ANNUAL OPERATING BUDGET

Transcription

ANNUAL
OPERATING BUDGET
For the Year Beginning January 1, 2015
THE CONSOLIDATED GOVERNMENT
OF THE
CITY OF BATON ROUGE
AND PARISH OF EAST BATON ROUGE
LOUISIANA
2015 Officials
Melvin L. “Kip” Holden
MAYOR-PRESIDENT
William B. Daniel IV, P.E.
CHIEF ADMINISTRATIVE OFFICER
Marsha J. Hanlon
FINANCE DIRECTOR
METROPOLITAN COUNCIL MEMBERS
Buddy Amoroso
Chauna Banks-Daniel
Joel Boé
Donna Collins-Lewis
John Delgado
Ronnie Edwards
Ryan Heck
Chandler Loupe
C. Denise Marcelle
Trae Welch
Tara Wicker
Scott Wilson
City of Baton Rouge and Parish of East Baton Rouge
Council Members and District Boundaries
2015 Annual Operating Budget
Mayor-President
Chandler Loupe
Mayor Pro-Tempore
[email protected]
Trae Welch
[email protected]
Chauna Banks-Daniel
[email protected]
Scott Wilson
[email protected]
Ronnie Edwards
[email protected]
Donna Collins-Lewis
[email protected]
C. Denise Marcelle
[email protected]
Buddy Amoroso
[email protected]
Joel Boé
[email protected]
Tara Wicker
[email protected]
Ryan Heck
[email protected]
John Delgado
[email protected]
Description
Legal Authorization
Organizational Chart
Budget Award
Mayor-President's Policy Statement
Table of Contents
Page
1
2
4
5
Budget Message & Summaries
Budget Message
Understanding the City-Parish Budget
Budget Summary—All Funds Combined
Summary of Appropriations by Program Area
Graphical Summaries
Governmental Fund Type Summary
Proprietary Fund Type & Pension Trust Fund Summary
Summary of Allotted and Full Time Equiv. Positions
7
35
51
52
54
55
56
58
General Fund
Summary of General Fund Estimated Revenues
and Appropriations
City and Parish General Fund Revenues Combined
Comparison of General Fund Expenditures
Statement of General Fund—Fund Balances
General Fund Budgets—(See Page ii)
61
62
66
70
73
Special Revenue Funds
Summary of Funds
19th Judicial District Civil Juror Compensation Fund
19th Judicial District Criminal Juror Compensation Fund
City Constable Court Costs Fund
Mosquito Abatement and Rodent Control District
Library Board of Control
Downtown Development District
Gaming Enforcement Division
City Court Judicial Building Fund
Animal Control and Rescue Center
Federal Forfeited Property
EBRP Communications District
Emergency Medical Services
Fire Protection District No. 1
Baton Rouge Fire Pay Enhancement Fund
Brownsfield Fire Protection District
Chaneyville Fire Protection District
Pride Fire Protection District
Alsen-St. Irma Lee Fire Protection District
City Court Sobriety Court
Consolidated Road Lighting District
Parish Transportation Fund
Parish Transportation Beautification Program
Parish Street Maintenance Fund
Capitol House Economic Development District
Lafayette-Main Economic Development District
Dawnadele Economic Development District
Office of Social Services Fund
Workforce Investment Act Fund
Mayor's Office of Homeland Security and
Emergency Preparedness - Entergy Grant
Office of Community Development
Miscellaneous Grants
Crime Prevention Districts
Cyntreniks Group/King Hotel Special Taxing District
Bluebonnet Convention Hotel Taxing District
Description
181
182
183
184
185
187
190
192
193
194
197
198
200
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
224
Debt Service Funds
Summary of Funds
City Sales Tax Revenue Bonds
Parish Sales Tax Revenue Bonds
Taxable Refunding Bonds
Road & Street Improvements Debt Service
Limited Tax Bonds
Combined Schedule of Bonds Payable
Schedule of Debt Service Requirements to Maturity
Schedule of Debt Limitations
243
244
246
247
248
249
250
251
252
Enterprise Funds
Summary of Funds
Greater Baton Rouge Parking Authority
Comprehensive Sewerage System—All Fund Summary
Sewerage—Operations & Maintenance
Parish Sewer User Fee Fund
Parish Sewer Impact Fee Fund
Parish Sewer Sales Tax Fund
Sewer Construction Funds
Baton Rouge River Center
Solid Waste Disposal Facility
Solid Waste Collection
Greater Baton Rouge Airport District
257
258
260
262
269
270
271
272
273
274
277
279
Internal Service Funds
Summary of Funds
Central Garage—Operations and Maintenance
Central Garage—Fleet Rental and Replacement
283
284
286
Pension Trust Fund
Summary of Funds
Employees' Retirement System Fund
287
288
Capital Improvement Programs
291
Budget Detail
Professional and Operating Services Contracts
Local Services Agreement
City General Fund Revenues
Parish General Fund Revenues
Budget Detail by Fund
319
333
336
340
343
Statistical Information
Assessed and Estimated Actual Value of Taxable Prop.
Schedule of General Fund Sources and Uses
for the years 2004 through 2013
Summary of General Fund Exp. by Major Object
Industry Distribution for East Baton Rouge Parish
Principal Taxpayers—Property Tax
Annual Costs of Millages on Residential Properties
Demographic Statistics
Miscellaneous Statistics
Summary of 2014 and 2015 Sources and Uses for
General Fund and Special Revenue Funds
Tax Increment Financing (TIF) Districts
Pay Grades for Classified, Unclassified, Municipal
Employees, and Elected Officials
Glossary
Index
226
227
230
232
240
241
i
Page
477
478
480
482
483
484
485
486
488
499
500
503
509
Table of Contents - General Fund Budgets
Acct.
Number
Budget Entity
Acct.
Number
01xxxxx
Metropolitan Council
73
53xxxxx
Juvenile Services
140
0170106
Chaneyville Community Center
74
5400001
Mayor's Office of Homeland Security and
143
01702xx
Jewel J. Newman Community Center
75
0170506
Charles R. Kelly Community Center
77
5600000
Municipal Fire & Police Civil Service Board
145
0170706
Dr. Martin Luther King, Jr. Comm. Center
79
6001006
Division of Human Develop. & Services-Admin.
146
0171006
Leo S. Butler Community Center
80
70xxxxx
Public Works
148
02xxxxx
Council Administrator
81
7100002
Street Lighting
155
0300000
Council Budget Office
83
7300001
Blight Elimination Program
156
05xxxxx
Parish Attorney
84
7505000
Priority Building Improvements
157
0600000
Public Information Office
87
7507000
Miscellaneous Public Works Projects
158
10x0001
Fire Protection Districts
89
1600000
Planning Commission
90
8020004
Health Unit
159
2010000
City Court
93
8030004
Council on Aging
160
2110000
City Constable
95
8035004
Capital Area Family Violence Intervention
161
2200000
Justices of the Peace and Ward Constables
97
2500000
District Court
98
8040004
Baton Rouge Area Alcohol and Drug Center
162
2610000
Clerk of Court
99
8041004
O'Brien House
163
2620000
Juror and Witness Fees
100
8050005
Louisiana Art and Science Museum
164
2700000
Family Court
101
8052005
Arts Council of Greater Baton Rouge
165
2800000
Juvenile Court
102
8053005
Baton Rouge Symphony
166
30xxxxx
Sheriff's Office:
8056005
USS KIDD
167
Page
Budget Entity
Page
Emergency Preparedness
Outside Agencies:
Center, Inc. (IRIS Domestic Violence Center)
3010000
Cost of Court
103
8071006
EBR Parish Cooperative Extension Services
168
30201x1
Correctional Institution
103
8072006
Veterans' Service Office
169
3030001
Facility Leases
103
8073006
Big Buddy Program
170
104
8083001
Capital Region Planning Commission
171
3100000
District Attorney
3200000
Registrar of Voters
105
8084001
Crime Stoppers
172
3300001
Coroner
106
80xxxxx
Miscellaneous Outside Agencies
173
4010000
Mayor-President
107
9010000
Municipal Associations
175
402010x
Mayor-President - Special Programs
108
9020x02
Street Maintenance-Baker, Zachary, & Central
176
4031000
Constituent and Neighborhood Services
109
9030x07
Parish Revenue Sharing-Baker & Zachary
177
41xxxxx
Finance Department
110
9040008
Retirement System
178
4290x00
Collection of Funds
116
9050202
Road Lighting District No. 2
179
44x0000
Information Services
117
990xxx9
Summary of Transfers
180
4500x00
Purchasing
120
461xxxx
Human Resources
122
4630000
Risk Management
126
50xxxxx
Police Department
127
51xxxxx
Fire Department
133
5240001
EMS-Prison Medical Services
138
ii
Legal Authorization
ORDINANCE
AMENDING THE PRELIMINARY CURRENT EXPENSE
BUDGET AND CAPITAL BUDGET OF THE CITY OF
BATON ROUGE AND PARISH OF EAST BATON ROUGE
FOR THE YEAR 2015 SUBMITTED BY THE MAYORPRESIDENT; AND ADOPTING THE FINAL CURRENT
EXPENSE BUDGET AND CAPITAL BUDGET OF THE
CITY OF BATON ROUGE AND PARISH OF EAST BATON
ROUGE FOR THE YEAR 2015.
BE IT ORDAINED by the Metropolitan Council of the Parish of East Baton Rouge and City of Baton Rouge that:
Section 1. The Preliminary Current Expense Budget and Capital Budget of the City of Baton Rouge and Parish of East Baton Rouge
for the year 2015 submitted by the Mayor-President and received and accepted by this Council, on November 5, 2014, and published in
accordance with law in The Advocate, the Official Journal of the Parish of East Baton Rouge, on November 6, 2014, is hereby amended, as
indicated on the attached schedules, so as to make the same read as set forth in detail in Section 2 hereof.
Section 2. As amended hereby, the said Preliminary Current Expense Budget and Capital Budget for the City of Baton Rouge and
Parish of East Baton Rouge for the year 2015 is hereby adopted on December 9, 2014, as the Final Current Expense Budget and Capital
Budget for the City of Baton Rouge and Parish of East Baton Rouge for the year 2015. A copy of the same is attached hereto and made a
part hereof.
Section 3. Formally establishing 2015 Calendar year a fund balance classification policy for the governmental funds of the City- Parish
in accordance with implementation of Governmental Accounting Standards Board (GASB) Statement No. 54. This Statement establishes
fund balance classifications that comprise a hierarchy based primarily on the extent to which a government is bound to observe constraints
imposed upon the use of the resources in governmental funds.
Whereas, formal policies are now required by GASB Statement No. 54 in order for the governing body to “commit” fund balance of a
governmental fund, and to determine the body or official authorized to “assign” amounts to a specific purpose.
Now, therefore, be it resolved by the Metropolitan Council of the City of Baton Rouge, and the Parish of East Baton Rouge, Louisiana,
as follows:
a.
b.
c.
d.
e.
f.
Governmental fund balance classification will consist of “nonspendable,” “restricted,” “committed,” “assigned,” and
“unassigned.”
When an expenditure is incurred for purposes for which restricted, committed, assigned and unassigned fund balance are
available, as a general rule, the City-Parish will apply expenditures first to restricted, committed, and assigned fund balances-in
that order, with the remainder to unassigned fund balance.
Restricted fund balance will be reported for all funds that reflect constraints on spending due to legal restrictions stipulated by
external parties, enabling legislation of the state or federal governments, and grant requirements placed on funds to be used for
specific purposes.
Committed fund balance will be reported for the amount of fund balance that reflects the constraints that the City-Parish has
imposed upon itself by formal action of the Metropolitan Council. Committed fund balance will include amounts set aside in
the Insurance Reserve Account and the Budget Stabilization Account as included in the government’s financial policies of the
“Understanding the Budget” section of the annual adopted operating budget.
All encumbered contracts or outstanding obligations made by the City-Parish at year-end that are not part of restricted or
committed funds will be shown as “assigned” fund balance.
The Metropolitan Council authorizes the Director of Finance or designee to assign fund balance for other specific purposes at
year-end.
Section 4. Certification is hereby given that all actions required by the Local Government Budget Act have been completed in
compliance with L.R.S. 39:1306.
Section 5. In accordance with L.R.S. 39:1305, the following specifies the Mayor-President's authority to make budgetary amendments
without approval of the governing authority:
The Plan of Government of the Parish of East Baton Rouge and the City of Baton Rouge states in part "...if the
Mayor-President shall at any time ascertain that there will not be for the Parish, the City, or its Districts, sufficient
funds to meet total appropriations, it shall be his duty to revise appropriations so as to forestall the incurring of a
deficit." (Section 8.16) Also, "The Mayor-President may at any time authorize the transfer of any unencumbered
balance of an appropriation, or portion thereof, to supplement another appropriation made in the same budget to the
same department, office or agency." (Section 8.17).
1
Citizens of
East Baton Rouge Parish
EXECUTIVE B RANCH
Mayor-President*
LEGISLATIVE B RANCH
Metropolitan Council*
JUDICIAL B RANCH
Finance
Council Administrator-Treasurer
City Court
(Judges*)
Human Resources
City Constable*
Purchasing
Parish Attorney
Police
Fire
Animal Control & Rescue Center
Planning Commission
Juvenile Services
Mosquito Abatement
& Rodent Control District
Public Works **
E.B.R.P. Communications District
Greater Baton Rouge
Airport Commission
Human Development & Services
Constituent & Neighborhood
Services Program
E.B.R.P. Fire Protection Districts
Community Centers
Mayor's Office of Homeland Security
& Emergency Preparedness
* Designates Elected Officials
** See the Department of Public Works (012.70xxxxx) for a full scope of services and funding sources.
2
Citizens of
East Baton Rouge Parish
STATE CONSTITUTIONALLY
DEFINED OFFICES
STATE STATUTORILY
DEFINED OFFICES/ENTITIES
E.B.R. Clerk of Court*
Nineteenth Judicial District
Indigent Defender Board
District Attorney of the
Nineteenth Judicial District*
Nineteenth Judicial District
Court (Judges*)
E.B.R. Parish Family Court
(Judges*)
Capital Area Transit System
E.B.R. Parish Juvenile Court
(Judges*)
Municipal Fire & Police
Civil Service Board
Sheriff's Office*
Bluebonnet Convention Hotel
Taxing District
Registrar of Voters
Capitol House
Economic Development District
E.B.R. Parish Coroner*
Cyntreniks Group/King Hotel
Special Taxing District
Justice of the Peace
& Ward Constables*
Lafayette-Main
Dawnadele
3
Budget Award
January 1, 2014
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the City of Baton Rouge-Parish of East Baton Rouge, Louisiana, for its annual budget
for the fiscal year beginning January 1, 2014.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for another award.
4
Mayor-President’s Accomplishments,
Goals & Strategic Initiatives
VISION
The City of Baton Rouge and the Parish of East Baton Rouge comprise a burgeoning area critical to the economic
success of the State of Louisiana. Our resources, people and unique quality of life perfectly position Baton Rouge to
become America’s next great city – the heart of a vibrant and emergent economic region.
The ability of the city-parish government to expand and improve services while managing growth is the challenge
facing our government today. Tremendous educational, research, medical, and technological assets exist within East
Baton Rouge Parish to enhance local government’s access to knowledge and expertise needed to improve the quality of
life of our citizens and the economic health of our business and industries.
To provide progressive, effective government that can respond to the increased demands and changes that have been
placed upon the City-Parish, we must continue to build an ethical, skilled, diverse city-parish workforce in which
employees are empowered to use their initiative, creativity and expertise in responsible ways.
The Mayor’s Office will work hand-in-hand with the Metro Council and the leadership and staff of each department to:
• Develop partnerships for leveraging resources and seeking best answers to complex challenges so that change
is sustainable;
• Focus on short-term and long-term solutions to give citizens confidence that their priorities are being
addressed in a timely manner;
• Make accountability a priority for all sectors of local government;
• Operate and move forward with a realization that our current planning documents and policies may require
review and change to accommodate growth;
• Compete effectively with other communities in terms of grant development, pursuit of state and federal funding
opportunities, and public-private opportunities;
• Establish and communicate a positive and contemporary image for our community;
• Bring greater value to public education as a means of strengthening our community by always focusing on its
role and importance.
MISSION STATEMENT
The City of Baton Rouge, Parish of East Baton Rouge’s social, educational, cultural, political, economical,
recreational, and religious communities will be the foundation of a commitment to provide the citizens of this Parish
with excellence in government.
A focused priority on public safety and public health is the hallmark of our ability to build safe, healthy neighborhoods
that restore, renew, and re-energize community pride. Services that enrich quality of life for those who live here and
those who visit will receive continuous enhancement.
We will seek quicker and better ways to improve infrastructure through greater participation from state and federal
partners and greater efficiency within local government.
Through leadership and innovation, we support public education as the cornerstone of economic development and
social advancement. Greater professional planning and growth management will provide better outcomes for
unprecedented growth.
Public integrity at the highest level will be maintained to create public trust and make government accessible,
responsive, and accountable to those we serve.
The goals and accomplishments of each department of City-Parish government will highlight how better cooperation,
communication, and innovation will be applied to develop the best practices necessary to meet the present and future
needs of our city.
5
6
Budget Message from the Mayor-President
November 5, 2014
Honorable Members of the Metropolitan Council
and the People of Baton Rouge:
I respectfully submit, for your review and consideration, balanced budgets for our General Fund and special funds for the
Consolidated Government of the City of Baton Rouge and Parish of East Baton Rouge for the 2015 calendar year.
The economic future looks bright for our region. In June 2014, Southern Business & Development Magazine named
Baton Rouge as the “Major Market of the Year,” based on deals and investments, and the quality of its economic
development strategy. Local economists have projected that 19,600 new jobs will be added in the Capital Region over the
next two years. Economic incentives and infrastructure improvements continue to bring big businesses to our area.
Construction will soon begin on the Water Campus, a 33-acre site that will become an international center for coastal
preservation and restoration. The Water Campus will be located at the old municipal dock between Louisiana State
University and downtown. This project will enhance economic development in our area and make our area a cultural and
education center.
Our economic development partnership with the Baton Rouge Area Chamber and the efforts of the Baton Rouge Film
Commission continue to produce significant results. The availability of educated talent from our local universities and
community college, and our unique culture as a quality-of-life draw, make Baton Rouge a great place to live and do
business.
Public safety remains a top priority for this Administration. Baton Rouge is the only city in the State of Louisiana that is
accredited or has a number one rating in the areas of fire protection, police protection, emergency medical services, and
emergency preparedness. Our first responders have been given the necessary resources to maintain the highest possible
ratings according to national standards. The Police Department was able to move their headquarters into a newly
renovated facility. Meanwhile, crime-fighting partnerships like the Baton Rouge Area Violence Elimination (BRAVE)
program are finding success in reducing crime.
Additional infrastructure improvements to our roads and sewer system were advanced through the Green Light Plan and
Sanitary Sewer Overflow Capital Improvement Program. Development progresses on our riverfront and downtown area,
with many new private and public developments. Developers recently unveiled plans to build the sixth hotel in downtown
Baton Rouge, and a seventh is in the works. Within two years there will be more than 1,000 hotel rooms within walking
distance of the River Center. This will greatly enhance our ability to attract conventions and large entertainment events to
our area. We continue to improve our public facilities in order to provide better service to our citizens.
Work is still underway on FUTUREBR, an update of the land use and development plan for East Baton Rouge Parish.
Our commitment to quality of life remains strong through support for cultural initiatives, including our various festivals
and community concerts, as well as programs to improve the health of our citizens.
These highlights provide an overview of some of the many areas included in the 2015 budget, the details of which are
outlined in the remainder of this message.
General Comments
UNDERSTANDING THE BUDGET
The budget for each department includes a description of its mission and a section on budget highlights. Larger
departments include descriptions of their major services. Most departments include sections on performance
measurement, which present goals/objectives and performance indicators. Line-item appropriation details are included in
the “Budget Detail” section of the budget.
7
Any reader who wants to develop a thorough understanding of the budget should begin by reading the section in the
budget document titled “Understanding the City-Parish Budget.” This section explains the organizational structure of the
City-Parish, the budget process, budgetary structure, financial policies, reporting entity, and legal requirements. It also
presents revenue and appropriation assumptions. The budget document contains budgets for our General Fund and the
special funds that require the adoption of annual budgets.
BUDGET PROCESS
The budget process begins by assessing revenue collections and establishing estimates for funding needed to maintain the
existing level of personal services, increases required in employee benefits programs, and other major budget items. In
late May and early June, budget packets that included the information needed to compile requests were mailed to
departments and agencies. The requests were due to the Finance Department-Budgeting Division beginning in mid-June
through early September.
Departments and agencies funded through the General Fund were asked to submit standstill budget requests that provided
for their existing operations. The instructions allowed for requests of a critical nature, beyond current funding levels, to
be submitted as “supplemental requests.” Most special funds have their own dedicated funding sources, such as taxes or
grants; therefore, their budget requests are limited by the level of funding expected to be generated by these sources.
All departments were instructed not to include pay plan amendments or new positions in their budget requests, and to give
strong consideration to deleting allotments for positions that had been vacant for the last three years. Departments were
allowed to make supplemental requests for changes associated with proposed reorganizations that produce overall savings
or increased efficiencies, positions with recruiting and/or retention difficulties, and new or expanded services in selfsupporting funds. Departments were also asked to carefully review the narrative portions of their budget requests, paying
close attention to performance indicators with an emphasis on efficiency measurement.
Discussions were held between the administrative budget team and various departmental representatives during August
and September to discuss their funding needs. Final decisions were made and the document was compiled during the
month of October. The result of the process is the budget presented today. The Metropolitan Council will hold budget
hearings during November, and a special meeting will be held on December 9, 2014, for the adoption of the 2015 Annual
Operating Budget.
All Fund Summary
The proposed budget for the year 2015 for all funds, exclusive of operating transfers between funds, totals $830,094,505.
This is an increase of $20,678,080 or 2.55% over the 2014 budget.
The increase in the General Fund can be mainly attributed to new appropriations for public safety equipment and
facilities, funding for personnel costs including merit and longevity increases, and funding for increases in employee
benefits. The decrease in Special Revenue and Capital Project Funds is due to one-time capital purchases budgeted for in
2014. The increase in Debt Service Funds is the result of debt incurred to provide funding for the construction of a new
fire station and renovation of the Public Safety Complex. The increase in Enterprise Funds is due to the depreciation of
assets in the sewerage system. Pension benefit payments to retirees are increasing, necessitating an increase in the
appropriations in the Pension Trust.
The graph in Figure 1 and the chart that follows depict the total annual operating budget by fund type for 2015. Following
the chart is a discussion on items having a major budgetary impact.
8
FIGURE 1
TOTAL ANNUAL APPROPRIATIONS BY FUND TYPE
(Excluding Transfers Between Funds)
$830,094,505
Special Revenue
18.4%
Debt Service
3.2%
Capital Project
1.0%
Enterprise
26.4%
Internal
Service
2.4%
General
36.7%
Pension Trust
11.9%
APPROPRIATIONS – ALL FUNDS
2015 COMPARED TO 2014
Fund Type
General
Special Revenue
Debt Service
Capital Project
Enterprise
Internal Service
Pension Trust
Subtotal
Less: Transfers Between Funds
Grand Total
2014
Budget
Amount
2015
Budget
Amount
$ 299,348,680
155,808,365
31,394,310
12,184,910
208,501,920
20,623,490
95,870,530
$ 306,904,650
155,304,835
32,043,700
10,622,330
221,354,850
20,097,840
98,491,080
823,732,205
(14,315,780)
$ 809,416,425
844,819,285
(14,724,780)
$ 830,094,505
2015 Budget Over
(Under) 2014 Budget
Amount
Percent
$
7,555,970
(503,530)
649,390
(1,562,580)
12,852,930
(525,650)
2,620,550
2.52%
-0.32%
2.07%
-12.82%
6.16%
-2.55%
2.73%
21,087,080
(409,000)
2.56%
2.86%
$ 20,678,080
2.55%
INDEPENDENT SALES TAX REVENUE ESTIMATE REVIEW
Following are comments from Dr. James A. Richardson, John Rhea Alumni Professor of Economics at Louisiana State
University, and Dr. Loren C. Scott, Professor Emeritus of Economics at Louisiana State University, found in their letter of
October 21, 2014, concerning their forecasts of sales and use tax revenue growth in East Baton Rouge Parish for 2015.
9
Dr. Loren C. Scott and I have reviewed the sales tax revenue estimates you have made for calendar year
2015 in preparing the 2015 Budget for the City-Parish.
The Baton Rouge economy is projected to experience positive growth in employment for the next two
years by the Louisiana Economic Outlook, 2015-2016, by almost 10,000 jobs per year. We are projecting
a growth of 9,900 jobs in 2015 or a 2.5 percent growth rate and a growth of 9,700 jobs in 2016 or a
growth rate of 2.4 percent. This expected growth in the Baton Rouge economy will, in our opinion,
support the 1.5 percent growth projection for sales tax collections for the City-Parish in 2015.
Obviously, as in any forecast, there are uncertainties. The global and national economies still have some
question marks, but the trend has been positive. The national forecasting models are suggesting a
positive growth for the U.S. economy over the next two years. Energy prices, especially oil, are dropping
at this time into the $80 range depending on what crude oil price index is being examined. There are
other uncertainties, but this has been true and is true for almost all dates. It is our judgment, at this
moment, the Baton Rouge economy will do very well despite these uncertainties and possible changes in
national or global economic policies.
The City-Parish is fully aware of developments that may affect its tax base: (1) state budgetary issues
can affect the Baton Rouge economy given the major presence of state government, two major
universities, and a very vibrant community college in the region; (2) oil and gas drilling changes that will
affect business development over the next several years; and (3) other communities are developing retail
bases for their citizens to shop and this will potentially affect the tax collections typically collected in East
Baton Rouge. But we believe the growth in the economy will not be sidetracked by these other
possibilities.
The last point is not an item that is of immediate concern, but it is certainly a long-term concern the CityParish should recognize. We also note there are major developments in the Baton Rouge Metropolitan
Area that will be unique to the Baton Rouge economy such as the IBM building in the downtown area, the
major chemical expansions throughout the metropolitan area, and the general growth of the region.
The City-Parish Department of Finance has been very cautious in its revenue estimates. It was cautious
last year and actual sales tax revenues in 2014 are expected to exceed the projected sales tax collections.
It is certainly possible for the City-Parish to witness a growth in sales tax collections in 2015 of more
than 1.5 percent; however, we believe the 1.5 percent projection is very prudent and very reasonable
based on what we expect to happen in the Baton Rouge economy during the next two years. We note that
sales tax collections in 2014 are expected to make the 1.5 percent estimate that was projected last year.
We believe that the coming two years will be more vibrant and will support the 1.5 percent estimate.
When compared to the first eight months of last year, collections for the 2% sales and use tax increased by 2.55% during
the same time period in 2014. While recognizing that there has been a rebound in the economy, positive job growth is
projected, and there will be a positive economic impact from planned business expansions, it was important to use an
attainable sales tax estimate when developing the 2015 budget. Based upon historical data and the advice of these experts,
the proposed budget assumes a 1.5% growth rate for sales and use tax revenues in 2015. This growth rate was applied to
projected collections for 2014.
FULL-TIME EQUIVALENT (FTE) POSITIONS
In the 2015 budget, the number of proposed FTE positions for all funds decreased by 17 positions. A “Summary of
Allotted and Full-Time Equivalent Positions” detailing changes by department is included in the budget document.
FTE positions for the Department of Public Works (DPW) decreased by a net of 11 positions. Five vacant clerical and
engineering aide positions are being deleted in the Inspection Division to fund two additional analysts for plan review, as
well as other proposed changes to the pay plan to enhance this function. There are many pay plan and allotment changes
10
proposed for the Sewerage Operations and Maintenance Division, resulting in a net reduction of seven vacant positions.
These changes are in accordance with the reorganization initiative that will be on the ballot in December and will enhance
managerial, technical, and inspection functions. A vacant maintenance position at the North Landfill is also being deleted.
One City Court position is being transferred from the General Fund to provide clerical assistance for Sobriety Court. The
reorganization of the Office of Community Development this fall resulted in a net decrease of 9.85 FTE positions. Four
positions are being added for Mosquito Abatement and Rodent Control, and one FTE position is being added for the
library system. Other positions being deleted include an Attorney B position in the Parish Attorney’s Office and the
equivalent of .15 positions in social service agencies.
Funding in the amount of $100,000 is being added to the budget for the District Attorney for two positions to aid in
prosecutions. The additional prosecutors for sex crimes and domestic violence do not impact the City-Parish personnel
allotment since these positions are under the direct control of the District Attorney.
EMPLOYEE COMPENSATION
Approximately $3.4 million is included in this budget for 3% merit and longevity raises for eligible employees.
Individual requests for amendments to the pay plan and personnel allotment were given consideration only if there were
changes in the organizational structure of a budgetary unit or difficulties in recruiting and/or retention.
The results of the City-Parish Total Compensation Study, which were released in October of 2013, will be used as the
basis for any changes to compensation moving forward. In order for the City-Parish to be able to attract and retain the
caliber of talent necessary to continue to foster its commitment to growth and a strong quality of life, it must move
towards an employee compensation system that is both financially pragmatic and competitive with other public- and
private-sector employers.
The study analyzed the existing pay plan for non-municipal police and fire employees, benchmarked City-Parish positions
against various ranges of pay for comparable positions in other areas, and examined the benefits structure against those of
peer cities. Each element of compensation was examined including base pay, longevity pay, overtime, leave, health-care
benefits, retirement benefits, and other post-employment benefits. The study concluded that base pay is lower for many
classifications in the early years of employment but becomes more competitive with the addition of merit and longevity
pay. Benefit costs such as paid leave, health care, and retirement are higher than the benchmark data from other peer
cities.
A Compensation Implementation Team consisting of representatives from the Administration and the Metropolitan
Council was formed in 2014. Throughout the year a series of informational meetings were held that included subject
matter experts, support staff, and representatives from employee unions. Educational presentations were made on the
results of the study and on benefits and liabilities associated with retirement, health insurance, and compensated absences.
The team came up with several recommendations to balance the total compensation package for City-Parish employees.
The recommendations included:
•
•
•
•
•
•
•
Increases to base pay
Incorporation of longevity pay into the current base pay plan
Increase in the minimum wage for full-time employees to $9 per hour
Calculation of overtime in accordance with the Fair Labor Standards Act
Changes in retirement benefits for new hires
Elimination of a paid holiday
Reduction of sick-leave accruals and limits
The team also asked the Human Resources Department to obtain additional information on disability insurance and on
health insurance options for both active employees and retirees.
11
During the first quarter of 2015, the proposed changes will be reviewed for legality and discussed with employee groups.
The City-Parish Employees’ Retirement Board will be asked to review potential changes to the ordinance governing
retirement benefits. The many personnel rules that need to be amended will be rewritten and presented to the Personnel
Board for approval, and changes to union contracts will have to be negotiated. The Metropolitan Council will also need to
approve any new pay plans and changes to the retirement ordinance, personnel rules, and union contracts. Since no final
decisions have been made, these changes are not included in the 2015 budget. The targeted implementation date for these
changes is April 1, 2015. The actual implementation will depend on funding availability and the timeliness of the actions
needed above. The budget will be adjusted through the budget amendment process.
EMPLOYEE BENEFITS
Retirement Contributions
City-Parish Employees’ Retirement System (CPERS)
The 2015 employer contribution rate was certified at 28.10% by the CPERS Board of Trustees, which is the rate
recommended by the system’s actuary. The 2015 budget provides funding at this rate, which is a 0.87% increase over the
2014 employer contribution rate, and an annual cost to the City-Parish of approximately $1.2 million. The employee
contribution rate will remain at 9.5% in 2015.
The Board of Trustees has an investment policy that outlines the goals, objectives, responsibilities, and restrictions for
system investments. Through a well-diversified and prudently managed portfolio, long-term investment returns are
expected to meet or exceed the required returns needed to fund the system.
The gross rate of return on investments for calendar year 2013 was 15.7%, which was greater than the actuarial rate of
return assumption of 7.5%. The target allocation for system assets is 50% investment in equities, 30% in fixed income,
10% in alternative investments, and 10% in real assets. Gains and losses are smoothed over a five-year period in order to
dampen rate volatility.
Municipal Police Employees’ Retirement System (MPERS)
The transfer of law enforcement personnel and mandatory enrollment of new hires in 2000 shifted responsibility for
payment of their pensions to the MPERS system. As a participating employer, the City of Baton Rouge is required to
make contributions to the system. The Public Retirement Systems’ Actuarial Committee approved an increase in the rate
from 31% to 31.5% for the fiscal year beginning July 1, 2014. The annual cost of this increase to the City-Parish is
approximately $200,000. The employee contribution rate will remain at 10% in 2015.
Health Insurance
The City-Parish health insurance program is self-insured, meaning that sufficient revenues must be generated and
maintained in order to pay actual claims and the costs to administer the program. These benefits are available to active
employees and to retirees, who make up approximately one-third of the participants. The City-Parish has a contract with a
private company to administer a Health Maintenance Organization (HMO), a Point of Service plan (POS), and a High
Deductible Health Plan (HDHP). In addition, active employees who are on the HMO and POS plans have the option to
have Flexible Spending Accounts (FSA), which allow them to use pre-tax wages to pay for qualifying health and
dependent care expenses. Active employees selecting the HDHP, which has considerably lower premiums and higher
deductibles, have the option to participate in a Health Savings Account (HSA). The HSA allows them to use pre-tax
wages to pay for qualifying health care expenses. HDHP participants may also have a FSA for qualifying dependent care
expenses.
In the second quarter of 2014, the City-Parish began a competitive process for a new health claims administrator. After
several responses were evaluated, the contract was awarded to Blue Cross Blue Shield of Louisiana. The new contract
will have a five-year term of guaranteed rates beginning January 1, 2015, with the option of two, one-year extensions
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thereafter. The contract also included a decrease in the monthly per member fee from $37.50 to $37.00 and other contract
enhancements.
The City-Parish is suspending the 2014 monthly health insurance rates for active employees for one pay period in
December, and the monthly medical premiums for retirees will be reduced by 50%. All funding received through the
Early Retiree Reinsurance Program in the amount of $4.1 million will be exhausted at the end of 2014. In addition, there
will be no increase in employer or employee premiums in 2015. With no increase in premiums, approximately $2.9
million will be needed to balance the health program, which will come from health insurance reserves. Expenses
associated with the Affordable Care Act estimated at $574,000 have been included in the 2015 estimated claims. No plan
design changes are being implemented in 2015, other than those mandated by the Affordable Care Act and the managed
care network provider. The projected sources and uses for the 2015 health insurance program are shown in Figure 2 and
Figure 3 below.
FIGURE 2
FIGURE 3
2015 HEALTH INSURANCE PROGRAM
SOURCES OF FUNDS
$63,258,900
2015 HEALTH INSURANCE PROGRAM
USES OF FUNDS
$63,258,900
Employer
Premiums
69.3%
Insurance
Reserve
4.6%
Health
Claims
71.1%
Federal
Mandated
Fees
0.9%
Employee
Premiums
26.1%
Administra
tive
Expenses
4.7%
Pharmacy
Claims
23.3%
Employee Wellness and Education Programs
The Healthy Lives wellness program will once again be available to City-Parish employees and health plan participants in
2015. This comprehensive health and wellness solution will improve health outcomes and the value of health care
delivery by providing health management tools, developing comprehensive programs to meet the needs of a given
population, engaging targeted individuals in the management of their own health and wellness, and optimizing care
collaboration and coordination with health care providers.
Through the third quarter of 2014, a total of 580 employees have completed health-risk screening. In addition to the
annual heath fair, screenings were held at various locations around town on the Our Lady of the Lake Hospital mobile
unit. Each individual received a confidential individualized report outlining their screening results and their health-risk
profile. Individuals identified at high or moderate risk for a specific disease, such as diabetes, stroke, coronary heart
disease, or heart failure were identified through both the health-risk screening and the claims analysis process. The
analysis of historical medical claims identified 1,000 high-risk employees currently diagnosed with a chronic disease, and
an additional 1,145 employees at moderate risk for developing a chronic disease. With early intervention, there is a great
opportunity to prevent the onset of chronic disease and impact the health of the population. Healthy Lives coaches are
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contacting the individuals identified at moderate to high risk, bringing a person-centered, holistic coaching and care
management service to employees and plan participants. The next steps in program implementation will include bimonthly health screenings on the mobile unit, worksite assessments, and various monthly educational offerings.
The cost of the base contract for Healthy Lives is $286,000 per year. There are additional fees for each individual
receiving screening and coaching services. Also included in the 2015 Risk Management budget is $335,000 to continue a
special wellness program for Fire Department personnel.
Dental Insurance
There will be no increase in premiums in 2015 for the City-Parish dental program, which is fully insured. In 2013, the
Metropolitan Council approved a three-year contract extension with the current provider at the current rates. The CityParish will contribute 52%, or approximately $1,830,000, towards the cost of providing dental insurance, with the active
employees and retirees paying the remaining 48%.
Life Insurance and Voluntary Benefits
The City-Parish pays 100% of the cost of life insurance premiums that provide a $50,000 benefit for elected officials, a
$25,000 benefit for active employees, and a $5,000 benefit for retirees. The annual cost of the coverage for active
employees and retirees is approximately $482,000.
Optional voluntary benefits available to employees include term life, universal life, vision, cancer, accident, short-term
disability, and critical illness policies. Employees are responsible for 100% of the premiums for all of these optional
benefits.
Other Post-Employment Benefits (OPEB)
The rate for other post-employment benefits in 2015 will remain at 12% of active payroll. OPEB for the City-Parish
consists of health, dental, and life insurance benefits for retirees. Historically, the City-Parish has funded these benefits
on a pay-as-you-go basis. While there is no current requirement that a government fund these benefits on an actuarial
basis over an employee’s service career, the liability must be reported in the financial statements as required by a
governmental accounting standard that took effect in 2007. If the City-Parish were to fund the annual required
contribution in this manner, a rate of 41% of active payroll would be necessary to cover both normal costs and to amortize
the unfunded actuarial liability.
Since the City-Parish does not have the resources to fund this liability on an actuarial basis, significant progress must be
made in the near future to reduce this liability for current and future retiree benefits. Options to be reviewed include
establishing a trust for post-employment health benefits, closing the current retiree health plan to future hires and
implementing a new retiree plan that is more in line with market practices, offering fully-insured Medicare supplement
policies with prescription drug coverage once retirees become eligible, and offering a fully-insured Medicare Advantage
plan with supplemental prescription drug coverage.
General Fund
REVENUES
As shown in Figure 1, the General Fund, excluding operating transfers in, makes up approximately 36.7% of the total
City-Parish budget for the year 2015. The General Fund provides for the general operations of the government and
includes all revenues that are not legally dedicated for a specific purpose.
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The primary revenue sources, as shown in Figure 4, include the sales and use tax, property tax, gross receipts tax, and
other taxes. Revenues generated from these sources support 82.5% of the appropriations in the General Fund.
FIGURE 4
GENERAL FUND FUNDING SOURCES
$306,904,650
Charges for
Services
7.0%
Other
10.5%
Other Taxes
8.8%
Property Tax
8.7%
Gross Receipts
Tax
8.0%
Sales & Use
Tax
57.0%
Significant changes in General Fund funding sources include the following:
Increase
(Decrease)
REVENUE GROWTH:
General Sales and Use Taxes
Gross Receipts Business Taxes
General Property Taxes
Electrical and Building Permits
On-Behalf Payments for Salaries and Benefits from the State of Louisiana
Coroner Fees
Other Revenues
Traffic Safety Fees
TOTAL REVENUE GROWTH
CHANGES IN FUND BALANCE:
Fund Balance - Unassigned
Fund Balance - Insurance Reserve Fund
Fund Balance - City Court
$4,635,740
2,091,000
1,103,370
285,000
112,120
75,800
(172,070)
(500,000)
$7,630,960
(678,290)
400,000
203,300
TOTAL REVENUE GROWTH AND CHANGES IN FUND BALANCE
$7,555,970
Major Revenue Assumptions
As previously stated, a 1.5% growth rate over 2014 anticipated collections was used as the basis for the sales and use tax
revenue estimate for 2015. The anticipated collections for 2014 sales and use taxes are based on actual collections
through August, and a modest growth rate of 1.5% for September through December.
15
A growth rate of 2% over 2014 projected collections for gross receipts business taxes levied on utility companies, and a
1.6% average growth rate in the assessed valuation of property over the 2014 assessed valuation were used as the bases
for forecasting these tax revenues for 2015. Total revenue growth budgeted in the General Fund for 2015 is $7,630,960.
Use of Fund Balance
Fund balance in the amount of $7,496,150 has been used in the 2015 proposed budget. This includes $6,392,850 from
unassigned fund balance, and $203,300 of fund balance committed for City Court that will be used to fund a portion of a
new case management system. Fund balance from the Insurance Reserve Fund in the amount of $900,000 is being
appropriated for the payment of compromised judgments and the 2015 installment on a general liability settlement
approved by the Metropolitan Council in 2014. Funding used in the budget from unassigned fund balance accounts for
approximately 2% of the budget. The projected level of unassigned fund balance remains at a prudent level. A chart
detailing the appropriations supported by Fund Balance can be found under “Appropriation Assumptions” in
“Understanding the City-Parish Budget.”
The City-Parish has for some time maintained a portion of the General Fund – Fund Balance in an account titled
“Committed for Budget Stabilization.” The financial policy included in the budget document states that a prudent level of
financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue
shortfalls or unpredicted one-time expenditures will be maintained. In order to adhere to the policy requiring 5% of the
budget for the following year to be maintained in this account, the balance in the account will be increased from the
current amount of $14,976,000 to $15,345,000 at year-end.
APPROPRIATIONS
Total appropriations for the General Fund budget increased by $7,555,970, or 2.52%, when compared to the 2014 budget.
Our commitment to public safety continues as shown in Figure 5 with 54.6%, or approximately $167.7 million, of the
2015 budget proposed for that function.
FIGURE 5
GENERAL FUND APPROPRIATIONS
BY MAJOR FUNCTION
$306,904,650
Transportation
8.7%
Interfund
Transfers
3.7%
Other
3.3%
General
Government
29.7%
Public Safety
54.6%
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Significant changes in General Fund appropriations (2014 to 2015) are shown below:
Increase
(Decrease)
APPROPRIATION CHANGES:
Public Safety:
Fire Station - Renovations to Fire Station #12 (Government Street)
Police - Funding for Second Police Academy of 30 Officers
and Additional Five Officers in First Academy
City Court - Case Management System
Fire Station - Debt - LCDA Loan
City Court - Ticket Writers
Constable - Three Vehicles and Accessories
Total
$750,000
703,330
454,010
415,090
139,330
101,810
$2,563,570
Prison-Related Expenses:
Prison Capital Needs
350,000
350,000
Constitutional Offices:
Coroner - Operational Needs
Juvenile Court - Security Needs
DA - Sex Crimes Prosecutor and Domestic Violence Prosecutor
205,360
145,000
100,000
450,360
1,069,490
949,810
238,210
144,260
112,120
2,513,890
Salaries and Benefits:
Reduction in Salary Savings and Merit Increases
Health, Dental, Life, and OPEB
Overtime and Allowances
On-Behalf Payments for Salaries and Benefits
Other Programs and Activities:
Electricity and Gas
General Liability - Settlement Agreement
Economic Development Initiatives
Insurance - Fire and Extended Coverage
Janitorial and Extermination Services - Public Safety Complex and DPW
River Center
North Boulevard Festival of Lights
Net Changes in All Other Appropriations
648,500
400,000
100,000
210,230
196,100
166,930
110,000
75,550
1,907,310
(229,160)
$7,555,970
TOTAL INCREASE IN 2015 BUDGET OVER 2014 BUDGET
Budget Highlights
PUBLIC SAFETY
The public safety of our citizens and visitors has always been, and will continue to be, a top priority of this
Administration. This has been accomplished through enhancing manpower, creating partnerships, creating efficiency
through technological advancements, improving facilities and equipment, and maintaining professional standards.
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Police Department
Accreditation
The Baton Rouge Police Department has maintained national accreditation since 1996 and continues to be recognized by
the Commission on Accreditation for Law Enforcement Agencies as a “Flagship Agency.” The department received
notification in November of 2013 that it had been re-accredited for the sixth time. The accreditation process will continue
to serve as a mechanism to ensure professionalism and the efficient use of resources.
Crime Prevention
The department strives to provide the citizens of Baton Rouge with the highest ideals of professional policing and
encourage civic engagement through constant community interaction. Innovative enforcement strategies and operational
procedures will continue to be examined in an effort to reduce crime and the fear of crime in all communities, both
residential and business. A continued community partnership will improve accessibility, acceptance, and communitybased intelligence.
The 2015 budget includes funding for an academy starting in February that will train 20 new officers and ten P.O.S.T.
certified officers who will attend abbreviated training. Due to the number of scheduled retirements next year, a second
academy for 30 officers is planned for October. These officers will supplement existing officers to reduce shortages and
increase police presence. Overtime funding previously used for manpower shortages can be utilized for additional
targeted enforcement.
In order to make an immediate impact on the rate of violent crime and create a safer environment for our community, the
2015 budget will provide continued funding for street operations and investigations targeting violent street gangs and drug
distribution organizations. This will be a collaborative team approach within all divisions of the department and our local,
state, and federal partners. This effort will be guided by real-time intelligence and statistical data to determine where
those efforts are most needed.
The BRAVE program has been successful in reducing violent crime and enhancing community outreach. BRAVE efforts
have led to significant seizures of illegal narcotics and weapons. BRAVE uses a public health and intervention model to
stem the senseless violence and killings in the 70805 and 70802 area codes. Baton Rouge Police Officers, social workers,
clergy, and persons providing other mental health-related services combine science and street outreach to track violence.
Together as a community, the coalition cools the situation down through intervention of offenders who are prone to
escalating violent behavior by means of social acceptance of an individual peer group. BRAVE will continue to target
known violent, drug, and gang suspects in statistically designated criminal hot spots.
The Violent Crime Unit continues to be a successful collaboration of local, state, and federal law enforcement partners
who share in the long-term goal of reducing violent crime by bringing suspected violent offenders to justice.
In 2015, initiatives will include additional manpower to be assigned to the downtown area on a permanent evening shift.
The increased police presence will provide a safer environment for the growing number of citizens and visitors that live,
work, and play downtown.
Technology
The department continues to research, fund, and implement technologies that are proven to aid in tracking crime patterns,
intelligence, investigations, crime-reduction strategies, and apprehension of wanted criminals. Continued funding is
included in the 2015 budget for maintenance and management of deployed technology such as surveillance cameras, shotspotter coverage, in-car cameras, stun guns, and wireless streaming. Grant funding is currently being sought to purchase
body cameras for officers.
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Facilities and Equipment
Operational funding for the recently occupied Public Safety Complex, located at the former Woman’s Hospital facility, is
included in the 2015 budget. The complex is currently occupied by administrative, training, and support staff. Funding in
the amount of $1 million for replacement police vehicles is also included.
Operations
The 2015 budget provides for the creation of a Special Operations Bureau that will manage all special operations,
including the 180 special events held annually. The creation of a fourth bureau will provide a mechanism for greater
command through greater accountability, increased productivity, and oversight. It will strengthen relationships between
the special operations and traffic personnel. The budget will also provide for an additional personnel allotment for a
Deputy Chief position to be appointed by the Chief of Police. The Police Major classification and positions will
eventually be deleted through attrition.
Baton Rouge Fire Department
PIAL Class One Rating
The current Class One rating by the Property Insurance Association of Louisiana (PIAL) shows our commitment to
providing citizens with the best possible fire protection and the lowest possible insurance rates. Fire departments are rated
every five years. The next rating will be received at the end of 2015, and will be based on information compiled through
the end of 2014.
Manpower
A training academy for 35 firefighters began in June 2014. These recruits will graduate in December of 2014. Funding is
also included in the 2015 budget for a training academy for 15 firefighters scheduled to begin in May. The recently
annexed areas will continue to receive fire service from the existing fire protection district.
Equipment
During 2014, funding was provided for two front-line pumper trucks, one service unit, and other equipment needed to
meet standards required by PIAL. An additional station was also funded and is expected to be completed in late 2015.
The new station will be manned through a reallocation of existing manpower. This station will be located on Lee Drive to
provide proper coverage for this rapidly growing area. The 2015 budget includes $750,000 for the renovation of the fire
station on Government Street. This station was constructed in 1975 and houses the Hazardous Materials Unit. The 2015
budget also includes $500,000 for firefighting gear and other equipment needs.
Emergency Medical Services (EMS)
Accreditation
EMS has been fully recognized as being accredited by the Commission on Accreditation of Ambulance Services (CAAS)
since 2004. Accredited providers must go through a re-accreditation process every three years in order to maintain this
distinction of excellence. Accreditation signifies that an ambulance service has met the “gold standard” determined by the
ambulance industry to be essential as a modern emergency medical services provider. In 2013, EMS achieved
accreditation with an overall excellent rating in its review by the CAAS review board.
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Training Initiatives
In 2014, the first paramedic class graduated as a result of the partnership with Baton Rouge Community College.
Graduates completed semesters in the classroom, hospital, and in the field. An Emergency Medical Technician (EMT)
class was also completed during the spring semester. The EMS Training Division received approval from the Committee
on Accreditation of Educational Programs for the EMS profession to seek national accreditation of the Paramedic
Education Program. EMS has implemented a new spinal immobilization procedure to reduce the number of needless
spinal immobilizations in the field. EMS will also partner with the East Baton Rouge Parish School System (EBRPSS) to
mentor EMT Instructors.
Through affiliations with Louisiana State University (LSU) and Tulane Medical Schools, EMS is providing physician
training in pre-hospital emergency medical services. Residents, interns, and medical students are riding with EMS units
to get a feel for what the pre-hospital environment is like. This will promote better working relations between prehospital and hospital providers.
In cooperation with LSU, EMS is providing real-life opportunities for engineering students to practice their
craft. Engineering students from the fields of mechanical and industrial engineering are studying varying aspects of the
work EMS does, and designing and implementing plans to improve efficiency. The program will be expanded to other
engineering fields of study next year.
Over 7,200 individuals have received cardio-pulmonary resuscitation training through the EMS Training Center. Those
trained included City-Parish employees, EBRPSS faculty and nurses, and citizens.
Community Paramedicine
EMS has started its community integrated health program. Paramedics are making home visits to patients that frequently
access 911 and are transported to local area hospitals on a regular basis. They work with these patients on compliance
with doctors’ orders, medications, and general monitoring of their basic health. The goal is to keep these patients healthy
and out of the emergency rooms. This will help reduce the congestion in both the 911 system and in hospital emergency
rooms. EMS is also including patients that are at high risk of re-admission to a hospital because of the seriousness of their
illness. The goal of the re-admission avoidance is to keep patients referred by the hospitals out of the hospital for 30 days.
Telemedicine technology has improved assessment capabilities for paramedics and emergency room physicians.
Implementing these programs will improve the overall health of the citizens of our parish and improve the effectiveness of
the medical community.
Facilities and Equipment
EMS has entered into a land usage agreement with Lane Memorial Hospital to build a new EMS substation on Carpenter
Road next to the hospital facility. This new station will provide a better location for response in the northern part of the
parish. The 2015 Budget includes $500,000 for this station and the replacement of the station on Old Hammond Highway.
Through the judicious use of grant funds and funding from the Upper Payment Limit (UPL) program, EMS has been able
to purchase and equip vehicles specifically designed for use in mass casualty and large event situations. A multi-casualty
response truck that can carry bulk quantities of equipment and can handle large scale events has been added to the fleet, as
well as three all-terrain mini ambulances that allow response in large crowd situations and in areas that a normal-sized
ambulance cannot reach.
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Mayor’s Office of Homeland Security and Emergency Preparedness (MOHSEP)
Re-Accreditation
In 2012, MOHSEP was granted full re-accreditation under the Emergency Management Accreditation Program (EMAP).
MOHSEP was found to be 100% compliant with each of the 64 standards and 104 sub-standards. The accreditation
process for the field of emergency management ensures that citizens are served by a department that can handle all phases
of disasters.
Exercises and Training
MOHSEP participates in various disaster exercises and drills every year to ensure readiness for any and all emergencies or
incidents that may occur within East Baton Rouge Parish. In 2014, MOHSEP participated in the semi-annual River Bend
Nuclear Station graded exercise and was found to be in compliance with all Nuclear Regulatory Committee (NRC)
regulations. New regulations include holding a hostile-action-based exercise to test response should terrorists attack the
nuclear station, which was the scenario for 2014. The NRC requires the River Bend Station to test its emergency
capabilities with a graded exercise every two years, and MOHSEP plays a vital role in this exercise. MOHSEP also
participated in a full-scale exercise at the Baton Rouge Metropolitan Airport. The scenario encompassed not only a plane
crash, but also a hostile-action-based element. Patients were triaged and moved to local hospitals. Training for other
City-Parish agencies is facilitated through MOHSEP, which provides the necessary rooms and equipment for classes.
Public Awareness
Educating and preparing the public will remain one of MOHSEP’s top priorities for 2015. Through presentations both in
and out of the office, as well as attending public events, MOHSEP delivers its message of personal preparedness through
literature distributed to the public and by making its staff available to answer questions. MOHSEP reached out to
businesses, government organizations, faith-based groups, volunteer groups, schools and many more to provide vital
information needed to help during an emergency. Thousands of children were once again trained in the Emergency
Operations Center (EOC) through the Junior Community Emergency Response Team (CERT) program, with the help of
partners both public and private. The children come through the EOC and are able to see where first responders work to
protect them and their families. MOHSEP also held their annual Red Stick Ready Day at the Mall of Louisiana. In
October of this year, MOHSEP began a public awareness campaign to provide information on the Ebola virus.
Incidents
2014 began with multiple winter weather systems causing road, school, and business closures throughout the parish. The
EOC was activated to assist citizens as well as other public safety agencies. The Parish Emergency Operation Plan was
utilized and lessons learned are now being used to update the plan. In August of 2014, MOHSEP helped coordinate the
response to a train derailment. While there was no hazardous materials response, road closures and clean-up of the scene
took roughly a week.
Animal Control and Rescue
Companion Animal Alliance (CAA) is a non-profit animal welfare organization whose vision is to find a good home for
every healthy and behaviorally sound companion animal in East Baton Rouge Parish. The City-Parish initially signed a
Cooperative Endeavor Agreement (CEA) with CAA in August of 2011 to operate the animal shelter. The agreement with
this agency was subsequently renewed through December 31, 2016.
In May of 2014, the Metropolitan Council approved an amendment to the Code of Ordinances to increase annual
registration fees for dogs and cats effective July 1, 2014. The Council also gave the Administration the authority to
amend the agreement with CAA to increase the City-Parish funding for this agency by the amount of the net increase in
registration fees. As a result of these actions, the proposed funding for this agency for 2015 was increased by $150,000,
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resulting in a total annual appropriation of $735,820. At least 25% of the proceeds from the increase in fees will be used
for low-cost spay and neuter services in conjunction with private practice veterinarians. The remaining 75% will be used
for shelter medicine and vet care, as well as staffing to increase adoptions and fosters with the goal of increasing the save
rate.
LSU entered into a Memorandum of Understanding with CAA in 2013 to provide land for a state-of-the-art veterinary
clinic and shelter adoption center. This building will be located close to the nationally recognized LSU School of
Veterinary Medicine and will provide high-quality veterinary services for shelter animals, grants for research, space for
community education, and areas for animal evacuation during hurricanes or disasters. The CAA will continue to conduct
capital campaigns to raise private donations for this facility.
The cities of Baker, Zachary, and Central also fund a portion of these costs as well as the cost of animal control services
provided by City-Parish employees. Their pro rata share is based on the population counts from the 2010 census.
EFFECTIVE AND EFFICIENT GOVERNMENT
In is important to create public trust and make government accessible, responsive, and accountable to the citizens. There
are many on-going practices and new initiatives underway that will make the City-Parish more efficient as well as
effective.
Excellence in Budget Presentation and Financial Reporting
The Finance Department continues to demonstrate its commitment to providing high quality customer service through
excellence in financial reporting. The department received the “Distinguished Budget Presentation Award” from the
Government Finance Officers Association (GFOA) of the United States and Canada for the 2014 Annual Operating
Budget. This national award is the highest professional recognition in governmental budgeting. To receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy document, an operations guide,
a financial plan, and a communications device. This is the 24th consecutive year that the department has received this
award.
The GFOA of the United States and Canada also awarded the Certificate of Achievement for Excellence in Financial
Reporting to the City-Parish for the Comprehensive Annual Financial Report for the fiscal year ended December 31,
2012. This prestigious national award recognizes conformance with the highest standards for preparation of state and
local government financial reports. In order to receive this award, a governmental unit must publish an easily readable
and efficiently organized comprehensive annual financial report with contents conforming to program standards. The
reports must also satisfy both accounting standards and applicable legal requirements. The department has produced a
financial report meeting these standards and received this award 37 times since 1971.
Debt Management
Our government has invested considerable effort into maintaining a working relationship with bond-rating agencies. This
allows us to keep them informed concerning issues that affect our bond ratings. Rating agencies have cited strong
financial management and the willingness to take prompt corrective budgetary action when necessary as positive
attributes of our government. As a result, the City-Parish enjoys favorable bond ratings such as the underlying rate on the
City 2% General Sales Tax Revenue Bonds from Moody’s Investors Service (Aa2), Standard and Poor’s (AAA), and
Fitch Investors (AA+). These ratings result in very reasonable interest rates on debt.
Information Services Initiatives
The current financial, human resources, and procurement systems that were purchased in 1994 need to be replaced due to
support issues, their inability to integrate with external databases, and their inability to accommodate a mobile egovernment. The City-Parish is in need of a new Enterprise Resource Planning (ERP) system to bring together
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information from many different departments to improve efficiencies and effectiveness through the optimal use of
resources, better planning, faster decision-making, and the elimination of redundancies.
In January 2014, a team composed of representatives from the Information Services, Finance, Human Resources, and
Purchasing departments selected a consultant to assist the City-Parish in procuring a new ERP system. City-Parish
departments were then interviewed by the consultant to gain a better understanding of their day-to-day processes. Needs
assessments were conducted resulting in the identification of approximately 4,000 system specifications. A request for
proposal (RFP) was then formulated based on these specifications and advertised nationally. In August, the City-Parish
received 12 responses to the RFP. The team has reviewed these proposals and a short list of vendors has been selected.
Vendor presentations and site visits to view working systems will be conducted over the next three months. A system of
the size needed for the City-Parish can range from $5 to $7 million. Plans are to have a vendor recommendation and a
funding plan to the Metropolitan Council for consideration early next year.
Information Services also continues to update the digital infrastructure. In early 2014, network devices at several
buildings were upgraded to accommodate increased bandwidth capacity. In late 2014, the network ring that connects
several critical City-Parish facilities will be upgraded, as well as expanded to include the new Public Safety Complex.
Purchasing Initiatives
In October of this year, the Metropolitan Council approved a proposal by the Purchasing Director to make amendments to
the purchasing ordinance to streamline the procurement function. The amendments were based on an analysis of
procurement thresholds for direct purchases performed by the Finance Department-Internal Auditing Division. The
changes increased the departmental authority to directly procure materials and supplies from a threshold of less than
$1,000 to $5,000 or less. This will give departments more flexibility and provide for a quicker and easier procurement
process. Other amendments made to the ordinance aligned local and state purchasing procedures. Purchasing will
develop an extensive training program for departmental personnel to ensure that the City-Parish is still getting the best
values, and budgetary controls will remain in place. These changes will allow the Purchasing Department to focus on
expediting long lead-time purchases to assist departments in meeting their mission, goals, and objectives.
Human Resources Department (HR) Initiatives
The HR Department strives to maintain a diverse workforce, which values the differences among employees. They
continue to put safeguards in place to ensure that no employee or applicant is discriminated against in any terms,
conditions, or privileges of employment because of race, sex, creed, color, religion, national origin, age, marital status,
ancestry, sexual orientation, gender identification, or physical or mental disability.
In 2015, HR will continue to expand its training capacity in three ways, including the continued development of
departmental trainers via the Training Development Institute; the creation and roll-out of training videos via the Video
Training Initiative; and the expansion of the Leadership Development Institute program.
Workforce succession planning will also continue in 2015 to assist departments with identifying key positions, the skills
needed for those positions, and how to select the most qualified applicants to provide service without interruption. The
Workforce and Succession Planning model also assists employees with resources for career development. The CityParish continues to use the model to promote continuity of operations and employee career development.
Department of Public Works (DPW) Initiatives
A consulting firm was commissioned to perform an organizational study of DPW by reviewing the current organizational
structure and recommending changes to create a more efficient and effective DPW that is accountable to both the
residents and businesses.
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A DPW Reorganization Steering Committee was organized to advise and shape a process designed to provide
recommendations for the reorganization. Members of the committee included a wide cross-section of internal and
external public works stakeholders composed of representatives of the Mayor’s Office, the Metropolitan Council, DPW
employees, union representatives, industry and trade association representatives, and community stakeholders.
The committee reviewed the consultant’s recommendations that the existing Department of Public Works be decentralized
and divided into six new departments with self-contained budget units, clear functional responsibilities, performance
metrics, and one director for each new department tasked with overseeing the critical departmental functions and services
for which each is responsible. The recommendations include the following new departments:
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Department of Environmental Services
Department of Transportation & Drainage
Department of Maintenance
Department of Development
Department of Buildings and Grounds
Department of Fleet Management
In addition, an Office of Business Operations and Capital Programs will be established for the purpose of providing
essential financial and programmatic support to each department.
The transition plan for the reorganization was finalized and approved by the Metropolitan Council in September, for
placement on the December 6, 2014, ballot for consideration by the citizens in accordance with the process for instituting
changes to the Plan of Government. Since the reorganization is being voted on after the presentation of the proposed
budget, the budget has been prepared under the existing structure. A budget amendment will be presented to the
Metropolitan Council early next year if the reorganization is approved by the voters.
INFRASTRUCTURE IMPROVEMENTS/GROWTH MANAGEMENT
We continue to make progress with our capital improvement programs with some very significant projects beginning in
2015. Details on these programs can be found in the section of the budget titled “Capital Improvement Programs.”
Following are selected highlights, including details of the activity that has occurred or can be expected in 2014 and 2015.
Sanitary Sewer Overflow Capital Improvement Program
The Sanitary Sewer Overflow Capital Improvement Program (SSOCIP) has made significant progress since the program
began in 2006. As mandated by a United States Environmental Protection Agency (EPA) and Louisiana Department of
Environmental Quality (LDEQ) Consent Decree, all sewer overflows in the City-Parish must be reduced to meet design
storm parameters by December 31, 2018. This new deadline reflects a four-year extension, which was approved by the
Department of Justice (DOJ), EPA, and LDEQ on June 16, 2013, in the “Revised Second Agreement and Order
Regarding the Modification of the Consent Decree.”
The revised agreement extends the overall completion date in exchange for including and accelerating over $150 million
in Master Plan projects, including North Wastewater Treatment Plant (NWWTP) Master Plan projects, the NWWTP
Public Project, emergency generators at two treatment facilities and over 400 pumping stations throughout the parish, and
the installation of a state-of-the-art Supervisory Control And Data Acquisition (SCADA) real-time control system to allow
the City-Parish to manage wet weather flows to maximize in-system storage and treatment to reduce overflows.
The current program manager’s first task was to develop a comprehensive Program Delivery Plan (PDP). The plan was
written as the master plan for design and construction of the wet-weather projects, which will implement corrective
actions to reduce sanitary sewer overflows and meet the requirements of the Consent Decree. The plan is revised
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periodically to refine the design of several projects. The City-Parish will realize a significant cost savings by combining
some of the projects, which will also provide a reduction in construction inconveniences to residents and business owners.
Work has progressed in the areas of design engineering, bidding services, and construction. Through September 2014
there are 110 projects, of which 56 have been completed with a total construction value of nearly $575 million. An
additional 26 projects valued at approximately $423 million are under construction, and 28 projects valued at
approximately $250 million are in the design phase.
The current estimated cost for completing the revised program is $1.64 billion ($1.49 billion for construction and $148
million for SSO program administration). The PDP is currently under analysis and review, with a focus on reducing and
containing costs. The financial model for the program is constantly being monitored by a financial team to ensure that the
operations, as well as the capital needs, of the sewer system can be met. In April of 2014, the City-Parish issued
$209,785,000 of subordinate lien sewer revenue bonds to finance 18 additional projects for the SSOCIP. These bonds
have a term of 30 years and were issued at a true interest cost of 4.48%. They are secured from the proceeds of the sewer
user fee and the one-half of one percent sewer sales and use tax.
Throughout 2015, most of the design of the PDP projects will be completed and many projects will enter into the
construction phase, while some projects currently under construction will be completed and closed out. Projecting
through the end of 2015, 76 projects will be completed, 34 projects will be under construction, and the design of the
remainder of the projects will be completed and awaiting construction. Complete information on the program can be
found on the City-Parish’s website, www.brgov.com, under Baton Rouge Sewer Program.
Green Light Plan
In October of 2005, the citizens of East Baton Rouge Parish approved an extension of the current one-half percent (1/2%)
sales and use tax for street and road improvements. With this vote, the tax that was previously referred to as the “pothole
tax” was extended until the year 2030. The tax proposition called for 70% of the proceeds to be used for transportation
improvements, including all costs associated with the construction of new roads, widening of existing roads, and
intersection and signalization improvements. The projects funded through this portion of the tax are part of the Green
Light Plan (GLP). Twenty-seven percent of the proceeds of the tax are being used to continue the road rehabilitation
program, and the remaining three percent will be used for beautification and street enhancement projects. The City-Parish
has taken advantage of available federal dollars to provide a portion of the funding for projects, including the Central
Thruway project. All collections in Baker, Zachary, and Central dedicated for street improvements are remitted directly
to and administered by those municipalities.
The City-Parish is constantly looking for innovative ways to stretch our local tax dollars and identify alternative funding
sources to expedite road construction projects. In October of this year, the City-Parish was notified of the award of $17.1
million in federal grant funds. Local funding of $6.3 million will be added to the federal award, for a total of $23.4
million to be applied to improvements on Old Hammond Highway. The federal funds were approved for use during the
2018 and 2019 fiscal years.
The capital budget includes the appropriation of $7,940,580 in anticipated revenue collections in 2015 for transportation
improvement projects. The uses for the pay-as-you-go funding include $3,173,920 for program administration and
inspection services, and $4,766,660 to supplement the construction of O’Neal Lane (George O’Neal Lane to South
Harrell’s Ferry Road).
A detailed chart is included in the section of the budget titled “Capital Improvement Programs” outlining the current
status of the projects in the program. Also, complete information on this program can be found on the City-Parish’s
website, www.brgov.com, under the Green Light Plan.
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Riverfront Development
The riverfront and skyline of downtown Baton Rouge continue to be transformed as more public and private investments
are initiated and completed. Several of the master plans for downtown Baton Rouge focus on the importance of riverfront
development to reconnect the downtown area to the Mississippi River, the region’s economic, environmental, and cultural
anchor. The 2015 budget includes $550,000 in appropriations funded from the proceeds of the state sales tax rebate
dedicated for riverfront development for the projects discussed below.
Originally built in 1984, the Riverfront Plaza is a classic water garden style public space of the particular era in which it
was designed. Funding in the amount of $250,000 is being allocated to plan and renovate the plaza. Lighting, audio
equipment for public announcements, landscape and irrigation, sidewalk, and handicapped access improvements will be
made. The Riverfront Plaza improvement area includes the levee stage area and levee green between the USS Kidd and
the plaza.
A comprehensive wayfinding signage package is needed to provide direction to the thousands of daily visitors to the
riverfront. Funding in the amount of $50,000 is being allocated for signage to be placed along the preferred pedestrian
routes and gateway access points along the Central Green. The signage will provide information about riverfront
attractions.
Gateway corridors at South Boulevard, Government Street, North Boulevard, Convention Street, Florida Street, Laurel
Street, Main Street, and North Street directly connect to riverfront access points. This budget includes $250,000 for a
project that will provide an improved first impression for the visitors to our riverfront. Improvements will include lighting
and wayfinding signage. Improvements will also be made on the adjacent surface parking lots under the interstate
overpass. Over 500 parking spaces beneath the interstate structures surrounding downtown have been identified.
Riverfront investment and development is experiencing unprecedented growth, a testament to the entire parish’s economic
strength and stability. With continued growth, exciting entertainment options, unparalleled cultural amenities, and
workforce opportunities all within walking distance, the downtown area has become one of the most desirable places to
live and work in Baton Rouge. Three hundred residential units are currently in the planning or construction phases and
over 30 new businesses have opened in 2013 and 2014, many spearheaded by Baton Rouge’s young entrepreneurs. Many
public endeavors are also underway to provide the infrastructure and quality of life components that contribute to
downtown’s continued success.
Library Capital Improvements
Design discussions for the replacement of the River Center Branch Library began in the summer of 2012, and included
many opportunities for input from members of the public. The design phase is expected to be completed in the fall of
2014. Construction should begin in 2015 and is estimated to take two years to complete.
In order to thoroughly assess the emergent functional and public service needs of 11 of the library’s older branch
facilities, a study has been commissioned with an architectural firm and should be completed by the end of 2014. Data
and recommendations from the study will assist the library in documenting the current state of buildings and outline issues
associated with aging facilities. Information from the assessment will assist in considering the repurposing, renovation,
and possible addition of new spaces and features that are popular and heavily used in newer facilities, such as
collaborative study rooms and quiet reading areas. Data will also be provided to project costs and help determine the most
effective sequencing and prioritization of possible projects.
Planning continues for the South Baton Rouge Branch Library. Selection and purchase of a site, followed by architectural
design for this branch, is expected to begin in 2015.
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QUALITY OF LIFE/CULTURAL INITIATIVES
Baton Rouge continues to celebrate its heritage, use historic assets for community revitalization and development, and
build an appreciation for the performing and visual arts as well as cultural events. Of equal importance is the
development of partnerships to promote and provide volunteerism and educational opportunities for our citizens, our
health, and the general appearance of our parish. The following ongoing cultural, health-improvement, youth
development and employment, volunteering, and planning initiatives support our commitment in these areas:
Cultural Initiatives
The 2015 budget includes continued support for partnerships with non-profit agencies to provide funding for festivals and
cultural events, including the Baton Rouge Blues Festival, FestForAll, Live After Five, Sunday in the Park, and Earth
Day.
Also funded is continued support for facilities and programs to enrich and promote cultural life and preserve heritage that
include the Baton Rouge Symphony, the USS KIDD Veterans Memorial, the Louisiana Art and Science Museum
(LASM), and the Arts Council of Greater Baton Rouge. This budget includes $140,000 for waterproofing the LASM.
Healthy Baton Rouge Initiatives
In response to America’s growing obesity problem and its relationship to chronic diseases, the U.S. Conference of Mayors
launched the “Mayors’ Healthy Cities Initiative” to promote the benefits of a healthy lifestyle. The City-Parish has
received national recognition for the work that has been accomplished, including being named one of 12 finalists for the
Robert Wood Johnson Foundation’s Roadmaps to Health Prize. Presentations on this program were given at the National
League of Cities Conference and the United States Conference of Mayors.
Healthy BR communicates, coordinates, and collaborates to effect change on the four health priorities identified in the
community health needs assessment process: obesity; HIV/AIDS; mental and behavioral health; and overuse of
emergency rooms.
The initiative was awarded a $1 million “Fresh Beginnings Grant” from the Blue Cross Blue Shield Foundation. An
additional $1.2 million in matching funds was secured, bringing the total project budget to $2.2 million. The program,
which began on September 1, 2013, funds the Red Stick Mobile Farmers Market, the Healthy Corner Store initiative, the
Food Access Policy Commission, and improved physical fitness equipment and training for four Baton Rouge schools.
Zip codes 70805, 70807, and 70802 are being targeted for participation.
Healthy BR, in collaboration with partners, developed a community-wide message about healthy eating and active
lifestyles, 5-2-1-0+10, and has assisted with the rollout of this message in all East Baton Rouge Parish elementary schools,
BREC parks, YMCA facilities, clinics, and hospitals. The curriculum stresses the importance of a minimum of
“5”servings of fruits and vegetables per day, limiting recreational screen time to “2”hours, “1” hour of physical activity,
“0” sweetened drinks, and “10” hours of sleep.
The HealthyBR.com website includes all local health and wellness services, programs, and information in an easy-toaccess format for the community. Also included is a “Healthy Calendar,” which keeps the community up-to-date on
health events. Healthy BR has a social media presence on Facebook, Twitter, and Instagram.
Neighborhood Revitalization Initiatives
During the past year, the City-Parish received two grant awards from the White House’s Neighborhood Revitalization
Initiative to help local communities develop strategies to change neighborhoods in distress into neighborhoods of
opportunity.
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The United States Department of Justice Byrne Criminal Justice Innovation grant will provide funding to create a
comprehensive plan to address crime issues in four neighborhoods. Implementation of the plan will improve public health
and safety through the reduction and prevention of chronic crime, and deter future crime by addressing the social issues
most likely to influence crime.
The City-Parish also received the United States Department of Housing and Urban Development Choice Neighborhood
Planning grant. This two-year grant will provide the necessary funding to create a transformation plan aimed at
revitalizing the Smiley Heights/Melrose East neighborhood, and the Ardenwood Village Apartments. The goal of the
plan is to create high-quality mixed-income housing, attract public and private business investments, and provide social
support and educational opportunities for individuals and families living in the neighborhood.
Youth Development and Employment Initiatives
Mayor’s Youth Advisory Council (MYAC)
The mission of the MYAC is to represent and advocate on behalf of youth throughout the parish. The students chosen
must have solid communication skills and be able to work well with others in a collaborative manner. They must also be
able to identify problems and be willing to actively search for and work toward solutions.
In an effort to promote healthy living among young people, the students on the MYAC have completed service-learning
projects, conducted park clean-ups, designed and created a website, and have written an original song and video to
promote healthy living among young people.
Big Buddy LEVEL UP! Summer Internship Program
The Office of the Mayor-President and the Big Buddy Program partnered to provide high-school-aged youth with summer
internships at businesses, government agencies, and non-profit organizations to help develop and support their future
employment endeavors. This partnership provided an opportunity to work with the community’s most under-supported
youth to build resiliency against the three major threats to the economic development of our community – poverty, crime,
and academic failure. During the summer of 2014, the eight-week internship placed 105 students within organizations
and assigned each participant to a mentor at his or her workplace host site. Additionally, the summer interns attended
Tool Time Workshops once a week to learn life tools such as business acumen, punctuality, proper attire, and financial
management. Each intern had an opportunity to earn a stipend up to $1,500. The program was designed using a Junior
Achievement curriculum that helps to prepare young people for success in the global economy by providing them with
real-world experience and hands-on business activities. The 2015 budget includes $200,000 in funding for this
partnership.
Love Our Community Summer Youth Employment Program
The adolescent years are critical times for engaging young people in meaningful activities that help develop valuable
skills and knowledge that will benefit them for the rest of their lives. The Love Our Community Summer Youth
Employment Program gives youth ages 14 to 16 the opportunity to earn income while completing work that benefits
themselves, the environment, and the community. This experience will not only give them an opportunity to engage in
real world work experiences, but also provide them with multiple educational and professional development opportunities
that set the foundation for future employment and academic success.
The program, which began in 2013, engages youth in hands-on environmental stewardship projects and introduces them
to the environmental issues that impact their quality of life. In addition, participants are provided the opportunity to
become change agents by developing and leading projects that will make a difference in their communities, while creating
a sense of pride and ownership because the youth play an active role in making their community a better place to live,
work, and play. The 2015 budget includes $200,000 in funding for this program.
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During the summer of 2014, the four-week program employed approximately 115 youth and 19 staff members from
across the parish. The participants were given the opportunity to gain environmental and neighborhood revitalization
work experience working on projects such as:
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Fighting blight by transforming overgrown and vacant lots into community gardens and painting murals on blighted
buildings.
Implementing various environmental stewardship projects, including collecting recyclable materials for use in the
community gardens.
Promoting sustainability by installing irrigation systems and building compost bins.
Conducting agricultural research through service-learning projects in conjunction with the LSU Agricultural Burden
Center.
Participating in cooking demonstrations with fruits and vegetables harvested in community gardens.
Truancy Initiative
The initiative to reduce truancy is a collaborative community effort led by the Mayor’s Office, Office of the District
Attorney, East Baton Rouge Parish Sheriff’s Office, and the East Baton Rouge Parish School System. The East Baton
Rouge Parish Family and Youth Services Center (FYSC) opened in September of 2012. The mission of FYSC is to
identify children who have exhibited truant tendencies, assess the causal problems for these tendencies, and provide
access to services to the children and their families to eliminate the causal problems. Multiple organizations are located at
this one-stop center in an effort to proactively address the challenges faced by truant students and their families. This
approach allows for team-based collaborative problem-solving strategies and empowers families and community networks
to target the issues related to truancy and juvenile crime, while addressing challenges to the family unit. FYSC provides
services including grief counseling, services for school attendance and behavior/education assessments, GED assistance,
job skills training, and case management. In October of this year, the offices for the BRAVE program were relocated to
the center.
Children’s Advocacy Center
The budget includes $25,000 in funding for core staffing support and facility maintenance at the Baton Rouge Children’s
Advocacy Center. The center provides support for child victims of sexual assault and physical abuse in an effort to reduce
psychological and physical trauma of victims; supports the community through prevention and education efforts;
coordinates criminal justice agency efforts to increase the reporting of child sexual assault and physical abuse; and
promotes the investigation, prosecution, and conviction of child abuse perpetrators. Representatives from the City-Parish
Police Department, the Office of the District Attorney, and the East Baton Rouge Parish Sheriff’s Office are integral
partners with this agency.
Volunteerism Initiatives
Baton Rouge Proud (BR Proud)
In 2011, the City-Parish launched BR Proud, a high-impact service plan that provides residents with opportunities to
contribute to their community through service. This initiative targets Baton Rouge’s most pressing challenges while
encouraging the growth of a volunteer force across a range of neighborhoods and agencies. The plan matches volunteers
with service initiatives, such as revitalization of blighted neighborhoods and preparation of disadvantaged students in preK through third grade for success in school. The creation of this innovative plan was made possible through receipt of the
Cities of Service Leadership Grant award funded jointly by the Rockefeller Foundation and the Bloomberg
Philanthropies.
The initiative continues to engage numerous community organizations and local businesses to further promote
volunteerism to address community needs. The Police Department and the Office of Community Development will
partner with Entergy later this month for a day of service to make homes near Glen Oaks High School more energy
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efficient. Volunteer work will include caulking around windows, installing weather stripping around external doors,
repairing holes and cracks in floors and walls, replacing incandescent light bulbs with fluorescent bulbs, and installing
water heater blankets.
Love Your Block
In accessing the city’s challenges and identifying where volunteers could make a difference, many people pointed to the
links between neighborhood blight, lack of community organizations, and higher crime rates. One way to combat these
issues is to increase the stability of a neighborhood through the active participation of its residents. The “Love Your
Block” initiative is a competitive grant award program that gives residents the opportunity to apply for grants to
physically transform public spaces. Since its inception in 2012, successes to date include the award of more than 30
grants to community organizations, the planting of more than 50 trees, the creation or enhancement of 50 green spaces,
and the collection of more than 6,000 pounds of litter. This work was accomplished through various partnerships by
approximately 2,610 volunteers who provided more than 10,000 volunteer hours to transform communities. The initiative
has also formed a strategic partnership with the BRAVE program to instill community pride in an effort to reduce crime in
select areas.
FUTUREBR
FUTUREBR, the comprehensive master plan for land use and development in East Baton Rouge Parish, was unanimously
adopted in 2011 by both the Planning Commission and the Metropolitan Council.
A Strategic Implementation Plan (SIP), which included four primary strategies to be accomplished within the first three
years after the plan was adopted in 2011, has been followed by the FUTUREBR Implementation Team (FIT) responsible
for prioritizing implementation of the plan. The four strategies include: developing a new transportation system; creating
an urban renewal program; aligning the Unified Development Code with FUTUREBR; and creating a balanced housing
market with thriving neighborhoods. A major initiative of the SIP included the creation of Complete Streets policies.
Following the anticipated adoption of a resolution to authorize these policies in late 2014, the Mayor’s Office, Department
of Public Works, and the Planning Commission will begin the implementation of the recommendations next year.
The plan is an opportunity to guide future policy decisions that will shape future growth in the City and Parish over the
next 20 years. Planning Commission staff have conducted a thorough review of the 577 Action Items with each Lead
Agency and will be recommending changes to them throughout 2015. The FUTUREBR Progress Report will be
published in May 2015 to align with the City-Parish budgetary cycle. This will enable Lead Agencies to include
FUTUREBR implementation items in their budget requests.
The “Health District” is a several-square-mile area south of the I-12 and I-10 split in Baton Rouge that contains many of
the city’s leading health-care industry sites including Baton Rouge General Hospital, Our Lady of the Lake Regional
Medical Center, and Pennington Biomedical Research Center as well as clinics, doctors’ offices, and teaching centers. As
this medical district has grown in density and importance, it has struggled with traffic congestion. With $500 million of
new facilities proposed for the area, and recognizing the importance of the medical industry to the regional economy,
FUTUREBR called for a district plan. This plan would not only address the traffic concerns, but also work to build a
district identity and leverage the advantages of multiple industry leaders working in close proximity to increase both
collaboration and innovation. The Baton Rouge Area Foundation has taken the lead on crafting a plan for the Health
District.
ECONOMIC DEVELOPMENT INITIATIVES
2014 has been a truly exceptional year for economic development in the parish, resulting in some spectacular and gamechanging projects that will create jobs, tax revenues, and new payroll opportunities for the citizens of the Baton Rouge
area. These projects will further transform the downtown area and, perhaps most importantly, transform how others look
at Baton Rouge on a national stage, resulting in yet more economic development opportunities.
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This budget includes funding for 2015 business incentives previously approved by the Metropolitan Council, including
the final $1.5 million annual payment for IBM, and a $36,000 annual payment to Ameritas for employee parking
reimbursement. Also included is funding for the Greater Baton Rouge Economic Partnership, the Baton Rouge Film
Commission, and commitments related to upcoming events.
Greater Baton Rouge Economic Partnership
Since 2007, the City-Parish has engaged the Baton Rouge Area Chamber (BRAC) to manage a professional business
development program targeting high-quality job growth and increased economic opportunities for the Baton Rouge
area. This partnership is performance-based, subject to continued achievement and reporting of results for the
professional services provided. As a public-private partnership with East Baton Rouge Parish, BRAC uses the
professional services agreement with the City-Parish to leverage external funding, achieving an overall organizational
budget that is funded 80% from private sources. The proposed 2015 Annual Operating Budget includes an appropriation
of $450,000 for a professional services agreement for business development efforts between BRAC and the City-Parish.
In 2014, BRAC’s efforts have directly impacted the recruitment and expansion of new companies in Baton Rouge. To
date, BRAC has helped to secure five economic development projects that will generate $17.5 million in new annual
payroll through the creation of 335 new direct permanent jobs. The five companies will be investing nearly $24.5 million
in capital investment in new facilities in the parish. This reflects ongoing high performance by the BRAC team, which
was recognized in May 2014 by Site Selection magazine as one of the top 10 economic development teams in the United
States. This is the fifth consecutive year BRAC has received this high honor.
Projects completed during the first three quarters of 2014 include:
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Stixis Technologies announced plans to invest $1 million and launch a new software development center that will
employ 230 professionals at an average salary of $59,500 per year. Stixis will lease space at the Louisiana
Technology Park with plans to build a larger facility in the coming years as they reach their growth targets. This
represents two goals for East Baton Rouge Parish in addition to job creation, which are the diversification of the
economy and the attraction of more foreign direct investment.
•
Pod Pack International, a Baton Rouge based creator of individual compostable coffee and tea pods, announced a
$10.1 million expansion of its manufacturing facility in Baton Rouge’s Industriplex. The company will hire
approximately 20 new employees and will be well positioned for continued growth in this hot niche sector.
•
Community Coffee continues its commitment as a Baton Rouge headquarters and will hire 15 new employees to
support its growth. The average salary will be nearly $40,000 and will accompany a new capital investment of $9.2
million.
•
Glazetech, based in Tucson, AZ, announced a $4 million glass manufacturing facility located near Choctaw and
Sherwood Forest Drive. The new facility will employ 50 individuals at an average salary of $34,000. The company
will distribute glass products across a 400-mile radius along the Gulf Coast.
•
DMI Contractors is planning to consolidate pipe fabrication operations from Mississippi to Louisiana resulting in the
addition of 20 new jobs paying an annual salary of $45,000. The anticipated capital investment is $200,000.
For the remainder of 2014, BRAC’s team is working aggressively on three projects that could result in an additional 400
jobs through local expansions and national recruitment efforts.
To yield these results, BRAC’s business development team marketed the City-Parish at national and international trade
shows and site consultant events; conducted direct company lead generation to specific national and international
companies in targeted sectors; conducted site consultant familiarization tours in the parish; conducted visits to existing
small businesses and large employers that are economic driver firms (generating most of their revenue from outside the
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area); advertised in targeted-sector trade publications; and served as the “one-stop” office for business recruitment and
expansion prospects, consultation on state and local incentives, site details and visits, and project management. BRAC’s
recruitment efforts in 2014 have included recruitment missions to trade shows as well as company-specific recruiting trips
to meet with manufacturing and information technology companies in Houston, Atlanta, Dallas, Philadelphia, Cleveland,
New York, Los Angeles, San Francisco, and Toronto as well as in Germany, Belgium, the United Kingdom, and the
Netherlands.
Based on independent research, BRAC has identified target industry sectors that could yield major economic development
opportunities in 2015 in the following sectors: chemical manufacturing and new energy, fabricated materials, software
design and development, technical consulting and research, and advanced shared services. For the next year, the keys to
the parish’s success in business retention and attraction will be continued contact with existing companies with a potential
for expansion, high-quality prospect marketing and project management, industrial and commercial site certification,
pursing development of additional commercial real estate, targeted international recruitment to attract foreign direct
investment, talent development, and proactive workforce solutions.
To maintain transparency and accountability, BRAC’s business development team regularly reports to the Administration
and reports quarterly to the Metropolitan Council on projects, jobs and investment levels, and current activity. These
reports keep both entities abreast of the overall activities of the team, and additional information is provided to individual
Council Members regarding potential projects in their districts as they arise.
Baton Rouge Film Commission
This economic development agency of the City-Parish has been tasked with increasing the diversity of business within
East Baton Rouge Parish as it relates to film and television production and post-production. The role of the Baton Rouge
Film Commission continues to be two-fold, to market the City-Parish as a premiere international destination for film and
television production, and to provide continuous logistical support to all productions filming in our region. Our
hospitality and attention to detail continue to set Baton Rouge apart from the competition. Specific services include
location scouting and script analysis, assistance in securing competitive rates on housing and accommodations through
partnership with Visit Baton Rouge, assistance in securing permits, connection with local production resources, and
liaison services among production companies, the community, and local government throughout the entire production
schedule.
The Baton Rouge Film Commission continues to heavily market and attend sales events in major entertainment hubs such
as New York and Los Angeles. Advertising is strategically placed in major trade publications. Community outreach has
continued through local speaking engagements, participation in industry events, and the use of “BY BATON ROUGE,” a
software application designed to promote local businesses to the film industry.
Through the third quarter of 2014, Baton Rouge has hosted over $200 million worth of productions, which include studiofinanced and independent feature films, commercials, reality television, films made for television, and a television miniseries.
Since the inception of the Baton Rouge Film Commission in 2007, the organization's efforts have attracted more than 300
productions to film in our area and have generated direct spending of over $800 million. This budget includes $170,000
for the operations of the Commission in 2015.
Baton Rouge Events
In partnership with Visit Baton Rouge, the official travel resource, the City-Parish will assist with tourism-related events
in 2015. Tourism brings more than two million visitors to Baton Rouge annually, and these visitors spend more than $1
billion in the area.
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In 2015 during the Memorial Day weekend, Baton Rouge will host the sixth annual Bayou Country Superfest in Tiger
Stadium. In a record-setting turnout, more than 135,000 fans came together to celebrate this event in 2014. In addition to
a unique tailgating fan festival, the three-day concert showcased many of the biggest stars in contemporary country music
including George Strait, Reba McEntire, Luke Bryan, Jason Aldean, Eric Church, and Florida Georgia Line. Baton
Rouge-area hotels took in a record $3.4 million during Bayou Country Superfest, according to figures released by Smith
Travel Research. Country music stars will light up the stage for three nights again this year due to the success of adding
an additional night last year. The 2015 line-up is being announced today.
The 2017 United States Bowling Congress Women’s Championships is expected to attract an estimated 36,000 bowlers
and guests to the area, with an estimated economic impact of $50 million. The budget includes $100,000 for the 2015
commitment related to the 2017 event. In 2012, 70,000 bowlers and guests visited the area over the 151 days of the
United States Bowling Congress Open Championships, with direct spending of more than $64 million and an economic
impact of $113 million.
Conclusion
Our Administration continues to seek ways to provide greater services with increased efficiency to the citizens of our
parish. While we have made much progress and have had many accomplishments over the last ten years, there are many
challenges ahead. I believe that we have what it takes to work together to face those challenges, many of which are
impacting local governments across the nation.
In closing, I would like to express my sincere appreciation to our Metropolitan Council, and all of the employees, for their
service to the citizens of East Baton Rouge Parish. It is an honor and a pleasure to serve as your Mayor-President.
Sincerely,
Mayor-President
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The Council then must hold at least one public hearing prior to
adoption of the final budget. By December 15, the Council must
act upon the budget, or the Mayor-President’s proposed budget is
automatically adopted effective January 1.
Organization
The City of Baton Rouge and Parish of East Baton Rouge (CityParish) operates under a charter entitled the Plan of Government,
which became effective on January 1, 1949. The Plan is unusual
in that the government of the City of Baton Rouge is
substantially consolidated with that of the parish (county). The
Metropolitan Council of the Parish of East Baton Rouge, elected
from 12 single-member districts, serves as the governing
authority of the city and parish. The Mayor-President is elected
at large and is the Chief Executive Officer of the city and parish.
Economies are realized through combined operations and
management.
Responsibility for the administration of the Annual Operating
Budget is shared between the Mayor-President, through his Chief
Administrative Officer and the Finance Director, and the
Metropolitan Council, through its Council Administrator/
Treasurer and Council Budget Officer.
Capital Improvements
Included in this document is the capital budget, which is shown
in the section, entitled "Capital Improvement Programs." This
section describes the capital projects or capital outlays which
will be financed from revenues for the ensuing fiscal year and
available surpluses from prior years. In addition, a summary of
major capital improvements that are either continuing into or
beginning in the proposed budget year is provided. Major capital
improvements are subjected to separate budgetary processes
which often involve the issuance of long-term debt; therefore,
detailed budgets are generally adopted or amended individually.
The operating budget does, however, include provisions for debt
service on outstanding debt. This section also includes the
source of funds and operational impact of planned capital
improvements.
Until 2005 the parish contained, in addition to Baton Rouge, two
other municipalities, Baker and Zachary. In July 2005 a third
municipality, the City of Central, was incorporated. These three
are independent from the consolidated government.
The Process
Operating Budget
The purpose of the Annual Operating Budget for the City of
Baton Rouge and Parish of East Baton Rouge is to provide fiscal
guidance for the upcoming year. The aim of the budget process
is to determine how the limited estimated revenues will be
allocated. The budget calendar for preparation of the 2015
Annual Operating Budget was as follows:
May 30 - June 6
June 20 – Sept. 3
Aug. 7 – Sept. 30
November 5
Nov. 18 – Dec. 3
December 9
January 1
Budgetary Structure
The Annual Operating Budget for the City of Baton Rouge and
Parish of East Baton Rouge includes various funds that are
budgeted and accounted for separately. Categorized into
Governmental, Proprietary, and Fiduciary, the funds are as
follows:
Instructional letter forwarded to depts. by Chief
Administration Officer
Deadline for submission of budget requests
Mayoral budget discussions
Mayor-President’s budget submitted to Council
Council Budget Hearings
Metropolitan Council approval of budget
Effective date of current expense budget
Governmental Funds are used to account for most taxsupported activities.
The General Fund is the government’s primary operating fund of
the consolidated City and Parish. It accounts for all financial
resources except those required to be accounted for in other
funds.
When the instructional letter and budget-request packets were
sent to the various departments and agencies earlier this year,
each General Fund department was asked to submit a standstill
budget request to provide for existing operations. Keeping rising
benefit costs in mind, General Fund departments were instructed
that all previously allotted unfunded positions remain the same
for 2015. Special-fund requests are limited by the level of
resources available from their dedicated revenues.
Special Revenue Funds are used to account for and report the
proceeds of specific revenue sources that are legally restricted or
committed to expenditure for specified purposes (other than debt
service or capital projects). The term “proceeds of specific
revenue sources” indicates that one or more specific restricted or
committed revenues should be the foundation for a special
revenue fund. Those specific restricted or committed revenues
may be initially received in another fund and subsequently
distributed to a special revenue fund. Those amounts should be
recognized not in the fund initially receiving them but rather in
the special revenue fund in which they will be expended in
accordance with specified purposes. Special revenue funds
During the mayoral budget discussions, department and agency
heads are called upon to justify their budget requests and to
discuss how their activities relate to the Mayor-President’s
Strategic Initiatives shown earlier in this document. The Plan of
Government requires the Mayor-President to submit balanced
budgets for all departments and special districts for which the
Metropolitan Council serves as the governing authority no later
than November 5 of each year.
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should not be used to account for resources held in trust for
individuals, private organizations, or other governments.
The Pension Trust Fund is used to account for transactions of the
Employee’s Retirement System of the City of Baton Rouge and
Parish of East Baton Rouge (CPERS) and the Police Guarantee
Trust under the Employees’ Retirement System. The CPERS
trust includes the accumulation of contributions for a definedbenefit cost-sharing multiple-employer pension plan to provide
retirement benefits to qualified employees.
The Police
Guarantee Trust holds assets and pays certain retirement benefits
to those members who have voluntarily transferred to the
Municipal Police Employees’ Retirement System of Louisiana
(MPERS).
The restricted or committed proceeds of specific revenue sources
should be expected to continue to comprise a substantial portion
of the inflows reported in the fund. Other resources (investment
earnings and transfers from other funds, for example) also may
be reported in the fund if those resources are restricted,
committed, or assigned to the specific purpose of the fund.
Debt Service Funds are used to account for and report financial
resources that are restricted, committed, or assigned to
expenditure for principal and interest. Debt service funds should
be used to report resources if legally mandated. Financial
resources that are being accumulated for principal and interest
maturing in future years also should be reported in debt service
funds.
Governmental Accounting Standards Board (GASB) Statement
No. 34 requires that funds be classified as major or non-major.
Governmental Funds designated as major funds are the General
Fund, the East Baton Rouge Parish Library Board of Control
Special Revenue Fund, the Grants Special Revenue Fund, and
the Capital Projects Fund. The three Enterprise Funds that are
reported as major funds are the Comprehensive Sewerage
System Fund, the Greater Baton Rouge Airport District Fund,
and the Solid Waste Funds. All other funds are designated as
nonmajor.
Capital Projects Funds are used to account for and report
financial resources that are restricted, committed, or assigned to
expenditure for capital outlays, including the acquisition or
construction of capital facilities and other capital assets. Capital
projects funds exclude those types of capital-related outflows
financed by proprietary funds or for assets that will be held in
trust for individuals, private organizations, or other governments.
Funds of this type supported by bonded indebtedness are
generally not included in the budget document because of
various timing and legal requirements of the bond issues that
usually support capital projects. These budgets are submitted to
the Metropolitan Council separately and are adopted on a
project-length basis. Appropriations for capital projects funded
on a pay-as-you-go basis are included in the Capital Budget.
Financial Policies
Auditing, Accounting, and Financial Reporting
The City-Parish accounting and financial reporting systems will
be maintained in conformance with generally accepted
accounting principles and the standards of the Governmental
Accounting Standards Board (GASB). A capital-asset system
will be maintained to identify all City-Parish assets, their
location, historical cost, useful life, depreciation method,
depreciation to date, and the individual responsible for asset
control.
Proprietary Funds are used to account for the City-Parish
business-type activities.
Enterprise Funds may be used to report any activity for which a
fee is charged to external users for goods and services. Generally
Accepted Accounting Principles require the use of an enterprise
fund for any activity whose principal external revenue sources
(1) are used for debt backed solely by fees and charges; or (2) are
legally required to recover the cost of providing services of a
particular activity (including capital costs such as depreciation
or debt service); or (3) have been legally earmarked by a policy
decision to recover the cost of providing services of a particular
activity (including capital costs such as depreciation or debt
service).
The City-Parish will contract with an independent accounting
firm, which will issue an audit opinion on the official
Comprehensive Annual Financial Report. Competitive requests
for proposals from qualified firms will be sought every four
years. The City-Parish will maintain a good credit rating in the
financial community.
Basis of Accounting
The accounting and financial reporting treatment applied to a
fund will be determined by its measurement focus.
Governmental Funds will be accounted for by using a current
financial resources measurement focus. The modified accrual
basis of accounting will be used for all Governmental Fund
types, which include the General Fund. Under this basis of
accounting, revenues are recognized in the period in which they
become available and measurable; expenditures are reported
when the liability is incurred, if measurable, except for the
following: (1) principal and interest on long-term debt are
recorded when due, and (2) claims and judgments, group health
claims, arbitrage payable, net other post-employment benefit
Internal Service Funds are used to account for the financing of
goods or services provided by one department or agency to other
departments or agencies of the City-Parish on a costreimbursement basis.
Fiduciary Funds are used to report assets held in a trustee or
agency capacity for others and that therefore cannot be used to
support the government's own programs.
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obligations, and compensated absences are recorded as
expenditures when paid with expendable available financial
resources.
approval of the Finance Director. Budget supplements are
required before expenditures in excess of appropriations on a
department level may be processed. Such supplemental
appropriations must be approved by both the Mayor-President
and the Metropolitan Council. Unexpended appropriations
normally lapse at year-end, except those for projects of a
continuing or capital nature, which remain open until the projects
are completed or abandoned. Departments can request to
transfer projected operating surpluses to capital accounts so that
they may be carried forward to future years and used for capital
needs.
Proprietary Funds and the Pension Trust Fund will be accounted
for on an economic resources measurement focus. The accrual
basis of accounting will be used for all Proprietary Fund types,
which include the Enterprise and Internal Service Funds, and for
the Pension Trust Fund, which is a Fiduciary Fund type. Under
this method, revenues are recognized in the period when earned
and measurable; expenses are reported in the period incurred, if
measurable.
The City-Parish will subsidize the operations and maintenance of
the Enterprise Funds unable to attain self-sufficiency when
permitted by law. This is accomplished through budgeted
transfers of General Fund resources.
Property taxes are considered measurable in the calendar year of
the tax levy if collected soon enough to meet the availability
criteria. Sales and use taxes and gross receipts business taxes are
considered measurable when the underlying transaction occurs if
they meet the availability criteria. Generally if these taxes are
received by the Finance Department of the City-Parish within 60
days after the end of the fiscal year they are deemed to have met
the availability criteria.
All recurring calendar-year grants will be included in the
proposed budget. Line-item budgets for grants that do not
operate on a calendar-year basis are recorded upon receipt of the
grant award and therefore are not included in the Budget Detail
section of the Annual Operating Budget; however, summaries of
the larger of these programs will be provided in the Special
Revenue Fund section.
With the approval of the Mayor-President and the Metropolitan
Council, the City-Parish may authorize expenditures associated
with anticipated federal and state assistance programs based on a
written commitment from the grantor. If such a commitment is
not obtainable, the historical record relative to the particular
grantor and the judgment of financial administrators will be used
to determine which assurances are acceptable.
Debt Issuance and Cash Management
Debt Management
The City-Parish may issue short-term debt to cover temporary or
emergency cash flow shortages or to provide necessary financial
resources to comply with the Plan of Government requirements
as to the ability to appropriate funds. All short-term borrowing
will be subject to the approval of the Mayor-President and the
Metropolitan Council.
Basis of Budgeting
Budgets adopted for the governmental funds deviate from
Generally Accepted Accounting Principles (GAAP) in the
budgeting for encumbrances and capital leases. Encumbrances
are shown as expenditures on the budget basis in the year of
commitment. Capital leases are budgeted as departmental
appropriations on the budget basis, while on a GAAP basis they
are considered as debt service. There are currently no capital
leases.
The City-Parish will use interfund loans if cash is available
rather than outside debt instruments to meet short-term cash flow
needs. A single consolidated bank account has been established
at a local bank into which monies are deposited and from which
most disbursements are made. In addition, investment purchases
are charged and maturities are deposited to the consolidated bank
account. The purpose of this consolidation is to reduce
administrative costs and provide a single cash balance available
for the maximization of investment earnings. Each fund shares
in the investment earnings according to its average cash and
investments balance, prorated among funds. Cash is transferred
from those funds with available cash resources to cover any
negative cash balances in other funds at year-end. In addition, an
imprest bank account is used for disbursements of payrolls, and
separate accounts have been established for East Baton Rouge
Sewerage Commission bonds, and city and parish sales tax
revenue bonds, as required by bond indentures for various bond
issues.
Budgets adopted for proprietary funds and fiduciary funds
deviate from GAAP to the extent that additional budget
allocations are shown with a Memorandum Only caption for (1)
selected recurring principal payments for debt service (although
no expenses are charged); and (2) capital outlays expected during
the budget year for planned cash flow purposes. Budgets for
proprietary and fiduciary funds serve as a management tool and
are required by the Plan of Government, but are not required by
GAAP or Louisiana state law.
Budgetary Accounting
The City-Parish Finance Department will maintain budgetary
control at the major object class level of appropriation (personal
services, supplies, etc.) for management purposes. The legal
level of control is the department or project level. Budget
transfers within a department or project may be made with the
The City-Parish will confine long-term borrowing for capital
improvements that cannot be funded from current revenues.
Proceeds of long-term debt will not be used for current on-going
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enumerated in the law. However, a municipality may issue debt
in excess of this general limitation if the aggregate for all such
purposes, determined at the time of issuance, does not exceed
35%. Special laws increase the general limitation to 15% for
sewerage purposes in the parish.
operations. The term of the bonds shall not exceed the expected
useful life of the project. The City-Parish will establish an
appropriate mix of bonded debt and pay-as-you-go financing for
capital projects.
The City-Parish will adhere to all legal and statutory limitations
relative to debt issuance. The City of Baton Rouge, Parish of
East Baton Rouge, and a variety of special districts created in the
parish have the authority to incur debt and issue bonds in
accordance with a number of provisions found in the Louisiana
Constitution and Louisiana Revised Statutes. The City-Parish
will obtain approval from the State Bond Commission prior to
the issuance of any type of long-term debt, as required by state
law. The City-Parish will issue general obligation bonds only
when authorized by a majority of all qualified voters voting on a
proposition to issue general obligation bonds.
Investment Policy
The investment policies are governed by state statutes and bond
covenants. The investment policy will be reviewed periodically,
and all amendments will be submitted by the Council
Administrator/Treasurer to the Metropolitan Council for review
and adoption. The last amendments were approved by the
Council on October 11, 2000.
Revenue Diversification
The City-Parish will strive to improve its revenue diversity to the
extent feasible in order to improve its ability to handle
fluctuations in revenues and potentially help to better distribute
the cost of providing services.
The sales and use tax revenue is the strongest credit source of the
City-Parish and has been the preferred pledge for bonds issued in
recent years. Recent issues relying on this tax include certain
refunding bonds, airport improvement bonds (several
intergovernmental agreements with the Baton Rouge
Metropolitan Airport pledge airport revenues as repayment for
the city sales tax), landfill bonds, and public building bonds
using the 2% city sales tax, public building bonds using the 2%
parish sales tax, road improvement bonds that have a portion of
the ½ of 1% tax dedicated exclusively for transportation
improvements, and sewer bonds that have a ½ of 1% tax
dedicated exclusively for sewer purposes. State law requires that
annual sales tax revenues dedicated to the payment of sales tax
revenue bond debt service be at least 133% of the highest year's
debt service on sewer and transportation bonds and 250% on
bonds supported by the 2% general fund tax. The issuance of
additional sales tax revenue bonds supported by existing sales
and use taxes does not require further voter approval.
Revenue Review
The City-Parish reviews each revenue annually in regards to
factors relevant to past, present, and projected future collections.
The results of this review are included in a revenue manual
entitled Revenue Facts, which will be made available to all
interested parties, and shall be used in the preparation of revenue
estimates for future operating budgets. The manual includes a
brief description of the revenue source; a statute section
providing authorization and any limitations; identification of any
dedication of the revenue, whether by legislation or other means;
collection methodology and any collection issues; definition of
the revenue base and tax or rate structure; accounting
information, such as account and fund numbers; historical
information such as legislative history, impact of other laws, rate
changes, exemptions, etc.; historical revenue levels (collections
for the last four years), along with graphic presentations of
trends; equity impacts on taxpayers or ratepayers; and the effect
of changes in economic circumstances or other external factors.
The City-Parish Finance Department will review outstanding
debt periodically to determine the feasibility of refunding all or a
portion of particular issues.
City-Parish employees will participate substantially in the bond
issuance and refunding processes with the assistance of learned
individuals who serve as financial advisors and bond counsel in
order to make the most efficient use of resources by timing and
sizing deliveries in a manner designed to minimize borrowing
costs.
Use of One-Time Revenues
The City-Parish will limit the use of one-time revenues which
cannot be relied on in future budget periods to non-recurring
expenditures in order to minimize disruptive effects on services
due to non-recurrence of these sources. One-time revenues may
include, but are not limited to, legal settlements, bond refunding
savings, the sale of government buildings, non-recurring grants,
etc. Prior to 2006, gaming revenues were considered to be nonrecurring; however, these revenues have been a stable source of
revenue since October 1994. In the 2015 budget, all anticipated
gaming revenues are being used as a source of funds for
recurring operational needs. Acceptable uses of non-recurring
funds include infrastructure improvements, capital acquisitions,
startup costs, early debt retirement, and other expenditures of a
non-recurring nature.
Debt Level and Capacity
The City-Parish will adhere to all legal or statutory limitations on
debt level and capacity. Prior to the issuance of debt, an
evaluation of debt capacity will be conducted based on current
financial capacity, projected future capacity, statutory and
constitutional limitations, and bond covenants. The Debt Service
Funds section of the budget contains calculations of debt
capacity for various types of debt. In general, each entity may
issue general obligation bonds in an amount up to 10% of its
assessed valuation on taxable property for each purpose
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The calculation of operating revenues will exclude non-recurring
or unstable collections. Recurring subsidies from other funds, in
which the expenditure is built into the base operating budget for
the fund providing the source, will be considered as operating
revenues. Operating expenditures will include personal services,
supplies, contractual services, transfers out, and capital
maintenance replacement programs. These items will be
excluded if they pertain to a special project of a non-recurring
nature and are identified as such. The City-Parish will avoid
budgetary and accounting procedures that balance the current
budget at the expense of future budgets. The budget will remain
balanced throughout the year.
Use of Unpredictable Revenues
The City-Parish will identify major revenue sources it considers
unpredictable and limit the use of these revenues to nonrecurring expenditures or establish a contingency reserve to
guard against the disruption of services in current and future
budget periods. For example, due to the fluctuation in stateshared revenues generated through the Parish Transportation
Fund, a fund balance equal to at least 15% of current
appropriations will be maintained at all times in that fund. If at
any time during the year a reduction in state revenues is deemed
to be probable, a contingency reserve will be established.
Revenues from the sales and use tax, which is the largest income
producer, will continue to be estimated in a conservative manner
utilizing trend data, statistical analysis, and the recommendations
of local economists.
The Finance Department will conduct periodic forecasts of
revenues and expenditures and report the results to the MayorPresident. If at any time the Mayor-President determines that
there will not be sufficient funds to meet appropriations, it shall
be his duty to revise the budget to forestall the incurring of a
deficit, as discussed under the "Legal Requirements" section.
The Finance Department will annually update and review longrange financial plans and projections. The information obtained
from these plans and projections will be used in determining the
resource and expenditure options available for the budget period
and the implications of those options.
Review of Fees and Charges
The City-Parish will establish fees and charges to cover the costs
of services provided. All fees imposed by the City-Parish will be
approved by the Administration and established by the
Metropolitan Council by ordinance, and will not be in conflict
with state law. Costs of services include direct and indirect costs
such as operating and maintenance costs, overhead, and charges
for use of capital (depreciation and debt service). All fees and
charges will be reviewed periodically to determine the level of
cost recovery for services and the reason for any subsidy.
Reasons for not recovering full costs will be identified and
explained.
Contingency Planning
The Insurance Reserve Account was established as a general
fund reservation (or designation) by the City-Parish in 1972.
The City-Parish will maintain a managerial fund entitled
“Insurance Reserve” as part of committed General Fund-Fund
Balance for the purpose of minimizing the financial impact of
potential costs that cannot be covered by the City-Parish’s risk
management program annual budget. The managerial fund will
be increased by any balance remaining in the General Fund-Risk
Management operating budget at each year-end. The City-Parish
shall seek restitution from companies and individuals when
negligence results in the unexpected use of funding in
accordance with applicable laws.
Expenditure Policies
The City-Parish will maintain a level of expenditures that will
provide for the well-being and safety of the residents of the
community within available resources. All expenditures made
shall be for a public purpose, and no expenditures will be made
which are prohibited by administrative directives, local
ordinances, or federal and state statutes. City-Parish departments
and agencies will comply with the procedures included in the
Purchasing Ordinance and Purchasing Manual in the
procurement of goods and services.
The committed insurance reserve account may be used as a
source for any risk purposes, including costs associated with
purchased insurance or self-insurance programs. The account
can also be used for major costs associated with disaster and
other events which may not be reimbursable from insurance or
federal or state government sources.
Balancing the Operating Budget
As discussed previously under the section entitled "The Process,"
the Mayor-President will submit a balanced operating budget to
the Metropolitan Council, and the Metropolitan Council shall
adopt a balanced operating budget in accordance with the budget
calendar each year. A "balanced budget" is defined as one in
which total appropriations do not exceed total anticipated
sources, taking into account the estimated surplus or deficit at the
end of the previous fiscal year. The City-Parish shall maintain a
balance between operating expenditures and operating revenues
over the long term. If extenuating circumstances result in a
deviation from a balanced budget, the details will be disclosed in
the Mayor-President’s Budget Message.
Stabilization of Funds
The City-Parish will hereby maintain a “Budget Stabilization”
account as part of committed General Fund-Fund Balance, in
order to maintain a prudent level of financial resources to protect
against reducing service levels or raising taxes and fees because
of temporary revenue shortfalls or extraordinary expenditure
increases.
The Metropolitan Council and the Administration have
committed to maintain the budget stabilization account in an
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amount equal to at least five percent and not greater than ten
percent of the following year’s general fund appropriations. The
budget stabilization commitment for the year ending December
31, 2014 is projected to be $15.3 million.
Parish’s comprehensive master plan for land use and
development; it will guide future policy decisions that will shape
the growth in the City and the Parish over the next 20 years.
The budget stabilization account shall be calculated annually by
the Finance Department and included in the Comprehensive
Annual Financial Report as committed fund balance. The
stabilization account may be used with Metropolitan Council
approval to balance the current year general fund budget or
immediate subsequent year budget when projected current year
tax revenue falls below the budgeted growth rate by more than
one percent, or in the event the government faces an
unanticipated extraordinary expenditure increase that cannot be
rectified in a single budget year. The stabilization account shall
not be used for revenue shortfalls or expenditure increases
deemed permanent, but rather allows the government time to
transition without undue disruption to governmental services.
Reporting Entity
The City-Parish reporting entity includes various departments
and other organizational units governed by the Mayor-President
and members of the Metropolitan Council. The criteria of
evaluation used are those established by the Governmental
Accounting Standards Board (GASB), which defines the CityParish government's reporting entity. The criteria deal with the
legal status of the unit, appointment of a majority of board
members, fiscal interdependency, imposition of will, and the
financial benefit/burden relationship between the City-Parish and
the component unit. The primary government includes the CityParish (all departments and agencies under the auspices of the
Mayor-President and the Metropolitan Council) as the oversight
unit, and one blended component unit, the Employees'
Retirement System.
When the budget stabilization account falls below the minimum
five percent level, the Mayor-President shall present the
Metropolitan Council with a plan to restore the minimum level
with a goal of 36 months after the year of use.
