BlightStat: A performance management tool for addressing blight in New Orleans

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1 BlightStat: A performance management tool for addressing blight in New Orleans Oliver Wise Director Office of Performance and Accountability City of New Orleans April 12, 2011

2 Blight in New Orleans Blighted properties represent a remarkable opportunity for community development, economic growth, and neighborhood stability in New Orleans. There are estimated to be approximately 45,000 55,000 blighted residential and commercial addresses in the city. Reducing blight by 10,000 over the next three years will catalyze neighborhood revitalization and economic growth across the city. 2

3 The severity of New Orleans blight problem in a national context Blighted addresses, empty lots, and vacant properties Source: GNOCDC, May 2010 Based on Postal Service data 3

4 Problems with the City s approach to blight when Mayor Landrieu took office (May 2010) No single definition of blight and blight eradication No overall goal for blight reduction No one accountable for meeting goals Very few, if any, performance measures Blight eradication operations were fractured and uncoordinated Little prioritization of limited resources for fighting blight No comprehensive set of data to guide decision making Low morale in key departments 4

5 Framework for a Blight Strategy Strategic Vision, Goals, and Norms Data Driven Decision Making Blight Tool Alignment and Improvement Organizational Architecture and Processes Strategic Deployment of Resources Place-Based Revitalization Coordinate data and information to measure blight and track the City s progress in meeting its goals Prioritize blight tools that achieve the greatest results for the lowest cost Create a streamlined management structure that has clear lines of accountability for accomplishing citywide blight eradication goals and has the capacity to deploy tools necessary to achieve those goals Deploy blight eradication tools with maximum efficiency, effectiveness, and transparency consistent with the City's vision, mission, and values Convert liability properties to assets for economic growth and neighborhood stability 5

6 From Strategy to Action: The Big Picture Data- Driven Decision Making Blight Tool Alignment and Improvement Organizational Architecture and Processes Strategic Deployment of Resources Place-Based Revitalization Coordinate all blighttracking information systems Prioritize code enforcement and sheriff's sales as the primary tool for acquiring blighted properties Consolidate Departments of Code Enforcement and Environmental Health to streamline inspections Create CitiStat process for managing blight eradication program Coordinate property disposition strategy with place-based community development strategy Create GIS blight map Demolish, deconstruct, and maintain blighted properties and lots Streamline and scale up administrative hearings Use placed-based principles in the deployment of resources Facilitate ability of adjacent property owners to acquire blighted properties Integrate neighborhood data into City s blight tracking system Build capacity to execute sheriff's sales Utilize NORA s ability to land-bank properties for strategic redevelopment Adapt NORA to be an effective, sustainable landbanking organization 6

7 Managing Mayor Landrieu s Blight Strategy through BlightStat BlightStat is one of the City s primary vehicles used to manage and monitor the implementation of Mayor Landrieu s blight reduction strategy, which aims to reduce blight count by 10,000 BlightStat meets every other Thursday at 8:00 am in the City Planning Commission conference room (9 th floor of 1340 Poydras Street). Next meeting is April 21. BlightStat is open to the public and draws an audience of at each meeting BlightStat attendees include representatives from: Code Enforcement and Hearings Bureau Law Sanitation Safety and Permits ITI NORA OPA Several neighborhood organizations Photo credit: Charlie London, Faubourg St. John Neighborhoood Association

8 Early success from BlightStat Structure inspections have increased nearly five-fold, from 213 in a two-week period on early October to 1006 structure inspections in early December. Currently, total inspections (including lots) is about 1200 inspections every two weeks Proportion of hearings given a reset has decreased from 67 percent in early October to 7 percent in mid-march. Code lien foreclosures per two week period grew fourteen-fold from 5 in early October to 71 in early March. Photo credit: Charlie London, Faubourg St. John Neighborhoood Association

9 New Orleans is developing a comprehensive performance measurement and management system Office of Performance & Accountability (OPA) Responsible for supporting departments in business planning, evaluating and reporting performance, and making adjustments to ensure goals are met Service & Innovation Team Responsible for supporting process reengineering and implementation efforts Budget Office Responsible for leading Budgeting for Outcomes process, including the tracking of budget and expenditures and performance measures Report Performance measures are reported to the public through report cards, in the budget, and in NolaStat meetings Review & Evaluate All departments are monitored on performance measures identified in budget and in business plans NolaStat programs will be used for priority areas Managers are reviewed and rewarded based on performance Execute and/or Reengineer Deliver on programs as funded and prioritized in budget Process reengineering initiatives that drive performance and efficiency Plan Identify mission, goals, and objectives of every department Strategic alignment of department programs to citywide result areas Identify performance measures and deliverables for all programs Allocate Resources Budgeting for Outcomes Fund offers that have the greatest leverage in affecting result area outcome measures 9 DRAFT

