ploym
ent243
+22%+22%
2013 Economic Development Results
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2014 Budget Proposal27
Economic Development Announcements
GE Capital
Gameloft TCI
Costco
Wal-Mart New Orleans East
Wal-Mart Gentilly Mid-City Market
Whole Foods on Broad Street
Riverwalk
Historic Circle Food Store Algiers Plaza
Fresh Market Uptown
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Collections Results
$1.1
$2.1
$0.9
$2.7$2.5
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Millions
2011 YTD 2012 YTD 2013 YTD
The value of audits in 2013 has more than
doubled from the same period in 2012
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2014 Budget Proposal29
Sales tax has increased almost 8% (2013 vs.
2012)
$11.5 $10.1 $10.7 $12.5 $11.6 $11.4 $11.3 $9.9 $10.3 $10.7 $11.5 $11.0
$12.1 $11.0 $11.4 $12.8 $12.1 $12.1 $11.3 $10.5 $9.8$10.9 $11.9 $11.5
$12.9$11.2 $12.7
$14.1 $12.9 $13.4 $12.2 $11.1
$88.90
$93.36
$100.55
$0.0
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
January February March April May June July August September October November December
Millions
2011 Monthly Actual 2012 Monthly Actual 2013 Monthly Actual
YTD 2011 YTD 2012 YTD 2013
Collections Results
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2014 Budget Proposal30
Hotel/Motel sales tax has increased 4%
(2013 vs. 2012)
$0.8 $0.8 $1.0 $1.4 $1.3 $1.2 $0.9 $0.8 $0.6 $0.8 $1.2 $0.9
$0.9$1.2 $1.4 $1.6
$1.6 $1.5$1.0
$1.1
$0.8$1.3 $1.6 $1.1$0.9
$1.2$1.8 $1.8
$1.6 $1.3 $1.0$1.0
$8.14
$10.26
$10.72
$0.0
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
January February March April May June July August September October November December
Millions
2011 Monthly Actual 2012 Monthly Actual 2013 Monthly Actual
YTD 2011 YTD 2012 YTD 2013
Collections Results
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2014 Budget Proposal
ReqtoCheck Results
31
66*61
49
32
0
10
20
30
40
50
60
70
Jan-11 Q3 2012 Q4 2012 Q2 2013
Average Days from Contract Date to Execution
(excludes routing time)
Time reduced by 51%
Unknown 208
147
121
0
50
100
150
200
250
Jan-11 Q3 2012 Q4 2012 Q2 2013
Average Number of Contracts in Queue
*Best estimate from limited historical data.
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2014 Budget Proposal
The City has increased the percent of payments it makes within 60business days as well as reduced the average number of days ittakes to make a payment.
32
66%
78%85%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
May-11 Jan-12 Jun-13
Percent of Capital & Grant Payments Made within 60
Business Days
53 51
45
0
10
20
30
40
50
60
May-11 Jan-12 Jun-13
Average Days to Payment of Capital & Grant from
Invoice date to Payment date
ReqtoCheck Results
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2014 Budget Proposal
With contracting times down by 42% and the payment times down by
15%, the entire req to check process for bids is down 22% Excluding mandatory 21 days for bid advertising and opening, the req to
check times are down 30%
33
6
5
21*
21*
77
45
53
45
157 days
116 days
0 20 40 60 80 100 120 140 160 180 200
Jan 2011 (Estimated)
Q2 2013
Total Time in ProcessRequisition and PO Approval Bid Advertising to Award Letter Contract Pre-Work, Routing, and Processing Payments (Capital & Grants)
ReqtoCheck Results
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2014 Budget Proposal34
Background
2013 Results
2014 Budget Challenges
2014 Budget Proposal
2014 Budget Highlights
2014 Budget Presentation
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2014 Budget Proposal
2014 Budgeting Challenges
Increase NOPD Strength ($129.0M)
Implement two costly Consent Decrees
NOPD Consent Decree ($6.1M)
OPSO Consent Decree (?)