Along with the primary government, the following discrete
component units are included in accordance with Section 2100 of
the 2011 GASB Codification of Governmental Accounting and
Financial Reporting Standards: Capital Area Transit System
(CATS), East Baton Rouge Parish Redevelopment Authority,
East Baton Rouge Parish Clerk of Court, District Attorney of the
Nineteenth Judicial District, Nineteenth Judicial District Court,
Nineteenth Judicial District Court Building Commission, East
Baton Rouge Parish Family Court, East Baton Rouge Parish
Juvenile Court, Cyntreniks Group/King Hotel Special Taxing
District, and Bluebonnet Convention Hotel Taxing District.
Assignment of Fund Balances Policy
Implementation of Governmental Accounting Standards Board
Statement No. 54, Fund Balance Reporting and Governmental
Fund Type Definitions, was adopted for the 2011 fiscal year.
This standard provides for the assignment of General Fund-Fund
Balances by the Administration in anticipation of needs for
specific purposes. Assigned fund balances may be made by the
Finance Director in the Comprehensive Annual Financial Report.
The assignment of fund balance indicates tentative future
spending plans, which may be changed and are subject to
subsequent authorization by the Metropolitan Council before
expenditures can be made. Assigned fund balances are made for
specific indicated purposes included in the title and require a
Council appropriation in subsequent years.
The City-Parish is required to prepare financial statements that
consider all units within the reporting entity. The City-Parish
budget establishes appropriations for operations of the primary
government, which in some cases includes significant financial
benefit to the component units; however, the City-Parish does
not exercise budgetary control over the component units except
on funds appropriated by the Metropolitan Council.
Capital Improvement Budgets
The City-Parish will make all capital improvements in
accordance with capital improvement budgets approved by the
Mayor-President and the Metropolitan Council.
Proposed
funding mechanisms will be in place prior to the authorization of
any contract associated with a proposed capital improvement
project. Capital improvements financed through the issuance of
bonds will be financed for a period not to exceed the useful life
of the project. The City-Parish will seek intergovernmental
assistance to finance capital improvements. The City-Parish will
present a spending plan for capital projects whose proposed
financing requires a vote of the people prior to such vote. All
interest earned on capital improvement financing will be utilized
for the project or purpose for which the original financing was
intended. Future operating costs associated with new capital
improvements will be projected and included in operating budget
forecasts. FUTUREBR is an update of East Baton Rouge
Legal Requirements
Budget Amendments
Legal requirements applicable to budget amendments are set
forth in the Plan of Government and in certain local ordinances.
Section 8.17 of the Plan of Government gives the MayorPresident the authority to authorize the transfer of any
unencumbered balance of an appropriation, or portion thereof, to
supplement another appropriation made in the same budget to the
same department, office or agency. At the request of the MayorPresident, the Council may by resolution transfer any
unencumbered balance of an appropriation, or portion thereof, to
supplement an appropriation made in the same budget to another
department, office, or agency.
40
Appropriations in addition to those contained in the current
expense budget may be made only on the recommendation of the
Mayor-President and only if the Finance Director certifies that
sufficient funds are available in accordance with the best
recognized practices in governmental accounting to meet such
appropriation. If funding is available, a budget supplement,
which must be signed by the Mayor-President, Finance Director,
and Council Budget Officer, is submitted to the Metropolitan
Council for approval. By ordinance, appropriations from reserve
funds shall be made only on an affirmative vote of two-thirds of
the entire membership of the Council. Departmental requests for
changes in the current pay plan or personnel allotment must also
be approved by means of a budget supplement, which requires
formal Council approval.
A comparison of 2014 and 2015 total sources of funds is as
follows:
2014
Budget
Taxes
%
2015
Budget
%
Inc./Dec.
%
408,981,760
61.61%
420,899,020
62.56%
2.91%
Licenses & Permits
Intergovernmental
4,041,400
50,080,985
0.61%
7.55%
4,485,800
50,273,795
0.67%
7.47%
11.00%
0.38%
Charges for Services
Fines & Forfeits
M iscellaneous
176,482,290
3,216,000
3,212,850
26.59%
0.48%
0.48%
176,838,630
3,188,000
2,441,450
26.28%
0.48%
0.36%
0.20%
-0.87%
-24.01%
Other Fin. Sources
Total Sources
17,819,780
$663,835,065
2.68%
100.00%
14,680,310
$672,807,005
2.18%
100.00%
-17.62%
1.35%
2015 Sources of Funds
(Excluding Internal Transfers)
Lic. & Permits
0.67%
Work Programs/Budget Allotments
Taxes
62.56%
After the current expense budget has been adopted and before
the beginning of the fiscal year, the head of each department,
office, or agency to which any appropriation is made must
submit to the Mayor-President a work program. The MayorPresident may implement a quarterly or monthly appropriations
allotment system so as to control cash resources as necessary. If
the Mayor-President at any time ascertains that there will not be
sufficient funds to meet total appropriations, it is his duty to
revise appropriations to forestall the incurring of a deficit.
(Amended Plan of Government provisions of October 20, 2007)
Intergov.
7.47%
Misc.
0.36%
Chg. For Serv.
26.28%
Other
2.18%
Revenue Assumptions
Overview
Figure 1
Total sources, excluding the Pension Trust Fund, transfers, and
internal charges, reflect an overall increase for 2015 of 1.35% as
compared to the 2014 adjusted budget, primarily in the Taxes
category. Following is a general overview of revenues, along
with detailed discussions for the more significant items.
Taxes
Fines &
Forfeits
0.48%
The taxes revenue category includes sales and use, property,
gross receipts business, Programming Access (PEG) Fees,
occupational license, insurance premium, gaming, and
occupancy taxes. With the Pension Trust Fund, transfers, and
internal charges between funds excluded, taxes account for
62.56% of total sources in the 2015 budget, as shown in Figure
1.
After an increase in the years immediately following Hurricane
Katrina, the sales and use tax, the major revenue source of the
City-Parish, declined from 2008 through 2010. Beginning in
2011, modest growth has been realized. Through August 31,
2014, sales and use tax collections are up by 2.55% as compared
to 2013. In response to this trend, in 2015 we are projecting an
increase in sales and use tax of $6.6 million. An increase of $2.1
million is budgeted for gross receipts taxes based on a 2%
growth rate of taxes levied on utility companies. Property taxes
are expected to increase $3.2 million based on a 1.6% average
growth rate in the assessed valuation of property. The decrease
in Other Financing Sources is a result of bond proceeds received
in 2014 for the construction of a new fire station in the amount of
$2.4 million and the decrease in estimated sales of equipment in
the fleet and equipment program in the amount of $2.1 million.
Taxes, along with their associated interest and penalties, are
projected to generate $420.9 million of the total $672.8 million
generated externally in the 2015 budget. Sales and use tax
reflects reductions for potential enterprise zone sales tax rebates
and approved tax increment financing districts.
41
A four-year history of tax revenues is as follows:
The sales and use tax rate in the majority of East Baton Rouge
Parish is presently 9% and is distributed as follows:
History of Tax Collections
2010
$230,063,940
2011
$242,055,730
2012
$259,921,990
2013
$263,193,630
Property
89,742,950
90,377,940
91,357,740
94,355,330
Gross Receipts
PEG Fees
24,509,800
0
23,291,890
41,720
20,488,170
328,940
22,508,650
584,360
Occupational Lic.
Insurance
9,869,340
3,590,220
9,944,550
3,580,230
9,687,370
3,588,790
10,382,630
3,774,090
Gaming
Occupancy
Interest & Penalty
Total
5,740,630
1,956,340
1,911,960
$367,385,180
5,845,260
1,142,080
2,034,620
$378,314,020
7,575,110
1,431,290
2,124,040
$396,503,440
9,438,270
1,327,740
3,739,130
$409,303,830
Sales & Use
Sales and Use Tax Distribution
9% Total State and Local
City-Parish
General
2.00%
City-Parish
Road
0.50%
City-Parish
Sewer
0.50%
Sales and Use Tax
State
4.00%
Gross sales and use tax revenues began to take a downward trend
in 2008 through 2010. In 2011 this trend began a reversal that
has continued into 2014. The City-Parish General Fund tax has
increased by 2.55% when comparing year-to-date receipts
through August 2014. Road tax collections, excluding the
Baker, Zachary, and Central portions, increased by 1.83%, and
sewer taxes increased by 2.19% for the first eight months of
2014. The major difference among these taxes is that the road
and sewer taxes do not tax food for home consumption,
prescription drugs, or medical devices.
School
Districts
2.00%
Figure 3
Tax Increment Financing (TIF) Districts
As of October 2014, there are five active TIF districts and one
TIF district which is established, but remains inactive. The
active districts are the Capitol House Economic Development
District, the Cyntreniks Group/King Hotel Special Taxing
District, the Bluebonnet Convention Hotel Taxing District, the
Lafayette-Main Economic Development District, and the
Dawnadele Economic Development District. The one district
that is in active is the River Park Development District. The
total state and local sales tax rates collected in each district is
9%. Sales tax is due on all retail sales such as restaurant and gift
shop sales, and on taxable services such as parking fees, laundry
services, and hotel room rentals. In addition, a 4% occupancy
tax is collected on the rental of hotel rooms in each district. In
some districts, a separate district tax has also been authorized or
considered. Of the taxes collected, with the exception of the
Capitol House, the state sales tax is remitted to the State of
Louisiana Department of Revenue and all other taxes are
remitted to the City-Parish with varying amounts remitted or
rebated back to the district as required by law. Details for each
district are provided on page 499.
Gross Sales & Use Tax Revenue Trends
290.0
280.0
Millions
270.0
260.0
250.0
240.0
230.0
220.0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Act. Act. Act. Act. Act. Act. Act. Act. Proj. Bud.
Sales & Use Tax
Figure 2
The 2015 gross sales tax revenue estimate, including audits, for
all funds totals $272.9 million. Factors considered in arriving at
a sales tax growth rate include historical collection data from
prior years, the judgment of local government officials relative to
the performance of the local economy, and the opinion of
economists at Louisiana State University. These economists,
Drs. Loren Scott and James Richardson, prepare an econometric
model for Louisiana and its major metropolitan areas each year.
Statistics on personal income growth and employment growth
are generated. From these numbers, a range of potential sales
and use tax growth is estimated. The economists believe the
City-Parish has reasonably projected sales and use tax collections
for 2015. This budget assumes a 1.5% growth factor over 2014
forecasted collections.
Property Tax
General property taxes are expected to continue the modest
growth experienced in the last several years, as illustrated in
Figure 4. The 2014 tax roll for East Baton Rouge Parish had an
assessed valuation of $4.5 billion. Of this amount, $678.9
million represents the valuation of exempt homesteads.
Louisiana homeowners are allowed a homestead exemption of
$7,500 of assessed valuation for state, parish, and special ad
valorem taxes.
The 1974 Louisiana Constitution authorizes the governing
authorities of municipalities and parishes to levy annually ad
valorem taxes of 7 and 4 mills, respectively. These millages may
42
be adjusted upward or downward in reassessment years to
prevent gains or losses in revenues due to reassessment.
Property is reassessed every four years, with 2012 the most
recent year of reassessment. In 2012 the Metropolitan Council
elected to roll back the millage rates for the City and Parish to
6.22 and 3.44, respectively. The authorized maximum millage
rates are 6.48 and 3.54 mills until the next reassessment in 2016.
In addition, the 1921 Louisiana Constitution authorized
municipalities with a population of 75,000 or more to levy a
special tax not exceeding 1 mill for the purpose of providing a
three-platoon police system. The 1974 Constitution provided
that this authorization would continue. The maximum authorized
millage through the 2016 reassessment is .94 mills. The Council
also rolled this millage back to .90 mills. Total receipts for the
General Fund are projected at $26.5 million, with $71.2 million
estimated for Special Funds.
Taxing District
Parish-Wide M illages:*
East Baton Rouge Parish (General Fund)**
M osquito Abatement**
Emergency M edical Services**
Library Board of Control**
Recreational Taxes (BREC)
Law Enforcement-Sheriff
Assessor
Special Taxing Districts:*
Consolidated Road Lighting District**
Parish Fire Protection Districts:
District 1**
St. George
Brownsfield**
Central
East Side
District 6
Chaneyville**
Pride**
Alsen**
Downtown Development District**
Comite River Diversion Canal
Pontchartrain Levee District
Tax Commission Fee - Bank & Insurance
Tax Commission Fee - Utility
Capital Area Transit System:*
Baton Rouge
Baker
School Districts:
East Baton Rouge Parish School District
Baker School District
Zachary School District
Central School District
City M illages:
City of Baton Rouge (General Fund)**
City of B. R. Fire Pay Enhancement Fund**
City of Baker
City of Zachary
Property subject to taxation is assessed as a percentage of its fair
market value. Residential properties and all land are assessed at
10%; other property and electric cooperative properties,
excluding land, are assessed at 15%; and public service
properties, excluding land, are assessed at 25% of fair market
value. The overall assessed value is estimated to be 11% of
actual market value.
The 2015 millages included in the City-Parish Annual Operating
Budget, are those expected to be adopted by the Metropolitan
Council on November 25, 2014.
Following are the current and proposed millages for East Baton
Rouge Parish. The current column reflects the 2014 tax roll
which became available in October 2014.
(In Hundred Millions)
Assessed Valuation
50.0
45.0
40.0
35.0
30.0
25.0
20.0
15.0
10.0
5.0
Current
2014
M illage
Proposed
2015
M illage
3.440
1.410
3.130
10.780
14.038
14.990
1.340
3.440
1.410
3.130
10.780
14.038
14.990
1.340
3.840
3.840
9.000
14.000
25.000
15.000
22.500
40.000
20.000
10.000
15.000
10.000
2.520
3.470
0.150
0.100
9.000
14.000
25.000
15.000
22.500
40.000
20.000
10.000
15.000
10.000
2.520
3.470
0.150
0.100
10.600
10.600
10.600
10.600
43.450
43.200
79.200
60.400
43.450
43.200
79.200
60.400
7.120
6.000
6.220
3.170
7.120
6.000
6.220
3.170
* Homestead Exemption Applies
** Included in the City-Parish Budget
Gross Receipts Business Tax
City
Utility companies inside the city limits of Baton Rouge pay a tax
based on the gross receipts of their business. The one exception
is for cable services, which are parish-wide. Most companies
pay a 5% tax, but there are exceptions for those whose franchise
agreement dictates a different rate. As of August 31, 2014, this
revenue category showed an increase of 12.4% compared to the
same period in 2013 largely due to increases in electricity and
gas costs. In 2015, this revenue estimate assumes a 2% increase
over the 2014 projection.
Parish
Figure 4
Total gross receipts business tax revenues are expected to be
$24.6 million and are accounted for in the General Fund.
43
Gaming Admissions Tax (Riverboats)
On-behalf Payments
Until the 2008 Legislative Session, state law authorized local
government to collect $2.50 per passenger from riverboat
casinos. Now, East Baton Rouge Parish may continue to levy
the per passenger fee or negotiate with the casinos for a
percentage-based fee of up to 4.5% of net gaming proceeds.
During 2008, the City-Parish was successful in negotiating
changes in the fee structure paid by the riverboat gaming
establishments. Beginning January 2009, two riverboats pay
fees based upon a percentage as opposed to a flat fee of $2.50 per
admission. The contracts provide for a sliding scale ranging
from 3.5% to 4.5% with a rollback provision to 2.0% should net
gaming revenues decline significantly. In September 2012, a
third riverboat began operating under a contract that provides for
its fees to be calculated at 4.5% of net gaming revenues. The
budget includes $9 million as a source of funds for recurring
operations, which remained the same as the 2014 Budget.
"On-behalf" payments for salaries and benefits are estimated at
$9.6 million. These represent payments from the State of
Louisiana for supplemental pay for public safety employees, City
Court judges, justices of the peace, ward constables, and
employees of the Registrar of Voters' Office, as well as benefit
payments to the Municipal Employees’ Retirement System. In
July 2007 the state increased the amount paid to public safety
employees from $3,600 to $5,100 per year. In 2008, effective
July 2009, the state increased this amount to $6,000 per year.
Occupancy Tax
The East Baton Rouge Parish Community Improvement Fund
receives 2%, with half dedicated to urban mass transit and half
dedicated to the Research Park Corporation. The 2014-2015
state appropriation is $3,000,000. The transit portion is
accounted for in an escrow account for the Capital Area Transit
System (CATS). Prior to June 30, 1997, the Research Park
Corporation was accounted for in the General Fund. Since July
1, 1997, these funds have been paid directly to the Research Park
Corporation. – LRS 47:302.29
State Sales Tax Rebate
The State of Louisiana rebates state sales taxes on hotel/motel
rooms in East Baton Rouge Parish for various purposes. These
purposes and the amounts appropriated by the state are explained
below, along with their statutory reference.
Effective January 1, 1999, an additional 1% tax on the
occupancy of hotel rooms, motel rooms, and overnight camping
facilities was authorized in East Baton Rouge Parish. These
proceeds are dedicated for capital improvements and the
expansion of the Baton Rouge River Center (formerly the
Riverside Centroplex). In 2015, $1.2 million of these funds will
be used to reimburse the City General Fund for a portion of the
annual debt service incurred on $18.2 million in debt issued for
the expansion in 2001. Funding of the remainder of the debt
service is discussed below under State Sales Tax Rebate.
Debt service payments on the bonds mentioned in the
Occupancy Tax section above are funded both by the Occupancy
Tax and by a portion of the State Sales Tax Rebate. Total bond
payments in 2015 are $1.71 million, of which the first $1.2
million will be provided by the Occupancy Tax and the balance
by the Sales Tax Rebate, as discussed in the following
paragraphs.
Intergovernmental
Intergovernmental revenues include monies received from other
governmental agencies such as federal and state offices. In some
cases, these funds are dedicated to provide for the operation of a
specific program such as Head Start, jobs training, and the
Community Development programs, as well as for road and
traffic signal maintenance on state roads. Other funds, such as
Louisiana Revenue Sharing funds, are distributed with no
constraints on their use.
The Baton Rouge River Center (formerly known as the Riverside
Centroplex) Fund receives .97% for capital improvements at the
River Center, Louisiana Art and Science Museum (LASM),
Riverfront Promenade, and related projects in the Riverfront
Development Plan. The 2014-2015 state appropriation is
$1,500,000. A proposal to extend this tax indefinitely was
approved by the Louisiana Legislature in 1999. A portion of this
revenue has been dedicated for the LASM Planetarium/Space
Theater. The City-Parish issued bonds to provide the $3.4
million local match for state capital outlay monies authorized for
the LASM project. The .97% tax rebate is used to reimburse the
City General Fund for a portion of the annual debt service
incurred on these bonds; the amount included in the General
Fund budget for the 2015 repayment is $310,310. – LRS
47:332.2
Parish Transportation
The parish receives monies for road and bridge maintenance,
road and bridge construction, and transit needs through the
Parish Transportation Fund. The voters approved the creation of
the state's Transportation Trust Fund, with a dedication of one
cent per gallon, or approximately $24 million per year, of fuel
tax receipts for the Parish Transportation Fund. The state
continues to exceed this minimum dedication, which is
distributed to local governments throughout the state on a
formula basis as provided for in the statutes. The 2014-2015
state appropriations bill provides $43.4 million. The 2015 CityParish budget anticipates the receipt of an estimated $2.7 million.
The East Baton Rouge Parish Enhancement Fund receives 1%,
with $100,000 dedicated to urban mass transit, $100,000
dedicated to the Baton Rouge Sports Foundation, and the
remainder for use by the Baton Rouge River Center. The 20142015 state appropriation is $1,500,000. The transit portion is
44
placed in escrow for CATS, while the Sports Foundation portion
is remitted directly to that organization. The River Center
portion is dedicated for expansion of that facility and will be
used to reimburse the City General Fund for a portion of the
annual debt service incurred on $18.2 million of its 2001 bond
issue as amended by the 2010B refunding. The General Fund
budget includes $83,210 for the 2015 repayment from this
source. – LRS 47:322.9. This state rebate also finances the debt
service for a loan from the LCDA for River Center Phase II
expansion and Riverfront Master Plan Projects. The Baton
Rouge River Center Capital Improvement Fund includes
$1,472,660 for this purpose which is budgeted as a non-operating
revenue.
2015 budget proposes no increase in the residential fee which
has been set at $19.00 per household per month since 2008. In
addition to the user fee, another $75,000 from the City General
Fund will be provided to support a subsidy to low-income
households. As shown below, the monthly cost of providing
residential solid waste services exceeds the fee. Reserves
resulting from fees collected in prior years will fund the
difference. The solid waste collection contract was rebid in
2005, and a new contract was awarded for the ten-year period
beginning September 3, 2005. Total revenues from solid waste
user fees are expected to be $30.73 million in the year 2015 and
are accounted for in a separate Enterprise Fund (Solid Waste
Collection Fund). Below is a breakdown of the monthly cost of
residential solid waste services:
Intergovernmental revenues are expected to generate $50.3
million in the 2015 budget, up from $50.1 million in 2014.
Garbage Collection
Trash Collection
Recycling
Disposal
Administrative/Other
Cart Expenses
Total Monthly Costs
Fiscal Management Fees
A majority of the grant programs and the special funds are
charged Fiscal Management Fees, also referred to as Indirect
Cost. These grant programs and special funds are assessed these
fees to recover the costs associated with various services
provided to them by General Fund departments. In 2015, Fiscal
Management Fees are expected to total $8.0 million and are
accounted for in the General Fund.
2014
Budget
$8.14
5.46
1.86
3.50
0.92
0.25
$20.13
2015
Budget
$7.94
5.32
1.86
3.34
0.93
0.36
$19.75
The decrease in the monthly cost for 2015 is due to the actual
CPI adjustment being lower than anticipated during preparation
of the 2015 budget.
Miscellaneous
Traffic Safety Fees
Airport Obligations Payable
(Terminal Development Program)
In October of 2014, the Metropolitan Council approved an item
authorizing the Mayor-President to negotiate a new contract with
the company currently administering the Red Light Photo
Enforcement Program. The 2015 budget reflects an decrease of
$500,000 as compared to 2014.
In 1997, the City of Baton Rouge issued bonds, of which $14.9
million were used for the airport terminal development program.
The airport signed two promissory notes to the General Fund.
The first note in the amount of $7.3 million was pledged from
the airport rates and charges. The final payment on this note was
made in 2005. The second note in the amount of $7.6 million
was pledged from passenger facility charges (PFC). In 2001, the
City issued additional bonds, a portion of which were used by
the airport to refinance the remaining balance of its PFC note.
The airport signed an amended agreement, obligating passenger
facility charges over a 20-year period. Payments to the city
totaling $422,990 are included in the 2015 budget relative to this
terminal-development debt.
Sewer User Fee
The sewer user fee, first enacted in 1985, is estimated to produce
$76.9 million in 2015. This fee, along with a ½% sales tax
estimated to generate $43.6 million in 2015, provides for capital
improvements and the operation and maintenance of the
comprehensive sewerage system. The user fee is based upon the
amount of wastewater discharged by a residence or business. In
August of 1999, the Metropolitan Council authorized a 95%
increase in sewer user fees with a three-year implementation
plan. In 2002 the Council approved funding for the SSO
program which is discussed both in the Budget Message and the
Capital Improvement Program section. This plan authorized an
additional increase of 10% in the sewer user fee effective
January 1, 2003, and a 4% increase each year thereafter.
Fund Balance
Fund balance is defined as the difference between the assets and
liabilities of a governmental fund. In the General Fund, fund
balance has historically been used as a funding source for a small
portion of recurring operations and varying amounts for nonrecurring projects. The 2015 General Fund budget includes the
use of $7.5 million from fund balance. This includes $6.39
million from unassigned fund balance, $203,300 of fund balance
assigned to City Court and $900,000 of fund balance committed
for the Insurance Reserve Fund. Details for the use of the $7.5
Solid Waste User Fee
This revenue is derived from the residential solid waste fee that
went into effect in January 1991. In 1997 the fee increased from
$5.65 to $8.40; in 2006 the fee was increased to $12.00 from
$8.40; and in 2007 the fee increased by $3.50 to $15.50. The
45
million in fund balance are provided on page 49. The total
unassigned fund balance used represents about 2.1% of General
Fund sources.
Appropriation Assumptions
The use of fund balance as a source of financing current
operations has been both recurring and planned in recent years.
Conservative revenue estimates generate a fund balance, which
allows the government to spend monies after it is assured of their
collection. This philosophy of money management creates a
situation that should prevent the need for drastic budgetary
adjustments that could result in the severe curtailment of vital
services or undue uncertainty and hardship in the workplace.
The General Fund provides funding for salaries as follows:
Personal Services
The Civil Juror Compensation Fund, the Animal Control and
Rescue Center, and Emergency Medical Services will utilize
their respective fund balances by more than ten percent. While
the Civil Juror Compensation Fund and a small portion of the
Animal Control and Rescue center will fund recurring
operations, all of Emergency Medical Services and the majority
of Animal Control and Rescue Center will be utilized for capital
needs. Debt Service Funds that reflect a change by ten percent or
more is due to the changes in the reserve and/or sinking fund
requirements.
Additionally, the Baton Rouge Fire Pay Enhancement Fund and
Consolidated Road Lighting District Fund are utilizing fund
balance to finance a small portion of recurring operations.
Base Pay
$110,396,900
74.66%
Base Longevity
M erit Increases
Longevity Increases
Salaries of Other Govt.
Severance Pay
2% Fire Longevity
Shift Differential
On-Behalf Payments
Overtime
Contract Employees
Temporary Employees
Other Allowances
Salary Savings
Workers' Comp. Salaries
Substitute Appointments
Total
8,490,280
1,786,070
300,900
9,369,630
1,096,400
651,410
686,250
8,358,800
8,393,380
1,378,400
963,310
1,242,160
(5,751,740)
334,070
173,840
$147,870,060
5.74%
1.21%
0.20%
6.34%
0.74%
0.44%
0.46%
5.65%
5.68%
0.93%
0.65%
0.84%
-3.89%
0.23%
0.12%
100.00%
Appropriations included in Special Funds for salaries are
composed of the following:
Revenue Facts Sheets
The above revenue assumptions relate to the major sources of
funds included in the Annual Operating Budget. For a more indepth analysis of the City-Parish revenue structure, the Finance
Department-Budgeting Division produces a manual entitled
Revenue Facts. This manual provides a four-year history of all
recurring revenues, complete with a summary of legal
authorizations, collection and distribution procedures,
restrictions and/or limitations, and method of computing the
revenues. This document provides a valuable resource in
estimating the revenues included in the annual budget.
Base Pay
Base Longevity
M erit Increases
Longevity Increases
Salaries of Other Govt.
Severance Pay
2% Fire Longevity
Shift Differential
On-Behalf Payments
Overtime
Contract Employees
Temporary Employees
Other Allowances
Salary Savings
Compensated Absences
Workers' Comp. Salaries
Substitute Appointments
Total
Grand Total
% Change from 2014 Budget
46
$56,712,280
3,593,020
1,222,150
158,540
208,430
380,910
213,680
203,330
198,600
4,772,920
1,731,010
564,000
310,060
(1,835,650)
90,750
664,990
29,710
$69,218,730
$217,088,790
0.80%
81.93%
5.19%
1.77%
0.23%
0.30%
0.55%
0.31%
0.29%
0.29%
6.90%
2.50%
0.81%
0.45%
-2.65%
0.13%
0.96%
0.04%
100.00%
The average salary of a City-Parish employee is as follows:
Base Pay
Base Longevity
M erit Increase
State Longevity
On-Behalf Payments
Shift Differential
Other
Overtime
Allowances
Total
% Inc. from 2014 Budget
Regular
$36,250
Police
$42,770
Fire
$44,840
2,410
750
0
220
100
3,570
560
0
5,020
770
4,330
600
1,420
5,610
0
20
1,740
270
$41,760
40
6,900
710
$60,340
200
4,190
270
$61,460
0.41%
0.10%
salary for each employee, it is assumed that the employee will
receive a step or merit increase, not to exceed the maximum
steps in the pay grade, on his or her "merit date," and the
applicable increase is included in that employee's salary from
that point in the year forward. Additional amounts are also
budgeted for longevity pay for workers who have been employed
by the City-Parish for at least 10 years. Longevity pay is
calculated at 5% for employees with at least 10 years of service,
increasing by 1% per year thereafter up to a maximum of 20%
for 25 years of service.
City-Parish employees earn vacation and sick leave in varying
amounts according to years of continuous service as follows:
Years of
Service
Less than 3
3-4
5-9
10-14
15 & Over
0.97%
In 2015, the average salary calculations above include normal
merit and longevity increases. The 0.97% increase to Municipal
Fire employees in 2015 is due to fewer retirements and statemandated 2% longevity increases. As a result, having an
increased number of senior employees increased their average
salary.
Leave for Each
12 days/year
15 days/year
18 days/year
21 days/year
24 days/year
Special calculations are necessary for employees who work 42hour weeks and for municipal fire personnel.
Most departmental budgets with personal services contain a
section entitled "Personnel Summary," which reflects the types
and numbers of employees proposed for that entity. The first
column of the summary shows the job code for each position.
Job codes beginning with the numeral "1" refer to "classified"
City-Parish employees below the rank of department heads, and
job codes beginning with a "2" refer to "classified" department
heads. Job codes beginning with a "3" refer to "unclassified"
City-Parish employees, a "4" to contract employees, and a "5" to
elected officials. Following each job code is the pay grade
number assigned to that position, the title, and the number of
employees in that position authorized for the department. The
approved personnel allotment constitutes the maximum
employment levels for each classification within that department
or agency. Amendments to the allotment and pay plan can be
made only when authorized by the Metropolitan Council.
Unused vacation time accumulates for up to 5 years, and unused
sick leave accumulates indefinitely. Both types of leave are
payable within certain limits at the death or retirement of the
employee: depending on amounts of leave traded in for
retirement credit, these separate payments may be made for by
the City-Parish or the City-Parish Employees’ Retirement
System (CPERS); vacation is also payable on resignation or
discharge and is charged to the budget of the department from
which the employee separates.
Employee Benefits
Employee benefits are shown in a separate object level.
Amounts for health, dental, and life insurance; retirement; and
Social Security/Medicare for each department are appropriated in
that department's budget under the heading Employee Benefits.
Workers' compensation is allocated between personal services
and employee benefits to facilitate the tracking of leave balances
for employees on workers’ compensation. The Employee
Benefits section continues to include all medical claim payments.
Only the major departmental budgets include appropriations for
workers' compensation.
For non-Municipal Fire and Police Civil Service positions, pay
grades in the 1000 series are for non-exempt general employees
who are covered by the minimum wage and overtime pay
provisions of the Fair Labor Standards Act (FLSA); those in the
2000's denote positions that are exempt from the Act (executive,
administrative, and professional as defined by 29 CFR Part 541).
Pay grades in the 3000 series are for positions in the Municipal
Police Service, and those in the 7000 series for the Municipal
Fire Service. Pay grades in the 8000 series are reserved for
elected officials. The middle two digits of the pay-grade number
determine the salary range, and the fourth digit indicates the
number of hours worked per year.
Through 2002, health and dental benefits for retirees were
budgeted in the General Fund–Risk Management Budget.
Beginning with the 2003 budget, the cost of this postemployment benefit, expected to total $21.7 million in 2015, is
distributed out to all departments and agencies.
Employee benefits are 48.9% of personal services in the overall
City-Parish budget. The percentage has risen steadily over the
years. In 2014, the Board of Trustees of the Employees’
Retirement System of the City of Baton Rouge and Parish of
East Baton approved an employer contribution rate of 28.10% of
Each pay grade in the pay plan contains 12 steps (Fire contains
14 steps), with a salary differential between steps of
approximately 3%. A detailed pay chart can be found in the
Statistical Section of this Budget. In budgeting an amount for
47
$4,000 all others. In addition, there will be no changes to the
prescription drug portion of the plan. There is no deductible on
generic prescriptions and a $250 deductible for brand name
drugs. The employer premium remains the same regardless of
the plan chosen by the participants.
payroll for 2015 based on the experience and liabilities of the
system. In addition, the General Fund budget includes debt
service payments associated with the transfer of the majority of
Police personnel to the MPERS system in 2000. Each year, an
allocation model is utilized to calculate the required contribution
rate for all employers in the system that includes not only the
liabilities of the system, but also the liability associated with the
required debt payment for the MPERS obligation. This
allocation is necessary so that the other employers who enjoyed a
substantial decrease in liabilities as a result of the transfer pay a
pro-rata share of the debt which is paid 100% from the General
Fund.
($ In Millions)
Health Plan Expense History
For 2015, to accomplish a charge to all funds equal to the
CPERS certified contribution rate of 28.10%, the General Fund
rate will be assessed at 25.81%, and the rate assessed for all
others will be 30.57% of eligible payroll. Once the annual debt
service payment made by the General Fund is added to the
employer contributions made by the General Fund, the rate paid
by all employers is effectively the same. The employee’s
contribution rate for CPERS is 50% of the employer's rate but
not more than 9.5%; therefore the employee rate will remain at
9.5% for 2015.
54.4
2011 Act
53.3
2012 Act
55.4
2013 Act
58.6
2014 Proj
63.3
2015 Proj
Figure 6
In 2003 Medicare-eligible retirees were given a 50% credit
toward their monthly Medicare Part B premium. In 2004 this
credit was increased to 75%, and in 2005 100% credit was
granted. In 2011, the credit was frozen at the 2010 standard
Medicare Part B premium subject to a monthly minimum equal
to the administrative fee. For employees hired after January
2003, vesting for retiree insurance coverage is based on “total
years of service” rather than the previous “continuous years of
participation in the plan.” This allows an employee to opt out of
the plan while employed and still accumulate vesting rights for
retiree coverage.
The employer's contribution rate for employees who joined
MPERS will be 31.50% of payroll through June 30, 2015. The
2015 budget assumes that the rate will remain at 31.50% on July
1, 2015. The MPERS employee contribution rate will be 10%.
MPERS Rate History
Percent
80.0
70.0
60.0
50.0
40.0
30.0
20.0
10.0
0.0
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Total Years
of Service
Less than 10
10-14
15-19
20 & Over
Vested Percentage
25% of the Employer Portion
Beginning in 2010, employees had the opportunity to contribute
to a Flexible Spending Account (FSA). FSA’s are pre-tax
spending accounts to which employees contribute via payroll
deduction. Account balances at year-end are forfeited by the
employee and are maintained by the employer in accordance
with federal law. Two types of FSA’s are offered, a Medical
Flexible Spending Account (MFSA) and a Dependent Care
Spending Account (DCSA). These options are available under
the City-Parish’s flexible benefit plan and are a qualified benefit
under Section 125 of the IRS Code. The MFSA deduction is
limited to $1,250 for single coverage and $2,500 if married filing
jointly.
MPERS
Figure 5
Upon the recommendation of the Employee Benefits Committee,
the Metropolitan Council approved a five-year contract with the
option of (2) one-year extensions with Blue Cross/Blue Shield to
continue to serve as plan administrator of the City’s self-insured
medical program beginning in 2015. Blue Cross/Blue Shield
will continue to administer an HMO plan, a POS plan, and a
High Deductible Health Plan (HDHP) for employees in 2015.
The HDHP offers a significantly lower premium option for
employees. In 2015, employee premiums for the POS, HMO
and HDHP plans will not increase from the 2014 rates. The
HMO and POS plans will continue to include a $500 per person
deductible, limited to $1,500 per family. The out-of-pocket
maximums for the HDHP will remain at $2,000 single and
Beginning in 2010 employees electing the HDHP insurance plan
were given an option to have a Health Savings Account (HSA)
for medical expenses that are defined in Section 213(d) of the
IRS Code. Like the FSA, the HSA is a pre-tax spending account
to which employees contribute via payroll deduction. It is
important to note that, unlike the FSA, any contributions unspent
at year-end will roll from one year to the next and are portable.
48
The City-Parish moved from a self-insured dental insurance
program to a fully-insured program in 2007. Starmount Life
Insurance Company is the provider for the program and offers a
two-tier plan. Employees may choose the basic Silver Plan, with
a lower premium, or the more comprehensive Platinum Plan.
Cost-sharing will continue at the current levels with the
employer paying 52% of the premium and the employee paying
the remaining 48%. There will be no plan design or rate changes
in 2015.
calculation involving changes in the Consumer Price Index (CPI)
in the month of August, compared to the months of August in the
prior year capped at 4% upwards or downwards. In 2008, the
contract was amended to provide for rate changes based on
annual averages. In addition a one-time 4% increase was granted
effective January 1, 2008, due to increased diesel prices. An 8%
ceiling was allowed for the September 2008 rate adjustment.
Due to an increase in diesel prices, the rate increased by 4.0% in
September 2011. In September 2014, the rate was adjusted
upward by 0.34%. The 2015 Budget assumes the adjusted rate
will remain the same. A separate ten-year contract with
Recycling Foundation, Inc., was entered into for the collection of
recyclables effective November 1, 2005. In 2006, the new
automated services began. An Enterprise Fund, entitled Solid
Waste Collection Fund, now accounts for all income and costs
associated with the solid waste collection program. Prior to this
the solid waste collection contract was paid from the General
Fund and the Consolidated Garbage Service District.
Effective January 2007, life insurance benefits available to
elected and non-elected employees are $50,000 and $25,000
respectively. In addition, ancillary benefits such as on/off job
accident, cancer, critical illness, term life, universal life, shortterm disability and vision are available to employees on a
voluntary basis.
Supplies
In 2002 the capitalization threshold for movable capital assets
was increased from $1,000 to $5,000, thereby reclassifying all
items with a unit cost between those amounts from Capital
Outlay to Supplies. Amounts in the Budget Detail section reflect
this classification scheme.
Appropriations From Fund Balance
Included in the 2015 General Fund budget are appropriations
funded from projected fund balance at the end of 2014. These
items are generally non-recurring. Details are as follows:
Fuel
FUND BALANCE - UNASSIGNED:
The amount budgeted for Fuel is still the largest line-item under
the Supplies category, representing 22.6% of the total Supplies
budget. Proposed fuel rates for 2015 are as follows:
Economic Development Initiatives:
International Business Machines Corporation
Great Baton Rouge Economic Partnership
Gasoline:
-Regular Unleaded
-Unleaded Plus
-Unleaded Premium
Highway Diesel
Non-Highway Diesel
Compressed Natural Gas:
-Non-DPW sites
-DPW sites
2015
Budget
3.3575
3.5091
3.7747
3.7074
3.5074
2014
Budget
3.3646
3.4692
3.6369
3.6588
3.4588
2.5310
2.5310
2.5310
2.5310
2017 USBC Women's Championship
Economic Development Initiatives
Ameritas Technologies Corporation
$1,500,000
450,000
100,000
100,000
36,000
2,186,000
Capital Items:
Police Department - Motor Vehicles
Fire Dept. - Renovation of Fire Station and Capital Outlay
City Court Case Management System & Ticket Writer
City Constable - Motor Vehicles
Juvenile Court - Security Improvements
Correctional Inst. - Capital and Building Improv./Repairs
Special Events
1,000,000
953,700
1,250,000
390,040
101,810
145,000
350,000
16,300
4,206,850
The Department of Public Works entered into a contract for fuel
dispensing services with FUELTRAC, Inc. from 2007 through
April 2014. It was renewed for an additional two years
beginning November 1, 2014 with an annual option for renewal
not to exceed five years. Markups included in the pricing above
are 2.77 cents per gallon at DPW sites, approximately 14.9 cents
at commercial sites for fuel, and 24.5 cents for diesel. The
markup at unattended sites has been removed for 2015. Prices
also include 17.5 cents per gallon for Central Garage.
Total Fund Balance - Unassigned
$6,392,850
FUND BALANCE - COMMITTED:
Designated for City Court:
Case Management System
$203,300
Designated for General Liability:
Compromised Judgments from Insurance Reserve
500,000
General Liability Settlement from Insurance Reserve
400,000
900,000
Contractual Services
TOTAL FROM FUND BALANCE
Solid Waste Collection Contract
The solid waste collection contract with Allied Waste began
September 3, 2005, for a ten-year period. The contract provided
for a rate change beginning in the second year according to a
49
$7,496,150
50
General
Fund
Budget Summary - All Funds Combined ($000)
Special
Revenue
Funds
Debt
Service
Funds
Capital
Projects
Funds
Insurance
Internal
Reserve Enterprise Service
Funds
Funds
Funds
2015
Budget
All Fund
Types
Pension
Trust
Funds
2014
Budget
All Fund
Types
2013
Actual
All Fund
Types
SOURCES OF FUNDS
General Property Tax
PEG Programming Access Fees
General Sales & Use Tax
General Sales & Use Tax- Audits
Occupancy Tax
Occupational License Taxes
Insurance Premiums Tax
Gaming Tax
Interest & Penalties-Del. Taxes
Total Taxes
Licenses & Permits
Intergovernmental Revenues
Fines & Forfeits
Billing to Other Departments
Miscellaneous Revenues
Other Financing Sources
Operating Transfers In
Non-Operating Revenues
26,541
24,633
0
175,072
1,000
1,200
10,500
3,800
9,000
1,527
253,273
3,829
14,441
21,414
2,183
0
1,309
0
305
2,655
0
71,235
0
0
18,866
36
0
0
0
0
233
90,370
657
35,542
18,674
1,005
0
373
0
4
2,781
0
0
0
0
25,787
0
0
0
0
0
0
25,787
0
0
0
0
0
347
0
0
5,289
0
0
0
0
7,565
150
0
0
0
0
150
7,865
0
0
0
0
0
75
0
0
2,132
550
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
43,424
80
0
0
0
0
100
43,604
0
291
136,751
0
0
326
0
0
1,867
13,300
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
21,244
11
0
521
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
78,786
59,836
0
0
0
97,776
24,633
0
270,714
1,266
1,200
10,500
3,800
9,000
2,010
420,899
4,486
50,274
176,839
3,188
21,244
81,227
59,836
830
14,724
13,850
94,603
22,542
0
264,356
1,386
1,000
10,150
3,850
9,000
2,095
408,982
4,041
50,081
176,482
3,216
20,557
74,196
58,381
5,311
14,316
12,508
94,355
22,509
584
260,197
2,997
1,328
10,383
3,774
9,438
3,739
409,304
4,345
49,804
177,960
2,598
21,271
147,300
54,064
301
41,277
15,081
TOTAL SOURCES
299,409
149,406
31,423
10,622
0
196,139
21,776
138,622
847,397
828,071
923,305
USE OF FUNDS
Cost of Materials
Personal Services
Employee Benefits
Supplies
Capital Outlay/Depreciation
Retirement Benefit Payments
Debt Service
Non-Recorded Grants/Other
Operating Transfers Out
0
147,870
74,235
12,515
60,902
0
0
0
0
11,383
0
47,258
21,416
13,352
44,638
6,456
15
21,161
1,009
0
0
0
0
0
0
0
32,044
0
0
0
0
0
0
0
10,622
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
20,674
9,877
4,869
72,561
51,730
0
57,776
1,302
2,565
10,741
1,583
912
321
3,861
2,680
0
0
0
0
0
884
402
17
378
6
96,804
0
0
0
10,741
218,269
106,842
31,074
182,340
71,494
96,804
89,835
22,463
14,957
10,320
216,285
105,261
31,019
179,463
61,402
94,204
89,101
22,159
14,518
10,866
201,742
100,859
26,998
160,195
119,375
95,706
88,903
23,512
16,088
TOTAL USES
306,905
155,305
32,044
10,622
0
221,354
20,098
98,491
844,819
823,732
844,244
0
0
(25,215)
1,678
40,131
2,578
4,339
79,061
894,776
17,704
1,115,355
2,239,178
2,320,928
2,237,859
0
0
19,382
1,155,486
SOURCES OVER (UNDER)
(7,496)
(5,899)
BALANCES, JANUARY 1
54,270
94,909
13,491
20
48,653
0
0
0
0
(2,898)
46,774
89,010
12,870
20
45,755
ADJUSTMENTS
BALANCES, DECEMBER 31
(621)
(6,650)
(86,089)
4,008
2,232,208
2,239,178
2,320,928
TOTAL USE OF FUNDS INCLUDING OPERATING TRANSFERS BETWEEN FUNDS FROM ABOVE
844,819
823,732
844,244
LESS: OPERATING TRANSFERS IN (These are excluded so as not to overstate total City-Parish spending.)
(14,724)
(14,316)
(41,277)
TOTAL USE OF FUNDS EXCLUDING OPERATING TRANSFERS BETWEEN FUNDS
830,095
809,416
802,967
PERCENTAGE INCREASE FROM PRIOR YEAR
862,911
(9,548)
2.55%
51
0.80%
Fund/Department
GENERAL FUND
Dr. M.L.K., Jr., Community Center
Parish Attorney
Planning Commission
City Court
City Constable
J of P & Ward Constables
District Court
Clerk of Court
Juror & Witness Fees
Family Court
Juvenile Court
Sheriff-Costs of Court
Sheriff-Correctional Institution
Sheriff-Facility Leases
District Attorney
Registrar of Voters
Coroner
Mayor-President
Special Programs (Mayor)
Constituent & Neighborhood Services
Finance Department
Collection of Funds
Purchasing
Human Resources
Risk Management
Police Department
Fire Department
Prison Medical Services
Juvenile Services
Mayor's Ofc. of Homeland Sec.& Emerg. Prep.
Municipal Fire & Police Civ. Serv.
Department of Public Works
Street Lighting
Outside Agencies
Non-Departmental
Operating Transfers:
Grants Funds
Debt Service
Miscellaneous Capital Improvements Fund
General Capital Expenditure Fund
Solid Waste Collection Fund
TOTAL GENERAL FUND
PERCENTAGE
Executive,
Legislative,
& Support
Services
Summary of Appropriations by Program Area ($000)
Courts &
Corrections,
& State
Constitutional
Requirements
Police
& Fire
Services
Public
Works
EMS
Cultural,
Planning,
Social Transpor- & Public
Services
tation Outreach
Debt
Service
1,302
1,302
167
253
314
302
268
2,054
203
7,258
404
143
1,623
10,043
2,881
67
7,084
260
354
1,023
1,382
176
9,223
243
5,509
872
2,200
1,632
2,316
213
9,441
2,038
4,972
965
3,154
5,563
86,756
47,925
4,599
5,146
741
72
735
50,318
4,711
428
954
857
4,775
1,513
167
253
314
302
268
2,054
203
5,635
404
1,623
143
1,623
10,043
2,881
67
7,084
260
354
1,023
1,382
176
9,223
243
5,509
872
2,200
1,632
2,316
213
9,441
2,038
4,972
965
3,154
5,563
86,756
47,925
4,599
5,146
741
72
735
50,318
4,711
428
954
857
4,775
1,496
TOTAL
17
143
1,624
212
38,879
53,067
96
136,742
0
57,360
735
0
14,743
2,724
143
1,624
232
2,724
750
1,382
1,792
75
96
304,250
12.78%
17.44%
44.94%
0.00%
18.85%
0.24%
0.00%
4.85%
0.90%
100.00%
20
2,724
382
750
1,000
1,792
75
52
Fund/Department
Executive,
Legislative,
& Support
Services
SPECIAL REVENUE FUNDS
Civil Juror Compensation Fund
Criminal Juror Compensation Fund
Mosquito Abatement & Rodent Control District
Alsen-St. Irma Lee Fire Prot. Dist.
City Court Sobriety Court Fund
Consolidated Road Lighting Dist.
Parish Street Maintenance
Capitol House Economic Development Dist.
Lafayette-Main Economic Development Dist.
Dawnadele Economic Development Dist.
Office of Social Services Fund
Entergy Operations Grant
TOTAL SPECIAL REVENUE FUNDS
Summary of Appropriations by Program Area ($000)
Courts &
Corrections,
& State
Constitutional
Requirements
Police
& Fire
Services
Public
Works
EMS
Cultural,
Planning,
Social Transpor- & Public
Services
tation Outreach
0
100
286
930
5,353
44,365
499
151
461
970
750
5,436
25,245
409
11,115
759
201
175
263
119
660
2,667
1,218
14,289
905
93
1,663
18,123
2,300
35
11,682
488
175
639
152,524
26,755
26,755
5,353
44,365
499
151
461
970
750
5,436
25,155
90
409
11,115
759
201
175
263
119
660
2,117
1,218
14,289
550
905
93
1,663
18,123
2,300
35
11,682
241
1,777
13,791
30,591
CAPITAL PROJECTS FUNDS
18,284
32,105
550
488
175
639
55,185
8,490
1,169
3,578
95,867
948
10,262
30,887
8,490
2,969
5,695
0
0
0
INTERNAL SERVICE FUNDS
PENSION TRUST FUND
Original Retirement System Trust
Police Guarantee Trust
TOTAL PENSION TRUST FUND
TOTAL
100
286
930
DEBT SERVICE FUNDS
ENTERPRISE FUNDS
GBR Parking Authority
Comprehensive Sewerage System
GBR Airport District
TOTAL ENTERPRISE FUNDS
Debt
Service
137,016
0
13,466
13,466
2,969
0
51,697
1,473
2,565
4,606
60,341
20,098
1,169
151,142
4,442
12,827
31,835
18,072
219,487
20,098
95,644
2,847
98,491
95,644
2,847
98,491
TOTALS
143,306
54,844
150,533
30,591
241,248
32,840
14,016
72,897
89,820
830,095
PERCENTAGE
17.26%
6.61%
18.13%
3.69%
29.06%
3.96%
1.69%
8.78%
10.82%
100.00%
NOTE: Amounts exclude operating transfers in so as not to overstate total City-Parish spending.
53
Graphical Summaries
General Fund Expenditures
by Type
($306,904,650)
Personal Services
48.2%
Supplies
4.1%
Interfund Transfers
3.7%
Employee Benefits
24.2%
19.8%
General Fund Expenditures
by Function
($306,904,650)
Public Safety
54.6%
Transportation
8.7%
Other
3.3%
Interfund Transfers
3.7%
General Government
29.7%
Total Expenditures by Fund
($830,094,505)
Excluding Transfers
General
36.7%
Special Revenue
18.4%
Debt Service
3.2%
Capital Projects
1.0%
Pension Trust
11.9%
Internal Service
2.4%
Enterprise
26.4%
54
Governmental Fund Type Summary
Fund Type
Actual
Fund
Balance
12/31/13
Sources
of Funds
2014
Uses
of Funds
2014
Estimated
Fund
Sources
Balance
of Funds
12/31/14
2015
Uses
of Funds
2015
Fund
Balance
12/31/15
GENERAL FUND (a)
61,074,470
295,412,240
302,216,490
54,270,220
306,904,650
46,774,070
299,408,500
SPECIAL REVENUE FUNDS:
Civil Juror Compensation Fund
100,840
60,000
90,000
70,840
60,000
100,000
30,840
Criminal Juror Compensation Fund
284,560
288,000
288,000
284,560
285,800
285,800
284,560
69,710
948,000
793,000
224,710
930,000
930,000
224,710
10,449,090
5,191,780
11,794,180
3,846,690
5,353,170
5,353,170
3,846,690
66,592,280
39,921,870
45,811,210
60,702,940
41,163,310
44,365,120
57,501,130
416,000
632,230
688,230
360,000
641,150
641,150
360,000
172,160
150,900
150,900
172,160
150,900
150,900
172,160
492,570
480,000
752,670
219,900
475,000
460,530
234,370
Animal Control and Rescue Center (a)
151,350
2,445,910
2,427,910
169,350
2,568,280
2,594,140
143,490
656,090
750,000
1,173,440
232,650
750,000
750,000
232,650
EBR Parish Communications District
10,283,230
6,409,660
10,888,750
5,804,140
6,508,700
6,354,550
5,958,290
13,199,880
22,676,090
23,708,970
12,167,000
22,605,370
25,244,530
9,527,840
399,640
355,840
385,710
369,770
408,840
408,840
369,770
1,436,660
10,861,610
10,673,710
1,624,560
10,988,460
11,114,930
1,498,090
215,520
768,020
768,020
215,520
774,920
774,920
215,520
141,850
235,670
255,670
121,850
237,170
237,170
121,850
369,560
183,510
183,510
369,560
193,910
193,910
369,560
536,030
260,820
351,880
444,970
287,320
287,320
444,970
City Court Sobriety Court Fund
0
0
0
0
161,000
119,410
41,590
4,304,790
645,270
645,270
4,304,790
584,370
660,150
4,229,010
1,628,710
12,905,500
2,667,200
13,943,990
1,628,710
2,667,200
2,667,200
4,036,580
1,184,530
4,830,830
390,280
1,218,260
1,218,260
390,280
8,999,290
13,652,740
21,623,750
1,028,280
14,288,670
14,288,670
1,028,280
0
1,108,920
1,108,920
0
904,660
904,660
0
0
84,000
84,000
0
92,500
92,500
0
0
947,240
947,240
0
1,663,200
1,663,200
0
Operating Grants
0
31,790,905
31,790,905
0
32,140,985
32,140,985
0
475,380
0
385,680
89,700
178,160
178,160
89,700
47,620
20,090
20,090
47,620
20,100
20,100
47,620
0
24,820
24,820
0
24,250
24,250
0
Hermitage/Cross Creek Crime Prev. & Develop. Dist.
28,010
45,080
55,080
18,010
48,610
48,610
18,010
Greenwood Crime Prevention & Improvement District
0
28,370
28,370
0
30,230
30,230
0
Melrose Place Crime Prevention District
0
60,600
60,600
0
62,170
62,170
0
Park Forest East Crime Prevention District
0
25,440
25,440
0
25,540
25,540
0
0
South Burbank Crime Prevention & Development Dist.
Concord Estates Crime Prevention District
Wedgewood Crime Prevention & Improvement District
Melrose East Crime Prevention District
44,560
98,500
143,060
0
99,340
99,340
0
151,530
151,530
0
175,430
175,430
0
0
638,840
638,840
0
638,990
638,990
0
136,808,750
145,793,985
187,694,175
94,908,560
149,405,965
155,304,835
89,009,690
4,550,860
3,103,550
3,103,760
4,550,650
2,474,110
3,103,260
3,921,500
11,040
789,840
800,880
0
829,610
829,610
0
0
0
0
0
391,450
391,450
0
704,070
1,696,600
1,689,770
710,900
1,708,220
1,706,170
712,950
0
TOTAL SPECIAL REVENUE FUNDS
DEBT SERVICE FUNDS:
2007A City STRB Refunding Bonds
2013A Parish Public Improv. STRB Bonds
2014A Parish Public Improvement STRB Bonds
2010B City STRB Refunding Bonds
2012 Fixed Rate Taxable Refunding Bonds
0
4,781,910
4,781,910
0
4,790,550
4,790,550
2006A $32.7M Road & Street Impr. Debt Service
1,882,000
4,532,890
4,519,040
1,895,850
2,656,440
4,552,290
0
2008A $93.4M Road & Street Impr. Debt Service
1,580,060
5,082,130
5,003,260
1,658,930
6,668,460
4,766,380
3,561,010
2009A $110M Road & Street Impr. Debt Service
3,580,780
8,597,060
8,596,120
3,581,720
8,598,540
8,598,370
3,581,890
2012 $33.585M Road & Street Impr. Debt Service
1,093,330
2,626,180
2,626,510
1,093,000
2,625,940
2,625,710
1,093,230
0
284,100
284,100
0
679,910
679,910
0
TOTAL DEBT SERVICE FUNDS
13,402,140
31,494,260
31,405,350
13,491,050
31,423,230
32,043,700
12,870,580
CAPITAL PROJECT FUNDS
31,657,560
48,491,400
80,129,420
19,540
10,622,330
10,622,330
19,540
INSURANCE RESERVE FUND (a)
48,818,770
895,500
1,060,820
48,653,450
0
2,897,900
45,755,550
291,761,690
522,087,385
602,506,255
211,342,820
490,860,025
507,773,415
194,429,430
Limited Tax Bonds
TOTAL GOVERNMENTAL TYPE FUNDS
(a)
The City-Parish maintains a managerial fund entitled "Insurance Reserve Fund" to account for fund balance committed for insurance matters. In the Comprehensive Annual
Financial Report, this fund and the Animal Control and Rescue Center are combined with the General Fund.
55
Proprietary Fund Type and
Pension Trust Fund Summary
Net
Position
12/31/2013
Enterprise Funds:
Comprehensive Sewerage System Fund (a)
Baton Rouge River Center (b)
Solid Waste Disposal Facility Fund
Solid Waste Collection Fund
Greater Baton Rouge Airport District (c)
Total Enterprise Funds
Internal Service Funds:
Central Garage-Operations & Maintenance
Central Garage-Fleet Rental & Replacement
Total Internal Service Funds
Total Proprietary Fund Types
Pension Trust Fund:
Original Retirement System Trust (d)
Police Guarantee Trust (d)
Total Pension Trust Fund
Total
Revenues
Operating
Budget
Debt
Service
Total
Budget
6,773,460
606,501,810
56,737,820
23,111,830
4,012,380
228,389,790
1,200,950
128,461,240
5,768,670
10,552,600
30,726,400
18,180,050
957,590
87,664,250
4,455,190
9,787,880
32,237,500
13,151,780
243,360
51,527,150
1,313,480
2,559,160
0
4,604,580
1,200,950
139,191,400
5,768,670
12,347,040
32,237,500
17,756,360
925,527,090
194,889,910
148,254,190
60,247,730
208,501,920
2,243,730
19,533,810
13,234,740
9,928,080
13,916,350
6,707,140
0
0
13,916,350
6,707,140
21,777,540
23,162,820
20,623,490
0
20,623,490
947,304,630
218,052,730
168,877,680
60,247,730
229,125,410
1,061,414,690
20,447,370
127,656,460
1,707,000
93,008,280
2,862,250
0
0
93,008,280
2,862,250
1,081,862,060
129,363,460
95,870,530
0
95,870,530
(a)
The Comprehensive Sewerage System Enterprise Fund encompasses the following funds, including several managerial sub-funds:
Sewerage-Operations and Maintenance Fund (Fund 410)
Parish Sewer User Fee Fund (Fund 411)
Sewer Impact Fee Fund (Fund 412)
Parish Sewer Sales Tax Fund (Fund 415)
$25.39 Million Refunding Bonds Escrow and Construction Fund (Fund 428)
$164.9 Million Sewer Revenue Sales Tax Bonds Construction Fund (Fund 431)
$8.3 Million DEQ State Revolving Loan Fund Sewer Revenue Bonds (Fund 439)
$45 Million DEQ State Revolving Loan Fund Sewer Revenue Bonds (Fund 440)
$126.26 Million LCDA Sewer Revenue Bonds Construction Fund (441)
Parish Sewer Grants Fund (Fund 449)
(b)
The Baton Rouge River Center includes the following funds:
Baton Rouge River Center Administrative Fund (Fund 450)
Baton Rouge River Center Capital Improvement Fund (Fund 451)
Baton Rouge River Front Capital Improvement Fund (Fund 451 & 345)
(c)
The Greater Baton Rouge Airport District includes the following funds:
Airport Operations Fund (Fund 481)
Airport Grants Fund (Fund 482)
Airport Passenger Facility Charge Fund (Fund 483)
Airport Terminal Development State Fund (Fund 484)
Airport Customer Facility Charge Fund (Fund 487)
Airport $2.1M Series 2005 Taxable Bond Fund (Fund 489)
Airport 2008A Non-Taxable Bond Fund (Fund 492)
Airport 2008B Taxable Bond Fund (Fund 493)
Airport 2008 LCDA Fund (Fund 494)
Airport 2010A (GOZONE) Sales Tax Revenue Bonds (Fund 495)
(d)
In 2000, a second trust was created within the Pension Trust Fund to manage the portion of fund assets set aside to fulfill obligations
made to municipal police employees who voluntarily transferred to the Municipal Police Employees' Retirement System of Louisiana.
56
Proprietary Fund Type and
Pension Trust Fund Summary
Estimated
Net
Position
12/31/2014
Adjustment
Total
Revenues
Operating
Budget
Debt
Service
Total
Budget
Estimated
Net
Position
12/31/2015
Adjustment
(2,599,800)
(1,160,000)
(477,250)
(2,225,210)
0
(10,676,940)
4,173,660
594,611,650
56,260,570
19,092,180
2,501,280
218,136,540
884,310
129,336,910
6,233,910
10,959,960
30,818,450
17,905,940
1,169,250
99,445,980
4,761,250
10,261,700
31,909,900
13,465,940
0
51,696,630
1,472,660
2,565,470
0
4,606,070
1,169,250
151,142,610
6,233,910
12,827,170
31,909,900
18,072,010
0
1,600,000
1,385,050
(1,222,360)
0
(8,412,650)
3,888,720
574,405,950
57,645,620
16,002,610
1,409,830
209,557,820
(17,139,200)
894,775,880
196,139,480
161,014,020
60,340,830
221,354,850
(6,649,960)
862,910,550
(377,940)
(6,234,960)
1,184,180
16,519,790
13,824,410
7,951,750
14,431,710
5,666,130
0
0
14,431,710
5,666,130
0
0
576,880
18,805,410
(6,612,900)
17,703,970
21,776,160
20,097,840
0
20,097,840
0
19,382,290
(23,752,100)
912,479,850
217,915,640
181,111,860
60,340,830
241,452,690
0
0
1,096,062,870
19,292,120
136,908,760
1,712,800
95,644,440
2,846,640
0
0
95,644,440
2,846,640
0
0
1,137,327,190
18,158,280
0
1,115,354,990
138,621,560
98,491,080
0
98,491,080
0
1,155,485,470
57
(6,649,960)
882,292,840
Summary of Allotted and
Full-Time Equivalent Positions
Department/Agency
2013 (a)
2014 (a)
2015
Positions
Allotted
FTEs
Positions
Allotted
FTEs
Request
Allotted
FTEs
2015 to 2014
Proposed
Allotted
FTEs
Inc. (Dec.)
Allotted
FTEs
General Fund
City-Parish Employees:
City Constable
City Court (t)
Constituent & Neighborhood Services Program
Dr. M.L.K., Jr., Community Center
Finance
Fire
Human Development & Services (b)
Human Resources
Information Services (d)
Juvenile Services
Mayor-President (c), (q)
Mayor's Ofc. of Homeland Sec. & Emerg. Prep. (d)
Metropolitan Council (e)
Parish Attorney (f), (p), (r)
Planning Commission
Police (m)
Public Works (g)
Purchasing
Total City-Parish Employees
0.00
0.00
0.00
(1.00)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(1.00)
0.00
1.00
0.00
(3.00)
0.00
(4.00)
0.00
0.00
0.00
(1.00)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(0.25)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(1.00)
0.00
0.00
0.00
(3.00)
0.00
(5.25)
6.00
0.00
0.00
2,970.00 2,939.30 2,964.00 2,933.30 2,963.00 2,931.05 2,960.00 2,928.05
(4.00)
(5.25)
22.00
22.00
22.00
22.00
22.00
22.00
22.00
22.00
45.00
45.00
45.00
45.00
46.00
46.00
45.00
45.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
0.00
0.00
0.00
0.00
1.00
1.00
1.00
1.00
4.00
4.00
5.00
5.00
5.00
5.00
5.00
5.00
170.00
170.00
170.00
170.00
176.00
176.00
170.00
170.00
12.00
12.00
13.00
13.00
13.00
13.00
13.00
13.00
51.00
51.00
52.00
52.00
52.00
52.00
52.00
52.00
2.00
2.50
2.00
2.50
2.00
2.50
2.00
2.50
79.00
80.00
80.00
81.00
83.00
84.00
80.00
81.00
9.00
9.00
9.00
9.00
9.00
9.00
9.00
9.00
552.00
388.00
569.00
400.75
568.00
401.75
568.00
401.75
33.00
33.00
33.00
33.00
37.00
37.00
37.00
37.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
336.00
326.40
337.00
327.40
330.00
320.40
330.00
320.40
0.00
6.00
0.00
6.00
0.00
6.00
0.00
6.00
19.00
22.60
19.00
22.60
18.00
21.60
18.00
21.60
1,342.00 1,179.50 1,364.00 1,197.25 1,370.00 1,205.25 1,360.00 1,195.25
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(1.00)
4.00
0.00
(7.00)
0.00
(1.00)
(4.00)
0.00
0.00
0.00
1.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1.00
4.00
0.00
(7.00)
0.00
(1.00)
(2.00)
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
40.00
40.00
40.00
40.00
40.00
40.00
40.00
40.00
158.00
156.63
158.00
156.63
157.00
155.63
157.00
155.63
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
15.00
15.00
15.00
15.00
15.00
15.00
15.00
15.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
5.00
4.30
5.00
4.30
5.00
4.30
5.00
4.30
36.00
36.00
36.00
36.00
36.00
36.00
36.00
36.00
121.00
121.00
121.00
121.00
121.00
121.00
121.00
121.00
610.00
610.00
610.00
610.00
610.00
610.00
610.00
610.00
10.00
8.62
10.00
8.62
10.00
8.37
10.00
8.37
38.00
38.00
38.00
38.00
38.00
38.00
38.00
38.00
45.00
45.00
47.00
47.00
47.00
47.00
47.00
47.00
4.00
3.25
4.00
3.25
4.00
3.25
4.00
3.25
85.00
84.00
85.00
84.00
85.00
84.00
85.00
84.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
5.00
12.00
12.00
13.00
13.00
13.00
13.00
13.00
13.00
6.00
6.00
7.00
7.00
7.00
7.00
7.00
7.00
36.00
18.00
36.00
18.00
36.00
18.00
36.00
18.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
98.00
96.50
98.00
96.50
97.00
95.50
97.00
95.50
27.00
27.00
27.00
27.00
27.00
27.00
27.00
27.00
886.00
886.00
886.00
886.00
887.00
886.00
887.00
886.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
691.00
691.00
681.00
681.00
681.00
681.00
678.00
678.00
13.00
13.00
13.00
13.00
13.00
13.00
13.00
13.00
2,958.00 2,933.30 2,952.00 2,927.30 2,951.00 2,925.05 2,948.00 2,922.05
Other Governmental Agencies:
J of P and Ward Constables (e)
Total General Fund
Special Funds
Central Garage (g)
City Court Sobriety Court (t)
Downtown Development District (l)
Employees' Retirement System
E. B. R. Parish Communications District (s)
Gaming Enforcement Division (p)
G. B. R. Airport District (f), (i)
G. B. R. Parking Authority (g)
Library Board of Control (j)
Mosquito Abatement & Rodent Control District (o)
Parish Street Maintenance (g)
Sewerage–Operations & Maint. Fund (g), (k)
Solid Waste Collection Fund (g), (k)
Solid Waste Disposal Facility (g), (k)
Total Special Funds
12.00
6.00
12.00
58
6.00
12.00
6.00
12.00
Summary of Allotted and
Full-Time Equivalent Positions
Department/Agency
Grant Funds
Baton Rouge Area Violence Elimination Grant (h)
Byrne Criminal Justice Innovation Grant
City Constable D.A.R.E Grant
DPW/Inspections Comp. Resilency Pilot Program (g)
Families in Need of Services Grant
Juv. Accountability Incentive Block Grant
Juv. Services Title IV-E Reimb. Grant
Office of Community Development (b), (n)
Office of Social Services (b)
Small Business Investment Initiative Grant (q)
Total Grant Funds
Total All Funds
2013 (a)
2014 (a)
Positions
Allotted
FTEs
Positions
Allotted
FTEs
1.00
0.00
3.00
4.00
2.00
2.00
6.00
46.00
318.00
1.00
43.00
426.00
1.00
0.00
3.00
4.00
2.00
2.00
6.00
46.00
270.15
1.00
42.42
377.57
2.00
1.00
3.00
4.00
2.00
2.00
6.00
45.00
318.00
0.00
43.00
426.00
2.00
1.00
3.00
4.00
2.00
2.00
6.00
45.00
270.15
0.00
42.42
377.57
2015
Request
Allotted
FTEs
2.00
1.00
3.00
4.00
2.00
2.00
6.00
35.00
318.00
0.00
43.00
416.00
2.00
1.00
3.00
4.00
2.00
2.00
6.00
35.15
270.25
0.00
42.42
367.82
2015 to 2014
Proposed
Allotted
FTEs
2.00
1.00
3.00
4.00
2.00
2.00
6.00
35.00
318.00
0.00
43.00
416.00
Inc. (Dec.)
Allotted
FTEs
2.00
1.00
3.00
4.00
2.00
2.00
6.00
35.15
270.25
0.00
42.42
367.82
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(10.00)
0.00
0.00
0.00
(10.00)
0.00
0.00
0.00
0.00
0.00
0.00
0.00
(9.85)
0.10
0.00
0.00
(9.75)
4,738.00 4,496.37 4,754.00 4,508.12 4,749.00 4,504.12 4,736.00 4,491.12
(18.00)
(17.00)
(a) The figures for 2013 and 2014 represent those positions allotted at the time of budget preparation, which include mid-year adjustments.
(b) In 2014, an FTE adjustment was made for three positions allotted in the General Fund but funded partially by grants. In 2015, an adjustment is being made for four
positions allotted in the General Fund but partially funded by grants and one position allotted in a grant but partially funded by the General Fund.
(c) The Mayor-President Pro-Tempore and Officer to the Mayor-President allotments have been excluded. In 2014, the Officer to the Mayor-President position was
deleted.
(d) In 2014, an allotment was transferred from Information Service to MOHSEP, and three positions were transferred from Public Works to Information Services as part
of Public Works' reorganization.
(e) For purposes of full-time equivalents, Metropolitan Council Members, Justices of the Peace, and Ward Constables are considered half-time employees. In addition,
each Council Member receives funds to hire one or more aides, and these aides are counted as one full-time equivalent per district.
(f) An adjustment is made for one Senior Special Assistant Parish Attorney that is allotted in the Parish Attorney's Office but funded 100% by the G. B. R. Airport
District.
(g) For 2015, the Department of Public Works will have a total of 1,067 positions allotted in its various divisions. These totals exclude the Finance/Service Fee Business
Office, which is included in the Sewerage-Operations & Maintenance Fund allotment. In 2014, seven positions were deleted and three positions were transferred to
Information Service in the General Fund. In Sewerage-Operations & Maintenance, three positions were added and two were deleted, for a net increase of one position
in 2014 due to the reorganization. In 2015, six positions are being deleted and three positions are being added, for a net decrease of three positions in the General
Fund. In Sewerage-Operations & Maintenance, thirteen positions are being deleted and six positions are being added, for a net decrease of seven positions due to the
reorganization. In Solid Waste Disposal Facility, one position is being deleted. These changes result in a net decrease of eleven positions for the Department of Public
Works in 2015.
(h) The Baton Rouge Area Violence Elimination Grant was originally awarded in the 2012-13 program year. In the 2013-14 grant, one position was added.
(i) In 2014, an additional Airport Police/ARFF Sergeant position was added.
(j) In 2014, 17 positions were added, including several part-time positions which resulted in a full-time equivalent increase of 12.75. In 2015, four positions are being
added and five positions are being deleted, including part-time positions which resulted in a full-time equivalent increase of one.
(k) For purposes of calculating full-time equivalents, adjustments have been made for the following: twenty positions allotted in the Sewerage-Operations & Maintenance
Fund but funded 30% by the Solid Waste Collection Fund, and eighteen positions allotted in the Sewerage-Operations & Maintenance Fund but funded 20% by the
Solid Waste Disposal Facility.
(l) In 2014, Downtown Development District eliminated a professional service contract for a Special Events and Marketing Coordinator to add a permanent full-time
position.
(m) One position is being added in 2015 but will not be filled until another position is deleted after the incumbent retires. The full-time equivalents did not increase since
there will not be a net increase in 2015.
(n) One position was deleted in the 2013-2014 grant. In the 2014-2015 grant, several positions were reclassified and deleted due to the reorganization for a net decrease
of ten positions.
(o) In 2015, four positions are being added.
(p) An adjustment has been made for three positions allotted for the Parish Attorney/ABC Board that are partially funded by the Gaming Enforcement Division.
(q) The Small Business Investment Initiative Grant position was transferred to the Mayor-President's Office in 2014.
(r) One position is being deleted in 2015.
(s) A Communications Chief Application Administrator was added in 2014.
(t) In 2015, one position is being transferred from City Court (General Fund) to City Court Sobriety Court Fund (Special Fund).
59
60
Summary of General Fund Estimated
Revenues and Appropriations
2014
Budget
25,321,540
22,508,650
584,360
25,437,520
22,542,000
0
26,134,540
24,150,000
618,740
26,540,890
24,633,000
0
1,103,370
2,091,000
0
4.34%
9.28%
N/A
175,001,630
(637,730)
0
174,363,900
(4,776,080)
169,587,820
2,110,880
1,327,740
10,382,630
3,774,090
9,438,270
2,524,920
247,560,900
176,701,700
(277,700)
0
176,424,000
(5,581,790)
170,842,210
1,000,000
1,000,000
10,150,000
3,850,000
9,000,000
1,513,500
245,335,230
178,657,560
(950,020)
(384,050)
177,323,490
(5,583,880)
171,739,610
700,000
1,200,000
10,500,000
3,795,000
9,000,000
1,539,500
249,377,390
181,337,440
(500,000)
(384,050)
180,453,390
(5,381,630)
175,071,760
1,000,000
1,200,000
10,500,000
3,800,000
9,000,000
1,527,000
253,272,650
4,635,740
(222,300)
(384,050)
4,029,390
200,160
4,229,550
0
200,000
350,000
(50,000)
0
13,500
7,937,420
2.62%
80.05%
N/A
2.28%
-3.59%
2.48%
0.00%
20.00%
3.45%
-1.30%
0.00%
0.89%
3.24%
3,841,070
13,970,660
23,473,130
2,146,190
1,669,780
3,534,400
14,588,730
21,815,230
2,208,000
1,331,790
3,830,360
14,324,790
21,336,600
2,089,500
1,499,440
3,828,800
14,440,620
21,413,870
2,183,000
1,309,090
294,400
(148,110)
(401,360)
(25,000)
(22,700)
8.33%
-1.02%
-1.84%
-1.13%
-1.70%
292,661,730
288,813,380
292,458,080
296,448,030
0
7,571,140
7,571,140
7,496,150
(74,990)
-0.99%
2,939,660
2,964,160
2,954,160
2,960,470
(3,690)
-0.12%
TOTAL SOURCE OF FUNDS
295,601,390
299,348,680
302,983,380
306,904,650
7,555,970
2.52%
USE OF FUNDS:
Personal Services
Employee Benefits
Supplies
Interfund Transfers
Carryforward Expenditures
139,550,430
69,361,620
12,842,530
57,105,480
10,136,590
3,180,220
145,984,930
72,716,370
12,323,200
58,728,580
9,595,600
0
141,456,890
69,883,180
14,096,780
62,166,400
10,843,000
3,683,410
147,870,060
74,235,200
12,514,840
60,901,900
11,382,650
0
1,885,130
1,518,830
191,640
2,173,320
1,787,050
0
1.29%
2.09%
1.56%
3.70%
18.62%
N/A
TOTAL USE OF FUNDS
292,176,870
299,348,680
302,129,660
306,904,650
7,555,970
2.52%
3,424,520
0
853,720
0
0
SOURCE OF FUNDS:
ESTIMATED REVENUES:
Taxes:
General Property Taxes
Gross Receipts Business Taxes
PEG Programming Access Fee
General Sales and Use Taxes:
Gross Taxes
Less Enterprise Zone Adjustments
Less Extraordinary Refunds
Subtotal
Less Sales and Use Tax Dedications
Total Net Sales and Use Taxes
Sales & Use Tax - Audit Collections
Occupancy Tax
Occupational License Tax
Gaming Tax (Riverboats)
Interest and Penalties - Taxes
Total Taxes
Licenses and Permits
Fines and Forfeits
TOTAL ESTIMATED REVENUES
FUND BALANCE USED IN BUDGET
OTHER FINANCING SOURCES
EXCESS SOURCES OVER (UNDER) USES
61
2014
Projection
2015 to 2014
Variance
Amount
Percent
2013
Actual
2015
Budget
7,634,650
2.64%
Account
Number Revenue Type
411000
412000
412100
413000
413200
414000
415100
415200
416000
419100
419200
419300
419400
419500
419600
419700
421001
421002
422210
422220
422240
422250
422260
422270
422310
422315
422320
422330
422340
422350
422360
422370
422380
422390
422410
422510
422540
422610
423210
423220
423230
423240
TAXES:
General Sales and Use Tax:
Gross Taxes Recurring
Less Enterprise Zone & Other Rebates
Less Tax Incremental Financing Districts
Less Extraordinary Refunds
Subtotal
Less Sales and Use Tax Dedications:
Riverside Centroplex / Airport Expansion
2013A Parish Sales Tax Bond (Public Safety Complex)
2007A City Refunding Bonds
General Sales and Use Tax-Audit Collections
Occupancy Tax (Dedicated for Centroplex Expansion)
Gaming Tax (Riverboats)
Interest & Penalties-Delinquent Taxes:
General Sales & Use Tax
Occupancy Tax
Gaming Taxes (Riverboats)
TOTAL TAXES
LICENSES AND PERMITS:
Use of Streets:
Public Conveyances
Bicycle Registration Fees
Occupational and Professional:
Air Conditioning and Heating Licenses
Electrical Contractors Licenses
Plumbers Licenses
House Moving Licenses
Garbage Collectors Licenses
Arborists Licenses
Classified Employees Licenses
Duplicate/Temporary Licenses
Waiter/Waitress Licenses
Retail Clerks Licenses
Entertainers Licenses - Dancers
Entertainers Licenses - Models
Liquor and Beer Licenses
Restaurant Licenses
Restaurant After-Hours Cleanup Licenses
Restaurant After-Hours Permits
Gaming Licenses
Chauffeurs Licenses
Second Hand Dealers Licenses
Peddler Permit Fee
Construction Permits:
Air Conditioning and Heating Permits
Electrical Permits
Building Permits
Plumbing and Gas Permits
62
2013
Actual
2014
Budget
2014
Projection
2015
Budget
25,321,540
22,508,650
584,360
25,437,520
22,542,000
0
26,134,540
24,150,000
618,740
26,540,890
24,633,000
0
175,001,630
(637,730)
0
0
174,363,900
176,701,700
(277,700)
0
0
176,424,000
178,657,560
(950,020)
0
(384,050)
177,323,490
181,337,440
(500,000)
0
(384,050)
180,453,390
(1,677,690)
0
0
(3,098,390)
169,587,820
2,110,880
1,327,740
10,382,630
3,774,090
9,438,270
(1,694,500)
(789,840)
0
(3,097,450)
170,842,210
1,000,000
1,000,000
10,150,000
3,850,000
9,000,000
(1,694,500)
(789,840)
0
(3,099,540)
171,739,610
700,000
1,200,000
10,500,000
3,795,000
9,000,000
(1,706,720)
(813,050)
(391,450)
(2,470,410)
175,071,760
1,000,000
1,200,000
10,500,000
3,800,000
9,000,000
76,300
2,760
2,043,060
2,020
364,450
31,990
4,340
247,560,900
74,000
5,000
1,100,000
2,000
320,000
12,500
0
245,335,230
93,000
2,000
1,100,000
12,000
320,000
12,500
0
249,377,390
90,000
2,500
1,100,000
2,000
320,000
12,500
0
253,272,650
20,170
37,220
17,000
30,000
20,000
32,000
20,000
32,000
35,720
46,500
36,200
170
38,600
300
210,830
3,540
540
112,280
5,850
30
579,610
32,450
420
780
6,240
3,760
2,100
880
38,000
45,000
40,000
500
40,000
100
180,000
4,000
300
90,000
6,000
0
580,000
33,000
500
300
6,000
2,700
2,000
1,000
38,000
45,000
35,500
300
43,800
1,000
180,000
3,000
690
115,000
6,000
30
575,000
33,400
300
600
6,340
3,900
1,000
1,000
38,000
45,000
40,000
500
43,800
300
180,000
3,000
400
115,000
6,000
0
575,000
28,000
300
600
6,000
3,900
1,000
1,000
253,850
368,760
1,550,480
362,880
260,000
325,000
1,375,000
315,000
275,000
375,000
1,550,000
360,000
275,000
375,000
1,550,000
360,000
Account
Number Revenue Type
423250
423281
424110
424310
424550
424610
424800
432100
432103
432106
432200
432504
433100
433200
433300
433400
433500
433900
436101
440010
440011
440012
440013
440014
440015
440016
440017
440018
440020
440022
440023
440024
440025
440026
440030
440032
440033
440050
440064
440070
440101
440102
440103
440111
440113
440114
440115
440116
440117
2013
Actual
House Moving Permits
Fence Permits
Other Permits:
Miscellaneous Public Works Parking Permits
Special Event Permits
Alarm User Permits
Sign Permits
Miscellaneous Fire Permits
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL REVENUES:
State Grants:
DOTD-Traffic Signal Maintenance
Governor's Ofc. of Homeland Security and Emerg. Prep.
Department of Education-Juvenile Detention
DOTD-Street Maintenance
Department of Treasury-Debt Service
State Shared Revenues:
Beer Tax
Insurance Companies Tax
Louisiana Revenue Sharing
Mineral Royalties
Severance Tax
On-behalf Payments for Salaries & Benefits
Payment in Lieu of Taxes-Federal Government
TOTAL INTERGOVERNMENTAL REVENUES
CHARGES FOR SERVICES:
General Government:
City Court Civil Fees
Judiciary Court Costs
City Court School Fees
City Court Bench Warrant Fees
City Court Miscellaneous Fees
City Court Credit Card Fees
City Court Civil Fees 2
City Court Expungement Fees
City Court Home Incarceration Monitoring
Sales of City Codes
City Court Bond Posting Fees
City Court Mortgage Recordation Fees
City Court Pre-Trial Administrative Fees
City Court Electronic Disposition Extraction Fee
City Court-Public Tag Agent Service Fee
City Constable Civil Fees
City Prosecutor Disc Fees
City Prosecutor Bond Posting Fees
MetroNet Services
Court Fees for Coroner's Operations
Misdeamor Detention Fund
Fiscal Management Fees-Inventory
Fiscal Management Fees-Auction Facility
Sales Tax Collection Charges
Legal Costs- Sales Tax
Occupancy Tax Collection Charges
NSF Check Charges-Finance
Credit Card Processing Fees
Online Permitting Technology
63
2014
Budget
2014
Projection
2015
Budget
870
600
2,000
1,000
400
1,100
1,500
1,000
2,480
39,120
51,480
870
35,490
3,841,070
2,500
35,500
65,000
2,000
35,000
3,534,400
2,500
38,500
50,000
1,000
35,000
3,830,360
2,500
37,000
50,000
2,000
35,000
3,828,800
647,820
189,680
54,880
536,330
246,740
646,600
90,000
55,000
536,320
584,440
652,700
78,000
55,000
536,320
374,440
653,920
78,000
55,000
536,320
393,530
405,260
960,260
1,112,920
66,980
1,004,280
8,743,980
1,530
13,970,660
410,000
960,260
1,111,240
92,000
850,000
9,251,340
1,530
14,588,730
410,000
912,110
1,111,240
92,000
850,000
9,251,340
1,640
14,324,790
410,000
900,000
1,106,750
92,000
850,000
9,363,460
1,640
14,440,620
1,257,040
900,540
165,030
1,061,230
355,230
47,770
49,090
35,820
5,180
0
9,470
12,310
63,880
36,000
0
944,940
3,400
28,130
5,300
2,900
0
8,878,930
70,860
39,030
2,829,290
0
27,500
1,400
63,430
46,120
1,300,000
925,000
200,000
1,125,000
390,000
80,000
50,000
34,000
5,000
0
8,000
10,000
75,000
36,000
0
900,000
4,000
25,000
6,000
2,000
0
7,800,000
32,800
40,000
2,740,000
0
30,000
2,000
52,000
50,000
1,250,000
850,000
180,000
1,000,000
420,000
35,000
45,000
35,000
6,000
60
9,000
8,000
55,000
36,000
5,000
900,000
2,000
23,000
6,000
2,500
83,600
8,000,000
32,800
40,000
2,650,000
50
30,000
2,500
52,000
50,000
1,250,000
900,000
180,000
1,100,000
420,000
35,000
45,000
35,000
6,000
0
9,000
8,000
65,000
36,000
14,000
900,000
2,000
20,000
6,000
2,210
0
7,950,000
32,800
40,000
2,700,000
0
33,000
3,000
45,000
50,000
Account
Number Revenue Type
440130
440201
440202
440203
440329
440330
440331
440332
440340
440350
440401
440402
440403
440404
440405
441203
441206
441208
441501
441502
441503
441505
441506
441507
441508
441510
441604
441701
441702
441703
441704
441901
441902
442001
443500
445102
445200
446101
446102
446103
446104
446105
450101
450102
450103
451300
481000
482100
2013
Actual
Bench Advertising
Board of Adjustment Fees
Sale of Construction Codes
Sale of Construction Plans
Adult DWI Pretrial Fees
Pretrial Diversion Fees
Notice of Intent
Pretrial Diversion-Online Driving School
Adjudicated Property
ABC Subpoenas
Miscellaneous Planning Commission Charges
Zoning Fees
Planning Fees
Planning Advertising Fees
Geographic Information System (GIS) Fees
Public Safety:
Subdivision Inspection and Testing Fees
Flood Determination Fees
Commercial and Residential Plan Review
Sale of Reports and Photos
Police Collection Fees
Sobriety Test
False Alarm Fees
Sex Offender Registration Fees
Reimbursements for Overtime
Traffic Safety Fees
Code Enforcement Fees
Prison Medical Charges
Coroner's Report Fee
Coroner's Emergency Certificate
Coroner's Cremation Fees
Coroner's Autopsy Fees
Juvenile Services Fees
Juvenile Services Supervision Fees
Transportation:
Parking Meter Fees
Sanitation:
Weed Cutting Charges
Culture-Recreation:
Summer Program-Jewel J. Newman Community Center
Riverfront Docking Fees
Conservation & Development:
Rent / Utilities-Leo S. Butler Community Center
Rent / Utilities-Jewel J. Newman Community Center
Rent / Utilities-Dr. M.L.K., Jr. Community Center
Rent / Utilities-Chaneyville Community Center
Rent / Donations-Charles R. Kelly Community Center
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITS:
City Court Criminal Fines
City Court Forfeitures
City Court Traffic Fines
ABC Board Fines
TOTAL FINES AND FORFEITS
MISCELLANEOUS REVENUES:
Interest Earnings on Investments
Rentals:
Land
64
2014
Budget
2014
Projection
2015
Budget
14,270
5,710
2,940
5,180
105,040
404,020
55,510
0
39,730
10
1,320
108,690
100,990
33,590
1,910
20,000
5,000
3,000
6,000
125,000
450,000
45,000
0
30,000
0
1,000
110,000
85,000
30,000
5,000
20,000
6,000
1,000
6,000
100,000
415,000
50,000
60,000
40,000
0
1,000
105,000
95,000
30,000
2,200
20,000
6,000
2,000
6,000
100,000
415,000
50,000
75,000
30,000
0
1,000
105,000
95,000
30,000
2,000
23,330
18,430
393,610
252,530
230
38,620
255,730
10,800
599,000
3,168,860
1,410
44,830
14,830
198,220
55,840
92,240
0
160
27,000
21,770
400,000
250,000
0
35,000
250,000
8,000
400,000
2,800,000
1,000
55,000
24,900
160,000
60,510
110,000
100
500
26,000
21,500
410,000
250,000
0
40,000
250,000
16,000
400,000
2,300,000
1,020
33,860
20,000
215,000
75,000
115,000
0
500
26,000
22,000
410,000
250,000
0
40,000
250,000
15,000
400,000
2,300,000
1,000
55,000
20,000
200,000
75,000
136,000
100
500
269,250
275,000
270,000
270,000
54,390
50,000
50,000
50,000
13,870
0
12,000
750
5,300
0
12,000
0
50,130
38,810
39,210
570
19,500
23,473,130
15,000
0
8,500
0
13,400
21,815,230
15,000
38,000
29,000
710
15,000
21,336,600
16,500
5,000
15,700
0
20,060
21,413,870
332,500
111,750
1,634,050
67,890
2,146,190
350,000
50,000
1,750,000
58,000
2,208,000
325,000
115,000
1,600,000
49,500
2,089,500
325,000
100,000
1,700,000
58,000
2,183,000
101,680
110,000
85,000
100,000
19,580
19,580
21,040
21,600
Account
Number Revenue Type
482200
482210
482310
482320
483101
484160
484200
484210
485500
486000
488110
488200
488510
488520
488530
488800
489100
489200
2013
Actual
Buildings
Training Center
Oil, Gas, and Mineral Royalties
Oil, Gas, and Mineral-Bonus & Rentals
Airport 2001/2010 PFC Note
Emergency Operations Recoveries
Contingent Receipts
Juvenile Services Vending Machines
Subrogation Recovery & Restitution
Condemnations
Juvenile Detention Meals
DPW Miscellaneous Revenues
Confiscated Funds-Police
Abandoned or Impounded Bicycles
Police Miscellaneous Revenues
Juvenile Detention State Reimbursement
Contributions from Private Business
Donations
TOTAL MISCELLANEOUS REVENUES
499119
499461
499607
330020
380000
2015
Budget
263,000
0
75,000
40,000
419,710
0
21,000
500
3,000
90,000
4,000
3,000
115,000
0
20,000
100,000
13,000
35,000
1,331,790
265,000
0
110,000
40,000
419,710
0
4,300
1,000
50,000
90,000
3,000
3,340
264,050
0
20,000
100,000
13,000
10,000
1,499,440
266,000
0
75,000
40,000
422,990
0
6,000
1,000
3,000
90,000
4,000
3,000
120,000
0
20,000
100,000
16,500
20,000
1,309,090
292,661,730
288,813,380
292,458,080
296,448,030
231,630
63,340
265,000
50,000
255,000
50,000
255,000
50,000
90,000
2,554,690
0
2,939,660
90,000
2,559,160
0
2,964,160
90,000
2,559,160
0
2,954,160
90,000
2,565,470
0
2,960,470
TOTAL ESTIMATED REVENUES &
295,601,390
291,777,540
295,412,240
299,408,500
APPROPRIATIONS
292,176,870
299,348,680
302,129,660
306,904,650
OTHER FINANCING SOURCES:
Proceeds of General Fixed Asset Disposition:
Sale of General Fixed Assets
Sale of Adjudicated Property
Operating Transfers In:
From Emergency Medical Services
From Solid Waste Disposal Fund (Debt Service)
From Insurance Reserve Fund
TOTAL OTHER FINANCING SOURCES
330101
2014
Projection
263,950
220
214,620
65,020
413,900
0
114,680
1,250
6,540
82,330
2,740
28,800
171,620
3,510
60,850
101,620
13,000
3,870
1,669,780
491001
491101
2014
Budget
3,424,520
Committed For:
Insurance Reserve Fund-General Liability
Assigned For:
City Court
Unassigned:
Supplemental Appropriations Included in Budget
TOTAL FUND BALANCE USED IN BUDGET
65
(7,571,140)
(6,717,420)
(7,496,150)
500,000
500,000
900,000
0
0
203,300
7,071,140
7,571,140
7,071,140
7,571,140
6,392,850
7,496,150
Department/Agency
CURRENT YEAR:
Metropolitan Council & Council Offices (a), (w)
Capital Area Transit System (c)
Planning Commission
City Court
City Constable (w)
Justice of Peace & Ward Constable
Constitutional Courts & Court Costs (d)
Correctional Institution (e)
Sheriff's Office - Facility Leases (y)
District Attorney
Registrar of Voters
Coroner (f)
Mayor-President & Administrative Offices (a), (g), (m), (w)
Finance Department (h)
Collection of Funds (j)
Information Services & Computerized Systems (u)
Purchasing
Human Resources
Risk Management (aa)
Police Department
Fire Department
Juvenile Services
Mayor's Office of Homeland Security & Emergency Prep. (x)
Department of Public Works (i), (l), (u), (v)
Street Lighting
Blight Elimination Program (m)
Priority Building Improvements (n)
Miscellaneous Public Works Projects (o)
Outside Agencies (p)
Non-Departmental Budgets (k)
City Constable Court Costs Fund (w)
Downtown Development District (q)
Animal Control and Rescue Center (r)
Limited Tax Bonds & Other Debt (z)
Capital Improvement/General Capital Expend. Fd. (n)
Parking Garage (s)
Comprehensive Sewerage System (v)
Baton Rouge River Center (t)
Solid Waste Collection Fund (l)
Insurance Reserve
Other
TOTAL CURRENT YEAR
PRIOR YEAR EXPENDITURES (b)
GRAND TOTAL
For the Years 2008 - 2015
2008
Actual
2009
Actual
2010
Actual
2011
Actual
2012
Actual
9,945,970
146,300
2,949,140
1,556,940
7,886,040
2,215,910
62,150
7,169,490
7,740,530
0
3,898,440
720,110
1,236,570
4,748,700
7,666,320
1,488,540
3,833,790
892,790
3,017,350
4,995,900
66,797,710
40,038,790
3,187,000
4,228,630
407,310
60,980
652,690
48,502,240
4,582,760
185,440
1,085,170
494,030
4,620,420
1,121,870
10,682,570
146,410
3,374,210
1,602,610
8,106,680
2,353,260
65,640
7,349,010
7,952,110
0
4,123,800
781,190
1,316,990
3,860,040
8,412,610
2,244,050
4,577,040
888,490
3,005,750
2,694,810
68,835,740
42,313,670
3,384,520
4,475,740
415,590
64,040
669,870
50,127,150
3,960,380
155,760
1,019,980
718,660
4,682,780
1,160,400
10,210,030
146,390
2,949,180
1,277,500
8,624,630
2,323,430
65,830
8,005,950
7,092,790
0
4,342,490
810,980
1,411,930
3,825,570
8,511,350
2,431,720
4,583,600
891,220
2,794,580
2,990,520
71,556,790
43,668,940
3,524,380
4,326,550
408,510
66,420
752,340
47,316,470
4,427,450
264,690
3,600
576,840
4,702,930
1,154,650
11,420,810
142,700
2,949,250
1,386,420
8,702,090
2,438,770
66,410
8,866,730
9,049,280
0
4,774,210
797,900
1,501,610
2,293,510
8,258,180
2,196,170
4,093,160
805,290
2,686,050
3,153,030
74,825,270
42,925,650
3,916,820
4,437,570
383,930
70,810
729,380
46,290,870
4,359,550
166,130
0
496,430
4,713,760
1,213,770
12,102,850
142,760
2,949,330
1,477,960
8,623,270
2,545,790
56,940
9,287,590
11,376,580
100,430
4,998,770
772,570
1,755,910
1,726,650
8,591,630
2,139,340
4,072,200
814,010
2,764,890
4,538,610
79,003,640
45,093,060
3,708,650
4,380,880
546,320
67,110
693,130
46,877,180
4,044,610
160,620
30,820
559,140
4,718,990
1,359,090
0
150,000
1,562,750
0
100,650
5,664,110
18,890,050
552,730
5,150,000
1,398,780
75,790
2,747,410
876,460
285,304,750
3,347,790
288,652,540
0
150,000
1,318,100
0
100,650
5,557,700
6,615,270
252,730
4,000,000
1,097,960
87,690
2,331,920
143,530
277,177,100
10,553,840
287,730,940
0
145,500
1,400,000
0
100,650
5,242,060
1,672,840
0
1,000,000
1,125,560
86,830
2,151,780
281,290
269,246,760
5,772,070
275,018,830
35,490
142,500
1,400,000
0
95,620
5,300,970
883,990
0
0
1,400,000
63,550
1,664,820
426,740
271,525,190
4,389,960
275,915,150
60,320
142,500
1,460,000
0
95,620
5,308,820
2,061,320
0
0
1,425,000
70,780
1,323,600
1,257,610
285,286,890
6,556,560
291,843,450
66
Department/Agency
For the Years 2008 - 2015
2013
Actual
CURRENT YEAR:
Metropolitan Council & Council Offices (a), (w)
11,911,270
142,810
Capital Area Transit System (c)
0
Planning Commission
1,544,550
City Court
9,052,340
City Constable (w)
2,672,270
Justice of Peace & Ward Constable
61,880
Constitutional Courts & Court Costs (d)
9,771,830
Correctional Institution (e)
10,272,840
Sheriff's Office - Facility Leases (y)
241,020
District Attorney
5,289,810
Registrar of Voters
797,130
Coroner (f)
2,004,130
Mayor-President & Administrative Offices (a), (g), (m), (w)
4,205,920
Finance Department (h)
8,450,290
Collection of Funds (j)
2,292,370
Information Services & Computerized Systems (u)
3,918,550
Purchasing
883,340
Human Resources
2,768,840
Risk Management (aa)
3,748,280
Police Department
82,475,860
Fire Department
46,308,170
4,132,640
Juvenile Services
4,534,530
Mayor's Office of Homeland Security & Emergency Prep. (x)
686,590
69,770
710,780
Department of Public Works (i), (l), (u), (v)
48,072,610
Street Lighting
4,336,820
Blight Elimination Program (m)
114,500
Priority Building Improvements (n)
10,650
Miscellaneous Public Works Projects (o)
643,630
Outside Agencies (p)
5,278,380
Non-Departmental Budgets (k)
1,455,660
City Constable Court Costs Fund (w)
0
Downtown Development District (q)
142,500
Animal Control and Rescue Center (r)
1,565,000
33,350
215,620
Limited Tax Bonds & Other Debt (z)
4,846,840
Capital Improvement/General Capital Expend. Fd. (n)
1,445,970
Parking Garage (s)
0
Comprehensive Sewerage System (v)
0
Baton Rouge River Center (t)
1,465,970
Solid Waste Collection Fund (l)
64,440
Insurance Reserve
0
Other
356,900
TOTAL CURRENT YEAR
288,996,650
PRIOR YEAR EXPENDITURES (b)
3,180,220
GRAND TOTAL
292,176,870
2014
Budget
12,508,220
142,850
0
1,612,700
9,405,730
2,768,710
66,510
10,034,340
9,100,000
241,030
5,350,100
845,400
1,994,860
4,272,540
9,357,650
2,210,420
4,985,670
978,970
3,045,460
4,921,700
84,125,540
47,489,360
4,543,440
5,090,510
732,740
70,450
743,230
50,121,260
4,626,000
231,000
878,150
816,600
4,978,280
1,463,660
0
142,500
1,577,050
0
95,620
4,878,250
1,000,000
0
0
1,625,000
75,000
0
202,180
299,348,680
0
299,348,680
Refer to the notes on the following page.
67
2014
Projection
12,294,750
142,850
0
1,422,020
9,182,030
2,702,930
66,370
10,061,610
10,673,010
241,030
5,319,680
839,110
2,064,530
4,234,160
8,786,910
2,135,620
4,265,710
829,940
2,958,540
3,934,870
84,413,240
47,139,000
4,733,330
4,870,200
702,230
70,230
689,960
49,569,530
4,694,610
231,000
878,150
(123,400)
4,960,520
1,462,380
0
142,500
1,577,050
0
95,620
4,878,250
1,000,000
0
0
1,625,000
52,000
0
2,629,180
298,446,250
3,683,410
302,129,660
2015
Budget
2015 to 2014
Budget Variance
Amount
Percent
12,615,020
142,910
0
1,623,040
10,042,950
2,880,940
66,510
10,278,150
9,222,510
242,960
5,509,230
871,870
2,200,220
4,160,910
9,441,480
2,038,440
4,971,880
965,220
3,154,310
5,563,430
86,756,470
47,925,310
4,599,050
5,146,450
740,410
72,040
734,870
50,318,370
4,711,000
428,200
953,700
856,890
4,775,030
1,512,230
106,800
60
0
10,340
637,220
112,230
0
243,810
122,510
1,930
159,130
26,470
205,360
(111,630)
83,830
(171,980)
(13,790)
(13,750)
108,850
641,730
2,630,930
435,950
55,610
55,940
7,670
1,590
(8,360)
197,110
85,000
197,200
75,550
40,290
(203,250)
48,570
0.85%
0.04%
N/A
0.64%
6.77%
4.05%
0.00%
2.43%
1.35%
0.80%
2.97%
3.13%
10.29%
-2.61%
0.90%
-7.78%
-0.28%
-1.40%
3.57%
13.04%
3.13%
0.92%
1.22%
1.10%
1.05%
2.26%
-1.12%
0.39%
1.84%
85.37%
8.60%
4.93%
-4.08%
3.32%
0
142,500
1,624,420
0
95,620
5,289,390
2,131,750
0
0
1,791,930
75,000
0
232,040
306,904,650
0
306,904,650
0
0
47,370
0
0
411,140
1,131,750
0
0
166,930
0
0
29,860
7,555,970
0
7,555,970
N/A
0.00%
3.00%
N/A
0.00%
8.43%
113.18%
N/A
N/A
10.27%
0.00%
N/A
14.77%
2.52%
N/A
2.52%
Notes to Comparison of General Fund
Expenditures For the Years 2008 to 2015
The following notes refer to the schedule on the preceding pages:
(a)
The 2011 actual reflects the expenses of the Community Centers under the Council instead of the Mayor’s Office.
(b)
The Prior Year Expenditures line reflects spending from appropriations carried forward from a prior year.
(c)
The 2008 actual includes additional operating support and costs associated with the Downtown Trolley. The 2009 actual includes
additional funding for increased diesel prices. In 2012, voters approved a property tax of 10.6 mills to fund CATS; therefore, the
general fund subsidy was not renewed.
(d)
In 2010, partial funding was included for the operational costs of the new 19th Judicial District Court building. The 2011 actual
reflects operational cost for the entire year.
(e)
The increase in expenditures since 2011 for the Correctional Institution budget was caused primarily by the number of prisoners
housed in other parishes and in feeding prisoners.
(f)
In 2010, the Coroner’s budget included an increase for forensic services. The increase in the budget since 2012 is due to the
reorganization that has taken place since the new Coroner took office in March 2012.
(g)
During 2008, $1 million was appropriated to support the relocation of Albemarle Corporation headquarters to Baton Rouge. In 2009,
funding was included for lobbying services. Additional funding for economic development initiatives was included in the 2010
budget but decreased for 2011. During 2013, the Council authorized the first of three $1.5 million installments as an incentive for
IBM to locate to downtown Baton Rouge. The second installment was funded in the 2014 budget with the final installment being
requested in the 2015 budget. Also as an incentive for Ameritas Technologies Corporation to locate downtown, the City-Parish
entered into a cooperative agreement to reimburse them for parking expenses in an amount not to exceed $108,000 over a three-year
period beginning with the 2014 budget. The 2015 budget also includes $200,000 for a Summer Youth Employment Program that
began as a mid-year supplement in 2013, and $170,000 for continued operational support of the Baton Rouge Film Commission.
(h)
The 2010 funding includes the new Financial Accountability Section which began operation in June of 2009. However, in 2013 four
allotments were deleted due to lack of funding.
(i)
In the 2010 budget, the street sweeping function was transferred to the Solid Waste Disposal Facility Fund, and the Complaint
Resolution division was abolished in the General Fund.
(j)
The 2008 budget included collection charges for the new red light traffic enforcement cameras program. The 2009 budget eliminated
the previously budgeted collection charges paid to the Sheriff for collecting Occupational License Taxes. The 2010 budget included
funding for collection charges associated with the expansion of the red light traffic enforcement cameras program and the new code
enforcement program. Traffic safety fee collection charges were based upon recurring gross collections of $2 million in 2010, $2.7
million in 2011, $3 million in 2012, $2.6 million in 2013, $2.8 million in 2014, and $2.3 million in 2015. Collection fees
increased/decreased accordingly.
(k)
The 2013 budget included funding for the City of Central for the maintenance of publicly owned and/or dedicated streets and rightsof-way in the same manner and to the same extent as the cities of Baker and Zachary participate and are funded.
(l)
During 2008, the employees of the Solid Waste Collection Fund Waste Management Division were transferred into vacant positions
in DPW, and the positions that had been allotted in the Solid Waste Collection Fund were eliminated in the 2009 budget. In 2008, the
solid waste user fee increased, resulting in a decrease in the General Fund subsidy. Beginning in 2008, the General Fund budget has
provided funding to offset the solid waste user fee increase for individuals who meet certain low-income requirements.
(m)
In 2010, the decrease in the Blight Elimination Program budget was due to the transfer of equipment used in the program to the DPW
maintenance lots. In 2014 and 2015, $53,000 is included to cover the cost of the disposal fees at the landfill. In 2015, the professional
service contracts with the eight Community Outreach Workers/Code Enforcement Specialists, in the amount of $192,500, is being
transferred from the Constituent and Neighborhood Services to Blight Elimination’s budget.
68
Notes to Comparison of General Fund
Continued
(n)
From 2010-2012, the Priority Building Improvements budget was not funded due to budget constraints. The amount transferred from
the General Fund to capital improvements funds can fluctuate yearly depending on projects in process at that time. The 2013 budget
included funding to upgrade and repair the switch gear at the Central Mechanic Plant in Priority Building Improvements and in the
General Capital Expenditure Fund, funding was approved for two vehicles for the City Constable. The 2014 Priority Building
Improvements budget included funding for City Court, City Hall, the Public Safety Complex, and $1 million in the General Capital
Expenditure Fund for Police vehicles. The 2015 Priority Building Improvements budget includes funding for the replacement for an
air conditioner unit at the Juvenile Detention Center, water proofing of the Louisiana Art and Science Museum (LASM) and the
United Way buildings, City Court building renovations (Phase II), upgrade to the chiller system and the replacement of a chiller pump
located at the Central Plant downtown. Included in the General Capital Expenditure Fund is $1 million for Police vehicles, $81,750
for three City Constable vehicles and $300,000 for the capital needs at the Correctional Institution.
(o)
In addition to the landscape maintenance for boulevards and public building sites, the 2012 actual includes expenditures related to the
operating cost of the Riverfront Greenway. The 2014 and 2015 budgets include funding for the entire year of the Riverfront
operations. Additionally, the 2015 budget includes $100,000 for the North Boulevard Festival of Lights and Red Stick Revelry.
(p)
Funding for outside agencies fluctuates from year to year. In 2014, a one-time funding of $184,500 was included for the EBR
Redevelopment Authority. Funding in the amount of $100,000 is included for the third of five installments to the U.S Bowling
Congress for the 207 Women’s Bowling Championship.
(q)
The increase in 2008 funding for the Downtown Development District was for an additional position and operational needs.
(r)
Funding for the Animal Control and Rescue Center increased in 2008 to provide for the expansion of services which included ten
additional employees. In 2011, the City-Parish and Companion Animal Alliance (CAA) entered into an agreement for CAA to
assume responsibility for animal sheltering operations. The 2013 budget reflects an increase of $113,800 in the CAA agreement.
During 2014, the Metropolitan Council voted to increase the annual registration fee for dogs and cats and to also authorize an
amendment to the current agreement with CAA that would increase the City-Parish’s funding for this agency by the net increase in
registration fees; the 2015 budget reflects an increase of $150,000 for this purpose.
(s)
In the 2010 budget, self-generated funds in the Parking Garage Fund were sufficient to cover expenses; therefore, the General Fund
subsidy was eliminated.
(t)
In 2015, additional funding is needed to cover increased operating expenses such as personnel and utility costs.
(u)
The Computerized Systems budget has not been funded since 2011. In 2014, the allotments and funding for three GIS positions were
moved from DPW to Information Services.
(v)
The subsidy to the Sewerage Operations and Maintenance Fund was discontinued as of April 1, 2010.
(w)
In the 2012 budget, the Metropolitan Council made final budget amendments that moved the (1) Community Sponsored Programs,
Economic Development Programs, and Community Centers from the Mayor-President’s Office to the Metropolitan Council; and (2)
funding was increased for the City Constable’s Office to cover salary and benefit increases for positions exclusive to that department.
(x)
Funding was included in mid-2012 for grant personnel previously funded through grant programs. The 2014 budget includes funding
for an allotment transferred from Information Services.
(y)
During 2012, the Sheriff’s headquarters moved to a facility located at the Greater Baton Rouge Airport. Beginning in 2013, the budget
reflects rent for the entire year.
(z)
In 2014, The Metropolitan Council authorized the execution of a $2.4 million loan agreement with the LCDA for the purpose of
lending the proceeds to construct a new fire station within the City limits of Baton Rouge.
(aa)
In 2014, the Metropolitan Council authorized a settlement of $2.5 million on Resolution 50894, dated 6/25/2014, payable over five
years. After an initial payment of $500,000, quarterly installments of $100,000 began in the third quarter of 2014; the 2015 budget
includes $400,000 for 2015 installments.
69
Statement of General Fund - Fund Balances
2013
Actual
2014
Budget
2014
Projection
2015
Budget
GENERAL FUND AND INSURANCE RESERVE FUND
TOTAL SOURCE OF FUNDS
TOTAL USE OF FUNDS
295,601,390
(292,176,870)
3,424,520
FUND BALANCE, JANUARY 1
GENERAL FUND
INSURANCE RESERVE FUND
TOTAL FUND BALANCE, JANUARY 1
57,932,260
43,111,120
101,043,380
ADJUSTMENTS:
Revenues
Expenses
REVENUES OVER/(UNDER) EXPENSES
291,777,540
(299,348,680)
295,412,240
(302,129,660)
299,408,500
(306,904,650)
(7,571,140)
(6,717,420)
(7,496,150)
61,074,470
48,818,770
109,893,240
5,425,340
0
5,425,340
TRANSFER BETWEEN FUNDS:
Closeout of General Fund - Risk Mgmt. Division to Ins. Reserve Fd.
Insurance Reserve Fund Used to Support Budget
NET INCREASE / (DECREASE) TO INSURANCE RESERVE FD.
FUND BALANCE, DECEMBER 31
GENERAL FUND
TOTAL FUND BALANCE, DECEMBER 31
70
1,046,760
1,298,910
(252,150)
782,310
(500,000)
282,310
61,074,470
48,818,770
109,893,240
61,074,470
48,818,770
109,893,240
54,270,220
48,653,450
102,923,670
2,897,900
(2,897,900)
986,830
(900,000)
86,830
53,503,330
48,818,770
102,322,100
54,270,220
48,653,450
102,923,670
46,774,070
45,755,550
92,529,620
Statement of General Fund - Fund Balances
2013
Actual
2014
Budget
639,870
966,120
7,242,530
15,434,400
3,295,200
270,830
14,600,000
15,483,310
57,932,260
615,440
596,220
7,571,140
17,565,270
3,390,840
705,540
14,976,000
15,654,020
61,074,470
2014
Projection
2015
Budget
DETAIL SUMMARY OF FUND BALANCES
GENERAL FUND:
Nonspendable-Inventory
Committed for Loans Receivable
Assigned for Subsequent Years
Assigned for Continuing Projects
Assigned for Special Purposes
Restricted for PEG Programming Access Fee
Committed for Budget Stabilization
Unassigned
TOTAL BEGINNING FUND BALANCE
ADJUSTMENTS:
TRANSFER BETWEEN GENERAL FD AND INS. RESERVE FD
Nonspendable-Inventory
Committed for Loans Receivable
Assigned for Subsequent Years
Assigned for Continuing Projects
Assigned for Special Purposes
Restricted for PEG Programming Access Fee
Committed for Budget Stabilization
Unassigned
TOTAL ENDING FUND BALANCE
(282,310)
615,440
596,220
7,571,140
17,565,270
3,390,840
705,540
14,976,000
15,654,020
61,074,470
615,440
596,220
7,496,150
16,681,860
3,375,400
1,249,280
15,345,000
8,910,870
54,270,220
(86,830)
615,440
596,220
7,571,140
17,565,270
3,390,840
705,540
14,976,000
15,654,020
61,074,470
615,440
596,220
0
17,565,270
3,390,840
705,540
14,976,000
15,654,020
53,503,330
615,440
596,220
7,496,150
16,681,860
3,375,400
1,249,280
15,345,000
8,910,870
54,270,220
615,440
596,220
0
16,681,860
3,375,400
1,249,280
15,345,000
8,910,870
46,774,070
11,838,740
9,466,530
21,805,850
43,111,120
782,310
(500,000)
16,039,020
10,659,480
22,120,270
48,818,770
0
16,039,020
10,659,480
22,120,270
48,818,770
986,830
(900,000)
(265,000)
15,071,750
11,623,440
21,958,260
48,653,450
0
(1,033,910)
1,046,760
(2,897,900)
15,071,750
11,623,440
21,958,260
48,653,450
12,173,850
11,623,440
21,958,260
45,755,550
INSURANCE RESERVE FUND:
Committed for Health & Dental Benefits
Committed for Other Post-Employment Benefits (OPEB)
Committed for Claims & Judgments
TOTAL BEGINNING FUND BALANCE
Plus: Transfers Between General Fund and Insurance Reserve
Less: Reserved for Subsequent Years in the General Fund
Less: Other Uses
Adjust: Premiums Over /(Under) Claims in Self- Insured
Health & Dental Programs
Plus: Interest Earnings/Other
Committed for Health & Dental Benefits
Committed for Other Post-Employment Benefits (OPEB)
Committed for Claims & Judgments
TOTAL ENDING FUND BALANCE
4,171,120
1,254,220
16,039,020
10,659,480
22,120,270
48,818,770
16,039,020
10,659,480
22,120,270
48,818,770
Note: The City-Parish maintains a managerial fund entitled "Insurance Reserve Fund" to account for fund balance committed for insurance
matters. In the Comprehensive Annual Financial Report, this fund and the Animal Control and Rescue Center are combined with the General
Fund. The fund balance committed for health and dental benefits includes $5.7 million for run-out claims in the self-insured programs and the
remainder for catastrophic claims. The fund balance committed for OPEB is an accumulation of resources for health, dental, and life benefits
for retirees.
