New Orleans Mayor Mitch Landrieu's 2014 Operating Budget Presentation

CITY OF NEW ORLEANS
2014 Budget Proposal

October 15th, 2013
10/15/2013
2014 Budget Presentation

Background 2013 Results 2014 Budget Challenges 2014 Budget Proposal 2014 Budget Highlights
2
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 3
First step to eliminating gap was to reverse the spending trend

Annual Expenses $550M
$528.0M $496.0M $483.0M $483.4M $483.2M**
$32.4M Difference
$495.6M*
500
450
*= $495.6M proposed for 2014 does not include $8.8M to fund balance. Including fund balance contribution, the City proposes $504.3M in 2014.
400
**= $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.
350
300
2009
2010
-$32.0M
2011
-$13.0M
2012 +$0.4M
2013 Budgeted
2014 Proposed
Delta to +$28.0M previous year

4
-$0.2M
$12.4M
Annual Revenue $500M
Second step was to reduce the reliance on one-time monies to balance the budget
$497.2M $474.4M $484.1M
5.0
$504.3M
8.2
$481.1M
3.6
8.5
$466.0M
56.0
35.0
400 431.0
479.1 418.4
477.5
488.7
496.1
Recurring Revenue One-time 300 2009 2010 2011 2012 2013 2014 Budgeted Proposed
One-time money as a % of overall budget
11.8%
7.5%
1.0%
0.8%
1.7%
1.6%
We are now living within our means

Historical Expense vs. Revenue $550M
$528.0M
500
54.0
$496M 29.0
$497.2M $484.1M
5.0
$504.3M
8.2
$481.1M
3.6
8.5
450
56.0
35.0
400 418.0 431.0
479.1
477.5
488.7
496.1
Actual Expenditures ('09-'12) Projected Expenditures ('13-'14) Fund Balance/Other Financing Sources
350
One-time Recurring 2009 2010 2011 2012*

2013 Budgeted 2014 Proposed
300
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.
City will nearly eliminate the fund balance deficit in 2013

$80.0M
Ending Fund Balance

$60.1M
60.0
$41.5M $26.3M
40.0
20.0
$4.3M
$12.4M
0.0
-$8.7M -$4.5M -$16.8M -$25.1M
-20.0
-$20.0M
$15.5M reduction in fund balance deficit. $14.0M Fund Balance $1.5M Isaac CDBG Money
2013 2014 2015 2016 2017 2018 Budgeted Proposed Projected Projected Projected Projected
-40.0
Fund Balance Reserve Assumes 1% Annual Growth in Non-Debt Expenditures in 2015 and 2016 and 2% growth in 2017 and 2018
2009 2010 2011 2012
Modest revenue growth projections pale in comparison to projected expense growth

$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
Modest 5 Year Revenue Growth Projected (1.6% Annual Growth)

$600M
$504.3M $507.0M $517.6M $528.5M $539.7M
8.2
400 496.1 507.0 517.6 528.5 539.7 One Time Money Recurring Revenue
2018 Projected
200
2014 Proposed
2015 Projected
2016 Projected
2017 Projected
Major Financial Accomplishments

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
10

11
Public Safety Results

Murders Citywide (Down 26% from 2012. 111 through September)
200 180 160 140 120 100 80 60 40 20 0 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
2009-2012 Average
2013 YTD
Note on murders: Totals do not include justifiable/negligent homicides or police shootings.
12
13
Blight Fighting Results
Source: HUD Aggregated USPS Administrative Data on Address Vacancies, GNOCDC 2012

Commercial Properties Target List
14
15
Streetlight Results
12,500
11,447 +106%
10,000
7,500 6,142 5,565 5,000
2,500
2011 2012 2013 (Through Q2) (Through Q2) (Through Q2)
Streetlight Outage Repairs

16
Street Light Outages Restored
Streetlight Results
Fewest Outages Since Katrina
17
Sanitation Department Results

2,000
1,250
1,666 1,549 1,487 1,436 1,386
1,705
1,695
1,539
1,000
1,004
+165%
1,500
750
1,000
500 379 250
626
413
500
77 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2011 20112011 20112012 2012 20122012 2013 2013
Recyclable Material Collected (Tons)

18
Illegal Dumping Sites Cleared

Illegal Dumping Sites Cleared
Recyclable Material Collected
Recreation & Health Results

