TRANSITION REPORTS Prepared for Mayor-President Sharon Weston Broome by BR Transitioning March 15, 2017 BRTransitioning Team Co Chairs: …………………… Raymond Jetson and Donna Fraiche Director of Transition: ………………………………… Chris Tyson Senior Advisor: ……………………………………Dr. Tamiara Wade BR transition These reports reflect the work, perspectives and opinions of a wide range of volunteer citizens. All of the information has not been verified nor sourced. It does not in any way reflect any official position of the Mayor-President or this administration. Inconsistencies may exist due to the varied thoughts and approaches of these generous citizens who donated their time in participating in the effort and assembling the work. TABLE OF CONTENTS SECTION: 1 SECTION: 2 OPERATIONAL REVIEW COMMITTEES COMMUNITY INPUT TRANSITION TEAMS Department of Public Works …………………………… 6-10 Arts, Culture & Leisure ……………………………… 65-69 DPW - Building & Grounds ………………………… 11-14 Economic Development & Enterprise ……………… 70-79 DPW - Development ………………………………… 15-17 Education …………………………………………… 81-82 DPW - Environmental Services ……………………… 18-19 1. Higher Education ……………………………… 83-86 DPW - Fleet Management …………………………… 20-22 2. K-12 Education: Public School System & DPW - Maintenance Department …………………… 23-27 Charter Schools ……………………………… 87-94 DPW - Transportation & Drainage ………………… 28-30 3. K-12 Education: Private & Finance ……………………………………………… 31-34 Parochial Schools …………………………… 94-95 Human Development & Services …………………… 35-40 4. Head Start Program, Cradle to K Information Services/Technology & (Birth to 5) …………………………………… 96-98 Communication ……………………………………… 41-42 5. Truancy Prevention Program …………………… 98-104 Information Service/Technology …………………… 43-44 6. Adult Mentor Program …………………… 104-107 Metropolitan Organization ………………………………45 7. Parental Involvement Offi ce of Community Development ………………… 46-49 (through the Mayor-President’s Offi ce …… 107-109 Organizational Structure …………………………… 50-57 8. Th e Unique Role of an Education Public Saft ey ………………………………………… 58-62 Mayor-President ………………………… 110-114 Purchasing & Procurement……………………………… 63 Flood Recovery …………………………………… 115-120 Healthcare, Social Services & Mental Health ……………………………………… 121-127 Homeland Security ……………………………………… 128 Housing & Land Use ……………………………… 129-132 Infrastructure, Transportation & Mobility ………………………………………… 133-136 North Baton Rouge Revitalization ………………… 137-143 Race Relations …………………………………… 144-154 Women’s Advancement …………………………… 155-158 BR transition SECTION: 1 OPERATIONAL REVIEW COMMIttees DEPARTMENT OF PUBLIC WORKS Co-Chairs: Matthew Butler, Justin Haydel, P.E. Committee Members: Larry Bankston, Alton Ashy, Lee Jenkins, Karen Khonsari, Marie Walsh, Will Williams, Ph.D. Jared Beiriger, Kahli Cohran, P.E., Bill Deville, John Eby, Carlos Giron , Rhaoul Guillaume, P.E., David Guillory, P.E., Bryan Jones, P.E., Roy Glapion, P.E., Perry Matt Thomas S COPE OF REVIEW Department/Agency Workforce Operational Review of Public Works Department. Currently, the City-Parish has 1,100 full time equivalent (FTE) employees. There are currently 200 to 300 vacant positions. Additionally, the realities of certain positions EXECUTIVE SUMMARY result in additional vacant posts otherwise critical to the Public Works is in the third year since the voters approved performance of key functions or services. The resulting the re-organization. However, Public Works had not seen a situation is that fewer employees, including senior staff, are change in its organization since 1944. The East Baton Rouge asked to take on additional responsibilities. There are two City-Parish Public Works is the largest combined municipal (2) Human Resource functions within Public Works that agency in the City-Parish with more than 1,000 employees appear to be a duplication of services; hence further adding and a host of critical public services. Public Works is delays and confusion in the hiring process. Performance responsible for providing critical services to the public measures should be put in place for all Departments that are in order to maintain a quality of life and safety. The Sub- consistent yet germane to the function of that Department. committee performed an operational review on the current • William Daniel, Interim Chief Administration Officer six (6) Departments, which includes the following: • Brian Bernard, HR Director • Building and Grounds • David Childress, Interim Director of Fleet • Division of Environmental Services Management • Department of Maintenance • Adam Smith, Interim Director of Environmental • Transportation and Drainage • Carey Chauvin, Director of Development • Department of Development • Carey “Bubba” Cashio, Interim Director Building and • Fleet Services Grounds • Thomas “Jay” Ruffin, Interim