71
72
012.01XXXXX
Mission Statement
To establish policy for the city, the parish, and the districts under its authority; to adopt the annual budgets for the City and Parish
General Funds and all districts requiring such action of the Council; to appoint the members of various boards and commissions as
necessary; and to provide for the continued growth of East Baton Rouge Parish through establishment of zoning policy and
regulations.
Service Description
The Metropolitan Council acts as the governing authority for the City and Parish of East Baton Rouge. Its authority is exercised over
the City and Parish General Funds, all districts created by the Council, the Greater Baton Rouge Airport District, the Public
Transportation Commission, the East Baton Rouge Parish Sewerage Control Commission, and the Greater Baton Rouge Parking
Authority. The Council acts as the official policy-making board for all of the above. It is required by The Plan of Government to hold
meetings on the second and fourth Wednesday of every month. The Council also conducts committee meetings on alternating
Wednesdays and special meetings whenever they are deemed necessary.
2013
Actual
Budget Summary
Operations:
Administration
Council Districts
Total Appropriation
% Change Over Prior Year
2014
Budget
2015
Proposed
Request
Final
320,970
867,500
353,220
878,040
378,480
878,040
388,100
914,040
0
0
1,188,470
1,231,260
1,256,520
1,302,140
0
-------
3.60%
2.05%
5.76%
-100.00%
36
36
36
36
0
Personnel Allotted
Budget Highlights
Section 2.05 of The Plan of Government sets the annual compensation for the members of the Metropolitan Council at $12,000.
Supplemental Request
A request was made by the Councilmember for District 11 to increase the pay grade for the Legislative Assistant II’s from 2180 to
2190 for a total cost of $36,240. − Pay issues will be addressed upon implementation of the Compensation Study. It was also requested
that each council district’s budget be increased by $3,000 annually for a total cost of $36,000. − Approved.
Personnel Summary
Job Code
550916
300017
Pay
Grade
8026
2180
Job Title
Councilmember (Term 2013-2016)
Legislative Assistant II
Cur
12
24
Total
36
73
Allotment
Req
Pro
12
12
24
24
36
36
Fin
0
012.0170106
Mission Statement
The mission of the Chaneyville Community Center is to serve the public as the focal location for economical, social, medical, civic,
cultural, spiritual, and recreational pursuits. This center also serves as the nucleus site that provides information, referrals, workshops,
and meetings to fill the needs of the community.
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
102,890
34,270
1,130
18,700
156,990
-------
106,070
35,090
2,530
21,300
164,990
5.10%
101,160
38,430
2,530
24,910
167,030
1.24%
101,160
37,090
2,530
25,910
166,690
1.03%
3
3
3
3
0
Budget Highlights
The 2015 requested budget provides funding to sustain the basic operations of the center.
Personnel Summary
Job Code
300140
300130
124130
Pay
Grade
2190
1120
1050
Job Title
Community Service Center Manager
Assistant to the Community Service Center Manager
Building Attendant
Cur
1
1
1
Total
3
Allotment
Req
Pro
1
1
1
1
1
1
3
Fin
3
0
Performance Measurement
Goals/Objectives/Performance Indicators
Quality of Community and Family Life
1. To meet the social, medical, cultural, and spiritual needs of local citizens through
support and the fitness program.
a) # of citizens attending various social activities
b) # of citizens attending the weekly fitness program
c) # of citizens attending Bible Study/Prayer
d) # of citizens attending senior and children activities
e) # of meals served to senior citizens and children
2. To distribute commodities, food boxes, and clothing (acquired through donations) to
needy citizens in the area.
a) # of citizens receiving commodities
b) # of citizens receiving Food for Families
c) # of citizens receiving fans, toys, school supplies, uniforms, and emergency services
74
2013
Actual
2014
Target
2015
Target
2,030
575
0
5,500
5,800
2,075
330
900
5,525
4,000
2,100
500
925
5,500
4,250
525
5,450
650
550
3,500
300
575
4,000
400
012.01702XX
Mission Statement
The Jewel J. Newman Community Center functions as the focal point of social, medical, and recreational activities for citizens in the
North Baton Rouge area. The Jewel J. Newman Community Center houses the Baton Rouge Primary Care and governmental offices
of local elected officials. In addition, the Center contains a large gym, a dining room, and a game room that provide many hours of
enjoyment for North Baton Rouge community residents.
Service Description
The Jewel J. Newman Community Center provides an assortment of social, medical, and recreational resources for the citizens in
the North Baton Rouge area. In addition, the Center has various rooms which may be rented by citizens or groups for social functions.
The Summer Program of the Jewel J. Newman Community Center was developed to enhance the academic and cultural abilities
of the community’s youth.
Budget Summary
Sources of Funds:
Fund Balance - Designated for Comm. Centers
Self Generated Revenues:
Rent/Utilities-Jewel J. Newman Com. Ctr.
Summer Program-Jewel J. Newman Com. Ctr.
General Fund
Total Sources of Funds
in General Fund Subsidy
Operations:
Summer Program-Jewel J. Newman Com. Ctr.
Total Appropriation
Capital Expenditures (Fund 360)
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
12,000
0
0
0
7,540
13,870
260,940
294,350
0
12,000
256,170
268,170
0
12,000
236,420
248,420
5,000
12,000
236,290
253,290
-------
-1.83%
-7.71%
-7.76%
272,940
21,410
294,350
-------
256,170
12,000
268,170
-8.89%
236,420
12,000
248,420
-7.36%
241,290
12,000
253,290
-5.55%
34,790
0
0
0
0
4
4
4
4
0
Budget Highlights
The 2015 requested budget provides funding to sustain the basic operations of the center.
Program is camp fees and donations.
The source of funds for the Summer
Funding is requested for a janitorial service contract, upgrades to the restrooms, and surveillance cameras for the parking lot. − Jewel
J. Newman’s rental revenues in the amount of $5,000 will used for the acquisition of surveillance cameras. This center’s staff is
working with the Administration to address the other needs of the community center.
75
Continued
Personnel Summary
Job Code
300140
105490
105366
124130
Pay
Grade
2190
1120
1080
1050
Job Title
Teacher (10 hours/week)
Building Attendant
Cur
1
1
1
1
Total
4
Allotment
Req
Pro
1
1
1
1
1
1
1
1
4
Fin
4
0
1. To develop and enhance the academic and cultural abilities of the community’s youth.
a) # of youths invited to the Back-to-School Expo
2. To host fairs, workshops, etc., that will distribute needed information to the community.
a) # of citizens attending Community Health Fair
b) # of community meeting held
c) # of seniors attending the Thanksgiving luncheon
76
2013
Actual
2014
Target
2015
Target
455
400
500
N/A
2
425
322
3
450
400
6
500
012.0170506
Mission Statement
The Charles R. Kelly Community Center is committed to providing a continuum of programs, services, and activities that meet the
needs of the community. It serves as the nucleus site for information, referrals, workshops, and meetings that benefit the community.
Budget Summary
Sources of Funds:
Fund Balance - Designated for Community Ctrs.
Rent / Donations-Charles R. Kelly Comm. Ctr.
General Fund
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
14,800
0
0
0
13,360
265,010
293,170
13,400
291,310
304,710
20,060
295,830
315,890
20,060
293,700
313,760
-------
9.92%
1.55%
0.82%
160,350
76,380
13,070
43,370
293,170
166,090
89,200
12,200
37,220
304,710
168,980
86,550
14,220
46,140
315,890
168,980
84,440
12,920
47,420
313,760
-------
3.94%
3.67%
2.97%
5
5
5
5
0
Budget Highlights
The 2015 requested budget provides funding to sustain the basic operations of the center and utilizes rental revenues to fund a fitness
instructor and a line dance instructor for the Senior Wellness Enrichment and Enhancement program (S.W.E.E.P) and other senior
citizen activities. – Approved.
Personnel Summary
Job Code
300140
105490
105495
110090
124130
Pay
Grade
2190
1120
1120
1070
1050
Job Title
Family Service Worker
Clerical Specialist
Building Attendant
Total
Cur
1
1
1
1
1
5
77
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
5
5
Fin
0
Continued
1. To distribute commodities, food boxes, and toys (acquired through donations) to needy
citizens.
a) # of senior citizens served for the Thanksgiving luncheon
b) # of disadvantaged children receiving Christmas toys
c) # of citizens benefiting from the emergency food pantry
2. To make available federal and state programs that meet the specific needs of citizens in
the community.
a) # of citizens receiving Food for Families annually
b) # of citizens benefiting from the Quarterly Commodity Program
c) # of senior citizens benefiting from social service programs
d) # of citizens benefiting from Council on Aging Meal Site
3.
To meet the social, cultural, educational, spiritual, and medical needs of local citizens
while encouraging community participation and fellowship.
a) # of senior citizens attending “Fun Friday for Seniors” throughout the year
b) # of senior citizens attending the Christmas Dance Social
c) # of citizens attending S.W.E.E.P. (Sr. Wellness Enrichment & Enhancement Prg.)
d) # of citizens benefiting from IRS tax preparation services
e) # of citizens and organizations renting the at community center
f) # of tenants leasing office space in the community center
g) # of children participating in community center summer program
h) # of volunteers contributed to the community center
i) # of organizations and individuals sponsoring community center programs
78
2013
Actual
2014
Target
2015
Target
182
85
65
190
94
70
200
100
70+
8,460
181
979
300
8,470
187
985
310
8,470+
187+
985+
310+
570
110
6,786
231
23
1
6
13
12
575
115
6,790
235
30
2
N/A
18
15
575+
115+
6,790+
235+
30+
2
N/A
20
15+
Dr. Martin Luther King, Jr. Community Center
012.0170706
Mission Statement
The Dr. Martin Luther King, Jr. Community Center is a multipurpose social service agency that first opened in 1978. It currently
offers various social and educational programs and services, such as after-school tutoring, computer classes, and Food for Families.
Budget Summary
Sources of Funds:
Fund Balance - Designated for Comm. Ctrs.
Rent/Utilities - Dr. M.L.K. Jr. Comm. Center
General Fund
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
16,500
0
0
0
25,000
257,490
298,990
8,500
284,930
293,430
18,250
300,960
319,210
15,700
286,460
302,160
-------
10.66%
5.63%
0.54%
128,130
70,190
25,470
75,200
298,990
-------
135,630
72,260
17,100
68,440
293,430
-1.86%
145,480
71,730
21,100
80,900
319,210
8.79%
135,620
68,600
16,050
81,890
302,160
2.98%
5
5
5
5
0
Budget Highlights
The 2015 request utilizes rental revenues to provide funding for the annual back-to-school drive, the holiday Thanksgiving baskets,
the volunteer recognition luncheon, and food and other supplies for senior activities, various events, and copier rental. – Rental
revenues in the amount of $15,700 will be utilized to support the various events and functions at the center.
Personnel Summary
Job Code
300140
300130
105364
105350
124130
Pay
Grade
2190
1120
1080
1050
1050
Job Title
Teacher (12 hours/week)
Outreach Worker I
Building Attendant
Cur
1
1
1
1
1
Total
5
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
5
Fin
5
0
1. To address the nutritional and dietary needs of the community with programs and seminars.
a) # of nutritional and dietary seminars offered
b) # of citizens attending nutritional and dietary seminars
c) # of senior meals served in the Meals on Wheels program
d) # of citizens participating in the Food for Families program
e) # of citizens attending health fair (Health Fair was not held in 2013)
2. To meet the educational and social needs of the community through various programs.
a) # of citizens receiving Thanksgiving baskets
b) # of citizens attending Juneteenth Celebration
c) # of citizens attending the back-to-school fair
d) # of summer youth receiving employment experience
79
2013
Actual
2014
Target
2015
Target
823
14,100
5,100
8,500
0
850
14,250
5,250
8,700
750
875
14,500
5,500
9,000
800
250
450
502
4
300
500
550
4
350
550
600
5
012.0171006
Mission Statement
The Dr. Leo S. Butler Community Center serves the residents of South Baton Rouge as the focal location for economic, social, civic,
medical, cultural, spiritual, and recreational pursuits. It serves as the nucleus site for providing information, referrals, workshops, and
meetings that benefit the community.
Budget Summary
Sources of Funds:
Fund Balance - Designated for Community Centers
Rent/Utilities - Leo S. Butler Community Center
General Fund
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
0
0
0
0
15,000
230,400
245,400
15,000
235,330
250,330
15,000
254,090
269,090
16,500
251,910
268,410
-------
2.14%
7.97%
7.05%
115,860
44,070
15,720
69,750
245,400
-------
120,710
51,320
10,000
68,300
250,330
2.01%
127,440
56,030
11,500
74,120
269,090
7.49%
127,440
55,160
11,500
74,310
268,410
7.22%
5
5
5
5
0
0
Budget Highlights
Authorization is requested to continue the professional services contract with a Fitness and Wellness Coordinator but to increase the
annual amount from $33,000 to $35,000. – Approved.
Personnel Summary
Job Code
300140
300130
105365
110090
124130
Pay
Grade
2190
1120
1080
1070
1050
Job Title
Teacher
Clerical Specialist
Building Attendant
Cur
1
1
1
1
1
Total
5
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
5
Fin
5
0
2013
Actual
1.
2.
3.
To develop and enhance the academic and cultural abilities of the community by employing
a variety of educational programs and services.
a) # of youth participating in summer activities
b) # of participants in Sensational Seniors activities
To host community fairs, workshops, and seminars that will distribute needed information
to the community.
a) # of people attending health initiatives – Metro Health, etc.
b) # of seniors attending Sensational Seniors’ Tuesday meetings
To meet the social, medical, cultural, and spiritual needs of local citizens through support
and the fitness program.
a) # of seniors attending the various daily fitness programs (per month)
b) # of seniors receiving blood pressure screening (per month)
c) # of seniors receiving commodities (per quarter)
d) # of seniors receiving Food of Families (per month)
80
2014
Target
2015
Target
412
5,775
500
5,900
600
6,000
2,519
5,670
2,600
5,800
2,700
5,900
590
525
350
801
650
600
400
900
675
700
450
1,000
012.02XXXXX
Mission Statement
To serve the public, as well as all City-Parish departments and agencies, with regard to all functions maintained by the departments of
the Metropolitan Council under the supervision of the Council Administrator-Treasurer.
Service Description
The Administration Division is responsible for the preparation and distribution of the agendas, résumés, and ultimately the official
minutes of all full Metropolitan Council meetings. Other functions performed include advertising Council proceedings in the official
journal; imaging all ordinances, resolutions, and Council minutes; maintaining a computer indexing system of all Council action
taken; and assisting other departments and the general public in securing information relative to actions taken by the Council. This
office provides direction and general supervision over the other divisions of the Council Administrator’s Department and administers
the budgets of the Metropolitan Council, Justices of the Peace/Ward Constables, and Municipal Associations.
The Mail Services Division acts as the central pickup and delivery office for all outgoing and incoming U.S. mail and for all
interoffice mail. This division pre-sorts and meters all outgoing mail and transports it to the post office. All incoming mail and
interoffice mail is sorted and delivered twice a day to departments. Financial records are maintained for funds on deposit with the post
office for the various bulk mailing permits that the City-Parish maintains, as well as for funds on deposit in postage meters.
The Treasurer Division’s major function is the prudent investment of idle cash. This is currently accomplished by investing in
certificates of deposit (CD’s) and by maintaining interest-bearing checking accounts. Safety of deposits is a high priority and is
maintained by requiring collateral from the various banks in which funds are deposited. Collateral amounts are monitored daily to
ensure sufficient coverage and are adjusted as needed. All CD investments are competitively bid at local banks. All payroll and
vendor checks are processed by the Treasurer’s Office. Other functions involve the maintenance of blank check inventories, payment
of federal and state payroll taxes, manual check processing, and savings bond processing and distribution.
The Election Costs Division was established to cover the amounts payable by the City-Parish for elections held during the year.
Additionally it is responsible for paying for any abstracts prepared by the Assessor’s Office for proposed annexation of areas of the
parish into the city limits.
Budget Summary
Operations:
Administration
Mail Services
Treasurer
Election Cost
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
711,010
786,560
135,700
103,000
1,736,270
-------
689,200
850,000
305,150
180,000
2,024,350
16.59%
689,420
866,560
326,520
180,000
2,062,500
1.88%
685,180
862,940
325,650
180,000
2,053,770
1.45%
26,720
0
0
0
15
15
15
15
0
Budget Highlights
The Treasurer’s Office has requested an additional $6,000 for banking service fees to accommodate the contract with the fiscal agent
bank that was implemented in January 2013. − Approved.
Supplemental funding in the amount of $6,310 has been requested to increase the pay grades of all Mail Services employees and to
reclassify the Senior Fiscal Specialist to a Senior Legal Specialist in the amount of $3,870 in the Administration division. − Pay issues
will be addressed upon implementation of the Compensation Study; however the Senior Fiscal Specialist will be retitled to an
Administrative Specialist I which is at the same pay grade.
81
Continued
Personnel Summary
Job Code
300065
300062
100100
108540
110435
110620
111130
111325
111320
111305
Pay
Grade
2370
2310
2210
2180
1130
1110
1110
1130
1090
1060
Job Title
Council Administrator/Treasurer
Assistant Council Administrator/Treasurer
Accountant
Executive Assistant
Senior Legal Specialist
Administrative Specialist I
Senior Fiscal Specialist
Mail Room Supervisor
Assistant Mail Room Supervisor
Mail Clerk
Cur
1
1
2
1
3
0
1
1
1
4
Total
15
Allotment
Req
Pro
1
1
1
1
2
2
1
1
3
3
0
1
1
0
1
1
1
1
4
4
15
Fin
0
0
0
0
0
0
0
0
0
0
15
0
2013
Actual
Effective and Efficient Government
1. To effectively and efficiently manage and maintain all public documents generated by the
Metropolitan Council.
a) % of Council agendas made available within time frame required by Section 1:2 of
the Code of Ordinances
b) % of Council resolutions and ordinances electronically imaged and indexed within 3
business days of a Council meeting
c) % of Council meeting minutes published in the official journal within 21 days after
adoption by the Metropolitan Council
2. To process all City-Parish mail in the most efficient and economical way possible.
a) # of weeks per year average pre-sort % of outgoing mail met or exceeded 90%
b) # of quarterly reports sent to all entities serviced by the Mail Room detailing their
postage usage for the quarter
3. To effectively manage the investment of City-Parish funds in accordance with all
applicable laws and the City-Parish Investment Policy, and to timely report the results to
the Metropolitan Council.
a) # of quarterly investment reports issued during the year
b) # of quarters the City-Parish regular funds average yield was between the 3-month
T-Bill Discount Rate and the Fed Funds Rate
c) # of quarters that the minimum requirements for collateralization of investments
were met or exceeded
82
2014
Target
2015
Target
100
100
100
100
100
100
100
100
100
13
29
29
4
4
4
4
4
4
4
4
4
4
4
4
012.0300000
Mission Statement
The primary mission of this office is to keep the Metropolitan Council informed about financial matters and work with the
Administration to supply financial information to the Metropolitan Council members so that they will be fully aware of the financial
impact of items in their decision-making process. The Council Budget Officer also chairs the committees that review all federal, state,
and local grants.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2014
Budget
2015
Proposed
Request
Final
153,910
30,230
750
3,330
188,220
163,190
30,930
1,500
8,450
204,070
161,810
32,230
1,250
8,700
203,990
161,810
30,910
1,400
8,450
202,570
-------
8.42%
-0.04%
-0.74%
2
2
2
2
0
Personnel Summary
Job Code
300045
108540
Pay
Grade
2320
2180
Job Title
Council Budget Officer
Executive Assistant
Cur
1
1
Total
Allotment
Req
Pro
1
1
1
1
2
2
Fin
2
0
1. To provide timely financial information to the Metropolitan Council.
a) # of Retirement Board meetings attended
b) # of Grants and Contracts Review meetings attended
c) # of budget supplements reviewed
d) $ amount of Budget Supplements reviewed and signed
2. To provide information to the Metropolitan Council regarding grants.
a) # of grants and contracts reviewed
b) $ amount of grants and contracts reviewed
c) % of grants and contracts requiring special handling
83
2013
Actual
2014
Target
2015
Target
6
24
47
$330,091,060
12
24
45
$276,018,270
12
24
46
$285,000,000
242
$80,119,300
11%
185
$80,753,660
12%
190
$85,000,000
10%
Parish Attorney
012.05XXXXX
Mission Statement
The mission of the Parish Attorney's Office is to provide sound legal advice to the Metropolitan Council, the Mayor-President, and all
departments, offices, and agencies appointed by or under the jurisdiction of any of the above. It also represents the City-Parish and its
departments in criminal and civil litigation and investigation.
Budget Summary
Sources of Funds:
Gaming Licenses
Alcoholic Beverage Control Board Licenses
On-behalf Payments
Other Charges for Services
Pretrial Diversion Online Driving School
Adjudicated Property Fees
Transfer from EMS
General Fund
2013
Actual
2014
Budget
2015
Proposed
Request
6,240
1,040,970
35,400
31,530
404,020
0
39,730
63,340
90,000
5,405,160
7,116,390
6,000
974,600
35,400
29,000
450,000
0
30,000
50,000
90,000
5,701,050
7,366,050
6,000
974,600
35,400
29,000
450,000
60,000
30,000
50,000
90,000
5,641,380
7,366,380
6,000
995,300
35,400
22,000
415,000
75,000
30,000
50,000
90,000
5,629,500
7,348,200
-------
5.47%
-1.05%
-1.26%
Uses of Funds:
Operations:
Administration
Litigation
Collections
Risk & Claims Management
City Prosecutor
Alcoholic Beverage Control Office
Legal Services
2,170,520
1,228,750
337,820
891,090
1,496,140
893,450
98,620
2,194,640
1,214,520
355,520
903,420
1,622,050
932,700
143,200
2,167,410
1,195,250
371,390
925,080
1,614,770
949,280
143,200
2,141,370
1,191,240
369,230
932,170
1,623,370
940,820
150,000
Total Appropriation
7,116,390
7,366,050
7,366,380
7,348,200
-------
3.51%
0.00%
-0.24%
98
98
97
97
% Change over Prior Year
Personnel Allotted
Final
0
Service Description
The Administration Division provides legal services to the City-Parish involving contracts, property, code enforcement, collections,
planning and zoning, labor, and legislation. The attorneys render legal opinions, file numerous suits and liens, prepare ordinances and
resolutions, approve contracts and bonds, and provide general legal advice to all City-Parish departments and agencies.
The Litigation Division handles civil litigation cases filed against the City-Parish and any of its agencies or departments.
The Collections Division analyzes delinquent accounts to arrive at solutions to reduce or eliminate amounts owed to the City-Parish,
giving consideration to each account’s own unique factors and delinquent history.
The Risk & Claims Management Division operates a self-insured program that includes general liability, auto liability, police
liability, and workers’ compensation. It also manages a portfolio of insurance coverages to protect City-Parish property and
operations from a variety of potential loss exposures.
The City Prosecutor’s Office is divided into four sections: Traffic, DWI, Criminal, and Pretrial Diversion. It prosecutes all criminal
and traffic violations of the Code of Ordinances of the City of Baton Rouge. It also diverts certain first offenders out of the normal
judicial process and handles domestic violence cases.
84
Parish Attorney
Continued
Service Description (Continued)
The Alcoholic Beverage Control (ABC) Office issues licenses to businesses and individuals who sell, serve, or dispense alcoholic
beverages. Employees inspect businesses for compliance with the laws regulating alcohol, investigate complaints, and issue citations
for violations. Assistance is rendered to the Revenue Division of the Finance Department in the collection of delinquent sales taxes
owed by businesses holding alcohol licenses, and investigators assist the litigation attorneys in the handling of suits against the
City-Parish.
The purpose of the Legal Services non-departmental budget, administered by the Parish Attorney’s Office, is to pay for authorized
services by outside contract attorneys in matters involving the City-Parish, such as labor relations and oil, gas, and mineral work,
which may require specialized expertise. It is also used to obtain private counsel in matters involving sales tax litigation and conflicts
of interest.
Budget Highlights
Included in the base request are the reclassification of an Assistant Parish Attorney to a Senior Special Assistant Parish Attorney
($23,550 inclusive of benefits) and the deletion of an Attorney B allotment which generated a savings of $64,160. − The
reclassification was not reviewed pending the hiring of a new Parish Attorney; however the deletion of the Attorney B allotment is
approved.
Grant Match:
$19,530 is budgeted in an operating transfer to the grants fund to cover a portion of the required benefits for an overtime grant.
− Approved.
Legal Services:
Authorization is requested for professional services contracts for legal services with Douglas Olsen, Olinde & Mercer, LLC, Carleton,
Lorase & Herbert, LLC, Robert Rainer (complicated sales-tax issues), and Christi Peck (conflict cases). − Approved.
Parish Attorney is requesting ($140,350) to reclassify an Assistant Parish Attorney to a Senior Special Assistant Parish Attorney, to
increase the pay grade of Assistant Parish Attorney to 2270, to grant extra steps to various attorneys, and to add an allotment for a
part-time Assistant Parish Attorney. This department is also requesting funding for safety resources ($1,500), and carpet ($20,000), for
a total supplemental request of $161,850. − Pay issues will be addressed upon implementation of the Compensation Study and after a
new Parish Attorney is hired. Funding was approved for the purchase of safety resources; however, carry forward funds should be
used for the purchase of carpet.
Personnel Summary
Job Code
320235
320212
320230
320232
320233
320234
320231
320204
320201
320200
320210
320198
320001
121218
106365
106450
105190
120880
Pay
Grade
2350
2330
2310
2310
2310
2310
2310
2300
2300
2290
2230
2180
2160
2290
2280
2250
2220
2220
Job Title
Parish Attorney
First Assistant Parish Attorney
City Prosecutor
Director, Risk and Claims Management
Director of Litigation
Director of Administration
Director of Collections
Senior Special Assistant Parish Attorney/Airport Legal Counsel
Senior Special Assistant Parish Attorney
Special Assistant Parish Attorney
Assistant Parish Attorney
Attorney B
Legal Research Aide
Director, ABC/Gaming Enforcement
Risk and Claims Manager
Risk Management Project Coordinator
Pretrial Coordinator
Safety Officer
85
Cur
1
1
1
1
1
1
1
1
10
7
11
2
2
1
1
1
1
1
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
11
10
7
7
10
11
1
1
2
2
1
1
1
1
1
1
1
1
1
1
Fin
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Parish Attorney
Continued
Personnel Summary (Continued)
Job Code
120150
108710
121215
106330
121227
105137
105110
106130
121213
121208
110480
110470
100090
110630
110435
110430
110620
110132
Pay
Grade
2220
2190
2190
2180
2170
2170
1150
2150
1170
1150
1170
1160
1150
1150
1130
1110
1110
1090
Job Title
RN-Medical Review Program Specialist
Parish Attorney Operations Coordinator
Chief Legal Investigator
Claims Adjuster
Abstractor
Senior Probation Officer
Probation Officer
Legal Assistant
Senior Legal Investigator
Legal Investigator
Legal Administrative Supervisor
Legal Secretary
Accounting Associate I
Senior Administrative Specialist
Legal Specialist
Senior Clerical Specialist
Total
Cur
1
1
1
4
1
2
2
2
1
8
4
6
1
2
6
1
4
6
98
Allotment
Req
Pro
1
1
1
1
1
1
4
4
1
1
2
2
2
2
2
2
1
1
8
8
4
4
6
6
1
1
2
2
6
6
1
1
4
4
6
6
97
Fin
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
97
0
1. To assist in the effective enforcement of City-Parish ordinances to improve the health,
safety, and welfare of citizens.
a) # of condemnations processed
b) # of code enforcement complaints processed
c) # of adjudicated property files processed
2. To manage a portfolio of various insurance coverages to protect C/P property and
operations in addition to the C/P’s self-funded/insured status.
a) # of risk management claims handled
b) # of worker’s comp cases handled
3. To increase the number of civil litigation files to be closed and decrease the length of time in
which to close the file.
a) # of suits closed
b) Average length of time between the opening and closing of a file
Public Safety
1. To improve overall handling of DV/DWI/MIP and other criminal cases.
a) # of interviews/telephone contacts with victims/witnesses in domestic violence cases
b) # of interviews/telephone contacts with victims/witnesses in criminal cases
c) # of interviews/telephone contacts with victims/witnesses in DWI and continuance of
Pre-Trial Diversion
2.
To increase the number of underage arrests through the JUDE Task Force.
a) # of citations issued
b) To increase the number of nights working with JUDE Task Force
c) To increase the number of Special Events worked by JUDE
86
2013
Actual
2014
Target
2015
Target
220
115
88
170
396
83
200
300
80
1,075
443
1,140
400
1,090
375
49
40 mos.
45
36 mos.
60
46 mos.
2,204
10,424
2,350
10,761
2,796
12,805
4,402
3,709
3,820
430
117
13
452
120
17
475
125
20
012.0600000
Mission Statement
The mission of the Public Information Office is to nourish good citizenship by promoting and earning public trust; to provide leadership
and high quality service by consistently communicating with citizens about their needs and aspirations; to work with all Council
members, the Mayor, and all City-Parish departments so that procedures, programs, and events within the government can be properly
reported to the public; and to provide emergency communications in the event of a disaster to the citizens of East Baton Rouge Parish.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2014
Budget
2015
Proposed
Request
Final
143,890
43,770
5,160
200,200
393,020
140,530
46,050
6,220
208,060
400,860
142,570
48,840
6,220
208,060
405,690
142,570
47,170
6,250
208,040
404,030
-------
1.99%
1.20%
0.79%
51,910
0
0
0
3
3
3
3
0
Budget Highlights
The Metropolitan Council amended the franchise agreement with Cox Communications whereby on June 30, 2012, Cox would collect
and then remit to the City-Parish one-half of one percent of Cox’s gross revenues, as allowed by federal law, only to support the
capital costs incurred for the construction and operation of the Public, Educational, and Governmental (PEG) access channel (Metro
21) content and facilities. The amended agreement also requires that the City-Parish assume responsibility for the operation of the
government access channel on January 1, 2013. Production services contracts for Metro 21, which will provide services such as video
taping, editing, and graphics, are requested. − Approved.
Personnel Summary
Job Code
300035
114330
114325
Pay
Grade
2280
2180
2140
Job Title
Public Information Officer
Public Relations Coordinator
Public Relations Specialist
Cur
1
1
1
Total
3
87
Allotment
Req
Pro
1
1
1
1
1
1
3
3
Fin
0
Continued
2013
Actual
2014
Target
2015
Target
1.
2.
To increase public awareness of local government.
a) # of press releases, public service announcements, and e-government features
b) # of subscribers of providers
c) # of followers on Facebook
d) # of followers on Twitter
To make local government more accessible to the public through the government cable
channel, Metro 21, and the city website, brgov.com.
a) # of original community programs produced by the Public Information Office
b) # of public meetings broadcast:
Regular Council meetings
School Board meetings
Planning Commission meetings
Library Board meetings
88
195
185,000
6,500
1,500
170
180,000
5,559
4,987
180
185,000
6,000
5,500
235
240
250
24
12
12
12
24
12
12
12
24
12
12
12
012.10X0001
Purpose of Appropriations
East Side Fire Protection District
012.1050001.
This appropriation represents what this district’s prorata share of Louisiana Revenue Sharing funds would be if all taxing districts
shared at their maximum millage plus additional funding for operational support.
District Six Fire Protection District
012.1060001.
This appropriation represents financial assistance to the District Six Fire Protection District to aid the district in maintaining a Class I
fire protection rating.
Budget Summary
Operations:
East Side Fire Protection District
District Six Fire Protection District
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
71,560
71,250
142,810
71,600
71,250
142,850
71,660
75,000
146,660
71,660
71,250
142,910
-------
0.03%
2.67%
0.04%
Final
Budget Highlights
This budget includes appropriations for fire districts in which the City-Parish does not act as fiscal manager. For support provided to
districts in which the City-Parish continues to act as fiscal manager, see the “Summary of Transfers” budget.
89
Planning Commission
012.1600000
Mission Statement
The mission of the Planning Commission is to develop, maintain, and implement a master plan for the harmonious development and
growth of the Parish of East Baton Rouge which best promotes the health, safety, morals, order, convenience, prosperity, and general
welfare of the community.
Service Description
The Current Division is responsible for administering the land development regulations within the Unified Development Code
(subdivision, zoning, site plans, etc.), administering the Historic Preservation Commission, and processing applications for public
hearings before the Planning Commission and the Metropolitan Council.
The Advance Division is responsible for the coordination and implementation of the Comprehensive Land Use and Development
Plan. The primary function of this division is to focus on long-range comprehensive planning for the City-Parish. It performs special
studies, economic and demographic research, and public education, and it administers enterprise zone, brownfields, and wetlands
programs. In addition, this division also coordinates and administers grant applications and monitoring of all active grants.
The Geographic Information System (GIS) Division is responsible for development and maintenance of a relational and digital
mapping system for the Planning Commission and for the coordination of data and mapping related to the development and
maintenance of the Parishwide GIS.
Budget Summary
Sources of Funds:
Misc. Planning Commission Charges
Zoning Fees
Planning Fees
General Fund
Uses of Funds:
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriations
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
1,320
108,690
100,990
33,590
1,910
1,298,050
1,000
110,000
85,000
30,000
5,000
1,381,700
1,000
110,000
85,000
30,000
5,000
1,392,460
1,000
105,000
95,000
30,000
2,000
1,390,040
1,544,550
1,612,700
1,623,460
1,623,040
-------
6.44%
0.78%
0.60%
1,031,520
391,110
13,920
108,000
1,544,550
-------
1,054,200
463,210
14,680
80,610
1,612,700
4.41%
1,031,110
495,160
14,680
82,510
1,623,460
0.67%
1,031,110
490,440
14,680
86,810
1,623,040
0.64%
0
0
0
0
0
-100.00%
27
27
27
27
0
The Planning Commission has requested that the Senior Administrative Specialist be reclassified to an Executive Assistant due to the
level of responsibility this person handles. − Approved.
90
Planning Commission
Continued
Administration Division
Planning Director
Assistant Planning Director
Executive Assistant
Senior Clerical
Specialist
Planning Project Coordinator
Current Division
Planner IV
Advance Division
Planner IV
Administrative
Specialist I
Mapping/Research
Sr. GIS Analyst
GIS Analyst
Planner II
Administrative
Specialist I
Senior Clerical
Specialist (2)
Land Use/Zoning
Planner III
Planner II
GIS Division
GIS Coordinator
Senior Clerical
Specialist
Resource
Planner III
Land Development
Planner III
Planner II (2)
Economic/Environ.
Planner III
Planner II
Application Development
Sr. GIS Analyst
GIS Analyst
Interns
Special Studies
Planner III
Personnel Summary
Job Code
310125
310120
101600
101618
101615
101610
102715
102710
102705
108540
110630
110620
110132
Pay
Grade
2340
2310
2270
2250
2220
2190
2250
2220
2190
2180
1150
1110
1090
Job Title
Planning Director
Assistant Planning Director
Planning Project Coordinator
Planner IV
Planner III
Planner II
Geographic Information Systems (GIS) Coordinator
Senior Geographic Information Systems (GIS) Analyst
Geographic Information Systems (GIS) Analyst
Executive Assistant
Total
Cur
1
1
1
2
5
5
1
2
2
0
1
2
4
27
91
Allotment
Req
Pro
1
1
1
1
1
1
2
2
5
5
5
5
1
1
2
2
2
2
0
1
1
0
2
2
4
4
27
27
Fin
0
Planning Commission
Continued
1. To provide courteous and professional service in an effort to expedite the Planning Commission
application process and disseminate information concerning guiding growth and development
in the City-Parish.
a) Information bulletins published
b) Newsletters
c) Annual report
d) Planning Handbooks – (update Urban Design Guidebook or other publication)
e) Planning Commission Education Workshop Series
f) FUTUREBR public presentations
g) Awards – (APA, ASLA, National League of Cities, URISA, etc.)
h) Resource Center – (# of clients served)
i) Planning Commission website updates
j) Applications Processed
2. Advanced the implementation of a parishwide Geographic Information System (GIS).
a) Base map updates and maintenance (Subdivision, Revocation, Zoning, CUP, etc.)
b) Building permit and occupancy license updates
c) Enterprise GIS Program
1) GIS data requests – (number)
2) GIS data model – (updates)
d) Interactive mapping applications and tools
1) Application tracking system – (maintenance contract)
2) Planning Advisor (number of cases reviewed)
3) eBRmap Web Application (enhancements)
4) BikeBR (quarterly updates)
5) LDAST (Land Development Application Search Tool – Monthly updates)
e) Professional development – (conferences and training)
f) Inter Program – (number of students)
Public Safety
1. To provide courteous and professional service in an effort to expedite the Planning Commission
application process and disseminate information concerning guiding growth and development
in the City-Parish.
a) Amend the Unified Development Code
b) Update the Land Use Plan
c) Update the Major Street Plan
Infrastructure Enhancement/Growth Management
1. To continue implementation of the Comprehensive Land Use and Development Plan.
a) Coordinate Comprehensive Plan Work Program for City-Parish – (action items)
b) Planning Commission action items
c) Community planning process – (update to the Comprehensive Plan)
d) FUTUREBR Progress Report
e) Economic Development Agency Directory
f) Special studies – (overlay districts, area studies)
g) Demographics requests – (census data, income info, housing date)
1. To continue implementation of the Comprehensive Land Use and Development Plan.
a) Implement new Comprehensive Plan (FUTUREBR)
b) Coordinate small area plan updates
Economic Development
1. Advance Economic Development through Environmental Planning.
a) Application for funding (grants) to the U.S. Environmental Protection Agency (EPA)
b) Outreach products and events – (Earth Day, Neighborhood Expo, other )
c) Brownfields Site Assessments Applications
d) Brownfields RLF (Revolving Loan Fund)
92
2013
Actual
2014
Target
2015
Target
3
3
1
1
2
4
4,511
292
340
4
4
1
1
2
4
3
6,000
290
380
4
4
1
1
2
4
3
6,500
290
420
1,005
10,850
1,000
11,000
1,000
11,000
140
6
125
5
125
5
2
109
13
4
12
4
3
7
120
9
4
12
4
4
8
140
10
4
12
4
4
5
1
1
8
1
1
10
1
1
577
186
1
1
5
577
186
16
1
1
2
10
577
186
16
1
1
3
10
1
-
1
2
1
3
1
2
5
2
1
2
-
2
5
2
City Court
012.2010000
Service Description
The Baton Rouge City Court was created by L.R.S. 13:2071 and extended by The Plan of Government. It has jurisdiction over the
City of Baton Rouge.
This Court processes civil, criminal, and traffic matters. Civil claims heard include personal injury, property damage, contract, and
landlord-tenant cases up to $35,000, as well as small-claims cases of $5,000 or less. It also has criminal jurisdiction over
misdemeanors, which are offenses generally punishable by a fine of not more than $1,000 and/or a jail term of not more than six
months. All fines, costs, and forfeitures levied by the judges are collected and accounted for by the Office of the Clerk of City Court.
Budget Summary
Sources of Funds:
Fund Balance - Designated for City Court
Expungement Fees
Bond Forfeitures
On-Behalf Payment
City Court Public Tag Agent Service Fee
Other Charges for Services
General Fund
Uses of Funds:
Operations:
Administration
Judges' Travel & Special Expense
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
0
0
0
203,300
0
1,306,130
35,820
900,540
111,750
218,200
105,040
0
1,756,100
4,618,760
9,052,340
1,350,000
34,000
925,000
50,000
229,300
125,000
0
1,929,000
4,763,430
9,405,730
1,246,000
37,000
900,000
65,000
234,150
90,000
18,000
1,826,000
5,161,100
9,577,250
1,295,000
35,000
900,000
100,000
234,150
100,000
14,000
1,859,000
5,302,500
10,042,950
0
-------
3.13%
8.35%
11.32%
-100.00%
9,015,940
36,400
9,052,340
9,356,730
49,000
9,405,730
9,528,250
49,000
9,577,250
9,993,950
49,000
10,042,950
0
-------
3.90%
1.82%
6.77%
-100.00%
158
158
157
157
0
Budget Highlights
The City-Parish portion of each City Court judge’s salary is $100,970. Each judge will also receive compensation from the state, for a
total salary of $147,800.
City Court has requested to transfer one unfunded Senior Clerical Specialist (pay grade 1090) from their general fund budget to the
new Sobriety Court fund. − Approved.
In the Contractual Services category, renewal of the annual professional services contract with Sustain Technologies, Inc. for software
support and enhancements; is being requested in the amount of $50,900, to provide support for its computer software system. A small
portion of this contract will be funded by other user agencies. − Approved.
93
City Court
Continued
City Court has requested funding for the purchase of a new computer Case Management System (CMS) ($686,000). It is anticipated
that this cost will be partially funded by City Court’s carry forward funds and a portion of the remaining JEF reserve. In addition, two
new revenue streams will be implemented to support the cost of the system, one of which will require legislative approval in 2015. −
The proposed budget appropriated the remaining $203,300 from City Court’s JEF reserve and $250,710 from FB-Unassigned for the
CMS. The remaining amounts will be appropriated once the new revenue streams are approved in the 2015 legislative session and
the 2014 City-Parish books are closed to determine funding availability.
Also requested is $141,760 for the reclassification of several positions and pay grade increases; $210,000 for the purchase of 50
handheld ticket writers; $1,630 for paper citations; and $65,400 for the annual maintenance agreement for the ticket writers. − Pay
issues will be addressed upon implementation of the Compensation Study. Funding has been approved for the purchase of 25
handheld ticket writers and related costs.
Beginning in October 2014, City Court will implement a Domestic Violence Court to respond to the problems associated with
domestic violence in our community. To assist with funding, grant applications have been submitted that will require a cash-match of
$16,050. Also requested is $45,910 to restore funding for one position that will be assigned to the program. Fees received from
participants will generate the revenues needed to support this endeavor. − Approved.
Personnel Summary
Job Code
550920
320160
320152
320112
109890
110465
110460
110450
110440
105155
105150
105137
105110
102400
102350
105198
105145
108540
110630
100090
110620
110132
110090
110470
110435
110430
111130
111108
120102
Pay
Grade
9999
2330
2280
2100
2250
2230
2220
2180
1150
2190
2220
2170
1150
2230
1200
2210
2160
2180
1150
1150
1110
1090
1070
1160
1130
1110
1110
1090
1090
Job Title
Judge of the City Court (Term 2013-2018)
Clerk of City Court/Judicial Administrator
Chief Deputy Judicial Administrator/City Court
Law Clerk (29 hours/week)
Deputy Judicial Administrator/City Court
Director of Criminal/Traffic Division
Senior Deputy Clerk of City Court
Chief Deputy Clerk of City Court
Deputy Clerk of City Court
Deputy Chief of Probation
Chief of Probation
Senior Probation Officer
Probation Officer
PC LAN Administrator
PC LAN Specialist
Court Services Coordinator
Community Relations Supervisor
Executive Assistant
Clerical Specialist
Legal Secretary
Legal Specialist
Fiscal Specialist
Drug Technician
Cur
5
1
1
5
2
1
3
5
5
1
1
1
11
1
3
1
1
1
1
3
4
45
1
10
20
12
11
1
1
Total
158
94
Allotment
Req
Pro
5
5
1
1
1
1
5
5
2
2
1
1
3
3
5
5
5
5
1
1
1
1
1
1
11
11
1
1
3
3
1
1
1
1
1
1
1
1
3
3
4
3
44
44
1
1
10
10
20
21
12
12
11
11
1
1
1
1
157
157
Fin
0
City Constable
012.2110000
Service Description
As the executive officer of the City Court, the City Constable executes and enforces all orders of that court, such as civil mandates,
judgments, seizures, warrants, and evictions in a timely and professional manner. As a law enforcement agent, the City Constable has
the power and authority to enforce all local and state laws. The Constable’s office also provides security personnel for the City Court
building and judges. Other services include the serving of civil subpoenas and the operation of the city jail. The City Constable's
office is a constitutional office, and all of its deputies are trained and certified to meet the standards imposed by the state.
Budget Summary
Sources of Funds:
Self-Generated Revenues:
On-Behalf Payments
General Fund
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
944,940
198,680
1,528,650
2,672,270
900,000
202,500
1,666,210
2,768,710
900,000
216,000
1,783,330
2,899,330
900,000
216,000
1,764,940
2,880,940
-------
9.00%
7.03%
5.93%
1,804,340
849,710
10,500
7,720
2,672,270
1,899,940
861,170
0
7,600
2,768,710
1,957,990
933,740
0
7,600
2,899,330
1,957,990
895,290
20,060
7,600
2,880,940
0
0
0
0
0
-------
3.61%
4.72%
4.05%
-100.00%
144,920
0
0
81,750
40
40
40
40
0
0
0
0
Budget Highlights
The City Constable’s Office is funded by two budgets, one in the General Fund and one in a separate Special Revenue Fund. The
General Fund budget pays salaries and benefits for 40 employees, and increases in the budget are primarily for routine merit and
longevity increases for those employees. It is requested that the unclassified Administrative Specialist II position become classified
and the classified Senior Clerical Specialist position become unclassified. − Approved.
The City Constable’s Office has sought and will continue to seek additional resources for special projects, equipment, and services
that will enhance the operations of the office and provide programs that will improve the quality of life for the citizens in the
community.
During 2005, the City Constable’s Office took over the DARE program previously handled by the Police Department. In order for
this office to handle the increase in the number of schools served, three Deputy Constable positions allotted in the DARE grant are
subsidized by the General Fund. This subsidy in the amount of $196,460 has been requested in the operating transfer to the grants
fund. − Approved.
The City Constable’s Office is requesting the replacement of ten motor vehicles ($274,780) with the necessary accessories ($67,250),
a new garnishment system ($192,480), and the related annual system support ($40,000) for a total of $574,510. − Funding for the
purchase of three vehicles ($81,750) with the necessary accessories ($20,060) was approved.
95
City Constable
Continued
Personnel Summary
Job Code
500130
320125
300003
110625
300009
110132
182119
182118
182115
182105
108540
111108
Pay
Grade
8261
2260
1130
1130
1090
1090
1210
1200
1180
1160
2180
1090
Job Title
City Constable (Term 2013-2018)
Chief Deputy Constable
Administrative Specialist II
Deputy Constable - Captain
Deputy Constable - Lieutenant
Deputy Constable - Sergeant
Deputy Constable
Executive Assistant
Fiscal Specialist
Cur
1
1
1
0
0
1
1
2
5
25
1
2
Total
40
Allotment
Req
Pro
1
1
1
1
0
0
1
1
1
1
0
0
1
1
2
2
5
5
25
25
1
1
2
2
40
Fin
40
0
1. To improve community/public relations and decrease number of citizen complaints.
a) # of public appearances made
b) # of programs produced for youth and senior citizens
c) # of deputies trained in community relations
2. To improve organization structure and training.
a) # of deputies provided with up-to-date training
Public Safety
1. To make the bench warrant program more effective.
a) # of bench warrant arrests made
b) # of bench warrants worked
c) # of warrants cleared without arrest
d) $ collected in bench warrant fees
2. To work with other law-enforcement agencies and with the community.
a) # of task forces or law-enforcement operations
b) # of community projects
c) # of trainers and/or instructors provided to other law-enforcement agencies
96
2013
Actual
2014
Target
2015
Target
152
9
37
250
10
37
200
10
37
38
37
37
254
1,560
9,637
$25,350
1,000
1,500
12,000
$35,000
1,000
2,000
12,000
$35,000
9
29
15
10
25
15
10
25
15
Justices of the Peace and Ward Constables
012.2200000
Service Description
Justices of the Peace and Ward Constables are elected officials with jurisdiction over certain wards and districts located outside the
city limits. There are six Justices of the Peace and six Ward Constables. Justices of the Peace have concurrent jurisdiction with the
District Courts in all civil matters when the amount in dispute does not exceed $3,000, exclusive of interest. They have criminal
jurisdiction as committing magistrates only and have power to bail or discharge in cases not capital or necessarily punishable at hard
labor. They may require bonds to keep the peace. The Ward Constables are executive officials not vested with judicial authority.
They are the proper officers to execute processes issued by Justices of the Peace. They are the officers to whom all writs and
processes are directed, and through whom the Justices of the Peace enforce order.
2013
Actual
Budget Summary
Sources of Funds:
On-Behalf Payments
General Fund
Operations:
Personal Services
Employee Benefits
Total Appropriation
Personnel Allotted
2014
Budget
2015
Proposed
Request
Final
14,900
46,980
61,880
15,500
51,010
66,510
15,500
56,130
71,630
15,500
51,010
66,510
-------
8.58%
10.04%
0.00%
54,890
2,710
4,280
61,880
58,700
3,310
4,500
66,510
58,700
3,310
9,620
71,630
58,700
3,310
4,500
66,510
-------
7.48%
7.70%
0.00%
12
12
12
12
0
Personnel Summary
Job Code
550908
550909
Pay
Grade
STATE LAW
STATE LAW
Job Title
Ward Constable
Justice of the Peace
Cur
6
6
Total
12
97
Allotment
Req
Pro
6
6
6
6
12
12
Fin
0
District Court
012.2500000
Mission Statement
The mission of the trial courts of Louisiana is to provide access to justice; to meet all responsibilities in a timely and expeditious
manner; to provide equality, fairness, and integrity in their proceedings; to maintain judicial independence and accountability; and to
reach a fair and just result by adherence to the procedural and substantive law, thereby instilling trust and confidence in the public.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
2014
Budget
Request
2015
Proposed
Final
3,518,950
1,928,310
570
1,311,020
6,758,850
3,518,950
1,995,490
45,800
1,387,100
6,947,340
3,571,740
2,288,400
45,900
1,407,100
7,313,140
3,554,140
2,062,540
6,000
1,460,910
7,083,590
0
0
0
0
0
-------
2.79%
5.27%
1.96%
-100.00%
Budget Highlights
The requested salaries and related benefits for Court personnel account for more than 80% of the Court’s expenditures. The Court
follows the salary increase guidelines recognized by the City-Parish including an annual 3% merit and 1% longevity raise after ten
years of service. District Court’s retirement contribution rate has increased from 18.5% to 19% for its employees who are members of
the Clerks of Court Retirement System. Additionally, employees of District Court hired in 2009 or later are not eligible for enrollment
into the Clerks’ Retirement System and are members of LASERS, which the retirement contribution rate has also increased from
31.3% to 37%. District Court expects that, as current employees retire or leave due to normal turnover, this cost will only increase.
The requested budget includes funding of $1,314,100 for the operational cost of the 19th Judicial District Courthouse. − Funding in the
amount of $1,346,410 has been proposed.
Workload Indicators
Despite the large number of cases filed, the District Court has maintained a case disposition rate comparable to that recommended by
the American Bar Association. The individual calendar management system utilized by the Court is recognized nationally as one of
the most efficient methods of caseload management. The Court is able to process most criminal cases from indictment to final
disposition within six months.
Cases Filed
70,000
60,000
61,847
55,639
51,530
52,770
53,110
2011
2012
55,477
50,000
40,000
30,000
20,000
10,000
0
2008
2009
2010
98
2013
Clerk of Court
012.2610000
Mission Statement
The mission of the Clerk of Court’s office is to provide the legal document and record processing, indexing, and custodial
responsibilities for civil, probate, family, criminal, adoption, and juvenile court records in the Parish of East Baton Rouge.
Service Description
The Clerk of Court fulfills a dual function. Under the Constitution of Louisiana, the Clerk is the administrative officer of the 19th
Judicial District Court. At the same time the office functions as the ex-officio recorder of deeds, mortgages, and other legal
instruments. The Clerk is also the chief elections officer of the parish, the parish custodian of voting machines, an ex-officio notary
public, and a member of the parish Board of Elections Supervisors. The Clerk of Court's operations include twenty-five different
departments, each of which is charged with different responsibilities depending on the service being rendered.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
255,160
255,160
-------
259,890
259,890
1.85%
2015
Proposed
Request
259,890
259,890
0.00%
259,890
259,890
0.00%
Final
0
0
-100.00%
Budget Highlights
The Clerk of Court’s office provides approximately 97.0% of its revenues from self-generated sources. The balance of anticipated
revenues is provided by the parish, state, and interest income. These numbers are based on 2013 audited financial statements. Given
the mandated services that the Clerk’s office is required to provide and the technological changes that occur daily, all sources of
revenue are critical to the office’s ability to function. The self-generated revenues that the Clerk’s office produces are a direct result
of factors beyond its control. The fees charged by the office are set by statute and are directly dependent on the volume of activity
during any year. The Clerk’s office must adapt to the revenue it receives based on the demand for services and the revenues that those
services generate. It does not have the independent authority to raise fees or create new revenue sources.
1. To provide professional and efficient service to the general public and the legal
community.
a) # of notarial acts processed timely and accurately
b) # of suit filings (civil, family, probate, juvenile, adoption, criminal, and traffic)
2. To increase the efficiency and quality of real estate maps and notarial copies.
a) # of notarial copies made
b) # of real estate maps made
c) # of books of notarial acts bound
3. To conduct expediently the duties of a busy election year.
a) # of existing election commissioners maintained and managed
b) # of new election commissioners recruited and trained
c) # of commissioners-in-charge recruited and certified
99
2013
Actual
2014
Target
2015
Target
79,000
56,189
100,000
65,000
100,000
60,000
1,282,379
5,133
18
1,300,000
5,700
20
1,300,000
5,500
20
2,129
200
353
2,500
100
350
2,500
150
360
Juror and Witness Fees
012.2620000
Purpose of Appropriation
The payment of juror and witness fees is the responsibility of the Clerk of Court. L.R.S. 13:3049, 13:3661, and 13:3671 are the state
laws that provide for these payments and set forth the amounts to be paid to the different types of jurors and witnesses for daily
service, mileage, hotel, and meals. L.R.S. 15:255 provides for payment to police officers and other witnesses in criminal cases.
Article 417- B of the Code of Criminal Procedure requires the Clerk of Court to publish the list of grand jurors and petit jurors in the
local newspaper. Articles 5185 and 5186 of the Code of Civil Procedure require the Clerk of Court to pay the costs of appeal in the
case of an indigent defendant.
Article 660 of the Code of Criminal Procedure provides that a physician called to testify concerning a mental examination is entitled
to a witness fee and travel expenses. L.R.S. 13:5706 provides that the parish coroner, when required to appear in court for testimony
arising from his official duties, is entitled to a witness fee.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
Final
411,690
354,000
354,000
354,000
0
411,690
354,000
354,000
354,000
0
-------
-14.01%
0.00%
0.00%
-100.00%
Budget Highlights
The 2015 budget request allows for the continuation of the current level of funding.
100
Family Court
012.2700000
Mission Statement
The Family Court has exclusive jurisdiction in the following proceedings: (1) actions for divorce, annulment of marriages,
establishment or disavowal of paternity, spousal and child support and nonsupport; custody and visitation of children, and all other
matters incidental to any of the foregoing proceedings; (2) all actions between spouses or former spouses concerning property
acquired through a matrimonial regime; and (3) any additional jurisdiction, powers, and authority provided by law.
The Family Court’s goals include scheduling and processing all hearings in a timely manner; improving technological capability;
enhancing court security; and promoting the safety of victims of domestic violence.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
2014
Budget
548,480
265,810
42,620
121,430
978,340
-------
541,670
272,980
28,130
237,350
1,080,130
10.40%
Request
567,990
279,530
49,000
151,880
1,048,400
-2.94%
2015
Proposed
551,440
292,920
41,000
137,150
1,022,510
-5.33%
Final
0
-100.00%
Budget Highlights
The 2015 City-Parish budget request provides funding for present salaries and benefits of Family Court employees and other operating
costs. In the 2015 budget, the City-Parish will fund twelve employees of Family Court and two contract court reporters from the Clerk
of Court’s office. It is important to note that 90.9% of the Family Court’s City-Parish 2015 budget request is dedicated to salaries and
benefits of the Court’s personnel.
Included in the 2014 adopted budget was a one-time, $105,000 appropriation to fund the purchase of an automated docket system.
This Court is, and has been for some time, at the statutory limit in assessing court fees.
Workload Indicators
Divorces Granted
Family Violence Cases
Annulments
Dismissals
Qualified Domestic Relations Orders
Income Assignments
Contempt State Cases
Deferred Sentencing
Modification
Payment Determination
Suspension Revocation
2012
2013
1,487
2,063
0
188
112
1,104
1,938
483
464
1,974
1
1,403
2,195
1
147
154
834
1,786
443
503
1,762
4
New Cases Filed
Disavowals
Paternity & State Cases
Rules Set For Hearings
Stipulated Judgments
Community Property
Deferred Execution
Joint Custody
Ex-Parte Custody
Review Non-Support
Uniform Interstate Family
Support Act (UIFSA)
101
2012
2013
4,992
10
751
6,407
1,408
71
625
9
80
249
515
4,442
2
924
6,366
1,494
79
880
7
65
353
479
Juvenile Court
012.2800000
Mission Statement
The mission of the East Baton Rouge Juvenile Court is (1) to interpret and enforce the Louisiana Children’s Code and other statutes in
a manner that ensures due process, fair treatment and justice to juveniles, parents, families, and other persons appearing before the
Court; (2) to ensure that juveniles receive the care, guidance, protective services, supervision, and control conducive to the needs of
the child and the best interest of the community; (3) to improve the efficiency of the Court’s services in order to provide effective and
timely judicial response to the needs of juveniles and their families; and (4) to direct the Department of Juvenile Services to provide
rehabilitative treatment for children, a wide range of services for families, referrals to community resources, and placement of
juveniles outside the home when appropriate.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
760,860
337,870
52,240
68,470
1,219,440
737,020
330,350
49,000
95,610
1,211,980
736,940
362,730
47,500
95,930
1,243,100
736,940
354,300
47,500
243,420
1,382,160
0
-------
-0.61%
2.57%
14.04%
-100.00%
Budget Highlights
Act 754 of the 2010 Regular Legislative Session transferred jurisdiction of nonsupport matters from Juvenile Court to Family Court
effective January 1, 2011. Funding from the nonsupport program had supplemented the salaries and other operational expenses of the
court. To offset the reliance on the remaining nonsupport funds for salaries, the 2013 budget was realigned to fund more of this cost
from Parish sources. Even though the surplus funds remaining from the nonsupport program are steadily declining and could possibly
be depleted by the end of 2015, no increase in funding is being requested for 2015 for payroll purposes.
Juvenile Court is requesting $145,000 to properly secure the current Juvenile Courthouse Facility (approved); $30,000 for a new
phone system (not approved); and $1,950 for an annual maintenance agreement for its digital recording equipment (approved).
Public Safety
1. To increase the commitment of the Court and community by developing programs that
will strengthen families, prevent violence, and build character.
a) Continue Truancy Court Program to expedite cases from Truancy Assessment and
Service Center
# of appearances in court by truant children
b) Continue to assist the Baton Rouge Bar Association with the Teen Court Program
# of defendants participating in the program
2013
Actual
325
350
63
70
75
(excludes child support cases)
2009
2,192
3,168
11,566
2010
2,424
3,398
13,976
102
2011
2,973
3,824
12,945
2012
2,795
3,766
12,400
2015
Target
293
Juvenile Court Workload Indicators
2009-2013
Filings/Children
Charges
Hearings
2014
Target
2013
2,513
3,401
12,445
Sheriff’s Office
012.30XXXXX
Service Description
Costs of Court. This budget provides funds to the Sheriff for feeding, lodging, and transporting jurors serving in criminal trials as
required by L.R.S. 15:304 and compensates the Sheriff for his deputies’ attendance at sessions of that court.
Correctional Institution. The East Baton Rouge Parish Prison is operated by the Sheriff of the Parish of East Baton Rouge in
accordance with L.R.S. 15:704. The Sheriff’s Office provides for the secure custody of all persons incarcerated pending disposition
by the court system, transfer to other facilities, or completion of the court-ordered period of incarceration. This budget provides for
the proper care of persons in custody, including meeting their nutritional and social needs during their incarceration. The operating
capacity of the Parish Prison is 1,594 inmates.
Facility Leases. This budget provides funds for the lease payment to the Greater Baton Rouge Airport District for the Sheriff’s Office
headquarters and motor pool and vehicle maintenance facility located at the airport.
2013
Actual
Budget Summary
Operations:
Costs of Court
Correctional Institution
Facility Leases
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
148,350
10,272,840
241,020
10,662,210
181,000
9,100,000
241,030
9,522,030
169,000
10,185,930
241,030
10,595,960
176,000
9,222,510
242,960
9,641,470
0
0
0
0
-------
-10.69%
11.28%
1.25%
-100.00%
408,200
0
0
300,000
0
Budget Highlights
Due to the increased number of prisoners, an increase of $1.5 million has been requested for Housing Inmates in Other Parishes. −
Funding for housing prisoners out of the parish will remain at its current level.
Funding has been included for the continuation of a contract with the East Baton Rouge Parish School Board for adult education
classes for prisoners, a fire alarm maintenance contract, and a labor only contract for maintenance at EBR Parish Prison. − Approved.
DPW has submitted a supplemental request in the amount of $710,000 to fund the replacement of air conditioners, doors, and
dishwashers. − Funding in the amount of $350,000 has been approved.
Correctional Institution Expenditures 2004-2013
(Operating and Capital)
Total Actual Expenditures
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
2004
2005
2006
2007
103
2008
2009
2010
2011
2012
2013
District Attorney
012.3100000
Service Description
The District Attorney for the 19th Judicial District is responsible for the prosecution of all criminal offenses against the State of
Louisiana. This responsibility extends from arrest through appeal for both juvenile and adult offenders. The District Attorney is
responsible for representing the interest of the state in all stages of prosecution including probation revocation proceedings and postconviction relief proceeding filed in state and federal court on behalf of prisoners convicted in the 19th Judicial District Court. The
District Attorney also serves as the representative of the state and the legal adviser to the East Baton Rouge Grand Jury.
This office is organized into eight trial sections, one for each section of criminal court, and a number of special prosecution units
including: Major Crimes and Grand Jury, Violent Crimes including Gang and Homicide Prosecutions, Juvenile Crimes, Sex Crimes
and Child Abuse, Appeals, Victims Assistance Bureau including Domestic Violence and Witness Protection, Child Support
Enforcement, and Pre-trial Intervention.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Total Appropriation
2014
Budget
Request
2015
Proposed
3,297,680
1,886,490
105,640
5,289,810
3,379,570
1,899,530
71,000
5,350,100
3,379,570
1,944,400
81,000
5,404,970
3,479,570
1,948,660
81,000
5,509,230
-------
1.14%
1.03%
2.97%
Final
The District Attorney has submitted a supplemental request in the amount of $100,000 to fund one full-time sex crimes prosecutor
($50,000) and one domestic violence prosecutor ($50,000). − Approved.
Financial Summary for the Period Ending 12/31/2013
2013 Sources
($12,305,634)
2013 Uses
($12,951,619)
State
21.1%
Personal
Services
86.4%
City-Parish
43.0%
Capital
Outlay
1.3%
Fines
9.2%
Other
15.8%
Auto & Equip.
2.6%
Grants
10.9%
Supplies/
Other
9.7%
104
Registrar of Voters
012.3200000
The Louisiana Constitution of 1974 establishes that the governing authority of each parish shall appoint a Registrar of Voters. The
Louisiana Election Code provides that the Registrar is responsible for the registration of voters in that parish and for the administration
and enforcement of laws and the rules and regulations of the Secretary of State relating to the registration of such voters. The
Registrar of Voters is also responsible for conducting absentee voting, voting by mail, and early voting.
2013
Actual
Budget Summary
Sources of Funds:
On-Behalf Payments
General Fund
2014
Budget
2015
Proposed
Request
396,220
400,910
797,130
416,310
429,090
845,400
436,750
432,450
869,200
436,750
435,120
871,870
-------
7.03%
0.78%
1.41%
Operations:
Personal Services
Employee Benefits
Supplies
662,450
97,510
5,980
31,190
697,180
109,520
6,800
31,900
723,490
101,460
7,300
36,950
723,490
107,380
6,800
34,200
Total Appropriation
797,130
845,400
869,200
871,870
------8,950
6.06%
0
2.82%
0
3.13%
0
Final
0
Budget Highlights
Increases in salary amounts requested include the mandated 4% increase for the classified state employees. The retirement rate for the
Registrar of Voters Retirement System remains 24.25% as of July 1, 2014.
A supplement request is being requested for an increase in the City-Parish salary for the three unclassified employees in the amount of
$5,790, includes benefits. − Not approved.
Graphical Summary
Number of Registered Voters
290,000
282,500
285,000
280,000
275,000
279,576
278,372
2012
2013
285,000
272,300
269,451
270,000
266,693
265,000
260,000
255,000
250,000
2009
2010
2011
2014 (est)
2015 (est)
In 2010, only a slight decrease in registrants was seen due to the mandatory cancellation of registered voters
who had not voted in the previous two federal elections. 2012 figures increased due to the Presidential
election. 2014 expected to increase due to mid-term elections. 2015 is expected to increase slightly due to the
Governor’s election in October.
105
Coroner
012.3300001
Mission Statement
The East Baton Rouge Coroner’s Office exists to serve the citizens of East Baton Rouge Parish, and the State of Louisiana, both living
and deceased. The Coroner’s Office provides dignity and guidance to the mentally ill and their families; it protects victims of sexual
assault; and it ensures accurate investigation and reporting in instances of sudden, unexpected, or traumatic death.
Budget Summary
Sources of Funds:
Coroner Fees
General Fund
Uses of Funds:
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
Final
361,130
2,900
1,640,100
2,004,130
355,410
2,000
1,637,450
1,994,860
385,610
2,280
2,261,260
2,649,150
431,000
2,210
1,767,010
2,200,220
0
0
-------
-0.16%
38.10%
7.91%
-100.00%
668,270
326,880
60,280
948,700
2,004,130
682,180
340,690
57,400
914,590
1,994,860
1,008,200
530,220
69,850
1,040,880
2,649,150
727,200
363,750
69,350
1,039,920
2,200,220
0
0
0
0
0
-------
-0.46%
32.80%
10.29%
-100.00%
Budget Highlights
Beginning in 2007, the fees generated by activities of the Coroner’s Office have been deposited into the City-Parish General Fund, and
all expenses are paid by the City-Parish.
Since the new Coroner took office in March 2012, the Coroner’s Office has undergone a major reorganization. Some services that had
been contracted out were brought in-house, and a Regional Autopsy Program was implemented. The City-Parish funded twelve
regular employees for this office in the 2014 budget. In mid-2014, the Coroner’s Office converted the Administrative Coordinator,
who was on contract, to a regular salaried position, for a total of thirteen regular positions. The 2015 request includes funding for the
existing positions and five additional employees: one Investigator and four Sexual Assault Forensic Examiners (SAFE). − At this
time, revenues generated from the Regional Autopsy Program cannot support five additional positions.
In the 2014 budget, contracts were funded for two Forensic Pathologists, two Deputy Coroners, a Mental Health Advocate, a Forensic
Pathology Technician, and an Administrative Coordinator. During the year, the Coroner’s Office converted the Administrative
Coordinator to a regular position, added a Forensic Pathologist, and removed the Mental Health Advocate. The 2015 request includes
funding for the current contracts as well as an additional Forensic Pathology Technician and a Chief Deputy Coroner. − Approved.
The Coroner’s Office is requesting $12,250 to replace eight computers running Windows XP and for the purchase of one additional
computer. − Approved.
106
Mayor-President
012.4010000
Mission Statement
To direct and implement city policy and operations in accordance with the Plan of Government; to create an organizational culture
which results in the delivery of excellent municipal services to the citizens of Baton Rouge.
Service Description
The Mayor-President is the Chief Executive Officer of the city and parish. He supervises and directs the administration of all
departments, offices, and agencies of the government. He keeps the Metropolitan Council informed of the financial condition of the
government, with recommendations for action; submits the annual budget to the Council; and performs other duties prescribed by The
Plan of Government, ordinances, and resolutions.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2014
Budget
2015
Proposed
Request
Final
820,560
353,350
28,000
268,760
1,470,670
1,019,460
409,620
33,300
147,660
1,610,040
931,350
428,480
33,300
246,290
1,639,420
931,350
420,850
33,300
246,290
1,631,790
0
0
0
0
0
-------
9.48%
1.82%
1.35%
-100.00%
46,490
0
0
0
14
14
14
14
0
Budget Highlights
The 2015 budget request includes a contract for a media and public relations consultant. In addition, it is requested that the
professional services agreement with Stantec Consulting Services be renewed in 2015. − Approved.
Personnel Summary
Job Code
500005
500050
300032
300031
300012
310055
310105
310061
300010
300015
300003
300007
Pay
Grade
8331
N/A
2380
2340
2280
2250
2280
2240
2190
2180
1130
1110
Job Title
Mayor-President (Term 2013-2016)
President Pro Tempore
Chief Administrative Officer to Mayor-President
Assistant Chief Administrative Officer
Executive Assistant to the Mayor-President
Business Development Coordinator
Chief Service Officer
Federal & State Grants Coordinator
Secretary to the Chief Administrative Officer
Secretary to the Assistant Chief Administrative Officers
Total
Cur
1
1
1
3
1
1
1
1
1
1
1
1
14
107
Allotment
Req
Pro
1
1
1
1
1
1
3
3
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
14
14
Fin
0
Mayor-President - Special Programs
012.402010X
Mission Statement
Community Sponsored Programs. This non-departmental budget administered by the Mayor-President provides for payment of
expenses related to community-sponsored events or programs. These events and/or programs are typically sponsored by a City-Parish
department or agency and serve a public purpose or community need. Many of the events are held at the River Center facility.
Criteria considered in funding an event or program include the economic or social impact that the event or program would have upon
the community.
Economic Development Programs. This non-departmental budget administered by the Mayor-President supports the economic
development efforts of the community. Proposals for effective new initiatives for economic development in East Baton Rouge Parish
will be funded from this source, and Council approval will be sought when required. These funds may also be used in efforts to entice
businesses to locate in East Baton Rouge Parish.
Baton Rouge Film Commission. This non-departmental budget administered by the Mayor-President supports the film commission
to increase diversity in our economy through film, animation, digital features, production and post-production as well as video
gaming. These funds will enable this commission to aggressively attract the film industry to East Baton Rouge Parish.
Budget Summary
Operations:
Community Sponsored Programs
Economic Development Programs
Summer Youth Employment Program
Total Special Programs
2013
Actual
2014
Budget
Request
2015
Proposed
Final
10,000
2,032,750
163,920
140,760
2,347,430
0
1,890,000
200,000
170,000
2,260,000
0
1,946,000
200,000
170,000
2,316,000
0
1,946,000
200,000
170,000
2,316,000
0
0
0
0
0
-------
-3.72%
2.48%
2.48%
-100.00%
Budget Highlights
Economic Development Programs
The 2015 request includes funding in the amount of $310,000 for two professional services contracts for legislative/consulting
services for public interest and governmental affairs representation (approved), and $100,000 for business incentives and other
economic development purposes (approved). Funding has also been included for the economic development initiatives entered into
during 2013 for the following:
International Business Machines (IBM) — $1,500,000. In April of 2013, the Metropolitan Council authorized a cooperative
endeavor agreement for a performance-based grant in the amount of $4.5 million through Resolution 50130. This resolution
along with Budget Supplement No. 8207 also authorized the appropriation of the first of three annual installments of $1.5 million.
The second installment was funded in the 2014 budget with the final installment being requested in the 2015 budget. − Approved.
Ameritas Technologies Corporation — $36,000. Resolution 50131, dated April 24, 2013, authorized a cooperative endeavor
agreement with Ameritas whereby the City-Parish would reimburse the company for parking expenses over a three-year period in
an amount not to exceed $108,000. Included in the budget request is the second estimated payment. − Approved.
Summer Youth Employment Program
In June of 2013, the Metropolitan Council authorized funding in the amount of $200,000 for a summer youth employment program
through Resolution 50204. In 2014, the program employed 115 youth and 19 staff members who worked with DPW staff and
community leaders to gain hands-on experience in environmental stewardship and neighborhood revitalization to give the youth an
opportunity to become change agents in their community. Due to the success of the 2013 and 2014 program, it is requested that
funding for this youth program be continued in 2015. − Approved.
The request includes funding in the amount of $170,000 for operational support of the Baton Rouge Film Commission, including
funding for professional services contracts for an Executive Director and support staff. − Approved.
108
Constituent and Neighborhood Services Program
012.4031000
Mission Statement
The Constituent and Neighborhood Services Program strives to improve the quality of life in Baton Rouge by connecting citizens with
the services needed.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
126,840
64,190
1,800
194,990
387,820
128,760
64,930
4,000
204,810
402,500
130,150
68,040
4,000
12,310
214,500
130,150
66,660
4,000
12,310
213,120
-------
3.79%
-46.71%
-47.05%
3
3
3
3
Personnel Allotted
0
Budget Highlights
In an effort to provide better coordination in meeting the needs of the constituents and enforcing ordinances set by the City-Parish, the
eight Community Outreach Worker/Code Enforcement Specialist contracts, in the amount of $192,500, is being transferred to the
Blight Elimination (012.7300001) budget. − Approved.
Personnel Summary
Job Code
310065
110625
Pay
Grade
2180
1130
Job Title
Community Outreach Coordinator
Cur
2
1
Total
3
109
Allotment
Req
Pro
2
2
1
1
3
3
Fin
0
Finance Department
012.41XXXXX
Mission Statement
To foster and preserve public trust and confidence through innovative and responsible financial management systems that ensure
delivery of efficient, effective services responsive to the needs of the citizens in accordance with the best-recognized principles of
governmental finance.
Budget Summary
Sources of Funds:
General Sales & Use Tax - Audit Collections
General Fund
Operations:
Administration
Accounting
Internal Auditing
Revenue Auditing
Revenue
Budgeting
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
2,829,290
27,500
2,110,880
3,482,620
8,450,290
2,740,000
30,000
1,000,000
5,587,650
9,357,650
2,700,000
30,000
1,100,000
5,674,890
9,504,890
2,700,000
33,000
1,000,000
5,708,480
9,441,480
-------
60.44%
1.56%
2.16%
653,090
2,311,430
472,820
1,857,660
2,470,870
684,420
8,450,290
714,380
2,536,720
664,800
1,964,280
2,694,560
782,910
9,357,650
720,180
2,646,750
685,390
1,940,370
2,704,570
807,630
9,504,890
716,400
2,630,140
680,630
1,927,510
2,685,160
801,640
9,441,480
-------
10.74%
1.57%
0.90%
11,770
0
0
0
121
121
121
121
0
Service Description
The Administration Division provides direction and cohesion for the department by supplying general supervision and direction over
the other six divisions of the Finance Department. In addition, the Administration Division protects the financial interests of the
City-Parish through monitoring legislative processes.
The Accounting Division performs all the activities normally associated with a governmental accounting unit. These activities are
interrelated and include preparing, analyzing, recording, summarizing, reporting, and interpreting financial transactions of the city,
parish, various grants, and special districts. The Accounting Division maintains accounting systems in accordance with the bestrecognized practices in governmental accounting.
The Internal Auditing Division performs independent appraisals to evaluate City-Parish programs, activities, and functions. Its
purpose is to establish stronger internal controls, improve the efficiency of City-Parish operations, and promote governmental
accountability.
The primary functions of the Revenue Auditing Division are to (a) perform sales, use, occupational license, insurance premium, gross
receipts, and hotel/motel tax audits; (b) increase the number of businesses registered for and properly paying taxes; and (c) perform
audits of Enterprise Zone rebate requests.
110
Finance Department
Continued
The Revenue Division collects, receives, and forwards to the City-Parish Treasurer all revenues paid to the city and parish. Among
the revenues directly collected by the Revenue Division are: sales and use taxes, hotel-motel taxes, special assessments (paving,
sewerage, street lighting, etc.), taxicab franchises, public utility taxes, parking meter collections, and land rentals. It also receives
funds paid to other agencies and departments of the government and administers, collects, and enforces occupational license taxes and
insurance premium taxes.
The Service Fee Business Office bills, collects, and accounts for sewer user fees and solid waste collection fees. These fees provide
funding for sewer maintenance and improvements, and for the collection and disposal of solid waste. The Service Fee Business
Office’s budget is funded by the Sewer – Operations and Maintenance budget in Fund 410 and the Solid Waste Collection budget in
Fund 462.
The primary function of the Budgeting Division is the effective planning, preparation, control, and execution of the annual operating
budgets for the General Fund and the many special funds of the City-Parish. In addition, the Budgeting Division reviews and
recommends action on all budgetary amendments, performs cost analyses for proposed projects, and, in general, supplies budgetary
information to the Administration, the Council, the judiciary, and the general public, as requested.
Budget Highlights
Professional Services Contracts
Professional services include contracts for the following: the comprehensive annual audit; financial advisory services; preparation of
the indirect cost allocation plan; actuarial services to analyze the liability for employee compensated leave, and the specific
calculations required under standards of the Governmental Accounting Standards Board (GASB) relative to the cost of providing other
post-employment benefits (health and dental care) to retirees; derivative reporting and arbitrage rebate consulting services; experts in
the field of chemistry and statistical sampling to assist in determining the taxability of chemicals for sales and use taxes; maintenance
and support of the computerized tax processing system; the printing and mailing of sales and use tax forms; and sales tax online
electronic filing system support services. Also, the Service Fee Business Office administers contracts with several water companies in
connection with the billing and collection of sewer user fees and/or solid waste collection fees. Additional information on contracts in
excess of $17,500 can be found in the “Professional Services Contracts” section of the budget.
Service Fee Business Office
All of the positions in the Service Fee Business Office are allotted in the Sewer – Operations & Maintenance Fund (see Personnel
Summary for Fund 410). The majority of the Service Fee Business Office’s budget is funded in the Sewer – Operations &
Maintenance budget in Fund 410. However, since the office also handles the billing and collection of solid waste user fees, a portion
of the operating costs are allotted in the Solid Waste Collection Fund budget in Fund 462.
The requested budget includes the reclassification of two positions in the Accounting Division. It is requested that one Senior
Financial Analyst (pay grade 2240) be reclassified to Chief Financial Analyst (pay grade 2260). Changes in accounting standards, and
increases in the complexity of reporting guidelines require a high level of expertise and specialization. In addition, it is requested that
one Senior Fiscal Specialist (pay grade 1110) be reclassified to Accounting Associate II (pay grade 1170) to reflect the increased skill
level required for this position. − Approved.
111
Finance Department
Continued
Finance Director
Assistant Finance Director
Assistant Financial Projects Coordinator
Executive Assistant
Student Intern
Financial Projects Coordinator
Accounting
Manager
Internal Auditing
Manager
Revenue Auditing
Manager
Revenue
Manager
Service Fee
Manager
Budgeting
Manager
Assistant Accounting
Manager (3)
Assistant Auditing
Manager
Assistant Auditing
Manager
Assistant Revenue
Manager (2)
Assistant Service Fee
Manager
Assistant Budgeting
Manager
Debt Management Officer
Chief Financial Analyst (7)
Sr. Financial Analyst (7)
Financial Analyst (1)
Accounting Associate II (3)
Sr. Admin. Specialist
Sr. Fiscal Specialist (11)
Student Interns
Chief Auditor (5)
Student Interns
Chief Auditor (4)
Sr. Auditor (13)
Revenue Inspector
Student Interns
Chief Revenue Analyst (4)
Sr. Revenue Analyst (4)
Revenue Supervisor (4)
Revenue Inspector (10)
Parking Meter Collector (2)
Student Interns
Chief Revenue Analyst
Sr. Revenue Analyst (2)
Revenue Supervisor
Service Fee Investigator
Student Intern
Note: Employees of the Service Fee Division are allotted under the Sewer Operations & Maintenance Fund.
112
Chief Budget Analyst (6)
Finance Department
Continued
Personnel Summary
Job Code
310140
100750
100130
100230
100325
100420
100125
100225
100320
100415
100760
100745
100740
100160
100223
100314
100413
100155
100219
100411
100133
100095
100405
107113
108540
110630
111130
111740
Pay
Grade
2350
2330
2310
2310
2310
2310
2280
2280
2280
2280
2270
2270
2220
2260
2260
2260
2260
2240
2240
2240
2210
1170
2170
1150
2180
1150
1110
1070
Job Title
Finance Director
Assistant Finance Director
Accounting Manager
Auditing Manager
Budgeting Manager
Revenue Manager
Assistant Accounting Manager
Assistant Auditing Manager
Assistant Budgeting Manager
Assistant Revenue Manager
Debt Management Officer
Financial Projects Coordinator
Assistant Financial Projects Coordinator
Chief Financial Analyst
Chief Auditor
Chief Budget Analyst
Senior Financial Analyst
Senior Auditor
Senior Revenue Analyst
Financial Analyst
Accounting Associate II
Revenue Supervisor
Revenue Inspector
Executive Assistant
Parking Meter Collector
Cur
1
1
1
2
1
1
3
2
1
2
1
1
1
6
9
6
4
8
13
4
1
2
4
11
1
4
28
2
Total
121
113
Allotment
Req
Pro
1
1
1
1
1
1
2
2
1
1
1
1
3
3
2
2
1
1
2
2
1
1
1
1
1
1
6
7
9
9
6
6
4
4
8
7
13
13
4
4
1
1
2
3
4
4
11
11
1
1
4
4
28
27
2
2
121
121
Fin
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Finance Department
Continued
NOT FINAL AS OF 9/12/12
1. To increase government accountability.
a) Improve the value and effectiveness of internal audit services by tracking
management concurrence with audit recommendations and management
implementation of corrective action
► Amount of potential revenues and cost savings identified in internal audits
2013
Actual
2014
Target
2015
Target
$1,088,470*
$150,000
$175,000
67%
65%
70%
73%
75%
77%
Aa2
AAA
AA+
Aa2
AAA
AA+
Aa2
AAA
AA+
137
139
141
$781
45
$805
36
$836
40
50%
21%
53%
25%
54%
26%
32%
29%
31%
2.5*
2.5*
2
Received
Anticipate
Receipt
Anticipate
Receipt
Received
Anticipate
Receipt
Anticipate
Receipt
*The 2013 amount includes approximately $1 million for reimbursement of FEMA
expenses.
2.
► % of recommendations implemented within 1 year after audit issuance
b) Maximize the direct time spent on audits and special projects
► % Direct time
c) Maintain bond ratings of Aa2, AAA, and AA+ with Moody’s Investors Service,
Standard and Poor’s, and Fitch Investors, respectively, for City 2% sales tax revenue
bonds during the year 2015
► Bond ratings received for City 2% sales tax revenue bonds from:
Moody’s Investors Service
Standard and Poor’s
Fitch Investors
d) Promote fiscal responsibility in all departments through the preparation of, and
adherence to, budgets that comply with the best recognized principles of government
finance
► # of department/agency accounts budgeted, monitored and analyzed
► $ of department/agency accounts budgeted, monitored and analyzed (in
millions)
► # of budget adjustments throughout the year
To streamline processes through redesign and technology improvements.
a) Improve customer service with taxpayers through the implementation of time-saving
methods for the registration for, and payment of, sales and use taxes, and
occupational license taxes
► % of sales tax returns filed online
► % of occupational license tax renewals filed online
► % of new business applications received through the electronic sales tax
registration process
b) Process all sales and use tax returns, occupational license tax returns, insurance
premium tax returns, hotel-motel tax returns, and public utility tax returns in a timely
and efficient manner
► Average # of business days in the month following collection to complete
processing of current returns
*Staffing turnover in 2013 and 2014 had a significant impact on processing time.
3.
To prepare financial documents in accordance with the best-recognized principles and
standards.
a) Prepare the 2014 Comprehensive Annual Financial Report consistent with the criteria
established by the Government Finance Officers Association of the United States and
Canada (GFOA) for its Certificate of Achievement for Excellence in Financial
Reporting program
► Receipt of the national Certificate of Achievement for Excellence in Financial
Reporting
b) Prepare a balanced Annual Operating Budget which is consistent with the criteria
established by GFOA for its Distinguished Budget Presentation Award program
► Receipt of the national Distinguished Budget Presentation Award
114
Finance Department
Continued
Performance Measurement (Continued)
NOT FINAL AS OF 9/12/12
Effective and Efficient Government (continued)
4. To recruit and retain superior employees and enhance employee morale.
a) Maintain an employee turnover rate of less than 11%
► Employee turnover rate
► Average # of years of service for employees in the Finance Department
b) Encourage the employees of the department to achieve professional certifications and
pursue continuing education, with an aim of maintaining the number of employees
with professional certifications or advanced degrees of 31 in 2015
► # of employees with professional certifications or advanced degrees
► % of professional certifications or advanced degrees earned while employed
with the Finance Department
5. To maximize revenue collections lawfully due East Baton Rouge Parish and other
jurisdictions for which collection services are provided.
a) Maintain an annual ratio of dollars collected per dollar spent of $3 for the audit
function; and at least $260 for the revenue collection function, $6.50 for the field
enforcement function, and $7.50 for the legal enforcement function for the year 2015
► Amount of revenues collected per dollar spent
Audit function
Collection function
Field enforcement function
Legal enforcement function
2013
Actual
2014
Target
2015
Target
12.5%
13.0 yrs.
11%
13.4 yrs.
11%
13.7 yrs.
29
31
31
90%
84%
84%
$5.00*
$275.61
$6.01*
$7.89
$1.57*
$250.04
$5.25*
$9.65
$3.00
$260.00
$6.50
$7.50
$962.36
$116.40
$971.98
$117.57
$991.21
$122.51
6,313*
4,810
4,800
756
184
805
205
800
200
$73.4
$30.2
$73.5
$30.3
$74.6
$30.5
195
171
190
$52.1
7,707
$41.9
8,450
$50
9,400
14%
20%
14%
16%
15%
20%
100%
100%
100%
*Audit collections in 2013 include a large audit settlement. Turnover in staff and training
efforts for new hires had a significant impact on field enforcement efforts in 2013 and 2014,
and audit efforts in 2014.
► Total collections per capita
$ sales tax
$ revenues other than sales tax
b) Increase business registration compliance for occupational license, sales, use, and
insurance premium taxes through business research and contacts
► # of businesses researched and analyzed
*In 2013, additional staffing resulted in increased research efforts.
► # of businesses contacted as a result of the research
► # of businesses registered as a result of the research and contacts
c) Maximize the collection of sewer user fees and solid waste collection fees for the
year 2015
► Amount ($ millions) of user fees collected
Sewer user fee
Solid Waste collection fee
d) Maximize revenue collections and minimize mandated costs for the City-Parish and
its agencies by providing financial assistance to the City-Parish legislative team in
analyzing proposed legislation during the 2015 regular and special legislative
sessions
► # of legislative bills analyzed per year
e) Maximize funding opportunities for vital programs by providing assistance to
departments in the administration of grants through efficient accounting support
services
► $ of grant expenditures accounted for (in millions)
► # of hours spent on grant programs
► % of total invoices audited and processed, and general ledger entries (JE’s)
prepared and posted, for grant programs
Invoices
JE’s
1. To promote economic development through the administration of business incentive
programs.
a) Process Enterprise Zone rebate requests within 90 days to maintain timeliness in
responses and to reduce interest costs
► % of fully documented Enterprise Zone rebate requests processed within 90
days
115
Collection of Funds
012.4290X00
This non-departmental budget provides funds for the collection costs of occupational license fees, property taxes, Louisiana revenuesharing monies, traffic safety fees, and code enforcement fees. This budget also provides for charges associated with preparation of
the city property tax roll.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
Final
2,292,370
2,292,370
2,210,420
2,210,420
2,038,440
2,038,440
2,038,440
2,038,440
0
0
-------
-3.57%
-7.78%
-7.78%
-100.00%
Budget Highlights
Listed below are the collection costs paid to the various agencies as required by law or contract:
Revenue Type
Property Tax - City
Retirement
Systems
Property Tax - Parish (varies annually)
2.76%
Louisiana Revenue Sharing (varies annually)
2.82%
East Baton Rouge
Parish Sheriff
4.50%
American Traffic Solutions, Inc.
8.16%
Traffic Safety Fee
1ST notice - 32% of revenues coll.
Add'l notice - 45% of revenues coll.
Code Enforcement Fee
$5.50 for first notice mailed
$9.00 for second notice mailed
The maximum obligation for reimbursement to the Assessor for preparing a municipal tax roll is one dollar per listing for the first
5,000 listings, and fifty cents for each additional listing.
116
012.44X0000
Mission Statement
The Information Services (IS) Department is dedicated to improving City-Parish operations by providing effective, efficient,
reliable, and sustainable technology services. This office provides support for enterprise systems, local systems, local area networks,
geographical information systems, and the City-Parish’s wide area network.
Computerized Systems is a non-departmental budget administered by the Information Services Department that is used to
appropriate funds for new or one-time computer projects. The computer projects may cover such things as hardware and software.
Appropriations for approved projects may be transferred to the various departmental budgets in order to facilitate fixed-asset and
expenditure reporting.
Service Description
The Operations Division is responsible for the technology infrastructure used through the City-Parish. Operations supports 75
network sites located throughout East Baton Rouge Parish. This division is also responsible for configuring and supporting the
computers, laptops, tablets, and other electronic devices that are used on the network.
The Geographical Information System (GIS) Division maintains and enhances the GIS systems used by several City-Parish
agencies and provides mapping services as needed.
The Programming Division is responsible for supporting the various software applications and databases used by City-Parish
agencies. This division also develops and maintains custom applications and websites as needed.
Budget Summary
Operations:
Computerized Systems
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
3,918,550
0
3,918,550
-------
4,985,670
0
4,985,670
27.23%
4,987,870
0
4,987,870
0.04%
4,971,880
0
4,971,880
-0.28%
81,360
0
0
0
45
47
47
47
0
Budget Highlights
Professional services contracts are included for various maintenance and agreements. − Approved.
It is requested that the two GIS Analysts be reclassified to Senior GIS Analysts and that the Senior Clerical Specialist be reclassified
to an Administrative Specialist I (approved). Funding is also being requested for the purchase of a new Enterprise Resource Planning
System in the amount of $5,500,000. − Funding for the new Enterprise Resource Planning System will be addressed during 2015.
117
Continued
Director of Information Services
Executive Assistant
Assistant Director of Information Services (2)
Operations
IS Operations Supervisor
GIS
GIS Manager
IS Project Manager
Sr. GIS Analyst (3)
Computer Room
Computer Room Supervisor
Computer Room Operator III (4)
Computer Room Operator II
Programming
IS Programming Supervisor
Financial/Administrative Team
IS Project Manager
Sr. Comp. Prog./System Analyst (2)
PC Support
Sr. Network technician (5)
Public Safety
IS Project Manager
Sr. Comp. Prog./System Analyst
Network
IS Netwrok Administrator
Sr. Network Technician (4)
Development Team
IS Project Manager (2)
Sr. Comp. Prog./System Analyst (5)
PC Team
IS Database Manager
IS Project Manager
IS Senior Server Analyst (2)
IS Web Author (2)
118
Continued
Personnel Summary
Job Code
310145
300050
102640
102325
102330
102700
102710
102705
102321
102319
102128
102314
102318
102127
102345
102130
102116
102113
108540
110625
110620
110132
Pay
Grade
2340
2320
2320
2310
2290
2280
2220
2190
2280
2260
2240
2250
2250
1200
2220
1180
1151
1131
2180
1130
1110
1090
Job Title
Director of Information Services
Assistant Director of Information Services
Assistant Director of Information Services
Information Services Programming Supervisor
Information Services Database Manager
Geographic Information Systems (GIS) Manager
Senior Geographic Information Systems (GIS) Analyst
Geographic Information Systems (GIS) Analyst
Information Services Project Manager
Information Services Operations Supervisor
Information Services Network Administrator
Information Services Senior Server Analyst
Senior Computer Programmer/Systems Analyst
Senior Network Technician
Information Services Web Author
Computer Room Supervisor
Computer Operator III (42 hrs/wk)
Computer Operator II (42 hrs/wk)
Executive Assistant
Cur
1
1
1
1
1
1
1
2
6
1
1
2
8
9
2
1
4
1
1
1
0
1
Total
47
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
1
1
1
3
2
0
6
6
1
1
1
1
2
2
8
8
9
9
2
2
1
1
4
4
1
1
1
1
1
1
0
1
1
0
47
Fin
47
0
1. To respond to agencies requests for information technology assistance
a) Number of operational (server/computer/software) work orders completed
b) Average number of days to complete operational work order
c) Number of programming work orders completed
1. Upgrade and enhance capacity of City-Parish technology infrastructure
a) Replace server/storage infrastructure
b) Replace core network infrastructure
c) Replace optical network infrastructure
d) Replace in-building wireless infrastructure
2. To continue support of City-Parish information technology infrastructure
a) Number of users supported
b) Number of applications supported
c) Number of networks locations supported
3. To modernize aging computer software used throughout City-Parish
a) Implement Enterprise Resource Planning system to replace aging financial system
b) # MS Access databases converted to Oracle APEX
4. To manage Parish-wide GIS Program in coordination with City-Parish Departments
a) Implement a single data repository for sharing data between City-Parish GIS users and
run web applications
b) Number of map and data requests
c) Support and update existing enterprise datasets
d) Develop new enterprise datasets
e) Number of web applications and tools using enterprise data repository
119
2013
Actual
2014
Target
2015
Target
2,840
3.1
1,521
2,800
2
1,900
2,800
1.5
1,900
10%
−
−
−
50%
100%
100%
−
100%
−
−
100%
3,750
150
76
3,800
155
77
3,800
160
78
10%
4
25%
8
60%
8
−
−
−
−
−
60%
20
80
2
8
100%
25
82
3
10
Purchasing
012.4500X00
Mission Statement
The Purchasing Division provides a unified purchasing system that ensures integrity and fairness, with centralized responsibility for
oversight of solicitation, vendor selection, negotiation, award, contract management, reporting, disposal of surplus property, and
emergency event support for the benefit of EBR City-Parish agencies. This includes procuring supplies, materials, and contractual
services for all user agencies of the City-Parish government, all districts of which the Metropolitan Council is the governing authority,
and other departments, commissions and agencies that may request such services. This centralized purchasing system was established
by The Plan of Government and is implemented through Council ordinances, statutory requirements and regulations established by the
Purchasing Director.
Service Description
The Administration Division assists the user agencies in procurement matters and strives to obtain proper materials and services at
competitive prices in a timely manner, while complying with all local, state, and federal laws. Purchasing also handles
vendor/contractor insurance and coordinates the procurement card activities.
The Auction Facility Division maintains the City-Parish fixed and movable assets inventory control and handles auctions for surplus
City-Parish material and equipment.
Budget Summary
Sources of Funds:
General Fund
Uses of Funds:
Operations:
Administration
Auction Facility
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
39,030
844,310
883,340
40,000
938,970
978,970
40,000
930,820
970,820
40,000
925,220
965,220
-------
11.21%
-0.87%
-1.46%
876,620
6,720
883,340
956,880
22,090
978,970
947,560
23,260
970,820
947,560
17,660
965,220
-------
10.83%
-0.83%
-1.40%
30,920
0
0
0
13
13
13
13
0
Budget Highlights
The source of funds for the Auction Facility budget is proceeds from the surplus property auctions.
Professional Services Contact
In the Purchasing Division’s budget, funds are included in the amount of $5,000 for a professional contact to provide Web-based
access to Info Tech’s software to electronically post sealed bids and allows for the electronic submission of bid pricing. The contract
includes any updates, upgrades or revisions (collectively, the Software). Info Tech will provide access, maintenance and related
hosting services (Services) to the Software installed on Info Tech’s server.
120
Purchasing
Continued
Personnel Summary
Job Code
310070
310068
100510
106245
110630
110620
Pay
Grade
2330
2280
1190
2180
1150
1110
Job Title
Purchasing Director
Assistant Purchasing Director
Fixed Assets Manager
Purchasing Analyst II
Cur
1
1
1
7
1
2
Total
13
Allotment
Req
Pro
1
1
1
1
1
1
7
7
1
1
2
2
13
Fin
13
0
1. To respond to agency requests for assistance.
a) # of new purchase orders issued
b) # of change orders to purchase orders
c) $ value of purchase orders (millions)
d) # of contracts handled (all types)
e) # of annual contracts maintained
f) # of RFP’s processed
g) # of payment vouchers reviewed for procurement compliance
h) $ value of credit card purchases reviewed for procurement compliance (millions)
i) # of training events delivered (internal City-Parish agency events and public
outreach)
2. To maintain response time from receipt of requisitions to issuance of purchase order
(# days).
a) Miscellaneous orders not requiring quotes
b) Professional services up to $17,500
c) Professional services over $17,500 requiring Council approval
d) Informal quotes, no advertising
e) Sealed bids, advertised
f) Community Development projects
g) Construction projects up to $50,000
h) Construction projects over $50,000 requiring Council approval
i) Payment Vouchers ( Average # of Days)
3. To continue revising and improving bidding documents and specifications.
a) Update guidelines for standard agreement forms for contracts, solicitation, and
purchase manuals
4. To continue improvements to Auction Facility to enhance customer satisfaction.
a) Auction proceeds
121
2013
Actual
2014
Target
2015
Target
2,046
276
$220
557
294
11
5,846
$1.3
2,000
100
$300
650
260
15
5,000
$1
2,000
150
$300
600
300
20
5,000
$1.5
19
10
20
20
16
18
29
33
31
65
81
7
15
10
10
15
45
30
60
75
5
15
10
10
15
30
30
60
75
5
Annually
Annually
Annually
$849,000
$500,000
$1M
Human Resources
012.461XXXX
Mission Statement
To provide leadership and partnership in creating and implementing innovative strategies to meet the current and emerging needs of our
diverse workforce and the citizens we serve.
Budget Summary
Operations:
Administration
Training and Employee Development
Employee Relations
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
2,162,270
396,920
209,650
2,768,840
-------
2,414,660
405,650
225,150
3,045,460
9.99%
2,511,920
426,760
244,540
3,183,220
4.52%
2,487,650
423,710
242,950
3,154,310
3.57%
(20)
0
0
0
38
38
38
38
-100.00%
0
Service Description
Administration Division
Administration: The Administration Division oversees the administrative duties of the Department of Human Resources. Services
are rendered not only to City-Parish department heads, managers, and employees but to external customers as well. This division
also acts as an advisor and liaison to the Personnel Board, Metropolitan Council, and other agencies.
Classification and Pay: This unit’s primary function is to develop and monitor salary administration in an effort to maintain an
equitable and competitive pay system for the City-Parish. In addition, this division approves budget changes regarding classification,
pay, and departmental reorganizations through in-depth job studies, analyses of job content questionnaire data, and comparative wage
and salary surveys. Other duties include administering the tuition reimbursement program and maintaining the City-Parish allotment
and pay plans.
Employee Payroll and Benefits: The Employee Payroll unit ensures that all City-Parish employees are paid on an accurate and
timely basis and in accordance with the Rules Governing Employees in the Classified Services. The staff acts as a resource to other
departmental payroll personnel, communicating changes in payroll law and rules as necessary. The Employee Benefits unit
administers a comprehensive health benefit program for active and retired employees and their dependents with health, life, and
dental coverage. In addition, it monitors other optional benefit programs including direct deposit, deferred compensation, and
unemployment benefits. This unit is also responsible for implementation of health and wellness programs for City-Parish employees;
monitoring the drug-testing program; administering the family medical leave program; handling pre-employment and fit-for-duty
activities; and administering the Employee Assistance Program (EAP).
Recruitment and Examination: This unit is responsible for the pre-employment or promotional activities that lead to filling all
classified positions (excluding Fire and Police) within the City-Parish government. This includes examination construction and
validation; examination administration and grading; training and experience analysis and evaluation; job-counseling services;
allotment tracking; validation of personnel requisitions; and certification of qualified applicants to appointing authorities.
Training and Employee Development Division
This Division’s primary function is to provide a program of in-service training for employees to qualify them for advancement.
Ongoing development opportunities are provided for all City-Parish employees, such as basic professional and administrative skills,
computer skills, leadership and supervision, communication, and interpersonal skills.
Employee Relations Division
This Division maintains compliance by the City-Parish government with various federal, state, and local ordinances, regulations, and
rules regarding equal employment opportunity (EEO) and the American with Disabilities Act (ADA). It also administers the
Personnel Board functions and handles progressive discipline documentation and other compliance processes for all City-Parish
employees.
122
Human Resources
Continued
Budget Highlights
Professional Services Contracts
In the Administration Division’s budget, funds are included in the amount of $12,000 for a professional contract to provide legal counsel
for disciplinary hearings and to make recommendations to the Personnel Board, including recommendations on defense litigation and
other matters; $25,000 for service awards for City-Parish employees; $80,000 for actuarial and health benefit consulting services, of
which $48,000 will be funded from the Human Resources budget and the remaining $32,000 from the Risk Management budget; and
$24,050 for copier rentals, maintenance, and services, of which $18,000 will be funded from the Administration Division’s budget and
the remaining $6,050 from the Training and Employee Development Division’s budget. − Approved; however, funding in the amount of
$10,000 was provided for service awards.
In the Training and Employee Development Division’s budget, $25,000 is included for a professional contract with a consultant to
provide educational modules to City-Parish employees, incorporate performance measurement core factors throughout the employment
process, and prepare employees for succession planning. − Approved.
In the Employee Relations Division’s budget, funds are included in the amount of $18,000 for sign language interpreters for the
Metropolitan Council and Planning Commission meetings. − Approved.
Department of Human Resources
Human Resources Director
Personnel Board
Executive Assistant
Assistant Human Resources Director
Senior HR Specialist (2)
Recruitment
& Examination
HR Division Manager
Sr. HR Analyst (3)
HR Analyst (4)
Sr. HR Specialist
HR Specialist
Classification
& Pay
HR Division Manager
Sr. HR Analyst (4)
HR Analyst
Payroll
& Benefits
HR Division Manager
Sr. HR Analyst (2)
HR Analyst (2)
Sr. HR Specialist (5)
123
Employee
Relations
HR Division Manager
Sr. HR Analyst
Sr. HR Specialist
Training & Employee
Development
HR Division Manager
Sr. HR Analyst (2)
Sr. HR Specialist
Human Resources
Continued
Personnel Summary
Job Code
310092
103840
103545
103211
103208
108540
103115
103111
Pay
Grade
2340
2310
2280
2250
2220
2180
1170
1130
Job Title
Human Resources Director
Assistant Human Resources Director
Human Resources Division Manager
Senior Human Resources Analyst
Human Resources Analyst
Executive Assistant
Senior Human Resources Specialist
Human Resources Specialist
Cur
1
1
5
12
7
1
10
1
Total
38
Allotment
Req
Pro
1
1
1
1
5
5
12
12
7
7
1
1
10
10
1
1
38
Fin
0
0
0
0
0
0
0
0
38
0
1. To ensure efficiency in processing departmental and employee applications for pay incentive
programs.
a) Process requests for optional pay adjustments (OPA) within 4 business days
Average # of days to process departmental OPA requests
b) Process requests for tuition reimbursement within 4 business days
Average # of days to process pre-semester requests
Average # of days to process post-semester requests
2. To ensure an equitable and competitive pay system for all City-Parish employees and
prospective applicants.
a) Increase efficiency of compensation surveys through participant evaluations and feedback
in order to continue receiving viable salary statistics
Measure of satisfaction ratings from participants (Scale 1-5)
b) Ensure all occupational groups are surveyed at least once within a 3-year period to stay
current with market salary trends
% of occupational groups surveyed in last 3 years
3. To complete new grading credits for all City-Parish class specifications still utilizing the old
grading system by the end of 2014 (approximately 429 classified class specifications).
a) # of grading credits completed each year
4. To review and/or revise newly created grading credits for all City-Parish class specifications
to reflect recently developed consistency standards and to facilitate grading efficiency.
a) # of grading credits completed each year
5. To meet the personnel needs of City-Parish departments and ensure continuance of services to
City-Parish employees and the public.
a) # of job announcements
b) # of applications received/processed
c) of applicants hired/positions filled
6. To ensure that Training Development Institute (TDI) instructors provide effective training
opportunities for City-Parish employees and the employees of other City-Parish agencies
within their own departments.
a) # of training hours provided by TDI instructors to City-Parish employees
b) # of City-Parish employees trained by TDI instructors
c) Effectiveness of TDI instructor training (Scale 1-5)
124
2013
Actual
2014
Target
2015
Target
1.00
3.00
3.00
0.98
0.53
3.00
3.00
3.00
3.00
4.00
3.50
3.50
100%
100%
100%
33
70
Project
Complete
n/a
n/a
25
504
4,072
417
450
2,450
250
500
3,020
390
3,460
567
4.82
2,600
1,300
3.70
2,800
1,400
3.80
Human Resources
Continued
Effective and Efficient Government (Continued)
7. To ensure that Training and Employee Development (TED) instructors provide effective
training opportunities for all City-Parish employees and the employees of other City-Parish
agencies.
a) Training hours provided by TED instructors to City-Parish employees
# of training hours in ethics
# of training hours in defensive driving
# of training hours in other courses (Includes ethics and defensive driving for 2013 )
b) City-Parish employees trained by TED instructors
# of employees trained in ethics
# of employees trained in defensive driving
# of employees trained in other courses (Includes ethics and defensive driving for 2013)
c) Effectiveness of TED instructor training (Scale 1–5)
8. To reduce the number of supplemental paychecks issued in a year by increasing our training
of payroll clerks in the field.
a) # of supplemental paychecks
9. To maintain compliance with the Drug Ordinance.
a) # of random drug screens per year (cost is $36 or $43 per screen)
b) # of positive random drug screens per year
10. To maintain compliance in the areas of Equal Employment Opportunity (EEO) and
Americans with Disabilities Act (ADA) within City-Parish government.
a) # of EEO complaints
b) # of ADA requests
11. To ensure an efficient, thorough, and impartial process for City-Parish EEO and ADA
complaints and requests.
a) Conduct EEO complaints from receipt to completion within 45 days
Average # of days to process EEO complaints
b) Conduct ADA complaints from receipt to completion within 90 days
Average # of days to process ADA complaints
125
2013
Actual
2014
Target
2015
Target
5,820
3,608
14,990
4,000
1,600
10,000
4,000
1,600
10,000
3,964
902
7,087
4.82
4,000
400
6,000
4.00
4,000
400
6,000
4.00
78
80
80
790
7
750
15
775
12
54
3
40
10
35
10
20
35
35
2
40
30
Risk Management
012.4630000
This non-departmental budget is administered by the Department of Human Resources and the Parish Attorney’s Office. Under the
City-Parish self-insurance program, this non-departmental budget provides funding for the payment of judgments, settlements, and
claims in the following areas: general liability, auto liability, fire and extended coverage, police liability, and unemployment for
General Fund departments. This budget also provides funding for the second-injury assessment relative to workers' compensation
claims, professional liability premiums, and surety bond premiums.
2013
Actual
Budget Summary
Operations:
Employee Benefits
Total Appropriation
2014
Budget
Request
2015
Proposed
343,960
3,404,320
3,748,280
448,400
4,473,300
4,921,700
448,400
5,248,890
5,697,290
448,400
5,115,030
5,563,430
-------
31.31%
15.76%
13.04%
Final
Budget Highlights
Beginning in 2003, health and dental insurance premiums for retirees were funded in each departmental budget in the PostEmployment Benefits line item. For 2015, 12% of payroll of regular employees eligible for health and dental insurance coverage will
be charged for post-employment benefits.
Several professional services contracts for medical services and claims adjusting services are requested in the 2015 budget. Details
are included under Professional and Operating Services Contracts in the Budget Detail Section.
In 2014, the Metropolitan Council authorized a settlement of $2.5 million on Resolution 50894, dated 6/25/2014, payable over five
years. After an initial payment of $500,000, quarterly installments of $100,000 began in the third quarter of 2014; this budget
includes $400,000 for 2015 installments. − Approved.
– Authorization is hereby requested to close any remaining balances as of December 31, 2015, to the respective insurance reserve
accounts.
Graphical Summary
Comparison of Annual Premiums
HDHP - Single
$670.32
$4,819.68
$10,826.64
$3,881.28
HDHP - Family
$4,819.68
$1,940.40
POS - Single
$7,873.68
POS - Family
$10,826.64
$4,819.68
$1,523.28
HMO - Single
$10,826.64
$6,184.32
HMO - Family
$-
$2,000
$4,000
$6,000
$8,000
Employee
126
$10,000 $12,000 $14,000 $16,000 $18,000 $20,000
Employer
Police Department
012.50XXXXX
Mission Statement
To serve the public by furthering the partnership with our community to protect life and property, to build capacities to maintain order,
prevent crime, resolve problems, and apprehend criminals in a manner consistent with the law and reflective of shared community
values.
Budget Summary
Sources of Funds:
Fund Balance - Designated for Police
Self Generated and Dedicated Revenues:
Property Taxes
Sale of Reports & Photos
Confiscated Funds
Reimbursement for Overtime
Other Police Revenues
On-Behalf Payments
General Fund
Uses of Funds:
Operations:
Administration
Uniform Patrol Bureau
Operational Services Bureau
Communications
Special Operations
Criminal Investigation Bureau
Dedicated Funds
Total Appropriation
Capital Expenditures (Fund 3XX)
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
265,990
0
0
0
1,709,550
252,530
120,000
60,850
599,000
397,590
215,490
3,763,700
75,091,160
82,475,860
1,745,610
250,000
115,000
20,000
400,000
388,000
200,000
4,016,000
76,990,930
84,125,540
1,745,610
250,000
120,000
20,000
400,000
387,000
200,000
3,969,000
78,630,830
85,722,440
1,779,120
250,000
120,000
20,000
400,000
387,000
200,000
3,969,000
79,631,350
86,756,470
-------
2.53%
2.13%
3.43%
7,954,240
41,199,200
12,121,810
3,849,390
0
16,964,730
386,490
82,475,860
-------
8,015,680
42,779,750
11,356,460
4,270,860
0
17,587,790
115,000
84,125,540
2.00%
9,466,930
36,660,210
8,333,080
4,313,870
9,665,020
17,163,330
120,000
85,722,440
1.90%
9,811,740
37,529,800
8,301,190
4,301,450
9,628,580
17,063,710
120,000
86,756,470
3.13%
507,510
1,000,000
0
1,000,000
886
886
887
887
0
Service Description
The Administration Division provides leadership, management, and administration over the other three divisions of the Police
Department. In addition, the Division provides planning and analysis support, coordinates the development of the operating budgets,
and monitors expenditures.
The Uniform Patrol Bureau prevents and deters crime through high visibility patrol, apprehension of offenders, responding to citizen
requests, and emphasis on building community relations. This division is also responsible for enforcement of all traffic ordinances
and parking regulations.
The Operational Services Bureau maintains records for traffic and criminal cases. It also handles and assists other agencies on latent
and fingerprint matters. Other functions of this division are to provide training services, to enforce alarm-use and licensing fees, and
to register bicycles in the city limits. This division procures and records reliable crime statistics, enabling police personnel to analyze,
forecast, and map crime patterns.
127
Police Department
Continued
The Criminal Investigations Bureau conducts investigations of all unsolved crimes, leading to the apprehension and conviction of
the perpetrators of those crimes.
The Special Operations Bureau is being formed in 2015 to reorganize the organizational chart and move several offices into one new
division that primarily provides traffic control and security for special events, parades, sporting events, hostage situations, and conduct
search warrants, etc.
The purpose of the Dedicated Funds Division is to allow for the use of funds generated from state confiscated narcotics monies.
Title 21 of the United States Code 881 (e), and Title 19, U.S.C. 1616, authorize the U.S. Attorney General to transfer forfeited
property to any federal agency or to any state or local law enforcement agency that directly participates in the acts leading to the
seizure or forfeiture.
Budget Highlights
In addition to funds provided in this budget, the Police Department receives federal forfeited funds, which are accounted for in a
Special Revenue Fund (Fund 117).
Personal Services/Employee Benefits: Funding has been included for an academy of 25 Officers to begin in February. Salary
savings amounts requested for 2015 were based on anticipated retirements, resignations, and vacancies. A Deputy Chief position is
being requested. − The proposed budget includes funding for two academies of 30 Officers each to begin in February and October. A
Police Major position will be deleted upon retirement of the incumbent, thereby allowing the Deputy Chief allotment to be filled.
