2025 Council at Large Division 2 Primary Candidates by Issue

CITY BUDGET AND FINANCIAL MANAGEMENT

Background Provided to All Candidates

Strategic management of limited public resources will be key to improving the performance of City government. The City emerged from the COVID-19 pandemic in a stronger financial position thanks in large part to nearly $400 million in federal relief funding. But the windfall is over. The City projects little growth in revenue as it faces looming new costs. To help policymakers navigate this new reality, BGR analyzed the City’s financial management practices.

In After the Windfall, BGR recommended that the City administration develop a five-year financial plan and review it annually with the City Council. Having this roadmap can put the City on track to address fiscal challenges and opportunities. The plan should move the City toward a structurally balanced budget. A structural balance is when recurring revenues equal or exceed the recurring expenditures necessary to sustain public services and properly maintain facilities and infrastructure. Currently, the City relies on one-time reserves to balance its budget, and it does not adequately fund maintenance. Street maintenance alone would need an estimated $36 million increase in annual funding. Achieving structural balance is important for the City government’s fiscal health, but also for New Orleans’ sustainability and quality of life.

BGR also recommended the City administration develop, and the council adopt by ordinance, a policy for the use and preservation of its General Fund reserves to ensure an adequate financial cushion. Given New Orleans’ vulnerability to disasters, City officials should strongly consider a reserve level higher than the minimum of two months of General Fund expenses (about 17%, or $158 million this year) recommended by government finance experts.

Before the onset of the COVID-19 pandemic in 2020, the City’s reserves remained well below 17% and even turned negative in some years, signifying a deficit. The federal pandemic relief funding enabled the City to bolster its reserves, reaching a high of $344 million, or 54% of General Fund expenses in 2022. But three years of spending from the reserves could again reduce them below the minimum recommended level by the end of this year. Maintaining adequate reserves is important because it helps avoid cuts to essential services and increases in taxes and fees during financial crises. A reduction in reserves also could hurt the City’s credit rating, driving up taxpayer-funded borrowing costs for capital projects, such as street repairs.

On City budget and financial management, BGR asked the candidates:

3. Do you agree that the City should adopt and maintain a five-year financial plan that aims for a structurally balanced budget? Why or why not? Please describe any spending reductions or revenue-raising opportunities that you would consider to achieve a structurally balanced budget.

KENNETH CUTNO

New Revenue Strategic Investments for Our Future
• Rebuild the Municipal Auditorium as a civic and cultural hub
• Open the Louisiana Civil Rights Museum in the CBD—fueling tourism and education
• Reopen Lincoln Beach as a public space for families
• Build the City Hall Complex in New Orleans East
• Launch New Orleans as the Wedding Capital of the South
• Establish Hollywood South Unlimited Tax Credit Program to grow our media industry
• Support STEM NOLA Innovation Hub, Bayou Phoenix, and revitalization across New Orleans East

GREGORY MANNING

Multiyear budget planning is a valuable tool for policymakers – and for local governments, striving for fiscally responsible budgets is crucial for the long-term fiscal health of the municipality. I agree with BGR that it is certainly not wise to rely upon one-time funds to pay for recurring expenditures, though it may become necessary from time to time. In general, it is my view that one-time funds should be reserved for one-time expenses, and as a Council member, I would work to ensure that the City budgeted accordingly.

On the issue of structurally-balanced budgets – I believe that BGR’s recommendation for five-year planning would make achieving that goal more plausible for the city, and if elected, I would hope to work with my colleagues and stakeholders–particularly through participatory budget processes–to ensure that we could achieve those balances over those five-year periods.

That being said, I am disinclined to achieve balanced budgets only by making cuts, or by avoiding the potential need to increase revenues, so long as those increases are achieved fairly and equitably. I believe that there may be times where increased spending is necessary even if that means not achieving a balanced budget in a given fiscal year. As a candidate for Council, I cannot promise that I would not support making necessary investments in those situations – but I am willing to work with stakeholders, including BGR, to strive towards achieving and maintaining sustainable budget practices, so long as those budgets also meet the needs of our community.

J.P. MORRELL (INCUMBENT)

Yes, because having a 5-year financial plan and a structurally balanced budget helps us shore up our bond rating to borrow money at reasonable rates.

4. What percentage of the General Fund budget should the City keep as a financial reserve, and why?

KENNETH CUTNO

The City of New Orleans should aim to keep at least 10% to 15% of its General Fund budget in a financial reserve (commonly referred to as a "rainy day fund" or fund balance). Here’s why:

Best Practice Guidelines
• Government Finance Officers Association (GFOA) recommends a minimum of two months of regular General Fund operating expenditures, which typically equates to 16.7% of the annual budget.
• Many cities, especially those prone to natural disasters like hurricanes, maintain 10% to 20% reserves to prepare for emergencies.

Why a Strong Reserve Matters
1. Emergency Preparedness
• New Orleans is highly vulnerable to hurricanes, flooding, and infrastructure failures.
• A solid reserve ensures continuity of services in case of natural disasters or other crises (like pandemics).
2. Credit Ratings
• Credit agencies assess reserve levels when rating the city’s financial stability.
• Higher reserves can lead to better credit ratings, reducing borrowing costs.
3. Economic Stability
• Helps cushion the impact of revenue shortfalls during economic downturns.
• Prevents the need for drastic service cuts or tax increases in hard times.
4. Budget Flexibility
• Gives the city room to respond to unexpected expenses without taking on debt or making hasty budget decisions.

Example:
If the General Fund budget is $750 million, a 10% reserve would be $75 million, while a 15% reserve would be $112.5 million.

Recommendation for New Orleans:
Given the city’s exposure to climate risks and economic volatility, maintaining a reserve of at least 15% of the General Fund would be prudent. It demonstrates fiscal responsibility, builds public trust, and ensures the city can weather future storms—literally and financially.

GREGORY MANNING

BGR’s case for maintaining a reserve of about 17% of General Fund expenses is worth consideration if and when the city has achieved adequate fiscal sustainability to ensure that reserving funds at that level can be done while also maintaining a level of quality public services. However, in my view, we are not yet achieving those ends.

BGR is right to note that unexpected disasters create huge financial stress – but as a City Council member, I would first prioritize ensuring that we are adequately investing in policies and services that would enable people and our infrastructure to better weather those storms.

For instance, if given the choice to maintain a reserve equivalent to 17% of General Fund expenses or to expend an additional $150 million to improve roads and sidewalks, provide subsidies to strengthen roofs and homes of renters and low-income homeowners, or to ensure that resilience hubs are available to community members, I believe those investments would be worthwhile, and would in fact create greater possible that future revenues could be reserved in the way that BGR recommends, by bringing down some of the social and infrastructural costs of storms to the City and its people.

All that to say, once the investments our people need to thrive have been made, and those investments have been made fiscally sustainable, reservation of funds is a sensible policy discussion to have. Until then, I think it is important that our elected leaders prioritize direct investment in the community.

J.P. MORRELL (INCUMBENT)

There should be no set percentage because the economy is in a tremendously volatile state. I supported having a reserve fund that we currently enjoy, but with irresponsible spending by the current administration, it looks like that fund will need to be tapped.