Director, Maintenance • Tom Stephens /Dan Rosenquist, Transportation and DEPARTMENT REVIEW Drainage Fiscal and Budgetary Status Overall, the City-Parish budget is relatively stable in terms of budgeting and spending. However, there are grave concerns about the inability that each Department Head has over the autonomy to control their budget during the calendar year. Recent shortfalls facing State and Local Governments across the country have impacted Public Works to absorb more cost share of Capital Projects and Maintenance of City-Parish- owned properties and programs. The following budget summary of General Fund Public Works functions (across separate managerial division lines) has been prepared in order to assist in understanding, from an overall perspective, the financial structure of Public Works. This does not include garbage and sewer. 6 - BRTransitioning 2017 Annual Operating Budget Department of Public Works – All Department Summary 2015 2016 2017 Budget Summary Actual Budget Requested Proposed FINAL Sources of Funds: Self-Generated Revenues: Licenses & Permits $3,010,170 $2,948,000 $3,023,000 $2,948,000 Buildings & Grounds – Central Services Support $1,108,590 $1,148,000 $1,312,310 $1,312,310 Louisiana DOTD Grants $1,191,980 $1,190,240 $1,190,240 $1,193,900 Other DPW Revenues $675,720 $615,300 $620,300 $615,300 General Fund $46,193,750 $52,148,760 $52,901,510 $51,280,940 Total Source of Funds $52,180,210 $58,050,300 $59,047,360 $57,350,450 % Change Over Prior Year in General Fund Subsidy 12.89% 1.44% -1.66% Use of Funds: Department of Public Works Administration $725,620 $0 $0 $0 Engineering $849,560 $0 $0 $0 Field Engineering $345,010 $0 $0 $0 Warehouse $110,600 $0 $0 $0 311 Call Center $163,860 $0 $0 $0 Architectural Services $195,280 $0 $0 $0 Public Building Maintenance $2,584,720 $0 $0 $0 Public Building Maintenance – Prison $121,570 $0 $0 $0 Inspection $1,266,360 $0 $0 $0 Traffic Engineering $1,196,310 $0 $0 $0 Maintenance Lots $4,485,460 $0 $0 $0 Operations $787,550 $0 $0 $0 State Highway Maintenance $235,080 $0 $0 $0 Street Lighting $1,130,400 $0 $0 $0 Neighborhood Revitalization $325,700 $0 $0 $0 Miscellaneous Public Works Projects $110,160 $0 $0 $0 BRTransitioning -7 BRTransitioning Total Appropriations $14,633,240 $0 $0 $0 8 -BRTransitioning Budget Summary (cont’d) Actual Budget Requested Proposed FINAL Re-Organization of Public Works: Department of Transportation & Drainage $8,784,490 $13,962,230 $14,244,550 $13,760,540 Department of Development $4,747,250 $8,052,100 $8,316,180 $8,167,940 Business Operations & Capital Programs $1,809,060 $2,635,540 $2,652,070 $2,647,090 Department of Maintenance $14,392,500 $22,362,910 $22,516,210 $21,586,150 Department of Buildings and Grounds $7,813,670 $11,037,520 $11,318,350 $11,188,730 Total Appropriation $37,546,970 $58,050,300 $59,047,360 $57,350,450 Total Appropriation $52,180,210 $58,050,300 $59,047,360 $57,350,450 % Change Over Prior Year 11.25% 1.72% -1.21$% Personnel Allotted 681 679 679 640 This budget summary has been taken from the 2017 Annual Operating Budget for Public Works- All Department Summary on page 150. Strengths, Weaknesses, Opportunities and RECOMMENDATIONS Threats Analysis Strengths: Top Three Recommendations • A central call system (311) to accept complaints and 1. Give each Department Head the autonomy to control request for services from the public and be held accountable for their budget immediately • Ability to respond and manage with available staff, and determine if these budgets are sufficient for the level although not timely of service. • Departments are set up to support and service our • A comprehensive review of pay grade and scale for citizens, City-Parish wide. all Public Works employees. • Public Works is set up to hold the six (6) Sub- 2. City-Parish should independently evaluate each Departments’ focused and accountable Department relative to privatization within the next 120 Weaknesses: days. Consider Public City-Parish private partnerships to • Inability to address issues from the 311 call center in a save the City-Parish money. timely manner • Organization structures are not well designed 3. Weekly meetings should be held between the six (6) to function between Departments. The current Departments where critical items that impact City-Parish structure does not encourage collaboration or cross Government is discussed in detail with the MAYOR communication between Departments. AND/OR DESIGNEE in attendance for the next 120 • The Business Office and Workforce Development add days. an additional burden as separate entities. • Fully embrace and implement the July 2013 Report • Inability to attract top talent at the Department Head of Reorganization finding within the next 30 days. level leads to poor leadership and low