Funding in the amount of $4,845,880 is being requested for regular overtime (excluding associated benefits), football games, holidays,
and some specialized enforcement on an “as needed” basis. Court appearance overtime expenditures in the amount of $600,000 are
being requested for 2015 expenditures. − Approved.
Professional Services Contracts: Professional services contracts are being requested for 2015: for legal services to represent the
Chief of Police in all matters before the Municipal Fire and Police Civil Service Board, $39,000; for psychological pre-employment
testing for new recruits and “fit-for-duty” testing for employees, $26,400; for polygraph testing for new hires, $20,000; for
maintenance on Mobile Vision servers for in-car camera systems, $27,000; MorphoTrak, Inc., for maintenance on AFIS LiveScan,
Mug Shot Display Workstations, printers, and power supply, $60,000; Application Data Systems, Inc. (ADSI), for maintenance on
several software applications used by the Police Department, $52,770; MMR Constructors, Inc., for maintenance of security canopy
software, infrastructure, equipment, $32,000; for maintenance on Mobile Wireless network security for department laptops (including
vehicles), $24,640; Shotspotter Inc., for maintenance of gunshot detection and locator systems, $212,000; and for renewal of a
contract with the Sexual Trauma & Awareness Response Center, LLC (STAR) whose three-year contract, in the amount of $20,000
annually, will expire 12/31/14.
Inventoried Assets: Funding in the amount of $53,600 is requested in the 2015 budget for 10 motorcycle helmet radios, various
furniture and office equipment, forensic computer upgrades, a fire resistant cabinet, and various public safety equipment and
accessories. − Approved.
− Authorization is hereby requested to transfer any remaining retirement balances in the Police Department as of December 31, 2015
to the Retirement System so as to provide additional funding toward the unfunded actuarial accrued liability in the Police Guarantee
Trust.
The Police Department has submitted an itemized supplemental request in excess of $18 million for various public safety/capital
needs. Approximately $4.75 million of this request is for over 200 new police units and associated accessories. The entire request is
on file in the Finance Department. − The proposed budget includes funding in the amount of $1 million for the purchase of vehicles.
128
Police Department
Continued
Personnel Summary
Job Code
420
NEW
5025
5020
5015
5010
5104
5108
5110
5107
5005
5105
5127
5125
5145
5128
5111
5106
5135
5130
NEW
114230
114225
100550
100548
100090
100260
102310
102305
102350
114215
114237
114235
114220
105655
110630
110625
110620
110132
110090
110645
110435
111130
111108
113125
113105
Pay
Grade
3200
3180
3170
3160
3150
3140
3130
3121
3110
3101
3090
3080
3070
3060
3050
3070
3040
3020
3020
3010
3175
2250
1140
2250
2220
1150
2180
2220
1200
1200
2160
1140
1110
1110
1140
1150
1130
1110
1090
1070
1140
1130
1110
1090
1100
1050
Job Title
Police Chief
Deputy Chief of Police**
Police Major **
Police Captain
Police Lieutenant
Police Sergeant
Police Communications Supervisor *
Police Communications Officer II (42 hrs) *
Police Supply Officer *
Police Communications Officer I (42 hrs) *
Police Officer
Secretary to the Police Chief
Crime Intelligence Analyst
Police Automotive Motorcycle Mechanic
Police Latent Print Examiner
Crime Stoppers Information Analyst
Police Criminal Information Specialist II
Police Criminal Information Specialist I
Police Fingerprint Technician II
Police Fingerprint Technician I
Police Forensic Scientist
Police Forensic Scientist
Police Evidence Technician
Police Business Manager
Assistant Police Business Manager
Crime Statistician
Computer Programmer/Systems Analyst II
Computer Programmer/Systems Analyst I
PC LAN Specialist
Accreditation Analyst
Senior Crime Specialist
Crime Specialist
Accreditation Specialist
Police Victim Advocate
Clerical Specialist
Records Supervisor
Fiscal Specialist
Senior Stock Clerk
Stock Clerk I
Cur
1
0
2
22
55
116
2
9
1
41
502
1
2
2
1
1
3
13
3
12
0
2
2
1
1
3
2
1
1
3
1
1
4
1
1
2
3
10
16
35
1
1
1
2
1
1
Total
886
Allotment
Req
Pro
1
1
1
1
2
2
22
22
55
55
116
116
2
2
9
9
1
1
41
41
502
502
1
1
2
2
2
2
1
1
1
1
3
3
13
13
3
3
12
12
2
2
0
0
2
2
1
1
1
1
3
3
2
2
1
1
1
1
3
3
1
1
1
1
4
4
1
1
1
1
2
2
3
3
10
10
16
16
35
35
1
1
1
1
1
1
2
2
1
1
1
1
887
Fin
887
Notes: In addition to the above salaries, employees in the 31XX pay-grade series, as well as Police Officers, receive $6,000 in state supplemental pay
after one year of service.
* Denotes employees in the 31XX pay grade series that are not eligible for state supplemental pay.
** A Police Major position will be deleted upon retirement of the incumbent, thereby allowing the Deputy Chief allotment to be filled.
129
0
Police Department
Continued
Chief of Police
Deputy Chief
Operational Services (115) &
Communication (52)
Alarm Enforcement (1,2)
Bicycle Registration (2,1)
Crime Information Unit (17,0)
Crime Stats & Research (0,5)
Criminal Records (1,19)
Fingerprints (12,1)
Firearms (3,0)
Fleet Management (6,1)
Latents (2,0)
Operational Services (2,1)
PPT (4, 0)
Technological Support (3,5)
Traffic Records (1,17)
Training Services (8,1)
Communications (52,0)
Total (114, 53)
Note:
Administration (69)
Accounting (0,9)
B.R.A.V.E. (9,0)
Chief’s Office (14,5)
Community Services (5,0)
Health & Safety (2,1)
Intelligence (6,1)
Internal Affairs (7,1)
Mayor’s Security (2,0)
Operational Management
(1,1)
Professional Standards (0,2)
Supply (1,2)
Total (47,22)
Uniform Patrol (397)
Patrol Administration (7,1)
1st District (85,0)
2nd District (79,0)
3rd District (75,0)
4th District (74,0)
Housing Authority (2,0)
Misdemeanor (5,1)
PPB (8,0)
Police Vacancies (60,0)
Total (395,2)
Criminal Investigations (169)
Auto Theft (6,1)
Burglary/Pawn (17,2)
Crime Scene (14,0)
Criminal Administration (4,1)
Evidence (3,3)
Financial Crimes (12,1)
Homicide (16,2)
Investigative Support Unit
(12,2)
Juv./Sex/Computer Crimes
(13,1)
Major Assaults (11,1)
Narcotics (31,2)
Robbery (11,1)
High Tech Support (2,0)
Total (152,17)
Special Operations (85)
Traffic Bureau (53,1)
SRT (9,0)
Air Support (6,0)
Explosive/HazMat (1,0)
Mounted Patrol (4,0)
K-9 Division (11,0)
Total (84,1)
Numbers represent personnel allotted in each area as of 1/1/2015, with the first number in parentheses representing municipal
police personnel (792 of which 699 are sworn police personnel) and the second number representing non-municipal personnel
(95). The vacant officers reflected under Uniform Patrol are anticipated to be filled through the February and October, 2015
academies.
Fleet Summary
AUTOMOBILES
YEAR
2013
2012
2011
2010
2009
2008
2007
2006
2005
TOTAL
UNITS
93
119
37
17
166
137
100
39
22
730
AVERAGE MILES
Less than 5,000
Less than 30,000
30,000-50,000
50,000-60,000
60,000-70,000
70,000-80,000
80,000-90,000
90,000-100,000
Over 100,000
MOTORCYCLES
% OF
TOTAL
13%
16%
YEAR
2012
2010
5%
2%
23%
19%
14%
5%
3%
100%
2009
2008
TOTAL
130
UNITS
10
10
9
9
38
AVERAGE MILES
Less than 5,000
5,000-15,000
15,000-25,000
25,000-40,000
% OF
TOTAL
26%
26%
24%
24%
100%
Police Department
Continued
2013
Actual
2014
Target
2015
Target
Public Safety
1.
To reduced crime by maintaining Uniform Crime Reporting (UCR) clearance rates at
levels greater than or equal to the established “Performance Objective”.
a) Increase rates by collecting more high quality evidence
► # of interview and Interrogation courses conducted
► # of Crime Scene personnel attending training courses on advanced techniques
b) Uniform Crime Reporting Clearance Rates (The target clearance rate each year is to
exceed the latest published Group II average)
Violent Crimes:
► Homicide
►Negligent Manslaughter
►Rape
►Robbery
►Aggravated Assault
4
0
4
1
4
1
53.10%
80%
52.70%
31.40%
43.10%
63.50%
100%
41.80%
28.30%
53.60%
59.50%
100%
36.10%
27.80%
52.70%
10.70%
14.80%
5.70%
10.80%
19.30%
8.20%
11.20%
20.80%
10.00%
17.20%
17.20%
20.70%
Performed
monthly
As needed
As needed
Upon
Discovery
Upon
Discovery
Upon
Discovery
49
5
74
974
1,030
2,132
56
2
62
991
1,140
2,251
52
2
71
935
989
2,047
Property Crimes:
► Burglary
► Larceny
► Auto Theft
Total Property Crimes
3,264
7,648
506
11,418
3,670
7,440
462
13,823
3,133
7,342
486
10,961
Total All Crimes
13,550
16,074
13,008
Property Crimes:
►Burglary
►Larceny
►Auto Theft
2.
Total All Crimes
Reduce Part I Uniform Crime Reporting (UCR) Offenses to levels lower than or equal to
the established “Performance Objective”.
a) The Crime Statistics and Research Division (CSRD) will increase the volume of
analysis performed by:
► Continue inter-agency information exchanges with the East Baton Rouge
Parish Sheriff’s Department concerning crime statistics to improve pattern and trend
analyses in the baton rouge area.
► Routinely provide detective division with analyses of major crimes.
b)
Community Policing Division will educate the community in methods to reduce the
risk of being a victim of crime.
► Continually increase the number of public seminars.
► Provide public awareness displays at local events.
c)
Uniform Crime Reporting Offenses
Violent Crimes:
► Homicide
► Negligent Manslaughter
► Rape
► Robbery
► Aggravated Assault
Total Violent Crimes
131
Police Department
Continued
2013
Actual
2014
Target
2015
Target
Public Safety (Continued)
3.
4.
5.
6.
To continue the low response time to emergency calls for service as compared to the
benchmark cities with an average response time of 12-15 minutes.
a) Total response time
b) # of marked vehicles equipped with in-car camera video system
c) # of marked vehicles equipped with mobile data laptop computers
d) Benchmark against selected cities of similar size and characteristics
To maintain the fleet at approximately 828 vehicles, with maximum mileage of 100,000
and not older than 3 years.
a) # of new vehicles ordered and received
b) $ spent on maintaining fleet
c) $ received in sale of deadlined units
d) $ received in sale of auctioned units
e) Average cost of new marked fully equipped vehicle (excluding computer & radio)
To maintain re-accreditation status
a) Update department policies and procedures according to CALEA standards
b) Re-evaluate all general orders and intra-divisional procedures annually
c) Distribute revised general orders via electronic mail
To develop and completely implement a comprehensive community policing strategy.
a) Reduce calls for service for alarms.
b) Create a “Model District” to implement and document key elements of the
Department’s Community Policing Strategy for evaluation
5:55
374
536
7:00
400
500
7:00
375
560
5
$1,776,832
$0
$66,661
$32,864
200
$1,859,000
$0
$150,000
$38,000
200
$1,859,000
$0
$150,000
$33,000
By 1,000
By 1,000
By 1,000
79th
27
455
2
80th
35
435
2
81st
25
450
2
1.
To address human resource issues by improving recruiting, hiring, training and
personal development processes.
a) Use Leadership Academy, community policing training, and other training and
development opportunities as ways to enhance performance, effectiveness and
professionalism of all department leaders and officers.
b) Basic Training Academy (19 weeks/session)
► # of graduates
c) Applicants screened
d) Full-time recruiter appointed
e) Evaluate and redesign Field Training Officer program to CALEA standards
f) Initiation of an early intervention system by the IA Division whereby an officer
against whom there are a disproportionate number of citizen’s complaints for abuse
or misconduct can be observed and measures taken to reform the officer’s conduct.
132
Fire Department
012.51XXXXX
Mission Statement
To maximize the Fire Department’s ability to protect life, reduce injury, and conserve property through continuous training, planning, and
public education.
Budget Summary
Sources of Funds:
On-Behalf Payments
General Fund
2013
Actual
2014
Budget
Request
3,143,190
43,164,980
46,308,170
3,367,750
44,121,610
47,489,360
3,452,000
44,765,440
48,217,440
3,452,000
44,473,310
47,925,310
0
0
0
-------
2.22%
1.46%
0.80%
-100.00%
1,541,640
644,140
34,972,810
492,920
1,237,380
1,040,080
1,964,470
4,414,730
46,308,170
1,503,830
683,120
36,848,370
487,700
1,159,190
979,220
1,930,000
3,897,930
47,489,360
1,458,080
664,640
37,539,050
498,880
1,163,590
994,390
1,945,620
3,953,190
48,217,440
1,458,380
665,810
37,237,680
494,790
1,153,540
988,460
1,973,370
3,953,280
47,925,310
0
0
0
0
0
0
0
0
0
-------
2.55%
1.53%
0.92%
-100%
(86,540)
0
0
750,000
610
610
610
610
Operations:
Administration
Fire Training
Fire Suppression
Fire Investigations
Fire Prevention
Hazardous Materials
Fire Communications
Special Services
Total Appropriation
Personnel Allotted
2015
Proposed
Final
0
Service Description
The Administration Division functions directly under the Fire Chief. The division personnel act in an advisory capacity to the Fire Chief
and furnish information on the operations of all phases of the Fire Department. This division maintains personnel, budget, financial, and
safety records. It organizes, analyzes, and prioritizes this data so that recommendations may be directed to the Fire Chief for use in
running the day-to-day and long-range operations of the department.
The Training Division is responsible for the initial and continued training of all firefighters. Initial training consists of a 14-week rookie
school which includes Emergency Medical Technician and Fire Fighter I training and education prior to certification examinations. This
division coordinates all continuing education, training, and examinations for national certification in EMT and all areas of firefighting.
The Fire Suppression Division is the division that actually fights fires. It is the most visible part of the Fire Department, since these are
the personnel in the public eye as they respond to fires, automobile accidents, first aid calls, etc. This division is responsible for the
protection of life and property from perils of fire and other emergencies, through the execution of the latest methods in rescue, first aid,
and firefighting.
The Fire Investigations Division comprises the Fire Investigators commissioned by the State Fire Marshal under the authority of LRS
40:1563. This division’s main purpose is to investigate fires to ascertain their cause and origin so as to determine whether the fire is a
result of carelessness or of design. It is the Fire Investigations Division’s duty to investigate all suspicious fires from time of inception to
133
Fire Department
Continued
time of prosecution. In the event there is a fire death or burn victim, investigators conduct a complete investigation. If a fire is
determined to be arson, this division works toward the investigation, collection of evidence, arrest of suspects, court appearance, and
ultimately the conviction of the arsonist.
The Fire Prevention Division is responsible for the enforcement and regulation of fire codes. This division inspects and abates existing
and potential fire hazards and recommends fire prevention standards. Fire Prevention also conducts year-round fire safety programs for
the general public, schools, hospitals, industry, business, and civic and fraternal organizations.
The Hazardous Materials Division is responsible for the command and coordination of city and parish emergency services in the event
of an incident involving hazardous materials in accordance with the 1986 East Baton Rouge Parish Hazardous Materials Response Plan.
The purpose of such coordination is to control and minimize the potential threat to citizens, the environment, and the resources of industry
and local, state, and federal government agencies.
The Fire Communications Division is responsible for the dispatching of all fire personnel and equipment when citizens call. The first
contact of the general public in seeking aid lies with this division; therefore, a high degree of skill and professionalism on the part of
personnel in this division will result in rapid response to an emergency, thereby reducing the possibility of the loss of life and the amount
of fire damage to property.
The Special Services Division is responsible for the upkeep, maintenance, and repair of all Fire Department buildings, apparatus, tools,
and equipment and for distribution and issuance of materials and supplies necessary for the operations of the Fire Department. This
division coordinates the activities and record keeping of the Mechanic Shop, the Supply Room, the Building Maintenance Shop, and the
Fire Equipment Technician. This division also acts as liaison between the Baton Rouge Fire Department and all East Baton Rouge Parish
Fire Protection Districts.
Budget Highlights
Funding has been included for an academy of 15 firefighters to begin in May 2015. − Approved.
Of the $500,100 requested in the Inventoried Assets category, $500,000 comes from the amount set aside annually for this
departments capital purchases. Funding will be used towards the purchase of 150 sets of bunker gear ($345,000), 8 portable radios
($29,600), 30 desktop computers ($36,000), 20 laptop computers ($28,000), 5 lawnmowers ($24,500), 10 generators ($20,000), and 10
positive pressure supervacs ($17,000). − Approved.
Non-recurring funding totaling $1,971,200 is requested for the purchase of three new hose monitors ($16,200) and the replacement of
two pumper trucks ($800,000), an aerial truck ($730,000), a rescue unit ($300,000), and five fleet vehicles ($125,000). − The
proposed budget includes funding in the amount of $750,000 for renovations to Station #12 located on Government Street.
134
Fire Department
Continued
Baton Rouge Fire Department
Fire Chief
Administration
Chief of
Operations*
Admin. Asst. to
the Fire Chief**
Chief of Research &
Statistial Analysis
Budget &
Accounting
Administrator
Fire Public
Information Officer
Chief Fire Safety
Officer
Fire Safety
Officer (4)
Secretary to the
Fire Chief
Training
Suppression
Chief Training Officer
Deputy Fire Chief (3)
Asst. Chief Training
Officer
Asst. Fire Chief (3)
Fire Records
Clerk (2)
Training Officer (4)
District Fire Chief (21)
Fire Captain (115)
Fire Equipment Oper. (119)
Fire Fighter (260)
Fire Records Clerk
Asst. Fire Public
Information Officer
Fire Records Clerk
Investigations
Prevention
Hazardous Materials
Communications
Special Services
Chief Fire Investigator
Fire Prevention Chief
Chief of Hazardous
Materials
Chief Fire
Communications
Officer
Chief of Special
Services
Asst. Chief Fire
Investigator
Asst. Fire Prevention
Chief
Asst. Chief of
Hazardous Materials
Asst. Chief Fire
Communications
Officer
Asst. Chief of Special
Services
Fire Investigator (3)
Fire Inspector II (8)
Fire Inspector I (2)
Fire Records Clerk
Fire Comm. Officer III (4)
Fire Comm. Officer II (4)
Fire Comm. Officer I (12)
Hazardous
Materials Officer
(9)
Fire Services &
Supply
Technician (6)
Chief Fire
Apparatus
Technician
Fire Records
Clerk
Fire Records Clerk
Fire Apparatus
Technician (4)
*The Chief of Operations, under the direction of the Fire Chief, immediately supervises the Fire Training, Fire Suppression, Hazardous
Materials, and Special Services divisions.
**The Administrative Assistant to the Fire Chief performs liaison duties for the Fire Chief with the following divisions: Fire Investigations, Fire
Prevention, and Fire Communications.
135
Fire Department
Continued
Personnel Summary
Job Code
173830
173350
170190
170170
173755
171150
170160
173120
173635
173320
173432
173225
170180
173751
172230
171145
170155
173630
173431
173220
170175
173749
170135
170130
170150
172215
173130
173215
173115
173615
170120
170115
170110
170105
171125
171120
171115
173140
173105
173150
Notes:
Pay
Grade
7095
7090
7080
7260
7085
7080
7080
7080
7080
7080
7080
7080
7080
7080
7065
7060
7060
7060
7060
7060
7060
7060
7035
7020
7035
7035
7035
7035
7235
7235
7235
7220
7210
7201
7130
7125
7120
7019
7014
7060
Job Title
Fire Chief
Chief of Operations
Deputy Fire Chief
Assistant Fire Chief
Administrative Assistant to the Fire Chief
Chief Fire Communications Officer
Chief Fire Investigator
Chief Fire Safety Officer
Chief of Hazardous Materials
Chief of Research & Statistical Analysis
Chief of Special Services
Chief Training Officer
Fire Prevention Chief
Fire Public Information Officer
Chief Fire Apparatus Technician
Assistant Chief Fire Communications Officer
Assistant Chief Fire Investigator
Assistant Chief of Hazardous Materials
Assistant Chief of Special Services
Assistant Chief Training Officer
Assistant Fire Prevention Chief
Assistant Fire Public Information Officer
Fire Inspector II
Fire Inspector I
Fire Investigator
Fire Apparatus Technician
Fire Services and Supply Technician
Training Officer
Fire Safety Officer
Hazardous Materials Officer
District Fire Chief
Fire Captain
Fire Equipment Operator
Firefighter
Fire Communications Officer III
Fire Communications Officer II
Fire Communications Officer I
Secretary to the Fire Chief
Fire Records Clerk
Budget & Accounting Administrator
Cur
1
1
3
3
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
8
2
3
4
6
4
4
9
21
115
119
260
4
4
12
1
7
1
Total
610
Allotment
Req
Pro
1
1
1
1
3
3
3
3
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
8
8
2
2
3
3
4
4
6
6
4
4
4
4
9
9
21
21
115
115
119
119
260
260
4
4
4
4
12
12
1
1
7
7
1
1
610
610
Fin
0
In addition to the above salaries, most employees in the 7XXX pay grade series receive $6,000 in state supplemental pay after one
year of service, in accordance with state law, L.R.S. 33:2002. The Fire Records Clerks, the Secretary to the Fire Chief, and the
Budgeting & Accounting Administrator do not receive state supplemental pay. To be eligible all other positions must complete and
pass a certified fireman’s training program.
In 2015, the Baton Rouge Fire Pay Enhancement Fund will account for 24.7% of the salaries and benefits of the City of Baton
Rouge Municipal Fire personnel, with the remainder of salaries and benefits funded from the General Fund budget.
136
Fire Department
Continued
2013
Actual
Public Safety
1. To provide professional public services through a Class 1 fire department.
a) ISO/Class rating achieved
b) Fire death rate (Southern average – 15.6 deaths per million)
2. To promote fire safety through public education and public awareness programs.
a) Education activities
# of Fire Safety House demonstrations
% of citizens in Baton Rouge reached by fire education classes
b) Inspection activities
# of commercial buildings inspected annually
% of commercial buildings inspected annually
3. To expand efforts to promote and improve employee safety.
a) # of work-related injuries
b) # of days lost from work-related injuries (8-hour days)
4. To promote professional qualifications of BRFD employees.
a) # of employees with EMT certification
b) # of employees with Firefighter I certification
c) # of employees with Firefighter II certification
d) # of employees with Hazardous Material Awareness certification
5. To provide job-related training that teaches the latest technology in fire safety/ fire
rescue/ emergency first responder care.
a) # of training hours provided in-house
b) # of drill ground hours
137
2014
Target
2015
Target
1
4
1
2
1
0
29
8.95%
30
9.00%
30
9.20%
18,532
100.00%
18,532
100.00%
18,532
100.00%
53
913
25
450
25
450
406
456
318
518
441
491
353
553
451
501
363
563
127,399
48,952
127,500
49,000
127,600
49,050
Emergency Medical Services – Prison Medical Services
012.5240001
Mission Statement
The primary mission of the Prison Medical Services Division is to provide medical, dental, and psychiatric services to all inmates
incarcerated at EBRP Prison in accordance with the guidelines of National Health Care Standards and to deliver these services as
efficiently, expeditiously, and cost-effectively as possible.
2013
Actual
Budget Summary
Sources of Funds:
General Fund
2015
Proposed
Request
Final
44,830
4,087,810
4,132,640
55,000
4,488,440
4,543,440
55,000
5,214,100
5,269,100
55,000
4,544,050
4,599,050
0
0
-------
9.80%
16.17%
1.24%
-100.00%
1,656,380
760,330
1,146,970
568,960
4,132,640
1,853,880
912,600
921,790
855,170
4,543,440
1,799,820
901,510
1,523,850
1,043,920
5,269,100
1,799,820
879,910
997,750
921,570
4,599,050
0
0
0
0
0
-------
9.94%
15.97%
1.22%
-100.00%
36
36
36
36
0
Uses of Funds:
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
2014
Budget
Personnel Allotted
Budget Highlights
The 2015 budget request is based upon staffing needs and professional services contracts required to maintain daily operations at a
level consistent with community standards.
Due to the closure of Earl K. Long Memorial Hospital, the City-Parish has had to absorb increased medical costs for inmates.
A total of $510,000 is requested in Other Professional Services to provide for a medical director, staff physician, dentist, psychiatrist,
a psychiatric nurse practitioner, an infectious disease physician, and x-ray technician. Funding requested in the amount of $1,990,000
provides for pharmacy services, laboratory services, obstetric care, dialysis treatment for inmates, oral surgery, mental health
discharge planning, and a contract for electronic records maintenance. − See Professional and Operating Services Contracts in the
Budget Detail section for approvals.
Collections From Inmate Billing Program
74,400
75,000
65,000
59,802
63,015
64,000
68,740
67,080
56,140
55,000
46,870
44,830
11-12
12-13
45,000
35,000
25,000
15,000
04-05
05-06
06-07
07-08
138
08-09
09-10
10-11
Continued
Personnel Summary
Job Code
120770
120766
105590
120764
110655
120768
120763
120760
110630
110625
110132
Pay
Grade
2270
2260
2260
2230
2190
2160
1211
1201
1150
1130
1090
Job Title
Prison Health Care Manager
Nursing Services Director
Licensed Clinical Social Worker
Assistant Nursing Services Director
Medical Records Administrator
Assistant to the Prison Health Care Manager
Senior Prison Health Care Technician
Prison Health Care Technician
Total
Cur
1
1
1
2
1
1
5
20
1
2
1
36
Allotment
Req
Pro
1
1
1
1
1
1
2
2
1
1
1
1
5
5
20
20
1
1
2
2
1
1
36
Fin
36
0
2013
Actual
2014
Target
2015
Target
1.
2.
To assure that inmates receive timely medical screening and appropriate care.
a) % of inmates screened within 12 hours of admission to the prison Monday through Friday and
48 hours Saturday and Sunday
b) % of inmates’ outside pharmacy medication verified within 72 hours
To assure that clinical employees maintain skill levels for all areas of care.
a) % of clinical employees that will attend 12 hours of continuing education
b) # of classes offered by Training Development Institute certified employees
85%
75%
95%
85%
95%
95%
100%
12
100%
16
100%
16
232
N/A
N/A
N/A
300
10
10
200
300
10
10
350
N/A
50
50
N/A
N/A
N/A
50
20
75
50
20
75
Public Safety
1.
Provide on-site medical services for inmates to reduce escape.
a) # of Telemedicine services for chronic care clinics
b) # of Mental Health Risk Assessments*
c) # of ultrasounds performed*
d) # of Mental Health Discharge/Community Linkage clients seen*
1. Provide health education to inmates and community.
a) # of HIV community linkage case management clients seen*
b) # off-site services*:
Emergency Department service visits not covered by Department of Corrections (DOC)
Emergency Department service visits covered by DOC
Specialty clinic patients not covered by DOC
* New performance measurements
139
Juvenile Services
012.53XXXXX
Mission Statement
The mission of the Department of Juvenile Services is to help change lives, build futures, and restore hope to troubled juveniles and
families through effective delivery of transformative services, restorative community-based programs, probation supervision, and
short-term detention to increase public safety, redirect behavior, and undergird parental supervision.
Service Description
Administration
The Administration Division coordinates the efforts of the Probation and Family Services and the Juvenile Detention Facility
Divisions and provides administrative oversight for those two divisions.
Probation and Family Services Division
The Intake Section processes new cases into the department from the District Attorney’s Office, Juvenile Court, and walk-ins, and
archives closed cases. The Probation Section monitors offenders on supervised probation to ensure that probation conditions are
being fulfilled. The Families in Need of Services (FINS) program is designed to help families remedy self-destructive behaviors. It
coordinates appropriate community services to benefit the youth and improve family relations, and it refers cases to the District
Attorney’s Office for formal proceedings, as needed.
Detention Facility Division
The function of this division is to provide physical care, secure custody, and educational and recreational programs to youth during
their placement in the detention facility.
Budget Summary
Sources of Funds:
Vending Machines
General Fund
Uses of Funds:
Operations:
Administration
Probation & Family Services
Detention Facility
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
160
1,250
2,740
156,500
4,373,880
4,534,530
600
500
4,000
155,000
4,930,410
5,090,510
600
1,000
4,000
155,000
5,007,360
5,167,960
600
1,000
4,000
155,000
4,985,850
5,146,450
-------
12.72%
1.56%
1.12%
354,920
1,578,230
2,601,380
4,534,530
386,070
1,858,760
2,845,680
5,090,510
385,310
1,909,960
2,872,690
5,167,960
388,050
1,898,000
2,860,400
5,146,450
-------
12.26%
1.52%
1.10%
44,090
0
0
0
0
85
85
85
85
0
140
2015
Proposed
Request
Final
Juvenile Services
Continued
Budget Highlights
It is requested that the Special Program Supervisor in the Administration Division be deleted in order to add a Senior Juvenile
Probation Officer/Post Certified to the Probation Division. Since funding for the Juvenile Accountability Incentive Block Grant
(JAIB) will cease on March 31, 2015, the employee currently managing this program will be transferred back to the General Fund
upon termination of the grant. − Approved.
Juvenile Services is also requesting approval of professional services contracts in excess of $17,500 with a medical provider
($106,000), a doctor ($36,000), a psychiatrist ($30,000) and a psychologist ($75,000). The department also plans to enter into several
smaller professional services contracts for various psychological, psychiatric, psychosexual, and substance abuse evaluations and
treatment, as well as educational and prevention programs and a Global Positioning System for the monitoring of juveniles. This
request also includes funding for the local match for the department’s Families in Need of Services grant ($44,000). − Approved.
Personnel Summary
Job Code
320245
105450
105587
124270
105445
105385
105148
105585
105580
105575
105129
105119
124265
124253
124252
124251
108540
110630
110132
110090
124145
124140
Pay
Grade
2290
2240
2240
2210
2190
2180
2180
2210
1190
1170
1200
1170
1170
1140
1120
1120
2180
1150
1090
1070
1100
1050
Job Title
Director of Juvenile Services
Detention Facility Manager
Juvenile Probation Manager
Detention Facility Superintendent
Detention Facility Counselor
Program Planning Analyst II
Special Programs Supervisor
Senior Juvenile Probation Counselor
Juvenile Probation Counselor II
Juvenile Probation Counselor I
Senior Juvenile Probation Officer/POST Certified
Juvenile Probation Officer/POST Certified
Detention Facility Shift Supervisor
Juvenile Detention Officer II
Juvenile Detention Officer I
Juvenile Detention Officer I (20 hrs.)
Executive Assistant
Clerical Specialist
Food & Laundry Service Supervisor
Detention Cook/Laundry Worker
Total
Cur
1
1
1
1
1
1
1
2
2
6
1
9
3
6
30
2
1
1
9
1
1
4
85
141
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
1
1
0
0
2
2
2
2
6
6
2
2
9
9
3
3
6
6
30
30
2
2
1
1
1
1
9
9
1
1
1
1
4
4
85
85
Fin
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Juvenile Services
Continued
1. To control detention population using an objective risk assessment instrument that focuses on
public safety and failure to appear to court.
a) % of Risk Assessment Instruments (RAI) administered to youth at the time of detention
admission
2. To increase the number of youth participating in the Global Positioning System (GPS) or Evening
Reporting Center (ERC) alternatives prior to filing technical violations of probation
a) # of youth participating in GPS program
b) # of youth participating in ERC program
3. To provide for the expansion of staff development, training, and growth.
a) # of staff development conferences for best practices
b) # of in-service training sessions
Public Safety
1. To develop and implement programming and supervision for delinquent and at-risk youth and
their families.
a) Identify services for youth and families that will assist in decreasing delinquent and at-risk
behavior and strengthen families
# of the Adolescent Chemical Dependency Inventory (ACDI) and/or Structured
Assessment of Violence Risk in Youth (SAVRY) administered
# of youth receiving psychological, psychiatric, and/or psychosexual evaluations
# of drug screens administered to youth
# of assessments performed on youth and their parents in FINS Program
b) Provide prevention, intervention, and probation programs and activities
# of youth and families participating in clinics at Juvenile Services
# of referred hours to community services
# of evidenced-based programs used by the department
c) Provide formal and informal probation supervision
# / % of face-to-face contacts with youth in accordance with supervision level (changed
to a % to be in better compliance with procedures)
d) Maintain law enforcement qualifications for probation staff
weapons qualifications by POST-certified probation officers
# of safety- and competency-related training sessions
1. To meet Juvenile Detention Alternative Initiative (JDAI) conditions of confinement strategies.
a) # of weekly building inspections of the detention facility
b) % of maintenance repairs requested within 24 hours of building inspections
1. To develop community partners and encourage community involvement in juvenile and family
issues.
a) # of sites available for community-service assignments
b) # of youth attending community tours and field trips
c) # of community collaboration opportunities to address truancy, detention reform, delinquent
activities, and at-risk youth
2. To maintain detention licensures by meeting state detention standards.
a) % of youth provided a physical examination within 72 hours of admission
b) % of youth administered mental health screening within 72 hours of admission
c) % of youth administered drug screens at the time of admission
1. To collaborate with local universities, colleges, and technical schools to prepare individuals for
the workforce in the field of juvenile service.
a) # of interns from LSU, SU, and other institutions of higher learning
142
2013
Actual
2014
Target
2015
Target
99.22%
95%
95%
51
28
60
40
60
40
4
25
4
6
4
11
239
160
4,301
417
1,000
200
3,500
340
500
200
3,500
340
843
3,863
4
650
913
4
650
913
4
7,441
80%
80%
100%
3
100%
2
100%
2
52
100%
52
100%
52
100%
19
98
15
110
15
110
5
5
5
100%
100%
100%
100%
100%
100%
100%
100%
100%
6
5
5
Mayor’s Office of Homeland Security & Emergency Preparedness
012.5400001
Mission Statement
The Mayor’s Office of Homeland Security and Emergency Preparedness (MOHSEP) is the coordinating agency for emergency and
disaster activities that may result from natural, man-made, technological, or national security emergencies, or from acts of terrorism.
The authority for the direction of local government is specified in various state and federal laws. Additionally, MOHSEP is
responsible for developing programs, emergency operation capabilities, and inter-jurisdictional agreements to prevent disasters, if
possible; reducing the vulnerability of parish residents to any disaster that cannot be prevented; establishing capabilities for protecting
citizens from the effects of disasters; responding effectively to the actual occurrence of disasters; and providing for recovery in the
aftermath of any emergency involving extensive damage or other debilitating influence on the normal pattern of life within the
community. Using the five phases of Emergency Management, i.e., Prevention, Preparedness, Mitigation, Response, and Recovery,
so as to save or protect life and property during survivable crises, the Mayor’s Office of Homeland Security and Emergency
Preparedness joins with local, state, and federal agencies to ensure that a national emergency management awareness effort is
developed for total community preparedness to meet all disasters.
Budget Summary
Sources of Funds:
Department of Military Affairs
General Fund
Uses of Funds:
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
189,680
496,910
686,590
90,000
642,740
732,740
90,000
669,300
759,300
78,000
662,410
740,410
0
-------
29.35%
4.13%
3.06%
-100.00%
335,240
116,780
40,400
194,170
686,590
460,950
178,990
30,000
62,800
732,740
466,110
208,290
35,500
49,400
759,300
466,110
189,400
35,500
49,400
740,410
0
0
0
0
0
-------
6.72%
3.62%
1.05%
-100.00%
298,300
0
0
0
0
6
7
7
7
7
Budget Highlights
Funding in the amount of $6,000 is being requested in Computer Software and Related Supplies for maintenance and support of
WebEOC. − Approved.
Personnel Summary
Job Code
350016
350013
120816
120830
108540
Pay
Grade
2340
2280
2250
2230
2180
Job Title
Director of Mayor's Office of Homeland Sec. & Emer. Prep.
Asst. Dir. of Mayor's Off. of Homeland Sec. & Emer. Prep.
Emergency Preparedness Chief of Operations
Emergency Preparedness Coordinator
Executive Assistant
Total
Cur
1
1
1
3
1
7
143
Allotment
Req
Pro
1
1
1
1
1
1
3
3
1
1
7
7
Fin
0
Mayor’s Office of Homeland Security & Emergency Preparedness
Continued
1. To continue involvement in professional associations.
a) Louisiana Emergency Preparedness Association
# of employees
b) International Association of Emergency Managers
# of employees
c) Louisiana Emergency Manager
# of employees
2. To procure outside funding through grants and other partnerships.
a) Grants Awarded
Hazard Mitigation Grant Program (HMGP) (Grant awarded every other
year)
Emergency Management Performance Grant (EMPG)
State Homeland Security Grant Program (SHSP)
Public Safety
1. To develop, sponsor, and coordinate training for emergency responders and
local officials.
a) Mayor’s Office of Homeland Security & Emergency Preparedness Training
# of classes
# of attendees
b) Mayor’s Office of Homeland Security & Emergency Preparedness
Meetings
# of meetings
# of attendees
c) Exercises/ Incidents
# of exercises/ incidents
# of attendees
d) Room Reservations
# of room reservations
# of attendees
e) Conferences
2. To educate the public through programs such as presentations, tours, and
projects.
a) Presentations given on emergency preparedness procedures
# of presentations
# of attendees
b) Tours
# of tours
# of attendees
3. Ensure that adequate communication capabilities exist among all components
of the emergency management program in East Baton Rouge Parish as well as
among jurisdictions and at the state and federal level.
a) # of Communication Equipment Exercises administered annually
# of Riverbend Station
# of Skycell*
# of Tone Alert*
# of Riverbend Radio
# of 700-MHz Radio
# of i-Notifications
*Note: Skycell and Tone Alert are no longer in use.
144
2013
Actual
2014
Target
2015
Target
6
7
7
6
7
7
5
5
5
–
$76,332
$154,719
$12,075,539
$77,479
$184,000
–
$80,000
$200,000
70
1,930
75
2,000
80
2,200
314
3,659
320
3,750
325
3,800
22
311
30
425
35
500
83
2,210
8
90
2,400
10
95
2,500
15
21
968
30
1,400
35
1,600
4
52
5
65
6
80
12
12
12
52
52
495
12
0
0
52
52
500
12
0
0
52
52
500
012.5600000
Mission Statement
The primary mission of this office is to provide administrative, logistical, and professional support to the Municipal Fire and Police
Civil Service Board, which represents the public interest in matters of personnel administration in the fire and police services of the
City of Baton Rouge.
The Board advises and assists the governing body, the Mayor, and the Chiefs of the Fire and Police Departments with reference to the
maintenance and improvement of personnel standards and administration in the fire and police services.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2014
Budget
2015
Proposed
Request
Final
30,520
16,590
2,980
19,680
69,770
31,300
17,050
3,500
18,600
70,450
32,240
18,100
3,500
18,600
72,440
32,240
17,700
3,500
18,600
72,040
0
0
0
0
0
-------
0.97%
2.82%
2.26%
-100.00%
1
1
1
1
0
Budget Highlights
Funding is requested for a professional service contract of $14,400 for legal services. − Approved.
Personnel Summary
Job Code
300006
Pay
Grade
1150
Job Title
Municipal Fire & Police Civil Service Board Secretary
Cur
1
Total
1
Allotment
Req
Pro
1
1
1
Fin
1
0
2013
Actual
2014
Target
2015
Target
1.
2.
To maintain a high standard of service in the Fire and Police Departments.
a) # of regular Civil Service Board meetings per year
b) % of meeting agendas prepared and distributed to appointing authorities prior to deadline
c) # of disciplinary hearings resolved per year
To provide the Police and Fire Chiefs with employment and seniority lists timely.
a) # of applications processed
b) % of applicants meeting requirements to take civil service exam
c) Advertising cost per applicant (competitive exams only)
d) # of examinations scheduled
e) Employment lists provided within 3 months of request (from advertisement of positions
to grading of exams)
145
13
100%
8
12
100%
14
12
100%
14
1,680
98%
$8
48
2,000
98%
$7
54
2,200
98%
$6
50
100%
100%
100%
Division of Human Development and Services - Administration
012.6001006
Mission Statement
The Division of Human Development and Services (DHDS) serves as an advocate to empower individuals and families with the
ability to make informed choices and decisions by providing assistance, information, and access to resources, which enhances their
quality of life, facilitates self-sufficiency, and preserves their dignity.
Service Description
Human Development and Services (DHDS) is composed of two independent components: the Office of Social Services and the Head
Start Program. The Administration Division coordinates the efforts of these components. The services they provide are strategically
organized to accomplish an overall common goal – to improve the quality of life for economically challenged individuals and families
in the City of Baton Rouge and the Parish of East Baton Rouge.
2013
Actual
Budget Summary
Operations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Personnel Allotted
2014
Budget
2015
Proposed
Request
Final
445,290
175,140
17,560
72,790
710,780
462,110
187,110
13,450
80,560
743,230
448,280
183,650
17,800
80,860
730,590
448,280
182,760
17,800
86,030
734,870
0
0
0
0
0
-------
4.57%
-1.70%
-1.12%
-100.00%
21,510
0
0
0
0
10
10
10
10
10
DHDS is requesting to reclassify the Social Services Analyst to a PC LAN Specialist. − Pay issues will be addressed upon
implementation of the Compensation Study.
Personnel Summary
Job Code
310050
310048
100124
105560
108540
113325
110630
100090
110132
Pay
Grade
2330
2310
2220
2180
2180
1130
1150
1150
1090
Job Title
Director of Human Development & Services
Assistant Director of Human Development & Services
DHDS Accounting Section Supervisor
Social Services Information Analyst
Executive Assistant
Grants Property Manager
Total
Cur
1
1
1
1
1
1
1
2
1
10
146
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
1
1
10
10
Fin
0
Division of Human Development and Services - Administration
Continued
1. To pursue additional funding opportunities to enhance and expand services in the
areas of education, employability, and support services.
a) # of grant applications submitted
b) # of grant applications awarded
c) $ of grants awarded
2.
3.
Establish informational forums and workshops aimed at enhancing knowledge on
important issues relative to economic growth and financial management, career
planning and development, education, health and nutrition, etc.
a) # of literacy initiative trainings
b) # of Family Road parent trainings
c) # of Family Road fatherhood specific trainings
d) # of financial literacy & self-sufficiency trainings
e) # of Supporting Children with Challenging Behaviors
f) # of Best Practices in Health & Safety
g) # of Introduction to Environment Rating Scales
h) # of Supervision & Interaction: Preparing for Continued Success
i) # of Smart Discipline: Management Techniques
j) # of Classroom assessment scoring system
k) # of Administrative & Mid-Management Institute
l) # of Team Building
Increase collaborative partnerships with governmental, community, and faithbased organizations aimed at improving coordination of services, maximizing
resources, enhancing the delivery of services, and increasing the effectiveness of
efforts to meet the needs of individuals and families.
a) Establish and/or preserve internal agreements and memorandums of
agreement with the following:
• # of agencies with other City-Parish departments providing services to
children, youths, and adults to address educational/literacy, supportive
services, job readiness/training/placement services, etc.
• # of agencies with East Baton Rouge Parish School System, City of
Baker Schools, Zachary Community Schools, Central Community
Schools, and other community agencies to address professional
development training programs/services, and child and adult literacy
programs/services
• # of agencies with school-based health clinic and private health care
providers to address health care screening/services for Head Start
children, and professional development training for all DHDS staff
• # of agencies with Baton Rouge Community College, Louisiana State
University, Southern University, the Louisiana Technical College and
other community agencies to institute referral systems for educational
and occupational services, and human/professional development
workshops
• # of agencies with local faith-based organizations to institute referral
systems for support services, and human/professional development
workshops
147
2013
Actual
2014
Target
2015
Target
10
10
$18,189,470
10
10
$20,000,000
11
11
$20,000,000
3
4
5
4
12
4
2
1
1
2
2
1
3
4
5
4
12
4
2
1
1
2
2
1
3
4
5
4
12
4
2
1
1
2
2
1
4
4
4
2
2
2
5
5
5
4
4
4
4
4
4
012.70XXXXX
Mission Statement
Section 5 of The Plan of Government created a single unified Department of Public Works for the city and parish. The Department of
Public Works (DPW) is responsible for a wide variety of activities consisting of maintenance of streets and roads, including sweeping,
grass cutting, and litter pickup; maintenance of drainage facilities, including closed-pipe and open ditches; maintenance and operation of
sewer treatment plants; maintenance of sewer lines; coordination of environmental activities, including enforcement of regulations;
operation of sanitary landfill; maintenance of public buildings; operation of the Central Garage; provision of engineering services for
construction projects, including planning, design, and supervision; enforcement of various building codes and flood ordinances; review of
plans for subdivisions; installation and maintenance of traffic control devices, including signs, signals, pavement markings, and parking
meters; performance of traffic engineering studies, including traffic counts; and coordination of activities with state and federal agencies,
as well as other City-Parish agencies.
Public Works receives operating funds from four Enterprise Funds (Comprehensive Sewerage System, Solid Waste Disposal Facility,
Solid Waste Collections, and Greater Baton Rouge Parking Authority); four Special Revenue Funds (Parish Transportation, Parish
Transportation Beautification Program, Parish Street Maintenance, and Consolidated Road Lighting District); two Internal Service Funds
(Central Garage and Fleet Rental and Replacement); and the General Fund.
Budget Summary
Sources of Funds:
A/C & Heating Licenses & Permits
Electrical Licenses & Permits
Plumbing Licenses & Permits
Building Permits
Louisiana DOTD Grants
Other DPW Revenues
General Fund
Total Source of Funds
Use of Funds:
Operations:
Administration
Engineering
Field Engineering
Warehouse
311 Call Center
Architectural Services
Public Building Maintenance
Inspection
Traffic Engineering
Maintenance Lots
State Highway Maintenance
Total Appropriation
Personnel Allotted
2013
Actual
2014
Budget
Request
289,570
415,260
399,080
1,550,480
1,184,150
654,360
43,579,710
48,072,610
298,000
370,000
355,000
1,375,000
1,182,920
606,570
45,933,770
50,121,260
313,000
420,000
400,000
1,550,000
1,190,240
615,300
46,352,480
50,841,020
313,000
420,000
400,000
1,550,000
1,190,240
615,300
45,829,830
50,318,370
0
-------
5.40%
0.91%
-0.23%
-100.00%
2,648,420
2,538,180
1,014,250
350,190
522,260
742,590
9,042,760
4,955,370
4,622,210
20,330,160
1,306,220
48,072,610
-------
3,049,750
2,246,550
1,214,210
362,240
593,590
681,550
9,541,780
5,393,950
5,394,660
20,223,960
1,419,020
50,121,260
4.26%
3,014,370
3,050,430
1,397,420
356,170
646,130
731,420
9,582,170
4,846,120
5,437,390
20,348,280
1,431,120
50,841,020
1.44%
3,036,040
3,032,990
1,389,620
358,780
643,770
810,480
9,152,870
4,787,760
5,413,520
20,261,410
1,431,130
50,318,370
0.39%
0
0
0
0
0
0
0
0
0
0
0
0
-100.00%
421,200
0
0
0
0
691
681
681
678
0
148
2015
Proposed
Final
Continued
Service Description
Administration
The Administration budget includes the Director’s Office, Workforce Development, and the Business Office. The staff provides
administrative support for all the divisions of Public Works. Funding for the divisions is included in the General Fund, Special Revenue
Funds, Enterprise Funds, and Internal Service Funds.
Engineering
The Engineering Division is responsible for planning, designing, and constructing public improvements. This division is responsible for
oversight of the Green Light Program and the Sewer Capital Improvement Program.
Field Engineering
The Field Engineering Division is responsible for insuring that all road, sewer, and drainage contracts are constructed in accordance with
the plans and specifications included in the contract documents. Inspectors monitor the process and quality of work of the various
projects.
Warehouse
The Warehouse meets the purchasing needs of the various divisions and departments by purchasing and storing supplies in a timely and
economical manner, while complying with regulatory requirements and promoting maximum value for the public dollar. The Warehouse
Division currently maintains and services five warehouses: four on Valley Street and one at the North Lot.
311 Call Center
The 311 Call Center is responsible for taking service requests from citizens. This division was formerly known as the Citizens Service
Center.
Architectural Services
Architectural Services provides design, project, and construction-management services for public facilities, including new construction
and major renovations and feasibility studies, all within the City-Parish. This division also is responsible for the preparation of contracts
and specifications for services and procurement, and oversees construction from engineer and architect selection through construction
phases to project close-out. Typical projects include River Center expansion and compliance and continued preservation, fire stations,
police and prison work, libraries, public works facilities, and animal control, as well as other miscellaneous support for 250 non-profit
facilities. Architectural Services is also a cooperative contributor on several grant projects.
Public Building Maintenance
This division is in charge of the overall maintenance and custodial operations of all public buildings and their grounds.
Public Building Maintenance-Prison
This division is in charge of the overall maintenance of the Parish Prison.
Inspection
The Inspection Division provides the public with the knowledge, experience, and expertise to promote, monitor, and regulate national,
state, and local codes, laws, ordinances, and guidelines for building construction and development within East Baton Rouge Parish.
Traffic Engineering
The Traffic Engineering Division is primarily responsible for the justification, installation, and maintenance of traffic control devices
throughout the City-Parish, including signs, traffic signals and roadway markings.
Maintenance Lots
The Streets & Roads and Bridge & Canal Divisions (North, East, and South) are included in the maintenance lots. The responsibility of
the Streets & Roads Divisions includes maintaining roadways by repairing potholes, street blowouts, and curbs; removing trees; applying
sand during icy conditions; beautifying city-owned landscapes, and removing hazardous and non-hazardous waste spills. Every effort is
made to make these repairs with as little inconvenience as possible to the citizens. The litter crews pick up trash, while the tractor, weedeating, and spraying crews combine efforts to give boulevards and right-of-ways a manicured appearance. The function of the Bridge &
Canal Divisions is to maintain all drainage structures including ditches, canals, bayous, drainpipes, catch basins, and all other devices
used to catch and drain water (sewerage excluded).
State Highway Maintenance
This division is partially funded from funds received from the state under a contract for right-of-way maintenance (grass cutting,
trimming, and litter collection) on 150.47 miles of state highways.
Capital Improvement Projects
See the Capital Improvement Programs section of the budget for a complete listing of projects in the design stage and those currently
under construction with plans to complete during 2015.
149
Continued
Budget Highlights
Funding is requested for 122 seasonal employees for a five-month period.− Approved.
Professional services include contracts for the following: Specialty Underwriters for office equipment maintenance; United States
Geological Survey for both the operations and maintenance of a station network to collect data on water resources and the data collection
on storm water resources; contracts for assistance in Field Engineering in the inspection of State and Federal projects; elevator
maintenance for various City-Parish buildings; janitorial/custodial service for various City-Parish buildings; fire alarm maintenance for
various City-Parish buildings; HVAC Maintenance for various City-Parish buildings; Louisiana Vegetation for canal spraying; Qscend
Technologies, Inc for software maintenance, support, and hosting; Capital Area Ground Water Conservation Commission for
groundwater flow and saltwater movement in the Baton Rouge sands; South Central Planning & Development Commission for
MyProject and MyPermit Now software; Customized Support Services; and Dixon Correctional Institute (DCI) for litter detail.
Additional information on contracts in excess of $17,500 can be found in the “Professional Services Contracts” section of the budget.
− Approved.
The Department of Public Works (DPW) has submitted a supplemental request for personnel matters in the amount of $30,190 that
includes five new positions ($398,460), one reclassification ($3,470), deleting eight positions ($374,600), and requesting pay grade
changes for eight positions ($2,860). − See Personnel Summary for approvals. However, most of the request was deferred pending the
outcome of the election relating to the reorganization of this department.
Additional funding for major building repairs in the amount of $735,000 has been requested for various buildings such as $250,000 for
repairs to structure, plaza, and access stairs at the River Center (not approved); $120,000 for roof replacement for the Council on
Aging (not approved); $60,000 for a security system upgrade to the Brivo System (not approved); $75,000 to install VFD on the
cooling tower (not approved); $30,000 to replace one air compressor in the downtown plant (approved); $120,000 to waterproof the
United Way building (approved; but funded in the Priority Building Improvements budget); and $80,000 to repair the air conditioning
unit at the Bogan Fire Station Museum (not approved) and Human Resources (approved during 2014).
150
Continued
Personnel Summary
Job Code
330030
300011
101550
100665
151400
100670
109245
101530
101535
101540
101543
101490
101445
101440
101430
101225
101220
101215
101210
101165
101170
101180
101305
130250
101160
101108
130210
107750
107750
107743
107740
109585
109580
107655
107650
107648
107646
107642
107640
107760
107757
107755
109725
151450
151445
151355
151350
151130
151130
151557
151265
141715
141615
151213
151215
151245
151095
Pay
Grade
2360
2190
2350
2310
2310
2310
2310
2330
2330
2330
2330
2310
2300
2290
2260
1190
1170
1140
1120
2310
2310
2290
2290
2250
2230
2220
2170
2310
2290
2250
2240
2270
2240
2310
2230
1200
1170
1140
1130
1150
2310
1130
2250
2230
1190
2230
1190
2170
1170
1160
1150
1140
1140
1140
1140
1140
1110
Job Title
Public Works Director
Confidential Secretary
Deputy P. W. Director of Engineering & Planning
Assist. P. W. Director of Capital Improvements
Assist. P. W. Director of Maintenance
Assist. P. W. Director of Management/Finance
Assist. P. W. Director of Workforce Development
Chief Construction Engineer
Chief Design Engineer
Chief Traffic Engineer
Chief Operations Engineer
Special Projects Engineer
Professional Engineer IV
Professional Engineer III
Professional Engineer I
Engineering Technician
Engineering Aide III
Engineering Aide II
Engineering Aide I
Parishwide Landscape Manager
Special Projects Architect
Senior Architect
Professional Land Surveyor
Urban Forestry and Landscape Manager
Landscape Architect
Intern Architect
Horticulturist
Building Official
Building Official
Deputy Building Official
Assistant Building Official
Building Services and Security Manager
Facilities Manager
Code Enforcement Manager
Chief Code Enforcement Officer
Code Enforcement Officer V
Code Enforcement Officer IV
Code Enforcement Officer II
Code Enforcement Officer I
Neighborhood Improvement Specialist
Street Maintenance Manager
Street Light Coordinator
Public Works Operations Manager
Public Works Superintendent
Assistant Public Works Superintendent
Mechanical Operations Manager
Mechanical Operations Supervisor
Tradeswork Supervisor
Instrument Technician
Trades Specialist
Air Cond., Heating, & Mechanical Equip. Mechanic
Locksmith
Building Maintenance Plumber
Carpenter
Electrician
Senior Trades Technician
151
Cur
1
1
1
1
1
1
1
1
1
1
1
3
3
17
1
22
11
10
5
1
1
2
1
1
1
1
1
0
1
1
1
1
1
1
6
13
9
1
2
1
1
1
1
4
6
3
4
1
0
8
6
6
1
4
5
4
10
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
3
3
3
3
17
17
1
1
22
22
11
11
10
8
5
4
1
1
1
1
2
2
1
1
1
1
1
1
1
1
1
1
0
1
1
0
1
1
1
1
1
2
1
1
1
1
6
6
13
13
9
9
1
1
2
2
1
1
1
1
1
1
1
1
4
4
6
6
3
3
4
4
1
0
0
1
8
8
6
6
6
6
1
1
4
4
5
5
4
4
10
10
Fin
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Continued
Job Code
151380
151090
151015
107440
101615
NEW
107355
107355
107345
107345
108545
106223
106221
109255
109253
151750
109260
109265
109270
151640
151639
151632
151628
151624
108610
120920
113430
113429
113425
113125
113110
151395
151390
151377
151375
151370
124115
124105
101555
108540
110630
110625
110620
110132
110090
100122
100100
100095
100090
111130
111108
Pay
Grade
1100
1080
1080
2230
2220
1200
1180
1160
1160
1140
2220
2220
2200
2220
1160
1110
2180
1140
1100
2210
1190
1170
1150
1120
2200
2200
2190
1150
1120
1100
1080
1150
1120
1100
1080
1060
1060
1040
2270
2180
1150
1130
1110
1090
1070
2240
2210
1170
1150
1110
1090
Job Title
Heavy Equipment Operator
Trades Technician
Sign Fabricator
Chief Plans Analyst
Planner III
Plans Analyst III
Plans Analyst II
Plans Analyst II
Plans Analyst I
Plans Analyst I
Sustainability and Renewable Energy Coordinator
Senior Right-of-Way Agent
Right-of-Way Agent II
Complaint Manager
Complaint Specialist
Complaint Investigator
311 Call Center Manager
Assistant 311 Call Manager
311 Call Center Representative
Traffic Signal Supervisor
Assistant Traffic Signal Supervisor
Traffic Signal Technician III
Traffic Signal Technician II
Traffic Signal Technician I
Public Works Employee Relations Analyst
Public Works Safety, Health & Training Officer
Inventory & Supply Manager
Assistant Inventory & Supply Manager
Inventory Supervisor
Senior Stock Clerk
Stock Clerk II
Maintenance Worker Supervisor II
Maintenance Worker Supervisor I
Maintenance Worker III
Maintenance Worker II
Maintenance Worker I
Housekeeper
Custodian
Special Assistant to the Public Works Director
Executive Assistant
Clerical Specialist
Public Works Accounting Section Supervisor
Accountant
Fiscal Specialist
Cur
58
12
2
2
1
0
0
2
0
3
1
1
3
1
2
3
1
1
7
1
1
5
10
9
1
2
1
1
2
1
2
19
26
16
94
106
4
16
2
1
11
15
11
17
1
3
1
2
1
2
2
Allotment
Req
Pro
58
58
12
11
2
2
2
2
1
1
0
2
0
2
2
0
0
3
3
0
1
1
1
1
3
3
1
1
2
2
3
3
1
1
1
1
7
7
1
1
1
1
5
5
10
10
9
9
1
1
2
2
1
1
1
1
2
2
1
1
2
2
19
19
26
26
16
16
94
94
106
106
4
4
16
16
2
2
1
1
11
11
15
15
11
11
17
15
1
1
3
3
1
1
2
2
1
1
2
2
2
2
Total
681
681
152
678
Fin
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Continued
Public Works
Director
Special Assistant to the
Public Works Director
Deputy Public Works Director,
Engineering & Planning
Architectural
Services
Public Relations
Special Projects
Code Enforcement
Manager
311 Call Center
Chief Construction
Engineer
Chief Design
Engineer
Chief Traffic
Engineer
Sewer
Sewer
Traffic Signs
Drainage
Drainage
Traffic Signals
Streets
Streets
Inspections Division
Subdivision
Street Maintenance
Manager
Asst. Public Works
Director, Capital
Improvements
Lots – Streets &
Roads
Chief Operations
Engineer
Special Engineering
Projects
Administration
Traffic Program
Sewer Program
Asst. Public Works Director,
Maintenance
Work Force Development
Management & Finance
Sewer Collection
Sewer Treatment
Landfill
Building Maintenance,
Building Management &
Security Services
Health, Safety & Training
Payroll/Accounting
Employee Relations
Warehouse
Parking Garage
Landfill Scalehouse
Lots – Bridge & Canal
Central Garage
Environmental
Recycling
153
Parishwide
Landscape Manager
Urban Forestry
& Landscaping
Continued
2013
Actual
1. To improve Public Works’ general overall operations and services.
a) Ensure prompt review of construction plans for subdivisions and building
permits
Average # of days to review and approve subdivision plans (excludes
time for architectural/engineering corrections.)
Average # of days to issue residential building permits, provided all
information submitted is correct
Average # of days to issue commercial building permits, provided all
information submitted is correct
2. To manage service requests from citizens through the 311 complaint line.
a) # of complaints logged
b) # of complaints closed
c) % of completed complaints
Public Safety
1. To provide and maintain a safe and efficient transportation system.
a) Maintenance of traffic control devices or equipment
# of traffic signals maintained
# of school flashers maintained
# of traffic control signs replaced
# of street name signs replaced
# of parking meters maintained
b) Evaluation of the condition of streets, roadways, and bridges under the
jurisdiction of the City-Parish
% of the total number of bridges (297) capable of carrying a 25-ton
school bus
c) Synchronization of the traffic signals at major intersections to enhance the
flow of traffic
% of total number of signalized intersections with synchronized
signals
Traffic signals under system control
*400 signs made for Airport remodel.
**Parking meter reduction with downtown projects.
1. To improve and maintain the parish-wide drainage system.
a) To be recognized by the Federal Emergency Management Agency (FEMA)
National Flood Insurance Program’s Community Rating System as a
community that exceeds the minimum NFIP standards for flood plain
management activities
Class rating
Savings to homeowners on flood insurance premiums due to rating
2. To oversee the construction of the Green Light Program.
a) Design studies and other planning functions
b) Final design and contract documents
c) Projects under construction
d) Completed projects open to traffic
e) $ amount investment (annual)
f) $ amount investment (cumulative)
154
2014
Target
2015
Target
14
14
14
7
7
7
21
21
21
48,409
43,765
90%
50,829
45,953
95%
53,370
50,329
95%
492
170
5,123
992
893
495
180
5,730
*403
893
500
190
6,000
1,000
**848
82%
86%
88%
93%
265
95%
270
96%
285
7
15%
7
15%
7
15%
12 Projects
5 Projects
8 Projects
37 Projects
$45 million
$555 million
7 Projects
6 Projects
6 Projects
40 Projects
$23 million
$578 million
4 Projects
5 Projects
6 Projects
44 Projects
$12 million
$590 million
Street Lighting
012.7100002
This non-departmental budget administered by the Department of Public Works includes funding for the payment of costs associated
with providing street lighting within the city limits of Baton Rouge. Entergy, Inc., and DEMCO own, operate, and maintain the street
lighting facilities. The rates charged are the company’s standard rates approved by the Louisiana Public Service Commission and
depend on the type of light (mercury vapor or high sodium) and the wattage used.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
4,336,820
4,336,820
-------
4,626,000
4,626,000
6.67%
Request
4,650,000
4,650,000
0.52%
2015
Proposed
4,711,000
4,711,000
1.84%
Final
0
0
-100.00%
Budget Highlights
This budget provides for the operating and maintenance costs associated with 30,621 street lights (as of July 2014). This budget also
covers the maintenance and utility costs associated with the Mississippi River Bridge I-10 lighting system.
Included in the 2015 budget request is a professional services contract in the amount of $50,000 for maintenance of the 114 bridge
lights. − Approved.
155
012.7300001
Mission Statement
To protect the public from dangerous conditions associated with dilapidated buildings by removing or demolishing, through the
condemnation procedure, any building or structure that is in a dilapidated and dangerous condition so that it endangers the public
welfare; and provide for the clearing of vegetative growth and debris from vacant lots or public right-of-ways.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
114,500
114,500
-------
2015
Proposed
Request
231,000
231,000
101.75%
428,200
428,200
85.37%
Final
428,200
428,200
85.37%
Budget Highlights
In an effort to provide better coordination in meeting the needs of the constituents and enforcing ordinances set by the City-Parish, the
professional service contracts with the eight Community Outreach Workers/Code Enforcement Specialists, in the amount of $192,500,
is being transferred from the Constituent and Neighborhood Services Program (012.4031000) to Blight Elimination’s budget. −
Approved.
Also included in the 2015 budget request is the continuation of a professional services contract with Louisiana Waste Systems for
demolition debris hauling in the amount of $100,000. Also requested is funding in the amount of $53,000 to cover the cost of the
disposal fees at the landfill. − Approved.
2013
Actual
2014
Target
2015
Target
162
68
3
0
150
80
5
0
150
80
5
0
Public Safety
1.
To eliminate vacant and substandard structures that exists throughout East Baton Rouge
Parish.
a) # of structures condemned
b) # of residential structures demolished
c) # of commercial structures demolished
d) # of City-Parish owned structures demolished
Graphical Summary
Demolition Program
Units Demolished (2003-2013)
300
250
200
210
186
165
162
160
150
126
96
100
76
71
68
71
2011
2012
2013
50
0
2003
2004
2005
2006
2007
156
2008
2009
2010
012.7505000
This non-departmental budget administered by the Department of Public Works includes funding for the payment of costs associated
with major building repairs needed for various City-Parish departments and agencies.
Budget Summary
Operations:
2013
Actual
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
10,650
878,150
0
953,700
0
10,650
-------
878,150
8145.54%
0
-100.00%
953,700
8.60%
0
-100.00%
DPW submitted a supplemental request in the amount of $2,075,000 for various improvements. Funding has been proposed for the
following projects:
Replace air conditioning unit at Juvenile Detention
Upgrade CW pump on #1 downtown plant
Waterproof Louisiana Art and Science Museum
Waterproof United Way Building
City Court Renovations (Phase II)
Other improvements
$130,000
$245,000
$140,000
$120,000
$258,700
$60,000
$953,700
157
012.7507000
Operations. This budget administered by the Department of Public Works includes funding for the payment of costs associated with
contracts for landscape maintenance for boulevards, public building sites, and FEMA lots.
Riverfront Greenway Maintenance & Operations. This budget provides funding for the maintenance and operational costs for the
North Boulevard Town Square, Galvez Plaza, and Repentance Park.
Budget Summary
Operations:
Operations
Riverfront Greenway Maint. & Operations
Total Appropriation
2013
Actual
2014
Budget
503,660
139,970
643,630
-------
640,400
176,200
816,600
26.87%
Request
600,690
172,460
773,150
-5.32%
2015
Proposed
500,690
356,200
856,890
4.93%
Final
0
0
0
-100.00%
Budget Highlights
Operations
Funding is currently provided for landscape maintenance contracts for 44 boulevards ($370,740), 27 public building sites ($95,000),
and 50 FEMA lots ($21,950). An additional $13,000 is requested to cover any additional FEMA lots, boulevards or public buildings
sites added to the contracts in 2015. − Approved.
Funding in the amount of $100,000 is being requested for other maintenance contracts. − Not approved.
Riverfront Greenway Maintenance & Operations
Professional service contracts have been requested for various maintenance contracts for the Riverfront Greenway ($57,900) and for
the operation and safety management of Galvez Stage performance truss system ($70,000). − Approved. In addition funding in the
amount of $70,000 has been included for riverfront site fixtures maintenance and $110,000 has been appropriated for the North
Boulevard Festival of Lights and Red Stick Revelry.
158
Health Unit
012.8020004
Mission Statement
The East Baton Rouge Parish Health Unit is responsible for accepting and filing all records of birth, death, and delayed birth
registration, and for authorizing local certificates of death. The control of communicable disease is accomplished through the
administration of various programs including the STD clinic and the Regional Tuberculosis Program. The Health Unit also assists in
the provision of services for healthy mothers and children. These services include guidance, immunizations, prevention of disease,
promotion of good health and the Women, Infants, and Children (WIC) Program. The WIC Program provides help to improve the
nutritional status of pregnant mothers, infants, and children with nutritional deficiencies. Environmental Health Services conducts
investigations of retail food establishments, institutions, water and sewage systems, along with complaints from the public regarding
unsanitary conditions of premises, insect and rodent infestations, food-borne illness and West Nile virus related issues.
Budget Summary
Operations:
Supplies
Total Appropriation
2013
Actual
2014
Budget
2015
Proposed
Request
Final
36,790
458,520
495,310
42,480
466,520
509,000
40,100
468,900
509,000
40,100
468,900
509,000
0
0
0
-------
2.76%
0.00%
0.00%
-100.00%
Budget Highlights
A professional services contract for janitorial services in the amount of $18,470 is included in the budget request. − Approved.
1. To continue issuing certified copies of birth certificates, death certificates, and burial
permits through the Vital Records Division.
a) # of death certificates
b) # of burial permits
2. To provide services for healthy citizens.
a) # of participants in the family planning program
b) # of child health visits
c) # of WIC participants seen
d) # of immunizations administered
e) # of patients treated for tuberculosis
f) # of patients treated for a sexually transmitted disease
3. To conduct thorough and routine inspections by the Sanitation Division.
a) # of retail food restaurants, bars, grocery stores, and markets
b) # of daycare centers, hospitals, nursing homes and clinics
c) # of private premises, mobile home parks, hotels/motels, and schools
d) # of private and community sewerage systems
e) # of drinking water samples
f) # of prisons, jails, and detention centers
2013
Actual
2014
Target
2015
Target
23,730
31
15,000
10
17,000
10
3,251
950
47,836
3,162
520
3,506
3,500
1,000
49,000
3,500
550
4,500
3,700
1,000
50,000
3,500
550
4,500
6,785
637
409
29
4
24
7,000
650
450
29
5
24
7,000
650
450
29
5
24
Note: Walk-in services are no longer provided. Birth certificates can be requested through kiosk machines instead, and death
certificates will only be issued to funeral homes. The number of burial permits being issued is projected to decrease because funeral
homes can now request burial permits electronically instead of through the Health Unit. As of July 2013, the Health Unit only
provides immunizations for yellow fever and seasonal flu shots.
159
Council on Aging
012.8030004
Mission Statement
The Council on Aging serves as the advocacy, grantee, and provider agency to improve quality of life for the elderly citizens of the
parish.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
1,077,160
1,077,160
877,290
877,290
877,490
877,490
877,490
877,490
-------
-18.56%
0.02%
0.02%
Final
Budget Highlights
During 2013, an additional $200,000 was appropriated as one-time funding to cover the shortfall in Council on Aging’s fiscal year’s
budget ending June 30, 2013 due to food costs.
Jul 12 – Jun 13
Actual
Jul 13 – Jun 14
Target
Jul 14 – Jun 15
Target
1.
2.
To provide sufficient meal services to aging and elderly persons.
a) # of congregate meals served
b) # of congregate meal sites
c) # of homebound meals served
To provide educational and welfare services.
a) # of homebound persons provided information and assistance
b) # of homemaker services provided to homebound persons
c) # of recreation and education services
70,000
18
125,000
84,000
16
125,000
95,000
16
125,000
8,400
10,050
16,040
8,400
10,050
16,040
8,400
10,050
16,040
2012-13 Sources
($3,951,730)
Grants
44.6%
2012-13 Uses
($4,029,479)
Program
Service Fee
1.6%
Salaries/
Benefits
49.5%
Operating
Serv/ Supplies
10.6%
City-Parish
27.1%
In-Kind
8.2%
Public
Support
5.0%
Direct
Program
Expenses
30.4%
In-Kind
8.1%
Other
13.5%
Capital
Expenses
1.4%
160
Capital Area Family Violence Intervention Center, Inc.
012.8035004
Mission Statement
The mission of this agency, now operating as the Iris Domestic Violence Center, is to empower survivors, prevent relationship
violence, and promote justice for victims of domestic and dating violence, their children, and our communities.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
253,100
253,100
253,180
253,180
253,180
253,180
253,180
253,180
0
0
-------
0.03%
0.00%
0.00%
-100.00%
2013
Actual
2014
Target
2015
Target
1.
To provide emergency shelter and related services to battered women and their dependent
children.
a) # of shelter residents receiving free room and board
b) # of adult shelter residents who create a safety plan while residing in the shelter
c) # of adult shelter residents who receive information about domestic violence and referrals
to appropriate resources in the community
d) # of support groups provided for adult shelter residents
e) # of non-resident victims receiving telephone crisis counseling
f) # of non-resident victims receiving face-to-face counseling
g) # of non-residents who create a safety plan
898
506
850
550
880
600
638
122
1,245
212
1,192
675
125
1,300
225
1,250
700
150
1,500
250
1,400
1,402
3,287
3,132
1,500
3,400
3,300
1,600
3,500
3,450
Public Safety
1.
To provide legal services.
a) # of victims receiving legal representation in protective order proceedings
b) # of victims receiving attorney consultation
c) # of victims receiving advocacy services in City Court and Family Court
2013 Sources
($1,381,370)
2013 Uses
($1,295,806)
Grants
57.1%
Donations
& Other
12.6%
Salaries/
Benefits
69.6%
Rent./ Other
10.4%
Financial
Assistance/
Fundraiser
3.0%
United Way
12.2%
Contractual
Services
Supplies 12.4%
4.6%
City-Parish
18.1%
161
Baton Rouge Area Alcohol and Drug Center
012.8040004
Mission Statement
The mission of the Baton Rouge Area Alcohol and Drug Center is to provide voluntary non-medical triage, detoxification, and treatment
planning and placement services in a manner that honors the dignity and freedom of all persons involved; and to promote the realization of
healthy lifestyles of those served and the health and welfare of their families and the community at large.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
Request
2015
Proposed
Final
312,950
319,000
319,000
319,000
0
312,950
319,000
319,000
319,000
0
-------
1.93%
0.00%
0.00%
-100.00%
2013
Actual
2014
Target
2015
Target
1.
2.
3.
To provide detoxification, treatment planning, and placement.
a) # of admissions
b) % of bed usage
c) # of beds available
d) % of clients completing program
To initiate referral of clients to treatment.
a) % of clients accepting referral to treatment
b) % of clients placed in inpatient treatment
c) # of participants in self-help groups
To serve a variety of clients to promote the realization of healthy lifestyles.
a) # of co-occurring mental health clients
b) # of clients with gambling addiction
c) # of clients with HIV/AIDS
d) # of unemployed clients
e) # of homeless clients
f) # of clients living in poverty
1,169
100%
29
87%
1250
100%
77
89%
2,700
100%
77
90%
96%
75%
1,157
96%
77%
1,225
96%
79%
2,500
468
3
70
1,052
876
1,075
500
10
75
1,125
937
1,150
700
15
90
2,430
1,900
2,484
2012-13 Sources
($1,812,997)
2012-13 Uses
($1,445,639)
Deprec.
1.0%
Federal/ State
54.2%
Salaries/
Benefits
58.8%
Contract.
Services
36.3%
Client/ Other
19.2%
United Way
7.1%
Supplies
3.9%
City-Parish
19.5%
Note: City-Parish contribution includes repairs, maintenance, and rental value of the facility provided to the center.
162
O’Brien House
012.8041004
Mission Statement
The mission of the O’Brien House is to help recovering alcoholics and drug addicts develop or restore strength, hope, and stability to
their lives so that they may return to the community as productive citizens. The O’Brien House will be recognized as a provider of
effective intervention, prevention, education, treatment, and recovery programs for addiction in the community.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
17,100
17,100
17,100
17,100
17,100
17,100
17,100
17,100
-------
0.00%
0.00%
0.00%
2013
Actual
2014
Target
2015
Target
1.
To provide information, education, and referral services to individuals seeking alcohol, drug,
or other chemical dependency treatment.
a) # of clients receiving outpatient treatment/referrals/assistance
b) # of youth prevention education programs
c) # of literature items distributed at health/information fairs
d) Alcohol/drug abuse educational presentations/trainings
e) Visitors/clients receiving alcohol/drug abuse information
3,536
1,540
8,181
449
337
3,500
1,740
3,480
300
300
3,500*
1,540*
3,500*
300*
300*
*Note: Due to the elimination of funding for the Prevention program from Capital Area United Way in 2014, target numbers have decreased
in some areas, but every effort is being made to provide some levels of services.
2013 Sources
($1,152,910)*
2013 Uses
($1,685,160)*
Fundraise
Services
3.0%
Other
28.1%
Mgmt. &
General
19.9%
Contrib. &
Grants
67.2%
Program
Services
77.1%
City-Parish
1.0%
United Way
3.7%
*Notes: In 2013, the Financial Summary represents O’Brien House and its subsidiaries. In prior years, the Financials Summary only
represented O’Brien House.
163
Louisiana Art and Science Museum
012.8050005
Mission Statement
The Louisiana Art and Science Museum, Inc. (LASM) is a not-for-profit corporation established to maintain an art and science
museum and planetarium as a resource for educational and cultural enrichment in arts and science for the community and the schools.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
843,040
843,040
843,070
843,070
843,070
843,070
843,120
843,120
-------
0.00%
0.00%
0.01%
Final
The Louisiana Arts and Science Museum (LASM) submitted a request to increase the level of support by $258,000 for a total of $1.1
million to help meet unfunded operational costs. − Not approved.
2013
Actual
2014
Target
2015
Target
1.
2.
To provide educational and aesthetic opportunities for all ages in the areas of fine arts
and science.
a) # of fine arts exhibits hosted
b) # of planetarium programs offered
c) # of school programs offered that meet the Louisiana Department of Education’s
benchmarks and standards, and that address standardized testing requirements
d) # of outreach digital portable astronomy programs offered
e) # of students attending the astronomy programs
f) # of area summer campers who participate in educational programming
g) # of school groups from Louisiana, Texas, and the gulf coast region
h) # of annual visitors
To provide free and reduced admission days so that everyone can experience the
educational and aesthetic opportunities offered.
a) # of free and reduced admission days
b) # of attendees
12
15
11
15
11
15
49
10
6,029
16,605
90,639
168,966
50
10
6,000
17,000
92,000
170,000
50
10
6,000
17,000
92,000
170,000
12 Sundays
7,207
12 Sundays
8,000
12 Sundays
8,000
Admissions
18.3%
Memberships
4.9%
2013 Sources
(2,456,640)
2013 Uses
($2,678,334)
City-Parish
34.3%
Salaries/
Benefits
65.2%
Misc.
6.2%
Contrib.
/Grants
11.6%
Investments
/Other
30.9%
Occupancy
6.5%
164
Supplies &
Travel
3.6%
Contract.
Services
18.5%
Arts Council of Greater Baton Rouge
012.8052005
Mission Statement
The mission of the Arts Council is to enhance the quality of life of the community through the arts. As the city and parish's designated
local arts agency (City Resolution 9830 and Parish Resolution 16258), the Arts Council serves to undertake, promote, develop, support,
and encourage cultural and creative activities in the Greater Baton Rouge area.
2013
Actual
Budget Summary
2014
Budget
2015
Proposed
Request
Final
Operations:
334,210
334,240
334,240
334,240
Total Appropriation
334,210
334,240
334,240
334,240
-------
0.01%
0.00%
0.00%
Budget Highlights
The requested budget includes funding for the Blues Festival ($50,000); FestForAll ($50,000); Sunday in the Park ($35,000); and Debbie
Allen Residency Programs/Community School for the Arts ($70,000). − Approved.
2013
Actual
2014
Target
2015
Target
1.
2.
3.
To provide educational opportunities for children.
a) # of school and community programs
b) # of children benefiting
c) # of artists participating
To provide grants to arts and cultural organizations.
a) # of project assistance grants
b) # of multicultural grants
c) # of Decentralized Arts Funding Grants covering 11 parishes
To continue the United Arts Fund Drive benefiting various organizations.
a) Total funds raised
b) Total funds allocated to organizations
c) # of organizations funded
60
6,500
26
60
6,500
26
60
6,500
26
41
4
35
28
4
39
30
4
40
$412,000
$316,300
14
$411,200
$324,043
14
$450,000
$346,000
15
2012-13 Uses
($1,641,695)
2012-13 Sources
($1,713,004)
Contrib. &
Misc.
60.0%
General &
Admin.
29.8%
State
16.3%
City-Parish
19.7%
Programs/
Develop.
50.5%
Contracts
4.0%
165
Grants/
Allocations
19.7%
Baton Rouge Symphony
012.8053005
Mission Statement
The mission of the Baton Rouge Symphony is to develop and maintain a financially sound first-class symphony orchestra with a regional and
national profile, which will provide educational and cultural enrichment for the people of the greater Baton Rouge region.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
95,000
95,000
95,000
95,000
95,000
95,000
95,000
95,000
-------
0.00%
0.00%
0.00%
2013
Actual
2014
Target
2015
Target
1.
2.
3.
To deliver live orchestral music to the community.
a) # of tickets sold for Masterworks Series
b) # of tickets sold for Chamber Series
c) # of tickets sold for Great Performers Concerts
d) # of tickets sold for Pops Series
e) # of tickets sold for all other concerts
To educate and expose children to classical music.
a) # of children who attended Discovery concerts
b) # of in-school performances
c) # of children who participated in youth orchestra
To make classical music accessible to all people.
a) # of free events
b) $ of financial aid awarded to students on the Federal School Lunch Program for the
Discovery concerts
9,636
1,343
1,900
N/A
4477
7,884
2,182
1,902
3531
3277
9,500
2,500
1,902
3500
4500
4,446
25
165
5,083
20
170
6,000
30
175
3
4
4
$3,000
$4,000
$4,500
2012-13 Sources
($2,029,202)
2012-13 Uses
($1,928,560)
Other
32.8%
Program
61.7%
Market. /
Develop.
13.5%
Concerts
30.5%
Sponsorship
32.0%
Gen. Admin
24.8%
City-Parish
4.7%
166
USS KIDD
012.8056005
Mission Statement
The USS KIDD Veterans Memorial was established to set up and maintain a memorial to Louisiana’s veterans. It is dedicated to the
restoration and upkeep of the USS KIDD (DD-661), a World War II Fletcher-class destroyer. The Memorial serves to educate the
public on the importance of the destroyer in America’s history, as well as to educate the public in the state’s rich maritime and naval
heritage. The Memorial is a non-profit agency and receives no state or federal funding.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
229,510
229,510
229,540
229,540
229,560
229,560
229,560
229,560
-------
0.01%
0.01%
0.01%
Final
2013
Actual
2014
Target
2015
Target
1.
2.
To cultivate the USS Kidd as a learning organization committed to educational outreach
and community partnerships
a) # of persons attending the collaboration with various downtown BR organizations
for the 4th of July celebration
b) # of persons attending the expansion of the First Free Sunday experience through
monthly themes
c) # of patriots learning and interacting with past and present veterans
To broaden access and invite collaboration with new and diverse audiences
a) # of youth being educated from across the southeast about military history
b) # of persons attending the authentic WWII camping experience
c) # of veterans honored from across the country during military reunions
25,000
30,000
50,000
600
1,600
7,200
2,200
10,000
2,500
10,363
4,700
350
12,000
4,900
500
15,000
5,500
700
Financial Summary (Audited) for the Period Ending 12/31/13
2013 Sources
($744,536)
2013 Uses
($833,539)
Programs
14.1%
Sales
15.6%
Salaries/
Benefits
56.5%
Costs of
Programs/
Special
Events
3.5%
Other
8.0%
Admissions
31.5%
Operating
Services/
Supplies
11.7%
City-Parish
30.8%
167
Admin.
28.3%
EBR Parish Cooperative Extension Services
012.8071006
Mission Statement
The mission of the East Baton Rouge Parish Cooperative Extension Services is to provide innovative research-based educational
programming that will improve the lives of citizens in an effort to fulfill the land-grant missions of the Louisiana State University and
Southern University systems.
2013
Actual
Budget Summary
Operations:
Supplies
Total Appropriation
2014
Budget
2015
Proposed
Request
Final
6,090
49,670
55,760
5,800
53,110
58,910
5,800
53,110
58,910
5,800
53,110
58,910
-------
5.65%
0.00%
0.00%
2013
Actual
2014
Target
2015
Target
1.
2.
To provide youth the resources to become productive citizens.
a) # of youths participating in the 4-H youth development program
b) # of youths provided with improved skills, attitudes, and opportunities in science
To educate citizens on nutrition, food safety, parenting, and money management.
a) # of residents given information on improving health and reducing the incidence of
obesity and chronic diseases
b) # of clients educated about safe and nurturing environments for children and families
c) # of families educated in financial management and planning
11,165
8,053
11,389
8,028
11,616
8,429
65,772
420
364
65,903
428
371
66,034
436
379
7,910
925,000
8,068
943,500
8,229
962,370
1.
To provide information and assistance to help the agricultural and horticultural community
remain profitable and productive.
a) # of businesses contacted regarding proper pesticide application and soil testing
b) # of homeowners provided with agricultural and horticultural information
Financial Summary (Estimate) for the Period Ending 6/30/2014
2013-14 Sources
($928,466)
Federal
60.0%
2013-14 Uses
($928,466)
City-Parish
6.1%
Professional
Staff
67.3%
Supplies/
Equip.
3.2%
Grants
21.7%
Support Staff
24.6%
State
12.2%
Contractual
Services
4.9%
168
Veterans’ Service Office
012.8072006
Mission Statement
The Veterans' Service Office provides counseling and assistance to veterans, their dependents, and their survivors in applying for all
federal and state benefits to which they may be entitled. This includes U.S. Department of Veterans' Affairs benefits in the form of
pension compensation, insurance, education, home loans, and medical care. Louisiana Revised Statutes 29:260 through 29:262
established the office and set forth local funding requirements.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
2015
Proposed
Request
71,050
71,050
71,050
71,050
48,900
48,900
48,900
48,900
-------
0.00%
-31.18%
-31.18%
Final
Budget Highlights
In 2014 the Veterans’ Service Office relocated to a City-Parish building, thereby negating the need for rent payments in 2015.
1. To see that all veterans and their dependents receive the maximum benefits allowed by law.
a) # of contacts made
b) # of claims processed
c) Average amount of cash benefits received per veteran
d) Average state cost per veteran
2013
Actual
239,162
151,675
$ 1,198
$ 8.94
2014
Target
2015
Target
260,000
135,000
$ 1,198
$ 4.87
260,000
135,000
$ 1,198
$ 6.68
Financial Summary (Estimate) for the Period Ending 6/30/15
2014-2015 Sources
($148,193)
2014-2015 Uses
($148,193)
Supplies
2.8%
City-Parish
33.0%
State
67.0%
Contract.
Service
4.3%
Salaries/
Benefits
92.9%
169
Big Buddy Program
012.8073006
Mission Statement
The mission of the Big Buddy Program is to provide positive youth development programs for high-risk youth focused on building
character in individuals who can positively contribute to our community.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Operations:
256,050
256,550
256,550
256,550
Total Appropriation
256,050
256,550
256,550
256,550
-------
0.20%
0.00%
0.00%
Budget Highlights
Funding, in the amount of $200,000, is requested for the continuation of the Level UP! Summer Internship & Mentoring Program that
began in 2013. − Approved.
2013
Actual
2014
Target
2015
Target
1.
2.
3.
4.
To provide a positive, safe place for children to spend out-of-school time (after-school hours,
vacation days, summer, weekends).
a) # of youth served in out-of-school time programs
b) # of weeks throughout the year out-of-school time programs provided (minimum 30)
c) % of teachers reporting academic self-efficacy at program completion
d) % of parents reporting academic self-efficacy at program completion
To develop partnerships with local public schools to improve in-school academic outcomes.
a) # of schools receiving services during the year
To provide volunteers and mentors to youth in need of additional assistance.
a) # of youth impacted by volunteers or mentors
b) # of volunteer hours provided to youth through mentoring initiatives
c) # of mentors continuing match beyond initial commitment
To provide high school youth with a work internship experience and the necessary supports
(Mentors, work readiness skills, etc.) to promote long term employment and success in life.
a) # of youth provided with an internship experience during the summer session.
b) % of youth successfully completing the Level Up! Mentoring and Workforce
Development Internship provided during the summer session.
1,246
42
42%
93%
1,500
30
80%
95%
1,500
32
80%
95%
10
6
6
112
11,200
67%
150
15,000
100%
150
15,000
100%
112
94%
120
100%
120
100%
2013 Uses
($1,214,370)
2013 Sources
($1,459,347)
Grants
35.7%
Donations /
Other
21.0%
Salaries/
Benefits
51.8%
City- Parish
17.6%
Fees /
Contracts
15.1%
Special
Events
6.6%
Depreciation
1.4%
Supplies
3.3%
United Way
10.6%
170
Other
Operating
Costs
36.9%
012.8083001
Mission Statement
The mission of the Capital Region Planning Commission is to provide planning, communication, coordination, and technical
assistance to the Baton Rouge urbanized area.
The Capital Region Planning Commission (CRPC) is a Council of Governments and the Metropolitan Planning Organization (MPO)
for the Baton Rouge urbanized area. CRPC provides transportation and air quality planning for the MPO area; technical assistance to
Capital Area Transit System on transit and ridesharing activities; technical assistance on the Transportation Improvement and Unified
Planning Work Program; and economic development activities that qualify the City-Parish for a 10% bonus on Economic
Development Administration grants.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
Request
2015
Proposed
Final
57,150
57,150
57,150
57,150
57,150
57,150
57,150
57,150
0
0
-------
0.00%
0.00%
0.00%
-100.00%
Federal/
State
77.5%
2012-13 Sources
($1,339,505)
2012-13 Uses
($1,428,462)
Salaries
55.6%
Capital
Outlay
0.6%
Benefits
8.3%
Other
11.9%
CityParish
3.9%
Supplies
1.0%
Dues
6.7%
171
Contract.
Services
34.5%
Crime Stoppers
012.8084001
Mission Statement
Crime Stoppers’ mission is to develop an effective crime-solving organization, with the primary objective of this tripartite
organization (the community, the media, and the police) being “Working together to prevent and solve crime.”
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
2015
Proposed
Request
14,000
14,000
14,000
14,000
14,000
14,000
14,000
14,000
-------
0.00%
0.00%
0.00%
Final
2013
Actual
2014
Target
2015
Target
Public Safety
1. To enhance the quality of life by providing crime-solving and crime-prevention
services through shared responsibility with the public.
a) # of felony crimes solved
b) # of felony arrests
c) # of burglary crimes solved
d) # of narcotics crimes solved
e) # of fugitives apprehended
f) $ value of property recovered
g) $ value of illegal narcotics seized
425
379
20
94
219
$367,798
$438,496
475
410
25
110
249
$400,000
$450,000
500
425
35
115
260
$425,000
$500,000
Graphical Summary for the Years 2009-2013
Rewards Paid
(2009-2013)
Felony Crimes Solved
(2009-2013)
425
430
416
420
410
$95,050
$100,000
$90,000
$81,750
$84,250
$83,650
$86,450
$80,000
403
400
$70,000
390
$60,000
$50,000
380
369
369
370
$40,000
360
$30,000
350
$20,000
$10,000
340
2009
2010
2011
2012
2009
2013
172
2010
2011
2012
2013
012.80XXXXX
Mission Statement
To provide the community with a variety of outside resources which include educational services, supportive services, activities, and
entertainment. All of these agencies will enter into cooperative endeavor agreements with the City-Parish for the services described
below.
Budget Summary
Operations:
GBR Economic Partnership
SCORE
Baton Rouge Earth Day
EBR Redevelopment Authority
Greater Baton Rouge Food Bank
U.S. Bowling Congress
Children's Coalition of Greater Baton Rouge
Baton Rouge Children's Advocacy Center
Downtown Business Association
City Year Louisiana
Baton Rouge Community College
ASA-Lease Agreement
Total Appropriation
2013
Actual
2014
Budget
450,000
19,000
21,850
433,300
23,000
0
25,000
0
38,000
25,000
100,490
31,350
1,166,990
-------
450,000
19,000
21,850
184,500
23,000
100,000
25,000
25,000
38,000
25,000
100,500
31,350
1,043,200
-10.61%
Request
450,000
19,000
21,850
0
23,000
100,000
25,000
25,000
60,000
25,000
100,500
34,480
883,830
-15.28%
2015
Proposed
450,000
19,000
21,850
0
23,000
100,000
25,000
25,000
38,000
25,000
100,500
34,480
861,830
-17.39%
Final
0
0
0
0
0
0
0
0
0
0
0
0
0
-100.00%
Program Narratives
GBR Economic Partnership — $450,000. To act as the City-Parish’s Economic Development Department and facilitate the
Professional Business Development Program that will provide quality job growth and increased economic opportunities for the CityParish.
SCORE – Counselors to America’s Small Business — $19,000. The mission of SCORE is to act as the resource partner of the U.S.
Small Business Administration, providing expert counseling to small business owners and entrepreneurs so as to encourage and
stimulate the formation of new businesses, increase the wealth and wellbeing of the citizens, and promote and assist the
entrepreneurial spirit and economic development for the citizens of East Baton Rouge Parish and the Greater Baton Rouge area.
Baton Rouge Earth Day, Inc. — $21,850. The mission of Baton Rouge Earth Day, Inc., is to promote environmental awareness and
response through year-round education activities and dialogue involving the community.
Greater Baton Rouge Food Bank — $23,000. The mission of the Food Bank is to fill short-term unmet food needs of individuals in
the greater Baton Rouge area through existing social service providers, churches, synagogues, and other organizations. This purpose
is accomplished by supporting or providing services such as food distribution and educational programs. The monies appropriated
will allow the Food Bank to maintain the pace it has set in leading the fight against hunger in the capital area.
U.S. Bowling Congress — $100,000. To host the 2017 United States Bowling Congress Women’s Championship Tournament. In
2013, the Metropolitan Council authorized $100,000 in funding for the first installment of the required subsidy provided for in the
contractual agreement between the City-Parish and the U.S. Bowling Congress. The subsidy is based upon the actual number of
tournament participants with a minimum payout of $500,000 and a maximum of $725,000.
Children’s Coalition of Greater Baton Rouge — $25,000. The mission of the Children’s Coalition of Greater Baton Rouge is to
support and strengthen a collective force united to effect community change to improve lives of children and families through
partnerships and advocacy in the capital city area.
Baton Rouge Children’s Advocacy Center — $25,000. The mission of the Baton Rouge Children’s Advocacy Center is to lessen
the trauma experienced by child abuse victims when abuse allegations are investigated, and to provide support during any subsequent
proceedings within the criminal justice system.
173
Continued
Program Narratives (Continued)
Downtown Business Association — $38,000. The mission of the Downtown Business Association is to sustain the viability of the
“Live After Five” free outdoor concert series and to encourage Baton Rouge residents to visit and support the continued growth of
Downtown and its businesses.
City Year Louisiana — $25,000. City Year corps members are serving the youth and the community by addressing the issues of low
academic performance and underachievement by providing academic support in school, safe spaces for youth during out-of-school
time, and leadership development opportunities for young people.
Baton Rouge Community College (B.R.C.C.) — $100,500. Resolution 48588 dated May 11, 2011, authorized a lease agreement for
the aviation maintenance training facility at the Greater Baton Rouge Airport to be operated by B.R.C.C. The City-Parish will fund the
lease payments for a period of five years beginning 03/01/12 through 02/28/17. A one five-year renewal option is included in the
lease.
ASA-Lease Agreement — $34,480. Resolution 41167 dated July 25, 2001, authorized a lease agreement with the Atlantic Southeast
Airline (ASA) for the Regional Jet Maintenance Facility at the Greater Baton Rouge Airport. The agreement is for a period of five
years beginning 12/20/01 with three five-year renewal options. The second renewal option was executed and will expire on 12/20/16.
The third renewal, if executed, would expire on 2021.
174
Municipal Associations
012.9010000
This non-departmental budget provides funds for City-Parish participation in various municipal associations and multi-parish capital
district agencies created by state law and is administered and coordinated by the Council Administrator.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
2015
Proposed
Request
117,880
117,880
120,160
120,160
120,160
120,160
120,160
120,160
-------
1.93%
0.00%
0.00%
Final
Budget Highlights
2014
Budget
Capital District Law Enforcement
Capital Resource and Development
Louisiana Conference of Mayors
Louisiana Municipal Association
National Association of Counties
National League of Cities
Police Jury Association
Safety Council
US Conference of Mayors
Water Conservation Commission
Total
21,160
500
3,000
22,300
8,810
13,400
12,000
350
12,240
26,400
120,160
Request
21,160
500
3,000
22,300
8,810
13,400
12,000
350
12,240
26,400
120,160
175
2015
Proposed
21,160
500
3,000
22,300
8,810
13,400
12,000
350
12,240
26,400
120,160
Final
2015 Proposed
Over
2014 Budget
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
Street Maintenance – Baker, Zachary, & Central
012.9020X02
On August 25, 1971, the Parish Council adopted Resolution 9471, which stated that the parish, acting through the Department of
Public Works, will provide street maintenance and/or materials for local streets/roads within the municipalities of Baker and Zachary
at a cost in any calendar year not to exceed the equivalent of two mills on the assessed valuation of property within each of said
municipalities. Resolution 9471 amended Resolution 7141 adopted May 10, 1967, which provided for street maintenance only.
Resolution 49135, adopted January 25, 2012, amended Resolution 7141 in order to authorize the execution of a conjoint agreement
with the City of Central with regard to the maintenance of publicly owned and/or dedicated streets and rights of way in the same
manner and to the same extent as the cities of Baker and Zachary participate and are funded.
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
Final
193,210
193,210
207,190
207,190
211,150
211,150
211,150
211,150
0
0
-------
7.24%
1.91%
1.91%
-100.00%
Budget Highlights
012.9020302
Baker
Calculation of Equivalent One Mill:
Estimated assessed valuation
Equivalent of one mill (0.25*0.00344)
Gross taxes
012.9020402
Zachary
012.9020502
Central
68,922,050
0.00086
$59,270
124,899,560
0.00086
$107,410
121,238,700
0.00086
$104,270
8.164%
2.817%
(4,840)
(1,670)
(8,770)
(3,030)
(8,510)
(2,940)
b) Retirement Systems - statutory requirements
2.756%
(1,630)
(2,960)
(2,870)
c) Estimated homestead exemption
8.333%
(4,940)
(8,950)
(8,690)
$46,190
$83,700
$81,260
Less Deductions:
a) Louisiana Revenue Sharing:
Sheriff's commission
Retirement System
Net Total
176
Parish Revenue Sharing – Baker & Zachary
012.9030X07
Section 8.10 of The Plan of Government provides for allocation of the equivalent of three mills of property tax in the industrial area to
the three municipalities in the Parish. Section 8.10 further stipulates that allocations of this revenue be appropriated and distributed in
the proportion that the population of each said municipality, based upon the latest federal census, bears to the total population of the
three municipalities in the Parish. The purpose of this intergovernmental expenditure is to distribute the three-mill tax in the industrial
areas of the parish to the towns of Baker and Zachary.
2013
Actual
Budget Summary
Operations:
Total Appropriation
2014
Budget
Request
2015
Proposed
Final
158,180
158,180
154,730
154,730
159,760
159,760
159,760
159,760
0
0
-------
-2.18%
3.25%
3.25%
-100.00%
Budget Highlights
Calculation of the Industrial-Area Tax-Equivalent Three Mills
Estimated assessed valuation
Equivalent of three mills (0.75*0.00344)
Gross Taxes
Less: Retirement System - Statutory deductions
Amount to be distributed
2.756%
570,142,738
0.0025800
1,470,970
(40,550)
1,430,420
Distribution of Tax:
Population
229,493
13,895
14,960
258,348
Baton Rouge
Baker
Zachary
Total
177
Percentage
88.831%
5.378%
5.791%
100.000%
Amount
1,270,660
76,930
82,830
1,430,420
Retirement System
012.9040008
Revised Statute 11:1862 B. (2) & (3) states that "Each sheriff and ex officio tax collector shall deduct one-fourth of one percent of the
aggregate amount of the tax shown to be collected by the tax roll of each respective parish excepting Orleans Parish which money
each respective sheriff shall turn over to the Municipal Employees' Retirement System of Louisiana (MERS). The board of trustees
shall annually apportion and pay to the Employees' Retirement System of the City of Baton Rouge and the Parish of East Baton Rouge
a percentage of taxes remitted by the sheriff of East Baton Rouge to the Employees' Retirement System for the fiscal year, the amount
of this percentage being arrived at by dividing the number of employees who are members of the Employees' Retirement System of
the City of Baton Rouge and Parish of East Baton Rouge, excluding policemen and firemen, by the total number of employees of all
other municipalities in the Parish of East Baton Rouge plus the members of said system."
Budget Summary
Sources of Funds:
On-Behalf Payments
Operations:
Employee Benefits
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
973,410
973,410
968,580
968,580
1,004,660
1,004,660
1,004,660
1,004,660
973,410
973,410
968,580
968,580
1,004,660
1,004,660
1,004,660
1,004,660
-------
-0.50%
3.73%
3.73%
Final
Budget Highlights
In June 1994, the Governmental Accounting Standards Board issued Statement 24, Accounting and Financial Reporting for Certain
Grants and Other Financial Assistance. This standard required the City-Parish to recognize revenues and expenditures for on-behalf
payments made by the State of Louisiana for fringe benefits and/or salaries of City-Parish employees. The MERS contribution for
2015 is calculated as follows:
Number of Eligible Employees:
City-Parish
Zachary
Baker
2,947
51
61
96.3387%
1.6672%
1.9941%
Total
3,059
100.0000%
MERS Allocation from Property Taxes
MERS Allocation from Louisiana Revenue Sharing
$1,019,050
23,790
Total MERS
$1,042,840
MERS Distribution:
City-Parish
Zachary
Baker
$1,004,660
17,380
20,800
Total
$1,042,840
178
Road Lighting District No. 2
012.9050202
On February 9, 2011, with Ordinance 15084, the Metropolitan Council created Road Lighting District No. 2 of the Parish of East
Baton Rouge. This District was created to provide street lights on the realigned River Road, a state highway. DOTD requires that a
public entity be responsible for powering the required street lights. The property within the district is owned by a legal entity who is
not eligible to be a registered voter; therefore, a tax election cannot be held. In lieu of a tax collection and imposition of a dedicated
lighting district tax, the owner has agreed to escrow in advance 125% (rounded up to the nearest $500 increment) of the annual
electricity costs, which have been estimated by Entergy. The agreement provides a mechanism to collect the projected energy costs
from the owner and provide for the payment of the Entergy bills.
Budget Summary
Sources of Funds:
Miscellaneous
Operations:
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
Final
13,000
13,000
-------
13,000
13,000
0.00%
13,500
13,500
3.85%
16,500
16,500
26.92%
-100.00%
12,980
12,980
-------
13,000
13,000
0.15%
13,500
13,500
3.85%
16,500
16,500
26.92%
-100.00%
Budget Highlights
Resolution 48762 dated August 10, 2011, authorized the execution of an agreement between the District and PNK Partnership to pay
the costs of electricity within the District.
179
Summary of Transfers
012.990XXX9
Budget Summary
Operations:
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
10,136,590
9,595,600
9,255,880
11,382,650
10,136,590
9,595,600
9,255,880
11,382,650
-5.34%
-3.54%
-------
Final
18.62%
Downtown Development District — $142,500. Operating revenues do not cover operating expenses in this fund. This transfer provides
additional operating support.
Animal Control and Rescue Center — $1,624,420. Operating revenues do not cover operating expenses in this fund. This transfer
provides additional operating support.
Brownsfield Fire Protection District — $16,250. This transfer provides additional operating support.
Chaneyville Fire Protection District — $35,860. This transfer provides additional operating support.
Pride Fire Protection District — $19,000. This transfer provides additional operating support.
Alsen-St. Irma Lee Fire Protection District — $24,510. This transfer provides additional operating support.
Grants Fund — $232,040. This transfer provides the subsidy for three Deputy Constable positions allotted in the DARE grant
($196,460); to cover a portion of benefits for a Parish Attorney grant ($19,530); and provide the match for the City Court Domestic
Violence Grant ($16,050).
2012 Fixed Rate Taxable Refunding Bonds — $4,790,550. These funds are provided for the debt service obligations for the 2012
Fixed Rate Taxable Refunding Bonds issued to advance refund a portion of the outstanding principal amount of the Series 2002-A and
Series 2002-B Taxable Refunding Bonds and paying all the associated costs of issuance.
Limited Tax Bonds — $498,840. These funds are provided for the debt service obligations for the LCDA Lighthouse for the Blind
Note, which is paid in part by the City-Parish ($83,750) and by the Lighthouse for the Blind ($142,860). In addition these funds provide
for the debt obligations for the LCDA Baton Rouge Fire Station #20 ($415,090).
Miscellaneous Capital Projects Fund — $750,000. This transfer provides funding for the renovations to Fire Station #12.
General Capital Expenditure Fund — $1,381,750. This transfer provides for replacement vehicles for the Police Department and the
Constable’s Office. Funding is also provided for capital improvements needed at the correctional institution.
Baton Rouge River Center — $1,791,930. On April 1, 1996, the Baton Rouge River Center was contracted to SMG, Inc. An
addendum to the contract was executed to incorporate a new five-year term beginning January 1, 2007, and ending December 31, 2011.
The option to renew was exercised for an additional 5 years, through December 31, 2016.
Solid Waste Collection Fund — $75,000. This transfer of General Fund support will allow the solid waste user fee to remain at the
2007 level of $15.50 for approximately 1,785 households that meet federal low-income eligibility requirements.
180
Special Revenue Funds
Special Revenue Funds account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or for major capital
projects) that are legally restricted to expenditures for specific purposes.
Civil Juror Compensation Fund accounts for the
receipt of fees assessed in 19th Judicial District Court
civil cases to be used for the payment of jurors.
Criminal Juror Compensation Fund accounts for the
receipt of fees assessed in 19thJudicial District Court
criminal cases to be used for the payment of jurors.
City Constable Court Costs Fund accounts for court
cost fees collected in all criminal matters, including
traffic violations, in City Court. These monies fund a
portion of the expenses of the City Constable's office.
accounts for the special property tax levy required to
cover the cost of controlling mosquitoes and rodents.
Library Board of Control accounts for the special
property tax levy required to fund the operations,
maintenance, and expansion of the East Baton Rouge
Parish Library System.
Downtown Development District accounts for the
special property tax levied within the district for
education, planning, traffic, security, promotion, and
development of downtown Baton Rouge.
Gaming Enforcement Division accounts for monies
collected from the 1.5% bingo assessment fee
collected for the purpose of funding the enforcement
and administration of guidelines and regulations
relative to the playing of charitable bingo by licensed
organizations.
City Court Judicial Building Fund accounts for all
monies collected by the imposition of a service fee per
filing in civil matters and in traffic matters where a
fine is imposed or court costs are ordered to be paid.
Animal Control and Rescue Center accounts for
monies collected from the various services rendered
by the Animal Control and Rescue Center, which
cover costs incurred in the licensing and leashing of
small animals and the enforcement of animal control
and livestock ordinances.
Federal Forfeited Property accounts for the cash
proceeds received from federal seizures and
forfeitures, as well as any interest earned on these
funds, according to accounting guidelines of the U.S.
Attorney General’s Office.
East Baton Rouge Parish Communications District
accounts for charges for services supplied by the
district, which provides enhanced 911, a computeraided telephone complaint-taking and dispatch system
for Emergency Medical Services.
Baton Rouge Fire Pay Enhancement Fund accounts
for the special property tax levied within the City of
Baton Rouge to fund increases in salaries and benefits
for the City of Baton Rouge Municipal Fire personnel.
Brownsfield Fire Protection District accounts for the
special property tax levy, the fire protection service
charge, and the 2% fire insurance rebate required to
maintain fire protection service within the district.
Chaneyville Fire Protection District accounts for the
special property tax levy, the fire protection service
charge, and the 2% fire insurance rebate required to
maintain fire protection service within the district.
Pride Fire Protection District accounts for the special
property tax levy, the fire protection service charge,
and the 2% fire insurance rebate required to maintain
fire protection service within the district.
Alsen-St. Irma Lee Fire Protection District accounts
for the special property tax levy, the fire protection
service charge, and the 2% fire insurance rebate
required to maintain fire protection service within the
district.
City Court Sobriety Court Fund accounts for receipt of
fees assessed in traffic matters related to specific
alcohol violations. These monies will fund the
operations of the Sobriety Court.
Consolidated Road Lighting District accounts for the
special property tax levy required to provide street and
road lights within the district.
Parish Transportation Fund accounts for receipts from
the State Shared Revenue—Parish Transportation
Fund as authorized by Louisiana Revised Statute
48:751, to be used primarily for road and bridge
improvements and mass transit.
accounts for one-half of one percent sales tax levied
for the sole purpose of public road and street
beautification within East Baton Rouge Parish.
Parish Street Maintenance Fund accounts for the onehalf of one percent sales tax levied for the sole
purpose of public road and street repair within East
Baton Rouge Parish.
Office of Social Services accounts for funds received
from the federal and state governments to provide a
range of human and economic development services
and activities that assist persons in poverty. The
largest program under this fund is the Head Start
Program.
Workforce Investment Act accounts for funds
received from the federal and state government to
provide employment skills and opportunities to adults
and youths and to aid families in transitioning from
cash assistance to self-sufficiency.
Mayor’s Office of Homeland Security and Emergency
Preparedness – Entergy Grant accounts for funds
received to aid in the planning and preparing for actual
emergencies at the River Bend Nuclear Station.
Office of Community Development accounts for
funds received from the federal and state governments
to provide decent housing opportunities and improved
living environments for persons of low and moderate
income.
Miscellaneous Grants accounts for the personnel
allotments of grant programs that operate on program
years different from the City-Parish’s fiscal year. In
order to provide a complete picture of all allotted
positions in the City-Parish, grants with personnel that
are not detailed elsewhere in this document are shown
in this section which is included for information only.
Crime Prevention Districts account for the collection
of an annual crime prevention fee to provide funding
for crime prevention programs and additional security
to the residents of the districts.
South Burbank Crime Prevention &
Development District
Wedgewood Crime Prevention and
Improvement District
Hermitage/Cross Creek Crime Prevention &
Development District
Greenwood Crime Prevention & Improvement
District
Park Forest East Crime Prevention District
accounts for a tax on the occupancy of hotel rooms to
provide for the renovation, restoration, and
development of the Capitol House Hilton Hotel.
Emergency Medical Services accounts for the special
property tax levy required to maintain emergency
medical services in East Baton Rouge Parish.
facilitate the restoration, and development of the
Hampton Inn and Suites and provide additional hotel
rooms to revitalize downtown Baton Rouge.
Fire Protection District No. 1 accounts for the special
property tax levy and the fire protection service charge
required to maintain fire protection service within the
district.
Dawnadele Economic Development District accounts
for a tax on retail sales to facilitate the development,
design and redevelopment of infrastructure at the
Costco retail warehouse facility site.
181
facilitate the rehabilitation of the hotel in the
Downtown Development District known as the
historic “Hotel King”.
provide for the redevelopment of the blighted property
within the area of the district into a conference style
hotel and related facilities.
19th Judicial District Court Civil Juror Compensation Fund
102
Service Description
The Civil Juror Compensation Funds were established in order to account for the receipt of fees assessed in 19th Judicial District
Court civil cases to be used for the payment of jurors, as well as to account for the payments made from these fees.
Budget Summary
Revenues:
2013
Actual
2014
Budget
2015
Proposed
Request
Final
94,370
60,000
60,000
60,000
150
94,520
0
60,000
0
60,000
0
60,000
Appropriations:
Civil Juror Compensation
112,470
90,000
100,000
100,000
Total Appropriation
112,470
90,000
100,000
100,000
0
-------
-19.98%
11.11%
11.11%
-100.00%
118,790
100,840
70,840
70,840
70,840
0
0
0
0
0
100,840
70,840
30,840
30,840
70,840
Miscellaneous
Total Revenues
Fund Balance, January 1
Adjustments
Fund Balance, December 31
0
Budget Highlights
R.S. 13:3049(B)(2)(a) sets the daily compensation for serving on a jury at $25 per day and increased the jury filing fees in civil cases.
182
19th Judicial District Court Criminal Juror Compensation Fund
103
Service Description
The Criminal Juror Compensation Fund was established in order to account for the receipt of fees assessed in 19th Judicial District
Court criminal cases to be used for the payment of jurors, as well as to account for the payments made from these fees.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
Final
287,300
400
287,700
288,000
0
288,000
285,800
0
285,800
285,800
0
285,800
Appropriations:
Criminal Juror Compensation
289,560
288,000
285,800
285,800
Total Appropriation
289,560
288,000
285,800
285,800
0
-------
-0.54%
-0.76%
-0.76%
-100.00%
286,420
0
284,560
284,560
0
284,560
284,560
0
284,560
284,560
0
284,560
284,560
0
284,560
Adjustments
0
Budget Highlights
R.S. 13:3049(B)(1)(b) sets the daily compensation for serving on a jury at $25 per day for criminal cases. R.S. 13:3049(B)(1)(e) states
that the judges must adopt a schedule of court costs sufficient to maintain the rate of juror compensation. In addition, this statute
stipulates that a special fund should be established and maintained by the governing authority for the deposit of these fees, and that
payments made to jurors should come from this fund as well.
In an en banc order effective September 1, 2004, the District Court Judges increased the court costs for all criminal offenses (by $15
for felonies, $10 for misdemeanors, and $5 for traffic offenses) in order to cover the payments to jurors. The current fee structure
appears to be sufficient to maintain a positive fund balance at this time.
183
109
Service Description
See the City Constable's service description in the General Fund section of this book.