PUBLIC SAFETY

Background Provided to All Candidates

When New Orleans voters last elected their mayor and council four years ago, the city was reeling from a violent crime surge during the COVID-19 pandemic. The number of sworn officers in the New Orleans Police Department (NOPD) had fallen by nearly 20%. BGR hosted a Breakfast Briefing speaker series on public safety in spring 2022 that analyzed New Orleans’ longstanding crime problem and presented both law enforcement and community-based approaches to addressing it.

The City implemented recruitment and retention bonuses for NOPD officers – covering the initial costs with a substantial portion of its federal pandemic relief funds. It expanded its collaboration with other law enforcement agencies, including the Louisiana State Police, as the NOPD superintendent explained at a December 2023 BGR Breakfast Briefing. The City also invested in several public safety initiatives besides law enforcement, from mental health crisis response to violence prevention. Nonprofit organizations, businesses and others came together to form the NOLA Coalition in summer 2022 to invest in both NOPD and youth support services.

Crime has fallen significantly from its 2022 peak, and a recent public opinion survey found increasing satisfaction with NOPD and neighborhood safety. But public safety remains a top concern for many residents. NOPD’s officer strength has stopped its downward trend but hasn’t markedly improved. The department is the City’s largest annual General Fund expenditure, accounting for about a fifth of the budget. BGR’s recent report on the City’s financial management highlighted inaccurate budget projections for NOPD in 2024. Overtime costs have been a key driver in tens of millions of dollars of unplanned expenditures.

On public safety, BGR asked the candidates:

5. Would you seek an increase in funding for NOPD? Why or why not? If yes, please specify the increase level and what the additional funds would support. If no, please specify any changes to the department’s current budget that you would seek.

KENNETH CUTNO

Yes, I would seek a strategic increase in funding for the New Orleans Police Department (NOPD)—but only if it is targeted, accountable, and community-centered. Public safety is a top priority, but simply increasing spending without reform and oversight is not the answer.

Why Increase NOPD Funding
New Orleans is experiencing high levels of violent crime, and NOPD is understaffed, with officer numbers significantly below national standards for a city our size. To effectively reduce crime and rebuild trust, we need to:

1. Recruit and Retain More Officers
• Increase funding by $15–$25 million over the next budget cycle.
• Focused on competitive salaries, housing stipends, and signing bonuses to attract and retain quality officers—especially local residents.
2. Invest in Modern Crime-Fighting Technology
• Fund real-time crime centers, updated equipment, and data-driven policing tools that improve efficiency and reduce response times.
• Expand crime camera networks and gunshot detection systems, especially in high-crime areas.
3. Enhance Training & Accountability
• Direct funds to community policing training, de-escalation, mental health response, and anti-bias education.
• Strengthen internal affairs and civilian oversight to ensure responsible policing.
4. Support Alternatives to Armed Response
• Allocate part of the increased funding for co-responder models (social workers + officers) for non-violent calls like mental health crises or homelessness.

How This Differs from the Status Quo
Rather than blank-check funding, this plan ties investment to:
• Performance metrics
• Community trust building
• A focus on smart policing, not over-policing

What I Would NOT Support:
• I would oppose any increase in funding that does not come with clear accountability, transparency, and reform.
• I would also review areas of wasteful spending, such as excessive overtime, to redirect funds more effectively.

Summary Statement for Campaign Use:
• I support increasing funding for the New Orleans Police Department in a way that makes our neighborhoods safer, not just more policed. That means investing in hiring, training, and technology, with accountability to the people. We deserve a police department that protects all of us and earns our trust.

GREGORY MANNING

I would not seek to increase funding for NOPD, nor would I necessarily seek to make cuts. I do believe the budget projection discrepancies relating to NOPD are worth greater investigation; I would like to see a thorough audit conducted of NOPD, to ensure taxpayers dollars are being stewarded responsibly. I would like to see this audit completed in combination with an independent, comprehensive study of workforce, personnel, and organizational issues to create a plan to ensure NOPD is adequately staffed to meet the needs of our city, particularly in relation to investigating violent crimes.

J.P. MORRELL (INCUMBENT)

I would not seek an increase for NOPD as it has a sustainable level of funding. I believe that money spent on ancillary support services, like the Mobile Crisis Unit, as well as additional funding to violence interruption and other nonprofit programs, are what has led to the tremendous drop in violent crime.

6. Beyond NOPD, what do you think are the top two areas where City resources can most effectively drive improvements in public safety? Why does the City’s involvement in these areas have strong potential for improving outcomes?

KENNETH CUTNO

Beyond the New Orleans Police Department, the top two areas where the City can most effectively drive long-term, sustainable improvements in public safety are:

Youth Development & Violence Prevention Programs

Why it’s critical:
• A significant portion of violent crime in New Orleans involves young people, either as perpetrators or victims.
• Many youth lack structured after-school programs, job opportunities, or mentorship, especially in underserved communities like New Orleans East and Central City.

How City Involvement Helps:
• The City can fund, expand, and coordinate youth centers, recreation programs, summer job initiatives, and mentorship pipelines.
• Cities like Boston, Richmond (CA), and Atlanta have seen major crime reductions by investing in youth violence prevention and intervention models (e.g., Cure Violence, Midnight Basketball).
• By investing in early intervention, the City can break the cycle of crime before it starts.

Specific Recommendations:
• Establish fully funded youth resource hubs in every council district.
• Partner with schools, churches, and nonprofits to create 24/7 safe zones for at-risk youth.
• Expand job training and apprenticeships for ages 14–24, with direct placement in city infrastructure and beautification jobs.

Blight Reduction & Neighborhood Revitalization

Why it’s critical:
• High-crime areas often overlap with neighborhoods full of vacant lots, abandoned homes, and poor lighting.
• These conditions foster crime, reduce property values, and erode community pride.

How City Involvement Helps:
• The City has direct control over code enforcement, property disposition, street lighting, and land-use planning.
• Revitalizing blighted areas increases eyes on the street, creates opportunity for affordable housing, and encourages economic activity.

Specific Recommendations:
• Launch a Neighborhood Safety Through Revitalization Initiative, using ARPA and infrastructure dollars to:
• Remove or renovate blighted homes.
• Improve street lighting, sidewalks, and drainage in high-crime areas.
• Offer grants or low-interest loans for homeowners and landlords to repair property.
• Convert vacant lots into community gardens, parks, or youth spaces.

Why These Two Areas?
• Both strategies address the root causes of crime, not just the symptoms. They focus on:
• Prevention over punishment
• Community stability over incarceration
• Smart investments over short-term fixes

Summary:
Public safety doesn’t begin with handcuffs; it begins with hope. By investing in our youth and cleaning up our neighborhoods, we make New Orleans safer for everyone. The City must lead with vision, not fear

GREGORY MANNING

As you noted, violent crime in New Orleans is, thankfully, on the decline from highs seen during the pandemic. As such, we should ensure that we as a city are investing as much as possible in policies that will keep that trend moving in the right direction.

In my view, while NOPD must be an important part of managing and reducing crime in New Orleans, it cannot be the only institution the Council relies upon to achieve public safety. I would strive to ensure policing is done well, while also focusing attention on ways to address the root causes of crime in our City.

That’s why, as a Council member, I want to prioritize: (1) reform at the Department of Public Safety and Permitting – to address some roots of crime and public safety issues relating to housing – as well as (2) investment in youth-focused programming, including job training, vocational schooling, and public employment.

