FY2012
Requests for Offers
OPEN AND EFFECTIVE GOVERNMENT
Ensure sound fiscal management and transparency, promote effective, customer-driven services, and foster
active citizen engagement in City government.
Summary

New Orleans citizens expect their government to be responsive, and to run efficiently and effectively.

They expect to be consulted regularly, and to have adequate information to understand the options
available to City leaders and the choices made.

When governments invite citizens to apply their imagination and creativity toward developing innovative
uses of public data, the results are openness, transparency and innovation.
Result Map is attached, showing what factors influence this result.
Outcome Measures that best indicate that the results are being achieved (maximum 3 outcome measures)
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Citizen perception of trust in government as measured with customer surveys and related data
Efficiency and effectiveness measured by the number of process improvement projects across City
government that improve results and/or save money
Number of audit findings
Budget Strategies (The Results Team is seeking budget offers to…)
1.
2.
3.
4.
5.
6.
7.
8.
9.
Strengthen effective and open government
Budget offers will be evaluated in the context of
Improve revenue collection
the Mayor’s values with emphasis on:
Manage City resources with integrity and accountability
 Achieving Results
Implement process improvement projects to improve
 Measurable Indicators
results and save money
 Collaboration
Leverage technology to improve customer service
 Customer-focus
 Efficiency
Reconnect citizens with their government by clearly
 Effectiveness
communicating what they get in return for their tax dollars
 Excellence
Increase customer satisfaction and citizen confidence in
government by improving internal and external
communications and operations
Rightsize the number of City facilities
Regularly consult with citizens on City policies and operations
FY2012
Requests for Offers
SUSTAINABLE COMMUNITIES
Support sustainable communities that integrate quality housing, transportation,
schools, commercial development, energy efficiency, parks and green space, flood protection and cultural assets.
Summary:

The Citizens of New Orleans desire to build a better quality of life for current and future generations by
developing sustainable communities through improvements and further development to neighborhood
infrastructure, pollution control, reduction of neighborhood blight, improved parks/ green space, better
intra and inter-neighborhood access to services through improved transportability.

We want to build and improve public facilities in neighborhoods together with schools serving as
neighborhood centers.
Result Map is attached, showing what factors influence this result.
Outcome Measures that best indicate that the results are being achieved
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Percentage of population spending greater than 30% of their income on housing
Reduction in number of blighted properties
Citizen perception of walkability of neighborhoods
Commercial & residential new construction and renovation/remodel/repair related construction
Purchasing Strategies (The Results Team is seeking budget offers to…)
Budget offers will be evaluated in the context of
1. Build capital projects that are coordinated with school
the Mayor’s values with emphasis on:
master plan
 Achieving Results
2. Improve City infrastructure including streets, sidewalks,
 Measurable Indicators
water and sewer systems
 Collaboration
3. Encourage and improve coordination among all City,
 Customer-focus
public, and private partners to create sustainable
 Efficiency
community development
 Effectiveness
4. Ensure compliance with all City codes
 Excellence
5. Create shared/integrated GIS services that reflect current
and timely data for all relevant City agencies
6. Create a consumer and business friendly environment
7. Promote investment in the local economy including cultural assets
8. Increase the efficiency of infrastructure programs and environmental quality
9. Promote a creative approach to sustainable communities
10. Plan future development in accordance with the City's Master Plan and leverage the City's Capital
investment program.
FY2012
Requests for Offers
ECONOMIC DEVELOPMENT
Spur the growth of a diverse economy that creates good-paying jobs and provides equal access to
economic prosperity.
Summary

Economic development is essential to New Orleans’ survival and quality of life

Bold leadership, clear strategy and rejuvenated City programs can – with backing from business
interests and other levels of government – usher in an era even more successful than the past.

Reinvestment and historical strengths like international trade, combined with a new focus on areas like
digital media and the medical corridor, will diversify and strengthen the economy.

We need user-friendly, efficient and predictable systems for issuing permits and licenses.
Result Map is attached, showing what factors influence this result.
Outcome Measures that best indicate that the results are being achieved (maximum 3 outcome measures)
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Per capita income
Net new jobs
Perception of business climate, as measured by survey of businesses
Purchasing Strategies (The Results Team is seeking budget offers to…)
Budget offers will be evaluated in the context of
1. Stimulate high-wage jobs creation for City residents.
the Mayor’s values with emphasis on:
2. Diversify the job market, types of businesses, and
 Achieving Results
industries in the City, emphasizing sectors that bring in
 Measurable Indicators
external revenue into the City.
 Collaboration
3. Improve customer service for businesses seeking City
 Customer-focus
services.
 Efficiency
4. Increase transparency of City policies, procedures, and
 Effectiveness
information that is relevant to businesses.
 Excellence
5. Increase opportunities for disadvantaged and local
businesses to grow and prosper.
6. Improve the skills of the workforce, both entry-level and professional.
7. Ensure opportunities for youth/young adult employment and career exploration and development.
8. Work aggressively with federal, state and regional officials in pooling resources for business and job
creation.
9. Encourage partnerships between the City, regional and local business groups, as well as economic
development organizations.
10. Support the growth and infrastructure of the cultural economy.
FY2012
Request for Offers
PUBLIC SAFETY
Ensures the public’s safety and serves our citizens with respect and integrity
Summary

Based on preliminary data from the FBI, there were 2,614 serious violent crimes and 12,940 serious
property crimes in New Orleans in 2009. As noted by the Mayor’s Transition Task Force on Criminal
Justice, “New Orleans has had one of the country’s highest per capita murder rates for years.