Budget Summary
Revenues:
Intergovernmental
Fines & Forfeitures
Miscellaneous
Total Revenues
2013
2014
Actual
Budget
Appropriations:
Personal Services
Employee Benefits
Supplies
Transfer to Grants Fund
Total Appropriation
Excluding Interfund Transfers
Adjustments
Personnel Allotted
2015
Request
Proposed
Final
7,150
867,630
55,840
60
930,680
6,000
838,000
48,000
0
892,000
0
900,000
30,000
0
930,000
0
885,000
45,000
0
930,000
0
0
0
0
0
276,120
100,390
185,000
287,510
11,950
860,970
301,960
117,530
176,000
296,510
0
892,000
280,520
125,040
216,680
307,760
0
930,000
280,520
123,650
216,680
309,150
0
930,000
0
0
0
0
0
0
------1,440
(1,440)
69,710
5
5.06%
69,710
155,000
224,710
5
4.26%
224,710
0
224,710
5
4.26%
224,710
0
224,710
5
-100.00%
224,710
0
224,710
0
Budget Highlights
Revenues supporting the expenditures in the City Constable’s Court Cost Fund budget result from certain court costs imposed in City
Court and from fees generated by the City Constable’s Office. This budget funds salaries for five employees as well as overtime,
supplies, equipment, and contractual services for the department. During the 2013 Regular Legislative Session, House Bill 722 passed
that allowed an additional $35 assessment on criminal bonds posted in Baton Rouge City Court. This additional revenue will enhance
the operations of this office.
Funding in the amount of $32,900 is requested for ten workstations, an executive desk, a rotary filing system, and computer and
peripheral equipment updates. − Approved.
Personnel Summary
Job Code
120375
182105
110132
Pay
Grade
2180
1160
1090
Job Title
Crime Laboratory Technician
Deputy Constable
Cur
1
2
2
Total
5
184
Allotment
Req
Pro
1
1
2
2
2
2
5
5
Fin
0
110
Mission Statement
The mission of the East Baton Rouge Parish Mosquito Abatement and Rodent Control District (EBRMARC) is to reduce populations
of annoying and potentially disease-breeding pests. District personnel employ surveillance measures to locate and assess populations
of mosquitoes and rodents and implement appropriate pest-management techniques.
This District was created by the City-Parish Council (Parish Ordinance 5275) on January 10, 1979, under Louisiana R.S. 33:77217726. The district became a reality when a special .75-mill property tax was passed by the voters of the parish to fund the program on
January 20, 1979. The original 5-year tax (1979-1983) was subsequently increased and has been renewed seven times. The current
tax runs from 2014 through 2018. On November 7, 2006, voters approved an additional 1-mill property tax for a period of 10 years
beginning in 2007.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
Final
5,169,240
12,890
3,780
5,185,910
5,180,280
10,000
1,500
5,191,780
5,339,170
10,000
4,000
5,353,170
5,339,170
10,000
4,000
5,353,170
Appropriations:
Personal Services
Employee Benefits
Supplies
Capital Outlay
1,331,380
657,300
1,259,780
768,120
172,160
1,579,920
794,210
1,373,510
1,057,140
387,000
1,702,960
863,510
1,348,970
1,153,730
284,000
1,702,960
857,460
1,325,650
1,183,100
284,000
Total Appropriation
4,188,740
5,191,780
5,353,170
5,353,170
-------
19.62%
5.50%
5.50%
9,512,200
(60,280)
10,449,090
10,449,090
(6,602,400)
3,846,690
3,846,690
0
3,846,690
3,846,690
0
3,846,690
3,846,690
33
33
37
37
0
Excluding Captial Outlay & Interfund Transfers
Adjustments
Personnel Allotted
3,846,690
Budget Highlights
On June 25, 2014, with Resolution 50896, the Metropolitan Council authorized the appropriation of $6.5 million for the construction
of a new 45,000-square-foot multi-functional MARC complex.
The 2015 request includes funding for four new positions: a Clerical Specialist, two Pest Control Inspector I, and one Spray Systems
Servicer. − See Personnel Summary section for approvals.
Requested in the Inventoried Assets categories are: four replacement hand foggers ($10,000); two backpack ULV sprayers ($5,000);
15 iPads ($19,000); and furniture for the new facility ($95,000). − Approved.
In the Capital Outlay category, two micronair tanks ($60,000); a larvasonic sprayer ($7,000); two foggers ($10,000); a soda blaster,
air compressor, and dryer for the airplanes ($14,000); eight replacement vehicles ($144,000); two truck monitors ($14,000); industrial
shelving ($5,000); and two ATV’s ($30,000) are being requested. − Approved.
Funding in the amount of $87,500 is being requested for contracts with five pilots to provide aerial spraying. An additional $30,000 is
also being requested to develop an unmanned autonomous vehicle for mosquito surveillance and control. − Approved.
185
Continued
Personnel Summary
Job Code
350060
350055
120745
120410
120730
120725
120715
120710
120705
141228
141208
110630
110620
110090
Pay
Grade
2335
2295
2295
2205
1155
1165
1165
1145
1125
1175
1145
1150
1110
1070
Job Title
Director of Mosquito & Rodent Control
Mosquito Control Aircraft Operations Manager
Assistant Director of Mosquito & Rodent Control
Entomologist
Mosquito Control Specialist
Night Spray Supervisor
Pest Control Inspector III
Pest Control Inspector II
Pest Control Inspector I
Spray Systems Supervisor
Spray Systems Servicer
Clerical Specialist
Cur
1
1
1
1
3
1
1
2
15
1
3
1
1
1
Total
33
Allotment
Req
Pro
1
1
1
1
1
1
1
1
3
3
1
1
1
1
2
2
17
17
1
1
4
4
1
1
1
1
2
2
37
Fin
37
0
Goals / Objectives / Performance Indicators
Public Safety
1. Keep citizens safe by:
a) Developing and maintaining a public education program designed to stress simple
non-chemical control methods around the home
# of citizens receiving information
# of presentations to groups or fairs
# of contacts at parochial and public schools
b) Providing prompt and efficient pest control services to citizens
# of rodent treatments performed
# of mosquito treatments performed
# of birds tested
# of flood water sites inspected
# of permanent water sites inspected
# of tires treated
# of acres treated (ground/aerial)
186
2013
Actual
2014
Target
2015
Target
9,000
40
1,200
9,500
60
1,650
10,000
75
2,100
3,824
7,249
1,474
215
15,878
27,069
979,409
5,200
5,300
1,500
1,000
13,000
30,000
930,200
5,200
5,300
1,500
1,000
13,000
30,000
1,350,000
111
Mission Statement
The East Baton Rouge Parish Library is a community service organization that connects our citizens with information resources,
materials, technology, and experiences in order to make a positive difference in their lives.
Service Description
The regular library system comprises a Main Library and 13 branches and is open a combined total of 958 hours a week to meet the
ever-changing information needs of its patrons.
The library employs a well-trained, service-oriented staff, selects and organizes up-to-date collections and databases, and provides
convenient outlets with sufficient hours to serve the public library needs of the entire community.
Budget Summary
Revenues:
Taxes
Fines & Forfeits
Miscellaneous
2013
Actual
2014
Budget
Request
39,520,290
86,240
208,480
163,990
5,690
39,616,240
41,000
210,000
54,630
0
40,831,480
65,000
210,000
56,830
0
40,831,480
65,000
210,000
56,830
0
0
0
0
0
0
Total Revenues
39,984,690
39,921,870
41,163,310
41,163,310
0
Appropriations:
Personal Services
Employee Benefits
Supplies
Supplies/Books
Capital Outlay
Transfer to Misc. Capital Improvements
13,535,490
5,996,450
1,155,770
4,215,220
6,843,680
887,850
2,500,000
16,397,220
7,235,260
2,571,120
6,215,000
10,483,810
638,800
1,400,000
16,108,310
7,299,900
1,593,120
6,212,000
11,077,600
2,156,980
0
16,108,310
7,217,110
1,593,120
6,212,000
11,077,600
2,156,980
0
0
0
0
0
0
0
0
Total Appropriation
35,134,460
44,941,210
44,447,910
44,365,120
0
-------
35.14%
-1.43%
-1.62%
62,285,350
66,592,280
60,702,940
60,702,940
(543,300)
(870,000)
0
0
66,592,280
60,702,940
57,418,340
57,501,130
552
569
568
568
Excluding Capital Outlay
And Interfund Transfers
Adjustments
Personnel Allotted
2015
Proposed
Final
0
Budget Highlights
The 2015 Personal Services request includes a total of 4 new positions and 5 deleted positions. − See Personnel Summary section for
approvals.
The following contracts are requested: grounds maintenance for all branches ($409,840); janitorial services ($660,000); on-line
cataloging database services ($100,000); maintenance of the Integrated Library System ($80,000); print management services,
maintenance of copiers and printers, cash management services, and courier services among the Main Library and its branches
($472,040); obituary digitization ($25,000); monthly television production services ($25,000); security ($100,950); social media
187
Continued
Budget Highlights (Continued)
correspondent ($26,000); social media administrator ($26,000); booking agent for performers and speakers ($128,000); and advertising
($30,000). Additional information on contracts in excess of $17,500 can be found in the “Professional Services Contracts” section of
the budget. − Approved.
The Library’s request for Inventoried Assets includes computer hardware ($543,200) and miscellaneous furniture and equipment
($9,050). The Capital Outlay request includes funding for computer servers ($210,730); a replacement bookmobile ($250,000); and
replacement furniture and office equipment for two branches ($1,696,250). − Approved.
Personnel Summary
Job Code
360010
360005
104450
104320
104315
104310
104305
104304
104220
104214
104216
104210
104205
104209
104207
104110
104108
104105
104103
100640
100635
100100
100095
100090
102400
102350
102123
102115
109580
151350
108425
151557
151265
151245
113125
113121
108540
114330
114325
110630
110620
110132
110090
Pay
Grade
2340
2320
2310
2280
2250
2220
2200
2200
1170
1180
1180
1170
1150
1150
1150
1050
1050
1050
1050
2280
2240
2210
1170
1150
2230
1200
1150
1150
2240
1190
2140
1160
1150
1140
1100
1100
2180
2180
2140
1150
1110
1090
1070
Job Title
Library Director
Deputy Library Director
Assistant Library Director
Librarian IV
Librarian III
Librarian II
Librarian I
Librarian I (20 hours/week)
Student Librarian (20 hours/week)
Library Technician III
Library Technician III (20 hours/week)
Library Technician II
Library Technician I
Library Technician I (20 hours/week)
Library Technician I (10 hours/week)
Library Aide (20 hours/week)
Library Aide (10 hours/week)
Library Page (20 hours/week)
Library Page (10 hours/week)
Library Business Manager
Assistant Library Business Manager
Accountant
PC LAN Administrator
PC LAN Specialist
Network Technician I
Computer Operator III
Facilities Manager
Operations Manager
Trades Specialist
Electrician
Senior Stock Clerk
Senior Stock Clerk (20 hours/week)
Executive Assistant
Public Relations Coordinator
Public Relations Specialist
Clerical Specialist
Cur
1
1
2
7
14
36
50
1
4
14
1
20
128
12
118
20
12
56
31
1
1
1
1
1
1
3
4
1
1
1
1
2
1
1
1
1
1
1
1
3
2
1
9
Total
569
188
Allotment
Req
Pro
1
1
1
1
2
2
7
7
14
14
36
36
50
50
1
1
4
4
14
14
1
1
21
21
128
128
12
12
118
118
20
20
12
12
58
58
27
27
1
1
1
1
1
1
1
1
1
1
1
1
3
3
5
5
0
0
1
1
1
1
1
1
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
3
3
2
2
1
1
9
9
568
568
Fin
0
Continued
Graphical Summary
Circulation
(2004-2013)
Reference
(2004-2013)
3.0
Items
(millions)
2.5
1,000
2.4
2.4
2.3
2.2
2.3
2.4
2.3
2.3
2.4
2.0
1.5
868
886
812
800
645
700
600
971
880
900
Questions
Answerd
(thousands)
2.6
575
696
732
616
500
400
1.0
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Year
Year
1. To serve all of the parish residents as an educational, informational, recreational, and
cultural center through a wide variety of materials, services, and programs.
a) Acquire, organize, and administer print/non-print materials and electronic resources to
enlighten the citizens and enrich their lives:
•
# of items in the Library’s collections
•
# of computers available to the public
•
# of items circulated
b) Provide programs, and services to meet the cultural and recreational needs of the
citizens of the Parish:
• # of programs offered on-site and off-site
• Attendance of in-house programs
• Total gate count
• # of registered borrowers
c) Complement and support formal and informal educational institutions and programs via
services, programs, and resources:
• Total reference questions answered
d) Extend outreach service to constituents in day cares, learning centers, assisted-living
centers, and retirement homes:
• # of assisted-living and retirement home facilities visited
• # of visits per year to retirement homes
• # of day cares and preschool facilities visited
• # of visits per year to day cares and preschools
e) Total public service hours
189
2013
Actual
2014
Target
2015
Target
1,893,712
642
2,434,723
1,900,000
650
2,450,000
1,940,000
650
2,550,000
7,737
319,662
2,212,004
325,303
7,800
350,000
2,225,000
350,000
7,900
375,000
2,250,000
370,000
885,764
890,000
895,000
47
560
67
807
958
48
575
70
850
958
50
575
70
850
958
113
Mission Statement
To ensure that the city's urban core reflects an image of social, economic, and cultural health by promoting and enhancing Downtown
Baton Rouge through adopted plans that direct public improvements, facilities, and services to be furnished, constructed, or procured
while encouraging public input and disseminating information regarding the aforementioned for the public’s interest.
Budget Summary
Revenues:
Taxes
Miscellaneous
Transfer From General Fund
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Excluding Captial Outlay
Adjustments
Personnel Allotted
2013
Actual
2014
Budget
Request
2015
Proposed
Final
496,900
410
142,500
639,810
488,730
1,000
142,500
632,230
498,650
0
142,500
641,150
498,650
0
142,500
641,150
0
0
0
0
292,180
108,560
5,350
205,260
611,350
359,770
139,450
12,500
120,510
632,230
365,930
148,660
11,150
115,410
641,150
365,930
148,660
11,150
115,410
641,150
0
0
0
0
2
-------
3.42%
1.41%
1.41%
-100.00%
396,390
(8,850)
416,000
4
416,000
(56,000)
360,000
5
360,000
0
360,000
5
360,000
0
360,000
5
5
Budget Highlights
In contractual services, the DDD is requesting a contract for the lease of the DDD office from Taylor Building LLC in the amount of
$42,000. − Approved.
Personnel Summary
Job Code
Pay
Grade
300090
300085
108575
110625
2360
2300
2260
1130
Job Title
Cur
Allotment
Req
Pro
Executive Director/DDD
Assistant Executive Director/DDD
Development Project Director
1
1
2
1
1
1
2
1
1
1
2
1
Total
5
5
5
190
Fin
0
Continued
2013
Actual
Public Safety
1.
To provide downtown security.
a) # of bike patrol officers on nights and weekends
2014
Target
2015
Target
2
2
2
Ongoing
100%
Ongoing
Ongoing
60%
100%
3
3
1
40%
1
80%
80%
Ongoing
100%
Ongoing
100%
Ongoing
Ongoing
80%
100%
3
4
1
80%
1
100%
100%
Ongoing
100%
Ongoing
100%
Ongoing
Ongoing
100%
100%
0
0
1
90%
1
100%
100%
Ongoing
100%
8
8
8
10
10
10
12
12
12
Jan. 1
Quarterly
Quarterly
Jan. 1
Quarterly
Quarterly
Jan. 1
Quarterly
Quarterly
10
12
14
Quarterly
Mar. 1
Quarterly
Jan. 1
Quarterly
Jan. 1
Jan. 1
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Mar. 1
100%
100%
4
5
5
4
4
5
5
6
6
Monthly
Monthly
Monthly
1.
To continue to act as the implementation agent for Plan Baton Rouge and Plan Baton Rouge II
projects.
a) % completion of North Boulevard Town Square Phase I (event mgmt./marketing – ongoing)
b) % completion of North Boulevard Town Square Phase II
c) % completion of Galvez Plaza and stage canopy (event mgmt./marketing – ongoing)
d) % completion of Central Green Concept/Repentance Park (event mgmt./marketing–ongoing)
e) % completion of Central Green Concept/City Hall Plaza
f) % completion of Downtown Greenway Project – Phase I
# of grants applied for via Transportation, Community, and Preservation program
# of grants applied for via Federal Highway Administration
# of grants applied for via DOTD Transportation Enhancement Program
g) % completion of levee-top bike extension to River Park development
# of grants applied for via Transportation, Community, and Preservation program
h) % completion of pedestrian access improvements at intersection of Florida St. and River Rd.
i) % completion of Riverfront development – Riverfront Plaza/Shade structure
j) Downtown Visitor’s Amenity Plan implementation (ongoing project)
% Downtown Gateway improvements included with Downtown Greenway
1.
To pursue an aggressive public relations campaign promoting downtown as the financial,
commercial, and governmental center.
a) To promote cultural activities and attractions downtown
# of new events to be held in the North Boulevard Town Square
# of new events to be held in Galvez Plaza
# of new events to be held in Repentance Park
b) To distribute new marketing materials for downtown businesses
Create supplemental demographic and real estate data sheets
Update the Events Guideline and Procedure Handbook
Update the Lease Space/For Sale Space documents
c) Family oriented events
# of races, festivals, and outdoor concerts
d) Downtown parking
Update the online-interactive map for downtown visitors
Shared-use parking agreement to use parking garages after hours
e) Transportation initiatives (ongoing projects)
Work with CATS to provide shuttle from satellite parking locations
1.
To continue to nurture downtown’s development through public/private investments.
a) Strategic plan for the Downtown Development District
Implement
b) Explore the possibilities of expanding the boundaries of the DDD
Complete Legislation
c) Enhance the existing Economic Development Toolkit
# of new economic incentives added to toolkit
d) Attract business to downtown and increase residential base
# of new businesses to open/relocate to downtown
# of new residential projects
e) Market residential living
Update the Lease Space/For Sale listings
191
114
Mission Statement
The mission of this division of the Parish Attorney's Office is to enforce the Charitable Gaming Ordinance and administer guidelines
and regulations concerning charitable bingo games by licensed organizations in order to ensure that charitable gaming is operated
fairly and legally and that all charitable gaming clubs maximize profits going to charity.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Adjustments
Personnel Allotted
2013
Actual
2014
Budget
2015
Proposed
Request
Final
600
155,980
260
156,840
600
150,000
300
150,900
600
150,000
300
150,900
600
150,000
300
150,900
96,090
21,350
2,180
32,890
85,250
20,300
7,800
37,550
85,910
21,360
6,080
37,550
83,210
20,990
6,080
40,620
152,510
150,900
150,900
150,900
-------
-1.06%
0.00%
0.00%
167,830
172,160
172,160
172,160
0
0
0
0
172,160
172,160
172,160
172,160
2
2
2
2
Budget Highlights
One Legal Investigator position is frozen for 2015; however, certain percentages of three General Fund (ABC Office) positions are
charged to this budget.
Personnel Summary
Job Code
121208
Pay
Grade
1150
Job Title
Legal Investigator
Cur
2
Total
Allotment
Req
Pro
2
2
2
2
Fin
2
0
2013
Actual
2014
Target
2015
Target
1.
To control and regulate all bingo games held in East Baton Rouge Parish.
a) # of bingo halls
b) # of charitable organizations playing bingo
c) # of bingo games held
d) $ net bingo profit earned by charitable organizations
e) $ net electronic video bingo profit earned by charitable organizations
192
4
20
2,954
$98,928
$51,799
4
25
3,100
$98,000
$45,000
4
25
3,500
$100,000
$50,000
115
Service Description
The City Court Judicial Building Fund was established pursuant to the provisions of R.S. 13:1910 and by Resolution 44414 and
46547, which were adopted by the Metropolitan Council on October 12, 2005, and October 22, 2008, respectively. All monies
collected in accordance with this statute are forwarded to the Court. The revenues are derived by the imposition of a service charge of
ten dollars ($10.00) per filing in all civil matters, and a service charge of ten dollars ($10.00) per filing in all traffic matters where a
fine is imposed or court costs are ordered to be paid. The funds are dedicated exclusively to the acquisition, leasing, construction,
equipping, and maintenance of the City Court.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
477,790
870
478,660
480,000
0
480,000
475,000
0
475,000
475,000
0
475,000
0
0
0
Appropriations:
City Court Traffic Fees
Capital Outlay
146,660
237,570
49,490
137,490
281,900
25,000
139,260
284,870
36,400
139,260
284,870
36,400
0
0
0
Total Appropriation
433,720
444,390
460,530
460,530
0
-------
9.15%
1.13%
1.13%
-100.00%
471,620
492,570
219,900
219,900
219,900
Adjustments
(23,990)
(308,280)
0
0
0
492,570
219,900
234,370
234,370
219,900
Budget Highlights
In 2015, funding for Inventoried Assets in the amount of $57,480 is being requested for the replacement of 43 computers ($50,980); a
barcode scanner inventory system ($3,000); a projector ($2,100); and a check imaging scanner ($1,400) in the City Court Traffic Fees
budget. − Approved.
Funding for Capital Outlay in the amount of $36,400 is being requested in the City Court Traffic Fees budget for the purchase of four
computer file servers that are needed to upgrade the current case management system. − Approved.
193
116
Mission Statement
To protect the public health and safety of the citizens of East Baton Rouge Parish by providing professional animal control and rescue
services based on sound law enforcement principles through enforcement of both Title 14 of the City-Parish Code of Ordinances and
the state animal cruelty and dog fighting laws.
Budget Summary
Revenues:
Licenses & Permits
Miscellaneous
Donations and Contributions
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Adjustments
Personnel Allotted
2013
Actual
2014
Budget
Request
2015
Proposed
Final
504,400
54,640
230
239,210
1,565,000
2,363,480
507,000
44,000
500
237,360
1,577,050
2,365,910
507,000
49,000
500
237,360
1,645,450
2,439,310
657,000
49,000
500
237,360
1,624,420
2,568,280
0
0
0
0
0
0
760,860
454,250
120,900
1,030,260
2,366,270
757,740
429,900
102,900
1,075,370
2,365,910
780,840
465,340
102,900
1,090,230
2,439,310
780,840
452,490
120,500
1,240,310
2,594,140
0
0
0
0
0
-------
-0.02%
3.10%
9.65%
-100.00%
155,040
(900)
151,350
22
151,350
18,000
169,350
22
169,350
0
169,350
22
169,350
0
143,490
22
143,490
0
143,490
0
Budget Highlights
The 2015 budget request includes funding in the amount of $598,120 for Companion Animal Alliance (CAA) contingent upon the
execution of a new cooperative endeavor agreement. – In May of 2014, the Metropolitan Council approved an amendment to the
Code of Ordinances to increase annual registration fees for dogs and cats effective July 1. The Council also gave the Administration
the authority to amend the agreement with CAA to increase the City-Parish funding for this agency by the amount of the net increase
in registration fees. As a result of these actions, the proposed funding for CAA for 2015 was increased by $150,000, resulting in a
total annual appropriation of $735,820.
As a supplemental request, funding is requested for the purchase of 12 laptops and accessories for vehicles ($25,860), security locks
for four doors ($6,740), and a security camera ($1,800). – Fund balance will be utilized to purchase the 12 laptops and accessories in
the amount of $25,860. Carryforward funding will be utilized to purchase the other items requested.
Personnel Summary
Job Code
184145
184128
184126
184114
184117
110625
110132
110090
Pay
Grade
2290
2200
1160
1140
1130
1130
1090
1070
Job Title
Director, Animal Control and Rescue Center
Animal Control Operations Manager
Animal Control Field Supervisor
Humane Enforcement Officer
Animal Control Officer II
Clerical Specialist
Total
Cur
1
1
1
3
12
1
1
2
22
194
Allotment
Req
Pro
1
1
1
1
1
1
3
3
12
12
1
1
1
1
2
2
22
22
Fin
0
Continued
2013
Actual
1. To maintain rotating teams of Animal Control Officers.
a) # of teams
2. To extend daily hours of officer availability.
a) # of hours per day
3. To increase public relations skills through training/certifications of staff.
a) # of employees trained
Public Safety
1. To reduce officer response time.
a) # of minutes
2. To increase the number of citizens requested humane traps.
a) # of traps
1. To increase animal safety classes/lectures.
a) # of classes/lectures
2. To reduce the number of stray, dangerous, and abandoned animals in EBR Parish.
a) # of animals impounded
2014
Target
2015
Target
3
3
3
16
17
18
12
21
12
14
15
15
76
100
90
13
15
17
8,005
7,000
7,500
Graphical Summary
24,075
25,000
400
16,000
30,000
21,338 21,349
308
14,000
12,000
20,000
10,000
15,000
8,000
300
10,095
8,590 8,569
203
200
6,000
10,000
4,000
5,000
100
2,000
0
0
Complaints
0
Impoundments
2011
2012
195
2013
Bite Cases
188
Continued
Companion Animal Alliance (CAA)
2013 Sources
($2,363,480)
2013 Sources
($1,374,339)
Charges for
Services
2.3%
Transfer from
General Fund
66.2%
City-Parish
41.8%
Contrib./
Donations
45.9%
Licenses &
Permits
21.4%
Contrib./
Donations
10.1%
Adoptions
12.3%
2013 Uses
($2,366,270)
Personal
Services
51.4%
2013 Uses
($1,366,576)
CAA
24.2%
Auto & Equip.
6.4%
Program
Services
75.4%
Fundraising
5.8%
Mgmt
Services
18.8%
Supplies/
Other
18.0%
196
117
Mission Statement
The purpose of the Federal Forfeited Property Fund, which is administered by the Police Department, is to properly account for the
cash proceeds received from federal seizures and forfeitures. Title 21 of the United States Code 881(e), and Title 19, U.S.C. 1616,
authorize the U.S. Attorney General to transfer forfeited property to any federal agency or to any state or local law enforcement
agency that directly participates in the acts leading to the seizure or forfeiture.
Budget Summary
Revenues:
Federal Forfeitures
Miscellaneous
2013
Actual
2014
Budget
2015
Proposed
Request
Final
187,580
1,830
750,000
0
750,000
0
750,000
0
Total Revenues
189,410
750,000
750,000
750,000
Appropriations:
Personal Services
Employee Benefits
Supplies
Capital Outlay
222,690
33,880
16,530
230
135,300
375,000
73,000
80,000
60,000
162,000
400,000
62,000
90,000
60,000
138,000
400,000
62,000
90,000
60,000
138,000
Total Appropriation
408,630
750,000
750,000
750,000
-------
115.12%
4.08%
4.08%
919,380
656,090
232,650
232,650
Adjustments
(44,070)
(423,440)
0
0
656,090
232,650
232,650
232,650
Budget Highlights
During 1996, the Federal Forfeited Property Fund was created as a new special revenue fund, and all funds received from federal
seizures were deposited into this fund. Before 1996, these funds were accounted for the in the General Fund. Accounting guidelines
of the U.S. Attorney General require that these funds, as well as any interest earned thereon, be accounted for separately; therefore, a
new fund was established.
Capital Outlay funds of $138,000 are being requested for the purchase of five new vehicles for the Narcotics Division at an
approximate cost of $27,500 each. − Approved.
2013
Actual
Public Safety
1. To continue seizures and forfeitures related to narcotics.
a) $ value of seizure funds
$218,169
197
2014
Target
$750,000
2015
Target
$750,000
118
Mission Statement
The EBRP Communications District, through the Communications District Board and the department of Emergency Medical Services,
provides for the emergency communications needs of the City-Parish public safety agencies. Personnel working in the District answer
all 911 calls for emergency assistance; dispatch Emergency Medical Services personnel to respond to those calls; maintain the
emergency communications equipment in the 911 center; and repair, program, and maintain the two-way radios and backbone
infrastructure used for wireless communications by most public safety agencies.
Budget Summary
Revenues:
Miscellaneous
Transfer from EMS
Total Revenues
Appropriations:
Operations:
Personal Services
Employee Benefits
Supplies
Capital Outlay
Total Appropriation
and Interfund Transfers
Adjustments
Personnel Allotted
2013
Actual
2014
Budget
Request
2015
Proposed
Final
5,643,770
20,810
794,400
6,458,980
5,557,200
15,000
873,200
6,445,400
5,700,000
20,000
918,700
6,638,700
5,575,000
15,000
918,700
6,508,700
0
0
0
0
2,323,410
1,181,680
51,160
1,853,070
697,440
6,106,760
2,889,540
1,436,280
182,420
2,024,660
5,100,000
11,632,900
2,691,220
1,393,900
265,580
2,006,260
0
6,356,960
2,691,220
1,391,490
265,580
2,006,260
0
6,354,550
0
0
0
0
0
0
-------
20.77%
-2.69%
-2.73%
-100.00%
10,119,020
(188,010)
10,283,230
51
10,283,230
708,410
5,804,140
52
5,804,140
0
6,085,880
52
5,804,140
0
5,958,290
52
5,804,140
0
5,804,140
0
Budget Highlights
The department has requested the following personnel changes: a title change for the Telecommunications Chief of Operations to the
EBRP Communications District Assistant Manager and a title change for the Telecommunications Radio System Coordinator to the
Public Safety Radio System Coordinator. − See Personnel Summary section for approvals.
Requested in Inventoried Assets are replacement chairs ($15,000); radio, communication equipment ($20,000); and replacement of all
computers and monitors on the computer-aided dispatch (CAD) workstations ($150,000). − Approved.
A total of $400,000 is requested for contracts with companies that will provide maintenance for (1) the CAD system; (2) the Parish
radio system and other equipment; (3) the 911 phone system equipment; (4) the community alert system; (5) maintenance for the PBX
switch at the ATM/EOC building; and (6) wireline voice recorders at the 911 center. − Approved.
198
Continued
Personnel Summary
Job Code
123550
123545
123450
NEW
123527
123555
NEW
123325
123425
123405
123125
151610
151605
110630
111130
110132
114110
Pay
Grade
2270
2270
2260
2260
2260
2180
2180
2180
1231
1211
1201
1160
1140
1150
1110
1090
1080
Job Title
EBRP Communications District Manager
Communications Chief Applications Administrator
Emergency Communications Chief of Operations
EBRP Communications District Assistant Manager
Telecommunications Chief of Operations
Communications Database Manager
Public Safety Radio System Coordinator
Telecommunications Radio System Coordinator
Emergency Communications Shift Supervisor
Emergency Communications Assistant Shift Supervisor
Emergency Communications Officer
Senior Communications Technician
Communications Technician
Communications Security Specialist
Cur
1
1
1
0
1
1
0
1
4
4
30
1
2
1
1
1
2
Total
Allotment
Req
Pro
1
1
1
1
1
1
1
0
0
1
1
1
1
0
0
1
4
4
4
4
30
30
1
1
2
2
1
1
1
1
1
1
2
2
52
52
Fin
52
0
1. To improve the efficiency of the response to 911 calls received through an
aggressive quality assurance program.
a) % of 911 calls answered in less than 10 seconds
b) Overall % score of calls graded on call taker’s ability to obtain
information and provide pre-arrival instructions to 911 callers*
2. To improve efficiency and professionalism through training.
a) # of courses taught or hosted through EMS Communications
b) # of EMS employees attending those classes
c) # of EMS employees attending instructor training
Public Safety
1. To replace the Public Safety Computer-Aided Dispatch (CAD) system software
and hardware for all of the current City-Parish users
2013
Actual
2014
Target
2015
Target
89%
90%
90%
N/A
96%
97%
13
86
0
6
40
2
6
40
0
0%
25%
85%
* New performance measurement
911 Calls
EMS Dispatches
450,000
400,000
385,970
365,850
353,169
350,000
387,583
60,000
416,231
340,214
50,453
48,490
49,184
2008
2009
2010
50,000
300,000
51,466
52,689
51,875
2011
2012
2013
40,000
250,000
30,000
200,000
150,000
20,000
100,000
10,000
50,000
0
0
2008
2009
2010
2011
2012
2013
199
119
Mission Statement
The primary mission of the Department of Emergency Medical Services is to be the sole provider of pre-hospital emergency medical
care within East Baton Rouge Parish. This department is responsible for dispatching and coordinating the pre-hospital movement of
all emergency medical vehicles within the parish. It provides public awareness, and CPR and first-aid training to citizens. It also
provides continuing medical education to physicians, nurses, respiratory therapists, and other health professionals and conducts
ongoing EMT paramedic training. In addition, responsibilities include issuing all permits to operate an ambulance within the parish
and coordinating all emergency medical radio communications frequencies within the parish.
2013
Actual
2014
Budget
Request
11,475,030
12,121,360
71,180
3,570
33,350
1,421,210
1,808,810
26,934,510
11,497,320
10,309,940
75,000
0
0
538,180
0
22,420,440
11,792,070
11,122,640
16,500
0
0
500,000
636,360
24,067,570
11,861,510
9,591,000
16,500
0
0
500,000
636,360
22,605,370
0
0
0
0
0
0
0
0
9,321,910
4,752,330
1,780,620
3,324,020
725,000
884,400
1,529,740
22,318,020
10,177,970
5,409,030
1,548,310
3,635,750
148,000
963,200
538,180
22,420,440
10,069,760
5,345,190
1,961,110
4,436,260
2,414,500
1,008,700
540,000
25,775,520
9,834,140
5,184,160
1,961,110
4,301,920
2,414,500
1,008,700
540,000
25,244,530
0
0
0
0
0
0
0
0
-------
8.30%
5.01%
2.46%
-100.00%
9,100,330
13,199,880
12,167,000
12,167,000
12,167,000
Adjustments
(516,940)
(1,032,880)
0
0
0
13,199,880
12,167,000
10,459,050
9,527,840
12,167,000
170
170
176
170
0
Budget Summary
Revenues:
Taxes
Miscellaneous
Transfer from General Fund
UPL Reimb. of Intergov. Transfer
UPL Revenue
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Capital Outlay
Interfund Transfers
UPL Medicaid Supp. Payment Prog.
Total Appropriation
% Change over Prior Year excluding
Capital Outlay, UPL Program,
Personnel Allotted
2015
Proposed
Final
Budget Highlights
Funding in the amount of $540,000 is requested to continue participation in the Upper Payment Limit (UPL) Medicaid reimbursement
program. − Approved.
EMS has requested six additional paramedics ($325,440, including benefits). − Not approved. Existing revenue stream cannot support
additional long-term recurring cost associated with these positions.
Requested in the Contractual Services category are professional services contracts for a doctor to review and monitor all medical
protocols and procedures and for the outsourcing of billing services. − Approved.
In Inventoried Assets, funding is requested for computers ($104,200), radios ($108,000), medical equipment ($3,810), bicycles
($4,000), and other capital outlay ($4,650). − Approved.
In Capital Outlay, funding is requested for two ambulances ($400,000), five replacement vehicles ($100,000), two stations to replace
existing operations ($500,000), and forty new monitors for ambulances ($1,414,500). − Approved.
200
Continued
EMS Administrator
Assistant EMS Administrator
Executive Assistant
Sr. Clerical Specialist (2)
Sr. Fiscal Specialist(2)
Chief EMS Operations
Officer
EMS Employee
Development Officer
EMS Public Education
Manager
EMS Business Manager
Sr. Fiscal Specialist
Sr. Clerical Specialist
Deputy Chief EMS
Operations Officer
EMS Shift Supervisor (6)
EMS Deputy Shift Supervisor (8)
EMS Unit Commander (21)
EMT Paramedic (102)
EMT Basic (4)
EMS Planning &
Research Manager
EMT Training Officer
EMS Planning & Research
Specialist (2)
PC LAN Specialist
Assistant EMT Training
Officer (5)
Assistant EMS Business
Manager
EMS Billing Manager
Personnel Summary
Job Code
350050
350048
120240
120245
120280
120270
120260
120250
120232
120292
120225
120220
120215
120210
120200
100775
100780
Pay
Grade
2340
2310
2270
2260
2260
2230
2260
2230
2260
2260
1251
1231
1211
1201
1151
2260
2230
Job Title
Emergency Medical Services Administrator
Assistant EMS Administrator
Chief EMS Operations Officer
Deputy Chief EMS Operations Officer
EMS Planning & Research Manager
EMS Planning & Research Specialist
EMT Training Officer
Assistant EMT Training Officer
EMS Public Education Manager
EMS Employee Development Officer
EMS Shift Supervisor
EMS Deputy Shift Supervisor
EMS Unit Commander
EMT Paramedic
EMT Basic
EMS Business Manager
Assistant EMS Business Manager
201
Cur
1
1
1
1
1
2
1
5
1
1
6
8
21
102
4
1
1
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
2
2
1
1
5
5
1
1
1
1
6
6
8
8
21
21
108
102
4
4
1
1
1
1
Fin
Continued
Job Code
100875
100090
111130
102350
108540
110625
110132
Pay
Grade
2220
1150
1110
1200
2180
1130
1090
Job Title
EMS Billing Manager
PC LAN Specialist
Executive Assistant
Cur
1
2
3
1
1
1
3
Total
170
Allotment
Req
Pro
1
1
2
2
3
3
1
1
1
1
1
1
3
3
176
170
Fin
0
2013
Actual
2014
Target
2015
Target
51,875
31,139
$12,121,240
54,998
33,007
$10,309,940
58,267
34,988
$9,500,000
01:11:00
01:12:00
01:12:00
6
22
22
6
22
22
6
22
22
1.
To improve the collection of funds from the patient transports, since revenues for
ambulance transports exceed 40% of the operating costs and capital expenditures.
a) # of 911 calls responded to
b) # of patients transported to hospital
c) Revenue collected for patient transports
2. To improve ambulance response times throughout the parish.
a) Reduce the 90% fractile response time per call from dispatch to time ambulance
returns to service
Public Safety
1. To improve patient care through Telemedicine, a program that enables the electronic
transfer of patient data to hospitals from EMS ambulances to allow doctors to treat
patients more quickly.
a) # of hospitals equipped with Telemedicine
b) # of ambulances equipped to transmit electronic 12-lead EKG for cardiac patients
c) # of ambulances with video capabilities
2.
To reduce bad driving habits and maintenance costs through the use of DriveCam in-car
cameras.
a) Use DriveCam in-car cameras to coach employees on better driving habits and to
provide video evidence if employees violate DriveCam parameters
1. To enhance patient access across the parish by improving existing facilities and
expanding locations.
a) # of replacement stations
2. Increase number of ambulances in the fleet to provide more coverage in service area
0
24
Land Acquired for
Zachary station
24
2
26
20
140
230
20
20
140
250
25
1.
Provide youth in the parish with the opportunity to learn life-saving skills through public
education programs and to learn about a potential career in the EMS field with the
Explorer Post program.
a) # of CPR classes
b) # of children’s educations presentations
c) # of programs promoting the use of 9-1-1
d) # of Explorer Post activities
202
25
127
217
14
120
On November 14, 2007, with Resolution 45855, the Metropolitan Council approved the results of an election held October 20, 2007,
authorizing the levy of an ad valorem property tax not to exceed 9 mills on all property within the boundaries of the Fire Protection
District No.1 for a three-year period, beginning 2008, to and including the year 2010, for the purpose of providing funds for the
development, operation and maintenance of the fire protection facilities.
On May 12, 2010, with Resolution 47897, the Metropolitan Council approved the results of an election held May 1, 2010, authorizing
the continuation of the levy of an ad valorem property tax not to exceed 9 mills on all property within the boundaries of the Fire
Protection District No.1 for a five-year period, beginning 2011, to and including the year 2015, for the purpose of providing funds for
the development, operation and maintenance of the fire protection facilities.
On November 14, 2007, with Resolution 45856, the Metropolitan Council approved the results of an election held October 20, 2007,
authorizing the levy of a $32.00 service charge on all structures within the boundaries of the Fire Protection District No.1 for a tenyear period, beginning 2008, for the purpose of providing funds for fire protection purposes.
Budget Summary
Revenues:
Taxes
Intergovernmental
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
328,190
0
60,650
740
389,580
296,670
0
58,460
710
355,840
320,350
27,780
60,000
710
408,840
320,350
27,780
60,000
710
408,840
Appropriations:
Fire Protection District One
City of Zachary
15,800
315,090
25,010
330,830
36,750
372,090
36,750
372,090
Total Appropriation
330,890
355,840
408,840
408,840
-------
7.54%
14.89%
14.89%
340,950
399,640
369,770
369,770
0
(29,870)
0
0
399,640
369,770
369,770
369,770
Adjustments
Budget Highlights
On June 14, 2006, with Resolution 44853, the Metropolitan Council created the Fire Protection District No.1 and established an
Advisory Board that is responsible for the operation and administration of the District. Revenue collections for this district began in
2008.
In 2013, Fire Protection District No. 1 and the City of Baton Rouge-Parish of East Baton Rouge entered into an agreement for fire
protection with the City of Zachary. The City of Zachary had provided fire protection services to the residents and businesses of the
district prior to the imposition of the property tax and service fee in 2008 and agreed to continue this service based on the agreement
through the 2013 tax collection period. According to the agreement, the City of Zachary would receive the revenues collected from
the prior year service charge and millage tax, less 3% to be set aside for annual operating expenses for the district, less any collection
fees withheld by the EBRP Sheriff’s Office or the EBRP Assessor’s Office, and not to include any current year or accumulated
operating expenses, interest or penalty collected/earned. The 2014 agreement has not been finalized.
203
121
On November 21, 2000, with Resolution 40690, the Metropolitan Council approved the results of an election held November 7, 2000,
authorizing the levy of an ad valorem property tax not to exceed 6 mills on all property within the boundaries of the City of Baton
Rouge for a ten-year period for the purpose of providing funds for increasing salaries and benefits for all employees of the Fire
Department of the City of Baton Rouge who are members of the Municipal Fire and Police Civil Service.
On May 12, 2010, with Resolution 47896, the Metropolitan Council approved the results of an election held May 1, 2010, authorizing
the continuation of the levy of an ad valorem property tax not to exceed 6 mills on all property within the boundaries of the City of
Baton Rouge commencing with the tax collection for the year 2011, and annually thereafter. The purpose of this tax is to provide
funds for salaries and benefits for all employees of the Fire Department of the City of Baton Rouge who are members of the Municipal
Fire and Police Civil Service System.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
10,764,010
(2,870)
10,761,140
10,671,400
(10,000)
10,661,400
10,838,930
(10,000)
10,828,930
10,998,460
(10,000)
10,988,460
0
0
0
Appropriations:
Personal Services
Employee Benefits
Total Appropriation
8,194,740
2,046,500
480,510
10,721,750
8,357,510
2,194,090
479,070
11,030,670
8,393,300
2,228,050
486,400
11,107,750
8,393,300
2,228,050
493,580
11,114,930
0
0
0
0
-------
2.88%
0.70%
0.76%
-100.00%
1,397,270
1,436,660
1,624,560
1,624,560
0
557,170
0
0
1,436,660
1,624,560
1,345,740
1,498,090
Adjustments
Final
Budget Highlights
The Baton Rouge Fire Pay Enhancement Fund accounts for 24.7% of the salaries and benefits of the City of Baton Rouge Municipal
Fire personnel, with the remainder of salaries and benefits funded from the General Fund budget. Since these tax revenues are not
collected until approximately one year after expenses are incurred, estimated interest expense is assessed against the proceeds of the
tax. In addition, the sheriff is paid a commission of 4.5% for collecting municipal taxes.
204
123
Mission Statement
The Brownsfield Fire Protection District is responsible for providing the citizens of the district with the protection of life and property
from the perils of fire. It is also responsible for responding when requested to emergencies requiring first aid or rescue. It is the intention
of the Brownsfield Fire Protection District to provide the best protection to the Brownsfield community through constant improvement of
emergency response operations, public education, inspections, and community involvement and awareness, constantly working towards
maximum operational efficiency.
Budget Summary
Revenues:
Taxes
Intergovernmental
Miscellaneous
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Adjustments
2013
Actual
2014
Budget
Request
2015
Proposed
Final
327,320
137,210
100,380
11,430
136,250
712,590
524,460
133,050
93,360
900
16,250
768,020
530,280
136,090
91,400
900
16,250
774,920
530,280
136,090
91,400
900
16,250
774,920
413,070
192,610
25,540
119,420
750,640
425,550
177,330
28,860
136,280
768,020
434,450
185,800
28,030
126,640
774,920
434,450
185,760
28,030
126,680
774,920
-------
2.32%
0.90%
0.90%
253,570
0
215,520
215,520
0
215,520
215,520
0
215,520
215,520
0
215,520
Budget Highlights
The taxes for 2013 actual are based on 15 mills due to the expiration of one of the 10 mill taxes at the end of 2012. However, these 10
mills were renewed by voters on October 19, 2013 for a period of ten years, from 2014 through 2023. In order not to impact the
operations of this fire district during 2013, the General Fund increased its subsidy to assist with the lost tax revenue.
The Brownsfield Fire Protection District budget benefited from state grants of $20,000 in 2013. This amount is not reflected above.
2013
Actual
2014
Target
2015
Target
Public Safety
1.
2.
3.
To maintain the best emergency coverage for citizens and to protect lives and conserve property
from fires and other emergencies.
a) # of incidents responded to
b) # of fires responded to
c) # of rescue and emergency medical calls responded to
To manage and coordinate fire suppression and life support training for all uniform personnel
so they may continue to provide efficient, up-to-date, and safe fire rescue services.
a) # of training classes provided
b) # of training hours
c) % of uniform personnel attending classes
To apply for all available grant funding to aid the district in replacing outdated equipment and
to fund various projects.
a) $ of grant applications submitted
b) $ of grant funding awarded
205
1,014
75
912
1,040
35
600
1,040
40
906
24
3,000
96%
24
3,000
100%
34
3,000
100%
$20,000
$12,000
$20,000
$20,000
$20,000
$20,000
127
Mission Statement
The East Baton Rouge Fire Protection District #7 was formed in 1962 to provide fire protection and emergency medical services for
the citizens of the district. The Chaneyville Fire Protection District is committed to providing the best protection to citizens in the
district through continuous improvements, training, planning, and public education.
Budget Summary
Revenues:
Taxes
Intergovernmental
Miscellaneous
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Capital Outlay
Total Appropriation
Excluding Interfund Transfers
Adjustments
2013
Actual
2014
Budget
Request
2015
Proposed
138,400
17,000
43,490
6,140
35,860
240,890
141,560
14,820
43,000
430
35,860
235,670
139,880
16,000
45,000
430
35,860
237,170
139,880
16,000
45,000
430
35,860
237,170
140,240
32,060
14,140
44,590
30,000
261,030
148,830
25,540
15,600
45,700
0
235,670
156,030
21,730
13,750
45,660
0
237,170
156,030
21,730
13,750
45,660
0
237,170
-------
2.01%
0.64%
0.64%
161,990
0
141,850
141,850
(20,000)
121,850
121,850
0
121,850
121,850
0
121,850
Final
Budget Highlights
The Chaneyville Fire Protection District budget benefited from state grants of $20,000 in 2013; this amount is not reflected above.
Public Safety
1. To maintain the best emergency coverage for citizens and to protect lives and conserve
property from fires and other emergencies.
a) # of fire and EMS incidents responded to
1. To manage existing fire hydrants and coordinate with local water company on
improvements and additional hydrants.
a) # of New Fire Hydrants
b) # of Fire Hydrants maintained
206
2013
Actual
2014
Target
2015
Target
410
398
420
15
90
16
106
10
116
128
Mission Statement
The Pride Fire Protection District No. 8 will continue its mission of providing its citizens with fire protection, rescue, and emergency
medical services. The Pride Fire Protection District has progressed in many ways, all with the intent of maintaining or improving the
present insurance rating status and emergency medical response.
Budget Summary
Revenues:
Taxes
Intergovernmental
Miscellaneous
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Debt Service
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
109,610
17,050
49,310
5,500
19,000
200,470
99,960
14,850
48,810
890
19,000
183,510
103,480
14,850
48,810
690
19,000
186,830
110,560
14,850
48,810
690
19,000
193,910
60,750
11,490
13,150
72,860
12,440
170,690
68,270
12,710
13,120
71,420
17,990
183,510
68,270
12,730
13,140
74,820
17,870
186,830
68,270
12,920
13,140
84,070
15,510
193,910
-------
7.51%
1.81%
5.67%
341,580
369,560
369,560
369,560
(1,800)
0
0
0
369,560
369,560
369,560
369,560
Budget Highlights
The Pride Fire Protection District budget benefited from state grants of $20,560 in 2013. These amounts are not reflected above.
Debt Service is included for the payment of a 2011 LCDA loan of which the proceeds were used to fund the purchase a new fire truck
and related equipment.
Public Safety
1. To maintain the best emergency coverage for a growing population in the northeast
corner of East Baton Rouge Parish.
a) # of incidents responded to
b) # of reported house and other fires
c) # of medical and motor vehicle accidents
d) # of public service calls
2. To maintain certification levels for volunteers and paid personnel in Firefighter I
and II positions and in first aid with EMTs and first responders.
a) % of trained volunteers
b) Average # of training hours per month
207
2013
Actual
2014
Target
2015
Target
308
30
240
38
355
40
270
45
385
50
280
55
90%
30 hrs.
90%
30 hrs.
90%
30 hrs.
129
Mission Statement
The mission of the Alsen–St. Irma Lee Fire Protection District 9 is to protect lives and property through the prevention and/or
mitigation of fires and other emergencies. This is to be provided to the public by providing professional and efficient public services
to include emergency management, training, planning, and public education.
Budget Summary
Revenues:
Taxes
Intergovernmental
Miscellaneous
Total Revenues
Appropriations:
Personal Services
Employee Benefits
Supplies
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
249,770
8,800
12,040
7,460
24,510
302,580
217,060
7,700
10,600
950
24,510
260,820
241,660
7,700
10,600
950
24,510
285,420
241,660
7,700
12,500
950
24,510
287,320
152,340
35,730
17,940
61,920
267,930
160,710
29,040
12,430
58,640
260,820
174,540
39,050
12,470
59,360
285,420
174,540
39,050
13,470
60,260
287,320
-------
-2.65%
9.43%
10.16%
501,380
0
536,030
536,030
(91,060)
444,970
444,970
0
444,970
444,970
0
444,970
Budget Highlights
In 2013, the Alsen-St. Irma Lee Fire Protection District budget benefited from $14,170 in state grants; this amount is not reflected
above.
Public Safety
1. To protect lives and conserve property from fires and other emergencies.
a) # of fire incidents responded to
b) # of EMS incidents responded to
2. To manage and coordinate fire suppression and life support training for all
personnel.
a) Average # of training hours per month
b) # of uniform personnel attending classes per month
3. To develop and train community volunteers in medical, Fire Fighter I and II
certifications.
a) Average # of training hours per year for volunteers
b) # of volunteer trainees attending classes
4. Amount of grant funding applied for and received.
a) $ of grant applications submitted
b) $ of grant funding awarded
208
2013
Actual
2014
Target
2015
Target
5
170
12
165
12
190
20
15
7
18
20
15
48
5
150
10
198
12
$24,200
$16,000
$15,000
$20,000
$25,000
$20,000
Baton Rouge City Court Sobriety Court Fund
130
Service Description
The Baton Rouge City Court Sobriety Court Fund was established pursuant to the provisions of R.S. 13:1894.2 passed by Act 810 of
the 2014 Legislative Session, which became effective August 1, 2014. All costs collected by the Baton Rouge City Court in
accordance with Act 810 will be dedicated for the sole and exclusive purpose of funding required goods and services for the operation
of the Baton Rouge City Court Sobriety Court. The Sobriety Court is designed to increase public safety by reducing the number of
repeat impaired driving offenders. The Court creates an environment that fosters accountability with long-term positive and
productive behavior in participants. The target population is individuals who possess criminal and substance dependency histories,
and those individuals must enter a guilty plea to their impaired driving offense in order to be eligible to participate in the Sobriety
Court. Modeled after “The Ten Guiding Principles of DWI Courts,” which are recognized by the National Drug Council Institute,
Baton Rouge City Court’s Sobriety Court became the first DWI Court to be established in a municipal court in the state of Louisiana.
The Sobriety Court was established in October 2010 with appropriated grant funds from the Louisiana Highway Safety Commission.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Revenues:
0
0
161,000
161,000
Total Revenues
0
0
161,000
161,000
Appropriations:
Personal Services
Employee Benefits
Supplies
0
0
0
0
0
0
0
0
29,240
18,070
3,030
69,220
29,240
17,920
3,030
69,220
Total Appropriation
0
0
119,560
119,410
-------
-------
-------
-------
-------
0
0
0
0
0
Adjustments
0
0
0
0
0
0
0
41,440
41,590
0
Personnel Allotted
0
0
1
1
0
0
0
0
0
0
Budget Highlights
The Baton Rouge City Court has requested to transfer a Senior Clerical Specialist from its General Fund budget to the new Sobriety
Court fund and to reclassify that position to a Senior Legal Specialist. − Approved.
In contractual services, funding in the amount of $61,020 is requested for a coordinator for the Sobriety Court. Prior to 2015, this
contract was funded through a grant program with the Louisiana Highway Safety Commission. − Approved.
Personnel Summary
Job Code
110435
Pay
Grade
1130
Job Title
Cur
0
Total
0
209
Allotment
Req
Pro
1
1
1
1
Fin
0
141
The Consolidated Road Lighting District operates and maintains street lighting in the rural areas of the parish, as provided by Section
1.08(c) of The Plan of Government. Resolution 27780 of August 24, 1978, ratified the creation and boundaries of the Parish of East
Baton Rouge.
On January 25, 1989, with Ordinance 8847, the Metropolitan Council approved the results of an election held January 21, 1989,
authorizing the levy of an ad valorem property tax not to exceed 17 mills for a ten-year period for the purpose of providing,
maintaining, and operating electric lights on the streets and public places of the District. This tax expired in 1998. An election was
held on October 3, 1998, and voters approved the levy of an ad valorem property tax not to exceed 16.19 mills for a ten-year period
for the same purpose. This tax expired in 2008. On October 4, 2008, voters approved a 7.0-mill property tax for a period of ten years
commencing in the tax year 2009 and ending December 31, 2018.
Budget Summary
Revenues:
Taxes
Intergovernmental
Miscellaneous
Total Revenues
Appropriations:
Total Appropriation
Adjustment
2013
Actual
2014
Budget
2015
Proposed
Request
Final
615,990
51,220
6,190
673,400
588,920
51,350
5,000
645,270
607,150
50,520
5,500
663,170
531,000
48,370
5,000
584,370
0
0
0
0
540,980
540,980
645,270
645,270
663,170
663,170
660,150
660,150
0
0
-------
19.28%
2.77%
2.31%
-100.00%
4,172,370
4,304,790
4,304,790
4,304,790
0
0
0
0
4,304,790
4,304,790
4,304,790
4,229,010
Budget Highlights
The Consolidated Road Lighting District budget provides for the operating and maintenance costs associated with 4,500 lights (as of
July 2014) on the streets, roads, highways, alleys, and public places in the district. The property tax estimate included in the 2015
request is based on an assessment of 3.84 mills. − The reduction in taxes is due to the annexation of various properties into the City
limits.
210
145
The monies received by East Baton Rouge Parish through the state Parish Transportation Fund are accounted for in this special
revenue fund. This state fund, as defined by Louisiana Revised Statute 48:751, is dedicated for the making and repairing of roads,
bridges, highways, etc., of the respective parishes; the purchase of equipment; and the provision of public transit. Of the funds
provided that are used for road and bridge purposes, 80% must be used for maintenance or construction contracts and for maintenance
or construction materials.
Budget Summary
Revenues:
Intergovernmental
Miscellaneous
Total Revenues
Appropriations:
Supplies
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
3,328,720
19,450
2,650,000
17,200
2,650,000
17,200
2,650,000
17,200
3,348,170
2,667,200
2,667,200
2,667,200
475,930
550,000
923,490
585,000
550,000
1,532,200
717,200
550,000
1,400,000
717,200
550,000
1,400,000
1,949,420
2,667,200
2,667,200
2,667,200
-------
36.82%
0.00%
0.00%
12,086,890
12,905,500
1,628,710
1,628,710
(580,140)
(11,276,790)
0
0
12,905,500
1,628,710
1,628,710
1,628,710
Budget Highlights
Louisiana Revised Statute 48:755 requires all parishes to adopt a system of road administration that requires approval of the governing
authority for any expenditure made out of this fund. It is also required that the system of administration include a capital improvement
program listing all projects to be constructed with these funds during the fiscal year in prioritized ranking, and a list of projects that
may reasonably be anticipated to be constructed in the following two years. Included in the “Capital Improvement Programs” section
of this budget document is a summary of all anticipated expenditures from this fund for the next three years, including capital
improvements. The adoption of this budget by the Metropolitan Council constitutes the approval of the capital improvement program
by the governing authority.
The 2015 request includes funding for the following bridge improvement projects:
Pecos Drive over Shoe Creek
Lemon Road at Redwood Creek
Flanacher Road at Drainage Bayou (Phase 2 & 3)
Port Hudson-Pride at Drainage Bayou
Port Hickory at Drainage Bayou
Cal Road at Claycut Bayou
Moss Side Lane over Dawson Creek
Contingency/Emergency Bridge Repairs
$
610,000
540,000
80,000
40,000
40,000
40,000
40,000
10,000
$1,400,000
– Authorization is hereby requested to use funds remaining after projects are completed and contingency funds when necessary for
Louisiana Recovery Act bridge projects as prioritized.
211
146
A portion of the funds received from the dedicated one-half of one percent general sales and use tax are accounted for in this special
revenue fund. On October 15, 2005, East Baton Rouge Parish voters renewed the ½-cent sales tax for an additional 23 years, which
allows the City-Parish to sell bonds and proceed more quickly on the needed road projects. Seventy percent is to be used for building
new roads and widening existing roads; 27% is to be used for road repair; and 3% is to be used for beautification.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
Appropriations:
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
1,196,820
5,770
1,202,590
1,177,030
7,500
1,184,530
1,213,260
5,000
1,218,260
1,213,260
5,000
1,218,260
221,760
298,430
520,190
272,000
912,530
1,184,530
222,000
996,260
1,218,260
222,000
996,260
1,218,260
-------
127.71%
2.85%
2.85%
3,427,630
4,036,580
390,280
390,280
(73,450)
(3,646,300)
0
0
4,036,580
390,280
390,280
390,280
Budget Highlights
This fund accounts for 3% of the City-Parish portion of the ½-cent sales tax approved by voters October 15, 2005, to be used for
beautification projects.
Beginning in 2013, funding was set aside for the “Call for Projects” program. As part of this program, Council members were able to
submit project proposals, within their respective district, for consideration. These projects were then scored and ranked to ensure that
projects are selected according to necessity, using objective criteria such as construction costs, proximity to schools, connectivity to
other pedestrian facilities, and proximity to bus stops. Approved projects are subject to availability of funds, approval by the Advisory
Committee, and adoption by the Metropolitan Council. Recommended projects were first submitted on November 13, 2013 and were
approved by the Metropolitan Council on Resolution 50527. The Advisory Committee is in the process of submitting recommended
projects to the Metropolitan Council for approval.
The project proposals should enhance pedestrian safety, provide access to destinations, support pedestrian generators, provide and/or
improve ADA compliance, support other modes of transportation such as transit systems, and complete existing pedestrian networks.
212
147
A portion of the funds received from the dedicated one-half of one percent general sales and use tax are accounted for in this special
revenue fund. On October 15, 2005, East Baton Rouge Parish voters renewed the ½-cent sales tax for an additional 23 years, which
allows the City-Parish to sell bonds and proceed more quickly on the needed road projects. Seventy percent is to be used for building
new roads and widening existing roads; 27% is to be used for road repair; and 3% is to be used for beautification.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
Appropriations:
City-Parish
Central
Baker
Zachary
Total Appropriation
2013
Actual
2014
Budget
Request
2015
Proposed
13,874,150
16,220
13,890,370
13,642,740
10,000
13,652,740
14,206,770
10,000
14,216,770
14,278,670
10,000
14,288,670
7,103,830
1,026,950
642,310
1,433,490
10,206,580
10,617,540
988,150
635,220
1,411,830
13,652,740
10,874,180
1,140,130
690,470
1,511,990
14,216,770
10,937,170
1,140,130
690,980
1,520,390
14,288,670
-------
33.76%
4.13%
4.66%
8,519,730
8,999,290
1,028,280
1,028,280
(3,204,230)
(7,971,010)
0
0
8,999,290
1,028,280
1,028,280
1,028,280
3
3
3
3
Adjustments
Personnel Allotted
Final
0
Budget Highlights
This fund accounts for 27% of the City-Parish portion of the ½-cent sales tax, and 100% of the ½-cent sales tax collected in the
municipalities of Baker, Central, and Zachary. Sales tax collections for Baker, Central, and Zachary are automatically remitted to the
cities on a monthly basis and the funds are administered through those cities, which are responsible for ensuring that monies are spent
in accordance with the tax proposition.
Personnel Summary
Job Code
101490
101445
110625
Pay
Grade
2310
2300
1130
Job Title
Cur
1
1
1
Total
Allotment
Req
Pro
1
1
1
1
1
1
3
3
3
Fin
0
Workload Indicators
Ten-Year Summary of Rehabilitated Streets and Roads
2004
2005
2006
2007
2008
2009
2010
Miles under contract
1,511
1,551
1,575
1,600
1,625
1,641
1,667
Miles complete
1,464
1,520
1,539
1,568
1,593
1,610
1,632
Miles under construction at yr end
22
6
12
7
5
9
6
Miles cancelled
21
22
22
22
22
22
22
213
2011
1,688
1,652
9.19
22
2012
1,713
1,681
6.12
22
2013
1,735
1,696
5.53
22
150
The Capitol House Economic Development District was created by Ordinance 13442 of the October 26, 2005 Metropolitan Council
Meeting in accordance with Act 47 of the 2002 First Extraordinary Session of the State of Louisiana which created the Capitol House
Taxing District. The District comprises the area occupied by the Capitol House Hilton Hotel. Its purpose is to provide for cooperative
economic development between the City of Baton Rouge, the Capitol House Hotel, and the District, in order to provide for the
renovation, restoration, and development of the landmark public facility. The legislation authorized the District to levy a tax on the
occupancy of hotel rooms, which has been levied at the rate of 13%. Occupancy taxes at the rate of 10% are retained by the District,
while 3% dedicated for schools, sewer improvements and road improvements are remitted directly to the proper entities for those
purposes. The City-Parish adopted Ordinance 13441 on October 26, 2005, that dedicated the 2% general sales and use tax collected in
the District to the payment of bonds issued to improve the hotel. Bonds were issued, and tax collections that began in September of
2006 provide a source of funding for the debt.
Budget Summary
Revenues:
Taxes
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
981,590
981,590
1,108,920
1,108,920
904,660
904,660
904,660
904,660
Appropriations:
981,590
1,108,920
904,660
904,660
Total Appropriation
981,590
1,108,920
904,660
904,660
-------
12.97%
-18.42%
-18.42%
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
214
153
The Lafayette-Main Economic Development District was created by Ordinance 15109 of the April 13, 2011 Metropolitan Council
Meeting in accordance with L.R.S. 33:9038.31 through 9038.42. The District comprises the area occupied by the Hampton Inn and
Suites. Its purpose is to provide for cooperative economic development between the City of Baton Rouge, the Lafayette-Main
Economic Development District, and the hotel owner in order to stimulate the local economy and facilitate the continuing effort to
provide additional hotel rooms and redevelop and revitalize the downtown area of the City-Parish of East Baton Rouge. Ordinance
15109 also authorized the District to levy a tax on the occupancy of hotel rooms within the District, and to pledge the proceeds to the
restoration project. Tax collections began in May of 2013.
Budget Summary
Revenues:
Taxes
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
46,190
46,190
84,000
84,000
92,500
92,500
92,500
92,500
Appropriations:
46,190
84,000
92,500
92,500
Total Appropriation
46,190
84,000
92,500
92,500
-------
81.86%
10.12%
10.12%
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
The Lafayette-Main Economic Development District collects a General Sales & Use Tax on retail sales of 5%. Two percent is
returned to this District, and the remaining 3% is distributed to the East Baton Rouge School Board (2%), the sewer fund (½%), and
the road fund (½%).
215
154
The Dawnadele Economic Development District was created by Ordinance 15491 of the May 8, 2013 Metropolitan Council meeting
in accordance with L.R.S. 33:9098.31 through 9098.42. Ordinance 15526 of the June 26, 2013 meeting approved an economic
development project for the district and authorized the execution of a cooperative endeavor agreement between the City of Baton
Rouge, the Dawnadele Economic Development District, and Costco Wholesale Corporation.The reason for creating the District was to
provide funding for the development and redesign of infrastructure needed for the new Costco retail warehouse facility site. Tax
collections began in April 25, 2014.
2013
Actual
Budget Summary
Revenues:
Taxes
Total Revenues
2014
Budget
2015
Proposed
Request
Final
0
0
947,240
947,240
1,663,200
1,663,200
1,663,200
1,663,200
Appropriations:
0
947,240
1,663,200
1,663,200
Total Appropriation
0
947,240
1,663,200
1,663,200
-------
-------
75.58%
75.58%
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
− On June 11, 2014, the Metropolitan Council approved Budget Supplement No. 8264 which appropriated $947,240 for infrastructure
needs within the district.
The Dawnadele Economic Development District collects a General Sales & Use Tax on retail sales of 5%. Two percent is returned to
this District, and the remaining 3% is distributed to the East Baton Rouge School Board (2%), the sewer fund (½%), and the road fund
(½%). A total of $7,000,000 in infrastructure improvements plus interest will be funded from the proceeds of the 2% sales and use
tax. The estimated amortization of the infrastructure loan is as follows:
Year
Net Sales Tax
Revenues
Accrued
Interest
Total
Payments
Total
Outstanding
Loan
7,000,000
2014
942,740
-
816,390
6,183,610
2015
1,657,200
285,410
1,645,450
4,823,570
2016
1,657,200
226,380
1,657,200
3,392,750
2017
1,657,200
162,000
1,657,200
1,897,550
2018
1,657,200
94,710
1,657,200
335,060
2019
222,250
25,290
360,350
-
7,793,790
793,790
7,793,790
Sales Tax is remitted by the 20th of the month following the month of collection.
216
Office of Social Services – East Baton Rouge Parish Head Start
160.6021XX6
Mission Statement
The mission of the East Baton Rouge Parish Head Start Program is to provide high-quality, comprehensive programs relating to
health, disabilities, education, and family services to eligible low-income families and their children.
Budget Summary
Revenues:
Federal Grants:
U.S. Department of Health & Human Svcs.
Miscellaneous
Total Revenues
Appropriations:
Head Start Program
Early Head Start Program
Head Start Non-obligatory Funding
Local Unit Cost Grant Funding
Personnel Allotted
2013
Actual
2014
Budget
Request
2015
Proposed
10,214,460
6,980
10,221,440
10,945,425
0
10,945,425
10,945,425
0
10,945,425
10,945,425
0
10,945,425
0
0
0
9,287,090
934,350
0
0
10,221,440
9,929,225
1,016,200
200,000
(200,000)
10,945,425
9,929,225
1,016,200
0
0
10,945,425
9,929,225
1,016,200
0
0
10,945,425
0
0
0
0
0
-------
7.08%
0.00%
0.00%
-100.00%
266
266
266
266
Final
The East Baton Rouge Parish Head Start Program provides educational, social, emotional, nutritional, health and disability
services to preschool aged children and their families. The program promotes school readiness by enhancing the social and cognitive
development of these children through the services provided and by promoting improved parent-child relationships.
The East Baton Rouge Parish Early Head Start Program provides ongoing training for expectant parents, pregnant mothers,
infants, and children from birth up to age three. Services include assessment and treatment of mental, physical, and dental health, and
speech and hearing ability assessments for all parents and children enrolled.
Budget Highlights
Funding for Professional Services Contracts is included for speech therapy ($12,380), mental health services ($25,270), nutrition
services ($17,500), nursing services ($29,000), and assistance with annual reporting ($14,000). Also included are contracts for Head
Start facility rentals and bus drivers. These contracts are pro-rated between the Head Start Program and the Early Head Start Program.
– Approved.
Due to the Federal Sequestration in 2013, the budget awarded for 2013 was reduced by $562,110. Because of the funding reduction,
Budget Supplement 8214, adopted June 12, 2013 with Resolution 50204, appropriated $486,887 from non-restricted/local
administrative funds received from the Low Income Housing Energy Assistance Program (LIHEAP) to aid in covering the federal
reduction; this amount is not reflected above. In 2014, the Federal Sequestration Funds were reinstated. The Head Start budget award
was increased by $510,517, the reinstated amount plus an additional $125,934 for a cost of living increase (COLA). The Early Head
Start sequestration amount was also reinstated to the budget for $51,593 and included a COLA of $12,727. The total budget increase
for 2014 was $700,771.
217
Continued
Personnel Summary
Job Code
Pay
Grade
105500
105510
100095
100090
110620
110132
110090
2260
2230
1170
1150
1110
1090
1070
105386
105510
105675
105676
105361
105357
102350
105521
105640
105641
124231
105381
110090
110091
124130
124132
124131
124226
2240
2230
2140
2140
2130
2130
1200
1090
1090
1090
1080
1050
1070
1070
1050
1050
1050
1050
Job Title
Cur
105675
105675
105361
124130
105640
110090
105363
2140
2140
2140
2130
1050
1090
1070
1050
Fin
Head Start Administration
Program Administrator - Head Start
Assistant Program Administrator - Head Start
Clerical Specialist
1
1
1
1
2
1
1
1
1
1
1
2
1
1
1
1
1
1
2
1
1
Total
8
8
8
1
2
4
2
3
10
1
77
2
18
3
77
1
11
5
6
1
6
1
2
4
2
3
10
1
77
2
18
3
77
1
11
5
6
1
6
1
2
4
2
3
10
1
77
2
18
3
77
1
11
5
6
1
6
230
230
230
Head Start Handicapped
Content Area Specialist
2
2
2
Total
2
2
2
Head Start Transition
2
2
2
Total
2
2
2
Early Head Start Centers
Head Start Center Supervisor
Building Attendant
Family Advocate
Clerical Specialist
Teacher Aide
2
1
1
2
2
16
2
1
1
2
2
16
2
1
1
2
2
16
Total
24
24
24
0
266
266
266
0
Head Start Centers
Quality Assurance Manager - Head Start
Assistant Program Administrator - Head Start
Content Area Specialist (9.5 months)
Head Start Center Supervisor
Head Start Center Supervisor (9.5 months)
PC LAN Specialist
Teacher Advanced (9.5 months)
Family Advocate
Family Advocate (9.5 months)
Kitchen Supervisor (9.5 months)
Teacher Aide (9.5 months)
Clerical Specialist
Clerical Specialist (9.5 months)
Building Attendant
Building Attendant (10 months)
Building Attendant (9.5 months)
Cook (9.5 months)
Total
105675
Allotment
Req
Pro
Grand Total
218
0
0
0
0
Continued
2013
Actual
Goals/ Objectives / Performance Indicators
2014
Target
2015
Target
1.
2.
3.
4.
5.
To provide a high-quality, comprehensive educational program for low-income pregnant
women and children from birth to 5 years of age.
a) # of pregnant women served through Early Head Start funding
b) # of children from birth to 3 years of age served through Early Head Start funding
c) # of children from 3-5 years of age served through Regular Head Start funding
To improve the quality of both physical and emotional health of the children and to provide
preventive health services. (Presented as: Early / Regular)
a) # of children enrolled in Medicaid for early periodic screening, diagnosis, and treatment
b) # of children on a schedule of age-appropriate prevention and primary health care
c) # of children receiving medical treatment
d) # of children receiving medical treatment for the following conditions:
anemia
asthma
hearing difficulties
diabetes
overweight
vision difficulties
high lead levels
e) # of children receiving dental care
# of children screened for social and emotional behavior
To improve the quality of life for the children and their families. (Presented as: Early / Regular)
a) # of family members receiving emergency or crisis intervention that addressed an
immediate need for food, clothing, and shelter
b) # of family members receiving subsidized housing or assistance with utilities or repairs
c) # of family members receiving mental health services
d) # of family members receiving English as a Second Language (ESL) services
e) # of family members attending adult education/General Educational Development
(GED) or college selection programs
f) # parents attending job training and parent education programs
g) # of family members attending substance abuse prevention and treatment programs
h) # of families making use of child abuse and neglect services
i) # of family members making use of domestic violence services
j) # of parents attending health education programs
To involve parents/guardians in the Head Start Program.
a) # of Early Head Start children whose father figures participated in activities
b) # of Regular Head Start children whose father figures participated in activities
To improve the quality of both physical and emotional health to pregnant women and to
provide preventive health services through the Early Head Start Program.
a.) # of pregnant women who received health services for the following:
Prenatal health
Postpartum health care
Mental Health
Substance abuse prevention and treatment
Prenatal education and fetal development
Breastfeeding education
Dental exam
219
29
103
1,669
16
56
1,502
16
128
1,502
103/ 1,643
103/ 1,669
55 / 1,649
56 / 1,665
56 / 1,665
56 / 1,665
56 / 1,665
56 / 1,665
56 / 1,665
0 / 102
0/7
0 /1
0/1
0 / 205
0/0
0/0
103/ 1,669
103/ 1,669
0 / 73
0 / 75
0/2
0/2
0 / 200
0/1
0/2
65 / 1,665
65 / 1,665
0 / 73
0 / 75
0/2
0/2
0 / 200
0/1
0/2
65 / 1,665
65 / 1,665
1 / 216
4 / 365
53 / 121
0 / 119
0 / 250
0 / 300
60 / 15
0 / 120
0 / 250
0 / 300
60 / 15
0 / 120
9 / 422
37 / 462
37 / 426
55 / 752
55 / 457
55 / 160
5 / 175
37 / 290
37 / 290
55 / 562
55 / 562
55 / 275
5 / 175
37 / 290
37 / 290
55 / 562
55 / 562
55 / 275
30
686
56
536
128
1,502
29
29
29
29
29
29
29
16
16
16
19
16
16
16
16
16
16
19
16
16
16
Office of Social Services – Community Services Block Grant
160.60447X6
Mission Statement
The Community Services Block Grant (CSBG) Program operates under the umbrella of the Office of Social Services, which is a
component of the Division of Human Development and Services. The mission of the CSBG Program is to work in partnership and
cooperation with governmental and community agencies to provide a variety of human and economic development services and
activities to enable low-income individuals and families to become self-sufficient, thereby creating within themselves a sense of
dignity and worth.
2012-2013
Program
Year
Budget Summary
Revenues:
State Grants:
Louisiana Department of Labor
Total Revenues
Appropriations:
Administration
Outreach
Personnel Allotted
2013-2014
Program
Year
2014-2015
Program
Year
1,374,370
1,374,370
1,355,750
1,355,750
1,426,640
1,426,640
206,160
1,168,210
1,374,370
-------
203,360
1,152,390
1,355,750
-1.35%
214,000
1,212,640
1,426,640
5.23%
24
24
24
Budget Highlights
Each program year is from October 1 through September 30. The amount shown in the 2014-2015 program year column has been
applied for but not yet awarded.
The Office of Social Services continues to offer free tax preparation services for low-income individuals and families as well as many
other services that will bring about self-sufficiency. The agency’s assistance with energy costs for low-income individuals and
families is one of the larger programs in the City-Parish as well as in the state.
Income Tax Preparation
Energy Assistance
Clothing Assistance
220
Office of Social Services – Community Services Block Grant
Continued
Personnel Summary
Job Code
Pay
Grade
105600
105555
110620
2280
2260
1110
105095
105495
110132
124130
151371
1140
1120
1090
1050
1060
Job Title
12-13
Allotment
13-14 14-15
Administration
Executive Program Administrator
Program Administrator - Social Services
1
1
1
1
1
1
1
1
1
Total
3
3
3
Outreach
Social Services Coordinator
Family Service Worker
Building Attendant
Maintenance Worker I (240 hours)
3
13
2
1
2
3
13
2
1
2
3
13
2
1
2
Total
21
21
21
Total CSBG
24
24
24
1. To improve the level of services to the clients.
a) Solicit additional funds in order to serve more eligible clients
# of grant applications submitted in a timely manner
b) Make home visits to help customers become self-sufficient
# of annual visits
c) Increase efforts to have clients become self-sufficient
# of individuals and families served
d) Assist needy and elderly persons
# of individuals and families receiving energy assistance
# of individuals and families receiving commodities
# of individuals and families receiving rent or mortgage assistance
# of individuals and families receiving income tax assistance
# of individuals and families eligible for sewer fee increase waiver
221
2012-2013
Actual
2013-2014
Target
2014-2015
Target
9
9
10
466
253
300
25,262
19,268
20,000
7,875
842
91
1,489
1,320
9,300
537
515
1,449
942
9,000
600
300
1,300
900
Office of Social Services – Child Care Food Program
160
Program Summary
The Child Care Food Program operates under the umbrella of the Office of Social Services, which is a component of the Division of
Human Development and Services. The Child Care Food Program provides nourishment to the minds and bodies of the children and
parents of the EBR Head Start Program. The program provides food to help meet children's daily nutritional needs in the Head Start
Centers and in children's homes. It also recognizes individual differences and cultural patterns while offering nutrition education and
counseling to the children and their families.
2012-2013
Program
Year
Budget Summary
Revenues:
Louisiana Department of Education
Total Revenues
Appropriations:
Child Care Food Program
Personnel Allotted
2013-2014
Program
Year
2014-2015
Program
Year
1,125,860
1,125,860
1,200,000
1,200,000
1,344,450
1,344,450
1,125,860
1,125,860
-------
1,200,000
1,200,000
6.59%
1,344,450
1,344,450
12.04%
23
23
23
Budget Highlights
Each program year is from October 1 through September 30. The amounts shown above reflect the receipts or anticipated receipts
from the Louisiana Department of Education.
Personnel Summary
Job Code
Pay
Grade
105373
124230
124231
110620
124130
124225
124226
2170
1080
1080
1110
1050
1050
1050
Allotment
12-13 13-14 14-15
Job Title
Nutrition Supervisor
Kitchen Supervisor
Kitchen Supervisor (9.5 months)
Building Attendant
Cook
Cook (9.5 months)
1
1
5
1
1
1
13
1
1
5
1
1
1
13
1
1
5
1
1
1
13
Total
23
23
23
222
Office of Social Services – HIV Emergency Relief Grant Program, Ryan White Part A
160.6121XX6
Mission Statement
The HIV Emergency Relief Grant Program, Ryan White Part A operates under the umbrella of the Office of Social Services, which is
a component of the Division of Human Development and Services. The mission of the Ryan White Program is to work in partnership
and cooperation with community agencies to provide a variety of health care services for persons with HIV/AIDS.
2012-2013
Program
Year
Budget Summary
Revenues:
U.S. Department of Health & Human Services
Total Revenues
Appropriations:
Part A - Transitional Grant Area
Part A - Minority AIDS Initiative
Personnel Allotted
2013-2014
Program
Year
2014-2015
Program
Year
4,331,200
4,331,200
4,038,080
4,038,080
4,406,960
4,406,960
3,914,220
416,980
4,331,200
3,631,860
406,220
4,038,080
3,973,900
433,060
4,406,960
-------
-6.77%
9.14%
5
5
5
Budget Highlights
Each program year for Part A is from March 1 through February 28.
Personnel Summary
Job Code
105700
105705
105720
105710
105715
100100
Pay
Grade
2260
2210
2240
2210
2240
2210
Job Title
Program Administrator - HIV/AIDS
Data Coordinator
Quality Assurance Manager - Ryan White
Quality Improvement Coordinator
Public Health Analyst
Accountant
Total
12-13
1
1
0
1
1
1
5
223
Allotment
13-14 14-15
1
1
1
1
2
2
0
0
0
0
1
1
5
5
Workforce Investment Act – Program Summary
161
Mission Statement
To deliver high-quality employment and training services, labor market information, education and training, and career counseling
services to adult, youth, and dislocated workers within the Baton Rouge Workforce Development Area (LWIA-21).
Service Description
The Workforce Investment Act system is designed to assist employers and employees in accessing information and services needed to
manage and improve their careers while meeting the needs and demands of the workforce. It produces complementary relationships,
giving businesses the opportunity to locate and hire skilled workers, while offering employees increased job retention and earnings.
The Workforce Investment Act–Adult and Dislocated Worker Programs provide core (self-service activities, staff-assisted
activities, and referral to local resources), intensive (career counseling, short-term vocational training, etc.), and training services
through a one-stop delivery system to adults 18 years and older. The 2014-2015 grant period is from July 1, 2014 to June 30, 2016.
The Workforce Investment Act–Youth Program includes an objective assessment to determine the individual’s skills, work
experience, interests and aptitudes, willingness to work, and needs in an effort to provide him or her with the ability to obtain and
retain employment, and in some cases to obtain a high school diploma. The 2014-2015 grant period is from April 1, 2014 through
June 30, 2016.
2012-2013
Program
Year
Budget Summary
Revenues:
Louisiana Workforce Commission
Total Revenues
Appropriations:
Administration
Adult Program
Youth Program
Dislocated Worker Program
Total Appropriation
Personnel Allotted
2013-2014
Program
Year
2014-2015
Program
Year
3,050,030
3,050,030
2,664,600
2,664,600
2,300,320
2,300,320
305,000
1,225,060
933,000
586,970
3,050,030
-------
266,460
753,310
983,270
661,560
2,664,600
-12.64%
230,030
645,710
782,380
642,200
2,300,320
-13.67%
43
43
43
Note: Amounts shown represent the most recently approved budgets.
Budget Highlights
The Job Driven National Emergency Grant (NEG) provides employer-based training such as On-The-Job Training,
Apprenticeship, and Customized Training that is focused on assisting dislocated workers with their return to the workforce. The
purpose, of this grant, “dislocated workers” include those facing long term unemployment (defined as 27 weeks); unemployment
insurance worker profiled individuals who are likely to exhaust their benefits before returning to work; foreign-trained immigrant
workers; and other qualifying veterans (separated from the military within the last 48 months). Region 2, inclusive of EmployBR and
Louisiana Workforce Investment Area 20, serving an 11 parish area, will receive $900,000 with the anticipation of enrolling 275
individuals. The grant period is from July 1, 2014 to September 30, 2016.
224
Workforce Investment Act – Program Summary
Continued
Personnel Summary
Job Code
Pay
Grade
310015
100095
2280
1170
310008
105385
105403
105398
105393
105394
110620
111130
110132
2250
2180
1160
1140
1120
1120
1110
1110
1090
Allotment
12-13 13-14 14-15
Job Title
Divison of Workforce Investment Administration
Chief WIA Administrator
1
1
1
1
1
1
Total
2
2
2
Office of Workforce Investment Programs
Program Administrator - WIA
Program Planning Analyst II
Career Development Supervisor
Senior Career Development Specialist
Career Development Specialist
Career Development Specialist (5 months)
1
1
1
3
23
1
2
2
7
1
1
1
3
23
1
2
2
7
1
1
1
3
23
1
2
2
7
Total
41
41
41
Grand Total
43
43
43
2012-2013
Target
2013-2014
Target
2014-2015
Target
To provide job training services and job placement to adults 21 years and older.
a) # of participants
b) % of participants obtaining employment
c) % of participants retaining employment
d) $ of average earnings
20,321
55%
77%
$13,200
23,294
56%
76%
$13,200
21,808*
60%
81%
$14,800
To provide job training services and job placement to dislocated workers.
b) % of participants obtaining employment
c) % of participants retaining employment
d) $ of average earnings
128
68%
80%
$15,000
51
63%
81%
$15,000
90*
68%
85%
$18,200
286
52%
66%
60%
261
50%
60%
53%
131*
65%
65%
60%
1.
2.
3.
To provide job training services and job placement to youth.
b) % of participants obtaining employment/education
c) % of participants obtaining degrees/certificates
d) % of literacy and numeracy gains
*Note: The number of participant in each category for the 2014-2015 program year is an estimate based on an average from the prior two (2)
years. Actual numbers are not yet available because 2014-2015 is the current program year for the WIA Program.
225
Mayor’s OHSEP Grants - Entergy Grant
170.5484016
The funds received from this grant are used to plan and prepare for an actual emergency or accident at the River Bend Nuclear Station.
Under the agreement with Entergy Operations, Inc., the parish and the Mayor’s Office of Homeland Security and Emergency
Preparedness (MOHSEP) provide the following:
•
•
•
•
Maintenance of the local radiological emergency response plans and implementing procedures;
Completion of radiological emergency training required for personnel;
Participation in exercises and the evaluation thereof;
Continued and further radiological emergency planning as required by regulations of the Nuclear Regulatory Commission and by
Louisiana’s Radiological Emergency Response Plan for Nuclear Power Plants.
Budget Summary
Revenues:
Entergy Operations, Inc.
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
35,000
35,000
35,000
35,000
35,000
35,000
35,000
35,000
Appropriations:
Supplies
30,000
5,000
30,000
5,000
30,000
5,000
30,000
5,000
Total Appropriation
35,000
35,000
35,000
35,000
-------
0.00%
0.00%
0.00%
226
Final
Office of Community Development – Program Summary
170, 18X
Mission Statement
The Office of Community Development (OCD) is dedicated to promoting Baton Rouge’s residents, neighborhoods, individuals,
businesses, and environment by identifying revitalization opportunities, fostering community partnerships, providing assistance to
social services, creating economic opportunities, cultivating neighborhood-based leadership, and engaging in active housing assistance
programs to create equitable living environments that enhance and sustain the quality of life for all residents.
2012-2013
Program
Year
Budget Summary
Revenues:
Federal Grants:
U.S. Dept. of Housing & Urban Development (HUD)
State Grants:
Louisiana Housing Corporation (LHC)
Program Income
Total Revenues
2013-2014
Program
Year
2014-2015
Program
Year
9,356,110
9,974,180
9,792,160
251,460
766,170
10,373,740
777,870
800,000
11,552,050
990,030
900,000
11,682,190
1,284,100
597,590
1,740,250
324,900
1,030,570
167,140
2,479,970
72,900
1,198,280
145,790
1,080,790
251,460
0
10,373,740
557,050
718,390
2,316,510
235,850
1,475,160
163,910
2,486,680
76,910
1,444,970
137,390
1,161,360
176,870
601,000
11,552,050
200,000
680,200
2,519,000
259,310
1,565,380
173,930
2,546,040
78,740
1,394,990
113,210
1,161,360
257,070
732,960
11,682,190
---
11.36%
1.13%
Personnel Allotted
46
45
35
Appropriations:
Community Development Block Grant:
Rehabilitation Housing Program Operational Costs
General Management
Other
HUD Emergency Solutions Grant (ESG) Program
HOME Program - Loans
HOME Program - General Management
Housing Opportunities for Persons with AIDS - Grants
Housing Opportunities for Persons with AIDS - Gen. Mgt.
Housing Choice Voucher Program - Rental Vouchers
Housing Choice Voucher Program - General Management
Continuum of Care/Supportive Housing Program
State Emergency Solutions Grant (ESG) Program
Weatherization Assistance Program
Total Appropriation
Service Description
The accounts for all grant years above are still open; amounts shown are therefore the budgeted amounts for all three years.
The Community Development Block Grant (CDBG) is a HUD program that includes several housing rehabilitation programs,
workforce development training, and various services, all targeted to lower-income persons and neighborhoods. The Emergency
Solutions Grant (ESG) Programs are funded through HUD and the LA Housing Corporation to assist homeless shelters operated by
non-profit organizations. The HOME Program is funded through HUD to provide affordable housing opportunities to lower-income
persons, including rehabilitation of existing housing and expansion of home ownership and affordable rental opportunities. The
Housing Opportunities for Persons with AIDS (HOPWA) Program is funded through HUD and provides housing assistance and
related supportive services for low-income persons with HIV/AIDS and their families. The Housing Choice Voucher Program
(Section 8) rental assistance is another annually funded HUD program providing direct rental assistance to lower-income families and
individuals. Continuum of Care/Supportive Housing Program is funded through HUD and involves various grant programs so as
227
Continued
to promote long-term self-sufficiency and more effective service delivery. The Weatherization Assistance Program (WAP) is a
U.S. Department of Energy funded program through the Louisiana Housing Corporation (LHC) and provides weatherization
improvements of dwellings occupied by low-income persons.
Budget Highlights
On September 24, 2014, with Ordinances 15768 and 15769, the Metropolitan Council authorized an adjustment to the 2014 allotment
and pay plan for the implementation of the Office of Community Development (OCD) reorganization as recommended by the grantor
agency’s third part consultant, Cloudburst Consultant Group, effective October 4, 2014.
Urban Development Director
Administrative Specialist II*
Operations & Management
Assistant Urban Development Director
Program/Project Management
Community Development Division Manager
Program
Management
Services
Project
Management
Services
Senior Program
Analyst
Program
Analyst (2)
Program Analyst
Senior Housing
Inspector (3)
Compliance & Administration
Housing Services
Community Development Divisions Manager
Repair
Services
Tradeswork
Supervisor
Carpenter (4)
Trades
Technician (2)
Housing/Rental
Services
Senior Program
Analyst
Senior Program
Specialist
Program
Specialist (3)
Reporting &
Compliance Services
Contracts,
Accounting, &
Procurement
Weatherization
Programs
Senior Program
Specialist
Program Specialist
Intake
Specialist (2)
Senior Program
Analyst
Program Analyst
Senior Program
Analyst
Program Analyst
Accounting
Associate I
Senior Fiscal
Specialist
*Note: The Administrative Specialist II position is allotted to and funded by Constituent Neighborhood Services.
Personnel Summary
Job Code
310130
310135
101570
105221
105660
105670
105668
101615
101610
107530
105325
105665
105662
107520
105320
105310
105672
Pay
Grade
2310
2290
2290
2260
2240
2220
2190
2220
2190
2200
1160
1160
1140
1140
1140
1120
1110
Job Title
Urban Development Director
Grants Administrator
Community Development Division Manager
Senior Program Analyst
Program Analyst
Planner III
Planner II
Housing Inspections Manager
Housing Program Officer
Senior Program Specialist
Program Specialist
Senior Housing Inspector
Senior Housing Program Specialist
Housing Program Specialist
Intake Specialist
228
12-13
1
0
1
2
0
0
0
4
6
1
2
0
0
4
3
2
0
Allotment
13-14 14-15
1
1
0
1
1
1
2
0
0
2
0
4
0
5
5
0
5
0
1
0
2
0
0
2
0
4
4
3
3
0
2
0
0
2
Continued
Job Code
151130
151130
151265
151215
151090
108540
100090
110630
110620
111130
110132
110090
Pay
Grade
1170
2170
1150
1140
1080
2180
1150
1150
1110
1110
1090
1070
Job Title
Trades Specialist
Carpenter
Trades Technician
Executive Assistant
Clerical Specialist
12-13
0
1
2
4
4
1
1
1
1
1
2
2
Grand Total
Allotment
13-14 14-15
0
1
1
0
2
0
4
4
4
2
1
0
1
1
1
1
1
0
1
1
2
0
1
0
46
45
35
1. To improve grant/loan management operations.
a) Develop and implement HUD Annual Action Plan
% of renters below 50% average income
% disbursements to Community Housing Development Organizations
completed
# of HOME allocation years remaining to be disbursed
b) Increase number of recipients of ICD newsletter
# of newsletter recipients
1. To provide for new affordable housing opportunities for low/middle income families.
a) # of new affordable housing rental units created
b) # of homeowner affordable housing units created
c) # of supportive housing units created
1. To provide for improved housing and living conditions for low/middle income families.
a) Provide homebuyer assistance loans to eligible families
# of loans closed
$ amount of loans
b) Provide financial assistance for homeowner rehabilitation and repairs
# of housing small unit repair/improvement units assisted (CDBG/WAP)
# of housing units repaired through volunteer programs
c) Provide public services assistance to area non-profits
# of non-profits assisted
$ value of assistance provided
# of citizens assisted through non-profit programs
1. To provide economic development opportunities to businesses to create jobs and
improve distressed commercial areas.
a) Provide Job Training and Placement
$ value of assistance provided
# of individuals assisted with training and job placement.
229
2012-2013
Actual
2013-2014
Target
2014-2015
Target
70%
75%
70%
2
67%
1
50%
1
700
700
700
79
30
300
12
30
50
17
5
12
$363,000
20
$500,000
20
$400,000
228
33
135
20
150
20
8
$305,068
25,535
4
$285,000
9,625
10
$350,000
9,625
-
$430,000
115
$645,000
146
17X
Program & Personnel Summaries
The City of Baton Rouge and Parish of East Baton Rouge has been awarded a number of grants that operate on program years
different from the City-Parish’s fiscal year (January 1 through December 31). Those appropriations are authorized throughout the
year and are therefore not adopted with the annual budget. In order to provide a complete picture of all allotted positions in the CityParish, grants with personnel that are not detailed elsewhere in this document are shown below. This is presented for information
only, since the personnel allotments are not being approved in the annual budget process.
City Constable’s Office Grants:
City Constable’s Drug Abuse Resistance Education (D.A.R.E.) Grant. The aim of this grant from the Louisiana Commission on
Law Enforcement (LCLE) is to teach elementary students strategies to prevent substance use and abuse. A local match is provided by
the General Fund. Program year is July 1 through June 30.
Job Code
Pay
Grade
182115
182105
1180
1160
Job Title
City Constable's Drug Abuse Resistance Education (D.A.R.E.)
Deputy Constable - Sergeant
Deputy Constable
Total City Constable's Grants
12-13
Allotment
13-14 14-15
0
3
0
3
1
2
3
3
3
Mayor-President’s Office Grants:
Small Business Investment Initiative. This grant from the U. S. Small Business Administration will provide technical assistance to
local businesses, targeting minority and woman-owned businesses. Grant dates are 9/30/2010 through 12/31/2013. This grant was
extended through 12/30/2014; however funding was exhausted by the end of 2013.
Job Code
Pay
Grade
310055
2250
Job Title
Small Business Investment Initiative
Business Development Coordinator
12-13
Total Mayor-President's Office Grants
Allotment
13-14 14-15
1
0
0
1
0
0
Baton Rouge Police Department Grants:
Baton Rouge Area Violent Elimination Grant (BRAVE). This grant is from the Department of Justice. The primary purpose of
this grant is to change community norms towards gang and group violence, to provide alternatives to criminal offending by the
targeted group, and alter the perception of youth regarding risks and sanctions associated with violent offending. These goals will be
accomplished through engagement and educational activities that will increase the social cohesion of the community and forge the
development of authentic police-community partnership. Grant dates are 10/1/2012 through 9/30/2015, this grant has been extended
to 9/30/2016 due to supplemental funding from the DOJ.
Byrne Criminal Justice Innovation Grant (BCJI). This grant is from the Department of Justice. The primary purpose of this grant is
to create a comprehensive, place-based plan to address priority crime issues in four interconnected neighborhoods along the border of
708050 and 70802. These neighborhoods are Eden Park, Istrome, Greenville Extension, and Midtown. The plan and following
implementation will improve public health and safety through the reduction and precention of chronic crime and deter future crime by
addressing the social impacts most likely to influence crime. Grant dates are 11/21/13 through 9/30/16.
Job Code
Pay
Grade
110625
1130
Job Title
Baton Rouge Area Violence Elimination (BRAVE)
230
12-13
1
Allotment
13-14 14-15
2
2
Continued
Program & Personnel Summaries (Continued)
Job Code
Pay
Grade
300103
2210
Job Title
Byrne Criminal Justice Innovation Grant (BCJI)
Community Outreach Specialist
Total Police Grants
12-13
Allotment
13-14 14-15
0
1
1
1
3
3
Juvenile Services Grants:
Families in Need of Services (FINS). This grant from the Louisiana Supreme Court provides support for the FINS program of the
Juvenile Services Department. Its goal is to reduce formal juvenile court involvement while generating appropriate community
services to benefit the child and improve family relations. Program years correspond to the state fiscal year (July 1 through June 30).
Title IV-E Reimbursement Grant. Funds authorized by the federal Social Security Act flow through the Louisiana Office of Youth
Development to reimburse the costs of providing services to juveniles at risk of being placed in foster care. These funds are spent to
provide enhanced juvenile justice services. This program is ongoing, and reimbursement funds are received each quarter.
Juvenile Accountability Incentive Block Grant. This grant is awarded by the Louisiana Commission on Law Enforcement and
Administration of Criminal Justice. The purpose of this grant is (1) to reduce violent juvenile crime by expanding Operation Eiger,
(2) to prevent juveniles convicted of multiple nonviolent offenses from graduating to violent crimes through a new high-intensity
monitoring program called Operation Eiger, and (3) to enable the Juvenile Court and juvenile probation officers to be more effective
in holding juvenile offenders accountable through various accountability-based sanctions. Program year is April 1st to March 31st.
This grant will not be renewed at the end of the 2014-2015 program year.
Job Code
Pay
Grade
105575
1170
Job Title
Families In Need of Services (FINS) Grant
Juvenile Probation Counselor I
105129
105119
1200
1170
105129
105119
1200
1170
12-13
Allotment
13-14 14-15
2
2
2
Title IV-E Reimbursement Grant
1
5
1
5
1
5
Juvenile Accountability Incentive Block Grant (JAIBG)
1
1
1
1
1
1
10
10
10
Total Juvenile Services Grants
Department of Public Works / Inspections:
Comprehensive Resiliency Pilot Program. This grant from the State of Louisiana, Gustav/Ike Disaster Recovery CDBG funds was
awarded to increase code enforcement staff. These funds were available for this purpose from 4/28/2011 through 8/1/2014, but have
been extended through August 2015.
Job Code
Pay
Grade
107642
107640
1140
1130
Job Title
Pub. Works/Inspection Comprehensive Resiliency Pilot Program
Code Enforcement Officer II
Code Enforcement Officer I
Total Public Works Grants
231
12-13
Allotment
13-14 14-15
3
1
3
1
3
1
4
4
4
South Burbank Crime Prevention & Development District
711
Louisiana Revised Statute 33:9097.2 C states that the purpose of the district shall be to aid in crime prevention by (1) educating
district stakeholders on concepts such as Crime Prevention through Environmental Design; (2) implementing programs such as or
similar to Crime Free Multi-Housing; (3) operating in cooperation with any blight elimination team established in East Baton Rouge
Parish; and (4) adding to the security of the district’s residents by providing for an increase in the presence of law enforcement
personnel or contracted security personnel in the district.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
182,250
2,020
184,270
0
0
0
176,140
2,020
178,160
176,140
2,020
178,160
Appropriations:
306,750
0
178,160
178,160
Total Appropriation
306,750
0
178,160
178,160
-------
-100.00%
-------
-------
597,860
475,380
89,700
89,700
0
(385,680)
0
0
475,380
89,700
89,700
89,700
Adjustments
Budget Highlights
On October 19, 2013, the residents of this district approved a renewal of an annual fee in the amount of $100 for a residential or
commercial structure or $25 for each unit in a condominium or for each unit in a residential or commercial structure with four or more
units within the South Burbank Crime Prevention and Development District (SBCPDD) for a period of four years, beginning with the
year 2014 and ending 2017. Collections for this annual fee began in 2006 and have now been renewed twice by voters.
The SBCPDD did not submit a 2014 budget request. However on February 26, 2014, by Resolution 50670, the Metropolitan Council
authorized a budget supplement to appropriate crime prevention fees and the district’s fund balance for operational costs in the amount
of $393,720. On October 8, 2014, by Resolution 51111, The Metropolitan Council authorized a budget supplement in the amount of
$170,000 from the district’s fund balance, of which $125,000 provided assistance with the installation of street lighting in the
Broussard Plaza Subdivision. The remaining $45,000 provided funding for community programs through the end of 2014. Together
these budget supplements have utilized $385,680 of the district’s Fund Balance-Unassigned.
232
712
Louisiana Revised Statute 33:9097.1 C states that the purpose of the district shall be to aid in crime prevention and add to the security
of the district’s residents by providing for an increase in the presence of law enforcement personnel in the district.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
20,040
140
20,180
19,880
210
20,090
19,940
160
20,100
19,940
160
20,100
0
0
0
Appropriations:
18,670
20,090
20,100
20,100
0
Total Appropriation
18,670
20,090
20,100
20,100
0
-------
7.61%
0.05%
0.05%
-100.00%
46,110
47,620
47,620
47,620
47,620
0
0
0
0
0
47,620
47,620
47,620
47,620
47,620
Adjustments
Budget Highlights
Collections for this district began in 2005 with an annual fee of $25 on each lot for a period of four years. On November 14, 2009,
district residents voted to renew this fee at an increased rate of $69.50 per year, beginning with the 2010 collection year through 2013.
On May 4, 2013, the residents of this district approved a renewal of this fee in the amount of $69.50 per year. On August 14, 2013,
with Resolution 50305, the Metropolitan Council authorized the imposition and collection of this annual fee on each lot within the
Concord Estates Crime Prevention District for a period of four years, beginning with the year 2014 and ending in 2017.
233
Wedgewood Crime Prevention & Improvement District
713
Louisiana Revised Statute 33:9097.3 C states that the purpose of the district shall be to aid in crime prevention, to enhance security
within the district, to provide for an increase in security patrols in the district, to beautify and improve the common areas within the
district, and to provide for the overall betterment of the district.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
25,540
40
25,580
24,750
70
24,820
24,200
50
24,250
24,200
50
24,250
0
0
0
Appropriations:
25,580
24,820
24,250
24,250
0
Total Appropriation
25,580
24,820
24,250
24,250
0
-------
-2.97%
-2.30%
-2.30%
-100.00%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
On February 28, 2007, with Resolution 45356, the Metropolitan Council authorized the imposition and collection of an annual fee in
the amount of $50 on each lot within the Wedgewood Civic Association District for a period of ten years, beginning with the year
2007 and ending in 2016.
Act 242 of the of the 2014 Regular Session amended L.R.S. 33:9097.3 to rename the Wedgewood Civic Association District as the
Wedgewood Crime Prevention and Improvement District and to redefine its purpose.
234
Hermitage/Cross Creek Crime Prevention & Development District
714
Louisiana Revised Statute 33:9097.6 C states that the purpose of the district shall be to aid in crime prevention by increased law
enforcement and private security, maintenance of common areas, and related activities.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
48,810
13,340
62,150
44,850
230
45,080
48,400
210
48,610
48,400
210
48,610
0
0
0
Appropriations:
53,950
45,080
48,610
48,610
0
Total Appropriation
53,950
45,080
48,610
48,610
0
-------
-16.44%
7.83%
7.83%
-100.00%
19,810
28,010
18,010
18,010
18,010
0
(10,000)
0
0
0
28,010
18,010
18,010
18,010
18,010
Adjustments
Budget Highlights
Act 64 of the Regular 2009 Louisiana Legislative Session amended L.R.S. 33:9097.2 to redraw and create new boundaries for the
South Burbank Crime Prevention and Development District. This act specifically removed the subdivisions of Hermitage and Cross
Creek. During the same legislative session, pursuant to Act 70, L.R.S. 33:9097.6 created the Hermitage/Cross Creek Crime Prevention
and Development District (HCCCPDD).
On February 10, 2010, with Resolution 47665, the Metropolitan Council authorized the imposition and collection of an annual fee in
the amount of $100 on each residential structure within the Hermitage/Cross Creek Crime Prevention & Development District for a
period of ten years, beginning with the year 2010 and ending in 2019.
On October 23, 2013, with Resolution 50473, The Metropolitan Council authorized a budget supplement in the amount of $13,100
from the South Burbank Crime Prevention and Development District. This is reflected in the Miscellaneous Revenues above. This
released the South Burbank Crime Prevention and Development District of any further financial obligation to the HCCCPDD.
On October 22, 2014, with Resolution 51130 the Metropolitan Council authorized a budget supplement to amend the 2014 expense
budget so as to appropriate $10,000 from the district’s Fund Balance-Unassigned.
235
Greenwood Crime Prevention & Improvement District
715
Louisiana Revised Statute 33:9097.5 A states that the purpose of the district shall be to aid in crime prevention by providing security
for district residents and to serve the needs of the residents of the district by funding beautification and improvements for the overall
betterment of the district.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Revenues:
Miscellaneous
Total Revenues
29,560
140
29,700
28,350
20
28,370
30,090
140
30,230
30,090
140
30,230
0
0
0
Appropriations:
29,700
28,370
30,230
30,230
0
Total Appropriation
29,700
28,370
30,230
30,230
0
-------
-4.48%
6.56%
6.56%
-100.00%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
On June 23, 2010, with Resolution 47969, the Metropolitan Council authorized the imposition and collection of an annual fee in the
amount of $125.00 on each residential structure within the Greenwood Crime Prevention and Improvement District for a period of 10
years, beginning with the year 2010 and ending in 2019.
236
716
Louisiana Revised Statute 33:9097.4 C states that the purpose of the district shall be to aid in crime prevention and to add to the
security of district residents by providing for an increase in the presence of law enforcement personnel in the district.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Revenues:
Miscellaneous
Total Revenues
63,990
2,840
66,830
60,000
600
60,600
59,940
2,230
62,170
59,940
2,230
62,170
0
0
0
Appropriations:
66,830
60,600
62,170
62,170
0
Total Appropriation
66,830
60,600
62,170
62,170
0
-------
-9.32%
2.59%
2.59%
-100.00%
Adjustments
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Budget Highlights
On June 22, 2011, with Resolution 48681, the Metropolitan Council authorized the imposition and collection of an annual fee in the
amount of $150.00 for residential parcels and $750 for commercial parcels within the Melrose Place Crime Prevention District for a
period of ten years, beginning with the year 2010 and ending in 2019.
237
Park Forest East Crime Prevention & Improvement District
718
Louisiana Revised Statute 33:9097.10 A states that the purposes of the district shall be to aid in crime prevention by providing security
for district residents and to serve the needs of the residents of the district by funding beautification and improvements for the overall
betterment of the district.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Revenues:
Miscellaneous
Total Revenues
25,480
60
25,540
25,380
60
25,440
25,480
60
25,540
25,480
60
25,540
0
0
0
Appropriations:
45,760
25,440
25,540
25,540
0
Total Appropriation
45,760
25,440
25,540
25,540
0
-------
-44.41%
0.39%
0.39%
-100.00%
20,220
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
On April 24, 2013 with Resolution 50117, the Metropolitan Council authorized the imposition and collection of an annual fee in the
amount of $70.00 for each parcel of land within the Park Forest East Crime Prevention & Improvement District for a period of ten
years, beginning with the year 2012 and ending in 2021.
238
719
Louisiana Revised Statute 33:9097.7 C states that the purpose of the district shall be to aid in crime prevention and to add to the
security of district residents by providing for an increase in the presence of law enforcement personnel in the district.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
2015
Proposed
Request
Final
45,010
0
45,010
98,450
50
98,500
93,200
100
93,300
98,390
950
99,340
0
0
0
450
450
98,500
98,500
93,300
93,300
99,340
99,340
0
0
-------
21788.89%
-5.28%
0.85%
-100.00%
0
44,560
0
0
0
Adjustments
0
(44,560)
0
0
0
44,560
0
0
0
0
Appropriations:
Total Appropriation
Budget Highlights
On January 22, 2014, with Resolution 50625, the Metropolitan Council authorized the imposition and collection of an annual fee in
the amount of $200.00 for residential parcels and $500 for commercial parcels within the Melrose East Crime Prevention District
(MECPD) for a period of ten years, beginning with the year 2013 and ending in 2022.
− The 2014 budget column includes Budget Supplement No. 8246 approved by the Council on February 12, 2014, by Resolution
50651, for operational costs in the amount of $98,500.
239
740
The Cyntreniks Group/King Hotel Special Taxing District was created by Ordinance 14656 of the May 13, 2009 Metropolitan Council
Meeting in accordance with L.R.S. 33:9038.61 as amended by Act 453 of the 2007 Louisiana Legislative Regular Session. The
District comprises the area occupied by the Hotel Indigo. Its purpose is to facilitate the rehabilitation of the hotel in the Downtown
Development District known as the historic “Hotel King”. Resolution 47315, of September 9, 2009, authorized the District to levy a
tax on the occupancy of hotel rooms within the District, and to pledge the proceeds to the retirement of indebtedness associated with
the rehabilitation of the Historic Hotel project. Tax collections began in April of 2011.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Revenues:
Taxes
134,490
151,530
175,430
175,430
Total Revenues
134,490
151,530
175,430
175,430
Appropriations:
134,490
151,530
175,430
175,430
Total Appropriation
134,490
151,530
175,430
175,430
-------
12.67%
15.77%
15.77%
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
The Cyntreniks Group/King Hotel Special Taxing District collects a General Sales & Use Tax on retail sales of 5%. Two percent is
returned to this District, and the remaining 3% is distributed to the East Baton Rouge School Board (2%), the sewer fund (½%), and
the road fund (½%).
In addition to a General Sales & Use Tax, the taxing district collects a District Tax of 3%.
240
741
The Bluebonnet Convention Hotel Taxing District was created by Act 290 of the 2009 Regular Session of the State Legislature. The
District comprises the area occupied by the Renaissance Baton Rouge Hotel. Its purpose is to provide for cooperative economic
development among the city-parish, the owner of a hotel in the district, the district and the state, in order to provide for the
redevelopment of, and dramatic improvement to, the blighted property within the area of the district located in the city-parish, into a
conference style hotel and related facilities. The legislation authorized the District to levy a tax on the occupancy of hotel rooms and
on the sale of food and beverages. The City-Parish adopted Resolution 49292 on March 14, 2012, that dedicated the 2% general sales
and use tax collected in the District to the payment of bonds issued to improve the hotel. Tax collections began in October of 2011
when the hotel opened to provide a source of funding for the debt.
Budget Summary
2013
2014
Actual
Budget
2015
Request
Proposed
Final
Revenues:
Taxes
614,350
638,840
638,990
638,990
Total Revenues
614,350
638,840
638,990
638,990
Appropriations:
614,350
638,840
638,990
638,990
Total Appropriation
614,350
638,840
638,990
638,990
-------
3.99%
0.02%
0.02%
0
0
0
0
0
0
0
0
0
0
0
0
Adjustments
Budget Highlights
The Bluebonnet Convention Hotel Taxing District collects a General Sales & Use Tax on retail sales of 9% and gets 6% back. The
6% consists of the 2% from the city and the 4% state sales tax. The 4% sales tax is not collected or disbursed by the city-parish, and is
not reflected above. The remaining 3% is distributed to the East Baton Rouge School Board (2%), the sewer fund (½%), and the road
fund (½%).
In addition to a General Sales & Use Tax, the taxing district collects a District Tax of 2% on the occupancy of hotel rooms. The full
2% is rebated to the district. Beginning April 1, 2012, the district tax was changed by the District Board from 2% on room rentals
only to 3% on room rentals and 2% on food and beverage sales.
241
242
Debt Service Funds
Debt Service Funds account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.
City Sales Tax Revenue Bonds –
2007A City STRB Refunding Bonds accounts for sales tax revenues dedicated for the payment of principal, interest, paying agent fees, and
related charges on the 2007A City Sales Tax Revenue Bond Issue. The purpose of this bond issue was to provide sufficient funds to refund the
Refundable Series 1993 Bonds, and to advance refund the Refundable Series 1997 Bonds and the Refundable Series 1998A Bonds, as well as to
provide for the cost of debt issuance.
2010B City STRB Refunding Bonds accounts for sales tax revenues dedicated for the payment of principal, interest, paying agent fees, and related
charges on the 2010B City Sales Tax Revenue Bond Issue. The purpose of this bond issue was to provide sufficient funds to advance refund the
outstanding Series 2001A Bonds, as well as to provide for the cost of debt issuance.
Parish Sales Tax Revenue Bonds –
2013A Parish Public Improvement STRB Bonds accounts for sales tax revenues dedicated for the payment of principal, interest, paying agent
fees, and related charges on the 2013A Parish Sales Tax Revenue Bond Issue. The bonds were issued in order to provide sufficient funds
to acquire land and buildings and to prepare for use as a public safety complex.
2014A Parish Public Improvement STRB Bonds accounts for sales tax revenues dedicated for the payment of principal, interest, paying agent
fees, and related charges on the 2014A Parish Sales Tax Revenue Bond Issue. The bonds were issued in order to provide sufficient funds
to renovate and improve buildings acquired for use as a public safety complex.
Taxable Refunding Bonds accounts for the payment of principal, interest, and related charges for the 2002A Fixed Rate Taxable Refunding Bonds,
the 2002B Fixed Rate Taxable Refunding Bonds, and the 2012 Fixed Rate Taxable Refunding Bonds.
Road & Street Improvements Debt Service –
2006A $32.7M Road and Street Improvement STRB Debt Service provides funds for sales tax revenues dedicated for the payment of principal,
interest, paying agent fees, and other related charges for long-term debt for the 2006A Road and Street Improvement Sales Tax Revenue Bond
Issue. The purpose of this bond issue was to provide funding to pay the costs of widening existing public roads and streets, and/or the
construction of new public roads and streets, within the Parish, as well as provide for a reserve fund surety bond and the cost of debt issuance.