If we can ensure that people’s basic needs are met–especially with regard to housing and economic well being–we can ensure the downward trend of crime in New Orleans becomes a safer status quo for all New Orleanians.

J.P. MORRELL (INCUMBENT)

I believe that Dept. of Public Works is a driver of public safety because inefficient lighting and street closures are a safety issue, and I believe that NORD is a tremendous untapped resource in that the availability of recreational programs deters crime.

ORLEANS PARISH JAIL

Background Provided to All Candidates

The Orleans Parish jail has been under federal oversight or investigation for more than 50 years, longer than any other local jail in the country. It has suffered from chronic problems, including violence, understaffing, and insufficient medical and mental health care. The May 16, 2025, escape of 10 men from custody heightened the public’s concern about the jail’s problems.

BGR’s 2022 report, Keys to the Jail, linked the jail’s performance problems to the strained governance relationship between the Orleans Parish Sheriff’s Office and the City. Under Louisiana law, the Sheriff’s Office operates the jail, while the City must pay most of its costs – 79% of its $91.1 million total budget in 2025. This structure has blurred accountability for the jail’s performance and impeded progress toward improving its performance and exiting federal oversight. BGR recommended the City and Sheriff’s Office develop a multi-year agreement to:

• Establish an ongoing strategic planning process in which they collaborate on the budget, facilities, employee compensation and training, and other jail needs.
• Improve fiscal transparency and accountability, both to ensure adequate City funding for the jail and careful tracking of how the Sheriff’s Office uses the money.
• Strengthen the appointment process for the top jail administrator by defining the job’s responsibilities and qualifications and by enabling City and public input on the candidates.
• Create an independent local entity to oversee jail performance to ensure ongoing monitoring of jail conditions and treatment of people in custody after federal court oversight ends.

In April 2025, voters renewed the Sheriff’s property tax for the jail. BGR supported the renewal based on its analysis showing the tax provides essential funding for the jail that would otherwise have to come from the City. However, BGR recommended that the Sheriff’s Office regularly report on tax expenditures and the office’s progress toward improving jail compliance, performance and outcomes. Following the May 2025 escape and the risk of more finger-pointing between the City and Sheriff, BGR re-emphasized the importance of the City and Sheriff’s Office coming to a long-term agreement.

On the Orleans Parish jail, BGR asked the candidates:

7. Should there be a cooperative agreement between the City and the Sheriff’s Office along the lines of what BGR recommends? If yes, please explain which components in the bullet point list above should be included in the agreement, plus any other priorities you would include. If not, please explain how you would work with the Sheriff to improve the jail’s performance.

KENNETH CUTNO

Yes, I support a cooperative, multi-year agreement between the City of New Orleans and the Orleans Parish Sheriff’s Office (OPSO) as recommended by the Bureau of Governmental Research (BGR). Given that the City funds nearly 80% of the jail’s costs but lacks authority over its operations, it is essential to create a formal framework that clarifies responsibilities, improves transparency, and ensures the jail is run humanely, efficiently, and in compliance with constitutional standards.

Key Components That Should Be Included:

Joint Strategic Planning Process
• The City and Sheriff must collaborate proactively, not reactively, on:
o Budget planning
o Staffing and compensation
o Facility needs
o Inmate programming and healthcare
• This ensures better forecasting, reduces disputes, and aligns spending with public safety goals.

Fiscal Transparency and Accountability
• The Sheriff’s Office should be required to submit:
o Detailed, quarterly expenditure reports
o Audited financial statements
o Performance metrics tied to budget requests
• In exchange, the City commits to funding jail operations based on clear, evidence-based needs.

Strengthened Appointment Process for Jail Administrator
• The jail administrator should be:
o A credentialed professional in corrections management
o Appointed through a process involving input from the Mayor, City Council, and the public
o Guided by a clearly defined job description, performance goals, and accountability measures

Independent Local Oversight Entity
• With the jail under federal oversight for more than a decade, we must prepare for the future by:
o Creating an independent monitoring board
o Empowering it to conduct regular inspections, track civil rights concerns, and ensure ongoing compliance with standards after the consent decree ends
o Including formerly incarcerated individuals, healthcare experts, and civil rights advocates on the board

Additional Priorities I Would Include:
• Mental Health and Reentry Services
• Mandate investment in mental health care, substance abuse treatment, and reentry planning to reduce recidivism and improve outcomes for people leaving the jail.
• Data Sharing and Public Reporting
• Require OPSO to publicly release data on use of force, suicide attempts, staff misconduct, and recidivism—this builds trust and transparency.
• Cost Control and Efficiency Reviews
• Include a provision for annual operational audits to identify inefficiencies, overtime abuse, or duplicative services. Summary:

As City Councilmember At-Large, I will fight for a binding agreement between the City and the Sheriff’s Office that improves jail performance, restores accountability, and ends federal oversight responsibly. We must ensure that our tax dollars support humane, effective, and transparent operations, not unchecked spending with no public input

GREGORY MANNING

I shared BGR’s concerns about the Orleans Parish jail and I view its proposal for a cooperative agreement between the City and the Sheriff’s Office as a sensible approach to resolving some of those concerns. I agree with BGR’s recommendations to have that agreement: (1) establish on-going planning processes related to budgeting, staffing, and other needs; (2) improve transparency and accountability around use of taxpayer dollars for the jail; (3) better define the responsibilities and qualifications for the jail’s top administrator; and (4) create an independent entity to oversee jail performance and conditions.

If elected, I would look forward to working with BGR and other stakeholders in our criminal legal reform community in advancing these and other policies to ensure the Orleans Parish jail is made as safe and secure as possible.

J.P. MORRELL (INCUMBENT)

As a councilmember, I have fought for the Sheriff’s Office to adopt the BRASS system of tracking budget outcomes and contracts. I think that the Sheriff’s inclusion in BRASS over the next year will provide metrics to track their performance.

STREET MAINTENANCE

Background Provided to All Candidates

The City is making more than $2 billion in federally funded repairs to streets and subsurface infrastructure damaged during Hurricane Katrina. However, the long-term benefits of this once-in-a-lifetime investment are threatened by the City’s chronic underfunding of street maintenance. As BGR reported in 2024, the Public Works department estimates it would cost $50 million a year to properly maintain the City’s 1,500 miles of streets. The City spends about $14 million, or $36 million less than is needed. This is particularly problematic because preventive street maintenance tends to pay for itself over time. Public Works has estimated that every dollar spent on preventive maintenance saves $4 to $5 on repair and reconstruction costs down the road.

On street maintenance, BGR asked the candidates:

8. What would you do to address the City’s underfunding of street maintenance? Please be specific on funding levels and how you would go about finding more revenue for streets.

KENNETH CUTNO

The underfunding of street maintenance in New Orleans is a long-standing crisis that impacts public safety, economic activity, property values, and quality of life. As your City Councilmember At-Large, I would take a proactive, transparent, and equity-driven approach to secure dedicated funding and ensure long-term improvements to our city’s streets.

The Problem:
• New Orleans has over 1,500 miles of streets, and more than 65% are in poor or failing condition.
• The city needs $40–50 million per year just for basic maintenance and repair.
• Currently, funding is inconsistent, reactive, and largely dependent on short-term federal aid or bond proceeds.