At the same time, there are eight pending civil rights investigations of actions by the New Orleans
Police Department and the City has asked the U.S. Department of Justice to conduct a broader
systematic review of the Department’s pattern of practice.

Public safety is affected by factors other than crime. In 2008, the New Orleans Fire Department
responded to a total of 22,878 calls – 2,247 were fires; the Police Department reported 40 traffic
fatalities; and EMS responded to a total of 41,174 calls.

Finally, public safety depends on preparedness to meet the challenges of natural disasters, terrorism
and other threats to safety and security.
Result Map is attached, showing what factors influence this result.
Outcome Measures that best indicate that the results are being achieved (need three):
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Violent and total crime rates (UCR offenses)
Response time by public safety departments (Fire, EMS, Police*) to 911 calls
Citizen perception of public safety as measured by surveys
*Crimes in progress
Purchasing Strategies (The Results Team is seeking budget offers to…)
1. Increase effective and efficient deployment of public
Budget offers will be evaluated in the
safety resources
context of the Mayor’s values with an
emphasis on:
2. Improve community relations with public safety
 Achieving Results
agencies
 Customer-focus
3. Engage the community in partnerships to promote
 Leveraging Other
public safety
Resources/Funds
4. Improve effective oversight

Efficiency
5. Seek appropriate, fair and timely resolution of criminal

Effectiveness
cases

Excellence
6. Prevent crime by reducing juvenile crime, family
violence and recidivism
7. Improve effective and timely response to emergencies
8. Increase mitigation and improve the state of preparedness for disasters
9. Improve coordination and increase collaboration and integration
10. Improve recruitment, training and personnel development
FY2012
Requests for Offers
CHILDREN & FAMILIES
Promote the health and well-being of youth and families by ensuring quality educational,
economic, health, and recreational programming opportunities are available for all.
Summary

The diverse children and families of New Orleans are the central unit of our city. They are the keepers
of our culture and the propagators of our values. However, many of the youth and families of New
Orleans are in dire need of assistance.

New Orleans has 354,850 residents, over 85,000 of whom are 18 and under and nearly 106,000 of
whom are under the age of 25. Of the 15,000 families with children under the age of 18 in New
Orleans, half are headed by a single parent.

Thirty-eight percent of children live in poverty, compared to 23% statewide and 17% nationally. Many
of the poor in New Orleans are young, black and under-educated.

Current data demonstrated that investing in early childhood is one of the best long-term economic
development strategies. Children who receive quality early education are better equipped to succeed
in school and in their professional lives.

The City should focus on helping to build strong families and positive environments for the children and
youth in the City so that they can develop, learn, grow and prosper.
Result Map is attached, showing what factors influence this result.
Outcome Measures that best indicate that the results are being achieved (maximum 3 outcome measures)
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Index of standardized test scores illustrating student improvement
Youth crime and violence rates
Number of children born with low birth weight
Purchasing Strategies (The Results Team is seeking budget offers to…)
10. Increase out-of-school and summer activities for youth.
Budget offers will be evaluated in the context of
11. Leverage enrichment programs.
the Mayor’s values with an emphasis on:
12. Make healthy choices more accessible.
 Achieving Results
13. Build partnerships and promote family activities among
 Customer-focus
schools and other public and private organizations.
 Leveraging Other Resources/Funds
14. Expand access to primary, emergency and mental health
 Efficiency
 Effectiveness
care.
 Excellence
15. Increase parental participation and family support.
16. Build a safe community for children and communities.
17. Promote early learning and childhood development.
18. Increase the employment opportunities for youth and adults for both unemployed and underemployed.
19. Facilitate student achievement.
20. Increase educational opportunities for non-traditional training.
FY2012
Request for Offers
INNOVATION
Fund to develop and implement innovative programs that transform the City and City government,
improve City service, and promote efficiency.
Summary

The nature of government is that most change is incremental and gradual. Breakthrough innovations
are often infrequent, but such innovations are needed and required for New Orleans to become a
“model city.”

The Innovation Results Team seeks offers which are transformational, and break-through existing
practices and barriers to improve the effectiveness of service delivery for the citizens of New Orleans.

Successful offers will use sound data to determine specific goals and leverage tools like technology and
human capital. In addition, offers that foster collaboration and positive cultural developments in and out
of City Hall will be viewed favorably.

Innovative, transformational offers should also impact people, processes, costs and/or revenues, and
ultimately, the future growth of the City, remembering that the true outcome is to improve all aspects of
the lives of citizens and future citizens of our great city.
Result Map is attached, showing what factors influence this result.
Outcome Measures that best indicate that the desired innovative results are being achieved (maximum 3
outcome measures)
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Number and impact of technology-based innovations in crime, blight and city services
Return on investment for innovations that demonstrate savings or generate new revenue of $100,000
or more annually
Number of projects receiving formal recognition by a national organization, third party or citizens
Note that projects which improve citywide metrics, in addition to the outcome measures, (e.g. living wages,
population, longevity, etc) will be ranked higher.
Purchasing Strategies (The Results Team is seeking budget offers to…)
21. Solve intractable problems which currently are costly to
the City, lack solutions and/or are long-term issues
Budget offers will be evaluated in the context of
22. Use new technology and infrastructure investments to
the Mayor’s values with an emphasis on:
rapidly improve services or reduce cost
 Achieving Results
23. Promote the use of data, evaluation, and research in
 Customer-focus
program development
 Leveraging Other Resources/Funds
24. Develop partnerships with community, non-profits,
 Efficiency
 Effectiveness
businesses and other government entities
 Excellence
25. Empower, encourage and reward employees, citizens
and community organizations to develop innovative ideas
26. Leverage resources not currently being used in the City
27. Invest in more effective hiring and professional development