4,000
+84% 2,978 3,058
40
+38%
40
33
NORDC Summer Camp Registrants
3,000
2,898
30
29
2,000
1,663
20
1,000
10
2009
2011 2012 2013 (Through (Through (Through Q2) Q2) Q2)
2011
2012
2013
NORDC Summer Camp Registrants

19
NORDC Summer Camps

Number of Summer Camps
Recreation & Health Results
40,000
+10%
4,000
32,289
+20%
4,000
32,680
3,299
3,000
+62%
3,225
30,000
29,342
3,000
2,742
20,000
WIC Clinic Visits
2,000
Homeless Health Care Visits
2,000
1,995 WIC Clinic Visits
10,000
1,000
1,000
2012 (Through Q2)
2013 (Through Q2)
2013 Target (Through Q2)
2013 (Through Q2)
WIC Clinic Visits

20
Homeless Health Care Visits
AIDS clients served

One Stop Shop Safety and Permits Results

Number of Visitors at the One Stop Shop
Bar 1=June 1,000 900 800 700 600 500 400 300 200 100 0 S&P Bar 2=July Bar 3=August
863
669 598
Visitors
319 228
S&P-Elec
S&P-Inspec
S&P-Mech
S&P-Plan Rev
Average Wait Time

Bar 1=June Bar 2=July Bar 3=August Target (20) 30 22 Minutes 25 20 12 16
Average Service Time

Bar 1=June Bar 2=July Bar 3=August
30
25 20 Minutes 15 10 5 0 S&P S&P-Elec S&P-Inspec S&P-Mech S&P-Plan Rev 11
18
19 14
15
10 5 0 S&P
13
S&P-Elec
S&P-Inspec
S&P-Mech
S&P-Plan Rev
NOTE: One Stop Shop Wait Time does not include appointments
Data Source: Lobby Central for One Stop Shop
One Stop Shop HDLC/VCC/CPC Results

Number of Visitors at the One Stop Shop
Bar 1=June 1,000 900 800 700 600 500 400 300 200 100 0 Bar 2=July Bar 3=August
Visitors
494 338 164 202 376
119
30
Business Intake
CPC
HDLC
Payment
Special Event
VCC
Zoning
Average Wait Time

Bar 1=June 30 25 Minutes 20 15 10 5 0 Business Intake CPC HDLC Payment Special Event VCC Zoning 19 14 Minutes 16 11 6 7 4 Bar 2=July Bar 3=August Target (20) 50 45 40 35 30 25 20 15 10 5 0
Average Service Time

Bar 1=June Bar 2=July Bar 3=August 43
19 15
20
23 15 6
Business Intake
CPC
HDLC
Payment
Special Event
VCC
Zoning
NOTE: One Stop Shop Wait Time does not include appointments
Data Source: Lobby Central for One Stop Shop
HDLC Results
23
NOLA 311 Results

Key Performance Indicator: Call Abandonment Rate for 311
Abandonment Rate 20% 15% 10% 6% 5% 0% 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 6% 18% 16% 14% 12% 10% 8% 10% 9% 9% 9% 9% 12% 8% Target (10%)
Key Performance Indicator: Average Monthly Percent of 311 First Call Resolution
First Call Resolution 100% 81% 80% 60% 40% 46% 45% 64% 70% 80% 64% 69% 60% 71% 58% 59% 59% 63% Target (70%)
65%
20%
0% 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
Note: First call resolution includes information requests and undocumented calls. Excludes service requests and department referrals.
NOLA 311 Results

Average Call Length
Average Call Length 180 160 140 120 Seconds 100 80 60 40 20 0 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 140 140 Target (160) 162 169 180 161 172 158 151 150
147
145
Average Hold Time

Average Hold Time Target (15)
70
60 50 Seconds 40 30 20 10 0 Sep-12 Oct-12 43 57
64
27 21 22 18 14 9 5 Jun-13 Jul-13 13 6
Nov-12
Dec-12
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Aug-13
2013 Economic Development Results

$40M
500 400 300
233 449
$39.5M
300
+22%
243
Sit es e ng ag ed wi th Su mmer Y ou th E mpl oymen t
2013 (Through Q3)
Fresh Food Retailers Jobs
Private Dollars Leveraged
30
$24.3M
200
200
20
200 188 100 0
100
10
$3.7M
Q1
Q2
Q3
Q1 Q2 Q3
2013 Annual Target
Jobs announced through Fresh Foods Initiative