My Specific Plan:
Establish a Dedicated Street Maintenance Fund
• I would propose legislation to create a Dedicated Street Maintenance Fund that ensures a baseline of $40 million annually, separate from federal capital improvement projects, to cover recurring needs such as:
o Pothole repair
o Asphalt resurfacing
o Drainage-linked street degradation
o Sidewalk safety fixes

Funding sources could include:
• Reallocate Existing Local Revenues
• Short-Term Rental (STR) Taxes: Re-direct a larger portion of STR revenue (projected at ~$20 million/year) to street repair in neighborhoods affected by high tourism impact.
• Parking Meter & Traffic Fine Revenues: Dedicate a percentage (e.g., 25–30%) of parking meter revenue and traffic enforcement fines toward street maintenance.
• Infrastructure Bond Program (with Street Prioritization)
• Support a 2026 infrastructure bond issue that puts at least 50% of proceeds toward street repair, prioritizing equity, fixing the worst streets in the most underserved neighborhoods first.

Public-Private Partnerships & Utility Coordination
• Partner with utilities and telecom providers to share trenching costs and require coordinated repaving when streets are cut open.
• Include a “dig once” policy in all permitting to ensure any street disruption is matched with full repaving funded in part by the utility or developer.
• Pursue Federal and State Infrastructure Grants
• Aggressively compete for IIJA (Infrastructure Investment and Jobs Act) and FTA grants for urban street improvements, particularly green infrastructure and complete streets programs.
• Hire or contract a grant-writing team to target these opportunities year-round.

Community-Focused Execution:
• Create a Public Street Repair Dashboard that tracks street repair funding, timelines, and neighborhood-by-neighborhood updates to ensure accountability.
• Establish a neighborhood feedback loop through the district councils so residents help set repair priorities, especially in historically neglected areas like New Orleans East and the Lower 9th Ward.

Bottom Line:
• We must stop managing our roads with one-time fixes and start treating infrastructure like the essential public asset it is. With dedicated funds, smarter use of existing revenues, and strong public oversight, we can finally fix our streets—not just patch them.
• We deserve safe, reliable streets, on every block, in every neighborhood.

GREGORY MANNING

I would pursue a greater share for the City of hotel taxes to fund street repairs. Too much of that revenue is reinvested into tourism, but we can’t continue to attract tourists with crumbling streets.

J.P. MORRELL (INCUMBENT)

The Cantrell Administration’s mismanagement of the federally funded JIRR program has led to a tremendous backlog of streets that should’ve been repaired. The new bond issuance supported by the Administration and the City Council will provide additional funding to tackle some of those outstanding street repairs.

SEWERAGE & WATER BOARD GOVERNANCE

Background Provided to All Candidates

The Sewerage & Water Board is a state-created utility over which the mayor and City Council have substantial influence. The mayor serves as president of the utility’s board of directors, which is responsible for its operations and finances. The City Council has a seat on the board and controls the utility’s water and sewer rates and drainage property taxes.

One key task for the next mayor and council is supporting better Sewerage & Water Board performance. While the utility is implementing a wide-ranging strategic plan, long-term success will depend on improving the Sewerage & Water Board’s governance structure. This means the laws and policies that shape the powers, roles and responsibilities of the utility and those involved in its operations.

A core problem is that the Sewerage & Water Board must operate New Orleans’ water, sewer and drainage systems, but the City Council controls the fees and taxes that support them. Over the years, this tension between operational responsibility and funding control has allowed politics to influence funding decisions. This has resulted in underfunding, contributing to today’s deteriorated infrastructure and shifting costs to current and future ratepayers.

BGR suggests either strengthening the Sewerage & Water Board as a stand-alone utility that operates separately from City government or replacing it with a municipal utility that functions as part of City government. BGR’s 2023 report, Waterworks in Progress, details the potential benefits of each option over the status quo. But each option would present new complications that require further study. The next mayor should initiate that study and coordinate these efforts with the City Council and the Sewerage & Water Board, as well as seek public input.

In the near term, the City Council can improve its process for considering Sewerage & Water Board funding requests. As BGR outlined in its 2023 letter, the council should (1) objectively evaluate funding proposals, (2) regularly assess the utility’s performance, (3) track outcomes against desired goals, and (4) review strategic and financial plans and reports. These efforts would build on the council’s important work to expand its oversight of the utility, set up processes with State legislative support to help resolve customer billing problems, and help fund important infrastructure, such as a new electrical power complex to improve drainage pumping.

On Sewerage & Water Board governance, BGR asked the candidates:

9. What changes to management, operations, or governance of the Sewerage & Water Board would you support, and why?

KENNETH CUTNO

I support comprehensive reform of the Sewerage & Water Board of New Orleans (SWBNO)—including changes to its management structure, operations, and governance—because the agency is failing residents with unreliable services, excessive billing errors, outdated infrastructure, and a lack of accountability.

Here’s what I would advocate:
1. Governance Reform: Align SWBNO More Closely with City Government

Why:
• SWBNO operates as an independent board, yet it controls a core public service funded by taxpayers.
• There is currently blurred accountability, where neither the Mayor nor City Council has clear, direct authority over the agency’s leadership or performance.

Proposed Changes:
• Reform the board appointment process to ensure City Council representation and independent experts in engineering, water management, and public finance.
• Require City Council confirmation of key executive hires (like the Executive Director).
• Consider merging or more closely coordinating SWBNO with the Department of Public Works to streamline infrastructure planning, street repairs, and drainage.

2. Improve Billing Accuracy and Customer Service

Why:
• Thousands of residents have received inflated or incorrect bills, with little recourse or explanation.
• The billing system is outdated, and customer service response times are often unacceptable.

Proposed Changes:
• Fully audit and modernize the metering and billing system—and make that audit public.
• Create a Customer Bill of Rights, including clear timelines for dispute resolution and protections against shutoffs for low-income customers with pending disputes.
• Invest in training and staffing for a 24/7 customer support team to reduce backlogs and improve communication.

3. Modernize Infrastructure and Resilience Planning

Why:
• Much of the SWBNO infrastructure is over 100 years old.
• System failures are frequent during heavy rain events, which leads to flooding and boil water advisories.

Proposed Changes:
• Prioritize infrastructure upgrades using federal infrastructure dollars and climate resilience grants. Install real-time monitoring systems for pumps and turbines.
• Create a transparent infrastructure dashboard where residents can track progress on key repair projects by neighborhood.

4. Enhance Financial Transparency and Oversight

Why:
• The public doesn’t know where SWBNO’s money is going or why rates keep rising.
• There’s a history of financial mismanagement, deferred maintenance, and inefficient spending. Proposed Changes:
• Require quarterly public financial reports, reviewed jointly by the City Council and an independent auditor. Mandate an annual performance review tied to service outcomes, not just internal targets.
• Tie executives’ pay to measurable public service improvements (reduction in outages, customer satisfaction, infrastructure uptime).

Summary:
New Orleans deserves a modern, transparent, and accountable Sewerage & Water Board that works for the people, not behind closed doors. I will fight to overhaul its governance, fix the broken billing system, and ensure our infrastructure is strong enough to meet the challenges of the future.