2008A $93.4M Road and Street Improvement STRB Debt Service provides funds for sales tax revenues dedicated for the payment of principal,
Issue. The purpose of this bond issue was to provide sufficient funding to current refund the Series 2006B Road and Street Improvement Sales
Tax Revenue Bond, as well as provide for the cost of debt issuance.
2009A $110M Road and Street Improvement STRB Debt Service provides funds for sales tax revenues dedicated for the payment of principal,
Issue. The purpose of this bond issue was to provide funding to pay the costs of widening existing public roads and streets, and/or the
construction of new public roads and streets, within the Parish, as well as provide for a reserve fund surety bond and the cost of debt issuance.
2012 $33.585M Road and Street Improvement LCDA Revenue Bonds Debt Service provides funds for sales tax revenues dedicated for the
payment of principal, interest, paying agent fees, and other related charges for long-term debt for the Louisiana Local Government Environmental
Facilities and Community Development Authority Revenue Bonds (Parish of East Baton Rouge Road Improvements Project) Series 2012. The
purpose of this bond issue was to provide funding to pay for the construction of new public roads and streets within the Parish and/or the
widening of existing public roads and streets within the Parish.
Limited Tax Bonds accounts for transfers from the General Fund, Special Revenue Funds, and Capital Project Funds for payment of principal and
interest on notes and bonds that do not require a vote of the general public. The current obligations are the Louisiana Community Development
Authority (LCDA) Notes for Visit Baton Rouge, formerly known as the Baton Rouge Convention and Visitors Bureau, the Lighthouse for the Blind,
and a new fire station needed for the Baton Rouge Fire Department.
Supplemental Debt Service Information
243
219 & 230
Debt Service Narrative
The City Sales Tax Revenue Bonds (STRB) detailed below account for sales tax revenues dedicated for the payment of principal,
interest, paying agent fees, and related charges. The purpose of these bonds is to provide funding for various public improvements
within the City of Baton Rouge.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
4,776,080
6,520
4,782,600
4,791,950
8,200
4,800,150
4,177,130
5,200
4,182,330
4,177,130
5,200
4,182,330
Appropriations:
2007A City STRB Refunding Bonds
2010B City STRB Refunding Bonds
Total Appropriation
3,102,950
1,671,860
4,774,810
-------
3,103,760
1,689,770
4,793,530
0.39%
3,103,260
1,706,170
4,809,430
0.33%
3,103,260
1,706,170
4,809,430
0.33%
Adjustments
Debt Service Reserve Requirement
Sinking Fund Requirement
5,247,140
0
5,254,930
3,257,730
1,997,200
5,254,930
0
5,261,550
3,257,730
2,003,820
5,261,550
0
4,634,450
2,813,170
1,821,280
5,261,550
0
4,634,450
2,813,170
1,821,280
Final
Purpose of Debt Issue
2007A City STRB Refunding Bonds - Fund 219
This non-departmental budget provides funds for the payment of principal, interest, paying agent fees, and related charges for longterm debt for the 2007A $30,395,000 City Sales Tax Revenue Bond Issue. The bonds were issued in order to provide sufficient funds
to current refund the Refundable Series 1993 Bonds, and to advance refund the Refundable Series 1997 Bonds and the Refundable
Series 1998A Bonds, as well as to provide for the costs of debt issuance.
Debt Service Reserve for 2015
Sinking Fund Reserve for 2015
2,813,170
1,108,330
This bond issue refunded the following:
• 1993 City STRB Public Buildings Debt Service – This bond was issued to provide funding for the completion of the
Courthouse Renovation Project and the relocation of the Fire Department Headquarter Building.
• 1997 City STRB Construction Debt Service – This bond was issued to provide funding for the Airport Terminal Development
Program and Solid Waste Disposal Facility improvements.
• 1998A City STRB Refunding Debt Service – This bond was issued to refund several bond issues that were initially issued to
provide funding to acquire and construct improvements to public buildings and facilities; which include the Municipal Waste
Facility, the new Landfill Facility, and capital improvements for the Riverside Centroplex and the Planetarium.
2010B City STRB Refunding Bonds - Fund 230
This non-departmental budget provides funds for the payment of principal, interest, paying agent fees, and related charges for longterm debt for the 2010B $19,045,000 City Sales Tax Revenue Bond Issue. The purpose of this bond issue was to provide sufficient
funds to advance refund the outstanding Series 2001A Bonds, as well as to provide for the cost of debt issuance.
Sinking Fund Reserve for 2015
712,950
244
Continued
Purpose of Debt Issue (Continued)
This bond issue refunded the following:
• 2001 City STRB Centroplex/Airport Debt Service – This bond was issued to provide the local match for Phase I of the
Riverside Centroplex Convention Center Expansion Project and to refund the Passenger Facility Charge 1997 Promissory
Note of the Greater Baton Rouge Airport District to the City General Fund.
Budget Highlights
2007A City STRB Refunding Bonds - Fund 219
In 2015, sales tax revenue in the amount of $310,310 will be replaced in the General Fund with a portion of the .97% state sales tax on
hotel and motel rooms dedicated for riverfront improvements. By agreement, the proceeds of this tax are used to reimburse the
General Fund for the debt service on the Louisiana Art & Science Museum Planetarium/Space Theatre.
In 2015, an operating transfer in the amount of $2,565,470 will be received by the General Fund from the Solid Waste Disposal Fund
to pay a portion of this debt service which provided funding for landfill and facility improvements.
2010B City STRB Refunding Bonds Debt Service - Fund 230
The 2010B City Bonds refunded the 2001 City Bonds. A portion of the 2001 debt service refunded the Passenger Facility Charge
1997 Promissory Note of the Greater Baton Rouge Airport District to the City General Fund. In 2015, the Airport will pay to the City
General Fund $422,990.
Occupancy tax collections in the General Fund are dedicated for capital improvements to the Baton Rouge River Center. In 2015,
$1,285,210 of occupancy tax collections will pay a portion of this debt service. The 2001 Bonds provided funding for Phase I of the
Expansion project.
245
Parish Sales Tax Revenue Bonds
223 & 224
Debt Service Narrative
The Parish Sales Tax Revenue Bonds (STRB) detailed below account for sales tax revenues dedicated for the payment of principal,
interest, paying agent fees, and related charges. The purpose of these bonds is to provide funding for various public improvements
within the Parish of East Baton Rouge.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
Appropriations:
2013A Parish Public Improve. STRB Bonds
2014A Parish Public Improve. STRB Bonds
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
0
11,040
11,040
789,840
0
789,840
1,204,500
16,560
1,221,060
1,204,500
16,560
1,221,060
0
0
0
0
0
0
-------
789,840
0
789,840
-------
829,610
391,450
1,221,060
54.60%
829,610
391,450
1,221,060
54.60%
0
0
0
-100.00%
0
0
11,040
11,040
(11,040)
0
0
0
0
0
0
0
0
0
0
2013A Parish Public Improvement STRB Bonds - Fund 223
This non-departmental budget provides funds for the payment of principal, interest, paying agent fees, and related charges for longterm debt for the 2013A $11,000,000 Parish Sales Tax Revenue Bond Issue. The bonds were issued in order to provide sufficient
funds to acquire land and buildings and to prepare for use as a public safety complex.
2014A Parish Public Improvement STRB Bonds - Fund 224
This non-departmental budget provides funds for the payment of principal, interest, paying agent fees, and related charges for longterm debt for the 2014A $4,600,000 Parish Sales Tax Revenue Bond Issue. The bonds were issued in order to provide funds to
renovate and improve the buildings acquired for use as a public safety complex.
246
Taxable Refunding Bonds
241
2002B Fixed Rate Taxable Refunding Bonds
This non-departmental budget provides funds for the payment of principal, interest, paying agent fees, and other related charges for
the long-term debt for the 2002B Taxable Refunding Bonds Debt Service. The bonds were issued for the purpose of providing
funding to pay the remaining obligation of $46,198,247.63 to the Municipal Police Employees’ Retirement System (MPERS).
2002A Fixed Rate Taxable Refunding Bonds
the long-term debt for the 2002A Taxable Refunding Bonds Debt Service. The bonds were issued for the purpose of converting the
2002A Taxable Bonds from a variable rate to a fixed rate. The original variable rate bond provided funding to pay 33% of the
obligation due to the Municipal Police Employees’ Retirement System (MPERS) ($23.5 million) and to pay the obligation due to the
City-Parish Employees’ Retirement System (CPERS) ($1.8 million) for police extra duty litigation.
the long-term debt for the 2012 Taxable Refunding Bonds Debt Service. The bonds were issued for the purpose of providing funding
to advance refund a portion of the outstanding principal amount of the Series 2002A and Series 2002B Taxable Refunding Bonds and
to pay all the associated costs of issuance.
Budget Summary
Revenues:
Transfer from City General Fund
Total Revenues
Appropriations:
2002-B Fixed Rate Taxable Refunding Bonds
2002-A Fixed Rate Taxable Refunding Bonds
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
4,784,260
4,784,260
4,781,910
4,781,910
4,790,550
4,790,550
4,790,550
4,790,550
1,363,250
804,240
2,616,770
4,784,260
-------
0
0
4,781,910
4,781,910
-0.05%
0
0
4,790,550
4,790,550
0.18%
0
0
4,790,550
4,790,550
0.18%
0
0
0
0
0
0
0
0
0
0
0
0
247
Road & Street Improvements Debt Service
27X
2006A $32.7M Road and Street Improvement STRB Debt Service — Fund 271
This non-departmental budget provides funds for sales tax revenues dedicated for the payment of principal, interest, paying agent fees,
and other related charges for long-term debt for the 2006A Road and Street Improvement Sales Tax Revenue Bond Issue. The
purpose of this bond issue was to provide funding to pay the costs of widening existing public roads and streets, and/or the
construction of new public roads and streets, within the Parish, as well as provide for a reserve fund surety bond and the cost of debt
issuance. This debt matures August of 2015.
2008A $93.4M Road and Street Improvement STRB Debt Service — Fund 272
purpose of this bond issue was to provide sufficient funding to current refund the Series 2006B Road and Street Improvement Sales
Tax Revenue Bond, as well as provide for the cost of debt issuance. This debt matures August of 2030.
2009A $110M Road and Street Improvement STRB Debt Service — Fund 273
purpose of this bond issue was to provide funding to pay the costs of widening existing public roads and streets, and/or the
construction of new public roads and streets, within the Parish, as well as provide for a reserve fund surety bond and the cost of debt
issuance. This debt matures August of 2030.
2012 $33.585M Road and Street Improvement LCDA Revenue Bonds Debt Service — Fund 274
and other related charges for long-term debt for the Louisiana Local Government Environmental Facilities and Community
Development Authority Revenue Bonds (Parish of East Baton Rouge Road Improvements Project) Series 2012. The purpose of this
bond issue was to provide funding to pay for the construction of new public roads and streets within the Parish and/or the widening of
existing public roads and streets within the Parish. This debt matures August of 2030.
Budget Summary
Revenues:
Taxes
Miscellaneous
Total Revenues
Appropriations:
Sales Tax Revenue Bonds:
2006A $32.7M Road & Street Imp. Bond
2008A $93.4M Road & Street Imp. Bond
2009A $110M Road & Street Imp. Bond
LCDA Revenue Bonds:
2012 $33.585M LCDA Rd. & St. Imp. Bd.
Total Appropriation
Adjustments
Sinking Fund Requirement
2013
Actual
2014
Budget
Request
20,469,330
151,130
20,620,460
20,652,830
145,730
20,798,560
20,405,650
143,730
20,549,380
20,405,650
143,730
20,549,380
0
0
0
4,521,290
4,900,410
8,597,270
4,519,040
5,003,260
8,596,120
4,552,290
4,766,380
8,598,370
4,552,290
4,766,380
8,598,370
0
0
0
2,629,160
20,648,130
2,626,510
20,744,930
2,625,710
20,542,750
2,625,710
20,542,750
0
0
-------
0.47%
-0.97%
-0.97%
-100.00%
8,163,840
0
8,136,170
8,136,170
8,136,170
39,700
8,229,500
8,229,500
8,229,500
0
8,236,130
8,236,130
8,229,500
0
8,236,130
8,236,130
8,229,500
0
8,229,500
8,229,500
248
2015
Proposed
Final
Limited Tax Bonds
290
This non-departmental budget provides funds for the payment of debt principal, interest, and related charges for long-term debt for certain
Louisiana Community Development Authority (LCDA) Notes.
Budget Summary
Revenues:
Visit Baton Rouge Note
Lighthouse for the Blind Note
Transfer from City General Fund
Transfer from Parish General Fund
Total Revenues
Appropriations:
La. Community Development Authority
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
33,210
163,260
0
62,580
259,050
44,900
142,860
0
96,340
284,100
38,210
142,860
415,090
83,750
679,910
38,210
142,860
415,090
83,750
679,910
259,050
259,050
-------
284,100
284,100
9.67%
679,910
679,910
139.32%
679,910
679,910
139.32%
0
0
0
0
0
0
0
0
0
0
0
0
Budget Highlights
This fund accounts for loan agreements with the Louisiana Local Government Environmental Facilities and Community Development
Authority (LCDA) for funding associated with capital programs.
On July 25, 2007, the Metropolitan Council authorized the execution of a $1 million loan agreement with the LCDA for the purpose of
lending the proceeds to Visit Baton Rouge, formerly known as the Baton Rouge Area Convention and Visitors Bureau, to make certain
improvements to their new headquarters. This loan is expected to mature in 2029.
On August 25, 2010, the Metropolitan Council authorized the execution of a $1.5 million loan agreement with the LCDA for the purpose
of lending the proceeds to the Lighthouse for the Blind to construct and equip a paper cup manufacturing facility to be located in the
Parish of East Baton Rouge. This loan is expected to mature in 2018.
On August 27, 2014, the Metropolitan Council authorized the execution of a $2.4 million loan agreement with the LCDA for the purpose
of lending the proceeds to construct a new fire station within the City limits of Baton Rouge. This loan is expected to mature in 2018.
The 2015 appropriations will provide for principal and interest payments on the remaining balance of these loans at an assumed rate of
2.0%. The interest rates on these loans fluctuate weekly with changes in the Securities Industry and Financial Markets Association
(SIFMA) Municipal Swap Index. The participant rate charged to the City-Parish on these loans is the weekly SIFMA Swap Index rate
plus 120 basis points for the 2007 loan and 100 basis points for the 2010 and 2014 loans.
Uses of LCDA Funds
Visit Baton Rouge (Formerlly BR Area Convention & Visitors Bureau) (Fund 290)
Lighthouse for the Blind (Fund 290)
Baton Rouge Fire Station 20 (Fund 290)
Third Street Parking Facility (Fund 407)
Baton Rouge River Center (Fund 451)
Riverfront Master Plan (Fund 451)
Pride Fire Protection District (Fund 128)
Total
249
Information as of August 31, 2014
Loan
Amount
Actual
Authorization
Drawn Down
Principal Paid
$750,000.00
$750,000.00
$138,800.00
$1,500,000.00
$1,500,000.00
$714,285.60
$2,400,000.00
$0.00
$0.00
$2,500,000.00
$2,500,000.00
$1,616,500.00
$6,279,480.70
$6,279,480.70
$2,092,500.00
$1,500,000.00
$922,179.15
$284,000.00
$264,713.00
$264,713.00
$20,600.00
$15,194,193.70 $12,216,372.85
$4,866,685.60
For the Year Ending December 31, 2014 (Estimate)
Governmental Activities:
Excess Revenue Contracts, Loans, and Notes
City of Baton Rouge:
2012 Taxable Refunding
LA Community Development 2000A Program:
Visit Baton Rouge
Parish of East Baton Rouge:
LA Community Development Authority 1999
2012 LCDA Road Improvements Project
Total Excess Revenue Contracts and Loans
Revenue Bonds
2007A Public Improvement Sales Tax
2010B Public Improvement Sales Tax
Less: debt recorded in business-type activities
Road and Street Improvement:
2006A Sales Tax Bonds
2008A Sales Tax Bonds (Variable Rate)
2009A Sales Tax Bonds
2013A Public Improvement Sales Tax Revenue Bonds
2014A Public Improvement Sales tax Revenue Bonds
Total Revenue Bonds
Total Governmental Activities
Business-Type Activities:
Excess Revenue Contracts, Loans, and Notes
LA Communuity Development 1999 Program
East Baton Rouge Sewerage Commission (EBRSCO):
2013A LCDA EBRSCO Projects
2013B (LIBOR Index) LCDA EBRSCO Projects
2014A LCDA EBRSCO Projects
Total Excess Revenue Contracts and Loans
Revenue Bonds
2005B Public Improvement Sales Tax (Taxable)
2008A-2 Public Improvement Sales Tax Bonds
2008B Public Improvement Sales Tax Bonds (Taxable)
2010A Public Imp. Sales Tax Bonds (GO Zone)
Revenue Bonds Payable From City Issues
East Baton Rouge Sewerage Commission:
2006 Revenue Refunding Bonds
2009A Revenue Bonds
2010 Revenue Bonds (DEQ)
2010A Revenue Bonds
2010B Revenue Bonds (Taxable Direct Pay BABs)
2011A Revenue Bonds (LIBOR Index)
2013A Taxable Revenue Bonds
2013B Taxable Revenue Refunding Bonds
Total Revenue Bonds
Total Business-Type Activities
Interest
Dates
Issue
Date
Final
Maturity/
Date
01/15-7/15
04/04/2012
01/15/2029
Monthly
09/21/2007
11/30/2029
750,000
602,400
Monthly
02/01-08/01
08/11/1999
03/01/2012
05/31/2018
08/01/2030
4,200,000
33,585,000
96,610,000
3,354,798
29,435,000
87,112,198
02/01-08/01
02/01-08/01
03/28/2007
09/28/2010
08/01/2018
08/01/2026
30,395,000
19,045,000
(3,840,000)
6,095,000
15,625,000
(2,507,500)
02/01-08/01
02/01-08/01
02/01-08/01
02/01-08/01
02/01-08/01
05/03/2006
04/17/2008
02/12/2009
06/13/2013
06/27/2014
08/01/2015
08/01/2030
08/01/2030
02/01/2028
02/01/2026
32,760,000
93,440,000
110,000,000
11,000,000
4,600,000
297,400,000
394,010,000
4,340,000
93,440,000
92,025,000
10,475,000
4,600,000
224,092,500
311,204,698
Monthy
08/11/1999
05/31/2018
10,279,481
5,009,481
01/01-08/01
Monthly
02/01-08/01
05/09/2013
05/10/2013
04/10/2014
02/01/2048
02/01/2049
02/01/2044
126,260,000
92,500,000
209,785,000
438,824,481
126,260,000
92,500,000
209,785,000
433,554,481
02/01-08/01
02/01-08/01
02/01-08/01
02/01-08/01
04/19/2005
01/24/2008
01/24/2008
01/28/2010
08/01/2029
08/01/2037
08/01/2022
08/01/2039
2,100,000
47,205,000
9,505,000
6,000,000
3,840,000
1,560,000
45,405,000
5,945,000
5,610,000
2,507,500
02/01-08/01
02/01-08/01
02/01-08/01
02/01-08/01
02/01-08/01
Monthly
02/01-08/01
02/01-08/01
08/17/2006
05/14/2009
04/29/2010
05/27/2010
05/27/2010
07/28/2011
03/06/2013
05/02/2013
02/01/2036
02/01/2039
02/01/2031
02/01/2014
02/01/2045
02/01/2046
02/01/2034
02/01/2024
196,930,000
164,965,000
8,300,000
17,140,000
357,840,000
202,500,000
2,845,543
25,390,000
1,044,560,543
1,483,385,024
166,220,000
164,965,000
7,540,000
357,840,000
192,170,000
2,845,543
24,965,000
977,573,043
1,411,127,524
Total All Bonds, Contracts, and Loans
Original
Authorized
and Issued
$
$
250
58,075,000
1,877,395,024
Principal
Outstanding
$
$
53,720,000
1,722,332,222
For the Year Ending December 31, 2014 (Estimate)
Excess Revenue
Contracts,
Loans, & Notes
Year
2015
2016
2017
2018
2019
$
29,821,949
30,279,836
30,333,090
28,958,779
27,622,517
Revenue
Bonds
$
88,167,011
87,767,746
87,305,363
87,131,135
86,956,637
Total
$
117,988,960
118,047,582
117,638,453
116,089,914
114,579,154
2020
2021
2022
2023
2024
27,632,110
27,641,140
27,648,885
27,651,952
27,657,993
86,943,192
86,860,306
87,232,997
87,303,085
87,453,210
114,575,302
114,501,446
114,881,882
114,955,037
115,111,203
2025
2026
2027
2028
2029
33,814,513
33,808,429
33,813,758
33,815,252
32,879,060
83,388,342
83,322,411
81,290,517
81,177,934
80,104,029
117,202,855
117,130,840
115,104,275
114,993,186
112,983,089
2030
2031
2032
2033
2034
29,004,900
26,386,225
26,384,850
31,553,600
31,564,225
79,862,636
62,738,790
62,581,365
57,250,586
57,051,786
108,867,536
89,125,015
88,966,215
88,804,186
88,616,011
2035
2036
2037
2038
2039
34,028,334
27,353,709
27,357,803
27,366,194
27,377,241
56,856,818
63,167,842
62,945,802
59,028,061
58,782,207
90,885,152
90,521,551
90,303,605
86,394,255
86,159,448
2040
2041
2042
2043
2044
30,523,850
30,528,350
30,523,350
30,526,350
23,767,850
54,800,447
54,092,882
53,369,901
52,602,637
51,807,424
85,324,297
84,621,232
83,893,251
83,128,987
75,575,274
2045
2046
2047
2048
2049
7,301,225
44,528,567
55,235,059
55,234,358
25,187,254
50,984,836
10,421,806
-
58,286,061
54,950,373
55,235,059
55,234,358
25,187,254
$
1,075,112,557
$
251
2,230,749,741
$
3,305,862,298
Legal Debt Margin - General Obligation Bonds
The Louisiana Constitution gives East Baton Rouge Parish, any municipal corporation in the parish and any sewerage district in the
parish the power to incur debt and issue bonds for sewerage purposes up to a maximum of 15% of the assessed valuation of the
taxable property in such subdivision. Louisiana Revised Statutes limit the Parish's bonded debt for other purposes to 10% of the
assessed valuation of the taxable property for one purpose and 35% for all purposes.
Excess revenue contracts, loans and notes are secured by the excess of any general property tax and other revenues that were levied
for operation of the General Fund. They are payable through excess revenues of the General Fund budget and required approval by
the Louisiana State Bond Commission. The debt obligations are issued on the authority of the Metropolitan Council and do not
require a referendum from taxpayers.
Computation of legal debt margin for general obligation bonds payable from ad valorem tax is as follows:
Governing Authority: City of Baton Rouge
Ad valorem taxes:
Assessed Valuation, 2014 tax rolls
$1,861,690,354
Debt Limit: 10% of assessed valuation (for any one purpose)
Debt Limit: 15% of assessed valuation (for sewerage purposes)
Debt Limit: 35% of assessed valuation (aggregate, all purposes)
$186,169,035
279,253,553
651,591,624
There are no outstanding bonds secured by ad valorem taxes of the City of Baton Rouge at this time.
Governing Authority: Parish of East Baton Rouge
Ad valorem taxes:
$4,503,353,779
Debt Limit: 10% of assessed valuation (for any one purpose)
$450,335,378
675,503,067
There are no outstanding bonds secured by ad valorem taxes of the Parish of East Baton Rouge at this time.
Governing Authority: East Baton Rouge Sewerage Commission
Ad valorem taxes:
$4,503,353,779
$675,503,067
There are no outstanding bonds secured by ad valorem taxes of the East Baton Rouge Sewerage Commission at this time.
252
Continued
2% Sales Tax Revenue Bonds
The City of Baton Rouge and the Parish of East Baton Rouge each levy a two percent sales and use tax on goods and services within
their respective taxing districts. Since 1989, both the City of Baton Rouge and the Parish of East Baton Rouge have authorized the
issuance of Public Improvement Sales Tax Revenue Bonds secured by this sales tax for the purpose of constructing and improving
public facilities, advance refunding outstanding parity bond issues when market rates made it advantageous, providing a debt service
reserve when required, for each respective issue, and paying the issuance costs thereof.
Act No. 328 of the 1988 Regular Session of the Louisiana Legislature, House Bill No. 1599, Section 8(a) imposes a limit on the debt
service obligations that can be outstanding of 40% of the gross avails of the sales and use tax for both the city and the parish 2% sales
and use tax. The estimated legal debt calculation as of December 31, 2014, is as follows:
City
Budgeted 2015 Revenues
Limit of 40%
Debt Capacity Before Outstanding Bonds
Less: Highest Annual Debt Service on Outstanding Bonds
Debt Capacity
Interest factor for $1 of debt, 5%, 25 years
Additional Bonding Capacity (Debt Capacity/Interest Factor)
$100,843,640
40%
40,337,456
(9,018,843)
31,318,613
0.070952457
$441,402,797
Parish
$79,609,750
40%
31,843,900
(1,396,499)
30,447,401
0.070952457
$429,123,984
These bonds are paid through the City Sales Tax Revenue Bonds Debt Service Fund and the Parish Sales Tax Revenue Bonds Debt
Service Fund. Sinking fund payments are made monthly with bond interest and/or principal payments due February 1 and August 1 of
each year. As of December 31, 2014, the following issues are outstanding:
Original
Authorized
and Issued
Bond Issues
Principal
Outstanding
12/31/2014
(Estimated)
Governmental type activities:
2010B Public Improvement Sales Tax
Business type activities:
2008A-2 Public Improvement Sales Tax
2010A Public Improvement Sales Tax (GO Zone)
Governmental type activities:
$30,395,000
19,045,000
$6,095,000
15,625,000
$2,100,000
47,205,000
9,505,000
6,000,000
$114,250,000
$1,560,000
45,405,000
5,945,000
5,610,000
$80,240,000
11,000,000
4,600,000
$15,600,000
10,475,000
4,600,000
$15,075,000
All of the above governmental fund type sales tax revenue bonds issued by the City of Baton Rouge and the Parish of East Baton
Rouge are complete parity bonds and are secured by the net revenues from the respective entity's two percent sales and use tax.
Business type activity bonds payable on the 2005B, 2008A-2, 2008B and 2010A issues are recorded in the Greater Baton Rouge
Airport District Enterprise Fund.
253
Continued
East Baton Rouge Sewerage Commission Bonds
In the Fifth Amendatory Intergovernmental Agreement between the City of Baton Rouge, the Parish of East Baton Rouge, and the
Greater Baton Rouge Consolidated Sewerage district, the Parish pledged the Sales Tax Revenues (after payment of Debt Service on
the Outstanding Sales Tax Revenue Bonds) as security for and for the payment of debt service on the revenue bonds to be issued by
the East Baton Rouge Sewerage Commission under the Agreement.
Louisiana Revised Statute 39:1430(A) requires that the annual debt service of revenue bonds secured by sales tax revenues may not be
in excess of seventy-five percent (75%) of the amount of sales tax revenues estimated by the governing authority to be received by it
in the calendar year in which the bonds are issued, plus additional funds made available from Sewer User Fees.
Budgeted 2015 Sales Tax Revenues
Limit of 75%
Debt Capacity Before Outstanding Senior Lien Bonds
Less: Sales Tax Collection Cost
Sales Tax Revenue Pledged for E.B.R. Sewerage Commission Revenue Bonds (75%)
Budgeted 2015 Sewer User Fee and Other Revenues
Less: Operating and Maintenance Expense
Debt Capacity Before Outstanding Bonds
Less: Highest Annual Debt Service on Outstanding Senior Lien Bonds
$43,648,800
75%
32,736,600
(600,000)
$32,136,600
77,288,000
(47,245,980)
62,178,620
Debt Capacity
Interest factor for $1 of debt, 4.5%, 40 years
Additional Senior Lien Bonding Capacity (Debt Capacity/Interest Factor)
(59,053,017)
3,125,603
0.054343147
$57,516,047
Sales Tax Revenues (Remaining 25%)
Less 2015 Debt Service on Outstanding Subordinate Lien Debt (Net of Capitalized Interest)
Balance Available for Capital Improvement Programs
$10,912,200
(4,197,640)
$6,714,560
(Net of Build America Bonds Direct Subsidy Payment)
Bond Issues
Senior Lien:
2006A Revenue Refunding Bonds
2006B Revenue Refunding Bonds
2009A Revenue Bonds
2010A Revenue Bonds
2010B Revenue Bonds (Taxable Direct Pay BABs)
2010C Revenue Bonds (DEQ)
2011A Revenue Bonds (LIBOR Index)
2013A Taxable Revenue Bonds ($45,000,000 Authorized)
2013B Taxable Revenue Refunding Bonds
Subordinate Lien:
2013A LCDA EBR Sewerage Commission Projects
2013B LCDA EBR Sewerage Commission Projects (LIBOR Index)
2014A LCDA EBR Sewerage Commission Projects
Original
Authorized
and Issued
Principal
Outstanding
12/31/2014
(Estimated)
$154,915,000
$42,015,000
164,965,000
17,140,000
357,840,000
8,000,000
202,500,000
2,845,540
25,390,000
$124,205,000
$42,015,000
164,965,000
0
357,840,000
7,540,000
192,170,000
2,845,540
24,965,000
126,260,000
92,500,000
209,785,000
$1,404,155,540
126,260,000
92,500,000
209,785,000
$1,345,090,540
Highest Annual Debt Service on Outstanding Bonds was calculated net of Build America Bonds (BABs) direct subsidy payment for
series 2010B Bonds and using the fixed SWAP rate for the 2011A (LIBOR Index) Bonds.
254
Continued
1/2% Road and Street Sales Tax Revenue Bonds
On October 15, 2005, East Baton Rouge Parish voters approved a 23 year extension of the one-half percent sales and use tax,
previously set to expire on December 31, 2007, specifically for the purpose of public road and street repair within East Baton Rouge
Parish. The Parish of East Baton Rouge is authorized to issue debt secured by this additional one-half percent road and street sales tax
for the purpose of building new roads and widening existing roads, advance refunding outstanding parity bond issues when market
rates make it advantageous, providing a debt service reserve when required, for each respective issue, and paying the issuance costs
thereof.
Louisiana Revised Statute 39:1430(A) requires that the annual debt service payments for revenue bonds secured by sales tax revenues
may not be in excess of seventy-five percent (75%) for the sales tax revenues estimated by the governing authority to be received by it
in the calendar year in which the bonds are issued.
Budgeted 2015 Revenues (Includes Interest, Penalties, & Audit Collections)
Limit of 75%
Debt Capacity Before Outstanding Senior Lien Bonds
Less: Highest Annual Debt Service on Outstanding Senior Lien Bonds (In the year 2020)
Debt Capacity
Interest factor for $1 of debt, 5.00%, 15 remaining years to 2030
Additional Senior Lien Bonding Capacity (Debt Capacity/Interest Factor)
Sales Tax Revenues (Remaining 25%)
Less 2015 Subordinate Lien Debt
Balance Available for Capital Improvement Programs
$28,346,230
75%
21,259,673
(17,133,815)
4,125,858
0.09634229
$42,824,994
$7,086,558
(2,625,710)
$4,460,848
Bond Issues
Senior Lien:
2006A Road and Street Improvement Sales Tax
2008A Road and Street Improvement Sales Tax (Variable Rate)
2009A Road and Street Improvement Sales Tax
Subordinate Lien:
2012 LCDA Road & Street Improvements Project
Authorized
and Issued
Outstanding
12/31/2014
(Estimated)
$32,760,000
93,440,000
110,000,000
$4,340,000
93,440,000
92,025,000
33,585,000
$269,785,000
29,435,000
$219,240,000
Highest Annual Debt Service on Outstanding Bonds was calculated using the fixed SWAP rate for the 2008A Variable Rate Bonds.
255
256
Enterprise Funds
Enterprise funds may be used to report any activity for which a fee is charged to external users for goods and services. Generally
Accepted Accounting Principles require the use of an enterprise fund for any activity whose principal external revenue sources (1) are
used for debt backed solely by fees and charges; or (2) are legally required to recover the cost of providing services of a particular
activity (including capital costs such as depreciation or debt service); or (3) have been legally earmarked by policy decision to recover
the cost of providing services of a particular activity (including capital costs such as depreciation or debt service).
Greater Baton Rouge Parking Authority accounts for the operation of an off-street parking facility. Principal revenues of the fund are
governmental subsidies and automobile parking fees.
Sewerage-Operations and Maintenance, Parish Sewer User Fee Fund, Parish Sewer Impact Fee and Parish Sewer Sales Tax Funds
account for the provision of sewer services and sewage treatment services to the residents of East Baton Rouge Parish. All activities
necessary to provide such services are accounted for in these funds, including, but not limited to, administration, operations,
maintenance, and billing and collection of a sewer user fee.
Baton Rouge River Center accounts for the operation of a cultural and entertainment center composed of an arena, an exhibition hall,
and a theater of performing arts. Management of the center is provided by Spectacor Management Group, a private management
company.
Solid Waste Disposal Facility Fund accounts for the provision of solid waste disposal services and operation of the landfill and
recycling office. Principal revenues of the fund are landfill tipping fees.
Solid Waste Collection Fund accounts for the provision of solid waste collection and disposal services. Principal revenues of the fund
are solid waste user fees.
Greater Baton Rouge Airport District accounts for the operation of the Baton Rouge Metropolitan Airport, a commercial and general
aviation facility principally financed by fees from air carriers and airport-related services.
257
407
Mission Statement
The mission of the Greater Baton Rouge Parking Authority (Parking Garage) is to provide a service to downtown-area employees and
to the general public while operating as a for-profit business. This service includes collecting fees for daily parking, which is
available to persons who conduct business in downtown-area offices. Monthly fees are collected from employees working in the
downtown area, which allows these customers to come and go throughout the day Monday-Friday, 6:30 a.m. to 6:30 p.m. Event
parking is charged to patrons attending functions in the Baton Rouge River Center during or after normal garage hours. Another
responsibility of the garage is to collect monthly fees from persons who park on the B1 and B2 levels of the governmental complex.
Budget Summary
Revenues:
Miscellaneous
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
Final
898,860
199,180
1,098,040
1,195,450
5,500
1,200,950
907,810
7,800
915,610
878,810
5,500
884,310
0
0
0
Appropriations:
Personal Services
Employee Benefits
Supplies
Debt Service
Total Appropriation
Net Position, January 1
272,840
189,170
5,690
611,400
217,110
1,296,210
------6,793,700
344,930
134,370
9,130
684,240
0
1,172,670
-2.35%
4,173,660
344,930
130,950
9,130
684,240
0
1,169,250
-2.64%
4,173,660
0
0
0
0
0
0
-100.00%
4,173,660
Adjustments
Net Position, December 31
Invested In Capital Assets
Restricted
Unrestricted
Personnel Allotted
177,930
6,773,460
1,872,090
0
4,901,370
9
341,060
144,190
9,840
462,500
243,360
1,200,950
-7.35%
6,773,460
(2,599,800
)
4,173,660
1,672,800
0
2,500,860
9
0
3,916,600
1,672,800
0
2,243,800
9
0
3,888,720
1,672,800
0
2,215,920
9
0
4,173,660
1,672,800
0
2,500,860
9
Budget Highlights
In 2003, the City-Parish entered into a Cooperative Endeavor Agreement (CEA) with the State for the construction and operation of
the Third Street parking garage. In 2014 the State transferred the operation and maintenance of the parking garage to 201 Third Street,
LLC. The City-Parish cancelled the previous CEA with the State and entered into a new CEA with 201 Third Street, LLC for a period
of 98 years. Under the terms of the new agreement the City-Parish will continue to share in the net revenue stream. However, due to
anticipated operational costs that will be borne by the 201 Third Street, LLC., the 2015 budget assumes no net revenues. All CityParish debt obligations associated with this garage will be paid in full by the end of 2014.
Funding, in the amount of $350,000, is being requested for replacement and maintenance of the elevator located in the West parking
garage on St. Louis Street. − Approved.
258
Continued
Personnel Summary
Pay
Grade
2160
1140
1130
1090
1060
1040
Job Code
109330
109325
109323
110132
111735
111732
Job Title
Parking Garage Manager
Assistant Parking Garage Manager
Parking Garage Supervisor
Parking Garage Attendant II
Parking Garage Attendant I
Cur
1
1
2
1
2
2
Total
Allotment
Req
Pro
1
1
1
1
2
2
1
1
2
2
2
2
9
9
Fin
9
0
1. To provide safe parking space for the citizens in the downtown area.
a) # of total parking spaces available
b) # of contract parkers
c) # of public events held in downtown area
d) # of times the parking areas are patrolled by law enforcement officials (per
day)
e) # of public events with law enforcement official on-site
2013
Actual
2014
Target
1,950
*1,000
200
1,950
1,200
250
1,950
1,200
260
5
200
8
250
8
260
*Note: Approximately 40 contract parkers were lost on lot next to the East Garage and Public Defender Building.
Graphical Summary
Parking Garage Revenues
2010-2013
500,000
400,000
300,000
200,000
100,000
0
Contract
Events
2010
2011
259
Daily
2012
2015
Target
2013
Comprehensive Sewerage System - All Fund Summary
41X
Mission Statement
The mission of the Comprehensive Sewerage System is to provide high-quality service to the customers by collecting, transporting,
and treating wastewater in a cost-effective manner; to respond in a timely manner to customer emergencies; to comply with all federal
and state laws; and to provide for the future sewer needs of the City-Parish.
The following budget summary (across separate managerial fund lines) has been prepared in order to assist readers in understanding,
from an overall perspective, the financial structure of the Comprehensive Sewerage System Enterprise Fund.
2013
Actual
Request
2015
Proposed
43,029,100
77,370,000
4,000
150,860
930,000
6,977,280
128,461,240
43,785,000
77,195,000
3,000
135,000
1,600,000
6,800,110
129,518,110
43,603,800
77,195,000
3,000
135,000
1,600,000
6,800,110
129,336,910
0
0
0
0
0
0
0
3,058,950
1,008,570
1,054,470
3,151,570
1,183,730
13,664,650
13,575,070
566,100
900,020
2,648,920
0
3,874,820
49,576,730
492,330
1,182,010
47,861,830
143,799,770
3,397,160
1,116,260
1,521,260
3,633,640
1,202,050
13,906,810
16,062,070
1,550,000
900,000
2,500,000
1,500,000
805,000
51,527,150
640,000
930,000
38,000,000
139,191,400
3,585,360
2,371,350
0
3,867,060
1,209,920
14,401,560
16,044,380
1,150,000
900,000
2,500,000
500,000
800,000
51,696,630
650,000
1,600,000
50,000,000
151,276,260
3,578,410
2,349,190
0
3,864,890
1,203,010
14,341,360
16,009,120
1,150,000
900,000
2,500,000
500,000
800,000
51,696,630
650,000
1,600,000
50,000,000
151,142,610
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
-------
-3.20%
8.68%
8.59%
-100.00%
611,081,940
11,757,560
606,501,810
415,703,110
59,938,670
130,860,030
606,501,810
(1,160,000)
594,611,650
415,703,110
59,938,670
118,969,870
594,611,650
1,600,000
574,453,500
415,703,110
59,938,670
98,811,720
594,611,650
1,600,000
574,405,950
415,703,110
59,938,670
98,764,170
594,611,650
0
594,611,650
415,703,110
59,938,670
118,969,870
Budget Summary
Revenues:
Taxes
Contributions
Total Revenues
42,996,930
74,340,700
64,050
386,110
2,862,430
6,811,860
127,462,080
Appropriations:
Sewer Engineering
Sewer Field Engineering
General Administration
Environmental Division
Wastewater Collection
Wastewater Treatment
Sewer Preventive Maintenance Program
Wet Well Maintenance Program
Emergency Point Repairs
Generator Maintenance Program
Debt Service
Bad Debt Expense
Sewer Impact Fee Projects
Depreciation
Total Appropriation
Adjustments
Restricted
Unrestricted
2014
Budget
260
Final
Comprehensive Sewerage System - All Fund Summary
Continued
Graphical Summary
2015 Sources
($129,336,910)
User Fees
59.69%
Sales Tax
33.71%
Impact Fees
1.24%
Other
Revenues
5.36%
2015 Uses
($151,142,610)
Depreciation
33.08%
Sewer Impact
Fee Projects
1.06%
Admin. /Other
9.89%
Debt Service
34.20%
Wastewater
Collection
9.49%
Preventive
Maintenance
1.69%
Wasterwater
Treatment
10.59%
Note: The excess of uses over sources represents the amount of expenses that will be funded from Net Position-Unrestricted in the
Comprehensive Sewerage System Enterprise Fund, on a budgetary basis. This negative variance is caused by the additional debt
service that the system has to fund due to the consent decree construction program. The sewer system will have a cash surplus of
$11,379,300 when depreciation (a non-cash expense of $50,000,000) is removed from uses and bond principal ($16,815,000, a nonbudgetary item) is included in uses.
261
Sewerage – Operations & Maintenance
410
The Federal Clean Water Act requires all public agencies having jurisdiction over sewerage collection and treatment facilities to adopt a
system of funding that ensures that all users of the system pay their proportionate share of the cost of operating and maintaining the
sewerage facilities. On May 15, 1985, the Metropolitan Council adopted an ordinance placing a sewer user fee on all residential and
business users of the sewerage system. The City and Parish have entered into a local services agreement with the Greater Baton Rouge
Consolidated Sewer District, creating the East Baton Rouge Sewerage Commission, which has the authority to levy, collect, and dedicate
sewer user fee charges.
The Metropolitan Council establishes a budget each fiscal year for the Sewerage Operations and Maintenance Section, which operates
within the Department of Public Works. This section is funded by dedicated sewer user fees and the one-half of one percent (½%) sales
and use tax dedicated for sewers and sewer disposal works.
2013
Actual
2014
Budget
2015
Proposed
Budget Summary
Revenues:
Interest Earnings
Interfund Transfers:
Total Revenues
11,270
18,460
0
10,000
0
10,000
0
10,000
0
0
19,782,320
21,000,000
40,812,050
27,279,250
20,000,000
47,289,250
26,519,630
20,000,000
46,529,630
26,385,980
20,000,000
46,395,980
0
0
0
Appropriations:
Sewer Engineering
Wastewater Collection
Wastewater Treatment
Sewer Preventive Maintenance Program
Wet Well Maintenance Program
Emergency Point Repairs
Generator Maintenance Program
Total Appropriation
3,058,950
1,008,570
1,054,470
3,151,570
1,183,730
13,664,650
13,575,070
566,100
900,020
2,648,920
0
40,812,050
3,397,160
1,116,260
1,521,260
3,633,640
1,202,050
13,906,810
16,062,070
1,550,000
900,000
2,500,000
1,500,000
47,289,250
3,585,360
2,371,350
0
3,867,060
1,209,920
14,401,560
16,044,380
1,150,000
900,000
2,500,000
500,000
46,529,630
3,578,410
2,349,190
0
3,864,890
1,203,010
14,341,360
16,009,120
1,150,000
900,000
2,500,000
500,000
46,395,980
0
0
0
0
0
0
0
0
0
0
0
0
-------
15.87%
-1.61%
-1.89%
-100.00%
Adjustments
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
336
337
330
330
330
Personnel Allotted
Request
Final
Service Description
The Service Fee Business Office bills, collects, and accounts for service fees in order to provide funds for sewer maintenance and
improvements and proper disposal of solid waste.
The Sewer Engineering Division performs the engineering and oversight duties for the Sanitary Sewer Overflow Construction Program
that was mandated by the 2002 consent decree with the U.S. Environmental Protection Agency (EPA). Engineering and project oversight
duties include design engineering, analyzing hydraulic model data, providing construction knowledge and supervisory skills needed to
complete the sewer improvement projects on time and within budget. For 2015, the Sewer Engineering Division will absorb the Sewer
Field Engineering Division. With this merger, the Sewer Engineering Division will become responsible for all construction
administration duties; including field inspection of sewer construction projects to ensure that the work performed is in accordance with
contract requirements and with City-Parish contract specifications.
The Sewer Field Engineering Division is being merged with the Sewer Engineering Division in 2015.
262
Continued
The General Administration Division provides overall management coordination for all wastewater operating divisions and for all
sewer construction programs, including the Sanitary Sewer Overflow (SSO) Capital Improvements Program and all Non-SSO
construction projects. Managers within this division will work closely with the SSO program manager, CH2M Hill Engineers, Inc., to
assure that all consent decree deadlines are being met, and any construction impacts on wastewater operations are being reviewed and
planned out accordingly. The division is also responsible for all sewer system financial planning and modeling.
The Environmental Division acts as (1) a regulatory agency over parish ordinances with respect to wastewater, storm water runoff, and
solid waste; (2) a consulting unit for Public Works and other City-Parish departments regarding compliance with federal and state
environmental statutes; and (3) a service organization to parish citizens in resolving problems including odor complaints, storm drainage,
hazardous spills, and raw sewage.
The Wastewater Collection Division is responsible for the operation, maintenance, repair, and rehabilitation of the wastewater collection
system. The Pump Station Section of this division is responsible for operating and maintaining over four hundred pump stations, thirteen
major booster stations, seven minor booster stations, two peak flow storage facilities, and six storm water pumping stations.
The Wastewater Treatment Division is responsible for the processing, treatment, and disposal of municipal wastewater according to
state and federal regulations. This division operates and maintains three major treatment plants along the Mississippi River, two minor
treatment plants, and three oxidation ponds.
The Sewer Preventive Maintenance Program consists of an annual professional services and construction contracts to provide
assistance with the maintenance portion of the EPA consent decree requirements. Among the requirements are capacity management
operation and maintenance activities, which include the implementation of a preventive maintenance program. Funding in the amount of
$1,150,000 is also included for capital maintenance items at the treatment plants.
In the Wet Well Maintenance Program, wet wells at the three treatment plants and all pumping stations are pumped out to clear them of
accumulated sand and other sediment. Funding in the amount of $900,000 is requested for 2015.
The Emergency Point Repairs Program requires an appropriation for a contract to make urgent repairs to the sewerage system
involving hazardous conditions threatening public health, public safety, and damage to property. Funding in the amount of $2,500,000 is
requested for 2015.
The Generator Maintenance Program will require that a Request for Proposal (RFP) be solicited in 2015 to hire a firm to maintain
all of the generators that are being installed at all City-Parish sewer pumping stations. Having these generators maintained properly
will reduce sanitary sewer overflows as a result of electrical outages during storm events. Maintenance will include fueling the
generators, exercising the generators, and assuring the generators are operational for any type of electrical outage. Funding in the
amount of $500,000 is requested for 2015. This funding request will be combined with the $1,500,000 appropriation that was
approved in the 2014 budget for a total of $2,000,000 for the initial contract.
Budget Highlights
The City-Parish continues to operate under a Consent Decree with the United States Environmental Protection Agency (EPA) and the
state Department of Environmental Quality (DEQ) that was signed by all parties on March 14, 2002. The Consent Decree requires that
the Parish develop and implement a multi-million-dollar capital improvements program to reduce sanitary sewer overflows by December
31, 2018. The City-Parish hired a program manager, CH2M HILL, Inc., to devise and implement this program, which will consist of
major rehabilitation of the existing collection system, capacity upgrades to the conveyance system and pump stations, and expansion of
the South Wastewater Treatment Plant for wet weather operations.
The majority of the Service Fee Division’s budget is funded in the Sewer-Operations & Maintenance budget in Fund 410. However,
since the office also handles the billing and collection of solid waste user fees a portion of the operating costs are allotted in the Solid
Waste Collection Fund budget in Fund 462. All disconnect/reconnect expenses are included in the Sewer-Operations & Maintenance
Fund budget; other expenses are allocated 70% Sewer/30% Solid Waste. The Service Fee Business Office contracts with various water
companies to bill customers and process the sewer and solid waste fees received. These contracts can be found in the “Professional
Services Contracts” section of the budget. − Approved.
Personal Services
DPW management has requested several personnel changes for 2015 that are in accordance with the proposed DPW Reorganization.
Please see the Personnel Summary section for details. − See Personnel Summary for approvals.
263
Continued
Personnel Summary
Job Code
Pay
Grade
100765
100753
100413
100411
100405
107765
110630
111130
2310
2280
2260
2240
2170
1150
1150
1110
101490
101445
101440
107215
109255
151445
101225
101220
110630
151750
151575
110132
107215
109255
151445
101225
101220
151753
151750
151575
110132
110090
2310
2300
2290
2230
2220
1190
1190
1170
1150
1110
1110
1090
2230
2220
1190
1190
1170
1140
1110
1110
1090
1070
Job Title
Cur
Service Fee Manager
Assistant Service Fee Manager
Senior Revenue Analyst
Revenue Supervisor
Service Fee Investigator
1
1
1
2
1
1
1
12
1
1
1
2
1
1
1
12
1
1
1
2
1
1
1
12
Total
20
20
20
Sewer Engineering
Wastewater Inspections Coordinator
Complaint Manager
Wastewater Service Inspector
1
1
3
0
0
0
2
0
1
0
0
0
1
1
4
1
1
1
8
4
2
1
1
0
1
1
4
1
1
1
8
4
1
1
1
1
Total
8
25
25
Complaint Manager
Complaint Investigator Supervisor
Clerical Specialist
1
1
1
3
4
1
3
4
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
20
0
0
Deputy Public Works Director of Wastewater
Chief of Engineering and Technology/Wastewater
Chief of Operations and Maintenance/Wastewater
Program Coordinator
Accountant
1
1
1
1
1
0
1
1
1
1
1
1
1
1
1
1
1
1
Total
5
6
6
Environmental
Environmental Coordinator
Environmental & Wastewater Pretreatment Manager
Environmental Specialist
1
1
1
12
1
2
1
1
1
12
1
2
1
1
1
12
1
2
Total
18
18
18
Total
330033
101533
101538
105537
100100
110630
101445
101620
120525
120515
110620
110132
2350
2330
2330
2230
2210
1150
2300
2290
2220
1170
1110
1090
Allotment
Req
Pro
264
Fin
0
0
0
0
0
Continued
Job Code
Pay
Grade
NEW
NEW
151595
151595
151591
151450
151445
107215
101225
101220
101215
151750
151395
151390
151575
151380
151090
151377
151375
151370
110625
110620
110132
110090
113110
114125
2310
2290
2290
2270
2250
2230
1190
2230
1190
1170
1140
1110
1150
1120
1110
1100
1080
1100
1080
1060
1130
1110
1090
1070
1080
1070
NEW
NEW
151650
109525
151360
151360
101220
NEW
151557
151250
151250
151540
151535
151530
141315
151390
151380
151375
151370
110625
110132
2290
2270
2230
2200
1190
2180
1170
1180
1160
1180
1160
1170
1150
1130
1140
1120
1100
1080
1060
1130
1090
Job Title
Cur
Allotment
Req
Pro
Wastewater Collection-Operations
Maintenance Management Systems (MMS) Manager
Wastewater Asset Manager
Wastewater Collections Systems Manager
Wastewater Collections Systems Manager
Assistant Wastewater Collections System Manager
Engineering Aide II
Trades Technician
Maintenance Worker III
Clerical Specialist
Stock Clerk II
Dispatcher
0
0
0
1
1
1
2
2
2
3
1
6
4
3
15
17
1
2
8
15
2
2
1
1
1
2
1
0
1
0
1
1
2
2
2
3
1
6
4
3
15
17
1
2
8
10
2
2
1
1
1
2
0
1
0
1
1
1
2
2
2
3
1
6
4
3
15
17
1
2
8
10
2
2
1
1
1
2
Total
93
89
89
Wastewater Collection-Pump Stations
Supervisory Control & Data Acquisition (SCADA) Manager
Pump Maintenance Manager
Field Pump Maintenance Supervisor
Facility Maintenance Supervisor
Electrical and Instrument Supervisor
Electrical and Instrument Supervisor
Plant Instrument Technician
Plant Electrician
Plant Electrician
Pump Master Mechanic
Pump Mechanic II
Pump Mechanic I
Pump Machinist
0
0
1
1
0
1
2
0
3
0
3
2
4
23
1
1
1
5
4
1
1
1
1
0
1
1
0
2
3
0
3
0
2
4
23
1
1
1
5
3
1
1
1
1
0
1
1
0
2
3
0
3
0
2
4
23
1
1
1
5
3
1
1
Total
54
54
54
265
Fin
0
0
Continued
Job Code
Pay
Grade
151560
151520
151515
151510
151505
151555
151550
NEW
151557
151250
151250
151235
151090
151375
151370
110132
2230
2200
1160
1140
1090
1170
1150
1180
1160
1180
1160
1140
1080
1080
1060
1090
151560
151520
151515
151510
151505
151555
151550
NEW
151557
151250
151250
151380
151090
151375
110132
151560
151520
151515
151510
151555
151550
NEW
151557
151250
151250
151380
151090
151370
110132
2230
2200
1160
1140
1090
1170
1150
1180
1160
1180
1160
1100
1080
1080
1090
2230
2200
1160
1140
1170
1150
1180
1160
1180
1160
1100
1080
1060
1090
Job Title
Cur
Allotment
Req
Pro
Wastewater Treatment-Central Plant
Wastewater Treatment Plant Supervisor
Treatment Plant Operator III
Treatment Plant Operator II
Treatment Plant Operator I
Treatment Plant Operator Trainee
Plant Mechanic II
Plant Mechanic I
Plant Electrician
Plant Electrician
Welder
Trades Technician
1
1
5
10
1
1
3
0
1
0
1
1
1
1
2
2
1
1
5
10
1
1
3
1
0
1
0
1
1
1
2
2
1
1
5
10
1
1
3
1
0
1
0
1
1
1
2
2
Total
31
31
31
Wastewater Treatment-South Plant
Treatment Plant Operator Trainee
Plant Mechanic II
Plant Mechanic I
Plant Electrician
Plant Electrician
Trades Technician
1
1
5
13
1
1
7
0
1
0
1
2
1
3
2
0
1
5
13
1
1
7
1
0
1
0
2
1
3
2
0
1
5
13
1
1
7
1
0
1
0
2
1
3
2
Total
39
38
38
Wastewater Treatment-North Plant
Plant Mechanic II
Plant Mechanic I
Plant Electrician
Plant Electrician
Trades Technician
1
1
5
11
1
6
0
1
0
1
1
1
1
1
1
1
5
11
1
6
1
0
1
0
1
1
1
1
1
1
5
11
1
6
1
0
1
0
1
1
1
1
Total
31
31
31
266
Fin
0
0
0
Continued
Job Code
Pay
Grade
101490
101440
151570
NEW
120425
101225
110630
110625
110620
110132
2310
2290
2270
2230
2160
1190
1150
1130
1110
1090
120440
120435
120405
110625
2230
2200
1170
1130
Job Title
Allotment
Req
Pro
Cur
Fin
Wastewater Treatment-Administration
Wastewater Treatment Plant Manager
Wastewater Treatment Maintenance Manager
Wastewater Certification Instructor
1
1
1
0
1
1
1
1
1
1
1
0
1
1
1
1
1
1
1
1
1
0
1
1
1
1
1
1
1
1
Total
9
9
9
Wastewater Treatment-Laboratory
Wastewater Laboratory Supervisor
Assistant Wastewater Laboratory Supervisor
Laboratory Technician
1
1
6
1
1
1
6
1
1
1
6
1
Total
9
9
9
0
337
330
330
0
Sewerage-Op. & Maint. Grand Total
0
2013
Actual
2014
Target
2015
Target
1.
2.
3.
To make billing and collection of sewer and solid waste fees more efficient.
a) Maximize collection of sewer and solid waste fees through reduction of bad debt
# of sewer fee bills
$ of sewer fees collected
Billing collection rate for sewer fees
# of solid waste fee bills
$ of solid waste fees collected
Billing collection rate for solid waste fees
b) Improve customer service through the implementation of time-saving methods
for the payments of sewer and solid waste fees
# of sewer and solid waste payments processed by Baton Rouge Water
Company’s internet and telephone payment system
$ collected from online/telephone payments
To continue to improve the accuracy of bills and reduce the need for adjustments to
improve efficiency and reduce customer complaints.
a) Review customer accounts upon request and process adjustments timely
# of sewer fee adjustments processed
Average processing time of adjustments
To provide high-quality customer service to on-site customers and telephone inquiries.
a) Provide walk-in payment service and face-to-face assistance to customers at the
Service Center
# of register transactions
b) Provide courteous and efficient service to telephone customers through problem
solving at the initial point of contact
# of customer calls
c) Disseminate information regarding fees through distribution of informational
packets to new and existing customers
# of flyers distributed through bills, mailings, or direct delivery
267
1,650,029
$73,425,830
99.3%
1,490,556
$30,207,209
99.2%
1,655,174
$74,135,810
99.0%
1,494,550
$30,340,822
97.7%
1,663,450
$75,779,550
99.0%
1,502,023
$30,492,526
98.0%
165,122
179,812
195,995
$8,757,830
$9,542,387
$10,401,202
13,731
2.7 days
14,000
2.5 days
14,000
2.5 days
21,051
22,400
22,800
75,426
76,901
78,000
313,000
307,300
315,000
Continued
2013
Actual
Goals/Objectives/Performance Indicators (Continued)
2014
Target
2015
Target
Effective and Efficient Government (Continued)
4.
5.
6.
7.
To ensure that final effluent from wastewater treatment plant meets federal and state
standards and regulations.
a) % of weeks that the treatment plants complied with biological oxygen demand
concentration level regulations
North Wastewater Treatment Plant
Central Wastewater Treatment Plant
South Wastewater Treatment Plant
b) % of weeks that the treatment plants complied with total suspended solids
concentration level regulations
North Wastewater Treatment Plant
Central Wastewater Treatment Plant
South Wastewater Treatment Plant
To implement and maintain a high-quality environmental monitoring program.
a) # of samples collected
To provide readers with information as to the size and demographics of the parish and
the sewer system.
a) # of sewer customers
b) Population
c) % of population that are sewer customers
d) Square miles served by the sewer system
To provide information related to the costs of providing wastewater services to
customers, the ability to pay debt service for constructing new facilities, and the level
of subsidy the sewer system receives from non-operating revenues.
a) Total cost of operations (including depreciation)
b) Cost per capita for operating the sewer system
c) Debt service costs (including bond principal)
d) Total revenues from customer billings
e) Total non-operating revenues
f) Debt service coverage ratio
g) Total revenues from customer billings/total operating costs and debt service
100%
83%
92%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
600
650
650
138,147
445,230
59%
400
138,250
446,700
59%
400
138,600
448,000
59%
400
$90,199,780
$203
$64,175,449
$74,348,840
$44,435,290
1.3
0.50
$86,094,250
$193
$66,163,183
$74,421,700
$41,987,100
1.2
0.51
$97,405,590
$217
$68,389,260
$77,370,000
$43,183,960
1.2
0.49
3
3
3
130 MGD
60 MGD
120 MGD
130 MGD
60 MGD
120 MGD
130 MGD
60 MGD
120 MGD
928,933
777,316
858,596
11
445
3,256
2,455
705,000
570,000
480,000
10
400
1,470
2,010
570,000
570,000
480,000
15
500
2,500
3,000
240
277
218
530
200
250
1,034
552
1,100
530
1,200
500
71,711
493
135
72,850
490
110
72,000
450
100
1.
2.
To provide an overall view of treatment facilities for which the City-Parish is
responsible.
a) # of treatment plants
b) Treatment plant capacities (MGD=millions of gallons per day)
North plant
Central plant
South plant
To operate and maintain the wastewater collection system in the most efficient manner.
a) Gravity collection system
# of linear feet of sewer line cleaned
# of closed circuit television inspections (in linear feet)
# of lines smoke tested (in linear feet)
# of locations where line smoke tests are conducted
# of manhole rehabilitations
# of manhole inspections
# of locations where lines are repaired
b) Force mains
# of miles that visual surface inspections are conducted
# of repairs
c) Air release valves
# of valves inspected and maintained
# of repairs
d) Pump and lift stations
# of inspections
# of wet wells cleaned
# of repairs
268
411
The Parish Sewer User Fee Fund was established to account for sewer user fee revenues. This fund also accounts for the acquisition
and construction of capital assets, liabilities associated with the construction program, and retained equity as a result of sewerage
system operations.
Budget Summary
Revenues:
Taxes
Private Developer Contributions
Total Revenues
Appropriations:
Debt Service
Bad Debt Expense
Depreciation
Transfer to Sewerage - Oper. & Maint.
Transfer to Sewer Constr. Bond Fund
Transfer to 2010A $17.14M Sewer Rev.
Transfer to 2011A $202.5M Sewer Rev.
Transfer to $8.3 M Sewer DEQ Rev. Bd.
Total Appropriation
Adjustment
Carryforward
Intrafund Equity Transfer
2013
Actual
2014
Budget
10
74,340,700
52,780
(483,910)
4,427,710
247,170
78,584,460
0
77,370,000
4,000
100,000
4,465,460
0
81,939,460
0
77,195,000
3,000
80,000
4,339,150
0
81,617,150
0
77,195,000
3,000
80,000
4,339,150
0
81,617,150
0
0
0
0
0
0
0
55,450
32,182,710
492,330
47,861,830
19,782,320
2,915,250
2,821,000
2,236,000
247,000
108,593,890
------1,023,833,180
6,874,110
0
300,293,220
1,300,991,080
150,000
33,241,870
640,000
38,000,000
27,279,250
0
0
0
0
99,311,120
-8.55%
1,300,991,080
0
(2,090,000)
0
1,281,529,420
200,000
32,986,510
650,000
50,000,000
26,519,630
0
0
0
0
110,356,140
11.12%
1,281,529,420
0
0
0
1,252,790,430
200,000
32,986,510
650,000
50,000,000
26,385,980
0
0
0
0
110,222,490
10.99%
1,281,529,420
0
0
0
1,252,924,080
0
0
0
0
0
0
0
0
Request
2015
Proposed
Final
0
-100.00%
1,281,529,420
0
0
0
1,281,529,420
Budget Highlights
General Administration Division: This division requests a contract with Black & Veatch Corporation to provide services to upgrade
and maintain the Sewer Financial Rate Model ($85,000/year). − Approved.
Capital Outlay: Funding in the amount of $352,000 is being requested for building improvements, engineering and scientific
equipment, plant equipment, and computer hardware. − Approved.
Parishwide Homeowners Sewerage Pump Installation Program: Pay-As-You-Go funding in the amount of $600,000 is requested to
install sewer backup prevention pumps in structures that are susceptible to chronic sewer backups. − Approved.
Non-SSO Infrastructure Improvements: Pay-As-You-Go funding in the amount of $5,000,000 is being budgeted for annual
preventative maintenance projects including: 1) Manhole Rehabilitation; 2) Cured-In-Place Pipe Lining; 3) Annual Parishwide Sewer
Repair and Replacement Contract; and 4) Annual Parishwide Sewer Physical Inspection Contract. − Approved.
SSO Construction Program: Pay-As-You-Go supplemental funding in the amount of $13,600,000 is being budgeted for six SSO
Projects including: RMAP 2 Project Inspection Services ($9,300,000); Flannery Road/Florida Blvd. SSO Rehab Project, Phase 1
($1,000,000); Flannery Road/Florida Blvd. SSO Rehab Project, Phase 2 ($1,000,000); North 38th/Gus Young SSO Rehab Project
($1,000,000); Joor Road/Greenwell Springs Road SSO Capacity Project ($1,000,000); and the North Wastewater Treatment Plant
SSO Master Plan Project ($300,000). − Approved.
Public/Private Pump Station Generator Procurement Project: Pay-As-You-Go funding in the amount of $800,000 is provided to
purchase and install generators at pump stations added to the sewerage system as a result of extensions of the system due to private
development. A procurement and installation contract will have to be advertised for bids in the fall of 2015. − Approved.
269
Parish Sewer Impact Fee Fund
412
The Parish Sewer Impact Fee Fund was established, by Ordinance 10043 on September 28, 1994, to account for sewer impact fee
revenues. This fund accounts for the acquisition and construction of capital assets related to sewerage system capacity upgrades in the
North, South, and Central Treatment Services Areas. The ordinance requires that sewer impact fees be utilized only to increase the
capacity of sewer transportation lines and pump stations in order to mitigate the impacts of development within the sewerage system.
Budget Summary
Revenues:
Sewer Impact Fees - NWWTP Area
Sewer Impact Fees - Baker Area
Sewer Impact Fees - Zachary Area
Sewer Impact Fees - Central Area
Sewer Impact Fees - CWWTP Area
Sewer Impact Fees - SWWTP Area
Total Revenues
Appropriations:
Sewer Impact Fee Projects:
NWWTP Area
NWWTP Area Zachary
NWWTP Area Central
CWWTP Area
SWWTP Area
Total Appropriation
Adjustments
Construction Work in Progress
2013
Actual
2014
Budget
Request
2015
Proposed
Final
258,990
11,840
353,220
132,460
119,770
1,461,650
2,337,930
300,000
0
200,000
30,000
100,000
300,000
930,000
500,000
0
300,000
100,000
100,000
600,000
1,600,000
500,000
0
300,000
100,000
100,000
600,000
1,600,000
0
0
0
0
0
0
0
0
639,740
0
11,990
530,280
1,182,010
300,000
200,000
30,000
100,000
300,000
930,000
500,000
300,000
100,000
100,000
600,000
1,600,000
500,000
300,000
100,000
100,000
600,000
1,600,000
0
0
0
0
0
0
------29,763,780
-21.32%
29,086,930
72.04%
30,016,930
72.04%
30,016,930
0.00%
30,016,930
(3,014,780)
1,182,010
29,086,930
0
930,000
30,016,930
0
1,600,000
31,616,930
0
1,600,000
31,616,930
0
0
30,016,930
Budget Highlights
Sewer Capacity Projects: For the 2015 budget, management is requesting that $1,600,000 of sewer impact fees be appropriated in
generic holding accounts for the North, South, and Central Treatment Service Areas for engineering and construction service. As
sewer capacity projects are identified by the Department of Public Works and brought to the Metropolitan Council for approval,
separate project accounts will be established by the Finance Department to account for these projects. By establishing this
appropriation in the 2015 budget, future capacity projects can be funded and expedited for construction in a more efficient and timely
manner. Sanitary Sewer Overflow Capital Improvement Projects are not a part of this appropriation and will be brought to the
Metropolitan Council separately through the budget supplement process. − Approved.
270
415
The main purpose of the Parish Sewer Sales Tax Fund is to account for the collection of the one-half of one percent (½%) sales and
use tax dedicated for sewers and sewerage disposal works. This tax was adopted by the voters of East Baton Rouge Parish on April
16, 1988, and became effective January 1, 1989. The funds provided from the sales and use tax is used for sewerage system
operations and maintenance, sewerage system capital improvements, and debt service on bonds issued for this purpose.
Budget Summary
Revenues:
Taxes
Interest Earnings
Total Revenues
Appropriations:
Operating and Non-Operating Expenses
Debt Service
Sewerage-Operations & Maintenance
$33.25 M Sewer S/T Rev. & Refund. Bds.
Sewer Rev. S/T Refund. & New Const. Bds.
$17.14 M Sewer Rev. S/Tax Bond
$202.5 M Sewer Rev. S/Tax Bond
$8.3 M Sewer DEQ Revenue Bond
Total Appropriation
Adjustment
2013
Actual
2014
Budget
Request
2015
Proposed
42,996,920
2,384,150
98,440
108,910
45,588,420
43,029,100
2,511,820
40,860
0
45,581,780
43,785,000
2,460,960
45,000
0
46,290,960
43,603,800
2,460,960
45,000
0
46,109,760
0
0
0
0
0
438,420
17,394,020
655,000
18,285,280
600,000
18,710,120
600,000
18,710,120
0
0
21,000,000
5,671,450
1,569,750
1,519,000
1,204,000
133,000
48,929,640
------30,599,740
3,319,670
(4,295,950)
26,282,240
20,000,000
0
0
0
0
0
38,940,280
-20.42%
26,282,240
0
0
32,923,740
20,000,000
0
0
0
0
0
39,310,120
0.95%
32,923,740
0
0
39,904,580
20,000,000
0
0
0
0
0
39,310,120
0.95%
32,923,740
0
0
39,723,380
0
0
0
0
0
0
0
-100.00%
32,923,740
0
0
32,923,740
Final
Budget Highlights
As of August 31, 2014, $113,369,978 in sewer sales taxes has been authorized by the Metropolitan Council for various construction
projects within this fund.
Budgeted interest earnings include earnings on debt service funds only. Interest earnings on construction funds are reserved for
construction purposes.
271
Sewer Construction Funds
4XX
The actual results for the following managerial construction sub-funds are presented for informational and comparative purposes only
and include the following:
•
•
•
•
•
•
•
•
•
•
•
$25.39 Million Refunding Taxable Bonds (Fund 428)
$164.965 Million Sewer Revenue Bonds Construction Funds (Fund 431)
$17.14 Million Sewer Revenue Bonds Construction Funds (Fund 432)
$357.84 Million Sewer Revenue Bonds Construction Fund (Fund 433)
$202.5 Million Sewer Revenue Bonds Construction Fund (Fund 434)
$8.3 Million DEQ State Revolving Loan Fund Sewer Revenue Bonds Fund (Fund 439)
$45 Million DEQ State Revolving Loan Fund Sewer Revenue Bonds Fund (Fund 440)
$126.26 Million LCDA Sewer Revenue Bonds Construction Fund (Fund 441)
$92.5 Million LCDA Sewer Revenue Bonds Construction Fund (Fund 442)
Parish Sewer Grants Fund (Fund 449)
These funds were established pursuant to their respective bond resolutions or other resolutions of the Metropolitan Council and are
capital in nature. Their budgets are part of the Comprehensive Sewerage System's Major Capital Improvements Program and were
established by the Metropolitan Council through the budget supplement process.
Even though the aforementioned funds are capital in nature, certain revenues (interest earnings, interfund transfers for the payment of
bond principal) and expenses (bond amortization costs) are accounted for as recurring expenses in Funds 410, 411, and 415; therefore,
it is necessary to present the following financial data for these funds in order to present a complete budget summary for the
Comprehensive Sewerage System Enterprise Fund.
Budget Summary
Revenues:
Interest Earnings
Interfund Transfers
Federal Contributions
Total Revenues
Appropriations:
Total Appropriation
Adjustments
2013
Actual
2014
Budget
2015
Proposed
Request
Final
35,690
608,520
18,316,450
277,330
19,237,990
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3,380,950
3,380,950
(473,114,760)
381,780
(292,982,500)
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
0
0
(749,858,440)
272
45X
Mission Statement
The Baton Rouge River Center, formerly known as the Riverside Centroplex, was conceived and constructed to encourage and
promote the growth and enhancement of the community. The complex serves as the keystone of public and private assembly events
by providing (1) a positive identity to Baton Rouge as a nucleus of the convention, trade-show, conference, and visitor industries; (2)
continued leadership in EBRP in cultural, entertainment, and recreational activities; (3) local educational, social, athletic, cultural, and
artistic events on behalf of all citizens; and (4) a positive financial impact upon the entire community.
2013
Actual
Budget Summary
Revenues:
Operating Revenues
Total Revenues
2014
Budget
Request
2015
Proposed
Final
2,513,220
1,547,570
4,060,790
2,822,190
1,321,480
4,143,670
2,961,320
1,480,660
4,441,980
2,961,320
1,480,660
4,441,980
0
0
0
Appropriations:
Operations
SMG Management Fee
Depreciation
Capital Improvements:
Debt Service
Operating Grants
4,282,570
375,540
4,652,430
4,003,510
451,680
0
4,278,120
483,130
0
4,278,120
483,130
0
0
0
0
1,173,060
59,500
10,543,100
1,313,480
0
5,768,670
1,472,660
0
6,233,910
1,472,660
0
6,233,910
0
0
0
% Change Over Prior Year Excluding Deprec.
Transfer From Misc. Capital Improvement Fund
Adjustments
Restricted
Unrestricted
------1,465,970
62,900
60,506,720
1,184,540
56,737,820
47,763,660
8,839,330
134,830
-2.07%
1,625,000
0
56,737,820
(477,250)
56,260,570
48,925,160
7,200,580
134,830
8.06%
1,791,930
0
56,260,570
1,385,050
57,645,620
50,310,210
7,200,580
134,830
8.06%
1,791,930
0
56,260,570
1,385,050
57,645,620
50,310,210
7,200,580
134,830
-100.00%
0
0
56,260,570
0
56,260,570
48,925,160
7,200,580
134,830
Budget Highlights
DO NOT ERASE ANYTHING BELOW THIS LINE
On April 1, 1996, the management of the Baton Rouge River Center was contracted to SMG, Inc. The terms of that contract provided
for the payment of management fees based upon the firm’s ability to reduce the deficit incurred by the facility. A revised five-year
contract was signed and became effective January 1, 2007. The terms of this contract provide for the payment of an annual incentive
fee of 25% of the operating revenues from all event activity (excluding gross food and beverage) over the established event revenue
benchmark of $1,740,000 as long as the net operating loss is met or improved upon for the year. The annual food and beverage fee
provides that SMG shall receive 4% of the food and beverage gross revenue. The annual fixed fee is adjusted based on the percentage
change in the Consumer Price Index (CPI). The current contract expired on December 31, 2011; the option to renew was exercised for
an additional 5 years, through December 31, 2016.
SMG Revenues
SMG Expenses
Net Operating Loss (NOL)
2013 Actual
2,765,700
(4,079,500)
(1,313,800)
2014 Budget
2,981,260
(3,824,170)
(842,910)
2014 Projection
2,946,490
(3,932,180)
(985,690)
2015 Proposed
3,111,850
(4,099,780)
(987,930)
1,915,110
1,740,000
175,110
2,209,900
1,740,000
469,900
1,670,970
1,740,000
(69,030)
2,327,380
1,740,000
587,380
(250,080)
(77,280)
0
(249,190)
(176,060)
(2,066,410)
(256,280)
(77,920)
(117,480)
(151,070)
(179,340)
(1,625,000)
(253,840)
(61,310)
0
(216,500)
(177,840)
(1,695,180)
(259,630)
(76,650)
(146,850)
(142,530)
(178,340)
(1,791,930)
Eligible Revenues
Benchmark
Excess Revenues
Annual Fixed Fee
Annual Gross Food & Beverage Fee (4%)
Annual Incentive Fee (25% of Excess Revenues)
Rental Waivers
Other City-Parish Revenues & Expenses
Total C-P Subsidy (NOL + F&B Fee + Fixed Fee + Inc. Fee + C-P)
ASE ANYTHING BELOW THIS
* The incentive fees are reflected in the year they are earned even though all or part may be paid in the following year upon close-out.
273
461
Mission Statement
The mission of this department is to recycle and divert as much solid waste as possible in the parish, and to dispose of the remainder in
an environmentally sound manner, funded by tipping fees collected at the North Landfill.
2013
Actual
2014
Budget
10,390,340
81,100
680
27,600
10,499,720
10,472,600
70,000
0
10,000
10,552,600
8,500,000
78,200
0
10,000
8,588,200
10,881,960
68,000
0
10,000
10,959,960
0
0
0
0
0
289,450
632,190
7,325,090
270,620
492,720
2,554,690
300,540
748,690
7,866,830
287,620
584,200
2,559,160
302,440
687,850
7,836,250
265,380
584,200
2,565,470
300,700
686,030
8,455,180
244,570
575,220
2,565,470
0
0
0
0
0
0
Total Appropriation
11,564,760
12,347,040
12,241,590
12,827,170
0
Adjustments
Restricted
Unrestricted
Personnel Allotted
------25,399,230
(1,222,360)
23,111,830
16,222,560
0
6,889,270
19
6.76%
23,111,830
(2,225,210)
19,092,180
15,000,200
0
4,091,980
19
-0.85%
19,092,180
(1,222,360)
14,216,430
13,777,840
0
438,590
18
3.89%
19,092,180
(1,222,360)
16,002,610
13,777,840
0
2,224,770
18
-100.00%
19,092,180
0
19,092,180
13,777,840
0
5,314,340
0
Budget Summary
Revenues:
Miscellaneous
Total Revenues
Appropriations:
Waste Management - Streets
North Landfill Operations
Recycling
Landfill Closure & Postclosure Expense
Transfer to General Fund
Request
2015
Proposed
Final
Service Description
The Environmental Division is a regulatory agency over parish ordinances concerning wastewater, solid waste, and hazardous waste;
a consulting unit for Public Works and other City-Parish departments regarding compliance with federal and state environmental
statutes; and a service organization to parish citizens in resolving problems including odor complaints, storm drainage, hazardous
spills, and raw sewage. Since the division focus is split between wastewater and solid waste, the funding is appropriated from the
Comprehensive Sewerage System Fund (80%) and the Solid Waste Disposal Facility Fund (20%).
The Waste Management-Streets budget provides for street-sweeping services throughout the city.
The North Landfill is mandated by the Environmental Protection Agency (EPA) and the Louisiana Department of Environmental
Quality (DEQ) to dispose of municipal solid waste and non-hazardous waste from East Baton Rouge Parish and from surrounding
cities, towns, and parishes. The current operational permit requires the safe handling and disposal of solid waste daily. Failure to
adhere to any portion of the operational and permit specifications is punishable by fine, revocation of certification, and/or site closure.
The Recycling Division was established to facilitate implementation of the solid waste reduction and recycling program passed by the
Metropolitan Council and developed by the Recycling Task Force (replaced by the Solid Waste Advisory Committee in 1997) in
accordance with the DEQ mandate to reduce landfill solid waste by 25%; to develop and implement further waste reduction policy in
partnership with the Department of Public Works and the Solid Waste Advisory Committee; and to promote participation in waste
reduction programs through public education, networking among existing organizations, and volunteer support.
274
Continued
Budget Highlights
Revenue Assumptions
The 2015 revenue estimate uses current solid waste rates; tonnage originating in-parish will be assessed a $28/ton tipping fee, and outof-parish a $32/ton tipping fee. (Exempted from paying the tipping fee are City-Parish agencies supported by the General Fund; the
Housing Authority; and East Baton Rouge Parish private residents.)
The appropriations reflected are 20% of total expenditures needed for the operation of this division. The remaining 80% is
appropriated in the Environmental Division of the Sewerage – Operations and Maintenance Fund. Please see the Environmental
Division in the Personnel Summary section of the Sewerage – Operations and Maintenance Fund budget for a listing of personnel
allotted for the environmental function.
Operations – North Landfill Division
Effective February 1, 2009, the City-Parish entered into a contract with Waste Management, Inc., to operate and maintain the North
Landfill for a period of ten years. The CPI-adjusted price goes into effect February 1 of each year. In the 2015 budget, it is projected
that the City-Parish will pay $14.85/ton in January and $15.10 for the remainder of the year.
Funding has been included for the following: transportation of dirt ($366,490); disposal of household hazardous waste (maximum:
$300,000); greenhouse gas monitoring and reporting at North Landfill and Devil’s Swamp (maximum: $47,200); and grass mowing
and trimming at the Baton Rouge Renewable Energy Center, at the scale house office and guard house, and at the Old Kaiser
Aluminum site (maximum: $86,310). − Approved.
DPW is requesting to reclassify one Maintenance Worker I to a Heavy Equipment Operator and to delete a Maintenance Worker I. −
See Personnel Summary for approvals.
Recycling Division
City-Parish administrative expenses associated with the Recycling Program are funded in this division. The City-Parish entered into a
ten-year contract for single-stream recycling in November 2005, and residents began receiving new 64-gallon recycling carts in
August 2006. Recycling participation has increased through this state-of-the-art program. Public education and outreach continue to
be very important regarding changes to services and enhanced services. The Recycling Division is requesting professional services
contracts for outreach consulting services ($60,500) and graphic design services ($21,000). − Approved.
The City-Parish awarded a contract for the building and operation of a gas collection system at the North Landfill. Construction on the
system began in November 2009 and the system became operational in 2010. Royalties received from this arrangement will be
deposited into revenue accounts in this fund. Annual royalties net of operational expenses and debt payment requirements, in the
amount of $60,000, are anticipated to be received in 2015.
Personnel Summary
Job Code
Pay
Grade
120540
151450
151380
151370
110620
111130
111108
2260
2230
1100
1060
1110
1110
1090
108550
108555
110625
2260
2160
1130
Job Title
Cur
Allotment
Req
Pro
Operations - North Landfill
Solid Waste Manager
Fiscal Specialist
1
1
0
2
1
2
2
1
1
1
0
1
2
2
1
1
1
0
1
2
2
Total
9
8
8
Solid Waste-Recycling
Recycling Manager
Assistant Recycling Manager
1
1
1
1
1
1
1
1
1
Total
3
3
3
275
Fin
0
0
Continued
Job Code
Pay
Grade
151395
151380
1150
1100
Job Title
Cur
Allotment
Req
Pro
Fin
Solid Waste-Waste Management
1
6
1
6
1
6
Total
7
7
7
0
19
18
18
0
Grand Total
2013
Actual
Public Safety
1. To provide for and maintain the safe and efficient collection and disposal of solid
waste and refuse.
a) To meet the state-mandated goal of reducing EBRP solid waste directed to the
landfill by 25% annually through recycling and waste reduction in EBRP
% of waste diverted from the landfill through recycling or reuse
b) To manage the curbside and woody waste recycling contract efficiently to
promote maximum participation
Average monthly percentage participation in curbside recycling
Average monthly total weight collected through curbside recycling
(pounds) per household/per month
Annual total weight (tons) collected through woody waste recycling
c) To increase recycling tonnage collected through special collections
Annual Christmas tree recycling (tons)
Annual household hazardous waste (HHW) collection (pounds)
d) To increase public outreach programs implemented
# of programs implemented
e) To manage the landfill in a cost-efficient manner
Average tipping fee collected per ton
Average operating cost per ton (excluding depreciation)
2. To meet all state and federally mandated reporting requirements in a timely manner.
a) Semi-annual reports on ground water sampling event, North Landfill
b) Solid Waste Disposal Annual Report
2014
Target
2015
Target
31%
34%
35%
54%
55%
56%
22
14,064
23
16,000
24
17,000
46
109,756
80
115,000
90
120,000
17
17
17
$26.91
$23.58
$27.23
$19.44
$27.50
$20.02
100%
100%
100%
100%
100%
100%
Graphical Summary
Commercial
(In-Parish)
44.81%
Scalehouse &
Other Costs
12.54%
2015 Sources
($10,959,960)
2015 Uses
($12,827,170)
Environmental
2.34%
Debt Service
20.00%
Residential
(In-Parish)
41.46%
Sewer Sludge
(Sewer Fund)
5.96%
Interest,
Royalties,
Donations
0.71%
Out-ofParish Waste
6.79%
One-time
Maint. &
Equip.
2.86%
Other
Government
Entities
0.27%
276
Post-Closure
Costs Waste MgmtStreets
4.48%
5.35%
Recycling
Office
1.91%
Waste
Disposal
Contract
50.52%
462
Mission Statement
The Department of Public Works is responsible for the collection and disposal of garbage and other refuse.
Budget Summary
Revenues:
Miscellaneous
City General Fund
Total Revenues
Appropriations:
Waste Management
Solid Waste Purchase of Refuse Containers
Total Appropriation
Adjustments
Restricted
Unrestricted
2013
Actual
2014
Budget
Request
2015
Proposed
30,202,840
9,610
30,642,400
9,000
30,734,450
9,000
30,734,450
9,000
0
0
64,440
30,276,890
75,000
30,726,400
75,000
30,818,450
75,000
30,818,450
0
0
906,460
29,999,280
422,280
31,328,020
------5,063,510
0
4,012,380
0
0
4,012,380
908,760
31,228,740
100,000
32,237,500
2.90%
4,012,380
0
2,501,280
0
0
2,501,280
950,590
30,705,780
256,500
31,912,870
-1.01%
2,501,280
0
1,406,860
0
0
1,406,860
947,620
30,705,780
256,500
31,909,900
-1.02%
2,501,280
0
1,409,830
0
0
1,409,830
0
0
0
0
-100.00%
2,501,280
0
2,501,280
0
0
2,501,280
Final
Service Description
The Service Fee Business Office bills, collects, and accounts for service fees in order to provide funds for sewer maintenance and
improvements and proper disposal of solid waste.
The Waste Management budget provides for removal of illegal dump sites, and for residential, apartment, and governmental agency
contracts for garbage and trash collection within the city limits, as well as recycling.
Budget Highlights
On January 4, 2006, the City-Parish began the phase-in of automated residential garbage collection. Solid waste services provided to
the citizens of the parish include twice-per-week automated residential garbage collection, once-per-week no-sort recycling, and onceper-week trash collection. In 2013, the average number of residential customers billed was 126,649.
Funding is included in the budget for expenses associated with the solid waste contracts with providers for collection and
transportation of garbage, trash, and recycling; disposal costs associated with residential garbage and trash; the purchase of additional
carts as needed; and cart maintenance.
The department is requesting a professional service contract in the amount of $10,000 for advertising, marketing, and outreach
services. − Approved.
The Metropolitan Council, by Ordinance 15591 dated 10/23/2013, authorized to increase the monthly multi-family solid waste user
fees so as to provide necessary funding needed to fund the projected costs of these services for the remainder of the contract term,
which ends September 5, 2015. The 2015 budget assumes the residential monthly solid waste user fee will remain at $19.00 per
household. A portion of the residential monthly solid waste user fee for individuals meeting certain low-income requirements will
continue to be subsidized by the General Fund at $3.50 per month per household. Residents meeting these requirements will be billed
at $15.50 per household for solid waste services in 2015. − Approved.
277
Continued
Budget Highlights (Continued)
The Service Fee Business Office contracts with various water companies to bill customers and process the sewer and solid waste fees
received. A list of these contracts can be found in the “Professional Services Contracts” section of the budget. Service Fee’s
personnel allotment is entirely contained in the Sewer Operations and Maintenance Fund, but 30% of the office’s expenditures,
including personal services and benefits, are charged to the Solid Waste Collection Fund.
Graphical Summary
2015 Sources
($30,818,450)
2015 Uses
($31,909,900)
Residential
User Fee
91.92%
Residential/
Garbage &
Trash
62.12%
Residential/
Recycling
8.71%
Other
0.06%
Multi-Family
Fees
7.78%
Residential/
Disposal
Costs
15.65%
General Fund
Subsidy
0.24%
Refuse Carts
1.67%
Multi-Family
Collection &
Disposal
7.14%
278
DPW
Expenses
1.74%
Admin.
Expenses
2.97%
48X, 49X
Mission Statement
The mission of the Baton Rouge Metropolitan Airport is to serve as a catalyst for economic prosperity in the Greater Baton Rouge
Area by providing full service airport facilities with a well-trained, cohesive work team that is recognized for excellence in safety,
customer convenience, and financial efficiency.
2013
Actual
2014
Budget
1,377,880
770,620
10,126,230
1,843,240
966,660
1,657,180
1,806,510
(308,460)
1,276,310
705,630
10,212,050
1,836,260
862,340
1,665,050
1,622,410
0
1,406,870
760,630
10,175,220
1,948,960
187,000
1,679,000
1,748,260
0
1,406,870
760,630
10,175,220
1,948,960
187,000
1,679,000
1,748,260
0
0
0
0
0
0
0
0
0
18,239,860
18,180,050
17,905,940
17,905,940
0
4,345,860
560
402,980
1,177,490
2,607,770
709,390
3,294,110
89,230
5,187,420
11,540
373,060
1,433,600
2,365,110
709,450
3,371,940
31,000
4,821,040
0
1,070,900
1,646,160
2,517,330
727,110
3,583,260
130,000
4,821,040
0
1,070,900
1,646,160
2,517,330
727,110
3,583,260
130,000
0
0
0
0
0
0
0
0
1,460,070
906,660
0
669,840
0
0
0
0
0
0
43,360
1,386,190
41,720
1,653,130
41,040
1,623,880
41,040
1,623,880
0
0
1,897,160
123,940
1,908,550
0
1,911,290
0
1,911,290
0
0
0
18,444,770
17,756,360
18,072,010
18,072,010
0
------(204,910)
-3.73%
423,690
1.78%
(166,070)
1.78%
(166,070)
233,394,680
(4,799,980)
228,389,790
222,610,500
228,389,790
(10,676,940)
218,136,540
214,020,930
218,136,540
(8,412,650)
209,557,820
205,608,280
218,136,540
(8,412,650)
209,557,820
205,608,280
Restricted
2,531,170
719,660
748,820
748,820
Unrestricted
3,248,120
3,395,950
3,200,720
3,200,720
79
80
83
80
Budget Summary
Revenues:
Airfield
Hangars & Buildings
Terminal Building Area
Industrial Area
Passenger Facility Charges
Customer Facility Charges
Gain/Loss on Disposition of Fixed Assets
Total Revenues
Appropriations:
Administration
ILEAV Fuel Station
Debt Service
Airfield
Terminal Building Area
Parking Lot Operations
Police/ARFF
Capital Outlay
Operating Grants & Miscellaneous Projects:
Operating Grants
Debt Service
Passenger Facility Charges:
Administrative Fees
Debt Service
Customer Facility Charges:
Debt Service
Airport Improvements
Total Appropriation
Excess Sources Over (Under) Uses
Adjustments
Personnel Allotted
279
2015
Proposed
Request
Final
Continued
Budget Highlights
The requested budget assumes an increase in the Airline Rental rate of approximately 3.84% from $47.62 sq./ft. to 49.45 sq./ft.
– Approved.
The Airport has also requested a new Project Management division that will replace the current project management contract held by a
private project management company and be funded solely by grant funding for construction projects. They have requested two
positions allotted to Airport/Administration, one position allotted to Information Services, and three positions allotted to DPW. –
Consideration will be given after approval is granted by the Federal Aviation Administration (FAA).
Offsetting the amounts budgeted for Personal Services are reimbursements by the airlines in the amount of $40,210 for a portion of
custodial salaries and by the Transportation Security Administration in the amount of $116,800 for a portion of Police/ARFF salaries.
Also, several personnel changes have been requested and are reflected in the Personnel Summary section. – See Personnel Summary
for approvals.
The Airport has requested $70,900 in Inventoried Assets for the purchase of computer equipment ($13,600), LCD screens for the
flight display system (7,200), tactical gear (33,600), and patrol rifles ($16,500). The department also requested $130,000 in Capital
Outlay for the purchase of computer hardware ($20,000), mowers ($24,000), motor vehicle ($23,000), golf cart ($14,000), a Cascade
Air Refill system ($18,000), and a patrol unit for the Police/ARFF division ($31,000). – Approved.
A total of $2,427,960 is requested for 50 professional service contracts for various services and studies to be performed in 2015.
– Approved.
Personnel Summary
Job Code
Pay
Grade
340015
340010
100605
100600
100100
109715
109730
109850
102680
102680
102690
109580
109840
101108
106310
108275
151450
151740
151350
151265
151250
151245
151095
NEW
151380
NEW
151375
124105
2350
2310
2280
2240
2210
2270
2270
2270
2270
2250
1200
2240
2220
2220
2190
2150
2230
2200
1190
1150
1160
1140
1110
1120
1100
1100
1080
1040
Job Title
Cur
Director of Aviation
Assistant Director of Aviation
Airport Business Manager
Assistant Airport Business Manager
Accountant
Airport Development and Administrative Manager
Airport Safety and Operations Manager
Airport Marketing Manager
Computer/Electronics Systems Manager
Computer/Electronics Systems Manager
Computer/Electronics Systems Technician
Facilities Manager
Property & Development Coordinator
Intern Architect
Airport Compliance Coordinator
Air Service Coordinator
Airport Construction Superintendent
Trades Specialist
Plant Electrician
Electrician
Senior Trades Technician
Airfield Maintenance Worker II
Airfield Maintenance Worker I
Custodian
280
1
1
1
1
2
1
1
1
0
1
2
0
1
0
4
1
0
1
3
1
0
1
2
0
3
0
7
2
Allotment
Req
Pro
1
1
1
1
2
1
1
1
1
0
2
1
1
1
4
1
1
1
0
1
2
1
2
3
0
7
0
2
1
1
1
1
2
1
1
1
1
0
2
1
1
0
4
1
0
1
2
1
0
1
2
0
3
0
7
2
Fin
Continued
Job Code
183140
183140
183130
183130
183125
183125
183115
183115
108540
110470
110630
113428
110625
110620
111130
114120
Pay
Grade
1210
1200
1200
1190
1180
1170
1170
1160
2180
1160
1150
1140
1130
1110
1110
1110
Job Title
Airport Police/ARFF Chief
Airport Police/ARFF Chief
Airport Police/ARFF Lieutenant
Airport Police/ARFF Lieutenant
Airport Police/ARFF Sergeant
Airport Police/ARFF Sergeant
Airport Police/ARFF Officer
Airport Police/ARFF Officer
Executive Assistant
Legal Secretary
Airport Supply Manager
Surveillance - System Monitor
Cur
0
1
0
1
0
6
0
22
1
1
2
1
0
2
1
4
Total
80
Allotment
Req
Pro
1
1
0
0
1
1
0
0
6
6
0
0
22
0
0
22
1
1
1
1
2
2
1
1
1
0
2
2
1
1
4
4
83
Fin
80
0
2013
Actual
2014
Target
2015
Target
1.
To comply with all FAA standards.
a) Minimize number of critical deficiencies identified during inspections
Measure: Annual airport certification inspection report from the FAA Airport
Certification Safety Inspector
# of discrepancies listed by the FAA
% of discrepancies corrected within specified time
# of recommendations made by the FAA
6
100%
0
3
100%
2
1
100%
2
$32
$30
$28
(1.6%)
1%
3%
4%
2%
3%
1.
To increase Baton Rouge community use of Airport.
a) Maintain average net one-way fare parity with New Orleans to top 50 city pairs within $25
b) Increase enplanements
Measure: Compare enplanement totals in form of % increase/decrease for Baton
Rouge Metro Airport for the current and previous years
Baton Rouge %
c) Increase seating capacity
Measure: Compare capacity totals in form of % increase/decrease for the current and
previous years
Baton Rouge %
281
282
Internal Service Funds
Internal Service Funds account for the financing of goods or services provided by one department or agency to other departments or
agencies of the governmental unit, or to other governmental units, on a cost-reimbursement basis.
Central Garage Operations and Maintenance Fund maintains motorized and heavy equipment and provides fuels for all departments.
Central Garage Fleet Rental and Replacement Fund rents motorized equipment to other Public Works divisions and other departments
and provides for the scheduled replacement at the end of the economic life of the asset.
283
Central Garage – Operations and Maintenance
503
Mission Statement
The mission of the Division of Central Garage in the Department of Public Works is to utilize all possible resources to service, repair,
purchase, and receive all equipment for the Department of Public Works and all other using agencies of Central Garage in the most
efficient, reliable, safe, and cost-effective manner to ensure quality and satisfy customer and employee expectations.
Budget Summary
Revenues:
Billings to Departments
Non-Operating
Total Revenues
2013
Actual
2014
Budget
Request
2015
Proposed
13,728,160
17,790
13,745,950
13,223,740
11,000
13,234,740
14,386,960
11,000
14,397,960
13,813,410
11,000
13,824,410
0
0
0
Appropriations:
Cost of Materials Sold
Personal Services
Employee Benefits
Supplies
Depreciation
Total Appropriation
Adjustments
Restricted
Unrestricted
Personnel Allotted
10,865,760
1,272,860
980,910
127,730
1,015,740
69,500
14,332,500
------2,918,150
(87,870)
2,243,730
235,700
0
2,008,030
45
10,310,690
1,571,910
906,780
100,280
977,840
48,850
13,916,350
-2.90%
2,243,730
(377,940)
1,184,180
235,700
0
948,480
45
10,645,680
1,608,940
931,520
162,380
972,250
51,260
14,372,030
3.27%
1,184,180
0
1,210,110
235,700
0
974,410
46
10,740,760
1,583,180
912,350
113,620
1,012,300
69,500
14,431,710
3.70%
1,184,180
0
576,880
235,700
0
341,180
45
0
0
0
0
0
0
0
-100.00%
1,184,180
0
1,184,180
235,700
0
948,480
46
Final
Budget Highlights
The request includes funding for an additional Senior Clerical Specialist and the reclassification of a Senior Automotive Attendant to a
Mechanic Inspector (not approved). Inventoried Assets and Capital Outlay requested consists of: five computers ($11,540); two truck
lifts ($13,760); a pad lift ($3,600) and ceiling fans and an exhaust system ($25,000). –Approved.
Personnel Summary
Job Code
109831
141140
100620
141130
141120
151235
NEW
113225
141105
160220
160205
109280
110620
110132
113135
114125
Pay
Grade
2250
2190
2170
1170
1150
1140
1140
1160
1090
1100
1080
1120
1110
1090
1100
1070
Job Title
Vehicle & Equipment Maintenance Manager
Automotive Shop Supervisor
Central Garage Business Officer
Master Mechanic
Senior Automotive Mechanic
Welder
Mechanic Inspector
Automotive Parts Supervisor
Tire Service Worker
Senior Automotive Attendant
Automotive Attendant
Service Station Supervisor
Automotive Parts Technician
Dispatcher
Total
Cur
1
3
1
10
9
1
0
1
1
3
6
1
1
3
3
1
45
284
Allotment
Req
Pro
1
1
3
3
1
1
10
10
9
9
1
1
1
0
1
1
1
1
2
3
6
6
1
1
1
1
4
3
3
3
1
1
46
45
Fin
0
Central Garage – Operations and Maintenance
Continued
2013
Actual
2014
Target
2015
Target
1.
2.
3.
To provide equipment repair and service for Public Works and all other using agencies in
an efficient, reliable, and cost-effective manner to minimize equipment downtime.
a) Provide prompt response to repair and preventive maintenance (PM) requests
% of all PM work orders completed within 2 working days
% of the total vehicles serviced by Central Garage with PM scheduled completed
% of all repairs completed in-house versus commercial garages
To improve services to internal and external customers, making it easier for them to
complete their daily tasks.
a) Provide customer services that will minimize their non-productive time connected with
service and repairs to their equipment
# of vehicles transported to outside vendors by the garage
% of productivity levels (national average is 70%)
To maximize the return on investment of the rental fleet.
a) Minimize the cost to operate through the life cycle of the equipment while maximizing
the utilization during the same period by pooling, life cycle extension, aggressively
seeking sales to other agencies, public auction, and specification improvements
# of vehicles kept past their present life cycle
285
70%
70%
75%
70%
70%
75%
75%
75%
80%
25
70%
25
70%
20
75%
320
320
320
Central Garage – Fleet Rental & Replacement
504
Mission Statement
The mission and goal of the Fleet Rental & Replacement Fund is to provide Public Works and other City-Parish employees with upto-date dependable equipment to perform their duties efficiently and to maintain a schedule of timely replacement of movable
equipment.
2013
Actual
Budget Summary
Revenues:
Equipment Use Charge
Total Revenues
Appropriations:
Supplies
Depreciation
Total Appropriation
Final
8,117,860
521,280
8,639,140
7,430,470
521,280
7,951,750
0
0
0
21,280
2,709,790
2,609,990
5,341,060
199,710
4,429,290
2,078,140
6,707,140
206,910
2,555,380
2,609,990
5,372,280
206,910
2,849,230
2,609,990
5,666,130
0
0
0
0
-------
25.58%
-19.90%
-15.52%
-100.00%
17,056,000
19,533,810
16,519,790
16,519,790
16,519,790
0
(6,234,960)
0
0
0
19,533,810
16,519,790
19,786,650
18,805,410
18,805,410
6,702,690
8,801,670
8,801,670
8,801,670
8,801,670
0
0
0
0
0
12,831,120
7,718,120
10,984,980
10,003,740
10,003,740
Restricted
Unrestricted
Request
7,333,020
2,595,060
9,928,080
Adjustments
2015
Proposed
7,542,490
276,380
7,818,870
2014
Budget
Budget Highlights
The Fleet Rental and Replacement program has scheduled the replacement of 623 pieces of equipment at a cost of $3,400,470 during
the 2015 budget year.
Graphical Summary
Fleet Rental & Replacement
Equipment Age (2002-2013)
Equipment Age in Years
12
10
8
6
4
4
4
5
2002
2003
2004
2005
5
4
2006
2007
4
5
5
4
2009
2010
6
6
4
2
0
2008
Years
286
2011
2012
2013
Pension Trust Funds
Trust Funds account for assets held by a government in a trustee capacity.
Employees' Retirement System Fund accounts for the accumulation of contributions and the payment of retirement benefits to
qualified employees through two separate trusts. The Original Retirement System Trust includes the accumulation of contributions for
a defined-benefit cost-sharing pension plan that provides retirement benefits to qualified employees. The Police Guarantee Trust
holds assets and pays certain retirement benefits to those members who have voluntarily transferred to the Municipal Police
Employees’ Retirement System of Louisiana.
287
Employees’ Retirement System Fund
650
Mission Statement
The mission of the Board of Trustees of the Employees' Retirement System is to administer the System in a prudent and fiscally
responsible manner, pay benefits authorized by Council ordinance, and serve in the best interest of the System's members, both active
and retired. This System comprises two separate trusts, the Original Retirement System Trust and the Police Guarantee Trust.
Budget Summary
Revenues:
Investment Revenues
Rentals-Buildings
Legal Settlements
Employee Contribution
Employer Contribution
Total Revenues
Appropriations:
Original Retirement System Trust:
Benefit Payments
Refunds & Withdrawals
Administrative Expenses
Depreciation
Total Pension Trust
Police Guarantee Trust:
Benefit Payments
Refunds & Withdrawals
Administrative Expenses
Total Police Guarantee Trust
Total Appropriation
Adjustments
Personnel Allotted
2013
Actual
2014
Budget
Request
2015
Proposed
142,720,230
6,940
50,030
14,974,200
39,089,410
196,840,810
70,975,000
7,680
0
16,440,420
41,940,360
129,363,460
78,778,000
7,680
0
16,470,550
43,365,330
138,621,560
78,778,000
7,680
0
16,470,550
43,365,330
138,621,560
89,437,860
2,940,900
1,239,280
6,290
93,624,330
89,500,000
2,200,000
1,301,980
6,300
93,008,280
91,800,000
2,500,000
1,341,100
6,290
95,647,390
91,800,000
2,500,000
1,338,150
6,290
95,644,440
3,327,490
0
356,120
3,683,610
2,500,000
4,000
358,250
2,862,250
2,500,000
4,000
343,340
2,847,340
2,500,000
4,000
342,640
2,846,640
97,307,940
-------
95,870,530
-1.48%
98,494,730
2.74%
98,491,080
2.73%
961,258,450
21,070,740
1,061,414,69
0
20,447,370
1,096,062,87
0
19,292,120
1,096,062,87
0
19,292,120
0
0
0
0
0
0
0
0
1,061,414,69
0
20,447,370
12
1,096,062,87
0
19,292,120
13
1,137,324,24
0
18,157,580
13
1,137,327,19
0
18,158,280
13
Final
0
Budget Highlights
The Employees’ Retirement System comprises two trust funds: the original trust fund from which is paid most retirement benefits, and
the Police Guarantee Trust, which was established in February 2000 to provide for a funded pension trust from which is paid certain
retirement benefits to eligible members as contractually provided for in the Agreement and Guarantee of Retirement Rights and
Benefits. Administrative expenses are allocated separately to the two trust funds. Those expenses allocated to the Police Guarantee
Trust represent either direct expenses or pro rata allocations of System expenses. In 2015, 81% of the System’s expenses will be
allocated to the Original Retirement System Trust and 19% to the Police Guarantee Trust.
In 2013, the System paid pension benefits to 3,452 recipients.
The Retirement Office is requesting the reclassification of a Senior Financial Analyst to a Chief Financial Analyst; $10,420, including
benefits. − See Personnel Summary for approvals.
Auto Allowance in the amount of $4,800 is being requested for the Assistant Retirement Administrator. − Approved.
288
Employees’ Retirement System Fund
Continued
Personnel Summary
Job Code
300260
300258
320206
100722
100718
100160
100155
100700
110630
Pay
Grade
2320
2300
2300
2280
2280
2260
2240
2240
1150
Job Title
Retirement Administrator
Assistant Retirement Administrator
Retirement Special Counsel
Retirement Financial Manager
Retirement Benefits Manager
Chief Financial Analyst
Senior Financial Analyst
Senior Retirement Analyst
Allotment
Req
Pro
1
1
1
1
1
1
1
1
1
1
1
1
3
3
3
3
1
1
Cur
1
1
1
1
1
0
4
3
1
Total
13
13
Fin
13
0
Graphical Summary
Investment Market Values
(In Millions)
1,100
1,069
1,072
1,072
1,050
1,000
950
900
979
967
961
928
908
867
844
850
800
737
750
700
650
600
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2013
Actual
2014
Target
2015
Target
1.
2.
3.
4.
To provide professional, courteous, accurate, and timely service to members and retirees.
a) Meet retiree payroll deadlines
b) Submit accurate benefit calculations for final review by the Board
To ensure compliance with accounting standards and principles, statutes, rules,
regulations, and Board policies.
a) Receive an unqualified audit opinion on System’s financial statements
b) Receive Certificate of Achievement for Excellence in Financial Reporting awarded
by GFOA for the Comprehensive Annual Financial Report
To maintain a dedicated and knowledgeable staff.
a) # of hours of continuing education training
b) Average # of years of service
To maintain a diversified investment portfolio that properly balances risk and return to
achieve the target rate of return for providing funds with which to pay pension benefits to
eligible members.
a) Annually meet or exceed the 12/31 policy index established by the investment
consultant
289
100%
100%
100%
100%
100%
100%
138
14
200
12
175
12
290
Summary of Programs
Included in this section is a summary of major capital/infrastructure
improvements which are either continuing into or beginning in 2015, as well
as details of the 2015 capital outlay appropriations. Moving forward with
infrastructure improvements is a priority set by the Mayor-President, and the
Administration’s plans will help guide the city in assuring that the future needs
of the community are met and that the financial resources are available to fund
those needs.
Capital Projects Funds are used to account for financial resources to be used
for the acquisition or construction of major capital facilities (other than those
financed by Proprietary Funds). Major capital improvements are often
subjected to separate budgetary processes, particularly when the improvements
are financed through the issuance of long-term debt; therefore, detailed budgets are generally adopted or amended individually
through the budget supplement process. In some instances where the revenue stream is conducive to annual appropriations, such
as in the case of a pay-as-you-go program, budgets for capital improvements are adopted concurrent with the annual operating
budget. When a new capital improvement project is undertaken, consideration is given to the fiscal or operational impact of the
project, which includes the additional cost for staff, maintenance, debt, and other expenses. The fiscal or operational impact
depends on the nature of the capital improvement. These costs must be funded in the appropriate operating budget and factored
into the total cost of the project.
The projects described in this section are not intended to be all-inclusive, but they represent some of the City-Parish’s major
capital programs as related to the overall goals and strategic initiatives. Below is a summary of the projects discussed in this
section.
•
Public Works Equipment Replacement Program. A discussion is provided of the methodology behind this
successful program, which has improved services provided to citizens by updating equipment used by employees of
the Department of Public Works and certain other departments. Appropriations for this program are included in the
operating budgets of these departments.
•
Landfill Improvements. The North Landfill is permitted by the Environmental Protection Agency (EPA) and the
Louisiana Department of Environmental Quality (DEQ) to dispose of municipal solid waste and non-hazardous
waste from East Baton Rouge Parish and from surrounding cities, towns, and parishes. The City-Parish has entered
into a third-party agreement for the construction and operation of a gas collection system at the North Landfill.
Infrastructure Enhancements/Growth Management
•
Capital Improvement Fund. This program, funded primarily through gaming revenues collected in prior years and
General Fund – Fund Balance Unassigned, includes street and intersection improvements, drainage improvements,
public building improvements, and other capital expenditures.
•
BR Loop. Baton Rouge has completed its funding commitment to develop an implementation plan for a traffic loop
around the City of Baton Rouge to relieve traffic congestion within the region. The City-Parish has applied for State
Capital Outlay funding to advance planning associated with this project.
•
Road and Street Improvement Fund. This construction program is supported by 70% of a local ½-cent sales tax
dedicated for street maintenance and construction. Appropriations for these improvements are proposed to be
adopted concurrent with the adoption of the annual operating budget.
•
Parish Street Maintenance and Beautification Program — Street and Road Rehabilitation Program. This
program is funded by the remainder of the ½-cent sales tax mentioned above. Twenty-seven percent of the proceeds
of this tax are dedicated for road rehabilitation and 3% for beautification. These dedicated revenues are accounted
for in separate Special Revenue Funds entitled Parish Street Maintenance Fund and Parish Transportation
Beautification Program. (See pages 212 & 213)
291
•
Parish Transportation Fund. Funds are provided by the State of Louisiana to local governments and dedicated for
the construction and repair of roads and bridges, and for assistance in the cost of providing public transit. Since
these revenues are subject to annual state appropriation and a reasonable estimate can be obtained, the appropriation
of these funds is included in the annual operating budget. These receipts and disbursements are accounted for in a
Special Revenue Fund entitled Parish Transportation Fund. (See page 211)
•
Sewer Capital Improvement Program. This program is based on a consent decree between the City-Parish and the
United States Environmental Protection Agency (EPA). Capital improvements relative to this program are primarily
funded from bonded indebtedness; therefore, the appropriations are subject to separate budgetary processes. The
appropriations for operations and debt service payments are included under the “Comprehensive Sewerage System
Fund” in the Enterprise Funds section of the annual operating budget. (See page 260)
•
Library Capital Improvements Program. A presentation is given of Library improvements from the inception of
the dedicated Library property tax. This is a pay-as-you-go program, and funds are appropriated each year in the
annual operating budget as a transfer from the Library Board of Control operating budget to the Miscellaneous
Capital Projects Fund.
•
Baton Rouge Metropolitan Airport District. Information is provided on the major capital improvement projects
underway at the Baton Rouge Metropolitan Airport.
•
Mosquito Abatement and Rodent Control Facilities. This new 45,000-square-foot facility is located on the
Airport’s property. This new complex will consolidate all of MARC’s existing facilities.
•
EBRP Communications District Computer-Aided Dispatch (CAD) System. Funds in the amount of $5.1 million
were provided for the replacement of the existing twenty-seven-year-old CAD system.
•
Fire and EMS Stations. Funding was appropriated in 2014 for a new fire station to provide proper coverage in a
growing area and funding for renovations to an existing fire station is proposed in the 2015 budget. In addition, EMS
has included funding for two stations to replace existing operations.
•
EMS Headquarters. This new 32,000-square-foot facility is located on Harding Boulevard. This new facility
houses all EMS administrative personnel, as well as an advanced training facility and a supply warehouse.
•
Public Safety Complex. In 2013, the former Woman’s Hospital was purchased to be used as the Public Safety
Complex. In 2014, funding was appropriated to provide for Phase I renovations allowing several Police divisions to
relocate to the new facility.
•
Riverfront Improvements. A brief discussion is presented on the plans for the Baton Rouge River Center
improvements and expansion. These improvements will be funded through a combination of state and local
revenues and will therefore be subjected to several different budgetary processes. In addition, there is a brief
discussion of Plan Baton Rouge and the Riverfront Master Plan for the downtown and adjacent areas.
Departmental Capital Expenditures. A summary of capital expenditures in the 2015 operating budget is provided. Included are
expenditures for land and land improvements, buildings, furniture, vehicles, equipment, and infrastructure assets (streets, roads,
bridges, canals, and sewer and drainage systems).
292
Public Works Equipment Replacement Program
Prior to 1989, equipment in the Department of Public Works was in very poor condition,
which compromised the quality and quantity of services provided to citizens and affected
the morale of employees using the equipment. In that year, an equipment replacement
program was begun which originally covered only new equipment purchases. By 1991,
the program had been expanded to encompass both new and old motorized equipment in
the General Fund divisions of the department, as well as in the Central Garage. The
objectives of the program were:
•
•
•
To establish an annual funding stream through charges to divisions using equipment.
To provide for acquisition, maintenance, and repair of equipment required to effectively carry out objectives.
To minimize equipment costs while providing dependable equipment properly suited for jobs to be performed.
The program continues to be a complete success. Progress has been made from 1989, when the Department of Public Works
spent approximately 8% of its General Fund budget repairing and maintaining largely worn-out equipment with an average age of
10.2 years, to 2014, when approximately 11.6% of its budget pays for a fleet of relatively new equipment with an average age of
6.11 years, including the cost of repair and maintenance. The program is administered by assessing a monthly charge based on the
purchase price, repair and maintenance costs, finance charges, inflation factor, salvage value, and estimated economic life of each
asset in the program. This program is accounted for in an Internal Service Fund entitled Fleet Rental and Replacement.