26
Private dollars leveraged to attract and retain business
Employee sites engaged with Summer Youth Employment
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
27
Collections Results
The value of audits in 2013 has more than doubled from the same period in 2012
Millions
2011 YTD
2012 YTD
2013 YTD
$3.0 $2.7 $2.5 $2.0 $1.5 $1.1

$2.5
$2.1
$1.0
$0.5 $0.0
Jan Feb Mar Apr May Jun Jul Aug
$0.9
Sep
Oct
Nov
Dec
28
Collections Results
Millions
Sales tax has increased almost 8% (2013 vs. 2012)

2011 Monthly Actual 2012 Monthly Actual 2013 Monthly Actual
$120.0
YTD 2011
YTD 2012
YTD 2013
$100.0
$100.55 $93.36 $88.90
$80.0
$60.0
$40.0
$20.0
$12.9 $12.1 $11.5
$11.0$11.2 $10.1 February
$11.4
$12.7
$14.1
$12.8 $12.5 April
$12.1 $11.6 May
$12.9
$12.1
$13.4
$12.2 $11.3
$11.1
$10.5 $9.9 August
$9.8
$10.9 $10.7 October
$11.9 $11.5 November
$11.5 $11.0 December
$10.7 March
$11.4 June
$11.3 July
$10.3
September
$0.0
January
29
Collections Results
Hotel/Motel sales tax has increased 4% (2013 vs. 2012)
Millions
2011 Monthly Actual YTD 2011
$12.0
$10.72
$10.26
$10.0
$8.0
$8.14
$6.0
$4.0
$1.8
$2.0
$0.9 $0.8
$0.9
$1.2 $1.2
$0.8 February
$1.4
$1.0 March
$1.6
$1.4 April
$1.8
$1.6
$1.6
$1.5
$1.2 June
$1.3
$1.0
$0.9 July
$1.1
$1.0
$1.0
$0.8
$0.6 September
$1.3
$0.8 October
$1.6
$1.2 November
$1.1
$0.9 December
$1.3 May
$0.0 30
$0.8 August
January
ReqtoCheck Results
70 60 50 40 30 20 10 0 Jan-11 Q3 2012 Q4 2012 Q2 2013 49 66*
Average Days from Contract Date to Execution (excludes routing time)

61
Time reduced by 51%

32
Average Number of Contracts in Queue

250 Unknown 200 208
150
147
121
100
50
0 Jan-11 31 *Best estimate from limited historical data. Q3 2012 Q4 2012
Q2 2013 2014 Budget Proposal
ReqtoCheck Results
The City has increased the percent of payments it makes within 60 business days as well as reduced the average number of days it takes to make a payment.
Percent of Capital & Grant Payments Made within 60 Business Days
90% 80% 50 70% 60% 50% 40 60
Average Days to Payment of Capital & Grant from Invoice date to Payment date
40% 30% 20% 10% 0%

May-11
78% 66%
85%
30
53
20
51 45
10
Jan-12
Jun-13
0 May-11 Jan-12 Jun-13
32
ReqtoCheck Results
Requisition and PO Approval Bid Advertising to Award Letter
Total TimeContract in Process Pre-Work, Routing, and Processing

60 80 100 120 140
Payments (Capital & Grants)
20
40
160
180
200
Jan 2011 (Estimated)
21*
77
53
157 days
Q2 2013
21*
45
45
116 days
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

34
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
2014 NOPD Consent Decree Funding

Consent Decree NOPD Personnel Early Warning System Deployment Early Warning System Integration/Maintenance Lexipol Policy Development AVL/Mobile Data Terminal (In car Computer System) In Car Camera System On-Body Cameras 2 Year Data Storage Electronic Control Weapons Digital Audio Recorders Training Supplies Police Monitor Citizen Satisfaction Survey Police Recruitment Total Projected 2014 GF $1,343,477 $1,400,000 $97,950 $68,000 $32,000 $88,000 $49,229 $1,200 $8,700 $2,125,000 $250,000 $300,000 $5,763,556 Projected 2014 Capital $5,000,000 2014 Request $1,343,477 $5,000,000 $1,400,000 $97,950 $386,000 $582,000 $88,000 $300,000 $49,229 $1,200 $8,700 $2,125,000 $250,000 $300,000 $11,931,556
$318,000 $550,000 $300,000
$6,168,000
36
OPSO Proposed Budget Hearings