NOFD Pension ($17.5M)
Workers Compensation ($8.0M)
GO Zone loan repayment ($4.9M)
Launch and ongoing support of new NORD facilities ($1.3M)
Joe Brown, Treme, Lyons (2013)
Sanchez Center, Gernon Brown, St. Bernard (2014)
Increased Entergy costs ($800k)
Identify permanent funding source for streetlights
35
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2014 Budget Proposal36
2014 NOPD Consent Decree Funding
Consent Decree Projected 2014 GF Projected 2014 Capital 2014 Request
NOPD Personnel $1,343,477 $1,343,477
Early Warning System Deployment $5,000,000 $5,000,000
Early Warning System Integration/Maintenance $1,400,000 $1,400,000
Lexipol Policy Development $97,950 $97,950
AVL/Mobi le Data Terminal (In car Computer System) $68,000 $318,000 $386,000
In Car Camera System $32,000 $550,000 $582,000
On-Body Cameras $88,000 $88,000
2 Year Data Storage $300,000 $300,000
Electronic Control Weapons $49,229 $49,229
Digital Audio Recorders $1,200 $1,200
Training Supplies $8,700 $8,700
Police Monitor $2,125,000 $2,125,000
Citizen Satisfaction Survey $250,000 $250,000
Police Recruitment $300,000 $300,000
Total $5,763,556 $6,168,000 $11,931,556
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2014 Budget Proposal38
Workers Compensation Overview
0.0
10.0
20.0
$30.0M
2009
$18.7M
2010
$17.5M
2011
$18.1M
2012
$22.7M
2013 Projected
$24.8M
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2014 Budget Proposal
Lyons Center opened in 2013
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2014 Budget Proposal
Treme Center opened in 2013
d i
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2014 Budget Proposal
Joe Brown Center opened in 2013
h & l i i
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2014 Budget Proposal
Sanchez Center & Pool opening in 2014
G B G i i 2014
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2014 Budget Proposal
Gernon Brown Gym opening in 2014
Energy costs increase $800K;
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2014 Budget Proposal45
Energy costs increase $800K;
Usage Decreases
Utili $14 6M f E t f St tli ht
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2014 Budget Proposal46
Utilize $14.6M from Entergy for Streetlights
2014 B d t P t ti
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2014 Budget Proposal47
Background
2013 Results
2014 Budget Challenges
2014 Budget Proposal
2014 Budget Highlights
2014 Budget Presentation
P d G l F d B d t D t il
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2014 Budget Proposal48
Proposed General Fund Budget Detail
2013 Amended 2014 Proposed % of 2013 Allocation
City Council $9,820,916 $9,820,916 100.0%
Mayor $7,097,697 $6,138,692 86.5%
Criminal Justice Coordination $624,059 $2,021,763 324.0%
Homeland Security $2,233,237 $2,399,809 107.5%
Community Development $161,701 $162,234 100.3%
Chief Administrative Office $31,386,300 $31,639,329 100.8%
IT $13,004,883 $12,043,250 92.6%Law $6,368,617 $5,946,584 93.4%
Fire $84,915,565 $86,248,045 101.6%
Safety & Permits* $4,714,227 $4,197,439 89.0%
Police $126,784,896 $128,600,368 101.4%
Sanitation $37,209,066 $39,230,811 105.4%
Health $1,663,408 $1,600,338 96.2%EMS $11,764,159 $11,925,126 101.4%
Human Services $2,379,078 $2,379,078 100.0%
NOLA FOR LIFE Investments
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2014 Budget Proposal49
NOLA FOR LIFE Investments
Group Violence Reduction Strategy
CeaseFire New Orleans
CeaseFire Hospital Crisis Intervention Team
Midnight Basketball
Workforce Re-entry Program
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2014 Budget Proposal
Additional CDBG funds to Safety & Permits
0.0
2.0
4.0
$6.0M
2014 Proposed
General Fund $4.2M