The equipment in this program is valued at $40,617,970. Included in the total value is $3,400,470 for equipment scheduled for
replacement in 2015. In 2015, the operational impact for the total program is $7,430,470, which is an increase of $97,450 as
compared to the 2014 budgeted amounts. A comprehensive equipment replacement program study will be conducted in 2015 to
review the existing program by thoroughly evaluating utilization of the existing equipment.
Landfill Improvements
The North Landfill is permitted by the Environmental Protection Agency (EPA)
and the Louisiana Department of Environmental Quality (DEQ) as the disposal
site for municipal solid waste and non-hazardous waste from East Baton Rouge
Parish and from surrounding cities, towns, and parishes. The City-Parish has
contracted with Baton Rouge Renewable Energy, LLC, and Siemens Industry,
Inc., for the construction and operation of a gas collection system at the North
Landfill; royalties received from this arrangement will be deposited as revenue in
the Landfill fund. In 2010, the gas collection system became operational and the
City-Parish received its first royalty payment. This gas collection system has
fiscal and environmental impacts since a revenue stream will be generated from
the unused methane, and it will have the same effect on Baton Rouge as removing 59,000 vehicles from local roadways, or
planting 73,000 new acres of pine forests. The operational impact for 2015 includes estimated royalty revenues of $60,000.
Infrastructure Enhancements/Growth Management
Capital Improvement Fund
This fund accounts for capital improvements primarily funded by gaming revenues. Until July 1999, Baton Rouge collected
revenues from video poker and riverboat gaming amounting to approximately $12 million per year. By a vote of the people, video
poker was abolished in East Baton Rouge Parish on July 1, 1999, resulting in a loss of $2 million per year. Riverboat gaming
revenues had declined due to the loss of a $2.50/patron fee received from Argosy Casino in accordance with contract provisions
under which these fees ceased when construction of a downtown hotel began in August 1999. Then, in 2009, contracts were
negotiated with the two riverboats in operation at that time whereby the new agreements provide for the fees to be calculated
based on a sliding scale ranging from 3.5% to 4.5% of net gaming revenues, with a rollback provision of 2% should net gaming
revenues decline below a certain level. In September 2012, a third riverboat began operating under a contract that provides for its
fees to be calculated at 4.5% of net gaming revenues.
Until 2010, $4 million from prior year gaming revenues was set aside for the Parish’s sewer program. In 2010, $1 million was
used for sewer purposes and $5.5 million was used towards general operations. Since 2011, all gaming revenues were used
towards general operations. The 2015 budget includes $9 million in gaming revenues to support recurring operations. Detailed
below are the capital projects, other than sewer, which have been funded as of October 28, 2014.
293
Capital Improvement Fund (Continued)
This presentation represents appropriations made to date for these projects. Additional supplemental appropriations may be
required in the future in order to complete the projects.
The construction of the street, intersection, and traffic-signal improvements will provide increased capacity on the streets, reduce
congestion on thoroughfares, and reduce vehicle emissions, thereby improving air quality in East Baton Rouge Parish.
The replacement of bridges included in this program will eliminate structurally deficient and functionally obsolete structures. The
drainage improvements will provide increased capacity of drainage facilities and reduce flooding in the parish.
Since there are several capital improvements funded through this revenue stream, the operational impact varies based on the
capital item. The operational impact associated with the public building improvements and capital equipment will be borne by
the operating budgets of the departments benefiting from the capital improvement. The operational impact associated with the
street, intersection, traffic signal, bridge, and drainage improvements is borne mainly by the Department of Public Works
operating budgets.
Current
Budget
S ource of Funds:
General Fund-Fund Balance Unassigned and Gaming Revenues
Interest Earnings
Parish Street M aintenance Fund
Capital Improvements Fund
DOTD Grants Capital Projects Fund
Contributions/Donations
Impact Fee Contributions
State Capital Outlay
Federal & State Assistance
1965 Capital Improvement Program-Property Taxes
Total S ource of Funds
Use of Funds:
Active Projects:
Airline @ Barringer Foreman - Includes $120,000 State and Federal Assistance
Alfonse-Forbes Road at Sandy Creek Drainage Improvements
Antioch Extension
Aster Street Drainage (Alaska Street/West Chimes)
Baird Drive at M enlo Drive Drainage Improvements
Bayou Fountain
Broadmoor Subdivision Drainage Improvements
Brookstown Fire Station #4- Includes $200,000 State Capital Outlay
California & Arizona Street Drainage Improvements
Carson Road at M ill Creek Drainage Improvements
Celtic @ Bluebonnet - Right Turn Lane - Funded 100% by State and Federal Assistance
Central Dedicated Road Improvements - Includes $517,202 Central Transition District
Dawson Creek Drainage
Denver Drive to Peek Drive Drainage Renovations
Downtown Traffic Construction
Downtown Wayfinding - Kiosks
Dr. M artin Luther King Community Center
Drusilla Improvements - Includes $650,000 State and Federal Assistance
Florida Blvd/Flannery Road to S. Choctaw Drive Improvements
Gurney Road Intersection Improvements
Head Start Building-Gus Young Road
Head Start Center Wonderland
Hooper Road Sewer Improvements - Funded 100% by State Capital Outlay
Hurricane Creek Drainage Improvements (M ohican/Prescott to Victoria)
Jefferson Highway - Landscape Improvements (Bocage to Corporate)
Jefferson Highway Signal Improvements - Includes $1,468,851 State Capital Outlay
Joor & Gurney Road Intersection Improvement
Kenilworth Extension OLOL
M cHost Road Improvements
M iscellaneous Bride Repairs/Replacements
294
Rev. Collected
Variance
10/28/14
Over/(Under)
$ 74,058,723
7,007,615
967,220
66,667
237,687
1,961,541
3,285,432
11,256,595
7,359,504
353,527
$ 106,554,511
$ 74,058,723
7,063,731
967,220
66,667
237,687
2,670,534
5,786,217
10,808,581
7,542,433
353,527
$ 109,555,320
Current
Budget
Committed
10/28/14
$
139,389
60,000
5,937,687
150,000
87,183
1,289,152
1,303,425
266,667
184,000
25,000
248,000
1,484,422
190,000
292,000
160,486
60,000
125,000
900,000
286,620
650,000
91,090
230,000
120,000
2,500
129,612
1,883,851
350,000
600,000
231,660
900,000
$
136,999
6,652
5,830,442
14,175
45,406
908,087
686,240
4,000
27,073
6,652
166,861
1,351,743
14,455
256,655
25,486
0
13,590
820,923
0
650,000
20
212,432
99,900
0
128,241
1,762,508
299,950
0
0
0
$
0
56,116
0
0
0
708,993
2,500,785
(448,014)
182,929
0
$ 3,000,809
Variance
Under/(Over)
$
2,390
53,348
107,245
135,825
41,777
381,065
617,185
262,667
156,927
18,348
81,139
132,679
175,545
35,345
135,000
60,000
111,410
79,077
286,620
0
91,070
17,568
20,100
2,500
1,371
121,343
50,050
600,000
231,660
900,000
Current
Budget
Use of Funds (Cont.):
M ississippi River Levee Bike Path
N. Sherwood Forest Dr. (S. Choctaw to Greenwell Spgs Rd.) St. Imp. - Local Match for Grant
North Boulevard Town Square - Includes $690,605 State and Federal Assistance
Old Goodwood Drainage Improvements - Funded 100% by State Capital Outlay
Old Jefferson Highway @ Barringer Foreman Rd./Antioch Rd./Primary School Drive
Pride/Port Hudson Bridges
Reiger Road (Exchequer to Pecue Lane)
Saint Louis & Saint Ferdinand Streets - Two Way
Selene Parkway Road Improvements
Signal Synchronization - College/Highland/Sherwood - Local Match for Grant
Southland Court Drainage Improvements
Stumberg Lane (Tollway Avenue to Country M anor Lane)
Stumberg Lane Improvements - Funded 100% by State Capital Outlay
Tiger Bend Rd. (Jefferson Hwy. to Antioch Rd.)-Includes $4,658,697 State and Federal Assist.
Tucker Road Improvements
Umbehagen Drive Drainage Improvements
Upper Bayou Fountain Drainage Improvements LSU to Bob Pettit
Contingency
Total Active Projects:
Completed Projects:
800-M Hz Equipment-Fire Protection Districts Including Baker and Zachary
Acadian Thruway @ Florida Boulevard Intersection Improvement
Acadian Thruway @ Government Street
Advanced Traffic M anagement and Emergency Operations Center
Airway Drive @ Cortana Place Signalization
Airway Drive @ Tom Drive Intersection Improvement
Anselmo Lane @ Bluebonnet Blvd
Antioch Road/Tiger Bend Road Intersection Improvement
Baird Drive/Albert Hart Dr. Drainage Improvements
Balis Drive @ Perkins Road Intersection Improvement
Battered Women's Shelter
Beaver Bayou Phase II Clearing & Snagging (Greenwell Springs Rd. to Wax Rd.)
Blackwater Bayou Clearing & Snagging (Comite River to Hooper Rd.)
Blackwater Bayou Clearing & Snagging (Hooper Road to Blackwater Rd.)
Bluebonnet Blvd @ Highland Road and Linkwood Court
Bluebonnet Extension (Nicholson & Burbank) - Includes $7,575,187 State Capital Outlay
Bluebonnet Library Turning Lane
Boyd Avenue Culvert Extension, 22nd to Fuqua (Bogan Walk)
BR Loop Implementation Plan
Brightside Lane @ University House Apartments
Broadmoor Avenue Drainage Improvements
Brushy Bayou/Whites Bayou Clearing & Snagging Phase I
Burbank Drive @ Gardere Lane Intersection Improvement
Chaneyville Fire District-Equipment
Charlie Thomas (Gardere Lane) Head Start Center
Cloverland to Industriplex
College @ Bawell, College @ Corporate, and College @ Jefferson
College Drive @ I-10
College Drive @ I-10 (between Perkins & I-10)
College Drive Improvements Phase I, Phase II, and Phase III
Comite River @ Hooper Road Wetlands Delineation
Concrete Canal Lining Repairs
Concrete Patching/Removal Congress Blvd. and Bluebonnet
Core Lane and Joor Road
Corporate Boulevard Traffic Signal @ Energy Drive
Corporation Canal Improvements
Coursey @ Southpark/Royal Ascot
Coursey Between Airline & Jones Creek - Funded 100% by State and Federal Assistance
Dalrymple Drive/University Lake Bicycle Path
Dawson Creek Clearing & Snagging (Perkins Rd. to Kenilworth)
Dawson Creek Clearing & Snagging Phase II (Wards Creek to Perkins Rd.)
295
Committed
10/28/14
Variance
Under/(Over)
$
901,950
750,000
4,497,232
170,000
188,753
658,569
85,443
1,000,000
193,673
381,059
100,317
85,499
1,000,000
6,341,856
160,968
159,126
1,008,763
5,000
36,065,952
$
722,829
0
4,497,232
133,340
188,753
658,569
85,443
963,547
173,650
176,585
21,046
38,859
959,122
6,331,344
160,868
130,694
1,006,063
0
29,716,434
$
179,121
750,000
0
36,660
0
0
0
36,453
20,023
204,474
79,271
46,640
40,878
10,512
100
28,432
2,700
5,000
6,349,518
$
349,552
374,902
377,208
802,675
26,772
268,122
375,830
256,959
285,304
131,992
66,000
82,923
43,246
88,501
151,995
8,506,572
42,787
1,007,316
2,000,000
183,354
271,055
356,423
688,066
20,000
205,400
148,827
15,700
508,427
189,635
2,782,809
123,029
1,045,427
163,039
38,986
21,955
300,000
333,508
380,000
75,000
157,158
248,754
$
349,552
374,902
377,208
802,675
26,772
268,122
375,830
256,959
285,304
131,992
66,000
82,923
43,246
88,501
151,995
8,506,572
42,787
1,007,316
2,000,000
183,354
271,055
356,423
688,066
20,000
205,400
148,827
15,700
508,427
189,635
2,782,809
123,029
1,045,427
163,039
38,986
21,955
300,000
333,508
380,000
75,000
157,158
248,754
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Current
Budget
Dawson Creek Clearing & Snagging Phase III
Delmont Community Center
Dijon Drive Extension (Perkins Road to Picardy Drive)
Downtown Signalization
Downtown Streetscape for Arts Block
Dr. M artin Luther King/Eden Park Community Center Parking Lot
Earl K. Long Drainage
East Airport Street Improvements
East Lakeshore
East Parker Intersection Improvements
EBR Parish Forensic Facility
Elbow Bayou Wetlands Delineation
Elm Grove Garden Sidewalk & Drainage Improvement
Fairchild Street Drainage
Fairfields Lateral Enclosure @ Acadian Thruway
Flannery Road @ Goodwood Boulevard Intersection Improvement
Florence Street Drainage
Florida & Sherwood Intersection Improvements - Funded 100% by State Capital Outlay
Ford Street Improvements
Geo Je's Drainage
Goodwood Blvd. @ Lobdell Intersection Improvement
Goodwood Blvd./Lobdell Avenue Intersection Improvement
Governmental Building Roof
Head Start Building
Head Start Building
Health Department Improvements
Hennessy Boulevard Turning Lane @ Essen Lane
Highland and Kenilworth Intersection Improvement
Highland Road @ E. State Street
Highland Road @ East/West Parker Dr.
Highland Road @ Gardere Lane Intersection Improvement
Highland Road @ Perkins Road
Highland Road @ Staring Lane Intersection Improvement
Highland Road/I-10 Ramp Improvement
Highway 19 Turn Lanes - Includes $200,000 State Capital Outlay
Highway 61 @ M t. Pleasant Road Turning Ln. Improv. - Funded 100% by State Capital Outlay
Hoo Shoo Too Rd @ Jefferson Highway
Industriplex @ Exchequer Drive Intersection Improvement
Jefferson Highway Improvements Lobdell Ave. to Corporate Blvd.
Jefferson Place Improvements
Jefferson Terrace Impact Study
Jones Creek @ Coursey Blvd. Intersection Imp. - Funded 100% by State and Federal Assistance
Jones Creek @ Ferrell Drive Traffic Signal Improvement
Jones Creek Road Street Improvement (Tiger Bend Road to S. Harrell's Ferry Road)
Jones Creek Road Traffic Signal @ Tiger Bend Road
La Belle Aire Head Start Center
Lake Sherwood @ Coursey
Lakeside Subdivision Outfall Improvements
Lobdell Blvd @ South Choctaw
Low Band Radio System
M cHugh Road
M cHugh Road/Carpenter Road
M id-City Sidewalk & Drainage
M illerville Road (I-12 to South Harrell's Ferry Road)- Local Match for Grant
M illerville Road/S. Harrell's Ferry Road Intersection Improvement
M organ Place Lateral of Blackwater Bayou Clearing & Snagging
N. 5th Street (Between North Blvd. and Convention St.)
Nairn Drive/Balis Drive Connector Improvement
Normandy Acres Drainage Improvements (Charmaine to Normandy Lateral)
North Boulevard (10th to 19th)
North Flannery Road Realignment @ Engineer's Depot Canal
North Foster @ Gus Young Avenue
296
$
215,857
200,109
919,064
100,000
2,200,000
35,177
9,400
1,218,497
10,866
417,992
527,385
12,162
31,633
49,660
138,017
298,696
7,895
95,000
134,916
191,053
30,000
281,968
170,999
300,000
320,896
183,438
104,955
569,881
42,550
104,953
102,408
135,977
99,326
45,662
437,247
427,557
375,442
236,442
348,328
539,551
4,098
95,000
89,039
501,343
12,011
69,233
231,298
119,403
2,352
30,000
115,249
425,000
270,450
26,000
358,378
84,909
77,514
307,171
226,382
617,913
2,096,896
326,572
Committed
10/28/14
$
215,857
200,109
919,064
100,000
2,200,000
35,177
9,400
1,218,497
10,866
417,992
527,385
12,162
31,633
49,660
138,017
298,696
7,895
95,000
134,916
191,053
30,000
281,968
170,999
300,000
320,896
183,438
104,955
569,881
42,550
104,953
102,408
135,977
99,326
45,662
437,247
427,557
375,442
236,442
348,328
539,551
4,098
95,000
89,039
501,343
12,011
69,233
231,298
119,403
2,352
30,000
115,249
425,000
270,450
26,000
358,378
84,909
77,514
307,171
226,382
617,913
2,096,896
326,572
Variance
Under/(Over)
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Current
Budget
North Foster Drive @ Airline Highway Intersection Improvement
North Harrell's Ferry Road (Old Hammond Highway to S. Sherwood Forest Blvd.)
North Sherwood Forest Drive
Oak Villa Boulevard Extension (Crossway Drive to S. Choctaw Drive) Phase II
Oak Villa Boulevard Extension (S. Choctaw Dr. to Greenwell Springs Rd.)
Off - System Bridge Program
Old Hammond Highway Intersection Improvements
Old Slaughter Road Rehabilitation (La. Highway 64 to dead end)
Old Wards Creek
O'Neal Lane/George O'Neal Intersection Improvement
Parish Prison Roof Replacement
Perkins Road from Siegen Lane to Bluebonnet (Engineering)
Perkins Road Overpass
Picardy Avenue @ Essen Lane Intersection Improvement
Picardy Avenue Turning Lane @ Essen Lane
Plantation Trace Drainage
Ponderosa Drive Improvement
Pride Port Hudson @ La. 19 Intersection Improvement
Railroad Crossing Improvement (Choctaw @ Greenwell Springs Road)
Relocation of Utilities Across River Road
Scotlandville Drainage Outfall Improvements
Sevenoaks Sidewalk Improvements
Sharp Road @ Goodwood Boulevard Intersection Improvement
Sharp Road Box Culvert
Sherwood Forest Blvd, I-10, & M ead Road
Sherwood Forest Blvd. @ N. Harrell's Ferry Rd. Intersection Improvement
Sherwood Forest Dr./N. Harrell's Ferry Rd. Drainage Outfall (Section 1)
South Baton Rouge/Hope VI Area Grant
South Choctaw Drive @ Airway Drive Intersection Improvement
South Harrell's Ferry Rd. @ Jones Creek Rd. Intersection Improvement
South Highlands Drainage Improvements
South Sherwood @ Coursey Intersection Improvements
South Sherwood/I-12 Lane Improvements
Stanford Avenue @ West Lake Shore Drive
Staring Lane @ Hyacinth
Stevendale Road @ Florida Blvd Intersection Improvement
Stumberg Lane/Coursey Boulevard Intersection Improvement
Sullivan Road @ Lovett Road
Summa Drive @ Essen Lane Intersection Improvement
Sunshine Gardens Outfall Improvements
Telesmar Drive
Tom Drive (Airway to Oak Villa)
Transfer to Downtown Signage/Visitors Amenities Program
Transfer to General Capital Expenditure Fund
Transfer to M iscellaneous Capital Improvements
Transfer to To/Out DOTD Grants
Valley Street @ Perkins Road Intersection Improvement
Weiner Creek Drainage Improvements
West Parker @ Highland Road Intersection Improvement
Westminister Subdivision (Back-Flow Valves)
Wickland Terrace Drainage Improvements
Woodland Ridge Drainage Improvements
YM CA Plaza and Perkins
Zachary Estates Drainage Improvements
Total Completed Projects:
$
339,940
172,239
24,417
1,892,664
4,669,217
36,757
1,078,603
242,653
220
467,361
471,145
1,481,440
93,525
74,610
165,697
107,579
165,136
100,014
42,843
206,980
15,500
351,815
228,693
194,866
6,825
1,609,618
569,591
5,000
489,031
264,293
173,950
130,757
40,199
233,162
402,672
195,580
257,132
509,733
257,468
38,433
77,188
2,800,250
48,050
662,540
71,512
5,972,582
59,594
311,190
120,306
119,051
121,793
534,008
48,870
486,889
70,493,559
$ 106,559,511
Grand Total Use of Funds
297
Committed
10/28/14
$
339,940
172,239
24,417
1,892,664
4,669,217
36,757
1,078,603
242,653
220
467,361
471,145
1,481,440
93,525
74,610
165,697
107,579
165,136
100,014
42,843
206,980
15,500
351,815
228,693
194,866
6,825
1,609,618
569,591
5,000
489,031
264,293
173,950
130,757
40,199
233,162
402,672
195,580
257,132
509,733
257,468
38,433
77,188
2,800,250
48,050
662,540
71,512
5,972,582
59,594
311,190
120,306
119,051
121,793
534,008
48,870
486,889
70,493,559
$ 100,209,993
Variance
Under/(Over)
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
$ 6,349,518
Baton Rouge Loop
Significant progress has been made since the Implementation Plan was completed in summer of
2008. The project has moved to its second phase of development required before construction can
begin. The project is now in the process of the Tier I Environmental Impact Statement (EIS) phase,
which is the first clearance phase for construction. During this period, the project team is refining
plans for building a world-class highway system by determining the best corridor based on
environmental impacts, public input and other criteria. Based on engineering, environmental,
agency, community, and financial inputs, corridor alternatives identified during the initial stages of
the Implementation Plan were refined to a set of locally preferred corridor alternatives. These corridor alternatives have been
advanced and further refined in the Tier I EIS phase of the project, in coordination with the Federal Highway Administration
(FHWA). A Record of Decision (ROD) on the preferred corridor is expected to be received from FHWA in early 2015.
The Tier 2 EIS phase will be implemented next to identify a specific route and detail design features. It is anticipated that the first
phase will link I-110 near the Baton Rouge Airport to I-12 near Walker, LA. The 25-mile segment is estimated to cost
approximately $800 million.
Perhaps the most important element in current plans to move forward on the Baton Rouge Loop is that opportunities for financing
are in place that have not been available in the past. These new financing opportunities have been made available by the
establishment of the Transportation Mobility Fund and by Public-Private Partnership (PPP) legislation passed in the 2006
legislative session. These innovative financing tools are being used in other states to develop needed mega-projects that cannot be
developed with traditional means of financing. They are geared towards using toll revenues (user fees) as a major component of a
viable comprehensive financing package. Current plans call for reaching out to transportation PPP leaders to inform and garner
participation from those investors interested in pursuing the first phase of the project. Funding for this effort has been secured
through earmarked federal funds.
The first phase of the proposed loop will have positive benefits on the quality of life of citizens traveling in Baton Rouge. It will
reduce congestion and the delay of local and through traffic; improve motorist safety; improve regional roadway network
connectivity, access, and mobility; improve intermodal connectivity with existing and planned facilities; and improve regional
transportation network capability to handle emergency evacuations.
298
Road and Street Improvement Fund
On October 15, 2005, the citizens of East Baton Rouge Parish approved an extension of the existing ½-percent sales and use tax
for street and road improvements. Prior authorizations of the tax covering the period July 1, 1990, through June 30, 2002, were
used for road rehabilitation, with the third authorization including a construction component. The tax was then extended for an
additional five and one-half years, from July 1, 2002, through December 31, 2007; 40% of the proceeds was dedicated for the
repair of public roads and streets within East Baton Rouge Parish, including necessary engineering services, and the remaining
60% was committed to new street construction to be performed on a pay-as-you-go basis. The tax dedication identified the new
streets to be constructed in the Parish’s Road and Street Improvement Plan dated September 12, 2001.
The proposition approved by the voters in 2005 extended the so-called “pothole tax” for an additional twenty-three years until
2030 and allows 70% of the proceeds to be used for transportation improvements. This includes the construction of new roads,
widening of existing roads, and intersection and signalization improvements, along with necessary engineering, construction
management, right-of-way acquisition, and drainage requirements for these projects. In this new program, the issuance of bonds
was authorized, allowing for an accelerated construction schedule. Under the pay-as-you-go system of collection and road
construction that had been in effect in prior years, only a limited number of projects could be advanced in a given year.
During April and May of 2005, public hearings were held in each Council District to solicit input from citizens. The staff of the
Department of Public Works prepared a list of transportation improvement projects, called the Green Light Plan, which offered
the greatest congestion relief, provided much-needed connectivity throughout the Parish, were able to be constructed, and
provided the best return on investment. Simultaneously, the public was asked to offer projects with the greatest value to the
community, especially those that would enhance quality of life and improve the overall aesthetics of the street and road system.
This discussion led to the dedication of a portion of the tax (3%) for beautification and street-enhancement projects. The
remaining portion (27%) continues the successful road rehabilitation program.
With the 2005 reauthorization of the tax, the proceeds are accounted for in multiple governmental funds. The 70% portion of the
tax dedicated for road improvements is accounted for in a Capital Projects Fund entitled Road and Street Improvement Fund. This
fund accounts for pay-as-you-go road improvements less a dedication for debt service on outstanding Road and Street
Improvement Sales Tax Revenue Bond Issues. The proceeds of the tax that are dedicated for debt service are accounted for in
Road and Street Improvement Debt Service Funds. The 27% of the tax dedicated for road rehabilitation is accounted for in a
Special Revenue Fund entitled Parish Street Maintenance Fund. The remaining 3% of the tax dedicated for beautification is
accounted for in a Special Revenue Fund entitled Parish Transportation Beautification Program.
The current financial model estimates that over the 25-year period from January 1, 2006, through December 31, 2030, the tax will
fund $707 million in road-improvement projects to be administered by the City-Parish government. It will also provide $303
million for the rehabilitation and beautification components. In addition to the funds administered by the City-Parish, the
municipalities of Baker, Zachary, and Central will share and administer $82 million.
The first major step toward funding the projects in the Green Light Plan took place on May 3, 2006, when the Parish of East Baton
Rouge issued $125,000,000 in Road and Street Improvement Sales Tax Revenue Bonds. This bond issue provided funding to pay
the costs of issuance for the bonds and for five existing pay-as-you-go projects, including the Central Thruway, Comite Drive,
O’Neal Lane, Picardy Avenue, and South Harrell’s Ferry Road, as well as funding for the Green Light Plan Projects listed in the
Schedule of Active Projects. On February 12, 2009, an additional $110,000,000 bond issue to provide funds for right-of-way and
construction for sixteen road improvement projects was approved. In March of 2012, an additional $37,500,000 bond issue was
approved to provide funds for engineering, right-of-way, and construction for fifteen road improvement projects. The City-Parish
continues to seek grant assistance available for any of these projects to maximize available project resources such as the $9.3
million in ARRA funding received for the Central Thruway project. In 2014, the City-Parish was approved to receive $17.1
million in federal funding for Old Hammond Highway Segments 1 and 2. This grant funding was approved for use during the
2018 and 2019 fiscal years.
The 2015 capital budget includes $7,940,580 in pay-as-you-go funding as follows: program administration and inspection
services, $3,173,920; and O’Neal Lane (George O’Neal Lane to South Harrell’s Ferry Road) streets and roads, $4,766,660.
Thirty-seven of the priority projects in addition to the remaining projects from the 1997-2002 bond program election call were
either complete or in active status during 2014, with projects valued at $576 million dollars.
The following thirty-seven projects have been completed and open to traffic:
• Veterans Memorial Boulevard Extension (Harriet Quimby to Blount Road)
• Burbank Drive (Segment 2, Bluebonnet Boulevard to Highland Road/Siegen Lane)
• North Harrell’s Ferry Road (Sharp Road to South Sherwood Forest Boulevard)
• Burbank Drive (Segment 1, West Lee to Bluebonnet Boulevard)
• Coursey Boulevard at South Sherwood Forest Boulevard Intersection Improvements
299
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Comite Drive (clearing and grubbing)
Foster at Government Street Intersection Improvements
Downtown Signal Synchronization (approximately 30 signals)
Lobdell Improvements
Picardy Avenue Extension
Pecue Lane Realignment at Perkins Road
Perkins Road at Stanford Avenue/Acadian Thruway Intersection Improvement
South Choctaw at North Flannery Intersection Improvements
Central Thruway Phase I Bridges (Comite and Beaver Bayou Bridges, No.1)
Elm Grove Garden (Fairchild to Rosenwald)
Brightside Lane (River Road to Nicholson Drive)
Central Thruway Phase I Bridges (Sullivan Drainage and ICCN Railroad)
Highland Road (Perkins Road to Airline Highway)
Staring Lane Extension I (Highland Road to Burbank Drive)
Jones Creek Road (Segment 3, South Harrell’s Ferry Road to Coursey Boulevard)
Ford Street (Plank Road to Mickens Road)
Central Thruway Phase I Paving (Florida Boulevard to Sullivan Drainage Bridge)(ARRA funded)
Siegen Lane (Highland Road/Burbank Drive to Perkins Road)
Comite Drive (Plank Road to Comite River)
Central Thruway (Phase II Embankment) (ARRA funded)
Central Thruway (Beaver Bayou Bridges, Numbers 2 and 3)(ARRA funded)
South Harrell’s Ferry Road (Segment 1, Sherwood Forest to Millerville Road)
Stumberg Extension Phase I (Pecue Lane to Woman’s Hospital Roundabout)
Central Thruway Phase III Paving including Frenchtown Road Intersection
Central Thruway at Greenwell Springs Intersection Improvements
US61 at LA64 Intersection Improvements
O’Neal Lane (Segment 1, South Harrell’s Ferry Road to I-12)
O’Neal Lane Embankment (George O’Neal to South Harrell’s Ferry Road)
South Harrell’s Ferry Road (Segment 2, Millerville Road to O’Neal Lane)
Stumberg Extension Phase IIA (Woman’s Hospital Roundabout to 300’ south of Jefferson Highway)
Staring Lane (Highland Road to Perkins Road)
Sullivan Road (Central Thruway to Wax Road)
The following five projects are under or will be under construction in 2015:
• Fairchild-Badley (Scenic Highway to Veterans Memorial Blvd)
• Stumberg Extension Phase IIB
• Essen Ln/I-10 Interchange
• O’Neal Ln (George O’Neal Rd to South Harrell’s Ferry Road)
• Nicholson Drive @ Brightside Lane/West Lee Drive
In 2015, three projects are expected to begin right-of-way acquisitions:
• Glen Oaks Drive (Plank Road to McClelland Drive)
• Old Hammond Highway Segment 2 (Millerville Rd to O’Neal Lane)
• Picardy–Perkins Connector
In 2015, nine projects will be in the design study phase:
• Picardy–Perkins Connector
• Nicholson Drive (Brightside to Gourrier)
• Jones Creek Road Extension Segment 1 (Tiger Bend Road to Jefferson Hwy)
• Old Hammond Hwy Segment 1 (Boulevard DeProvince to Millerville Road)
• Perkins Road Segment 1 (Siegen Lane to Pecue Lane)
• Pecue Lane/I-10 Interchange Phase I
• Mt. Pleasant Zachary Road (Hwy 64)
• McHugh Road (Wimbush Drive to Lower Zachary Road)
• Highland-Burbank Connector
In 2015, two projects will complete Environmental Assessments:
• Hooper Road (Blackwater Road to Joor Road)
• Hooper Road (Joor Road to Sullivan Road)
300
On February 22, 2006, the Metropolitan Council authorized a contract with
CSRS, Inc., for program management services for the projects listed in the
Green Light Plan. The program manager is responsible for developing and
recommending to the City-Parish an overall program strategy for the execution
and completion of this Plan. Their specific scope of services includes
development of the project schedule and budget, preparation of the project
development report, establishment of inter-agency coordination, development
of program processes and procedures, establishment of community awareness
and reporting procedures, development of program engineering standards and
specifications, and development of the program’s right-of-way acquisition
process.
On August 23, 2006, CSRS, Inc.,
presented to the Metropolitan Council a prioritized
list of the first twenty-four projects in the Green
Light Program to be funded, along with the Corridor
Preservation Program. The list was generated by the
program manager by using a project schedule
evaluation matrix, which took into consideration
such factors as accident rates, road utilization, the
availability of right-of-way, total project cost,
potential for future funding from federal, state, or
other sources, and environmental and permitting
concerns as the basis for ranking each project. Each
project was scored on a scale of 1 to 5 and weighted
on a scale of 1 to 6 in each category. This ranking
system provided an objective method of prioritizing
the projects listed in the proposition.
The purpose of the Corridor Preservation Program is
to acquire rights-of-way along future Green Light
Plan routes before development takes place in those
rights-of-way, which will aid in keeping acquisition
costs lower.
The project selection was refined in an open and
public process. These projects will be completed to
the extent that funding is available within the
program. Due to the increase in construction and
labor costs currently being experienced, the costs of
Figure 1
all projects listed in the Green Light Program are
expected to rise. The Administration will continue
to aggressively pursue federal and state dollars to
supplement the proposed plan and the overall
transportation improvement program. However, in case additional funds become available through higher-than-anticipated
revenues, project cost under-runs, or other external sources, the program includes a list of supplemental projects. These
supplemental projects will be advanced only after Projects A through KK (see Figure 1) are fully funded. The Finance
Department, the Department of Public Works, and the program manager CSRS, Inc., continue to evaluate the financial model
periodically to determine the funding availability and schedule to complete the planned projects.
The operational impact associated with this program consists of the debt service in the amount of $20,542,750 which is included
in the 2015 budget; as well as the debt service that will be funded in future years. In addition, the 2015 landscape maintenance
costs for new or expanded street and road improvements completed through this program are $700,690, which is an increase of
$10,290 from the 2014 budget.
There are several tables presented in this section that are indexed to a map of East Baton Rouge Parish. These tables provide
geographic information, financial information, and the status of each project. The State and Federal Aid Projects table provides
only geographic information for the projects listed in it.
301
Green Light Plan Projects Detail
Map
Index
D
JJ
V
A
M
GG
DD
EE
H
O
R1
U
Y
CC
E
K
F
X
C, D
P
C
I
Q
K
B
P
T
AA
N
G
FF
L1
N
N/A
S
J
KK
R
L
HH
II
Q
BB
O
W
N/A
J
I-10 Frontage Roads (Phase I)
Veterans Memorial Blvd.
Burbank Drive (Segment 2)
Burbank Drive (Segment 1)
North Harrell's Ferry Road
Coursey Blvd. at Sherwood Forest Blvd.
Foster Drive at Government Street
Downtown Signalization
Lobdell Improvements
Picardy Avenue
Pecue Lane Realignment at Perkins Road
Perkins Road at Acadian/Stanford
Elm Grove Garden
Highland Road
Jones Creek Road (Segment 3)
Brightside Lane
Staring Lane Extension 1
Siegen Lane
Central Thruway
South Choctaw Drive
S. Harrell's Ferry Road (Segment 2)
Ford Street
South Harrell's Ferry Road
Comite Drive
O'Neal Lane (Segment 1)
Staring Lane
Sullivan Road
Stumberg Lane Extension
O'Neal Lane
Essen Lane at I-10
Fairchild-Badley Road
Nicholson Dr at Lee Dr/Brightside Ln
McHugh Road
Corridor Preservation
Old Hammond Highway (Segment 2)
Hooper Road (110B)
Glen Oaks Drive
Pecue Lane and I-10
Nicholson Drive (Segment 1)
Mt. Pleasant Zachary Road
Perkins-Picardy Connector
Perkins Road (Segment 1)
Jones Creek Road (Segment 1)
Highland - Burbank Connector
Green Light Plan Design Engineering
Hooper Road (110A)
Project Description
Bluebonnet Blvd. to Siegen Lane
Harriet Quimby to Blount Road
Bluebonnet Road to Highland Road/Siegen Lane
W. Lee Drive to Bluebonnet Road
Sharp Road to South Sherwood Forest Blvd.
Intersection Improvement
Upgrade of Traffic Signals at Approximately 30 Intersections
Goodwood Blvd. to Florida Blvd.
Bluebonnet Blvd. to Essen Lane
Pecue Lane Improvement and Realignment
Fairchild to Rosenwald Road
Perkins Road to Airline Highway
South Harrell’s Ferry Road to Coursey Boulevard
River Road to Nicholson Drive
Highland Road to Burbank Drive
Highland Road/Burbank Drive to Perkins Road
Florida Blvd. to Sullivan Road
Flannery Road to Central Thruway
Millerville Road to O'Neal Lane
Plank Road to Mickens Road
South Sherwood Forest Blvd. to Millerville Road
Plank Road to the Comite River
S. Harrell's Ferry Road to I-12
Perkins Road to Highland Road
Central Thruway to Wax Road
Jefferson Highway to Airline Highway
George O'Neal to S. Harrell's Ferry Road
Scenic Hwy to Veterans Memorial Blvd.
Wimbush Drive to Lower Zachary Road
Preservation of Right-of-Way Corridors on Future Routes
Millerville Road to O'Neal Lane
Joor Road to Sullivan Road
Plank Road to McClelland Drive
Perkins Road (KCSRR to 1000 feet South of Airline Hwy.)
Ben Hur Road to Gourrier Avenue
Hwy 61 to Hwy 964
Perkins Road to Picardy Interchange
Siegen Lane to Pecue Lane
Tiger Bend Road to Jefferson Highway
Blvd. de Province to Millerville Road
Design Engineering Retainer Contracts
Blackwater Road to Joor Road
Total
Legend:
1997-2002 Authorized Projects
2005 Green Light Plan Projects
Supplemental Projects
302
Design
Study
Final
Plans
Project Status
Right of
Utility
Way
Relocation Construction
N/A
N/A
Map
Index
Project Description
Future Funding
Blackwater Road to Devall Road
Gourrier Avenue to Ben Hur Road
Blvd. de Province to Millerville Road
Siegen Lane to Pecue Lane
Tiger Bend Road to Jefferson Highway
Plank Road to McClelland Drive
J
L
O
Q
W
BB
KK
Hooper Road
Highland-Burbank Connector (3 Options)
Jones Creek Road Extension (Segment 1)
Glen Oaks Drive Improvements
S1
S2
S3
S4
S5
S6
S7
S8
S9
S10
S11
S12
Sharp Road
Sullivan Road (Segment 2)
Tiger Bend Road
Cedarcrest Avenue
South Flannery Road
Staring Lane Extension (Segment 2)
North Blvd. - Florida Connector
Essen Park - Midway Connector
R
S
T
U
V
W
X
Y
Z
AA
BB
CC
DD
EE
FF
GG
State Funded Projects
Airline Highway
Florida Boulevard to Coursey Boulevard
Barringer Foreman Road and Airline Highway
Greenwell Springs Road
Magnolia Bridge Road to Liberty Road
Groom Road
Old Scenic Highway to Hwy 19
I-10
Bluebonnet Road to Siegen Lane
Jefferson Highway
Barringer Foreman Road to Antioch Road
Jones Creek Road
Coursey Boulevard to Tiger Bend Road
Joor Road
Jones Bayou to Hooper Road
Millerville Road
Old Hammond Highway to South Harrell's Ferry Road
Nicholson Drive and Brightside Lane
North Flannery Road and Florida Boulevard
North Sherwood Forest Boulevard
Choctaw Drive to Greenwell Springs Road
Old Hammond Highway
Airline Highway to Boulevard de Province
Old Scenic Highway
Hwy 61 to Parish Line
Perkins Road
Essen Lane to Siegen Lane
Tiger Bend Road
Jefferson Highway to Jones Creek Road
A
B
E
F
G
H
I
J
L
M
Blount Road
Bluebonnet Road Realignment
McClelland Drive
Nicholson Drive
North Blvd.
Perkins Road
South Choctaw Drive
Stumberg Lane
George O'Neal Road
Lobdell Avenue
Supplemental Projects
Old Hammond Highway to Florida Blvd
Wax Road to Hooper Road
Jones Creek to Antioch
Airline Hwy to Old Hammond Highway
Old Hammond Highway to Florida Blvd
Ben Hur Road to Bluebonnet Road Extension
Bluebonnet Road Extension to Parish Line
Burbank Drive to Nicholson Drive
O'Neal Lane to Florida Blvd
Pecue Lane to Highland Road
Florida Blvd at Cloud Drive to North Blvd
Essen Park to Perkins Road
Existing Projects
Scenic Highway to Plank Road
I-10 to Airline Highway
Evangeline Street to Airline Highway
Skip Bertman Drive to Burbank Drive
10th Street to 19th Street
Essen Lane to Siegen Lane (Engineering Only)
Monterrey Drive to Dumont Drive
Jefferson Highway to Coursey Blvd.
Jones Creek Road to O'Neal Lane
Jefferson Highway to Goodwood Blvd.
Total
303
Final Cost
$12,001,250
17,928,100
4,225,310
2,835,100
16,908,220
2,478,050
7,247,820
4,760,520
6,685,650
2,468,350
$77,538,370
Parish Street Maintenance and Beautification Program
Street and Road Rehabilitation Program
On May 5, 1990, the voters of East Baton Rouge Parish authorized
the levy of a ½-cent sales and use tax for the purpose of rehabilitating
streets and roads in the parish. Local voters initially approved the tax
for a three-year period, which ended June 30, 1993. In 1993, parish
voters extended the program for an additional four years. In 1997,
voters renewed the tax for a five-year period, with 60% dedicated for
street construction and the remaining 40% to be used for street
rehabilitation. On November 17, 2001, the voters extended this sales
tax for an additional five and one-half years. On October 15, 2005,
the citizens of East Baton Rouge Parish approved an extension of the
tax until 2030, which allows the City-Parish to sell bonds and
proceed more quickly on the needed road projects. Seventy percent
of the proceeds of the new tax is used for street construction, 27% for
road rehabilitation, and 3% for beautification. It is estimated that
over the 25-year period from January 1, 2006, through December 31,
2030, the tax will fund $707 million in road construction projects
administered by the City-Parish government. The rehabilitation and
beautification components will fund $303 million for projects
throughout the parish assuming a conservative 1% annual growth
factor.
Project Status as of 10/08/14
De sign
Study
Bid
Advertiseme nt Construction
38th Street Improvements
Ashley Place Improvements
Baton Rouge Beach Improvements
Corporat e Boulevard Improvements
Gus Young Improvements
Lakes of Highland Subdivision Improvements
Melrose Place Improvement s
North Foster Drive Improvement s
O'Neal Lane Improvements
Park Forest Improvements
Progress Road Improvement s
Scotlandville Plaza/Swan Street Improvements
East Brookstown Drive Improvement s
T homas Delpit Improvement s
Cain Street Improvement s
Constitution Avenue Improvements
Jewel J. Newman and Chaneyville Community Cent er Improv.
North 17t h T ree Planting
Perkins at Stanford and Acadian Improvements
Perkins Road (I-10 entrance Ramp to Broussard Ave) Imprv.
Southern University Design Projects (Acadiana at Winbourne)
St uart Avenue Improvement s
West State Street Improvements
Chimes Street Improvements
The road rehabilitation and beautification portions of this tax will not
be bonded. It is anticipated that approximately 500 miles of
additional City-Parish streets and roads will be rehabilitated by these
funds. The rehabilitation program will continue as it currently
functions, with projects prioritized every six months.
These
appropriations are included in the Parish Street Maintenance Fund, a
Special Revenue Fund of the City-Parish budget.
Hyacint h Avenues (Staring Lane to Perkins Road) Imprv.
Acadian T hruway Improvements
Perkins Road (Christian Street and Hollydale) Imprv.
Springlake Improvements
Bawell/Valley-Balis Connector
Sevenoaks Sidewalks
Greenwell Springs near North Foster
Delmont Village Area Improvements
East Boyd - Burbank to Nicholson
Canterbury Road - Greenbrier Elementary
Hyacint h Avenues (Stanford Ave. to Stuart ) Imprv.
The roadways completed in this program comprise almost 98% of the
total mileage in the Parish road system. As of August 2014,
approximately 1,714 miles of roads have been rehabilitated. The
operational impact of this program has been to reduce maintenance
needs in the street and road divisions of DPW, freeing employees to
perform additional grass and litter maintenance, catch-basin repairs,
etc. The program has also made the roads in the parish safer by
installing new reflective markers, striping the new roadways, and
improving the shoulders. A one-year warranty is required from the
contractor. At the end of eleven months, an inspection is made, and
any deficiencies are corrected by the contractor before the road is
accepted by DPW for normal maintenance.
A pavement
management system is currently being implemented in order to
identify preventive maintenance requirements. Preventive
maintenance will include micro-sealing, thin overlay, the widening of
embankments, and other activities.
Sacred Heart Improvements
Kleinpeter Road - Brownsfield Elementary
Riverfront Improvements - North Blvd. @ River Road
North Foster at Government Improvements
LSU Design Projects (Dalrymple at I-10)
Hyacint h Avenue (Stanford Ave. to Glasgow Ave.)
Penningt on Sidewalks
Downtown Gateway Entrance
McHost Road Sidewalks
Gardere
Hanks/Landis
Bike Path Phase III
Chadsford Bridge
Goodwood
Cedarcrest
Cal Road
Florida Blvd at Foster
Old Hammond Hwy
Eddie Robinson
Darymple Phase II
Christ ian Street
LSU Avenue
Port Hudson/Chaneyville
In 2015, the operating budget for rehabilitation includes projected Group Crosswalks
revenues of $14,288,670. Of this amount, $690,980, $1,520,390, and
$1,140,130 are expected to be collected in the City of Baker, City of Zachary, and City of Central, respectively. The numbers
cited for Baker, Zachary, and Central represent 100% of the proceeds from the tax for those jurisdictions. Funds are forwarded
directly to the municipalities of Baker, Zachary, and Central, which are responsible for contracting construction and rehabilitation.
The City-Parish portion of the program in the amount of $10,937,170 represents 27% of the proceeds of the City-Parish portion of
the tax and should rehabilitate approximately 20 miles of streets and roads in 2015.
304
Parish Street Maintenance and Beautification Program
Street and Road Rehabilitation Program
(Continued)
In 2015, the operating budget for beautification includes $996,260 for projects and $210,000 for professional management
services in association with this program. Beginning in 2013, funding was set aside for the “Call for Projects” program. As part of
this program, Council members were able to submit project proposals, within their respective district, for consideration. These
projects were then scored and ranked to ensure that projects are selected according to necessity, using objective criteria such as
construction costs, proximity to schools, connectivity to other pedestrian facilities, and proximity to bus stops. Approved projects
are subject to availability of funds, approval by the Advisory Committee, and adoption by the Metropolitan Council.
Recommended projects were first submitted on November 13, 2013 and were approved by the Metropolitan Council on
Resolution 50527. The Advisory Committee is in the process of submitting recommended projects to the Metropolitan Council
for approval.
The beautification allocation includes projects such as new sidewalk and curb construction, sidewalk repairs and improvements to
meet A.D.A. standards, traffic signal synchronization, landscaping, and the maintenance thereof. The overall impact of these
projects will enhance the appearance and safety of the roadways. Special attention will be given to projects that provide safe
pedestrian routes to and from area schools and other public facilities. These appropriations are included in the Parish
Transportation Beautification Program Fund, a Special Revenue Fund of the City-Parish budget.
The State of Louisiana provides funding to local governments through the Parish Transportation Fund. The monies received from
the state can be used for the construction and repair of roads and bridges and to assist in the cost of providing public transit. These
funds are accounted for in a Special Revenue Fund entitled Parish Transportation Fund. Prior to 1995, the monies were used
primarily as a supplement to the budgets of the Public Works street and bridge repair divisions, for emergency bridge repair
contracts, as operational support for Capital Area Transit System (CATS), and for the purchase of new buses for CATS. During
1995, the Department of Public Works began a bridge replacement and street improvement program utilizing these funds. The
state statute governing these funds requires the development of a three-year capital improvement program approved by the
governing authority. The 2015 budget includes $1.4 million for bridge improvements as shown in the chart. The City Parish has
been awarded a federal grant, Louisiana Recovery Act, for bridge replacement and repairs from the Louisiana Office of
Community Development/Disaster Recovery Unit. The 2014 budget authorized the transfer of any remaining funds from
completed projects to be placed into an account dedicated to provide the local match requirements of this grant. The grant funds
will allow for funding of the Cuyhanga Parkway over Jones Creek, South Campus at Corporation Canal, and Woodland Ridge
over Jones Creek bridge projects. Projects can take precedence over other projects upon receipt of construction notice of a defect
in the parish road system and when the defect constitutes a hazard to public safety.
Although a large amount of funding was shifted in 1995 from supplementing the Public Works operating budget for repairs to
funding these capital improvements, the long-term impact on the operating budget will be positive, since the condition of parish
bridges is improving and repairs are less costly. The impact of this program has allowed the City-Parish to shift from the “BandAid” approach of repairing bridges to meet minimum safety requirements, to an aggressive bridge replacement program. The
2015 budget also includes funding from the Parish Transportation Fund for the following operational needs: $407,100 for
repairing streets and roads; $310,100 for bridge repairs; and $550,000 for CATS operations. The operational impact on future
budgets includes the amounts needed to complete the projects as set forth in the 2016-2017 projection column.
305
Parish Transportation Fund (Continued)
Project Description
Bridge Improvements:
Pecue Lane Bridge
North Flannery Road at Engineer's Depot Canal
Barringer-Foreman Road at Ward's Creek
Vermont Street at Corporation Canal
Matthews Street at Robert Canal
Summers Road at Lateral of Beaver Bayou
Dyer Road at Comite River
South Harrell's Ferry Road at Knox Branch
Elliot Road at Drainage Bayou
Valley Street at Dawson Creek
Elm Drive at Hurricane Creek
Mahoney Road at Mill Creek
Wilson Street Bridge at Cypress Bayou
North Sherwood Forest Box Culvert
Core Lane at Drainage Canal
Balis Drive at Dawson Creek
Gore Road at Gibben's Lateral
Antioch Road at Claycut Bayou
Fairchild Street at Monte Sano Bayou
Gourrier Road Bridge
Comite Drive at Comite River
North Flannery Road at Drainage Canal
East McKinley at Corporation Canal
Blue Grass Bridge Replacement
Sharp Road at Jones Creek
Monterrey Bridge Replacement
Prescott Road over Hurricane Bayou
Pecos Drive over Shoe Creek
Flanacher Road at Drainage Bayou (1)
Barnett Road at Drainage Bayou
Frenchtown Road at Beaver Bayou
Congress Boulevard at Dawson Creek
Woodland Ridge over Jones Creek
Cuyhanga Parkway over Jones Creek
Milldale Road at Beaver Bayou
South Campus at Corporation Canal
Strain Road at Drainage Bayou
Lower Zachary Road over White Bayou
Old Baker Road at Drainage Bayou
Lemon Road at Redwood Creek
Port Hudson-Pride at Copper Mill Bayou
Port Hudson-Pride at Drainage Bayou
Port Hickey Road at Drainage Bayou
Cal Road at Claycut Road
Moss Side Lane over Dawson Creek
LA. Recovery Act Bridge Replacement Program
Contingency/Emergency Bridge Repairs
1995-2014
Budget
$
$
4,392
85,850
381,879
267,036
324,096
39,918
2,384,362
78,346
435,854
540,861
444,432
434,311
44,563
214,830
548,527
515,071
112,920
668,693
116,173
222,019
3,626,653
145,407
365,000
156,136
1,075,000
1,109,091
525,000
1,015,000
1,075,000
875,000
3,672,097
1,800,000
110,000
260,000
675,000
83,537
885,000
220,000
100,000
250,000
200,000
100,000
0
0
0
0
0
1,080,303
217,875
27,485,232
$
900,000
274,307
1,174,307
Street Improvements:
Monterrey Drive (Local match)
Industriplex at Exchequer Drive Intersection
Total
$ 28,659,539
(F) Complete
(D) Design
(U) Under Construction
2015
Budget
$
2016 - 2017
Projection
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
610,000
0
0
0
0
0
0
0
0
0
0
0
540,000
40,000
0
40,000
40,000
40,000
40,000
40,000
0
10,000
1,400,000
$
0
0
0
$ 1,400,000
(P) Programmed
306
$
Total
Budget
$
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
605,000
0
610,000
0
75,000
110,000
0
0
0
0
1,400,000
$
0
0
0
$
1,400,000
$
Status
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
F
R
U
R
R
R
R
R
D
D
D
R
D
D
D
D
D
P
P
P
P
P
P
$
4,392
85,850
381,879
267,036
324,096
39,918
2,384,362
78,346
435,854
540,861
444,432
434,311
44,563
214,830
548,527
515,071
112,920
668,693
116,173
222,019
3,626,653
145,407
365,000
156,136
1,075,000
1,109,091
525,000
1,625,000
1,075,000
875,000
3,672,097
1,800,000
110,000
260,000
675,000
83,537
885,000
220,000
100,000
1,395,000
240,000
710,000
40,000
115,000
150,000
40,000
40,000
1,080,303
227,875
30,285,232
F
F
$
900,000
274,307
1,174,307
$ 31,459,539
(R) Ready for Construction
Sewer Capital Improvement Program
EPA and Non-EPA Construction Programs
The City-Parish entered into a new consent decree with the United States Environmental Protection Agency (EPA) and the
Louisiana Department of Environmental Quality (DEQ) relative to sanitary sewer overflow improvements in East Baton Rouge
Parish on March 14, 2002. The new consent decree requires the City-Parish to make sewer infrastructure improvements to reduce
sanitary sewer overflows within the Parish’s sewerage collection system. In June 2013, the EPA, through the U.S. District Court
for the Middle District of Louisiana, granted the City-Parish a consent decree extension for the Sanitary Sewer Overflow (SSO)
Capital Improvements Program which requires that all consent decree projects be completed by December 31, 2018.
As of September 30, 2014, the City-Parish had appropriated $2.2 billion for sewer capital improvements. Of this amount, $1.63
billion will fund the continuing phases of the SSO Capital Improvements Program. The SSO Capital Improvement Program is
discussed in more detail below.
To assist the City-Parish in its planning, engineering, and construction endeavors, eight EPA grants have been awarded to the
City-Parish totaling $8.4 million, with the local 45% match providing $6.9 million, for a total of $15.3 million. The purpose of
these grants is to assist the City-Parish in evaluating the condition of the sewerage system, making improvements at the treatment
plants, implementing the SSO Plan, and rehabilitating the wastewater collection system in a portion of the south suburban area of
the Parish.
Status as of September 30, 2014
Project Types
S ources:
Sewer Revenue Bonds
Pay-As-You-Go Funding
EPA Grants
Sewer Impact Fees
Interest Earnings
M iscellaneous
Total S ources
Consent
Decree 1
$ 242,036,400
84,229,600
55,792,900
$ 382,058,900
Uses:
Elimination of Overflows/Bypasses
$ 30,358,300
M aster Plan
M iscellaneous Improvements
Program Administration
12,665,900
Pump Station Telemetry
Non-SSO Capacity Improvements
Non-SSO Rehabilitation
14,194,500
SSO Capacity Improvements
SSO Extension of Staff Services
SSO Immediate Action Plan Program
SSO Program Administration
SSO Rehab
SSO Wet Weather Improvements
Suburban Transportation Network
103,090,100
Supplemental Environmental Projects (SEPS)
Treatment Plant Upgrades
221,750,100
Total Uses
$ 382,058,900
Non-Consent
Decree Projects
$
$
$
$
Consent Decree 2
RMAP1
RMAP2
Total
58,463,400
29,723,900
22,586,800
2,475,400
270,000
113,519,500
$ 63,847,500
3,335,000
5,733,100
1,403,800
$ 74,319,400
$ 1,190,727,800
365,742,600
2,390,500
29,693,500
38,339,100
$ 1,626,893,500
$ 1,555,075,100
483,031,100
8,123,600
53,684,100
96,607,400
270,000
$ 2,196,791,300
479,700
3,032,000
22,586,800
87,421,000
113,519,500
$
$
$
307
33,928,600
3,993,900
32,257,500
4,139,400
$ 74,319,400
113,088,500
59,790,000
777,849,000
32,018,800
133,376,900
210,824,900
298,676,400
1,269,000
$ 1,626,893,500
30,358,300
113,088,500
479,700
12,665,900
3,032,000
22,586,800
161,405,500
811,777,600
3,993,900
32,018,800
133,376,900
243,082,400
302,815,800
103,090,100
1,269,000
221,750,100
$ 2,196,791,300
Sewer Capital Improvement Program (Continued)
On July 10, 2007, EPA and DEQ formally approved the City-Parish’s request to revise the original Remedial Measures Action
Plan (RMAP) 2 Sanitary Sewer Overflow Capital Improvements Program from a complex tunnel system with some rehabilitation
and pump station upgrades to a program which emphasizes system-wide rehabilitation, conveyance and pumping upgrades, and
wet weather improvements to the South Wastewater Treatment Plant. In August 2005, the City-Parish presented this alternate plan
to EPA and DEQ. This modified program will rely more on the rehabilitation of the sewer collection system, pump station and
transmission improvements, the construction of a flow equalization basin at the South Wastewater Treatment Plant, and
improvements to the South Wastewater Treatment Plant Facility.
The concept and cost for this modification has been analyzed by the sewer system’s program manager, CH2M HILL, Inc. Their
Program Delivery Plan (PDP) was delivered to the City-Parish in November 2007 and is updated periodically. The PDP is
currently under analysis and review, and the results will be published in November of 2014. The analysis and review is focused
on reducing and containing costs.
The current estimated cost for completing the revised
RMAP2 program is $1.638 billion ($1.49 billion for
construction and $148 million for SSO program
administration).
The 2013 PDP update contains
rehabilitation, capacity improvement, storage/equalization,
and master plan projects planned through the program’s
deadline in 2018. The PDP also facilitates the closure of the
Central Wastewater Treatment Plant and routing its flows to
the South Wastewater Treatment Plant. This has many
positive aspects including eliminating a discharge point into
the Mississippi River; removing a treatment plant from the
downtown area; providing additional dry weather flows to the
South Wastewater Treatment Plant which will assist in the
biological treatment process; and providing long-term savings
in operations and maintenance costs.
CH2M HILL, Inc. was hired on September 13, 2006, as the program manager for the sewer capital improvements program. Their
responsibilities include: developing and recommending to the Parish an overall program strategy for the execution and completion
of the SSO Capital Improvements Program, development of the project schedule and budget, initiation of a Parishwide Sewer
Master Plan and other planning efforts, establishment of inter-agency coordination, development and management of program
processes and procedures, establishment and implementation of community awareness and reporting procedures, review of
program engineering standards and specifications, design management, review and management of the program right-of-way
acquisition process, construction management, and other program-management functions to expedite construction for compliance
with the SSO Consent Decree.
The objective of the Sanitary Sewer Improvement Program is to protect public health through the control of sanitary sewer
overflows, improve customer service, provide capacity for future growth, and implement a long-term maintenance program to
protect existing and future capital investments. A comprehensive financing model has been developed and is being utilized by the
Finance Department and the Department of Public Works to manage the finances of the Sanitary Sewer Improvement Program.
The first annual 4% sewer user fee increase went into effect on January 1, 2004. Annual 4% sewer user fee increases will
continue to be levied throughout the life of this program. In order to mitigate additional increases in the sewer user fee, the CityParish will continue to seek low interest loans and federal and state grants to reduce program costs. The fee increase is expected
to generate approximately $2,756,000 in additional revenues in 2015. The operational impact of this fee increase on the
departments and agencies funded in the operating budget is estimated to be approximately $35,930 annually.
The operational impact for 2015 involves funding for sewer rehabilitation and/or asset repairs and preventive maintenance:
•
Operations and Maintenance − The 2015 annual operating budget will provide $2,050,000 for a sewer preventive program.
Of this amount, $1,150,000 will be dedicated for repair and maintenance of treatment-plant and pump-station equipment; and
$900,000 will be used for the wet-well maintenance program.
•
Emergency Sewer Point-Repair Program − The 2015 budget will appropriate $2,500,000 to continue this high priority sewer
repair program.
•
Generator Maintenance Program – The 2015 budget will appropriate $500,000 to continue funding, in the O&M budget, a
future contract for the maintenance of all current and future wastewater pumping stations throughout the sewer system’s
service area within East Baton Rouge Parish.
308
Library Capital Improvements Program
Since 1986, the East Baton Rouge Parish Library System has been primarily funded by a dedicated property tax. An 11.1 mill tax
rate was approved in 2005 for ten years beginning in 2006 to operate and maintain the existing system, to improve services, and to
replace substandard facilities. The continuation of this dedicated property tax allows the Library to provide consistent and
excellent service to the residents of East Baton Rouge Parish and to complete Phase III of the long-term planning and goals of the
Library Board of Control. This phase includes construction of a new main library in Independence Park, a new downtown library,
and a branch in the South Baton Rouge community.
Construction of the new Main Library was completed in the fall of 2013,
with a soft opening on January 15, 2014 and a dedication on April 12,
2014. The parking lot and Plaza will be completed in fall 2014. Based on
its design, this new 129,000 square-foot facility will qualify for the
Leadership in Energy and Environmental Design (LEED) Silver
Certification. The operational impact of this branch is an increase of
approximately $910,000, which consists of personnel and employee
benefits, utilities, extra security guards, and maintenance and contractual
services.
Design discussions for the replacement River Center Branch
Library began in the summer of 2012, and included many
opportunities for input from members of the public. The design
phase is expected to be completed by the fall of
2014. Construction should begin in 2015 and is estimated to take
two years to complete. The latest design schematics can be viewed
online at http://www.ebrpl.com/cip.html under the River Center
Branch Library Documents section.
The replacement River Center Branch Library building will be
funded on a pay-as-you-go basis. After years of saving, a budget
of $19 million was appropriated in the 2011 budget for this
purpose.
Funding in the amount of $1.4 million was included in the 2014 budget for a remodeling project at the Bluebonnet Regional
Branch. With the migration of genealogy to the new Main Library, the existing space will be repurposed into a new expanded teen
section, collaborative study areas, as well as a larger circulation workroom to accommodate radio frequency identification
technology.
In order to thoroughly assess the emergent functional and public service needs of eleven of the library’s older branch facilities, a
study has been commissioned with an architectural firm. The City-Parish issued an RFQ and the Architectural Design and
Planning Selection Board selected Bradley Blewster & Associates to conduct the Branch Library Assessment Plan. The project,
estimated at $98,250, should be completed by December 2014. Data and recommendations from the study should assist the library
in documenting the current state of buildings and will outline issues associated with aging facilities. Information from the
assessment will assist in considering the repurposing, renovation, and possible addition of new spaces and in adding features that
are popular and heavily used in newer facilities; such as collaborative study rooms and quiet reading areas. Data will also be
provided to project costs and help determine the most effective sequencing and prioritization of possible projects.
Planning continues for the South Baton Rouge Branch Library. The Library searched for property for the new branch throughout
2014. Selection and purchase of a site followed by architectural design for this branch is expected to begin in 2015. The
anticipated annual operational impact of this branch is approximately $883,160 which consists of $642,490 for personnel and
employee benefits, $25,000 for supplies, $54,000 for utilities, and $161,670 for maintenance and contractual services.
The Library continues to implement regular, planned maintenance and improvement projects, including a number of large scale
exterior lighting projects plus the replacement of worn flooring for the Scotlandville Branch and the Greenwell Springs Road
Regional Branch. These two projects should be completed in early 2015.
The Library Board’s pay-as-you-go plan often means that funds must be appropriated in several annual budgets for land,
construction, furniture, landscaping, collections, and staff for a new facility. The Library Board determines the construction
schedule of new facilities and ensures that funds are available to meet all of the operational and maintenance needs of the library
system. Capital improvements for all library facilities are proposed in the annual operating budgets and adopted along with the
Library’s operating budget, which is included in the Special Revenue Fund section of the budget.
309
Library Capital Improvements Program (Continued)
Project
Completed Projects:
Jones Creek Regional Library
Bluebonnet Regional Library
Greenwell Springs Road Regional Library
Scotlandville Branch Library
Baker Branch Library
Central Branch Library
Carver Branch Library
Pride Branch Library
Zachary Branch Library
Delmont Gardens Branch Library Expansion
Eden Park Branch Library
Subtotal Completed Projects
Current Budget
2014 & Prior*
$
Other Building Improvements:
Security System
Goodwood Renovations
Goodwood Roof Repairs
Subtotal Other Building Improvements
On-Going Projects:
South Baton Rouge Branch Library:
Land
Land Improvements
Buildings-Engineering
Buildings
Furniture, Fixtures, Office Equipment
Total
New M ain Library:
Land
Land Improvements
Buildings
Total
Fairwood Branch Library:
Inventoried Supplies
Inventoried Assets-Furn., Fixtures, Ofc. Eq.
Land Improvements
Buildings
Total
River Center Branch:
Land Improvements
Buildings
Total
Consolidated Non-Public Functions Facility:
Buildings
Total
Bluebonnet Regional Remodel:
Buildings
Total
Subtotal On-Going Projects
Grand Total
4,039,520
4,977,560
4,811,270
3,623,250
3,573,960
3,898,770
3,331,600
2,976,580
4,328,980
3,479,130
4,412,310
43,452,930
2015
Budget
$
0
0
0
0
0
0
0
0
0
0
0
0
$
Total
Budget
0
0
0
0
0
0
0
0
0
0
0
0
$
4,039,520
4,977,560
4,811,270
3,623,250
3,573,960
3,898,770
3,331,600
2,976,580
4,328,980
3,479,130
4,412,310
43,452,930
122,670
242,390
105,390
470,450
0
0
0
0
0
0
0
0
122,670
242,390
105,390
470,450
412,700
175,000
325,000
4,702,500
500,000
6,115,200
0
0
0
0
0
0
0
0
0
0
0
0
412,700
175,000
325,000
4,702,500
500,000
6,115,200
550,000
3,250,000
3,125,720
34,320,010
2,256,270
43,502,000
0
0
0
0
0
0
0
0
0
0
0
0
550,000
3,250,000
3,125,720
34,320,010
2,256,270
43,502,000
64,450
69,370
260,470
438,870
4,312,880
269,710
5,415,750
0
0
0
0
0
0
0
0
0
0
0
0
0
0
64,450
69,370
260,470
438,870
4,312,880
269,710
5,415,750
190,000
1,529,270
16,720,000
560,730
19,000,000
0
0
0
0
0
0
0
0
0
0
190,000
1,529,270
16,720,000
560,730
19,000,000
2,500,000
2,500,000
0
0
0
0
2,500,000
2,500,000
1,300,000
100,000
1,400,000
0
0
0
0
0
0
1,300,000
100,000
1,400,000
77,932,950
$
2016
& Later
121,856,330
*Reflects 2014 transfers.
310
0
$
0
0
$
0
77,932,950
$
121,856,330
Baton Rouge Metropolitan Airport District
The schedule below reflects an overview of capital improvements appropriated to date and the fiscal impact for the Baton Rouge
Metropolitan Airport.
Estimated
Project
Budget
Committed
8/5/2014
Source of Funds:
State Capital Outlay
State Match
State Aviation Trust Fund
Bond Funds
Airport Discretionary Cash, Capital Impr. Fund, & Operating Budget
FAA/State Grants
Passenger Facility Charges
Pre-lease
Maintenance & Operations/Renewal & Replacement
Noise - Dedicated Funds
Entergy
Louisiana Community Development Authority
Customer Facility Charges
Advance from the City-Parish General Fund
Environmental Development Administration
Legal Settlement
Total Source of Funds
$ 12,500,000
14,664,516
5,769,537
11,870,458
45,231,132
9,359,890
226,914,979
20,816,567
117,941
788,931
925,055
15,000
24,246,687
9,772,535
0
1,000,000
425,000
162,274
$ 384,580,502
$ 12,500,000
14,664,516
4,399,471
10,990,031
44,881,680
8,325,402
225,509,362
19,914,204
117,941
788,931
925,055
15,000
24,246,687
8,732,738
0
1,000,000
425,000
162,274
$ 377,598,292
$
Use of Funds:
Terminal Building Renovation
Air Cargo Facility
Terminal Access Road
Overlay Taxiways & Aprons
Alternative Fuel Pilot Program (ILEAV)
Reconstruct Runways and Lighting
Security Checkpoint Modification
Noise Mitigation Program
Master Plan Program Management
Loading Bridges
Parking Garage
ARFF Equipment/Building
Perimeter Road Construction
Airport Hangers
Environmental Assessment & Benefit/Cost Analysis
Drainage Projects
Aircraft and Powerplant Mechanic Facility
Strategic Land Acquisition
North End Development
Total Use of Funds
$ 71,461,293
8,500,498
4,201,957
18,543,437
521,469
109,316,199
6,102,586
82,499,890
3,459,592
3,596,487
28,427,342
2,387,440
3,911,847
14,254,422
899,656
17,460,877
1,903,059
3,013,379
4,119,072
$ 384,580,502
$ 70,504,332
8,282,133
4,201,957
17,542,423
521,469
107,540,885
5,932,135
81,333,845
3,459,592
3,595,075
27,784,711
2,183,386
3,875,002
14,069,068
886,100
17,454,778
1,708,950
2,842,630
3,879,821
$ 377,598,292
$ 956,961
218,365
0
1,001,014
0
1,775,314
170,451
1,166,045
0
1,412
642,631
204,054
36,845
185,354
13,556
6,099
194,109
170,749
239,251
$ 6,982,210
Available
Balance
0
0
1,370,066
880,427
349,452
1,034,488
1,405,617
902,363
0
0
0
0
0
1,039,797
0
0
0
0
$ 6,982,210
The figures shown above include estimates provided by the GBR Airport District as of August 5, 2014 and are subject to change.
311
Baton Rouge Metropolitan Airport District (Continued)
Since September 2005, the community has experienced a significant growth in the passenger traffic levels at the Airport. Through
careful planning and implementation of its capital improvement program, the Airport has been able to stay ahead of the power
curve with respect to facility development. However, the increased traffic by heavy aircraft on the existing infrastructure is
accelerating the need to rehabilitate the runways and taxiways. Timing of these improvements is critical in order to maintain the
Airport system’s capacity. The primary elements of the capital improvement program needing immediate attention are directly
related to preserving the infrastructure and the federal investment therein. Therefore, in February 2007, the Airport submitted a
grant application in the form of a Letter of Intent (LOI) to the FAA outlining the capital projects in need of financial assistance.
The overall impact of the projects outlined in the LOI will help to preserve the Airport’s infrastructure and provide reliable, safe,
and efficient air transportation in the region. In 2008, the Airport received a commitment from the FAA to fund over $32 million
worth of projects in the LOI. In 2013, the Airport completed the LOI projects with a total amount expended of $31,727,638;
$29,193,468 FAA share and a state match of $2,534,170.
The Airport opened its new expansion of the rotunda area in 2014. The project cost $12 million and added 15,430 square feet of
terminal space as well as new flooring and wall finishes throughout the facility. The new expansion also relocated the security
checkpoint and provided additional room for expansion should screening requirements change. The operational impact of this
expansion is approximately $132,010, which consists of $85,150 for utilities and $46,860 for maintenance.
In 2014, the Airport began the installation of a new
Category II Instrument Landing System and the relocation
of the landing thresholds to runways 4L/22R at an estimated
cost of $8 million. This project will relocate the existing
thresholds in order to recapture remaining runway pavement
at the ends of runways 4L and 22R to allow for full use of
the entire runways. The projects will be completed in the
summer of 2015. In addition, the Airport will install new
flood gates in the canals around the Airport to enhance
security requirements at an estimated cost of $2 million.
The Airport will install a new $2 million generator in the
terminal in 2015, which will allow the Airport to operate the
terminal and parking garages at 100% capacity during a
power outage associated with a natural disaster or national
security/terrorist event. A new Mosquito and Rodent
Control facility will be constructed on the northwest corner
of the airport requiring a new taxilane to be constructed to
the facility at a cost of $800,000. The project should be completed in late 2015. A new Master Plan is expected to begin in late
2015 and completed in 2016. The new plan will outline future airport development for the next 10 years.
Mosquito Abatement and Rodent Control Facilities
The Mosquito Abatement and Rodent Control (MARC) District is consolidating its facilities on the property of the Airport. In
2014, $6.5 million was appropriated for a new building complex of approximately 45,000 square feet expected to be completed in
2015. The buildings will incorporate multiple facilities that will include office space, hangars, special digital data and electrical
systems, special security systems, biological/chemical laboratories, truck and equipment storage, vehicle maintenance shop,
aircraft apron, and vehicle parking. The operational impact is estimated at approximately $34,000 for utilities and maintenance.
East Baton Rouge Parish Communications District CAD System
The 2014 budget included appropriations in the amount of $5.1 million to replace the current Computer-Aided Dispatch (CAD)
system. The current CAD system was originally purchased in 1987 and cannot keep pace with the changing environment and
technology. The CAD system directly facilitates the mobile data terminal used by first responders, the law enforcement records
management system, as well as the jail management system for the parish. The new system will enhance all of the public safety
agencies’ ability to be more efficient, effective, and interoperable in providing emergency services for the community of East
Baton Rouge Parish. Also, the system will increase emergency responder safety and reduce response times by providing field
access to crucial information. The Communications’ District anticipates awarding the project to a vendor before the end of 2014.
The operational impact will be approximately $500,000 in the second year for maintenance.
312
Fire and EMS Stations
In August 2014, $2.4 million was appropriated for a new station on West Lee Drive (Station #20). Due to residential and
commercial growth in the area, a new station is needed to maximize coverage for our citizens and to maintain an ISO Class I Fire
Rating. The operational impact of the new station is approximately $20,000 for utilities and $5,000 for maintenance. Construction
is anticipated to be completed by the end of 2015. The 2015 budget also includes appropriations of $750,000 for renovations to
the station on Government Street (Station #12). This station was constructed in 1975 and houses the Hazardous Materials Unit.
Funding in the amount of $500,000 is included in EMS’s budget for two EMS stations. In 2014, EMS entered into a long-term
land usage agreement with Lane Memorial Hospital. EMS plans to build an EMS station on this land which will replace the space
EMS currently rents from the Zachary Fire Department. EMS also plans to replace the station on Old Hammond Highway. The
operational impact of these stations cannot be determined until the stations have finished the design phase, but the operational
impact should be minimal since the new stations are replacing existing facilities.
EMS Headquarters
In the summer of 2013, EMS moved into its newly constructed Headquarters facility on Harding Boulevard. Approximately $10.3
million was appropriated for the purchase of land, design, and construction. The new facility is over 32,000 square feet and
houses field operations supervisors and administrative personnel. It includes classrooms equipped with the latest technology for
the EMS Paramedic Academy and serves as a training center for public classes in CPR and First Aid. The facility includes a large
warehouse, which allows the department to buy medical supplies in bulk and keep a larger inventory for times when disaster
strikes. The facility contains three conference rooms that are available for city meetings and an operations center that can house
public safety officials during disasters such as hurricanes, allowing a coordinated effort to mitigate the situation. This facility also
serves as an EMS station, serving the citizens in the northern part of the parish.
The facility was constructed with high energy efficiency in mind. The use of glazing and solar shading uses natural light to reduce
reliance on artificial lighting. High performance glass keeps temperatures constant in both summer and winter months and lowers
energy costs. High efficiency light fixtures and energy star appliances reduce electrical loads. The well-insulated and highly
reflective roof assembly reduces heat gain inside the building, thus reducing air conditioning loads. Advanced lighting controls
and building automation systems control daily power usage and help to make the facility run more efficiently. The operational
impact of the facility is approximately $164,090, including utilities, maintenance, and janitorial services.
Public Safety Complex
In 2013, the City-Parish purchased the site of the former Woman’s Hospital on Airline Highway to be used as the Public Safety
Complex. In 2014, $4.6 million was appropriated for Phase I renovations to the Public Safety Complex. Phase I renovations are
anticipated to be completed by March 2015. The renovations are concentrated on
the 140,301 square-foot Police Headquarters, the former Physician’s Tower, with
minor renovations occurring in other parts of the site. Most of the administrative
offices have relocated to the Public Safety Complex, along with the Training
Academy and the Bicycle Division. As renovations are completed, the following
offices will be relocated to the complex: Third District, Internal Affairs, Supply,
Criminal Records, Traffic Records, Crime Information Unit, Alarm Enforcement,
and the Criminal Investigations Division. The operational impact is
approximately $833,400 for utilities and maintenance.
313
Riverfront Improvements
Baton Rouge River Center Improvements and Expansion
In July 1991 a .97¢ ($.0097) state sales tax on hotel and motel
rooms was made available for capital improvements at the
Baton Rouge River Center. This dedication was expanded to
include capital improvements to the Louisiana Art and Science
Museum, the Riverfront Promenade, and related projects in the
Riverfront Development Plan in 1997. That same year an
additional 1% state sales tax was made available to East Baton
Rouge Parish with the amounts collected in excess of $200,000
per year dedicated to River Center improvements. As of
September 30, 2014, approximately $29.9 million had been
received from these sources.
Additionally in 1997, the state authorized a local tax election in which voters could give approval for an additional one-cent local
hotel and motel tax (at the time three cents). The tax was approved by the voters on November 3, 1998, to be used exclusively for
the Baton Rouge River Center expansion. This local tax generates approximately $1,200,000 annually. When combined with the
proceeds of the state sales taxes on hotel and motel rooms, these sources provide funding for the debt service payments on $17.4
million of City-Parish bonds issued in 2001 for the expansion. These funds match $30.4 million in state capital outlay funding to
pay for the expansion project. The City-Parish is under contract through the end of 2016 with Spectacor Management Group
(SMG) for operation of the facility.
The first phase of the expansion project added 70,000 square feet of exhibition space and 15,000 square feet of meeting space. In
2010, the City-Parish began construction of the initial component of the Phase II improvements at the River Center which added
12,700 square feet of pre-function space, five meeting rooms, and a full-service event lounge. This initial portion of the Phase II
expansion was completed in the first quarter of 2012. The City-Parish has also applied for additional state capital outlay funds in
the amount of $39,158,000 to be allocated over a three year period for the remainder of Phase II and III improvements. If
approved, these funds would provide for improvements which will raise Baton Rouge to a second-tier convention and tourism
city. The continuation of Phase II will provide 57,800 square feet of additional pre-function space, connect the theatre to the rest
of the facility, and the city’s largest hotel-quality ballroom along with various required support spaces and some renovations to the
existing arena and theatre for code compliance. Phase III will provide additional exhibit and meeting space. This phase would
require the demolition of the existing West Garage, which will need to be replaced by a new adjacent parking structure and
expansion of the East Garage to accommodate new parking demands.
The operational impact for the existing River Center expansion in 2015 is $66,640 for utilities.
Plan Baton Rouge Master Plan
The Plan Baton Rouge Master Plan continues to be a tremendous asset in the development
of Downtown Baton Rouge. The City has been diligent in the plan’s implementation and
has completed nearly 90 percent of the recommended projects such as the Shaw Center for
the Arts, the Hilton Capitol Center Baton Rouge, the Main Street Market, the River Center
expansion, award-winning projects such as the Downtown Wayfinding Signage Program
and the North Boulevard Town Square, as well as countless other investments.
The Downtown Development District (DDD) continues to celebrate and build upon the accomplishments of Plan Baton Rouge
and Plan Baton Rouge II. The Plan has extended the horizon of the original Plan Baton Rouge by adding an economically-based
urban design vision and implementation plan with an overarching goal of making downtown a more vibrant place to live, work,
shop, dine, learn, and play.
Plan Baton Rouge II endorses many of the initiatives of past master plans, while pushing the envelope on new and fresh ideas.
The Plan recommends alternative development incentives to encourage investments that will support, enhance, and leverage new
commercial, mixed-use, public space, and infrastructure developments. It includes strategies for adding housing downtown,
improving regional mobility and access, improving pedestrian access to the riverfront, and “greening” downtown. By providing
strategies for strengthening new and proposed investments through targeted private and public realm improvements, Plan Baton
Rouge II is positioning downtown as the epicenter of activity.
314
North Boulevard Town Square
The construction of North Boulevard Town Square: Phase I was completed
in the spring of 2012, and the Downtown Development District is currently
overseeing the design of Phase II. The implementation of Town Square
reflects the recommendations of the Riverfront Master Plan. This central
Riverfront project is complemented by a number of public and private sector
initiatives such as the Shaw Center; One Eleven project; the River Center
Library; the new 19th Judicial District Courthouse; II City Plaza, the first
class-A office building constructed in downtown in over twenty years; and
Hotel Indigo. Since the completion of Phase I, North Boulevard Town Square
has been utilized every day for popular events ranging from quiet lunches to
live concert events. The North Boulevard Town Square beacon, located at the
heart of the Arts & Entertainment District, has been a focal point,
continuously displaying community significant events to users of the space.
All spaces include a sound system, as well as fixed and unfixed café seating,
benches, and game tables. Intersections are designed as smooth, curbless
environments that have enabled safe pedestrian circulation. Whether gathered
together for a large parish-wide event or stopping to relax in the middle of a
hectic day, citizens of Baton Rouge now have an amazing place to be – North Boulevard Town Square, the Heart of Baton Rouge.
An abundance of special events have been scheduled from multiple organizations interested in utilizing the space; inquiries and
requests continue to be placed daily. Phase II is currently under design and includes a tree-lined promenade along the widened
walkway in front of the Old State Capitol connecting Town Square to River Road, the Shaw Center, and Louisiana Arts and
Science Museum (LASM). It includes a pedestrian corridor under the mature live oak trees leading to Fifth Street. Construction is
expected to be initiated at the beginning of 2015.
Galvez Plaza
In addition to the North Boulevard Town Square, the DDD also
monitored the redesign and construction of Galvez Plaza. The redesign
of Galvez Plaza and an addition of a permanent stage provides
downtown with a first-class outdoor entertainment venue. As part of the
Riverfront Master Plan, Plan Baton Rouge II, and North Boulevard
Town Square, a special-event stage provides a venue for large events in
the heart of downtown. This stage includes the Crest sculpture which is
an engineering and sculptural icon that connects North Boulevard Town
Square and the City Hall campus while also functioning as a support for
a performance truss and electrical systems required for concerts. The
suspended truss system can be disassembled when not in use.
Construction was completed in August of 2013.
Repentance Park
Repentance Park is designed to provide a venue for large events
and serve as a component of the southern anchor of the Arts &
Entertainment District. It was planned and designed by Reed
Hilderbrand and Associates to connect the Louisiana Arts and
Science Museum, River Road, Old State Capitol, Convention
Center, City Hall, Galvez Plaza, and the Town Square. The
dramatic landform carefully transitions users between the
drastically different elevations at the eastern and western edges of
the site. Over 700 interactive fountains were implemented in the
space to provide a family friendly atmosphere that initiates child
play and adult enjoyment. Repentance Park adds new energy to the
area and provides a much needed venue for pedestrians visiting the
City and River Center campus. Construction was completed in
early 2013.
The operational impact for the North Boulevard Town Square, Galvez Plaza, and Repentance Park is $236,200 for operations and
maintenance.
315
City Hall Plaza
North Boulevard Town Square, Galvez Plaza, and Repentance Park are elements that comprise the recommended Central Green
concept in Plan Baton Rouge II. The significance of the Central Green is based upon the aggregation of the cultural and civic
buildings that surround it, including City Hall, the Public Library, the Old State Capitol, the Shaw Center for the Arts, the
Louisiana Arts and Science Museum, the River Center, the 19th Judicial District Courthouse, and the Theatre for the Performing
Arts. The final remaining component, City Hall Plaza, is an extension of Galvez Plaza and will cover the underground parking
with green space. Planning and engineering funds for this project were approved by the Metro-Council through the budget
supplement process. Design is expected to be completed in early 2015.
Florida Street Riverfront Access Point
A new levee/riverfront access point will be completed in late 2014,
providing ADA compliant accessibility and bicycle access to the
riverfront at Florida Street and River Road. A multi-use path along
River Road will connect the Louisiana Art and Science Museum and
Town Square to the new access point, better linking downtown to
LSU via the levee bike path. The new access point will be a safe and
welcoming amenity for tourists and residents. Crosswalk
improvements along River Road are also planned for the
intersections of North Boulevard, Convention Street, and Florida
Boulevard. The park-like setting of Repentance Park will extend
across River Road to LASM with a pathway that encompasses
pedestrians and cyclists with a grove of trees.
Downtown Greenway
The Downtown Greenway will be a functional pedestrian and bicycling corridor that utilizes the existing interstate infrastructure
to link inner city residential neighborhoods and LSU to parks, businesses, and cultural attractions. The Greenway will provide
Baton Rouge residents and visitors with options for walking and biking in order to reduce air pollution from automobile travel,
encourage active and healthy lifestyles, and provide access to retail and workforce opportunities. The creation of the Greenway is
also intended to spur new investments and redevelopment in the city’s core. A preliminary plan and feasibility study has been
completed and has been the key to accessing recently acquired state and federal funding amounts totaling over $3 million. Private
investment has also been acquired to support the project by providing additional funds to leverage further investment. Most
recently, the Downtown Greenway was selected by the EPA to participate in its Greening America’s Capitals program. The
program actively engaged community stakeholders and assisted in the creation of a plan meeting the Greenway needs specific to
Baton Rouge, concluded in fall of 2013. Design for the greenway began in mid-2014 with construction in mid-2015. Public and
private investment of the Downtown Greenway has continued to accelerate to an unprecedented and exciting level, impacting its
ability to connect the city’s resources and continues to extend throughout the entire Parish of East Baton Rouge.
Riverfront Plaza & Levee Stage Area Renovations
The Riverfront Plaza is a classic water garden style public space which offers the only ADA accessible entry to the Riverfront
near the dock. The 2015 budget includes $250,000 for renovations to the plaza. The renovations will include lighting and audio
equipment for public announcements, ADA access improvements, landscaping, and replacement of the irrigation system.
Riverfront Wayfinding Signage
Funding in the amount of $50,000 is included for a comprehensive wayfinding signage package. This package
will help orient and direct visitors along lighted routes and to appropriate crosswalks to ensure safe passage
across busy intersections. Information about riverfront attractions will also be included in the signage.
Riverfront Gateway Lighting and Signage
Included in the 2015 budget is $250,000 to fund the Riverfront Gateway Lighting and Signage Project. This
project will light the entrance gateways to the Riverfront and allow enhancements to safety lighting and
wayfinding signage on the adjacent surface parking lots under the I-110 overpass, providing improved visitor
parking.
316
Departmental Capital Expenditures
Below is a summary of the 2015 departmental capital expenditures in the annual operating budget. The capital expenditures
include authorizations for land and land improvements, buildings, equipment with a unit cost of $5,000 or greater and a useful life
of at least two years, and infrastructure assets (streets, roads, bridges, canals, and sewer and drainage systems).
Special Revenue Funds:
Mosquito Abatement & Rodent Control District — $284,000
Capital outlay is approved for two micronair tanks ($60,000); a larvasonic sprayer ($7,000); two foggers ($10,000); a soda blaster,
air compressor, and dryer for the airplanes ($14,000); eight replacement vehicles ($144,000); two truck monitors ($14,000);
industrial shelving ($5,000); and two ATV’s ($30,000).
Library Board of Control — $2,156,980
Capital outlay approved includes computer servers ($210,730), a replacement bookmobile ($250,000), and furniture and office
equipment for two branches ($1,696,250).
City Court Judicial Building Fund— $36,400
Funding for the four computer file servers ($36,400) is approved.
Federal Forfeited Property — $138,000
Funding is approved for five new vehicles for the Narcotics Division ($138,000).
Emergency Medical Services — $2,414,500
Capital outlay is approved for two ambulances ($400,000), five replacement vehicles ($100,000), two stations to replace existing
operations ($500,000), and forty monitors for ambulances ($1,414,500).
Parish Transportation Fund — $1,400,000
Funding is approved for the constructing and repairing of roads and bridges.
Office of Social Services-Head Start — $26,500
Funding is approved for three canopy shade structures for playgrounds
Capital Projects Funds:
Miscellaneous Capital Projects Fund — $750,000
Fire — Funding is approved for renovations to Station #12 located on Government Street, $750,000.
Road and Street Improvement Fund — $7,940,580
Funding is approved for various street and road improvements which include program administration and inspection services,
$3,173,920; and O’Neal Lane (George O’Neal Lane to South Harrell’s Ferry Road) streets and roads, $4,766,660.
General Capital Expenditure Fund — $1,381,750
City Constable — $81,750
Funding is approved for the purchase of three vehicles.
Correctional Institution — $300,000
Funding is approved for building improvements ($200,000) and equipment ($100,000).
Police — $1,000,000
Funding is approved for the purchase of vehicles.
Riverfront Improvements Fund — $550,000
Funding is approved for renovations to the Riverfront Plaza and Levee Stage Area Renovations ($250,000), a wayfinding signage
package ($50,000), and to fund the Riverfront Gateway Lighting and Signage Project ($250,000).
317
Departmental Capital Expenditures (Continued)
Enterprise Funds:
Comprehensive Sewerage System Fund — $352,000
Sewer Engineering — Capital Outlay of $20,000 is approved for engineering equipment.
Environmental Section — Capital Outlay of $20,000 is approved for office furniture.
Wastewater Collection — Capital Outlay of $150,000 is approved for building improvements ($50,000), other capital
outlay ($50,000), and plant equipment ($50,000).
Wastewater Treatment — Capital Outlay of $130,000 is approved for other capital outlay ($30,000), and plant
equipment ($100,000).
Service Fee Business Office — Capital Outlay of $32,000 is approved for computer hardware.
Greater Baton Rouge Airport District — $130,000
Capital Outlay is approved for computer hardware ($20,000), mowers ($24,000), motor vehicles ($23,000), a golf cart ($14,000),
a Cascade Air Refill system ($18,000), and a patrol unit for the Police/ARFF division ($31,000).
Total Departmental Capital Expenditures — $17,560,710
The City-Parish’s policy is to replace moveable assets on an economic life cycle so as to offset the effect on operating costs.
Unless noted otherwise above, no significant impact on the operating budgets is anticipated by the acquisition of the assets listed
above. Several of the expenditures listed above will increase public safety as well as improve the air quality by improving the
traffic flow and decreasing ozone levels.
318
The current purchasing ordinance requires approval of the Metropolitan Council, the Office of the Parish Attorney, and the Mayor-President
on all professional services contracts (PSC) and operating services contracts (OSC) exceeding $17,500. The Metropolitan Council, through
the adoption of the 2015 Annual Operating Budget (AOB), authorizes the Mayor-President to enter into the professional and operating
services contracts with the named individuals listed below (contract amounts have been rounded to the nearest $10). Listing of the contracts
in this section does not preclude the requirement to satisfy all procurement and other review requirements. Cooperative endeavor and
operating agreements with non-profit or governmental agencies are contingent upon annual appropriations.
Contracts listed for information purposes only include contracts for which the amount does not require Council approval:
(BID) Contracts that are awarded based on the lowest bids received by the Purchasing Department;
(RFP) Contracts awarded based on a formal Request For Proposal process through the Purchasing Department;
(RFQ) Contracts awarded based on a formal Request For Qualification process through the Purchasing Department;
(SSP) Maintenance on systems that can be performed only by the system vendor as a Sole Source Provider.
Maximum
Contract Amount
Department/Division
Townsend Personalized Fitness, LLC. Fitness and wellness counselor and instructor. (PSC/AOB)
$35,000 per year
Hometown Productions, Inc. Production services, such as videotaping, editing, and graphics. (PSC/AOB)
$34,000 per year
Frank Hillyard. Production services, such as videotaping, editing, and graphics, as well as installation and
repair of equipment in the council chamber. (PSC/AOB)
$34,000 per year
Wade Henderson. Operator to run remote camera for Metropolitan Council, East Baton Rouge Parish
School Boards, special meetings, and Planning Commission meetings. (PSC/AOB)
$50,000 per year
Capstalon, LLC.
(PSC/AOB)
$36,000 per year
Operator/Engineer to ingest programming to servers and schedule playbacks.
City Court
Sustain Technologies, Inc. Software maintenance services to the Baton Rouge City Court. (Partial funding
of 50,900 contract; remainder funded by several other departments.) (OSC/SSP)
$48,400 budgeted
Duncan Solutions, Inc. Maintenance for twenty-five handheld ticket writers.
$32,700 budgeted
District Court
Servicemaster. Janitorial/Custodial Services for 19th Judicial District Court. (OSC/BID in 2013/Resolution
50647)
$300,000 budgeted
Johnson Controls, Inc. Preventive maintenance on various building equipment and annual testing for fire
alarms, fire extinguishers, and sprinkler systems for the19th Judicial District Court building. (OSC/SSP)
$157,500 budgeted
th
ThyssenKrupp. Elevator maintenance for 19 Judicial District Court building. (OSC/SSP)
$61,640 budgeted
Sheriff's Office – Correctional Institution
East Baton Rouge Parish School Board. Adult education classes for inmates at the Parish Prison in the
GED program. (PSC/AOB)
$132,610 per year
Allied Systems. Fire alarm maintenance. (OSC)
$17,520 budgeted
Institutional Services and Consultants Inc. Labor only contract for maintenance at EBR Parish Prison.
(OSC)
$300,000 budgeted
Watson Mechanical Services. HVAC maintenance at EBRP Prison.
$125,000 budgeted
319
Continued
Maximum
Contract Amount
Department/Division
Coroner’s Office
Dr. Cameron Snider. Forensic pathologist to perform autopsies and related work.*
$190,000 budgeted
Dr. Alfredo Suarez. Forensic pathologist to perform autopsies and related work.*
$38,000 budgeted
Dr. Ven Vo. Forensic pathologist to perform autopsies and related work.*
$170,000 budgeted
Dr. Aneida Udofa. Provides mental health status assessments, orders of protective custody, evaluation of
patients for Coroner Emergency Certificates, and other medical services for the Parish of East Baton
Rouge.*
$85,000 budgeted
Dr. Rodney Tregle. Provides mental health status assessments, orders of protective custody, evaluation of
patients for Coroner Emergency Certificates, and other medical services for the Parish of East Baton
Rouge.*
$85,000 budgeted
Dr. William Freeman. Chief Deputy Coroner.*
$20,000 budgeted
Alessandra Cashio. Forensic Autopsy Technician to assist with autopsies and related work.*
$35,000 budgeted
Forensic Autopsy Technician to assist with autopsies and related work.*
$32,000 budgeted
*Note: Coroner’s Office contracts are shown for informational purposes only.
Mayor’s Office
American Traffic Solutions. Provides services for the operation of the Red Light Photo Enforcement
Program. (Five –year contract that ends 1/1/19, per Resolution 50471). (PSC)
1st notice - 32% of
revenues collected
Add'l notice - 45% of
revenues collected
Scott Dyer. Assist with media and public relations. (PSC/AOB)
$52,000 per year
Stantec Consulting Services Inc. Transportation Consulting Services. (PSC/AOB)
$100,200 per year
Economic Development:
Patton Boggs. Governmental Affairs Representative. Lobby/Consulting. (PSC/AOB)
$200,000 per year
Courson Nickel. Lobby/Consulting. Legislative/consulting for public interest; state/lobbying. (PSC/AOB)
$110,000 per year
Baton Rouge Film Commission:
Liza Kelso. Executive Director of the Baton Rouge Film Commission. Oversight and facilitation of dayto-day operations of the Commission. (PSC/AOB)
$69,000 budgeted
Alison Wisecarver. Consultant. Works with the Director to recruit and scout upcoming productions.
(PSC/AOB)
$42,000 budgeted
320
Continued
Maximum
Contract Amount
Department/Division
Finance Department
Financial advisory services relating to capital markets. (PSC/AOB)
Up to $2.00 per
thousand of the proceeds
of debt issuances
Postlethwaite and Netterville. Preparation of the annual comprehensive audits. (Partial funding of
$178,000 contract; remainder funded by the Baton Rouge River Center budget. Metropolitan Council
Resolution No. 50458). (PSC/RFP in 2013)
$162,000 for 2015 audit
of 2014 financials
OmniCap Group, LLC. Derivative reporting services and arbitrage rebate consulting and compliance
services relative to bond issues. (PSC/AOB)
$60,000 per year
JPI, LLC. Maintenance and support for computerized tax processing system. (OSC/SSP)
$50,400 per year
RAMware, LLC. dba e-Gov Systems.
(OSC/AOB)
$34,800 per year
Sales tax online electronic filing system support services.
Milliman, Inc. Actuarial Services relating to calculations of Other Post-Employment Benefits. (PSC/RFP
in 2011)
$35,000 per year
PRA Government Services, LLC. Statistical sampling in connection with sales and use tax audits.
$17,500 per year
Mele Printing. Quarterly printing and mail out of sales tax forms with return envelopes. (OSC/AOB)
$30,000 per year
Avaya, Enterprise Systems. Support for the essential components of the network that serves the entire user
base of the government. (OSC/AOB)
$25,000 per year
Oracle. Support of database and software used by Public Safety, Public Works, and GIS. (OSC/AOB)
$160,000 per year
LATG, Oracle, Arrow Consulting, Mayet It, General Informatics. Services to deploy external facing
Oracle WebLogic servers that will be used for internal and public web based applications. (PSC/AOB)
$25,000 budgeted
Intergraph. Maintenance to support the City-Parish enterprise Geographical Information System (GIS).
(OSC/SSP)
$51,000 per year
Ciena, Ronco Communications, Inc., Light River Technologies. Maintenance for the City’s Single Mode
Fiber ring to connect to 3 sites (IS Downtown, ATM/EOC at Harding Boulevard, and Louisiana State
Police Tower on Independence Boulevard). (OSC/AOB)
$30,000 per year
Hansen. Hansen maintenance. (OSC/AOB)
$25,000 budgeted
Environmental Systems Research Institute (ESRI). Maintenance agreement that supports the ESRI
Geographical Information System (GIS) used by Public Works, MOHSEP and EMS. (OSC/SSP)
$40,000 budgeted
321
Continued
Maximum
Contract Amount
Department/Division
Sparkhound, General Informatics, Mayer IT. Services to design and deploy SharePoint site that will be
used to replace City/Parish intranet site. (PSC/AOB)
$25,000 budgeted
Sparkhound, General Informatics, Mayer IT. Services to upgrade/deploy existing server software including
Microsoft Windows, SQL and Exchange technologies. (PSC/AOB)
$50,000 budgeted
APYXX, CF Biggs, Digitech. Support and maintenance for Digitech Papervision, the City/Parish’s
document imaging system. (OSC/AOB)
$50,000 budgeted
Xerox. Support and maintenance of Xerox printers used for printing Financial and Payroll reports.
(OSC/SSP)
$20,000 budgeted
Cisco Systems, Transformyx, Presidio, CMA. Support and maintenance for Cisco network and video
conferencing equipment used throughout the City-Parish network.
$30,000 budgeted
MayerIT, General Informatics, Methods, Arrow, LATG. Services to migrate existing legacy applications
to current programming platforms supported by Information Services.
$40,000 budgeted
LEO LLC, Arcadis, ESRI, Intergraphs. Services to support and develop GIS applications and data sets.
$50,000 budgeted
SBS, Speyer Consulting. Project management services to assist with deployment of emerging
technologies.
$40,000 budgeted
Department of Human Resources
Clesi Burns. To provide consulting services for health and ancillary benefits (Partial funding of $80,000
contract; remainder funded in Risk Management budget.) (RFP in 2013/PSC/Resolution 50637)
$48,000 per year
Sign Language Services International Inc. Sign Language services for the Metropolitan Council meetings
and Planning Commission meetings. (PSC/AOB)
$18,000 per year
Kyocera Mita America,Inc. Copier rentals, maintenance, and service.
Not to exceed $24,050
Education Development. Training development consultant. (PSC)
Risk Management
HEALTHremede, LLC. Various medical and related services. (PSC/AOB)
Clesi Burns. To provide consulting services for health and ancillary benefits (Partial funding of $80,000
contract; remainder funded in Human Resources budget.) (RFP in 2013/PSC/Resolution 50637)
$32,000 per year
Matrix. Provide various psychological evaluations and test. (PSC/AOB)
$25,000 budgeted
Total Occupational Medical. Provide various medical related services. (PSC/AOB)
Total Occupational Medical. Provide annual physicals and wellness physicals for BRFD. (PSC/AOB)
$335,000 budgeted
322
Continued
Department/Division
Maximum
Contract Amount
LA Cardiology Associates. Provide diagnostic stress testing. (PSC/AOB)
F.A. Richard and Associates. Administration of claims management services. (AOB/Resolution 49851)
$298,000 per year
Zimmerman. Provide various psychological evaluations and tests. (PSC/AOB)
$25,000 per year
Police Department
John Naquin, Attorney. Legal services to the Chief of Police before the Municipal Fire and Police Civil
Service Board. (PSC/AOB)
$39,000 per year
Matrix, Inc. Psychological pre-employment screening for new recruits, and fitness-for-duty evaluations
for employees. (PSC/AOB)
$26,400 budgeted
James Richard Johnson. Polygraph testing for new hires with the BR Police Department. (PSC/AOB)
$20,000 budgeted
L3 Communications. Maintenance for mobile vision servers. (OSC/AOB)
$27,000 per year
MorphoTrak, Inc.
(OSC/AOB)
$60,000 per year
AFIS LiveScan, Mug Shot Display Workstations, Printers, and Power Supply.
Application Data Systems, Inc. Maintenance on various software systems. (OSC/AOB)
$52,770 per year
MMR Communications. Maintenance on security canopy software, cameras, and infrastructure equipment.
(OSC/AOB)
$32,000 per year
Shotspotter, Inc. Maintenance on Gun Shot Detection and Location Systems. (OSC/SSP)
$212,000 per year
Netmotion Premium Maintenance. For network security of department laptops.
$24,640 budgeted
Star Services Inc. Mechanical/Environmental/On-Site coordinator for Public Safety Complex.
TLG Janitorial Services. Janitorial services for various locations. (OSC/BID)
$220,700 budgeted
Duncan Solutions, Inc. Maintenance for twenty-five handheld ticket writers.
$32,700 per year
Dr. Charlie Bridges. Medical services for inmates at the EBR Parish Prison and to provide on-call services
24 hours/day, 7 days/week. (PSC/AOB)
$125,900 per year
Dr. Rani Whitfield.
(PSC/AOB)
$83,000 per year
Physician to provide medical services for inmates of the EBR Parish Prison.
Dr. Vincent Leggio. Dental services for inmates of the EBR Parish Prison. (PSC/AOB)
323
$49,140 budgeted
Continued
Department/Division
Maximum
Contract Amount
Dr. Robert Blanche. Psychiatric services for inmates of the EBR Parish Prison and to provide on-call
services 24 hours/day, 7 days/week. (PSC/AOB)
$105,000 per year
Christy Perry, APRN. Psychiatric Nurse Practitioner services to the inmates of EBR Parish Prison.
(PSC/AOB)
$36,480 per year
Contract Pharmacy Services (CPS). Pharmaceutical and medical supply services for inmates of the EBR
Parish Prison. (OSC/RFP in 2013)
$975,000 budgeted
Laboratory Corporation of America. Laboratory services, dialysis, and hospitalization pertaining to
inmates at EBR Parish Prison. (OSC/AOB)
$120,000 budgeted
CorEMR. Maintenance of medical-data management system. (OSC/AOB)
$20,000 budgeted
Dixon Correctional Institute. Dialysis services for inmates of the EBR Parish Prison. (PSC/SSP)
$60,000 budgeted
Roger Moore. X-ray technician services for the inmates of EBR Parish Prison. This includes a retainer for
call-outs as well as a minimum of two days per week of actual site visits. (PSC/AOB)
$44,040 budgeted
Hood Dental. Outpatient oral surgery services for the offenders of East Baton Rouge Parish Prison.
(PSC/AOB)
Not to Exceed $125,000
Dr. Michael Stuart. Staff Infectious Disease Physician to provide services to the offenders with infectious
diseases such as HIV. (PSC/AOB)
$61,480 per year
Capital Family Health Services. Services are being sought for obstetric care for offenders that are not high
risk patients.
$66,560 budgeted
Department of Juvenile Services
Convenient Care d/b/a Total Occupational Medicine. Medical services for detainees. (PSC/AOB)
$106,000 budgeted
Dr. Lynn Simon d/b/a Professional Management Services. Psychiatric services for detainees. (PSC/AOB)
$30,000 per year
Dr. Brandon Romano. Psychological and substance-abuse services; and psychosexual evaluations and
treatment of juveniles. (PSC/AOB)
$75,000 per year
Dr. M. Murrill. Medical evaluations for detainees. (PSC/AOB)
$36,000 per year
Department of Public Works – Administration
Specialty Underwriters. Office equipment maintenance. (OSC/BID)
Department of Public Works – Engineering
United States Geological Survey. Streamgaging project. (OSC/AOB)
United States Geological Survey. Data collection on storm water resources. (OSC/AOB)
324
Continued
Department/Division
Maximum
Contract Amount
Capital Area Ground Water Conservation Commission. Development and maintenance of a computer
model to simulate groundwater flow and saltwater movement in the Baton Rouge sands. Metropolitan
Council Resolution No. 49962. (PSC/AOB)
$31,800 per year
Department of Public Works – Field Engineering
Assistance to Field Engineering in inspection of state and federal projects. (PSC/AOB)
Department of Public Works – 311 Call Center
Qscend Technologies, Inc. Software maintenance, support, and hosting services. (OSC)
South Central Planning & Development Commission (SCPDC). My Project Now software. (OSC/AOB)
Department of Public Works – Public Building Maintenance
Stratos Elevator, Inc. and EMR Services, LLC. Elevator maintenance for various City-Parish buildings.
(OSC)
Imperial Janitorial ($36,660), Rite Way Service, Inc. ($74,490), Elite Cleaning Services ($29,470), JaniCare Commercial Cleaning & Supply Inc ($139,650), Super Job Janitor Service ($41,980), TLG Janitorial
Services ($293,550). Janitorial/custodial services for various City-Parish buildings. (OSC)
$615,800 per year
Watson Mechanical Services, Inc. HVAC maintenance at various City-Parish buildings. (OSC)
Allied Systems, Simplex Grinnell, Sitesafe Security. Fire alarm maintenance for various City-Parish
buildings. (OSC)
Customized Support Services. UPS maintenance at the ATM/EOC and City Hall buildings. (OSC/BID)
Star Services, Inc. HVAC Maintenance at the ATM/EOC building. (OSC/AOB)
Trane. HVAC equipment maintenance and repair. (OSC/SSP)
Department of Public Works – Inspection
South Central Planning & Development Commission. My Permit Now and My Access Now internet
software system. (OSC/AOB)
Department of Public Works – Bridges & Canals
Louisiana Vegetation. Canal spraying services. (OSC)
Department of Public Works – State Highway Maintenance
Dixon Correctional Institute. Litter detail services. (OSC/AOB)
$66,050 per year
325
Continued
Maximum
Contract Amount
Department/Division
DOTD of the State of Louisiana. Full signals maintenance agreement for the fiscal year ending June 30,
2015 whereby the City-Parish shall maintain and operate the traffic signals and signal systems along the
state highway systems. DOTD will reimburse the City-Parish based on a rate per signal. This
reimbursement has been included in estimated revenues to the General Fund in 2015. (PSC/AOB)*
*Note: Amount may fluctuate based on number of traffic signals maintained.
DOTD of the State of Louisiana. Street maintenance – mowing and litter pickup maintenance agreement
for the fiscal year ending June 30, 2015 whereby the City-Parish shall repair/maintain within the
designated, dedicated, or apparent rights-of-way on the U.S., Louisiana, and Interstate routes. DOTD will
reimburse the City-Parish based on a rate per mile. This reimbursement has been included in estimated
revenues to the General Fund in 2015. (PSC/AOB)*
*Note: Amount may fluctuate based on number of miles maintained.
$653,920 budgeted
$536,320 budgeted
Department of Public Works – Blight Elimination Program
Louisiana Waste Systems. Demolition debris hauling services. (PSC/AOB)
Community Outreach Workers/Code Enforcement Specialist. This office contracts with eight individuals
(Claude Adams, Gerald Gaines, Claudia Normand, Kim Augustus, Susan Fulkerson, Bertha Smith, and
Bobbie Kelly at $22,500 each, and Mary Fontenot at $35,000) to assist in meeting the needs of constituents
and enforcing ordinances set by the City-Parish. (PSC/AOB)
$192,500 per year
Department of Public Works – Miscellaneous Public Works Projects
Corporate Green LLC ($165,200), WP Enterprises ($50,470), H & O Enterprises ($155,070). Boulevard
maintenance. (OSC)
$370,740 per year
Irrigation Mann ($43,100), Bethune Services ($31,450), Corporate Green ($20,450). Public building site
maintenance.
$95,000 per year
Cob Appeal and Garden Doctors. FEMA lots maintenance.
$21,950 budgeted
Department of Public Works – Miscellaneous Public Works Projects/Riverfront Greenway
Sports Turf Management LLC. Turf management for various locations in Town Square. (PSC/AOB)
Bart Keller Company LLC. Fountain maintenance in Repentance park. (OSC/AOB)
Rhino Louisiana. Installation and removal and the onsite supervision/safety control for events at the
Galvez Stage. (PSC/AOB)
$70,000 per year
EBR Parish Health Unit
Employment Development Services, Inc. Janitorial services. (OSC)
326
Continued
Maximum
Contract Amount
Department/Division
Tom Baskind, David Bowman, Patton Aire, LLC., Robert McCall, and Skyhigh Aviation. Pilot services to
spray for mosquitoes (maximum of $17,500 each). (PSC/AOB)
Louisiana State University. To develop Unmanned Autonomous Vehicle (UAV) which will be used for
mosquito surveillance and control.
Janitorial services for the East Baton Rouge Parish Library System (all branches including Recycled Reads
bookstore). (OSC)
$660,000 per year
Employment Development Services, Inc. Ground maintenance for the East Baton Rouge Parish Library
System (all branches). (OSC/AOB)
$409,840 per year
Lyrasis. On-line cataloging database. (PSC/AOB)
$100,000 budgeted
Infor Global Solutions, Inc. Maintenance of Integrated Library System. (OSC/SSP)
$80,000 budgeted
Ricoh. Print management services, maintenance on all copiers and printers, copier revenue collection and
deposit, and delivery services between library branches. (OSC/BID)
$472,040 per year
James Jenkins Jr. Obituary digitization services. (PSC/AOB)
$25,000 per year
Television production services.
$25,000 per year
Vinson Guard Service. Security Guard Services for the Main Library. (Resolution 50839)
$100,950 budgeted
Social Media Specialist to serve as the Library’s Social Media Correspondent in several social media
outlets, making postings in consultation with Library Administrative staff.
$26,000 budgeted
Social Media Specialist to serve as the Library’s Social Media Administrator of Patron Accounts.
$26,000 budgeted
Arts Council of Greater Baton Rouge. Booking agent for Library performers.
$128,000 budgeted
Lamar. Billboard and Banner Advertising.
$30,000 budgeted
Animal Control & Rescue Services
Companion Animal Alliance (CAA). Adoption Services.
$735,820 budgeted
(Actual distribution is
based on revenue
collections.)
327
Continued
Maximum
Contract Amount
Department/Division
Application Data Systems, Inc. (ADSI). Maintenance contract for the 9-1-1 Computer Aided Dispatch
System. (OSC/SSP)
$77,000 per year
Motorola Solutions. Maintenance for the City-Parish radio system and other equipment. (OSC/BID)
$150,000 per year
Intrado, Inc. Maintenance contract for the 9-1-1 phone system equipment. (OSC/BID)
$110,000 per year
21st Century Communications. Maintenance contract for database for community alerting purposes.
(OSC/AOB)
$25,000 per year
Enterprise, Inc. Maintenance for the PBX switch at the ATM/EOC building. (OSC/AOB)
$18,000 per year
Electronic Business Systems, Inc. Maintenance contract for the wireline voice recorders at the 9-1-1
center.
$20,000 per year
Dan Godbee, M.D. Review and monitor all medical protocols and medical procedures. (PSC/AOB)
$108,000 budgeted
Digitech Computers, Inc. Third party medical billing contractor to produce all medical billings, file all
insurance claims, and issue invoices to patients with remaining balances. (OSC/RFP in 2012)
4.95% of revenue
collected
$570,590 budgeted
TLG. Janitorial services for EMS Headquarters. (OSC)
$53,000 budgeted
City Court Sobriety Court
Grey Knight Group, N.A. LLC. To provide services as Sobriety Court Coordinator.
$61,020 budgeted
DHDS/Head Start
Dr. Donald Anderson and Jerrie Booker. Mental health services for children and individual counseling
with parents and Head Start staff as it relates to children with special needs.*
$25,270 per year
Tyhecia Holliday. Nursing Services.*
$29,000 per year
Juanita Williams. Nutritional consultation.*
$17,500 budgeted
Rental of space for various Head Start Centers: Child Development Head Start Facility ($43,500),
Children’s World Facility ($57,070), Discovery Head Start Facility ($53,000) and Creative Head Start
Facility ($43,320).*
$196,890 budgeted
328
Continued
Maximum
Contract Amount
Department/Division
Eleven bus driver contracts. Transportation of children in the Head Start Program to and from school and
field trips.*
11 drivers x $965/mo. x
9 mos.=$95,535
429 miles @ $1.65/mi. x
170 days =$120,335
Emergency Drills
=$1,630
*Note: All grant-funded contracts are contingent upon approval of the Contracts Review Committee.