Consent Decree Consent Decree requirements Jail population estimates Construction plans Financials Inspector General report Budget and financial statements Current and potential sources of revenue Expenditures Compensation and retention data Use of overtime Non personnel expenditures Managed competition for food, health and building security Opportunities for consolidation with City services
37
Workers Compensation Overview

$30.0M $24.8M $22.7M 20.0 $18.7M $17.5M $18.1M
10.0
0.0
2009
2010
2011
2012
2013 Projected
38
Debt payments increase $5.5M in 2014

$30.0M
$4.9M of increase due to GO Zone Loan

+34%
$21.8M
20.0 $16.3M
10.0 Debt Service
Debt Service
0.0
2013 Amended
2014 Proposed
39
Lyons Center opened in 2013
Treme Center opened in 2013
Joe Brown Center opened in 2013
Sanchez Center & Pool opening in 2014
Gernon Brown Gym opening in 2014
Energy costs increase $800K; Usage Decreases
45
Utilize $14.6M from Entergy for Streetlights
46

47
Proposed General Fund Budget Detail

City Council Mayor Criminal Justice Coordination Homeland Security Community Development Chief Administrative Office IT Law Fire Safety & Permits* Police Sanitation Health EMS Human Services 2013 Amended 2014 Proposed $9,820,916 $9,820,916 $7,097,697 $6,138,692 $624,059 $2,021,763 $2,233,237 $2,399,809 $161,701 $162,234 $31,386,300 $31,639,329 $13,004,883 $12,043,250 $6,368,617 $5,946,584 $84,915,565 $86,248,045 $4,714,227 $4,197,439 $126,784,896 $128,600,368 $37,209,066 $39,230,811 $1,663,408 $1,600,338 $11,764,159 $11,925,126 $2,379,078 $2,379,078 % of 2013 Allocation 100.0% 86.5% 324.0% 107.5% 100.3% 100.8% 92.6% 93.4% 101.6% 89.0% 101.4% 105.4% 96.2% 101.4% 100.0%
48
NOLA FOR LIFE Investments

Group Violence Reduction Strategy
CeaseFire New Orleans
CeaseFire Hospital Crisis Intervention Team

Midnight Basketball Workforce Re-entry Program
49
Additional CDBG funds to Safety & Permits

$6.0M $5.1M CDBG $0.9M 4.0
2.0
General Fund $4.2M
0.0
2014 Proposed

2013 Amended 2014 Proposed Finance $13,874,308 $13,420,812 Debt Service $16,262,905 $21,784,030 Fund Balance $14,000,000 $8,800,000 State Pass Through $1,961,402 $2,007,718 Property Management $6,656,823 $6,249,885 Civil Service $1,469,643 $1,552,076 Public Works $15,242,280 $14,965,553 Parks & Parkways $6,737,667 $7,071,257 HDLC $638,095 $533,981 VCC $344,831 $397,232 Alcoholic Beverage Control Board $1,500 $1,500 City Planning Commission* $1,594,134 $1,139,843 Mosquito and Termite Control $2,078,509 $2,078,505 New Orleans Museum of Art $151,683 $128,931 % of 2013 Allocation 96.7% 133.9% 62.9% 102.4% 93.9% 105.6% 98.2% 105.0% 83.7% 115.2% 100.0% 71.5% 100.0% 85.0%
51
Additional CDBG funds to City Planning Commission