GREGORY MANNING

The Sewage & Water Board cannot continue to operate as a program for patronage or cultivating favor. I would support efforts at the State Legislature to reform the membership of the Board to prioritize community needs and expertise to deliver the best possible investments and service to New Orleans residents. In addition to good government reforms concerning appointments to the Board, I would also advocate for the Legislature to make SWBNO a true municipal utility, operating as a part of City government.

J.P. MORRELL (INCUMBENT)

I have been the most vocal proponent of revising all management, operations, and governance of SWBNO. There is no way that I can summarize four years of work in 250 words or less.

10. How would you improve the City Council’s approach to reviewing funding requests from the Sewerage & Water Board for rates and taxes?

KENNETH CUTNO

I support comprehensive reform of the Sewerage & Water Board of New Orleans (SWBNO), including changes to its management structure, operations, and governance, because the agency is failing residents with unreliable services, excessive billing errors, outdated infrastructure, and a lack of accountability. I would recommend a three-part improvement strategy to the City Council’s review of Sewerage & Water Board (S&WB) funding requests for rates and taxes:

1. Make the Process Transparent and Data-Driven
• Require detailed justification for every rate or tax increase, breaking down exactly how funds will be spent (projects, maintenance, staffing, debt service, etc.).
• Publish quarterly performance and spending reports so residents can see how past funds were used before new requests are approved.
• Tie funding approval to measurable benchmarks, for example, reducing water main breaks by a certain percentage or improving billing accuracy.
2. Strengthen Oversight and Accountability
• Independent audits before approving new rates, to verify that the S&WB is operating efficiently and not passing unnecessary costs to ratepayers.
• Council-appointed citizen oversight board to review S&WB’s requests, adding community voice and watchdog pressure.
• Performance-based budgeting so future funding depends on whether S&WB meets service delivery goals.
3. Align Funding Requests with a Long-Term Plan
• Require S&WB to submit a 5- to 10-year infrastructure and capital improvement plan before rate adjustments are considered.
• Prioritize preventative maintenance to avoid costly emergency repairs that drive up rates.
• Integrate S&WB’s plan with the City’s stormwater management and climate resilience strategies, so funds aren’t wasted on short-term fixes.

If the Council adopted these changes, rate and tax reviews would shift from a rubber-stamp process to a results-based, transparent, and public-friendly system, protecting residents from unjustified increases while still funding critical water and drainage needs.

GREGORY MANNING

I believe there is value in having the City Council act as a regulator or approving rate increases proposed by the Sewage & Water Board, particularly if the Council is able to make greater investment in bolstering its regulatory staff. As such, I do think that allowing the Council to continue setting rates and taxes relating to SWBNO operations and services is reasonable. But we must do better – as BGR recommends, the Council should approach these processes more objectively, with assessments of performance and tracking of outcomes.

J.P. MORRELL (INCUMBENT)

See answer for Question #9.

STORMWATER FEE

Background Provided to All Candidates

In 2027, one of New Orleans’ three drainage property taxes will expire unless it is renewed by voters. It provides $22 million a year, or nearly a quarter of drainage system revenue. Even with the tax, the system faces substantial unmet funding needs, for everything from cleaning catch basins to fixing pipes to upgrading pump stations. And experts have recommended supplementing traditional drainage with “green infrastructure,” or natural rainfall retention projects that can lighten the load on pipes and pumps and reduce ground subsidence.

To meet these funding needs, the Sewerage & Water Board, the City, and others, including BGR, have suggested creating a stormwater fee. As discussed in a 2017 BGR report, this type of user fee charges a property owner based on an estimate of stormwater runoff that the system collects from the property and discharges into local waterways. Generally, a fee has a couple of advantages over a tax. It applies to both taxable and tax-exempt property, spreading out the cost burden. Also, it is tied to a property’s runoff, rather than the property’s value, which improves fairness.

Sewerage & Water Board and City officials have not yet made a stormwater fee proposal to the public. As a first step, BGR urges them to review the funding needs of the entire drainage system. BGR also recommends careful planning, administration, and oversight to ensure a fair fee structure, effective use of the new revenue, and public accountability.

On stormwater fees, BGR asked the candidates:

11. Do you favor pursuing a citywide stormwater fee? If yes, please explain what the fee proposal should include to ensure effectiveness, fairness and accountability. If you do not favor a stormwater fee, please explain how you would address the drainage system’s financial needs.

KENNETH CUTNO

Yes, I support pursuing a citywide stormwater fee, but only if it is designed with fairness, transparency, and clear community benefits. New Orleans faces a climate and infrastructure crisis, and our aging drainage system is underfunded and overwhelmed. A well-structured stormwater fee would provide a dedicated, sustainable funding source to manage flooding, improve drainage, and build resilience citywide.

Why a Stormwater Fee Makes Sense:
Our current drainage system is underfunded, the Sewerage & Water Board (SWBNO) relies mostly on water and sewer revenues, which don’t cover stormwater costs.
• Stormwater runoff is increasing due to climate change and urban development.
• A fee based on runoff impact, rather than water usage, ensures that properties contributing most to flooding pay their fair share.

Key Principles for an Effective, Fair, and Accountable Fee:
• Equity-Based Billing

o Use a parcel-based system that charges properties based on the amount of impervious surface (e.g., rooftops, driveways, parking lots) that contributes to runoff.
o Offer tiered rates to protect seniors, low-income homeowners, and small nonprofits, while ensuring commercial and industrial properties pay proportionally.

• Credits for Green Infrastructure

o Property owners should receive fee reductions (credits) if they install permeable pavement, rain gardens, green roofs, or cisterns that reduce runoff.
o This encourages community investment in resilience and beautification.

• Transparency and Dedicated Use

o Every dollar collected must be used exclusively for drainage improvements, not general government operations.
o Require annual public reporting on spending, project timelines, and flood reduction impact.

• Community Engagement and Phasing

o Roll out the program gradually, with clear education, public hearings, and a detailed affordability plan.
o Create a Stormwater Advisory Committee with resident representation to help oversee implementation and equity.

If Not a Fee, Then What?
• If a stormwater fee is not politically or legally feasible in the short term, I would pursue:

o State legislation to allow broader revenue options for drainage.
o Reallocation of existing millage revenues and property taxes specifically for stormwater projects.
o A dedicated drainage infrastructure bond program—with a goal of raising $250–300 million over 10 years for pump station upgrades, green infrastructure, and neighborhood drainage relief.

My Commitment:

As your Councilmember At-Large, I will ensure any stormwater fee is:
• Fair to working families, Effective in reducing flooding and infrastructure strain,
• And transparent in how it’s used. New Orleans cannot afford to delay. Our streets flood in minutes, our homes and cars are at risk, and our future depends on proactive leadership.
We deserve a flood-resilient New Orleans, for today and for generations to come

GREGORY MANNING

Yes, and I also agree with BGR that this proposal should come with a thorough review of the needs of the larger drainage system. I believe this fee should be structured along the lines of those proposed by the Water Collaborative, with the fee applying to all properties in the City, with exemptions for those who cannot afford the fee.