CDBG $0.9M
$5.1M
Proposed General Fund Budget Detail
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2014 Budget Proposal51
Proposed General Fund Budget Detail
2013 Amended 2014 Proposed % of 2013 Allocation
Finance $13,874,308 $13,420,812 96.7%Debt Service $16,262,905 $21,784,030 133.9%
Fund Balance $14,000,000 $8,800,000 62.9%
State Pass Through $1,961,402 $2,007,718 102.4%
Property Management $6,656,823 $6,249,885 93.9%
Civil Service $1,469,643 $1,552,076 105.6%
Public Works $15,242,280 $14,965,553 98.2%
Parks & Parkways $6,737,667 $7,071,257 105.0%
HDLC $638,095 $533,981 83.7%
VCC $344,831 $397,232 115.2%
Alcoholic Beverage Control Board $1,500 $1,500 100.0%
City Planning Commission* $1,594,134 $1,139,843 71.5%Mosquito and Termite Control $2,078,509 $2,078,505 100.0%
New Orleans Museum of Art $151,683 $128,931 85.0%
Additional CDBG funds to
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2014 Budget Proposal
0.0
0.5
1.0
1.5
$2.0M
2014 Proposed
General Fund $1.1M
CDBG $0.5M
$1.6M
Additional CDBG funds to
City Planning Commission
Proposed General Fund Budget Detail
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Proposed General Fund Budget DetailDepartment 2013 Amended 2014 Proposed % of 2013 Allocation
Miscellaneous $20,220,979 $23,231,177 114.9%
NORDC $8,333,966 $9,231,821 110.8%
Service & Innovation* $501,184 $1,089,652 217.4%
OPA $469,364 $469,364 100.0%
Inspector General $3,685,336 $4,212,614 114.3%
District Attorney $6,271,671 $6,271,671 100.0%
Coroner's Office $1,669,099 $1,781,605 106.7%
Juvenile Court $3,615,283 $3,025,203 83.7%
First City Court $6,000 $6,000 100.0%Civil Court $14,400 $14,400 100.0%
Municipal Court $1,867,343 $2,045,894 109.6%
Traffic Court $389,640 $437,587 112.3%
Criminal District Court $1,526,597 $1,526,597 100.0%
Sheriff $22,134,388 $22,134,338 100.0%
Clerk of Criminal District Court $3,726,330 $3,726,330 100.0%
Registrar of Voters $383,416 $371,945 97.0%
Judicial Retirement Fund $263,238 $287,233 109.1%
TOTAL $496,219,823 $504,348,536 101.6%
*Service & Innovation
budget was amended inAugust to transfer approx.
$450k in funds from CAO-
ITI.
Juvenile Court Downsizing Proposal
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0.0
1.0
2.0
3.0
$4.0M
2013
(Budgeted)
$2.6M
$1.0M
$3.6M
2013
(Projected)
$2.6M
$0.8M
$3.5M
2014
$2.1M
$1.0M
$3.0M
2015
$2.0M
$0.5M
$2.6M
GeneralFund
CourtReserves
Juvenile Court Downsizing Proposal
M i i l C P l
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Municipal Court Proposal
2014 Budget Presentation
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Background
2013 Results
2014 Budget Challenges
2014 Budget Proposal
2014 Budget Highlights
2014 Budget Presentation
2014 B d t Hi hli ht1 of 3
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2014 Budget Highlights
57
Public Safety
Increased funding to recruit 150 additional officers for NOPD
Funding for 100 new police cars and body cameras for every officer
Funding two new civil service positions focused on NOPD Recruitment
$300,000 Police Recruitment Campaign
Increased funding for NOFD ($1.3M) and EMS ($160k)
Expanded NOLA FOR LIFE Initiatives ($1.6M)
Raised $3 in private support for every $1 public support in 2013
NOPD Consent Decree increase ($200k)
Increased pre-trial funding from $484k to $584k
Increased Municipal Court allocation ($178k)
Increased public defender for racketeering case defense ($232k)
Additional investment in Coroner ($112k)
DA and Criminal District Court funded at 100% of 2013 level
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Infrastructure
$14.6M for StreetlightsSanitation
Enhanced services in the French Quarter funded by Convention Center
($500k)