$2.0M $1.6M 1.5 1.0 0.5 0.0 General Fund $1.1M CDBG $0.5M
2014 Proposed

Department Miscellaneous NORDC Service & Innovation* OPA Inspector General District Attorney Coroner's Office Juvenile Court First City Court Civil Court Municipal Court Traffic Court Criminal District Court Sheriff Clerk of Criminal District Court Registrar of Voters Judicial Retirement Fund TOTAL
*Service & Innovation budget was amended in August to transfer approx. $450k in funds from CAOITI.
2013 Amended 2014 Proposed $20,220,979 $23,231,177 $8,333,966 $9,231,821 $501,184 $1,089,652 $469,364 $469,364 $3,685,336 $4,212,614 $6,271,671 $6,271,671 $1,669,099 $1,781,605 $3,615,283 $3,025,203 $6,000 $6,000 $14,400 $14,400 $1,867,343 $2,045,894 $389,640 $437,587 $1,526,597 $1,526,597 $22,134,388 $22,134,338 $3,726,330 $3,726,330 $383,416 $371,945 $263,238 $287,233 $496,219,823 $504,348,536
% of 2013 Allocation 114.9% 110.8% 217.4% 100.0% 114.3% 100.0% 106.7% 83.7% 100.0% 100.0% 109.6% 112.3% 100.0% 100.0% 100.0% 97.0% 109.1% 101.6%
53
Juvenile Court Downsizing Proposal

$4.0M 3.0 2.0 1.0 0.0 $2.6M $2.6M $2.1M $3.6M $1.0M $3.5M $0.8M $3.0M $1.0M $2.6M $0.5M Court Reserves General Fund
$2.0M
2013 2013 (Budgeted) (Projected)
2014
2015
Municipal Court Proposal

56
2014 Budget Highlights
1 of 3
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

57
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

Job Creation Full funding for NOLA Business Alliance Expand special events permitting One Stop Fund Balance $8.8M dedicated to City Fund Balance
$4.5M to erase 2013 deficit; $4.3M to grow Fund Balance
2 of 3
Recreation Fully fund Joe Bartholomew golf course ($334k) $900k increase for NORD to fully fund new facilities Blight Expand Code Enforcement to speed judgments, demos and sheriffs sales ($450k)
58
3 of 3
Infrastructure $14.6M for Streetlights Sanitation Enhanced services in the French Quarter funded by Convention Center ($500k)
59

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New Orleans Mayor Mitch Landrieu&#39;s 2014 Operating Budget Presentation

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CITY OF NEW ORLEANS

2014 Budget Proposal

2014 Budget Presentation

2014 Budget Proposal

The Landrieu Administration addressed an inherited $97M spending gap

2009 Expenditure $528M

500 110 450 $431M

400 418 431 Gap Recurring Revenue 2010

Note: One-time revenue sources not included in chart 3

2014 Budget Proposal

First step to eliminating gap was to reverse the spending trend

Delta to +$28.0M previous year

2014 Budget Proposal

Annual Revenue $500M

One-time money as a % of overall budget

2014 Budget Proposal

We are now living within our means

400 418.0 431.0

One-time Recurring 2009 2010 2011 2012*

2014 Budget Proposal

City will nearly eliminate the fund balance deficit in 2013

Ending Fund Balance

2009 2010 2011 2012

2014 Budget Proposal

Modest revenue growth projections pale in comparison to projected expense growth

2014 Budget Proposal

Modest 5 Year Revenue Growth Projected (1.6% Annual Growth)

2014 Budget Proposal

Major Financial Accomplishments

2014 Budget Proposal

2014 Budget Presentation

2014 Budget Proposal

Public Safety Results

Note on murders: Totals do not include justifiable/negligent homicides or police shootings.

2014 Budget Proposal

Blight Fighting Results

2014 Budget Proposal

Blight Fighting Results

2014 Budget Proposal

Blight Fighting Results

2014 Budget Proposal

7,500 6,142 5,565 5,000

2011 2012 2013 (Through Q2) (Through Q2) (Through Q2)

Streetlight Outage Repairs

Street Light Outages Restored

2014 Budget Proposal

2014 Budget Proposal

Sanitation Department Results

1,666 1,549 1,487 1,436 1,386

500 379 250

77 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2011 20112011 20112012 2012 20122012 2013 2013

2011 2012 2013 (Through Q2) (Through Q2) (Through Q2)

Recyclable Material Collected (Tons)

Illegal Dumping Sites Cleared

Illegal Dumping Sites Cleared

Recyclable Material Collected

Recreation & Health Results

2011 2012 2013 (Through (Through (Through Q2) Q2) Q2)

NORDC Summer Camp Registrants

NORDC Summer Camps

Number of Summer Camps

Recreation & Health Results

WIC Clinic Visits

Homeless Health Care Visits

New Orleans Mayor Mitch Landrieu's 2014 Operating Budget Presentation

New Orleans Mayor Mitch Landrieu's 2014 Operating Budget Presentation