J.P. MORRELL (INCUMBENT)

I believe that until we can implement a stormwater fee without double taxing those people who pay for drainage under the existing millage structure, the stormwater fee is a nonstarter. It will take either a complete transition to a stormwater fee and an elimination of the millage structure, or an ability to quantify and credit millage payments against the stormwater fee for it to be fundamentally fair to people who are already supporting the drainage system.

AFFORDABLE HOUSING

Background Provided to All Candidates

In November 2024, voters amended the City charter to require an annual budget dedication equal to at least 2% of the City’s General Fund budget to the Housing Trust Fund, starting in 2026. The City will use the trust fund to preserve and expand affordable housing for low- to moderate-income residents. BGR’s report on the proposition identified acute problems in housing affordability in the city and the need for increased housing investment. However, BGR took a position against the proposed charter amendment citing the budget inflexibility of the charter-based dedication.

The City has tapped two public agencies, Finance New Orleans and the New Orleans Redevelopment Authority, to administer the Housing Trust Fund. In addition, the City Council formed the Housing Trust Fund Advisory Committee to advise the council on appropriations from the fund. In December 2024, BGR wrote a letter to the mayor and City Council recommending ways to ensure effective administration and use of Housing Trust Fund dollars. These recommendations include establishing clear metrics and criteria for examining program performance and expanded accountability measures, such as independent auditing of trust fund revenue. BGR also highlighted the need for other initiatives outside the trust fund to increase affordable housing, such as zoning reforms and tax incentives. As discussed in a previous section, the City should have a long-term financial plan that balances funding for the Housing Trust Fund with other needs.

On affordable housing, BGR asked the candidates:

12. How can Housing Trust Fund dollars be used most effectively in New Orleans?

KENNETH CUTNO

Housing Trust Fund (HTF) dollars in New Orleans must be used strategically and equitably to meet the city’s most urgent housing challenges, particularly around affordability, displacement, and neighborhood stabilization. These public funds should prioritize long-term affordability, community wealth-building, and housing for those most in need.

Top Priorities for Effective Use of Housing Trust Fund Dollars:

1. Deep Affordability
• Target extremely low-income households (those earning under 30% of Area Median Income), including seniors, disabled residents, and low-wage workers.
• Use HTF to fill financing gaps in affordable housing developments that federal or state funds don’t cover.

2. Preservation of Existing Affordable Housing
• Fund repairs and rehab for aging affordable units, including small landlord support for duplexes and fourplexes, especially in Gentilly, New Orleans East, and the 7th Ward.
• Help nonprofit and community-based owners purchase and preserve affordable buildings at risk of being flipped or gentrified.

3. Homeownership for First-Time Buyers
• Offer down payment assistance and closing cost grants for first-generation homebuyers.
• Prioritize working families, single parents, and renters facing displacement from rising property values or landlord sales.

4. Community Land Trusts (CLTs) & Cooperative Housing
• Invest in CLTs that remove land from speculation and guarantee permanent affordability.
• Encourage development of housing co-ops that give residents collective ownership and control over their homes.

5. Anti-Displacement and Tenant Protection
• Fund legal aid for tenants facing illegal evictions or poor living conditions.
• Provide emergency rental assistance to prevent homelessness, especially during disasters or economic shocks. Accountability and Community Involvement

To ensure fairness and impact:
• Require annual public reporting on HTF spending, including income levels served, units created or preserved, and geographic distribution.
• Prioritize projects that align with racial equity goals, reduce concentrated poverty, and revitalize disinvested neighborhoods. Create a community advisory board with residents, advocates, and housing experts to help guide HTF priorities.

My Commitment:
As your Councilmember At-Large, I will:
• Champion expansion of HTF funding through dedicated revenue sources (such as hotel taxes, bond proceeds, or inclusionary zoning in-lieu fees).
• Ensure the Trust Fund centers people over profit, fights displacement, and helps working families live and thrive in New Orleans. We deserve safe, affordable homes—and a city where longtime residents aren’t priced out of the communities they built.

GREGORY MANNING

In the short term, I would be interested in purchasing School Board properties that the Board has had trouble selling and converting them into affordable housing. Not only would we create more affordable units at a relatively modest cost, but this would also serve as a cash infusion for our schools.

J.P. MORRELL (INCUMBENT)

The Housing Trust Fund was just passed by voters this year, and CM Harris is working with her newly created advisory team to look into this issue. I eagerly await their suggestions.

13. What other initiatives besides Housing Trust Fund investments would you support to address housing affordability issues in New Orleans?

KENNETH CUTNO

Beyond investing in the Housing Trust Fund, I support a comprehensive set of bold, people-centered housing initiatives to make New Orleans affordable for working families, seniors, and vulnerable residents. Our housing crisis is rooted in decades of disinvestment, gentrification, and rising costs, and we must use every tool available to create permanent affordability, stability, and equity across neighborhoods.

Key Initiatives to Address Housing Affordability in New Orleans:

Inclusionary Zoning (Mandatory or Incentivized)
• Require or incentivize developers to include affordable units in new residential or mixed-use developments.
• Ensure affordability targets are deep enough (e.g., 30%–60% AMI) and last for at least 30 years.
• Allow flexibility via in-lieu fees that fund the Housing Trust Fund only if on-site inclusion is not feasible.

Community Land Trusts (CLTs)
• Support the creation and expansion of CLTs to ensure permanently affordable homeownership.
• Partner with nonprofits to acquire vacant or blighted properties, especially in historically Black neighborhoods, and turn them into community-owned housing.
• Use city land and federal grants to seed new CLTs in New Orleans East, the 7th Ward, and the Lower 9th Ward.

Tenant Protection & Stabilization Policies
• Pass a Right to Counsel ordinance giving low-income tenants facing eviction access to legal representation.
• Require notice of sale to tenants and allow tenant or nonprofit first right of purchase when rental properties are sold.
• Explore rent stabilization policies where legally feasible to prevent rent gouging.

Support for Small Landlords and Owner-Occupants
• Provide grants or 0% interest loans for repairs to low-income landlords in exchange for affordability covenants.
• Help stabilize housing in Black middle-class neighborhoods by assisting with estate planning, heir property resolution, and property tax relief.

Vacant Property Activation & Anti-Speculation Measures
• Strengthen and enforce blight remediation laws to return vacant housing into productive use.
• Implement a vacant property tax or fee on large-scale land speculators who sit on empty homes while housing costs rise.
• Incentivize the conversion of vacant commercial properties into affordable rental or mixed-use housing.

Use Public Land for Public Good
• Prioritize city- or Housing Authority-owned land for affordable housing development.
• Require long-term affordability covenants and community input on design and use.

Leverage Federal Funds & Disaster Recovery Resources
• Aggressively pursue federal funds (e.g., HUD CDBG, HOME, ARPA, FEMA disaster recovery) to build and preserve affordable units.
• Ensure these funds are used equitably and transparently targeting those most at risk of housing insecurity.

My Vision:
• Housing is not a luxury; it’s a human right. If elected to the City Council At-Large, I will fight to ensure that. No one is displaced because of rising rents or property taxes. Affordable housing is built in every council district, not just concentrated in a few. Our people, not outside developers, own the future of New Orleans.
We deserve a city where every resident can live with dignity, affordability, and stability

GREGORY MANNING

I believe that we must act immediately to build new affordable housing on the countless acres of vacant public lands, owned by the city, HANO, NORA, and School Board, and ensure they are permanently affordable by establishing new community land trusts and social housing on those lands.