DPW – Green Light Project
John Blanchard. State and Federal project inspection assistance. (PSC/AOB)
$62,500 per year
Finance Department—Service Fee Business Office
Baton Rouge Water Works Company and Parish Water Company, Inc. Billing and payment processing
for sewer and solid waste fees. (OSC/SSP)
Up to $3,200,000
City of Baker. Billing and collecting for sewer user and solid waste fees. (OSC/SSP)
Up to $95,000
City of Zachary. Billing and collecting sewer user and solid waste fees. (OSC/SSP)
Up to $95,000
Sewerage – Sanitary Sewer Overflow (SSO) Capital Improvements Program
Black & Veatch Corporation. Provide services to upgrade and maintain the Sewer Financial Rate Model.
(PSC/SSP)
$85,000 per year
Postlethwaite and Netterville. Preparation of the annual comprehensive audits. (Partial funding of
$178,000 contract; remainder funded by the Finance Department budget. Metropolitan Council Resolution
No. 50458). (PSC/RFP in 2013)
$16,000 for 2015 audit
of 2014 financials
Department of Public Works – Solid Waste Disposal Facility
Thomasgraphics. Graphic design services. (PSC/AOB)
$21,000 per year
Philip Reclamation Services, Houston, LLC. Household hazardous waste disposal collection events.
(PSC/RFP in 2012)
Up to $300,000
Marty LeBlanc. Mowing/trimming for the Baton Rouge Renewable Energy Center, Scale House, Guard
House, and the Old Kaiser Aluminum Site. (OSC)
$86,310 budgeted
Bob Dillemuth. Outreach consulting services. (PSC/AOB)
$60,500 per year
Golder Associates. Greenhouse gas monitoring/reporting at the North Landfill and at Devil’s Swamp
Landfill. (PSC/AOB)
$47,200 per year
329
Continued
Maximum
Contract Amount
Department/Division
Day Group. Marketing plan for airport. (PSC/AOB)
$100,000 per year
GCR & Associates. Software systems support for Airport Information Management System program and
operations program. (PSC/AOB)
$60,000 per year
Bart Keller Company. Maintenance of Airport water wall. (OSC/AOB)
$25,000 per year
Foley & Ladner. Airport related legal services. (PSC/AOB)
$50,000 per year
The Mumphrey Group. Disadvantaged Business Enterprise consultant. (PSC/AOB)
$75,000 per year
Courson-Nickel. State legislative lobbyist. (PSC/AOB)
$50,000 per year
Patton Boggs. Federal congressional lobbyist. (PSC/AOB)
$50,000 per year
Empire Janitorial Sales & Service.
2014/Resolution 50988)
$179,000 per year
TLG Janitorial Services.
2014/Resolution 50987)
To provide floor and carpet care in terminal. (OSC/BID in
Janitorial services in terminal, TSA buildings, and DHH. (OSC/BID in
$219,000 per year
Kutchins & Groh. Airport studies. (PSC/AOB)
$60,000 per year
Leigh Fisher. Airline studies. (PSC/AOB)
$35,000 per year
Seabury Airline Planning Group. Aviation studies. (PSC/AOB)
$50,000 per year
Jan Bernard. Corporate training. (PSC/AOB)
$25,000 per year
CDM Smith. Environmental services at the Airport. (PSC/AOB)
$40,000 per year
Michael LeBas. Environmental services. (PSC/AOB)
$45,000 per year
Angelo’s Landscaping. Arborist services. (OSC/BID)
$50,000 per year
Heroman’s Plant Services. Plant maintenance. (OSC/BID)
$34,560 per year
Star. HVAC system maintenance. (OSC/AOB)
$175,000 per year
Stratos Elevator Company. Elevator/escalator maintenance. (OSC/BID)
$35,000 per year
LandSource Inc. Airport surveying and updating property map. (PSC/AOB)
$35,000 per year
AeroStar Environmental Service. Wildlife management and training. (PSC/AOB)
$30,000 per year
GEO-Jobe. GIS Licensing and software maintenance. (OSC/SSP)
$50,000 per year.
330
Continued
Department/Division
Maximum
Contract Amount
Venyu. Disaster recovery services for servers and cloud application hosting.
$25,000 per year.
Visit Baton Rouge. Staffing for information booth and special events. (PSC/AOB)
$30,000 per year
Flightview. Mobile Website-Flight Tracker-Real-time Date Feed.
$17,500 per year.
WP Enterprises. Mowing services. (BID in 2014/Resolution 51077)
$115,000 per year
Allen Enterprises. Airfield lighting computer system preventative maintenance program. (SSP/AOB)
$25,000 per year
Interstate Electronics Systems. Maintenance services for the ACS-CCTV hardware and software system.
(OSC/AOB)
$75,000 per year
Verma Systems. Wireless and LAN ACS SmartNet agreement and maintenance. (OSC/AOB)
$24,000 per year
Seimens. Inspection and maintenance of conveyor belts. (BID/AOB)
$36,640 per year
Thyssen Krupp. Inspection and maintenance of loading bridges. (BID/AOB)
$123,360 per year
Billy Heroman’s Flowerland. To provide seasonal decorations in the terminal. (AOB)
$17,500 per year
Central Garage
Assets Works Inc. Fleetfocus M5 software maintenance and support.
$35,000 per year.
Cooperative Endeavors
GBR Economic Partnership. To act as the City-Parish’s Economic Development Department and facilitate
the Professional Business Development Program that will provide quality job growth and increased
economic opportunities for the City-Parish.
$450,000 per year
Health Unit. Health, nutrition, and record-keeping services for citizens of EBR Parish.
$509,000 budgeted
Service Corps of Retired Executives Association (SCORE). Counseling to small business owners and
entrepreneurs so as to encourage and stimulate the formation of new businesses.
$19,000 per year
East Baton Rouge Council on Aging, Inc. Provider agency for City-Parish aging programs and services,
including planning, advocacy, social, health education, and nutrition.
$877,490 per year
Capital Area Family Violence Intervention Center, Inc. (CAFVIC). Now operating as Iris Domestic
Violence Center. Comprehensive services to victims of domestic violence.
$253,180 per year
Baton Rouge Area Alcohol & Drug Center. Detoxification services.
$319,000 per year
O’Brien House. Combats substance abuse in the community.
$17,100 per year
Louisiana Art & Science Museum. Educational and aesthetic opportunities for all ages.
331
$843,120 per year
Continued
Department/Division
Maximum
Contract Amount
Arts Council of G.B.R. Encouragement and support for cultural and creative activities in the area.
$334,240 per year
Baton Rouge Symphony. Educational and musical opportunities for all citizens of the area.
$95,000 per year
Baton Rouge Earth Day, Inc. Promotion of environmental awareness and response.
$21,850 per year
USS KIDD. World War II destroyer moored at Baton Rouge for the education of citizens and as a tourist
attraction.
$229,560 per year
EBR Parish Cooperative Extension Services. Educational programs on agriculture, home economics, and
4-H club work.
$58,910 budgeted
Veterans’ Service Office. Counseling and assistance to veterans and their families.
$48,900 budgeted
Big Buddy Program. Interlink: Center for Community and Social Justice. Community-centered resources
for children.
$256,550 per year
Greater Baton Rouge Food Bank. Servicing short-term unmet food needs of individuals in the greater
Baton Rouge area.
$23,000 per year
U.S. Bowling Congress. 2017 United States Bowling Congress Women’s Championship Tournament.
$100,000 budgeted
Children’s Coalition of Greater Baton Rouge. Support for and strengthening of a collective force united to
effect community change to improve lives of children and their families.
$25,000 per year
Baton Rouge Children’s Advocacy Center. Support for child abuse victims during investigations and any
subsequent proceedings within the criminal justice system.
$25,000 per year
Capital Region Planning Commission. Planning, communication, coordination, and technical assistance to
the Baton Rouge urbanized area.
$57,150 per year
Crime Stoppers. Assistance in solving crimes without fear of retaliation.
$14,000 per year
Downtown Business Association. Furthering the development of downtown Baton Rouge by funding
several downtown initiatives and celebrations.
$38,000 per year
City Year Louisiana. Service to youth and the community by providing opportunities for youth.
$25,000 per year
East Side Fire Protection District. Pro-rata share from Louisiana Revenue Sharing funds if all taxing
districts shared at their maximum millage.
$71,660 budgeted
District Six Fire Protection District. Financial assistance to aid the district in maintaining a Class I fire
protection rating.
$71,250 budgeted
332
UNITED STATES OF AMERICA
STATE OF LOUISIANA
PARISH OF EAST BATON ROUGE
BE IT KNOWN that on this the 18th day of December, in the year 1991, before me the undersigned Notary Public, duly
commissioned and qualified in and for the Parish and State aforesaid, therein residing and in the presence of the undersigned
competent witnesses:
PERSONALLY CAME AND APPEARED:
(1) THE PARISH OF EAST BATON ROUGE, STATE OF LOUISIANA (the "Parish"), appearing by and through Tom Ed
McHugh, the Mayor-President, and Lynda Imes, the Mayor-President Pro-Tempore, duly authorized by resolution of the Metropolitan
Council of the City of Baton Rouge and Parish of East Baton Rouge, Louisiana (the "Metropolitan Council"), adopted at a meeting
held on the 11th day of December, 1991, a certified copy of which is annexed hereto; and
(2) THE CITY OF BATON ROUGE, STATE OF LOUISIANA (the "City") appearing by and through Tom Ed McHugh, the
Mayor-President, and Lynda Imes, the Mayor-President Pro-Tempore, duly authorized by resolution of the Metropolitan Council
adopted at a meeting held on the 11th day of December, 1991, a certified copy of which is annexed hereto;
WHO DECLARED, that the Parish and the City (hereinafter sometimes collectively referred to as "Members"), are political
subdivisions organized under the laws of the State of Louisiana, and that availing themselves of the provisions of Chapter 2 of Title 33
of the Louisiana Revised Statutes of 1950, as amended, La. R.S. 33:1321-1337, inclusive (the "Local Services Law"), and other
constitutional and statutory authority supplemental thereto, they do by these presents enter into the following Local Services
Agreement between themselves, for the objects and purposes and under the conditions, covenants and stipulations of the following
agreement, to-wit:
ARTICLE I
AGREEMENT
1.1 The Members are joining together (i) to engage jointly in providing those certain services or activities, fulfilling those
certain obligations, and exercising those certain powers as more specifically set forth and enumerated in the Annual Operating Budget
of the Consolidated Government of the City of Baton Rouge and Parish of East Baton Rouge, State of Louisiana, as amended from
time to time (the "Annual Operating Budget"), and as are required to be performed, provided, fulfilled and/or exercised by the
Members in accordance with the provisions of the Plan of Government, adopted on August 12, 1947, as amended on July 29, 1952,
November 6, 1956, November 3, 1964, November 8, 1966, November 3, 1970, February 1, 1972, October 27, 1979, September 11,
1982 and April 16, 1988, (the "Plan of Government"), and in accordance with the provisions of the Louisiana Revised Statutes of
1950, as amended, all in accordance with Section 1324(3) and Section 1324(4) of the Local Services Law; (ii) to obtain the benefits
of joint planning and coordination in the performance, provision, fulfillment and exercise of such activities, services, obligations,
powers and duties; (iii) to share equitably the savings, operating and financial benefits which accrue from the joint exercise of such
activities, services, powers, duties and obligations; and (iv) to operate and maintain such public projects or improvements necessary
or incidental thereto, all for and on behalf of the residents of the Members.
ARTICLE II
DEFINITIONS
2.1 The term "Agreement" or "Local Services Agreement" as used herein, shall mean and refer to this document.
2.2 The term "Metropolitan Council" shall mean the Metropolitan Council of the City of Baton Rouge and Parish of East Baton
Rouge, Louisiana, or its successor.
333
Continued
ARTICLE III
INTENT
3.1 It is the intention of the Members that this Agreement constitute a Local Services Agreement under the provisions of the
Local Services Law.
ARTICLE IV
JOINT UNDERTAKING
4.1 The Members hereby agree that the City will perform those specific activities, services, powers, duties and obligations
required to be performed by the City in accordance with the Plan of Government and the provisions of the Louisiana Revised Statutes
of 1950, as amended, and the Parish will perform those specific activities, services, powers, duties and obligations required to be
performed by the Parish in accordance with the Plan of Government and the provisions of the Louisiana Revised Statutes of 1950, as
amended.
4.2 The City and Parish acknowledge that those certain activities, services, powers, duties and/or obligations set forth in the
Annual Operating Budget are required to be performed by the City and/or Parish in accordance with the Plan of Government and
general or special laws of the State of Louisiana and that this Local Services Agreement provides greater economy and efficiency in
completing such undertakings.
4.3 Notwithstanding any revision or requirement of the Plan of Government or the provisions of the Louisiana Revised Statutes
of 1950, as amended, to the contrary, and in accordance with LA-R.S. 33:1331 of the Local Services Law, the Members hereby agree
that the financial obligations of each of the Members regarding the activities, services, powers, duties and/or obligations required by
the Plan of Government and specific or general laws of the State of Louisiana to be performed by the Members shall be funded by the
Members as more specifically set forth in the Annual Operating Budget.
ARTICLE V
DURATION
5.1 This Local Services Agreement shall remain in full force and effect until such time as each of the Members agrees to
terminate this Local Services Agreement by Resolution of each of the Members.
ARTICLE VI
AMENDMENT
6.1 This Local Services Agreement may be amended within the limitations prescribed by law by resolution of each of the
Members.
ARTICLE VII
LIBERAL INTERPRETATION
7.1 This Local Services Agreement shall be interpreted liberally, to the end that through the use of arrangements provided
herein, greater economy and efficiency of operation of the joint undertaking may be encouraged, and the benefits of such joint
undertaking may be extended in the best interest of the citizens of the Members and the State of Louisiana, all as provided in the Local
Services Law.
334
Continued
ARTICLE VIII
SEVERABILITY
8.1 If any one or more of the provisions of this Local Services Agreement shall be declared to be contrary to law by any court of
competent jurisdiction, then such provision or provisions shall be null and void and shall be deemed separable from the remaining
provisions of this Local Services Agreement and shall in no way affect the validity of the other provisions of this Local Services
Agreement.
THUS DONE AND PASSED in multiple originals in Baton Rouge, Louisiana on this 18th day of December, 1991, in the
presence of the undersigned competent witnesses, who have hereunto signed their names with the said appearers and me, Notary, after
due reading of the whole.
[ Signed by Mayor-President Tom Ed McHugh and Mayor-President Pro-Tempore Lynda Imes ]
2015
Budget
Account Title
GENERAL FUND SOURCES:
City Revenues and Other Financing Sources
Industrial Area Revenues
Other Parish Revenues and Other Financing Sources
Fund Balances from Prior Years
TOTAL GENERAL FUND SOURCES
189,413,780
14,000,000
95,994,720
7,496,150
306,904,650
GENERAL FUND USES:
Support Services for the Consolidated Government
Constitutionally Mandated Expenses of the Parish
Entities Providing Health, Culture & Economic Development Services
Public Safety
Maintenance of Public Infrastructure
City of Baton Rouge Court System
Debt Service
Intergovernmental Agreements with Other Municipalities
TOTAL GENERAL FUND USES
335
46,099,090
36,171,440
11,371,680
145,194,450
49,036,580
13,371,110
5,289,390
370,910
306,904,650
Account
Number Revenue Type
411000
412000
412100
413000
413200
414000
415100
415200
416000
419100
419200
419300
419400
419500
419600
421001
421002
422260
422270
422310
422315
422320
422330
422340
422350
422360
422370
422380
422390
422410
422510
422540
422610
423210
423220
423230
423240
423250
TAXES:
Less Enterprise Zone & Other Rebates
Subtotal
Riverside Centroplex / Airport Expansion
2007A City Refunding Bonds
Occupancy Tax
Interest and Penalties:
General Sales and Use Tax
Occupancy Tax
TOTAL TAXES
Use of Streets:
Public Conveyances
Bicycle Registration Fees
Garbage Collectors Licenses
Arborists Licenses
Classified Employees Licenses
Duplicate/Temporary Licenses
Waiter/Waitress Licenses
Retail Clerks Licenses
Entertainers Licenses - Dancers
Entertainers Licenses - Models
Restaurant Licenses
Restaurant After-Hours Cleanup Licenses
Restaurant After-Hours Permits
Gaming Licenses (Bingo)
Chauffeurs Licenses
Second Hand Dealers Licenses
Peddler Permit Fee
Electrical Permits
Building Permits
336
2013
Actual
2014
Budget
2014
Projection
2015
Budget
12,736,770
22,508,650
584,360
12,822,870
22,542,000
0
13,098,270
24,150,000
618,740
13,295,310
24,633,000
0
91,932,420
(365,370)
91,567,050
92,765,100
(277,700)
92,487,400
97,319,550
(939,460)
96,380,090
101,093,640
(250,000)
100,843,640
(1,677,690)
(3,098,390)
86,790,970
1,920,340
1,327,740
6,304,690
2,852,880
2,743,090
(1,694,500)
(3,097,450)
87,695,450
700,000
1,000,000
6,200,000
2,900,000
2,000,000
(1,694,500)
(3,099,540)
91,586,050
400,000
1,200,000
6,350,000
2,850,000
2,000,000
(1,706,720)
(2,470,410)
96,666,510
700,000
1,200,000
6,400,000
2,850,000
9,000,000
42,580
2,760
1,718,780
2,020
241,870
30,680
139,808,180
42,000
5,000
700,000
2,000
220,000
10,000
136,839,320
50,000
2,000
700,000
12,000
220,000
10,000
143,247,060
50,000
2,500
700,000
2,000
220,000
10,000
155,729,320
20,170
37,220
17,000
30,000
20,000
32,000
20,000
32,000
38,600
300
210,830
3,540
540
112,280
5,850
30
396,260
20,160
420
780
6,240
3,760
2,100
880
40,000
100
180,000
4,000
300
90,000
6,000
0
395,000
20,000
500
300
6,000
2,700
2,000
1,000
43,800
1,000
180,000
3,000
690
115,000
6,000
30
375,000
20,000
300
600
6,340
3,900
1,000
1,000
43,800
300
180,000
3,000
400
115,000
6,000
0
375,000
15,000
300
600
6,000
3,900
1,000
1,000
134,840
176,010
730,890
161,690
200
150,000
150,000
625,000
140,000
1,000
150,000
175,000
750,000
160,000
200
150,000
175,000
750,000
160,000
500
Account
Number Revenue Type
424110
424310
424550
424800
432100
432103
432106
432504
433100
433200
433900
440010
440011
440012
440013
440014
440015
440016
440017
440018
440020
440022
440023
440024
440025
440026
440030
440032
440033
440050
440070
440101
440102
440103
440111
440113
440114
440115
440116
440117
440130
440201
440202
440329
2013
Actual
Other Permits:
Miscellaneous Public Works Parking Permits
Special Event Permits
Alarm User Permits
Miscellaneous Fire Permits
State Grants:
DOTD-Traffic Signal Maintenance
Governor's Ofc. of Homeland Security and Emerg. Prep.
Department of Education-Juvenile Detention
Department of Treasury-Debt Service
Beer Tax
Insurance Companies Tax
On-Behalf Payments for Salaries & Benefits
General Government:
City Court School Fees
City Court Bench Warrant Fees
City Court Miscellaneous Fees
City Court Credit Card Fees
City Court Civil Fees 2
City Court Expungement Fees
City Court Home Incarceration Monitoring
Sales of City Codes
City Court Bond Posting Fees
City Court Mortgage Recordation Fees
City Court Pre-Trial Administrative Fees
City Court Electronic Disposition Extraction Fee
City Court-Public Tag Agent Service Fee
City Prosecutor Discovery Fees
City Prosecutor Bond Posting Fees
MetroNet Services
Misdeamor Detention Fund
Fiscal Management Fees-Inventory
Legal Costs- Sales Tax
NSF Check Charges-Finance
Bench Advertising
Sale of Construction Codes
337
2014
Budget
2014
Projection
2015
Budget
2,480
36,480
51,480
35,490
2,189,520
2,500
35,000
65,000
35,000
1,998,400
2,500
35,000
50,000
35,000
2,167,360
2,500
35,000
50,000
35,000
2,161,300
647,820
189,680
54,880
246,740
646,600
90,000
55,000
584,440
652,700
78,000
55,000
374,440
653,920
78,000
55,000
393,530
217,750
960,260
7,347,440
9,664,570
225,000
960,260
7,839,190
10,400,490
225,000
912,110
7,839,190
10,136,440
225,000
900,000
7,894,790
10,200,240
1,257,040
900,540
165,030
1,061,230
355,230
47,770
49,090
35,820
5,180
1,300,000
925,000
200,000
1,125,000
390,000
80,000
50,000
34,000
5,000
9,470
12,310
63,880
36,000
0
944,940
3,400
28,130
3,180
8,000
10,000
75,000
36,000
0
900,000
4,000
25,000
4,000
4,434,500
42,510
23,420
1,414,650
3,900,000
20,000
25,000
1,370,000
18,500
1,400
26,280
20,710
14,270
3,860
2,940
105,040
21,000
2,000
22,000
25,000
20,000
3,000
3,000
125,000
1,250,000
850,000
180,000
1,000,000
420,000
35,000
45,000
35,000
6,000
60
9,000
8,000
55,000
36,000
5,000
900,000
2,000
23,000
4,000
83,600
4,000,000
20,000
25,000
1,350,000
50
21,000
2,500
22,000
25,000
20,000
4,000
1,000
100,000
1,250,000
900,000
180,000
1,100,000
420,000
35,000
45,000
35,000
6,000
0
9,000
8,000
65,000
36,000
14,000
900,000
2,000
20,000
4,000
0
4,000,000
20,000
25,000
1,350,000
0
21,000
3,000
20,000
25,000
20,000
4,000
2,000
100,000
Account
Number Revenue Type
440330
440331
440332
440350
440401
440402
440403
440404
440405
441203
441206
441208
441501
441502
441503
441505
441506
441507
441508
441510
441604
441901
441902
442001
445102
445200
446101
446102
446103
446105
450101
450102
450103
451300
481000
482100
482200
483101
484160
484200
484210
485500
486000
2013
Actual
Notice of Intent
Pretrial Diversion-Online Driving School
ABC Subpoenas
Miscellaneous Planning Commission Charges
Zoning Fees
Planning Fees
Public Safety:
Commercial and Residential Plan Review
Sale of Reports and Photos
Police Collection Fees
Sobriety Tests
False Alarm Fees
Sex Offender Registration Fees
Reimbursements for Overtime
Traffic Safety Fees
Juvenile Services Supervision Fees
Transportation:
Parking Meter Fees
Culture-Recreation:
Summer Program-Jewel J. Newman Community Center
Riverfront Docking Fees
Rent / Utilities-Leo S. Butler Community Center
Rent / Utilities-Jewel J. Newman Community Center
Rent / Utilities-Dr. M.L.K., Jr. Community Center
Rent / Donations-Charles R. Kelly Community Center
FINES AND FORFEITS:
City Court Criminal Fines
City Court Forfeitures
City Court Traffic Fines
ABC Board Fines
Rentals:
Land
Buildings
Airport 2001/2010 PFC Note
Emergency Operations Recoveries
Contingent Receipts
Juvenile Services Vending Machines
Subrogation Recovery & Restitution
Condemnations
338
2014
Budget
2014
Projection
2015
Budget
404,020
44,920
0
10
1,320
38,050
37,650
14,790
1,450
450,000
35,000
0
0
1,000
45,000
35,000
15,000
5,000
415,000
40,000
60,000
0
1,000
40,000
35,000
15,000
2,000
415,000
40,000
75,000
0
1,000
40,000
35,000
15,000
2,000
1,450
5,920
255,120
252,530
230
38,620
255,730
10,800
599,000
3,168,860
390
26,900
0
160
5,000
7,000
250,000
250,000
0
35,000
250,000
8,000
400,000
2,800,000
0
30,000
100
500
4,000
6,500
260,000
250,000
0
40,000
250,000
16,000
400,000
2,300,000
20
20,320
0
500
4,000
7,000
260,000
250,000
0
40,000
250,000
15,000
400,000
2,300,000
0
30,000
100
500
269,250
275,000
270,000
270,000
13,870
0
12,000
750
5,300
0
12,000
0
50,130
38,810
39,210
19,500
16,675,010
15,000
0
8,500
13,400
15,653,250
15,000
38,000
29,000
15,000
15,064,850
16,500
5,000
15,700
20,060
15,137,860
332,500
111,750
1,634,050
66,390
2,144,690
350,000
50,000
1,750,000
55,000
2,205,000
325,000
115,000
1,600,000
45,000
2,085,000
325,000
100,000
1,700,000
55,000
2,180,000
49,830
60,000
45,000
60,000
19,580
262,950
413,900
0
111,880
1,250
6,540
82,330
19,580
262,000
419,710
0
20,000
500
3,000
90,000
21,040
264,000
419,710
0
1,800
1,000
50,000
90,000
21,600
265,000
422,990
0
5,000
1,000
3,000
90,000
Account
Number Revenue Type
488110
488200
488510
488520
488530
488800
489100
489200
2013
Actual
DPW Miscellaneous Revenues
Confiscated Funds - Police
Abandoned or Impounded Bicycles
Donations
491001
499119
499461
499607
From Solid Waste Disposal Fund (Debt Service)
330101
330020
380000
Committed for:
Assigned For:
City Court
Unassigned:
339
2014
Budget
2014
Projection
2015
Budget
2,740
28,800
171,620
3,510
60,850
101,620
3,870
1,321,270
4,000
3,000
115,000
0
20,000
100,000
0
35,000
1,151,790
3,000
3,340
264,050
0
20,000
100,000
0
10,000
1,292,940
4,000
3,000
120,000
0
20,000
100,000
0
20,000
1,135,590
171,803,240
168,248,250
173,993,650
186,544,310
230,200
250,000
250,000
250,000
54,000
2,554,690
0
2,838,890
54,000
2,559,160
0
2,863,160
54,000
2,559,160
0
2,863,160
54,000
2,565,470
0
2,869,470
174,642,130
171,111,410
176,856,810
189,413,780
300,000
300,000
540,000
0
0
203,300
4,779,684
5,079,684
4,779,684
5,079,684
4,635,450
5,378,750
Account
Number Revenue Type
411000
413000
413200
415100
415200
416000
419100
419300
419500
419600
419700
422210
422220
422240
422250
422360
422370
423210
423220
423230
423240
423250
423281
424310
424610
432200
433100
433300
433400
433500
433900
436101
Less Tax Incremental Financing Districts
Less: Extraordinary Refunds
Interest and Penalties:
General Sales and Use Tax
TOTAL TAXES
Air Conditioning and Heating Licenses
Electrical Contractors Licenses
Plumbers Licenses
House Moving Licenses
Restaurant Licenses
Electrical Permits
Building Permits
Fence Permits
Other Permits:
Special Events Permits
Sign Permits
State Grants:
DOTD-Street Maintenance
Beer Tax
Louisiana Revenue Sharing
Mineral Royalties
Severance Tax
On-Behalf Payments for Salaries & Benefits
Payment In Lieu of Taxes -Federal Government
340
2013
Actual
2014
Budget
2014
Projection
2015
Budget
12,584,770
12,614,650
13,036,270
13,245,580
83,069,210
0
0
83,936,600
0
0
81,338,010
0
(384,050)
80,243,800
0
(384,050)
0
0
82,796,850
190,540
4,077,940
921,210
6,695,180
(789,840)
0
83,146,760
300,000
3,950,000
950,000
7,000,000
(789,840)
0
80,153,560
300,000
4,150,000
945,000
7,000,000
(813,050)
(391,450)
78,405,250
300,000
4,100,000
950,000
0
33,720
324,280
122,580
1,310
4,340
107,752,720
32,000
400,000
100,000
2,500
0
108,495,910
43,000
400,000
100,000
2,500
0
106,130,330
40,000
400,000
100,000
2,500
0
97,543,330
35,720
46,500
36,200
170
183,350
12,290
38,000
45,000
40,000
500
185,000
13,000
38,000
45,000
35,500
300
200,000
13,400
38,000
45,000
40,000
500
200,000
13,000
119,010
192,750
819,590
201,190
670
600
110,000
175,000
750,000
175,000
1,000
1,000
125,000
200,000
800,000
200,000
200
1,100
125,000
200,000
800,000
200,000
1,000
1,000
2,640
870
1,651,550
500
2,000
1,536,000
3,500
1,000
1,663,000
2,000
2,000
1,667,500
536,330
536,320
536,320
536,320
187,510
1,112,920
66,980
1,004,280
1,396,540
1,530
4,306,090
185,000
1,111,240
92,000
850,000
1,412,150
1,530
4,188,240
185,000
1,111,240
92,000
850,000
1,412,150
1,640
4,188,350
185,000
1,106,750
92,000
850,000
1,468,670
1,640
4,240,380
Account
Number Revenue Type
440050
440064
440101
440102
440103
440111
440114
440116
440117
440201
440203
440331
440340
440402
440403
440404
440405
441203
441206
441208
441510
441604
441701
441702
441703
441704
443500
446104
451300
481000
482200
482210
482310
482320
484200
489100
2013
Actual
General Government:
MetroNet Services
Fiscal Management Fees - Inventory
Fiscal Management Fees - Auction Facility
Sale of Construction Plans
Notice of Intent
Adjudicated Property Fees
Zoning Fees
Planning Fees
Public Safety:
Commercial & Residential Plan Review
Coroner's Report Fees
Coroner's Emergency Certificate
Coroner's Cremation Fees
Coroner's Autopsy Fees
Sanitation:
Weed Cutting Charges
Rent / Utilities-Chaneyville Community Center
FINES AND FORFEITS:
ABC Board Fines
Rentals:
Buildings
Training Center
Oil, Gas, and Mineral Royalties
Oil, Gas, and Mineral-Bonus & Rentals
Contingent Receipts
341
2014
Budget
2014
Projection
2015
Budget
2,120
2,900
4,444,430
28,350
15,610
1,414,640
9,000
37,150
25,410
1,850
5,180
10,590
39,730
70,640
63,340
18,800
460
2,000
2,000
3,900,000
12,800
15,000
1,370,000
9,000
30,000
25,000
2,000
6,000
10,000
30,000
65,000
50,000
15,000
0
2,000
2,500
4,000,000
12,800
15,000
1,300,000
9,000
30,000
25,000
2,000
6,000
10,000
40,000
65,000
60,000
15,000
200
2,000
2,210
3,950,000
12,800
15,000
1,350,000
12,000
25,000
25,000
2,000
6,000
10,000
30,000
65,000
60,000
15,000
0
21,880
12,510
138,490
1,020
17,930
14,830
198,220
55,840
92,240
22,000
14,770
150,000
1,000
25,000
24,900
160,000
60,510
110,000
22,000
15,000
150,000
1,000
13,540
20,000
215,000
75,000
115,000
22,000
15,000
150,000
1,000
25,000
20,000
200,000
75,000
136,000
54,390
50,000
50,000
50,000
570
6,798,120
0
6,161,980
710
6,271,750
0
6,276,010
1,500
1,500
3,000
3,000
4,500
4,500
3,000
3,000
51,850
50,000
40,000
40,000
1,000
220
214,620
65,020
2,800
13,000
348,510
1,000
0
75,000
40,000
1,000
13,000
180,000
1,000
0
110,000
40,000
2,500
13,000
206,500
1,000
0
75,000
40,000
1,000
16,500
173,500
120,858,490
120,565,130
118,464,430
109,903,720
Account
Number Revenue Type
491001
491101
499119
499607
2013
Actual
330101
380000
Committed For:
Unassigned:
342
2014
Budget
2014
Projection
2015
Budget
1,430
63,340
15,000
50,000
5,000
50,000
5,000
50,000
36,000
0
100,770
36,000
0
101,000
36,000
0
91,000
36,000
0
91,000
120,959,260
120,666,130
118,555,430
109,994,720
200,000
200,000
360,000
2,291,456
2,491,456
2,291,456
2,491,456
1,757,400
2,117,400
…………………………………
General Fund Detail
2013
Actual
Fund/Department/Division/Object/Account Title
2014
Budget
Request
2015
Proposed
CURRENT YEAR APPROPRIATIONS:
012
012
012
012
012
012
0110100
0110100
0110100
0110100
0110100
0110100
621100
622100
622200
622300
623000
623500
METROPOLITAN COUNCIL
ADMINISTRATION
Contributions to Regular Employee Retirement Fund
Group Insurance-Health
Group Insurance-Dental
Group Insurance-Life
Social Security/Medicare
Post-Employment Benefits
012 0110100 635100 Food-Human Consumption
117,310
99,650
4,870
1,610
27,110
58,120
308,670
5,590
129,240
105,870
5,150
1,990
27,410
79,560
349,220
4,000
134,040
122,020
4,940
2,650
27,410
82,920
373,980
4,500
142,190
123,000
5,200
1,990
27,870
83,350
383,600
4,500
012 0110100 643550 Other Contractual Services
6,710
0
0
0
320,970
353,220
378,480
388,100
54,170
9,600
63,770
370
55,270
9,600
64,870
1,300
55,270
9,600
64,870
1,300
57,900
9,600
67,500
1,670
0
200
3,740
70
4,010
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
68,150
73,170
73,170
76,170
50,280
9,600
59,880
2,150
390
2,540
280
570
(30)
960
1,490
3,270
55,270
9,600
64,870
1,300
0
1,300
3,500
0
2,500
0
1,000
7,000
55,270
9,600
64,870
1,300
0
1,300
3,500
0
2,500
0
1,000
7,000
57,900
9,600
67,500
1,670
0
1,670
3,500
0
2,500
0
1,000
7,000
65,690
73,170
73,170
76,170
55,050
9,600
64,650
730
120
850
0
1,900
640
40
2,580
55,270
9,600
64,870
1,300
0
1,300
3,500
2,500
0
1,000
7,000
55,270
9,600
64,870
1,300
0
1,300
3,500
2,500
0
1,000
7,000
57,900
9,600
67,500
1,670
0
1,670
3,500
2,500
0
1,000
7,000
68,080
73,170
73,170
76,170
59,230
55,270
55,270
57,900
DIVISION TOTAL
DISTRICT 1
012 0120010 611100 Salaries of Regular City-Parish Employees
012 0120010 617200 Council Travel Allowance
012 0120010 631100 Office Supplies
012
012
012
012
0120010
0120010
0120010
0120010
643350
643400
643550
648200
Travel & Training
Communications
Other Contractual Services
Council's Special Expense
DIVISION TOTAL
DISTRICT 2
012 0120020 636100 Inventoried Supplies
012
012
012
012
012
0120020
0120020
0120020
0120020
0120020
643350
643400
643410
643550
648200
Travel & Training
Communications
Wireless Communications
DIVISION TOTAL
DISTRICT 3
012
012
012
012
0120030
0120030
0120030
0120030
643350
643410
643550
648200
Travel & Training
DIVISION TOTAL
DISTRICT 4
343
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
0120040
0120040
0120040
0120040
643350
643410
643550
648200
Travel & Training
DIVISION TOTAL
DISTRICT 5
012
012
012
012
012
0120050
0120050
0120050
0120050
0120050
643350
643400
643410
643550
648200
Travel & Training
Communications
DIVISION TOTAL
DISTRICT 6
012
012
012
012
012
0120060
0120060
0120060
0120060
0120060
643350
643400
643410
643550
648200
Travel & Training
Communications
DIVISION TOTAL
DISTRICT 7
012
012
012
012
012
0120070
0120070
0120070
0120070
0120070
643350
643400
643410
643550
648200
Travel & Training
Communications
DIVISION TOTAL
DISTRICT 8
012 0120080 611700 Severance Pay
344
2014
Budget
Request
2015
Proposed
9,600
68,830
620
9,600
64,870
1,300
9,600
64,870
1,300
9,600
67,500
1,670
0
0
140
0
140
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
69,590
73,170
73,170
76,170
54,510
9,600
64,110
1,300
80
1,380
2,730
1,660
1,900
2,670
680
9,640
55,270
9,600
64,870
1,300
0
1,300
3,500
0
2,500
0
1,000
7,000
55,270
9,600
64,870
1,300
0
1,300
3,500
0
2,500
0
1,000
7,000
57,900
9,600
67,500
1,670
0
1,670
3,500
0
2,500
0
1,000
7,000
75,130
73,170
73,170
76,170
58,160
9,600
67,760
1,700
55,270
9,600
64,870
1,300
55,270
9,600
64,870
1,300
57,900
9,600
67,500
1,670
1,900
10
1,390
210
570
4,080
3,500
0
2,500
0
1,000
7,000
3,500
0
2,500
0
1,000
7,000
3,500
0
2,500
0
1,000
7,000
73,540
73,170
73,170
76,170
51,340
9,600
60,940
3,550
55,270
9,600
64,870
1,300
55,270
9,600
64,870
1,300
57,900
9,600
67,500
1,670
5,040
580
0
140
1,440
7,200
3,500
0
2,500
0
1,000
7,000
3,500
0
2,500
0
1,000
7,000
3,500
0
2,500
0
1,000
7,000
71,690
73,170
73,170
76,170
53,890
21,860
9,600
85,350
1,880
700
2,580
55,270
0
9,600
64,870
1,300
0
1,300
55,270
0
9,600
64,870
1,300
0
1,300
57,900
0
9,600
67,500
1,670
0
1,670
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
0120080
0120080
0120080
0120080
643350
643400
643410
643550
Travel & Training
Communications
DIVISION TOTAL
DISTRICT 9
012
012
012
012
0120090
0120090
0120090
0120090
643350
643410
643550
648200
Travel & Training
DIVISION TOTAL
012
012
012
012
0120100
0120100
0120100
0120100
611100
611700
613100
617200
DISTRICT 10
Salaries of Regular City-Parish Employees
Severance Pay
Pay of Temporary Employees
Council Travel Allowance
012
012
012
012
012
0120100
0120100
0120100
0120100
0120100
643350
643400
643410
643550
648200
Travel & Training
Communications
DIVISION TOTAL
DISTRICT 11
012
012
012
012
0120110
0120110
0120110
0120110
643350
643410
643550
648200
Travel & Training
DIVISION TOTAL
DISTRICT 12
012
012
012
012
012
0120120
0120120
0120120
0120120
0120120
643350
643400
643410
643550
648200
Travel & Training
Communications
345
2014
Budget
Request
2015
Proposed
0
280
510
510
1,300
3,500
0
2,500
1,000
7,000
3,500
0
2,500
1,000
7,000
3,500
0
2,500
1,000
7,000
89,230
73,170
73,170
76,170
59,280
9,600
68,880
650
55,270
9,600
64,870
1,300
55,270
9,600
64,870
1,300
57,900
9,600
67,500
1,670
0
0
140
0
140
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
69,670
73,170
73,170
76,170
48,350
6,220
3,830
9,600
68,000
1,740
330
2,070
0
30
5,540
140
740
6,450
55,270
0
0
9,600
64,870
1,300
0
1,300
3,500
0
2,500
0
1,000
7,000
55,270
0
0
9,600
64,870
1,300
0
1,300
3,500
0
2,500
0
1,000
7,000
57,900
0
0
9,600
67,500
1,670
0
1,670
3,500
0
2,500
0
1,000
7,000
76,520
73,170
73,170
76,170
56,740
9,600
66,340
720
55,270
9,600
64,870
1,300
55,270
9,600
64,870
1,300
57,900
9,600
67,500
1,670
2,200
2,490
130
0
4,820
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
3,500
2,500
0
1,000
7,000
71,880
73,170
73,170
76,170
52,160
9,600
61,760
2,620
55,270
9,600
64,870
1,300
55,270
9,600
64,870
1,300
57,900
9,600
67,500
1,670
2,200
350
1,020
380
0
3,950
3,500
2,500
0
0
1,000
7,000
3,500
2,500
0
0
1,000
7,000
3,500
2,500
0
0
1,000
7,000
Final
…………………………………
General Fund Detail
2013
Actual
DIVISION TOTAL
2014
Budget
Request
2015
Proposed
68,330
73,170
73,170
76,170
1,188,470
1,231,260
1,256,520
1,302,140
102,710
180
102,890
5,660
13,530
1,240
140
1,370
12,330
34,270
370
390
370
1,130
6,420
570
0
1,040
1,680
5,080
3,910
0
18,700
106,070
0
106,070
5,890
13,530
1,240
170
1,530
12,730
35,090
700
600
1,230
2,530
7,500
1,000
200
1,100
2,000
5,000
4,000
500
21,300
101,160
0
101,160
6,440
21,490
1,080
170
1,460
7,790
38,430
700
600
1,230
2,530
8,610
1,000
200
1,100
2,000
7,500
4,000
500
24,910
101,160
0
101,160
6,440
20,470
1,080
170
1,460
7,470
37,090
700
600
1,230
2,530
8,700
1,000
200
1,110
2,000
8,400
4,000
500
25,910
156,990
164,990
167,030
166,690
108,610
33,090
12,690
154,390
24,620
8,430
280
140
3,490
12,040
49,000
2,060
270
2,410
780
800
(15,000)
(8,680)
51,990
330
3,120
0
5,110
2,110
12,320
1,270
1,980
78,230
128,510
0
0
128,510
29,940
9,640
320
170
2,370
14,420
56,860
1,000
0
3,400
0
0
0
4,400
49,400
360
3,190
900
4,000
2,000
6,550
0
0
66,400
104,120
0
0
104,120
24,720
13,460
550
170
2,020
11,980
52,900
1,400
2,200
1,000
0
0
0
4,600
56,000
360
3,320
900
6,720
0
7,500
0
0
74,800
104,120
0
0
104,120
24,720
12,820
550
170
2,020
11,490
51,770
1,400
2,200
1,000
0
0
5,000
9,600
56,000
360
3,320
900
6,720
1,000
7,500
0
0
75,800
272,940
256,170
236,420
241,290
JEWEL J. NEWMAN COMMUNITY CENTER SUMMER PROGRAM (Dedicated Funds)
012 0170215 613100 Pay of Temporary Employees
8,830
3,000
6,500
6,500
TOTAL METROPOLITAN COUNCIL
CHANEYVILLE COMMUNITY CENTER
012
012
012
012
012
012
0170106
0170106
0170106
0170106
0170106
0170106
621100
622100
622200
622300
623000
623500
012 0170106 631400 Cleaning, Sanitation Supplies
012 0170106 631900 Other Operating & Maintenance Supplies
012
012
012
012
012
012
012
012
0170106
0170106
0170106
0170106
0170106
0170106
0170106
0170106
642110
642120
642210
642250
643300
643400
643550
647200
Electricity & Gas
Water, Sewer Fees
Janitorial & Extermination Services
Waste Collection, Disposal & Recycling
Mileage Reimbursement
Communications
Repair, Maintenance-Buildings
TOTAL CHANEYVILLE COMMUNITY CENTER
JEWEL J. NEWMAN COMMUNITY CENTER
012 0170206 611700 Severance Pay
012
012
012
012
012
012
0170206
0170206
0170206
0170206
0170206
0170206
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
0170206
0170206
0170206
0170206
0170206
0170206
631100
631400
631900
634500
635100
636260
Office Supplies
Cleaning, Sanitation Supplies
Other Operating & Maintenance Supplies
Recreational Supplies
Food-Human Consumption
Inventoried Assets-Other Capital Outlay
012
012
012
012
012
012
012
012
012
0170206
0170206
0170206
0170206
0170206
0170206
0170206
0170206
0170206
642110
642210
642250
643300
643400
643410
643550
647200
649000
Electricity & Gas
Communications
Other Miscellaneous Costs
DIVISION TOTAL
346
Final
…………………………………
General Fund Detail
2013
Actual
012 0170215 623000 Social Security/Medicare
012 0170215 634500 Recreational Supplies
DIVISION TOTAL
TOTAL JEWEL J. NEWMAN COMMUNITY CTR.
CHARLES R. KELLY COMMUNITY CENTER
012 0170506 612100 Overtime
012
012
012
012
012
012
0170506
0170506
0170506
0170506
0170506
0170506
621100
622100
622200
622300
623000
623500
012
012
012
012
012
0170506
0170506
0170506
0170506
0170506
631100
631400
631900
635100
636100
Office Supplies
012
012
012
012
012
012
012
012
012
012
012
0170506
0170506
0170506
0170506
0170506
0170506
0170506
0170506
0170506
0170506
0170506
642110
642120
642210
642250
643300
643350
643400
643550
647200
647300
649000
Electricity & Gas
Water, Sewer Fees
Travel & Training
Communications
Repair, Maintenance-Office Equipment
TOTAL CHARLES R. KELLY COMMUNITY CENTER
012
012
012
012
0170706
0170706
0170706
0170706
611100
611700
612100
614100
DR. M. L. KING, JR. COMMUNITY CTR.
Severance Pay
Overtime
Contract Employees
012
012
012
012
012
012
0170706
0170706
0170706
0170706
0170706
0170706
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
012
0170706
0170706
0170706
0170706
0170706
0170706
0170706
0170706
631100
631120
631400
631900
634300
634500
635100
636100
Office Supplies
Computer Software & Related Supplies
Wearing Apparel
Recreational Supplies
347
2014
Budget
Request
2015
Proposed
680
230
500
500
510
2,520
3,030
8,870
400
1,000
1,400
7,370
0
2,000
2,000
3,000
0
2,000
2,000
3,000
21,410
12,000
12,000
12,000
294,350
268,170
248,420
253,290
159,530
820
160,350
32,720
24,350
1,080
190
2,140
15,900
76,380
1,920
2,620
1,800
6,730
0
13,070
14,930
710
60
2,080
0
530
4,920
17,050
0
800
2,290
43,370
164,290
1,800
166,090
41,370
24,350
1,080
280
2,410
19,710
89,200
1,500
2,500
2,100
5,600
500
12,200
14,000
650
200
2,130
100
200
5,000
13,640
0
1,300
0
37,220
167,180
1,800
168,980
35,910
29,650
1,080
280
2,450
17,180
86,550
1,600
3,500
2,920
5,700
500
14,220
15,000
850
300
2,230
100
200
5,100
18,240
2,000
1,400
720
46,140
167,180
1,800
168,980
35,910
28,240
1,080
280
2,450
16,480
84,440
1,600
2,800
2,820
5,700
0
12,920
18,500
1,440
200
2,220
100
200
5,300
18,160
0
1,300
0
47,420
293,170
304,710
315,890
313,760
119,430
630
4,420
3,650
128,130
30,400
22,460
880
190
1,930
14,330
70,190
2,920
50
3,620
7,520
830
0
9,480
0
123,630
0
2,000
10,000
135,630
31,280
22,460
880
220
2,590
14,830
72,260
2,000
600
4,500
2,500
500
500
6,000
500
123,620
0
6,500
15,360
145,480
33,580
18,520
880
220
3,070
15,460
71,730
2,500
700
4,700
2,700
750
900
7,600
750
123,620
0
2,000
10,000
135,620
32,420
17,640
880
220
2,600
14,840
68,600
2,000
600
4,500
2,700
500
500
4,500
750
Final
0
…………………………………
General Fund Detail
2013
Actual
012 0170706 636250 Inventoried Assets-Computer Hardware
012
012
012
012
012
012
012
012
012
012
012
0170706
0170706
0170706
0170706
0170706
0170706
0170706
0170706
0170706
0170706
0170706
642110
642120
642210
642250
643400
643410
643550
646300
647200
647300
649000
Electricity & Gas
Water, Sewer Fees
Communications
Rentals-Office Equipment
TOTAL DR. M. L. KING, JR. COMMUNITY CENTER
012
012
012
012
0171006
0171006
0171006
0171006
611100
611700
612100
613100
LEO S. BUTLER COMMUNITY CENTER
Severance Pay
Overtime
012
012
012
012
012
012
0171006
0171006
0171006
0171006
0171006
0171006
621100
622100
622200
622300
623000
623500
012
012
012
012
0171006
0171006
0171006
0171006
631100
631400
631900
635100
Office Supplies
012
012
012
012
012
012
012
012
012
0171006
0171006
0171006
0171006
0171006
0171006
0171006
0171006
0171006
642110
642120
642210
642250
643400
643410
643550
646300
647300
Electricity & Gas
Water, Sewer Fees
Communications
TOTAL LEO S. BUTLER COMMUNITY CENTER
TOTAL COMMUNITY CENTERS
COUNCIL ADMINISTRATOR
ADMINISTRATION
012 0210000 611700 Severance Pay
012 0210000 617100 Automobile Allowance
012
012
012
012
012
012
012
0210000
0210000
0210000
0210000
0210000
0210000
0210000
621100
622100
622200
622300
623000
623500
624200
Workers' Compensation Self-Insured Claims
012 0210000 631110 Magazines, Maps, & Books
348
2014
Budget
Request
2015
Proposed
1,050
25,470
47,130
1,740
90
2,060
5,030
1,640
11,500
520
860
1,550
3,080
75,200
0
17,100
50,000
2,000
400
2,110
4,500
3,000
1,500
1,480
1,000
2,450
0
68,440
500
21,100
50,000
3,000
450
3,000
5,000
3,500
2,500
2,250
1,500
3,200
6,500
80,900
0
16,050
50,000
3,000
400
2,200
6,500
2,400
2,940
2,500
1,000
2,450
8,500
81,890
298,990
293,430
319,210
302,160
101,560
3,630
7,570
3,100
115,860
26,480
3,210
110
150
1,930
12,190
44,070
2,560
9,520
1,100
2,540
15,720
23,220
1,510
0
1,130
3,840
0
39,390
0
660
69,750
119,210
0
1,500
0
120,710
30,060
4,820
160
220
1,750
14,310
51,320
2,000
5,000
2,000
1,000
10,000
24,000
1,700
240
1,090
4,100
0
36,760
0
410
68,300
125,440
0
2,000
0
127,440
32,900
5,060
320
220
1,850
15,680
56,030
2,000
5,000
2,000
2,500
11,500
24,000
1,700
240
1,090
4,100
1,560
38,000
1,990
1,440
74,120
125,440
0
2,000
0
127,440
32,900
4,820
320
220
1,850
15,050
55,160
2,000
5,000
2,000
2,500
11,500
25,000
1,700
240
1,110
4,100
1,560
38,000
2,190
410
74,310
245,400
250,330
269,090
268,410
1,288,900
1,281,630
1,319,640
1,304,310
402,390
23,020
10,010
435,420
47,810
55,660
2,310
240
4,400
40,740
70
151,230
5,800
0
381,010
0
9,600
390,610
68,540
52,820
2,350
280
5,590
38,210
0
167,790
8,500
400
388,950
0
9,600
398,550
58,880
52,120
2,160
390
5,710
40,810
0
160,070
8,500
400
388,950
0
9,600
398,550
58,880
49,640
2,160
280
5,710
39,160
0
155,830
8,500
400
Final
…………………………………
General Fund Detail
2013
Actual
012 0210000 631120 Computer Software & Related Supplies
2014
Budget
Request
2015
Proposed
20
3,170
320
9,310
420
76,670
8,420
680
1,090
9,930
270
7,230
10,340
115,050
0
3,000
0
11,900
0
72,000
15,000
1,400
0
12,000
5,500
0
13,000
118,900
0
3,000
0
11,900
0
72,000
15,000
1,400
0
12,000
5,500
0
13,000
118,900
0
3,000
0
11,900
0
72,000
15,000
1,400
0
12,000
5,500
0
13,000
118,900
711,010
689,200
689,420
685,180
146,510
14,760
830
670
162,770
35,960
32,100
1,200
290
2,200
17,690
16,870
106,310
5,820
10
5,210
11,040
494,330
480
2,700
5,300
3,630
506,440
158,060
0
0
10,500
168,560
39,360
32,100
1,360
330
3,090
18,970
0
95,210
2,000
0
5,260
7,260
564,620
0
3,950
5,900
4,500
578,970
161,020
0
0
10,500
171,520
41,570
42,100
1,530
330
3,140
20,140
0
108,810
2,000
0
5,260
7,260
564,620
0
3,950
5,900
4,500
578,970
161,020
0
0
10,500
171,520
41,570
36,920
1,530
330
3,140
19,320
0
102,810
2,000
0
5,260
7,260
567,000
0
3,950
5,900
4,500
581,350
786,560
850,000
866,560
862,940
84,980
82,950
92,960
92,960
20,860
5,080
740
90
1,190
10,200
38,160
2,450
20,650
8,000
980
110
1,200
9,960
40,900
4,800
24,000
8,400
780
110
1,350
11,620
46,260
4,800
24,000
8,000
780
110
1,350
11,150
45,390
4,800
0
5,400
4,710
10,110
162,000
8,500
6,000
176,500
168,000
8,500
6,000
182,500
168,000
8,500
6,000
182,500
DIVISION TOTAL
135,700
305,150
326,520
325,650
ELECTION COST
012 0240000 645340 Election Costs
103,000
180,000
180,000
180,000
012
012
012
012
012
012
012
012
012
0210000
0210000
0210000
0210000
0210000
0210000
0210000
0210000
0210000
641170
643100
643110
643200
643350
643400
643550
647200
647300
Banking Service Fees
Advertising
Printing & Binding
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
012
012
012
012
0220000
0220000
0220000
0220000
611100
611300
613100
614100
MAIL SERVICES
Salaries of Employees on Workers' Compensation
Contract Employees
012
012
012
012
012
012
012
0220000
0220000
0220000
0220000
0220000
0220000
0220000
621100
622100
622200
622300
623000
623500
624200
012 0220000 633100 Fuel
012
012
012
012
012
0220000
0220000
0220000
0220000
0220000
643450
643550
646300
647300
647400
Postage
Repair, Maintenance-Motor Vehicles
DIVISION TOTAL
TREASURER
012
012
012
012
012
012
0230000
0230000
0230000
0230000
0230000
0230000
621100
622100
622200
622300
623000
623500
012 0230000 641170 Banking Service Fees
012 0230000 643110 Printing & Binding
012 0230000 647300 Repair, Maintenance-Office Equipment
349
Final
…………………………………
General Fund Detail
2013
Actual
TOTAL COUNCIL ADMINISTRATOR
COUNCIL BUDGET OFFICE
012 0300000 614100 Contract Employees
012
012
012
012
012
0300000
0300000
0300000
0300000
0300000
622100
622200
622300
623000
623500
012
012
012
012
012
0300000
0300000
0300000
0300000
0300000
643200
643350
643400
643410
647300
Dues & Memberships
Travel & Training
Communications
TOTAL COUNCIL BUDGET OFFICE
012
012
012
012
0510000
0510000
0510000
0510000
611100
611700
614100
617100
PARISH ATTORNEY
ADMINISTRATION
Severance Pay
Contract Employees
Automobile Allowance
012
012
012
012
012
012
0510000
0510000
0510000
0510000
0510000
0510000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
0510000
0510000
0510000
0510000
0510000
631100
631110
631120
635100
636100
Office Supplies
Magazines, Maps, & Books
012
012
012
012
012
012
0510000
0510000
0510000
0510000
0510000
0510000
643200
643350
643400
643540
643550
647300
Dues & Memberships
Travel & Training
Communications
Other Professional Services
DIVISION TOTAL
012
012
012
012
012
012
0512000
0512000
0512000
0512000
0512000
0512000
611100
613100
614100
615100
617100
617400
LITIGATION
Contract Employees
State Supplemental Pay
Educational Allowance
012 0512000 621100 Contributions to Regular Employee Retirement Fund
012 0512000 621310 Contributions to Police Retirement Fund-MPERS
012 0512000 622100 Group Insurance-Health
350
2014
Budget
Request
2015
Proposed
1,736,270
2,024,350
2,062,500
2,053,770
149,090
0
4,820
153,910
15,640
920
50
480
13,140
30,230
300
450
750
250
0
750
900
1,430
3,330
150,390
8,000
4,800
163,190
15,650
920
60
1,210
13,090
30,930
1,250
250
1,500
250
2,750
800
900
3,750
8,450
149,010
8,000
4,800
161,810
16,430
920
60
1,190
13,630
32,230
1,000
250
1,250
250
3,000
800
900
3,750
8,700
149,010
8,000
4,800
161,810
15,650
920
60
1,190
13,090
30,910
1,000
400
1,400
250
2,750
800
900
3,750
8,450
188,220
204,070
203,990
202,570
1,355,130
49,670
19,660
43,370
1,467,830
277,280
167,970
8,330
950
21,220
149,700
625,450
6,290
17,340
2,240
0
1,090
26,960
6,840
4,750
9,220
0
22,050
7,420
50,280
1,393,550
0
11,000
43,200
1,447,750
301,530
172,720
8,380
1,270
20,410
159,080
663,390
10,000
20,000
2,500
500
2,500
35,500
7,000
7,000
7,000
1,000
18,000
8,000
48,000
1,379,670
0
11,000
43,200
1,433,870
297,790
177,900
8,370
1,550
20,200
144,230
650,040
10,000
20,000
2,500
500
2,500
35,500
7,000
7,000
7,000
1,000
18,000
8,000
48,000
1,375,210
0
11,000
43,200
1,429,410
293,440
168,960
8,450
1,210
19,960
136,440
628,460
10,000
20,000
2,500
500
2,500
35,500
7,000
7,000
7,000
1,000
18,000
8,000
48,000
2,170,520
2,194,640
2,167,410
2,141,370
816,360
3,060
28,040
920
4,820
50
853,250
153,820
590
95,790
828,120
0
15,000
0
4,800
0
847,920
143,830
0
95,070
817,210
0
15,000
0
4,800
0
837,010
145,500
0
86,230
817,210
0
15,000
0
4,800
0
837,010
145,500
0
85,300
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
0512000
0512000
0512000
0512000
622200
622300
623000
623500
012
012
012
012
0512000
0512000
0512000
0512000
631100
631120
631900
636100
Office Supplies
012
012
012
012
012
0512000
0512000
0512000
0512000
0512000
643200
643350
643400
646500
647300
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
COLLECTIONS
012
012
012
012
012
012
0513000
0513000
0513000
0513000
0513000
0513000
621100
622100
622200
622300
623000
623500
012 0513000 643200 Dues & Memberships
012 0513000 643350 Travel & Training
DIVISION TOTAL
RISK & CLAIMS MANAGEMENT
012
012
012
012
012
012
0514000
0514000
0514000
0514000
0514000
0514000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
0514000
0514000
0514000
0514000
0514000
0514000
0514000
631100
631110
631120
631900
633100
635100
636100
Office Supplies
Fuel
012
012
012
012
012
012
012
0514000
0514000
0514000
0514000
0514000
0514000
0514000
643110
643200
643350
643400
643410
643550
646500
Printing & Binding
Dues & Memberships
Travel & Training
Communications
351
2014
Budget
Request
2015
Proposed
3,940
520
14,210
79,960
348,830
8,740
0
40
170
8,950
2,660
1,460
4,960
1,570
7,070
17,720
3,860
610
14,880
81,050
339,300
8,000
500
0
0
8,500
2,800
3,000
6,500
0
6,500
18,800
2,670
770
14,480
80,940
330,590
8,000
500
0
0
8,500
3,150
3,000
6,500
0
6,500
19,150
3,000
610
14,480
77,690
326,580
8,000
500
0
0
8,500
3,150
3,000
6,500
0
6,500
19,150
1,228,750
1,214,520
1,195,250
1,191,240
221,460
4,820
226,280
54,360
21,070
650
180
3,160
26,570
105,990
1,530
3,330
4,860
690
0
690
230,150
4,800
234,950
57,300
23,170
650
220
3,410
27,620
112,370
3,000
3,400
6,400
800
1,000
1,800
241,210
4,800
246,010
62,260
20,240
650
220
3,560
30,150
117,080
3,000
3,400
6,400
900
1,000
1,900
241,210
4,800
246,010
62,260
19,280
650
220
3,560
28,950
114,920
3,000
3,400
6,400
900
1,000
1,900
337,820
355,520
371,390
369,230
618,520
1,760
4,820
625,100
91,840
65,640
2,550
390
8,020
60,390
228,830
2,080
0
1,000
800
2,890
0
200
6,970
390
2,650
3,460
5,520
3,190
8,220
3,840
623,970
0
4,800
628,770
90,630
65,640
2,550
440
8,490
61,010
228,760
3,000
1,000
1,500
1,500
3,280
500
1,000
11,780
800
2,200
4,080
5,300
3,500
11,710
3,020
616,730
0
4,800
621,530
112,650
60,520
2,550
610
9,020
67,330
252,680
3,000
1,000
1,500
1,500
3,280
500
1,000
11,780
800
2,700
3,580
5,300
3,500
11,710
8,000
616,730
0
4,800
621,530
112,650
68,470
3,000
500
9,020
64,630
258,270
3,000
1,000
1,500
3,000
3,280
500
1,000
13,280
800
2,700
3,580
5,300
3,500
11,710
8,000
Final
…………………………………
General Fund Detail
2013
Actual
012 0514000 647300 Repair, Maintenance-Office Equipment
012 0514000 647400 Repair, Maintenance-Motor Vehicles
DIVISION TOTAL
012
012
012
012
012
012
0520000
0520000
0520000
0520000
0520000
0520000
611100
611700
613100
614100
615100
617100
CITY PROSECUTOR
Severance Pay
Contract Employees
012
012
012
012
012
012
0520000
0520000
0520000
0520000
0520000
0520000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
0520000
0520000
0520000
0520000
0520000
0520000
631100
631110
631120
631900
633100
636100
Office Supplies
Fuel
012
012
012
012
012
012
012
0520000
0520000
0520000
0520000
0520000
0520000
0520000
643110
643200
643350
643400
643540
647300
647400
Printing & Binding
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
012
012
012
012
012
012
0530000
0530000
0530000
0530000
0530000
0530000
611100
612100
613100
614100
615100
617400
ALCOHOLIC BEVERAGE CONTROL OFFICE
Overtime
Contract Employees
Educational Allowance
012
012
012
012
012
012
012
012
0530000
0530000
0530000
0530000
0530000
0530000
0530000
0530000
621100
621310
622100
622200
622300
623000
623500
624200
Contributions to Police Retirement Fund-MPERS
012
012
012
012
012
012
012
0530000
0530000
0530000
0530000
0530000
0530000
0530000
631100
631120
631900
633100
634700
635100
636100
Office Supplies
Fuel
Law Enforcement Supplies
012 0530000 643400 Communications
352
2014
Budget
Request
2015
Proposed
1,850
1,070
30,190
1,500
2,000
34,110
1,500
2,000
39,090
1,500
2,000
39,090
891,090
903,420
925,080
932,170
937,960
130
1,760
20,580
6,000
4,820
971,250
259,150
92,620
3,930
950
14,220
103,890
474,760
13,210
550
3,410
0
300
0
17,470
0
2,680
2,950
4,940
14,140
7,230
720
32,660
1,056,070
0
0
25,000
6,000
4,800
1,091,870
224,450
91,380
4,080
1,270
16,830
119,830
457,840
17,500
1,500
6,000
700
540
500
26,740
300
3,600
4,000
8,000
20,000
8,500
1,200
45,600
1,022,810
0
0
25,000
6,000
4,800
1,058,610
250,720
90,040
4,350
1,380
17,110
120,670
484,270
17,500
1,500
6,000
700
540
500
26,740
300
3,150
4,000
8,000
20,000
8,500
1,200
45,150
1,022,810
0
0
25,000
6,000
4,800
1,058,610
250,720
102,910
5,080
1,210
17,110
115,840
492,870
17,500
1,500
6,000
700
540
500
26,740
300
3,150
4,000
8,000
20,000
8,500
1,200
45,150
1,496,140
1,622,050
1,614,770
1,623,370
468,710
22,630
2,570
15,810
28,480
4,310
542,510
77,890
24,450
94,820
4,380
530
8,380
52,610
6,410
269,470
2,160
0
7,450
18,790
240
520
250
29,410
680
4,810
504,860
28,130
0
0
29,400
4,350
566,740
90,690
18,610
100,460
4,430
660
8,230
56,970
0
280,050
2,500
1,000
6,000
20,080
0
500
500
30,580
1,000
5,500
519,550
28,130
0
0
29,400
4,350
581,430
102,150
0
109,570
4,760
830
8,420
61,190
0
286,920
2,500
1,000
6,000
20,080
0
500
500
30,580
1,000
5,500
519,550
28,130
0
0
29,400
4,350
581,430
102,150
0
104,350
4,590
660
8,420
58,720
0
278,890
2,500
1,000
6,000
20,080
0
500
500
30,580
1,000
5,500
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
012
012
012
0530000
0530000
0530000
0530000
0530000
0530000
0530000
0530000
643410
643540
643550
646500
647300
647400
647800
648800
2014
Budget
Request
2015
Proposed
3,580
900
2,610
32,450
2,370
2,560
0
2,100
52,060
3,600
1,800
0
30,870
4,460
5,000
500
2,600
55,330
3,600
1,800
0
25,890
4,460
5,000
500
2,600
50,350
3,600
1,800
0
25,460
4,460
5,000
500
2,600
49,920
893,450
932,700
949,280
940,820
LEGAL SERVICES
012 0560000 641210 Legal Services-General Matters
012 0560000 641220 Legal Services-Labor Matters
012 0560000 641230 Legal Services-Tax Matters
DIVISION TOTAL
31,010
0
67,610
98,620
123,200
20,000
0
143,200
123,200
20,000
0
143,200
130,000
20,000
0
150,000
TOTAL PARISH ATTORNEY
7,116,390
7,366,050
7,366,380
7,348,200
139,080
4,810
143,890
8,270
28,060
1,190
50
2,160
4,040
43,770
1,180
460
(910)
1,780
2,110
540
5,160
0
0
220
2,170
11,020
4,490
175,500
5,800
1,000
0
200,200
140,530
0
140,530
8,850
29,650
1,190
60
2,040
4,260
46,050
1,900
360
0
1,400
2,310
250
6,220
1,200
200
280
3,500
17,770
4,280
162,660
5,860
11,790
520
208,060
142,570
0
142,570
9,700
31,130
1,190
60
2,060
4,700
48,840
1,900
360
0
1,400
2,310
250
6,220
2,200
200
280
3,500
17,770
4,280
173,450
5,860
0
520
208,060
142,570
0
142,570
9,700
29,650
1,190
60
2,060
4,510
47,170
1,900
400
0
1,400
2,300
250
6,250
2,200
200
280
3,500
17,800
4,500
172,700
5,860
500
500
208,040
DIVISION TOTAL
393,020
400,860
405,690
404,030
TOTAL PUBLIC INFORMATION OFFICE
393,020
400,860
405,690
404,030
1,560
70,000
1,600
70,000
1,660
70,000
1,660
70,000
71,560
71,600
71,660
71,660
71,250
71,250
75,000
71,250
142,810
142,850
146,660
142,910
Repair, Maintenance-Communication Equipment
Special Investigations
DIVISION TOTAL
PUBLIC INFORMATION OFFICE
012
012
012
012
012
012
0600000
0600000
0600000
0600000
0600000
0600000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
0600000
0600000
0600000
0600000
0600000
0600000
631100
631110
631120
631900
633100
636100
Office Supplies
Fuel
012
012
012
012
012
012
012
012
012
012
0600000
0600000
0600000
0600000
0600000
0600000
0600000
0600000
0600000
0600000
643110
643120
643200
643350
643400
643410
643550
646500
647300
647400
Printing & Binding
Photographing & Blueprinting
Dues & Memberships
Travel & Training
Communications
EAST SIDE FIRE PROTECTION DISTRICT
012 1050001 642250 Waste Collection, Disposal & Recycling
012 1050001 643620 Assistance to Other Governmental Agencies
TOTAL EAST SIDE FIRE PROTECTION DISTRICT
DISTRICT SIX FIRE PROTECTION DISTRICT
012 1060001 643620 Assistance to Other Governmental Agencies
TOTAL FIRE PROTECTION DISTRICTS
353
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
1600000
1600000
1600000
1600000
1600000
611100
611700
613100
614100
617100
PLANNING COMMISSION
Severance Pay
Contract Employees
012
012
012
012
012
012
1600000
1600000
1600000
1600000
1600000
1600000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
012
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
631100
631110
631120
631900
633100
635100
636100
636250
Office Supplies
Fuel
Inventoried Assets-Computer Hardware
012
012
012
012
012
012
012
012
012
012
012
012
012
012
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
1600000
642110
642120
643100
643110
643120
643200
643350
643400
643410
643540
643550
646500
647300
647400
Electricity & Gas
Water, Sewer Fees
Advertising
Printing & Binding
Photographing & Blueprinting
Dues & Memberships
Travel & Training
Communications
TOTAL PLANNING COMMISSION
TOTAL LEGISLATIVE BRANCH
012
012
012
012
012
012
012
012
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
611100
611300
611700
612100
613100
614100
615200
617100
CITY COURT
ADMINISTRATION
Severance Pay
Overtime
Contract Employees
Judicial Supplemental Pay
012
012
012
012
012
012
012
012
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
621100
621400
622100
622200
622300
623000
623500
624200
Contributions to Judges' Retirement Fund
354
2014
Budget
Request
2015
Proposed
901,150
82,100
14,460
24,710
9,100
1,031,520
189,950
81,680
4,020
900
16,600
97,960
391,110
5,050
1,930
1,780
930
760
900
600
1,970
13,920
16,920
140
16,150
3,500
0
1,190
18,120
10,830
2,120
16,970
1,790
1,660
17,630
980
108,000
1,029,600
0
0
15,000
9,600
1,054,200
237,740
89,000
4,450
1,210
16,240
114,570
463,210
9,000
2,000
1,000
1,000
930
750
0
0
14,680
14,400
250
15,000
3,000
500
1,300
15,500
9,300
2,200
0
1,700
1,660
15,300
500
80,610
1,006,510
0
0
15,000
9,600
1,031,110
254,690
93,450
4,060
1,210
15,890
125,860
495,160
9,000
2,000
1,000
1,000
930
750
0
0
14,680
14,400
250
15,000
3,000
500
1,300
15,500
9,300
2,200
0
1,700
1,660
17,200
500
82,510
1,006,510
0
0
15,000
9,600
1,031,110
254,690
93,820
4,060
1,210
15,890
120,770
490,440
9,000
2,000
1,000
1,000
930
750
0
0
14,680
18,000
250
15,000
3,000
500
1,300
15,500
10,000
2,200
0
1,700
1,660
17,200
500
86,810
1,544,550
1,612,700
1,623,460
1,623,040
13,598,630
14,263,770
14,384,840
14,380,970
5,482,560
10,450
56,850
12,130
63,370
100,600
218,200
9,640
5,953,800
929,600
136,550
748,460
38,730
6,910
85,070
636,300
26,900
2,608,520
73,770
2,200
30,180
5,661,350
0
0
15,000
85,250
75,000
229,300
9,600
6,075,500
1,010,980
143,600
758,590
39,460
8,220
90,060
653,810
0
2,704,720
74,570
4,240
34,500
5,724,330
0
0
15,000
85,250
75,000
234,150
9,600
6,143,330
1,023,750
167,600
791,190
37,610
8,220
91,180
688,870
0
2,808,420
80,570
3,250
36,500
5,753,570
0
0
15,000
85,250
75,000
234,150
9,600
6,172,570
1,031,300
41,900
769,450
38,830
8,220
97,130
664,710
0
2,651,540
80,570
3,250
36,500
Final
0
0
0
0
0
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
012
2010000
2010000
2010000
2010000
2010000
2010000
631600
631900
633100
634300
635100
636250
Training Materials & Supplies
Fuel
Wearing Apparel
012
012
012
012
012
012
012
012
012
012
012
012
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
2010000
641170
643110
643200
643300
643350
643400
643410
643540
643550
645110
647300
647400
Printing & Binding
Dues & Memberships
Travel & Training
Communications
Court Costs & Filing Fees
2014
Budget
Request
2015
Proposed
Final
160
14,660
610
470
2,510
0
124,560
40,760
16,660
8,410
1,900
38,800
23,490
11,710
104,690
61,880
18,440
0
2,320
329,060
2,510
10,630
1,400
500
2,500
0
130,850
81,280
61,670
11,270
1,000
47,480
32,380
13,000
134,160
30,520
31,900
0
1,000
445,660
2,500
12,750
750
800
2,500
0
139,620
48,360
65,870
12,020
2,000
53,180
28,950
13,000
134,940
41,560
36,000
0
1,000
436,880
2,500
12,750
750
800
2,500
105,000
244,620
48,360
67,500
12,020
2,000
53,180
28,950
13,000
588,950
41,560
36,000
32,700
1,000
925,220
9,015,940
9,356,730
9,528,250
9,993,950
JUDGES' TRAVEL & SPECIAL EXPENSE
DIVISION A
012 2010010 643350 Travel & Training
012 2010010 648300 Judges' Special Expense
DIVISION TOTAL
3,990
3,290
7,280
5,000
4,800
9,800
5,000
4,800
9,800
5,000
4,800
9,800
DIVISION B
2,070
0
0
0
3,540
300
3,840
5,000
4,800
9,800
5,000
4,800
9,800
5,000
4,800
9,800
0
5,910
9,800
9,800
9,800
0
DIVISION C
012 2010030 643350 Travel & Training
DIVISION TOTAL
8,470
220
8,690
5,000
4,800
9,800
5,000
4,800
9,800
5,000
4,800
9,800
DIVISION D
012 2010040 643350 Travel & Training
DIVISION TOTAL
9,760
0
9,760
5,000
4,800
9,800
5,000
4,800
9,800
5,000
4,800
9,800
DIVISION E
3,390
0
0
0
1,370
0
4,760
5,000
4,800
9,800
5,000
4,800
9,800
5,000
4,800
9,800
4,760
9,800
9,800
9,800
TOTAL CITY COURT
9,052,340
9,405,730
9,577,250
10,042,950
CITY CONSTABLE
Severance Pay
Contract Employees
1,570,480
20,150
3,910
0
198,680
1,665,340
20,100
0
0
202,500
1,689,380
20,100
0
19,010
216,000
1,689,380
20,100
0
19,010
216,000
DIVISION TOTAL
012 2010020 643350 Travel & Training
DIVISION TOTAL
012 2010050 643350 Travel & Training
DIVISION TOTAL
012
012
012
012
012
2110000
2110000
2110000
2110000
2110000
611100
611300
611700
614100
615100
355
…………………………………
General Fund Detail
2013
Actual
012 2110000 617400 Educational Allowance
012
012
012
012
012
012
012
2110000
2110000
2110000
2110000
2110000
2110000
2110000
621100
622100
622200
622300
623000
623500
624200
13,500
1,957,990
407,630
267,100
12,190
2,260
28,370
211,190
5,000
933,740
0
13,500
1,957,990
407,630
237,420
11,750
2,260
28,370
202,860
5,000
895,290
20,060
7,720
7,600
7,600
7,600
2,672,270
2,768,710
2,899,330
2,880,940
39,990
14,900
54,890
2,710
43,200
15,500
58,700
3,310
43,200
15,500
58,700
3,310
43,200
15,500
58,700
3,310
4,280
4,500
9,620
4,500
61,880
66,510
71,630
66,510
11,786,490
12,240,950
12,548,210
12,990,400
3,518,950
3,518,950
3,571,740
3,554,140
694,990
711,270
32,630
7,040
52,780
403,320
13,350
12,930
1,928,310
80
0
20
470
570
661,490
293,940
5,610
59,790
5,240
81,830
184,830
16,130
2,160
1,311,020
705,550
725,980
36,600
8,170
51,020
422,270
24,000
21,900
1,995,490
0
40,000
5,000
800
45,800
720,000
302,000
7,900
60,000
5,000
50,000
239,200
0
3,000
1,387,100
911,200
796,390
38,220
8,200
51,020
446,470
15,000
21,900
2,288,400
100
40,000
5,000
800
45,900
720,000
302,000
7,900
60,000
5,000
70,000
239,200
0
3,000
1,407,100
728,600
773,040
36,600
8,200
51,540
426,500
20,060
18,000
2,062,540
0
0
5,000
1,000
6,000
792,000
302,000
8,210
61,200
5,300
50,000
239,200
0
3,000
1,460,910
6,758,850
6,947,340
7,313,140
7,083,590
CLERK OF COURT
Binding of Permanent Records
Communications
8,520
9,080
64,860
121,390
51,310
15,000
12,000
86,000
126,890
20,000
10,000
12,000
91,000
126,890
20,000
10,000
12,000
91,000
126,890
20,000
TOTAL CLERK OF COURT
255,160
259,890
259,890
259,890
TOTAL CITY CONSTABLE
J OF P AND WARD CONSTABLES
012 2200000 611200 Salaries of Other Governmental Employees
012 2200000 615400 Justice of Peace & Ward Constable State Pay
012 2200000 643350 Travel & Training
TOTAL J OF P AND WARD CONSTABLES
TOTAL JUDICIAL BRANCH
DISTRICT COURT
012
012
012
012
012
012
012
012
2500000
2500000
2500000
2500000
2500000
2500000
2500000
2500000
621500
622100
622200
622300
623000
623500
624100
625000
Contributions to Clerks' Retirement Fund
Workers' Compensation Policies
Unemployment
012
012
012
012
2500000
2500000
2500000
2500000
631100
631400
631900
633100
Office Supplies
Fuel
012
012
012
012
012
012
012
012
012
2500000
2500000
2500000
2500000
2500000
2500000
2500000
2500000
2500000
642110
642210
642250
643400
643410
643450
643550
647200
647400
Electricity & Gas
Communications
Postage
TOTAL DISTRICT COURT
643111
643400
646300
647200
647300
2015
Proposed
12,000
1,899,940
376,910
237,950
11,720
2,260
26,690
200,640
5,000
861,170
0
2610000
2610000
2610000
2610000
2610000
Request
11,120
1,804,340
359,990
231,070
11,490
1,860
23,530
189,790
31,980
849,710
10,500
012 2110000 634800 Public Safety Motor Vehicle Accessories
012
012
012
012
012
2014
Budget
356
Final
0
0
0
0
0
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
2620000
2620000
2620000
2620000
643100
643540
645110
645120
2700000
2700000
2700000
2700000
2700000
2700000
2700000
621100
622100
622200
622300
623000
623500
624100
2700000
2700000
2700000
2700000
2700000
2700000
641110
643400
643550
643630
646300
647300
2015
Proposed
10,250
274,670
112,280
14,490
15,000
200,000
125,000
14,000
15,000
200,000
125,000
14,000
15,000
200,000
125,000
14,000
TOTAL JUROR AND WITNESS FEES
411,690
354,000
354,000
354,000
548,480
541,670
567,990
551,440
126,830
59,760
3,640
960
8,570
64,330
1,720
265,810
11,120
31,500
42,620
9,450
3,020
93,960
15,000
0
0
121,430
134,880
56,460
3,690
1,100
7,850
65,000
4,000
272,980
10,300
17,830
28,130
9,580
12,000
101,270
105,000
3,800
5,700
237,350
141,430
56,460
3,690
1,100
7,850
65,000
4,000
279,530
15,000
34,000
49,000
9,580
21,000
105,860
0
6,740
8,700
151,880
142,330
67,280
4,040
1,100
8,000
66,170
4,000
292,920
11,000
30,000
41,000
9,580
20,000
107,570
0
0
0
137,150
978,340
1,080,130
1,048,400
1,022,510
760,860
737,020
736,940
736,940
134,730
86,090
4,240
920
12,780
91,550
4,120
3,440
337,870
10,270
32,010
1,300
3,950
4,710
52,240
1,600
0
2,290
180
2,080
270
400
800
1,410
4,410
880
9,920
25,310
0
1,730
127,320
86,910
5,030
1,050
13,700
88,440
4,400
3,500
330,350
10,500
32,000
1,000
4,000
1,500
49,000
2,000
360
2,620
520
2,200
500
500
1,500
1,700
14,000
1,200
20,000
27,490
0
1,600
144,900
102,630
5,830
1,050
13,010
87,410
4,400
3,500
362,730
10,500
32,000
1,000
4,000
0
47,500
2,000
360
2,810
520
2,200
500
500
1,500
1,700
14,000
1,200
20,000
27,490
0
1,730
144,860
97,740
5,850
1,050
13,060
83,840
4,400
3,500
354,300
10,500
32,000
1,000
4,000
0
47,500
2,000
360
2,750
520
2,220
500
500
1,500
1,700
15,000
1,200
18,390
28,500
145,000
2,220
012
012
012
012
012
012
Request
JUROR AND WITNESS FEES
Advertising
Court Costs & Filing Fees
Fees for Court Attendance
FAMILY COURT
012
012
012
012
012
012
012
2014
Budget
Auditing & Accounting Services
Communications
Assistance to Other Governmental Agencies-Capital Outlay
TOTAL FAMILY COURT
JUVENILE COURT
012
012
012
012
012
012
012
012
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
621100
622100
622200
622300
623000
623500
624100
625000
Unemployment
012
012
012
012
012
2800000
2800000
2800000
2800000
2800000
631100
631110
631120
631900
636100
Office Supplies
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
2800000
641110
641170
642120
642210
642250
643110
643200
643300
643350
643400
643450
643540
643550
643630
644400
Water, Sewer Fees
Printing & Binding
Dues & Memberships
Travel & Training
Communications
Postage
Assistance to Other Governmental Agencies-Capital Outlay
Insurance-Professional Liability
357
Final
0
0
0
0
0
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
2800000
2800000
2800000
2800000
646100
646300
646900
647300
Rentals-Land
Rentals-Other
TOTAL JUVENILE COURT
SHERIFF'S OFFICE
COSTS OF COURT
012 3010000 645120 Fees for Court Attendance
012 3010000 645130 Feeding Jurors
012 3010000 645140 Housing Jurors
TOTAL COSTS OF COURT
012
012
012
012
012
3020101
3020101
3020101
3020101
3020101
631500
634300
636100
636240
636260
CORRECTIONAL INSTITUTION
OPERATIONS
Household or Institutional Supplies
Wearing Apparel
Inventoried Assets-Furniture, Fixtures, Office Equipment
Inventoried Assets-Other Capital Outlay
012
012
012
012
012
012
012
012
012
012
012
3020101
3020101
3020101
3020101
3020101
3020101
3020101
3020101
3020101
3020101
3020101
642110
642120
642250
643550
645200
645210
645220
645230
646100
646900
647200
Electricity & Gas
Water, Sewer Fees
Feeding Prisoners
Transporting Prisoners
Federal & State Prisoner Reimbursements
Housing Inmates in Other Parishes
Rentals-Land
Rentals-Other
TOTAL CORRECTIONAL INSTITUTION
FACILITY LEASES
012 3030001 646200 Rentals-Buildings
TOTAL SHERIFF'S OFFICE
DISTRICT ATTORNEY
012
012
012
012
012
012
3100000
3100000
3100000
3100000
3100000
3100000
621100
622100
622200
622300
623000
623500
012 3100000 643400 Communications
012 3100000 643630 Assistance to Other Governmental Agencies-Capital Outlay
TOTAL DISTRICT ATTORNEY
REGISTRAR OF VOTERS
012 3200000 615300 Registrar of Voters State Pay
012 3200000 621600 Contributions to ROV Retirement System
358
2014
Budget
Request
2015
Proposed
3,370
8,590
1,860
3,370
68,470
3,370
10,150
1,900
4,000
95,610
3,370
10,150
1,900
4,000
95,930
3,710
9,500
1,900
5,950
243,420
1,219,440
1,211,980
1,243,100
1,382,160
136,550
11,800
0
150,000
11,000
20,000
140,000
9,000
20,000
145,000
11,000
20,000
148,350
181,000
169,000
176,000
368,530
75,230
250
6,370
0
450,380
520,730
278,180
122,430
171,970
2,294,150
283,010
(327,680)
5,700,410
45,730
(17,870)
751,400
9,822,460
425,000
75,000
0
0
0
500,000
525,000
312,000
120,000
550,970
2,400,000
400,000
(333,000)
4,000,000
45,730
0
579,300
8,600,000
450,000
75,230
0
0
0
525,230
550,000
350,000
120,000
154,970
2,450,000
310,000
(320,000)
5,500,000
45,730
0
500,000
9,660,700
435,000
75,000
0
0
50,000
560,000
576,000
345,600
126,000
574,610
2,400,000
310,000
(320,000)
4,000,000
50,300
0
600,000
8,662,510
10,272,840
9,100,000
10,185,930
9,222,510
241,020
241,030
241,030
242,960
10,662,210
9,522,030
10,595,960
9,641,470
3,297,680
3,379,570
3,379,570
3,479,570
662,890
709,680
31,570
6,540
70,260
405,550
1,886,490
71,840
33,800
105,640
640,990
742,210
34,330
7,670
68,780
405,550
1,899,530
71,000
0
71,000
658,000
752,850
32,500
8,300
70,300
422,450
1,944,400
81,000
0
81,000
661,120
757,660
34,330
7,700
70,300
417,550
1,948,660
81,000
0
81,000
5,289,810
5,350,100
5,404,970
5,509,230
256,590
396,220
9,640
662,450
57,040
271,270
416,310
9,600
697,180
68,500
277,140
436,750
9,600
723,490
58,280
277,140
436,750
9,600
723,490
65,950
Final
0
0
0
0
0
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
3200000
3200000
3200000
3200000
3200000
622100
622200
622300
623000
623500
012
012
012
012
3200000
3200000
3200000
3200000
631100
631110
631120
631900
Office Supplies
012
012
012
012
012
012
012
012
012
012
012
3200000
3200000
3200000
3200000
3200000
3200000
3200000
3200000
3200000
3200000
3200000
641110
641170
643100
643110
643200
643350
643400
643410
643550
646900
647300
Advertising
Printing & Binding
Dues & Memberships
Travel & Training
Communications
Rentals-Other
TOTAL REGISTRAR OF VOTERS
CORONER
012
012
012
012
012
012
012
3300001
3300001
3300001
3300001
3300001
3300001
3300001
621100
622100
622200
622300
623000
623500
625000
Unemployment
012
012
012
012
012
012
012
012
012
012
012
012
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
631100
631110
631120
631900
633100
634300
634600
634700
635300
636100
636230
636250
Office Supplies
Fuel
Wearing Apparel
Radio, Communication Supplies
Law Enforcement Supplies
Medicines, Laboratory Supplies
Inventoried Assets-Radio, Communication Equipment
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
3300001
641110
641300
642110
642120
642210
642250
643200
643350
643400
643410
643540
643550
646300
647200
647300
Medical, Dental, Hospital Services
Electricity & Gas
Water, Sewer Fees
Dues & Memberships
Travel & Training
Communications
359
2014
Budget
Request
2015
Proposed
27,050
980
190
2,770
9,480
97,510
2,690
290
1,960
1,040
5,980
6,000
510
1,590
50
400
3,840
10,800
2,290
520
1,460
3,730
31,190
27,050
980
220
3,010
9,760
109,520
3,000
300
2,000
1,500
6,800
7,200
500
1,300
100
500
4,500
9,000
3,000
1,000
1,300
3,500
31,900
28,400
980
220
3,420
10,160
101,460
3,000
300
2,500
1,500
7,300
7,200
500
2,500
100
1,600
4,500
9,000
3,000
3,500
1,550
3,500
36,950
27,050
980
220
3,420
9,760
107,380
3,000
300
2,000
1,500
6,800
7,200
500
2,500
100
1,600
4,500
9,000
3,000
1,000
1,300
3,500
34,200
797,130
845,400
869,200
871,870
668,270
682,180
1,008,200
727,200
157,630
73,320
4,590
630
9,100
79,880
1,730
326,880
6,570
60
0
7,290
11,830
2,730
820
2,250
20,130
4,890
2,300
1,410
60,280
2,420
75,750
24,140
1,750
6,500
17,400
650
12,620
12,240
13,230
461,790
308,930
0
9,910
70
169,860
73,640
4,720
720
9,890
81,860
0
340,690
7,300
200
500
8,800
16,000
800
2,000
1,300
18,000
1,000
0
1,500
57,400
2,500
54,000
25,500
2,200
6,500
15,000
700
9,000
14,000
13,000
466,690
294,000
0
0
1,000
260,220
121,920
6,380
1,050
14,620
126,030
0
530,220
7,300
200
500
4,000
16,000
3,000
2,000
1,300
20,000
1,000
2,300
12,250
69,850
2,500
54,000
25,500
2,200
6,500
15,000
800
12,500
14,000
16,000
588,000
291,380
2,000
0
0
187,690
72,580
4,910
770
10,540
87,260
0
363,750
7,300
200
500
6,000
14,000
2,500
2,000
1,300
20,000
1,000
2,300
12,250
69,350
2,700
54,000
30,000
2,200
6,500
17,000
700
9,500
14,000
13,500
588,000
291,380
2,040
0
400
Final
0
0
…………………………………
General Fund Detail
2013
Actual
012 3300001 647400 Repair, Maintenance-Motor Vehicles
2014
Budget
Request
2015
Proposed
Final
1,300
948,700
10,500
914,590
10,500
1,040,880
8,000
1,039,920
0
2,004,130
1,994,860
2,649,150
2,200,220
0
28,376,760
27,565,730
29,737,810
28,324,940
0
809,600
170
3,410
0
7,380
820,560
193,940
49,030
2,250
570
12,580
94,980
353,350
11,160
1,040
430
6,760
8,310
300
28,000
39,690
1,610
500
0
17,390
6,570
7,260
1,410
118,130
51,010
4,710
1,400
4,170
680
420
13,810
268,760
999,560
0
0
10,300
9,600
1,019,460
219,460
65,740
2,860
720
15,090
105,750
409,620
9,200
1,400
2,500
9,600
10,600
0
33,300
0
4,500
3,500
280
20,000
7,800
12,570
800
0
70,000
4,760
0
5,000
5,000
450
13,000
147,660
916,250
0
0
10,300
4,800
931,350
231,840
65,690
2,690
720
15,260
112,280
428,480
10,400
1,400
2,500
8,400
10,600
0
33,300
0
4,500
3,500
280
20,000
7,800
10,000
1,800
100,200
70,000
4,760
0
5,000
5,000
450
13,000
246,290
916,250
0
0
10,300
4,800
931,350
231,840
62,560
2,690
720
15,260
107,780
420,850
10,400
1,400
2,500
8,400
10,600
0
33,300
0
4,500
3,500
280
20,000
7,800
10,000
1,800
100,200
70,000
4,760
0
5,000
5,000
450
13,000
246,290
1,470,670
1,610,040
1,639,420
1,631,790
10,000
0
0
0
310,000
222,750
0
1,500,000
2,032,750
310,000
50,000
0
1,530,000
1,890,000
310,000
100,000
0
1,536,000
1,946,000
310,000
100,000
0
1,536,000
1,946,000
62,180
0
0
0
4,760
0
0
0
7,530
4,020
0
0
0
0
0
0
TOTAL CORONER
TOTAL CONSTITUTIONAL OFFICES
012
012
012
012
012
4010000
4010000
4010000
4010000
4010000
611100
611700
613100
614100
617100
MAYOR-PRESIDENT
Severance Pay
Contract Employees
012
012
012
012
012
012
4010000
4010000
4010000
4010000
4010000
4010000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
4010000
4010000
4010000
4010000
4010000
4010000
631100
631110
631900
633100
635100
636100
Office Supplies
Fuel
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
4010000
641210
643110
643200
643300
643350
643400
643410
643450
643540
643550
646500
646900
647300
647400
647800
648100
Legal Services-General Matters
Printing & Binding
Dues & Memberships
Travel & Training
Communications
Postage
Rentals-Other
Mayor's Special Expense
TOTAL MAYOR-PRESIDENT
SPECIAL PROGRAMS
COMMUNITY SPONSORED PROGRAMS
012
012
012
012
4020106
4020106
4020106
4020106
641130
643540
643550
649050
ECONOMIC DEVELOPMENT PROGRAMS
Consulting Services-Federal/State Government Rep
Business Incentives
DIVISION TOTAL
SUMMER YOUTH EMPLOYMENT PROGRAM
360
0
…………………………………
General Fund Detail
2013
Actual
012 4020116 643540 Other Professional Services
012 4020116 648100 Mayor's Special Expense
DIVISION TOTAL
BATON ROUGE FILM COMMISSION
012
012
012
012
012
4020306
4020306
4020306
4020306
4020306
643350
643200
643410
643540
643550
Travel & Training
Dues & Memberships
DIVISION TOTAL
TOTAL SPECIAL PROGRAMS
CONSTITUENT AND NEIGHBORHOOD SERVICES PROGRAM
012 4031000 611700 Severance Pay
012
012
012
012
012
012
4031000
4031000
4031000
4031000
4031000
4031000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
4031000
4031000
4031000
4031000
4031000
4031000
4031000
643110
643350
643400
643410
643540
646300
647300
Printing & Binding
Travel & Training
Communications
TOTAL CONSTITUENT AND
NEIGHBORHOOD SERVICES PROGRAM
FINANCE
ADMINISTRATION
012
012
012
012
012
012
4110000
4110000
4110000
4110000
4110000
4110000
621100
622100
622200
622300
623000
623500
012 4110000 641110 Auditing & Accounting Services
361
2014
Budget
Request
2015
Proposed
450
12,000
47,850
36,460
670
84,980
0
0
0
200,000
0
200,000
0
0
0
200,000
0
200,000
0
0
0
200,000
0
200,000
163,920
200,000
200,000
200,000
0
270
270
1,770
0
2,070
121,900
14,750
140,490
800
0
800
0
0
7,500
144,000
17,700
169,200
800
0
800
1,000
5,000
2,500
146,200
14,500
169,200
800
0
800
1,000
5,000
2,500
146,200
14,500
169,200
140,760
170,000
170,000
170,000
2,347,430
2,260,000
2,316,000
2,316,000
126,000
840
126,840
31,010
15,260
910
140
1,750
15,120
64,190
1,800
128,760
0
128,760
32,060
14,460
920
170
1,870
15,450
64,930
4,000
130,150
0
130,150
33,600
15,180
920
170
1,890
16,280
68,040
4,000
130,150
0
130,150
33,600
14,460
920
170
1,890
15,620
66,660
4,000
290
0
1,480
860
192,360
0
0
194,990
4,000
1,500
1,600
1,500
192,500
2,760
950
204,810
4,000
1,500
1,600
1,500
0
2,760
950
12,310
4,000
1,500
1,600
1,500
0
2,760
950
12,310
387,820
402,500
214,500
213,120
382,650
6,460
9,640
398,750
16,490
45,300
2,560
140
4,090
29,030
97,610
800
820
1,220
2,840
141,000
383,180
12,060
9,600
404,840
10,740
49,180
2,760
170
4,820
29,170
96,840
1,000
700
1,000
2,700
197,000
384,900
12,060
9,600
406,560
11,580
50,910
2,560
280
4,980
30,610
100,920
1,000
700
1,000
2,700
197,000
384,900
12,060
9,600
406,560
11,580
48,480
2,560
170
4,980
29,370
97,140
1,000
700
1,000
2,700
197,000
Final
0
0
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
012
4110000
4110000
4110000
4110000
4110000
4110000
643110
643200
643350
643400
643550
647300
0
400
2,000
2,000
500
8,100
210,000
0
400
2,000
2,000
500
8,100
210,000
0
400
2,000
2,000
500
8,100
210,000
DIVISION TOTAL
653,090
714,380
720,180
716,400
1,441,030
71,700
1,010
37,620
4,820
1,556,180
312,620
160,830
7,690
1,260
22,340
162,770
667,510
13,630
1,020
350
660
15,660
8,990
4,500
12,870
4,080
26,800
1,900
12,940
72,080
1,609,490
0
4,000
58,500
4,800
1,676,790
350,580
184,330
8,700
1,600
27,980
182,820
756,010
15,400
1,800
2,000
0
19,200
13,200
4,800
13,920
4,800
27,000
6,800
14,200
84,720
1,641,060
0
4,000
58,500
4,800
1,708,360
417,920
174,140
8,540
1,710
28,400
201,900
832,610
15,400
1,800
2,000
0
19,200
13,200
5,360
13,920
4,800
28,300
6,800
14,200
86,580
1,641,060
0
4,000
58,500
4,800
1,708,360
417,920
165,850
8,540
1,710
28,400
193,580
816,000
15,400
1,800
2,000
0
19,200
13,200
5,360
13,920
4,800
28,300
6,800
14,200
86,580
2,311,430
2,536,720
2,646,750
2,630,140
330,850
9,130
4,820
344,800
43,460
33,290
1,900
190
3,830
33,760
116,430
790
70
310
1,170
1,770
420
3,940
600
50
2,360
140
1,140
10,420
457,300
6,200
4,800
468,300
73,310
46,820
2,390
330
5,600
47,800
176,250
1,750
100
2,300
4,150
2,200
500
6,500
1,700
1,000
2,700
0
1,500
16,100
448,100
6,200
4,800
459,100
88,840
53,230
2,120
390
5,450
56,010
206,040
1,750
100
2,300
4,150
2,200
500
6,500
1,700
1,000
2,700
0
1,500
16,100
448,100
6,200
4,800
459,100
88,840
50,700
2,120
390
5,450
53,780
201,280
1,750
100
2,300
4,150
2,200
500
6,500
1,700
1,000
2,700
0
1,500
16,100
611100
611700
612100
614100
617100
ACCOUNTING
Severance Pay
Overtime
Contract Employees
012
012
012
012
012
012
4120000
4120000
4120000
4120000
4120000
4120000
621100
622100
622200
622300
623000
623500
012
012
012
012
4120000
4120000
4120000
4120000
631100
631110
631120
636240
Office Supplies
012
012
012
012
012
012
012
4120000
4120000
4120000
4120000
4120000
4120000
4120000
643110
643200
643350
643400
643540
643550
647300
Printing & Binding
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
INTERNAL AUDITING
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
012
4130000
4130000
4130000
4130000
4130000
4130000
4130000
4130000
643200
643300
643350
643400
643550
646300
647200
647300
2015
Proposed
370
50
2,880
1,840
440
7,310
153,890
4120000
4120000
4120000
4120000
4120000
4130000
4130000
4130000
4130000
4130000
4130000
Request
Printing & Binding
Dues & Memberships
Travel & Training
Communications
012
012
012
012
012
012
012
012
012
012
012
2014
Budget
Dues & Memberships
Travel & Training
Communications
362
Final
…………………………………
General Fund Detail
2013
Actual
DIVISION TOTAL
012
012
012
012
012
4130100
4130100
4130100
4130100
4130100
611100
611700
612100
614100
617100
REVENUE AUDITING
Severance Pay
Overtime
Contract Employees
012
012
012
012
012
012
012
4130100
4130100
4130100
4130100
4130100
4130100
4130100
621100
622100
622200
622300
623000
623500
624200
012
012
012
012
4130100
4130100
4130100
4130100
631100
631110
631120
635100
Office Supplies
012
012
012
012
012
012
012
012
4130100
4130100
4130100
4130100
4130100
4130100
4130100
4130100
643200
643300
643350
643400
643540
643550
646300
647300
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
012
012
012
012
4140100
4140100
4140100
4140100
611100
611700
614100
617100
REVENUE TAX COLLECTION
Severance Pay
Contract Employees
012
012
012
012
012
012
4140100
4140100
4140100
4140100
4140100
4140100
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
012
012
4140100
4140100
4140100
4140100
4140100
4140100
4140100
4140100
4140100
643110
643200
643300
643350
643400
643450
643550
646300
647300
Printing & Binding
Dues & Memberships
Travel & Training
Communications
Postage
DIVISION TOTAL
BUDGETING
012 4150000 611700 Severance Pay
363
2014
Budget
Request
2015
Proposed
472,820
664,800
685,390
680,630
1,209,210
52,600
4,300
32,620
4,820
1,303,550
202,460
106,050
5,840
800
17,670
130,900
39,380
503,100
2,260
0
1,800
0
4,060
4,490
1,360
33,090
2,780
2,200
0
2,380
650
46,950
1,311,980
0
0
38,800
4,800
1,355,580
220,540
134,680
7,540
990
20,510
139,330
0
523,590
3,000
100
3,000
300
6,400
4,500
4,500
40,000
3,000
20,000
760
3,000
2,950
78,710
1,308,250
0
0
38,800
4,800
1,351,850
185,600
145,550
6,090
1,160
20,420
144,590
0
503,410
3,000
100
3,000
300
6,400
4,500
4,500
40,000
3,000
20,000
760
3,000
2,950
78,710
1,308,250
0
0
38,800
4,800
1,351,850
185,600
138,620
6,090
990
20,420
138,830
0
490,550
3,000
100
3,000
300
6,400
4,500
4,500
40,000
3,000
20,000
760
3,000
2,950
78,710
1,857,660
1,964,280
1,940,370
1,927,510
1,515,650
62,060
18,040
4,820
1,600,570
306,780
211,950
10,490
1,750
21,540
174,960
727,470
15,670
3,880
19,550
16,530
1,010
11,280
6,070
6,070
12,400
1,220
5,420
63,280
123,280
1,655,030
0
44,000
4,800
1,703,830
355,790
229,600
11,540
2,100
27,480
191,520
818,030
16,000
2,900
18,900
23,000
1,200
15,000
10,000
7,000
20,000
1,900
5,700
70,000
153,800
1,666,230
0
44,000
4,800
1,715,030
335,830
239,220
11,100
2,150
27,610
200,930
816,840
16,000
2,900
18,900
23,000
1,200
15,000
10,000
7,000
20,000
1,900
5,700
70,000
153,800
1,666,230
0
44,000
4,800
1,715,030
335,830
227,830
11,100
2,150
27,610
192,910
797,430
16,000
2,900
18,900
23,000
1,200
15,000
10,000
7,000
20,000
1,900
5,700
70,000
153,800
2,470,870
2,694,560
2,704,570
2,685,160
462,330
5,590
524,870
0
521,920
0
521,920
0
Final
…………………………………
General Fund Detail
2013
Actual
012 4150000 612100 Overtime
012
012
012
012
012
012
4150000
4150000
4150000
4150000
4150000
4150000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
4150000
4150000
4150000
4150000
4150000
4150000
4150000
643110
643200
643350
643400
643550
646300
647300
Printing & Binding
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
TOTAL FINANCE
012
012
012
012
012
4290100
4290100
4290100
4290100
4290100
643551
643552
643620
645310
645320
COLLECTION OF FUNDS
Traffic Safety Fees Collection Charges
Code Enforcement Fee Collection Charges
Assistance to Other Governmental Agencies
Commissions for Collecting Taxes
Cost of Preparing Tax Rolls
012 4290200 645310 Commissions for Collecting Taxes
012 4290200 645320 Cost of Preparing Tax Rolls
012 4290200 645400 Other Retirement Costs-Statutory Requirements
TOTAL COLLECTION OF FUNDS
012
012
012
012
012
4400000
4400000
4400000
4400000
4400000
611100
611700
612100
614100
617100
INFORMATION SERVICES
Severance Pay
Overtime
Contract Employees
012
012
012
012
012
012
012
4400000
4400000
4400000
4400000
4400000
4400000
4400000
621100
622100
622200
622300
623000
623500
624200
012
012
012
012
012
012
4400000
4400000
4400000
4400000
4400000
4400000
631100
631110
631120
631900
633100
634300
Office Supplies
Fuel
Wearing Apparel
012 4400000 643100 Advertising
012 4400000 643200 Dues & Memberships
364
2014
Budget
Request
2015
Proposed
10
4,820
472,750
87,860
43,710
2,150
390
4,960
55,460
194,530
1,080
150
8,060
9,290
1,930
20
2,070
1,390
1,060
0
1,380
7,850
500
4,800
530,170
104,950
58,450
2,620
500
6,130
62,990
235,640
2,600
200
0
2,800
3,000
1,300
2,000
2,200
3,500
0
2,300
14,300
500
4,800
527,220
113,120
69,660
2,980
500
6,360
67,690
260,310
2,600
200
0
2,800
3,000
1,300
2,500
2,200
3,000
3,000
2,300
17,300
500
4,800
527,220
113,120
66,350
2,980
500
6,360
65,010
254,320
2,600
200
0
2,800
3,000
1,300
2,500
2,200
3,000
3,000
2,300
17,300
684,420
782,910
807,630
801,640
8,450,290
9,357,650
9,504,890
9,441,480
1,176,030
6,110
0
569,070
59,310
1,810,520
92,470
510
388,870
481,850
1,036,000
50,000
5,000
577,520
60,500
1,729,020
90,430
0
390,970
481,400
851,000
50,000
5,000
581,250
60,500
1,547,750
90,360
0
400,330
490,690
851,000
50,000
5,000
581,250
60,500
1,547,750
90,360
0
400,330
490,690
2,292,370
2,210,420
2,038,440
2,038,440
1,933,140
12,830
40,880
14,910
4,820
2,006,580
422,540
211,830
10,550
1,590
23,610
231,350
0
901,470
2,140
300
26,170
20,100
3,090
780
52,580
50
80
100
2,506,230
0
45,000
28,000
4,800
2,584,030
580,410
234,900
12,440
2,370
34,440
300,750
5,000
1,170,310
4,000
500
1,300
30,000
3,180
0
38,980
1,000
1,500
500
2,512,840
0
45,000
28,000
4,800
2,590,640
558,700
239,830
11,170
2,370
34,490
314,140
5,000
1,165,700
4,000
500
1,300
30,000
3,180
200
39,180
1,000
1,500
500
2,512,840
0
45,000
28,000
4,800
2,590,640
558,700
236,410
11,170
2,370
34,490
301,570
5,000
1,149,710
4,000
500
1,300
30,000
3,180
200
39,180
1,000
1,500
500
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
012
012
012
012
4400000
4400000
4400000
4400000
4400000
4400000
4400000
4400000
4400000
643300
643350
643400
643410
643540
643550
646500
647300
647400
Travel & Training
Communications
TOTAL INFORMATION SERVICES
012
012
012
012
012
012
012
4500000
4500000
4500000
4500000
4500000
4500000
4500000
611100
611300
611700
612100
613100
614100
617100
PURCHASING DIVISION
ADMINISTRATION SECTION
Severance Pay
Overtime
Contract Employees
012
012
012
012
012
012
012
4500000
4500000
4500000
4500000
4500000
4500000
4500000
621100
622100
622200
622300
623000
623500
624200
012
012
012
012
012
012
012
012
4500000
4500000
4500000
4500000
4500000
4500000
4500000
4500000
631100
631110
631120
631900
633100
636100
636240
636250
Office Supplies
Fuel
012
012
012
012
012
012
012
012
012
012
4500000
4500000
4500000
4500000
4500000
4500000
4500000
4500000
4500000
4500000
643100
643110
643200
643350
643400
643410
643550
646300
647300
647400
Advertising
Printing & Binding
Dues & Memberships
Travel & Training
Communications
SECTION TOTAL
AUCTION FACILITY SECTION
012 4500100 612100 Overtime
012 4500100 621100 Contributions to Regular Employee Retirement Fund
012
012
012
012
012
4500100
4500100
4500100
4500100
4500100
631100
631120
631900
633100
636100
Office Supplies
Fuel
365
2014
Budget
Request
2015
Proposed
1,680
8,430
290,180
26,900
26,350
580
7,270
595,960
340
957,920
7,000
8,000
314,000
30,000
125,000
0
7,050
697,300
1,000
1,192,350
7,000
8,000
314,000
30,000
64,000
0
7,050
758,300
1,000
1,192,350
7,000
8,000
314,000
30,000
64,000
0
7,050
758,300
1,000
1,192,350
3,918,550
4,985,670
4,987,870
4,971,880
532,080
2,950
6,120
2,080
3,370
15,930
4,820
567,350
116,580
59,550
3,050
570
8,020
63,800
3,870
255,440
9,780
0
500
380
260
13,310
7,210
0
31,440
1,720
2,130
1,090
220
2,950
2,660
7,360
0
3,980
280
22,390
591,730
0
0
2,500
0
15,000
4,800
614,030
133,550
67,280
3,490
720
9,010
71,000
0
285,050
10,800
100
1,500
1,000
1,000
2,000
0
1,500
17,900
2,500
3,000
1,700
2,000
3,000
3,000
20,100
0
3,600
1,000
39,900
576,990
0
0
2,500
0
15,000
4,800
599,290
149,590
54,210
2,820
720
8,790
72,140
0
288,270
11,000
150
1,000
1,000
1,000
2,000
0
0
16,150
3,000
3,200
1,700
2,500
3,000
2,700
15,380
7,020
4,350
1,000
43,850
576,990
0
0
2,500
0
15,000
4,800
599,290
149,590
58,470
2,860
720
8,790
69,220
0
289,650
11,000
150
1,000
1,000
1,000
2,000
0
0
16,150
4,500
3,200
1,700
2,000
3,000
2,700
13,000
7,020
4,350
1,000
42,470
876,620
956,880
947,560
947,560
0
7,000
7,000
3,000
0
0
0
2,160
0
160
160
0
2,480
1,740
100
1,840
2,500
600
1,000
250
500
4,850
1,810
100
1,910
2,700
2,000
1,000
250
500
6,450
770
40
810
2,700
2,000
1,000
250
0
5,950
Final
…………………………………
General Fund Detail
2013
Actual
012
012
012
012
012
4500100
4500100
4500100
4500100
4500100
642110
643100
643400
643550
647400
1,900
1,000
2,100
3,000
400
8,400
1,900
500
2,000
2,500
1,000
7,900
1,900
500
2,000
2,500
1,000
7,900
SECTION TOTAL
6,720
22,090
23,260
17,660
883,340
978,970
970,820
965,220
1,379,620
6,180
19,120
4,820
1,409,740
262,850
128,300
8,060
1,260
18,450
165,550
584,470
21,410
960
5,820
320
0
330
430
240
2,380
31,890
12,000
2,060
10,630
3,830
2,160
0
6,870
17,090
7,090
51,360
8,820
11,680
2,080
0
360
0
140
136,170
1,528,670
0
30,000
9,600
1,568,270
303,100
125,600
8,110
1,440
22,380
183,440
644,070
21,810
1,700
2,500
700
800
700
800
1,200
0
30,210
12,000
2,160
9,500
2,800
3,130
100
14,000
16,200
7,000
73,000
7,840
12,000
2,080
1,000
7,000
700
1,600
172,110
1,559,890
0
15,000
9,600
1,584,490
344,380
143,240
7,780
1,520
22,990
195,040
714,950
21,810
1,700
2,500
700
800
700
800
1,200
0
30,210
12,000
2,160
11,500
2,800
3,130
100
14,000
16,200
7,000
73,000
10,000
18,000
2,080
1,000
7,000
700
1,600
182,270
1,550,660
0
15,000
9,600
1,575,260
360,310
136,420
7,780
1,490
22,840
186,070
714,910
21,810
1,700
2,500
700
800
700
800
1,200
0
30,210
12,000
2,160
11,500
2,800
3,130
100
14,000
16,200
7,000
58,000
10,000
18,000
2,080
1,000
7,000
700
1,600
167,270
2,162,270
2,414,660
2,511,920
2,487,650
249,130
0
249,130
31,410
35,180
1,080
190
2,200
254,240
0
254,240
32,820
35,180
1,080
220
2,560
259,140
7,500
266,640
35,190
36,940
1,080
220
3,200
259,140
7,500
266,640
35,190
35,180
1,080
220
3,200
012
012
012
012
4610000
4610000
4610000
4610000
611100
611700
614100
617100
012
012
012
012
012
012
4610000
4610000
4610000
4610000
4610000
4610000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
012
012
012
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
631100
631110
631120
631600
631900
633100
635100
636100
636240
Office Supplies
Fuel
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
012
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
4610000
641220
642250
643100
643110
643200
643300
643350
643400
643410
643540
643550
646300
646500
647200
647300
647400
647800
Legal Services-Labor Matters
Advertising
Printing & Binding
Dues & Memberships
Travel & Training
Communications
DIVISION TOTAL
TRAINING & EMPLOYEE DEVELOPMENT
621100
622100
622200
622300
623000
2015
Proposed
1,450
0
1,930
780
80
4,240
DEPARTMENT OF HUMAN RESOURCES
ADMINISTRATION
Severance Pay
Contract Employees
4611000
4611000
4611000
4611000
4611000
Request
Electricity & Gas
Advertising
Communications
TOTAL PURCHASING
012
012
012
012
012
2014
Budget
366
Final
0
0
0
0
0
0
…………………………………
General Fund Detail
2013
Actual
012 4611000 623500 Post-Employment Benefits
012
012
012
012
012
4611000
4611000
4611000
4611000
4611000
631100
631120
631600
631900
635100
Office Supplies
012
012
012
012
012
012
4611000
4611000
4611000
4611000
4611000
4611000
643110
643200
643350
643410
643550
646300
Printing & Binding
Dues & Memberships
Travel & Training
DIVISION TOTAL
EMPLOYEE RELATIONS
012
012
012
012
012
012
4612000
4612000
4612000
4612000
4612000
4612000
621100
622100
622200
622300
623000
623500
012
012
012
012
012
012
4612000
4612000
4612000
4612000
4612000
4612000
631100
631110
631600
631900
635100
636100
Office Supplies
012
012
012
012
012
012
012
012
4612000
4612000
4612000
4612000
4612000
4612000
4612000
4612000
643

ANNUAL OPERATING BUDGET

Transcription

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