In fall 2002, the City Management Task Force established three subcommittees: Finance, Training, and Accountability/IT. While working on its
specific area of focus, each subcommittee will keep the Task Force's overall objective of accountability and transparency in government as its guiding principle.Two priority projects from this Task
Force are nearing completion. The first is a Customer Service Survey of City Hall, being conducted by Dr. Silas Lee. The Survey will be conducted in December 2002. Results from the Survey will be used
to define service benchmarks for departments, and to develop a customer service and management training program for City Hall.
The second project is a comprehensive Directory of City Hall, including all
departments and services. The Directory, being produced in collaboration with the Nagin administration, will be completed in December 2002. Copies may be printed from the City of New Orleans web site as well
as this web site; they will also be available at City Hall, at public libraries, at community centers, and at various other public locations throughout the city.
The goals from the City Management & Finance Task Force's Action Plan, as detailed in the Blueprint for a Better New Orleans, are as follows:
1.0 Accountability in government: communication, transparency and credibility.
The City of New Orleans should build credibility and responsiveness into its operation through openness with its citizenry and willingness to rate itself against its peer
group of cities nationally, based on objective criteria and measures.Build citizens trust in City government by ensuring transparency in
appropriate aspects of City operations, assuring effective communication with the public and accepting impartial monitoring of appropriate performance measures to judge the effectiveness of City government.
2.0 Revenue and tax base issues; equitable tax administration.
The
City should become creative in securing additional funding by forming alliances with Louisiana cities, parishes, school boards, and other entities in similar situations. It should also guarantee that
assessments and collections of taxes are complete and accurate.Provide an equitable, growing tax structure that is equitably administered and is
capable of generating adequate revenues to fund necessary City services.
3.0 Consolidation of management systems and evaluation of privatization activities.
The City should modernize its management structure and
make its operation understandable, responsive and user-friendly for its citizens.Create the most efficient government possible by consolidating
management systems, where appropriate, and developing criteria for evaluation of the City's privatization and other alternative service delivery methods.
4.0 Human resource management; civil service system and job efficiency.
The City's management staff
and work force should be comparable to New Orleans' private sector in talent, experience, training, competence, and compensation. Compensation should be based on skill levels rather than job titles, with
incentives for retention and advancement of technological and managerial skills.
Create an environment that allows City government to attract, train and retain a qualified work force.
5.0 Encouragement of new businesses and expansion of existing businesses.
The City should take a leadership role in using its resources and
developing other resources for the retention, expansion and recruitment of businesses.Encourage new business formation and expansion of existing
businesses within the City by creating new, and supporting existing, venture capital resources, equity and debt financing