J.P. MORRELL (INCUMBENT)

The City of New Orleans needs to be more creative in providing robust incentive packages to organizations or investors looking to build affordable housing. This includes but is not limited to extensive restoration tax abatements as well as PILOT programs for viable developments, as well as providing city-owned property as another opportunity for affordable housing development.

ECONOMIC DEVELOPMENT

Background Provided to All Candidates

The City and other economic development entities should take a rigorous approach to reviewing private development projects seeking tax subsidies. Developers and public officials often view these subsidies as free money. But the tax breaks represent an allocation of future resources and should be evaluated with a rigor worthy of a long-term investment. BGR’s reports on payments in lieu of taxes (PILOT) and tax increment financing (TIF) emphasize several criteria:

• The project advances priorities specified in the City’s economic development strategic plan.
• Independent analyses demonstrate the market will not produce a desirable outcome for the project site, therefore making a public subsidy necessary.
• The subsidy provides only the minimum needed for the project to proceed. In addition, the subsidy should not compensate for basic financial weaknesses in a developer or a transaction (e.g., inadequate equity investment) or a lack of demand for a service or product.
• Effective subsidies produce a significant positive ratio of benefits to costs, as supported by a rigorous cost-benefit analysis.
• Subsidies should not create unfair impacts on local competitors or the surrounding neighborhood.

The City is not the sole entity with authority to abate local taxes in New Orleans to promote economic development. Others include the New Orleans Industrial Development Board and special economic development districts. This potentially makes it more difficult to implement a unified subsidy strategy, especially if the entities do not share the same economic development priorities.

On economic development, BGR asked the candidates:

14. What do you think New Orleans should emphasize in a strategic plan for economic development, and what would you do to ensure cohesive support from business, community and regional stakeholders necessary to achieve the plan’s goals?

KENNETH CUTNO

New Orleans needs a strategic economic development plan that is bold, inclusive, and built on equity, sustainability, and opportunity for all residents, not just a privileged few. Our plan must balance tourism with neighborhood revitalization, support small businesses, expand workforce training, and invest in the city’s untapped talent, especially in underserved areas like New Orleans East, the Lower 9th Ward, and Central City.

What the Strategic Plan Should Emphasize:

1. Equitable Job Creation & Living Wages
• Prioritize industries that offer quality jobs with living wages ($20+/hour), benefits, and career pathways—such as advanced manufacturing, healthcare, logistics, clean energy, and tech.
• Ensure city incentives (tax breaks, contracts, etc.) are tied to local hiring, equity goals, and community benefits.

2. Neighborhood-Based Investment
• Target disinvested neighborhoods with business corridor revitalization, storefront grants, and infrastructure improvements.
• Prioritize New Orleans East, a major corridor for regional growth, and transform it into a hub for logistics, healthcare, and education.

3. Support for Black-Owned and Local Businesses
• Expand access to capital, mentorship, and city contracts for minority- and women-owned small businesses.
• Create a “Buy Local, Build Local” campaign backed by procurement reforms and financial incentives to keep city dollars circulating in our communities.

4. Workforce Development That Works
• Partner with community colleges, unions, and nonprofits to build training-to-career pipelines for youth, returning citizens, and unemployed residents.
• Focus on skills in high-demand sectors: HVAC, coding, nursing, construction, energy, and digital media.

5. Infrastructure for Growth
• Invest in roads, broadband, drainage, and utilities to prepare sites for development and attract new industries, especially in areas currently bypassed for lack of infrastructure.
• Activate vacant public properties for workforce housing, business incubators, and cultural facilities.

6. Resilient and Green Economy
• Position New Orleans as a leader in coastal restoration, climate adaptation, and renewable energy.
• Create green jobs through solar installation, wetland restoration, flood mitigation, and public transit expansion.

How I Will Build Cohesive Support:

1. Convene a Citywide Economic Development Council
• Bring together business leaders, labor, neighborhood groups, and regional partners quarterly to align goals, track progress, and break down silos.
• Include voices from every council district, especially those most often left out.

2. Public-Private Partnerships (PPPs) with Purpose
• Ensure PPPs are structured with clear community benefits—like job guarantees, affordable space for local vendors, or infrastructure investments in underserved areas.
• Negotiate agreements that keep more value in the hands of New Orleanians, not just outside developers.

3. Transparent Metrics and Accountability
• Establish clear, public benchmarks for job creation, equity outcomes, and project timelines.
• Launch an interactive online dashboard tracking economic development initiatives and funding allocations.

4. Regional Cooperation
• Work with Jefferson Parish, Baton Rouge, Port NOLA, and airport leadership to coordinate on logistics, workforce mobility, and shared infrastructure—not compete against each other.

My Commitment:
As your Councilmember At-Large, I will ensure our economic development strategy:
• Lifts up neighborhoods long left behind,
• Invests in people, not just projects, and
• Builds a diversified economy that can withstand future storms, literal and economic.
We deserve good jobs, strong businesses, and vibrant neighborhoods, all across New Orleans.

GREGORY MANNING

New Orleans should emphasize revitalization in neglected neighborhoods whose commercial corridors have been abandoned over the decades, namely in the Lower 9, New Orleans East, and throughout the Westbank. These neighborhoods want development and need development, and providing support to make it possible will help put these neighborhoods on a level playing field with those that have already attracted significant investment.

J.P. MORRELL (INCUMBENT)

New Orleans needs to have an inclusive, strategic plan for economic development that engages a wide variety of people from the business and nonprofit communities. It is important that this also include regional partners because long-term development for the metropolitan area requires a regional approach.

15. What, if any, changes would you pursue to how local tax subsidies for economic development are used and administered in New Orleans?

KENNETH CUTNO

I believe local tax subsidies for economic development in New Orleans must be reformed to ensure they deliver real value to residents, not just profits to developers. Tax incentives like PILOTs (Payments In Lieu of Taxes), ITEPs (Industrial Tax Exemptions), and TIFs (Tax Increment Financing) must be tied to community benefits, job creation, and equity goals, with strong public oversight.

Problems with the Current System:
• Lack of Transparency: Many deals are approved with little public input or detailed impact analysis.
• Weak Community Returns: Developers often receive generous tax breaks without delivering living-wage jobs, local hiring, or neighborhood investment.
• Uneven Impact: Subsidies often benefit downtown or high-growth areas, while places like New Orleans East, Algiers, and the Lower 9th Ward are left out.

Changes I Would Pursue:
• Community Benefit Requirements

o Tie all major tax subsidies to legally enforceable Community Benefits Agreements (CBAs) that include:

• • • Local and minority hiring goals
    • Living wage jobs
    • Affordable housing units (where applicable)
    • Infrastructure or public space investments in the surrounding neighborhood

• Stronger Oversight & Public Input

o Require City Council approval and public hearings for all tax abatements over a certain threshold ($500,000).

o Create a Tax Subsidy Transparency Portal to track:

• • • Who receives subsidies
    • What commitments they made
    • Whether they met their obligations Performance-Based Subsidies

o Structure subsidies so that developers must meet milestones (e.g., job creation, local hiring) before receiving the full benefit.

o If promises are not met, the city should have clawback provisions to recover public funds.

• Geographic Equity Targets

o Prioritize tax incentives for projects in disinvested or underdeveloped areas, such as:

• • • New Orleans East
    • The Lower 9th Ward
    • Central City and the Desire area

o Ensure subsidies promote inclusive growth, not just concentrated development downtown.

• Limit Use for Luxury Projects

o End tax subsidies for luxury apartments, high-end hotels, or chain retail unless they include significant public benefits.

o Focus on subsidies for:

• • • Mixed-income housing
    • Community-owned developments
    • Job-creating commercial or industrial projects

• Reinvest Tax Revenue Locally

o For TIF districts, mandate that a portion of diverted tax revenue is reinvested into schools, parks, and public safety in the immediate area, so neighborhoods don’t lose out on basic services.

My Commitment:
• As your Councilmember At-Large, I will fight to make economic development subsidies work for the people by demanding transparency, accountability, and meaningful community return on investment. We deserve smart, fair economic policies that build wealth in our communities, not giveaways that benefit the few at the expense of the many.

GREGORY MANNING

Economic development should always prioritize the needs of the neighborhood in question. I would seek subsidies that allow for more grocery stores with plentiful fresh food options in neglected neighborhoods reliant on corner stores without fresh foods or where residents have to travel long distances to shop for groceries. We must aggressively tackle the problem of food deserts and unequal distribution of vital businesses across the cityscape. Generally speaking, we need more local-focused economic development to balance the long-standing emphasis on tourist-oriented development.

J.P. MORRELL (INCUMBENT)

I am a firm believer that there needs to be reform at the Industrial Development Board to provide more transparency and accountability when incentives are being given for projects that may not need incentives to get over the finish line, and there needs to be more measurable benchmarks and goals post-development to show the City got its bang for its buck.

PENSIONS

Background Provided to All Candidates

BGR has documented the sharply rising costs of pensions for public employees in a series of reports. The City’s total annual pension contributions have increased nearly 50% from $78 million in 2010 to more than $110 million this year. BGR’s research linked the problem to several factors, including benefits that far exceed national norms, past underfunding by the City, poor investment decisions, and overly optimistic assumptions about investment returns.

The City adopted a series of pension reforms during the last decade. These included increasing funding for pensions and lowering benefits for newly hired employees aside from police officers. However, the City has already reversed some of these reforms, and the rest are at risk.

Starting in 2018, the City reduced pension benefits to match national norms for new hires in the New Orleans Municipal Employees’ Retirement System (NOMERS), which includes all City employees except police and firefighters. But the City reversed many of the reforms in 2020 with almost no public discussion or justification.

Another set of reforms for the New Orleans Fire Fighters’ pension fund are part of a landmark 2016 legal settlement. The settlement includes higher annual contributions from the City and lower benefits for new firefighters. Voters also approved a 2.5-mill tax to help fund the settlement, which has made limited progress on improving the pension fund’s financial health. BGR found in 2024 that the ratio of the fund’s assets to its liabilities is just 11.5%. The recommended goal is 100%, and anything less than 70% is cause for serious concern. Despite the fund’s continued poor health, firefighters and pension system officials have stated their desire to undo the reforms. Meanwhile, the City’s current annual contribution of $45 million would need to increase by $23 million to put the fund on track to be fully funded, according to the fund’s annual actuarial report.

On pensions, BGR asked the candidates:

16. How should the City address the substantial costs of pensions while ensuring its total compensation packages for current and new employees are competitive? Please be specific about the changes you would pursue.

KENNETH CUTNO

To address the substantial pension costs while ensuring competitive total compensation for current and new City of New Orleans employees, I would pursue a balanced, transparent, and future-focused approach that protects workers, stabilizes city finances, and ensures long-term sustainability.

Specific Proposals:
1. Conduct an Independent Pension Audit & Actuarial Review
• Why: We must understand the full scope of the City’s pension liabilities and the drivers of cost escalation.
• Action: Commission an independent audit and a 30-year actuarial forecast to identify funding gaps, benefit trends, and inefficiencies.
• Result: Gives City Council and taxpayers a clear picture for reform.

2. Shift to a Tiered Pension System for New Hires
• Why: Many cities have adopted tiered systems to control future costs without disrupting current retiree benefits.
• Action: Keep existing employees and retirees under current plans; create a new, cost-contained pension tier for future hires that could include:

o Later retirement age
o Modified benefit formulas
o Shared-risk cost-of-living adjustments (COLAs)

3. Strengthen the City’s Pension Fund Contributions Discipline
• Why: Inconsistent employer contributions deepen unfunded liabilities.
• Action: Establish dedicated annual contributions as a fixed percentage of revenue (similar to a “pension funding floor”) to prevent deferrals during tough budget years.

4. Explore Hybrid Retirement Plans
• Why: Hybrid plans (a mix of defined-benefit + defined-contribution) reduce long-term risk while preserving retirement security.
• Action: Analyze models like the Federal Employees Retirement System (FERS) and Louisiana’s LASERS reforms to develop a New Orleans-specific hybrid option.

5. Offer Incentives for Early Voluntary Retirement
• Why: Strategic retirements can open pathways for new talent at lower salary scales.
• Action: Voluntary retirement incentive programs (VRIPs) can include:

o Health coverage buyouts
o One-time incentives
o Career transition services

6. Modernize the City’s Compensation Strategy
• Why: Total compensation is more than pensions—it includes salary, healthcare, and work-life balance.
• Action:

o Conduct a market analysis to align salaries with regional benchmarks.
o Improve non-cash benefits (flex time, telework, family leave).
o Create a public service incentive bonus fund to reward innovation and retention in critical roles.

7. Engage Labor Unions and Employees Proactively
• Why: Reforms are more successful when they are collaborative and transparent.
• Action: Convene a Pension and Compensation Task Force made up of union reps, retirees, financial experts, and administration officials to co-develop reform packages.

8. Create a Pension Stabilization Reserve Fund
• Why: Just like we need rainy day reserves, we also need a buffer for pension volatility.
• Action: Dedicate a portion of unexpected revenue surpluses to a pension reserve fund to ease future pressure on the General Fund.

My Guiding Principle:
We must protect workers’ promises while protecting the taxpayers’ pocketbook. Long-term pension health is not about cutting benefits, it’s about smart planning, early action, and shared accountability.

GREGORY MANNING

In my view, pensions can and should be a key tool for attracting and retaining talent to go into public service on behalf of the City of New Orleans. As a City, we must ensure that those who enter in that public service are provided for in retirement and that our promises are kept – and as a candidate for the City Council, I would want to approach the issue of pension costs with that frame in mind, first and foremost.

To the extent that pension costs are straining city finances, I would support efforts to commission an independent study to provide a thorough accounting and recommendations for how to best support and preserve pensions for city employees.

J.P. MORRELL (INCUMBENT)

I firmly believe that those with existing pensions need to have their investments protected. New employees should have the option of whether or not they want to enter the pension system or pursue a 401K. I say this knowing that individuals who are new hires and departing the pension system will create an unfunded obligation to the city, but there is simply no way for the City to consider alternative retirement options where we will not be on the hook for individuals inside our existing pension system. The City’s existing pension obligations are sacred and a promise to pensioners, and those people who have worked for the City of New Orleans have to have their retirements protected at all costs.