10 City of New Orleansin the beginning of a multi-year effort to create a culture of performance that extends to all City employees and vendors 2010 Citywide BFO Result Areas Big picture outcome measures Budgeting for Outcomes is key tool Measured 1-4 times per year Measures are primarily geared for the public and senior management 2011 Cross- Departmental Strategic Initiatives Departments Outcome, output, and efficiency measures Focuses on processes and systems, not departments NOLAStat programs are key tools Measured 1-2 times per month Outcome, output, and efficiency measures Department scorecards are key tool Measured 1-2 times per quarter Measures are primarily geared for senior management and department heads Beyond Sub-Department, Vendor, and Employee Output and efficiency measures Yearly (and more frequent) performance reviews are key tools Performance contracts are key tools for vendors Measured 1-2 times per year Measures are geared for departmental management

11 BlightSTAT April 7, 2011

12 Agenda 8:00-8:05 Intro & Announcements 8:05-8:25 Inspections 8:25-8:55 Hearings 8:55-9:30 Abatement & Disposition BlightSTAT feedback form on back page of presentation

13 Increasing Access to City Blight Data

14 BlightSTAT Bi-weekly report March 21 st April 1 st, 2011

15 Code Enforcement Process Map INSPECTIONS

16 1600 Total Code Enforcement Inspections Exceed Target Inspections Target Total Completed Inspections 0 11/1-11/12 11/15-11/26 11/29-12/10 12/13-12/24 12/27-1/71/10-1/211/24-2/4 2/7-2/18 2/21-3/4 3/7-3/18 Source: Code Enforcement April 4, 2011

17 Code Enforcement Inspections by Type

18 1200 Inspections Backlog Mar 21- Apr 1, Beginning 3/21/2011 Inspections Scheduled Inspections Completed Ending 4/1/2011 Note: Ending Backlog is equal to Beginning Backlog plus Inspections Scheduled minus Inspections Completed. Source: OPA (Office of Performance and Accountability) April 6, 2011

19 Aging of Inspections Backlog Over 180 Days Days Days 0-60 Days Source: OPA (Office of Performance and Accountability) April 6, 2011

20 Code Enforcement Process Map HEARINGS

21 500 Total Hearings remain below Target Hearings Target Total Completed Hearings /15-11/26 11/29-12/10 12/13-12/24 12/27-1/7 1/10-1/21 1/24-2/4 2/7-2/18 2/21-3/4 3/7-3/18 3/21-4/1 Source: Code Enforcement April 5, 2011

22 Hearings Compliance 30% % 25% 20% 17% 18% 19% 19% % Hearings Compliance 10% 9% 5% 5% % 12/27-1/7 1/10-1/21 1/24-2/4 2/7-2/18 2/21-3/4 3/7-3/18 3/21-4/1 Source: Code Enforcement April 5, 2011

23 80% Hearings Guilty 73% % 60% % 40% 33% 34% 35% Hearings Guilty 30% 20% 18% 22% 26% 10% % 12/27-1/7 1/10-1/21 1/24-2/4 2/7-2/18 2/21-3/4 3/7-3/18 3/21-4/1 Source: Code Enforcement April 5, 2011

24 30% Undesirable Resets % 25% % 16% 15% 13% 13% 11% Undesirable Resets 10% 6% 7% 5% % 12/27-1/7 1/10-1/21 1/24-2/4 2/7-2/18 2/21-3/4 3/7-3/18 3/21-4/1 Note: Includes all resets with the exception of those made because of Work in Progress to the structure, the Property Owner is in a State-Run Housing Rehabilitation Program, or there is a legal issue requiring a reset. Source: Code Enforcement April 5,

25 Code Enforcement Process Map ABATEMENT & DISPOSITION

26 Total Demolitions by Program NORA Strategic Demolition /10-1/21 1/24-2/4 2/7-2/18 2/21-3/4 3/7-3/18 3/21-4/ Imminent Danger Source: NORA April 4, 2011 and Code Enforcement April 5, 2011

27 Code Enforcement Demolitions Program Source: NORA April 4, 2011 and Code Enforcement April 6, 2011

28 Demolition Status Strategic Demolition Work in Process Pipeline Under Historical Review 53 Law Department 8 Contractor Awaiting Utility and Permits 21 Demos Currently In Process 4 Under Review By Code Enforcement 82 Total Work In Process Pipeline 168 Demolitions Properties / Cases Units Demolitions ( ) Cumulative Demos Source: ATCO April 6, 2011

29 250 FEMA Trailers Remaining Dec 13-Jan 20-Jan 8-Feb 9-Mar 22-Mar 29-Mar Source: FEMA March 29, 2011

30 Total Lot Clearings, March 21- April 1, 2011 Source: Code Enforcement April 4, 2011

31 350 Sheriff s Sales Files Reviewed and Accepted Target Files Reviewed Files Accepted Source: Law Department April 1, 2011

32 Code Lien Foreclosures Source: Law Department April 1, 2011

33 100 NORA Total Closings down but Moving Average remains above Target Closings Target Moving Average Total NORA Closings Source: NORA (New Orleans Redevelopment Authority) April 4, 2011

34 3950 NORA Inventory Reductions in Backlog Beginning 3/21/ New Closings Lot Next Door Individual Sales Development Ending 4/1/2011 Note: Beginning Backlog minus Lot Next Door, Individual Sales, and Development equals Ending Backlog Source: NORA (New Orleans Redevelopment Authority) April 4, 2011

35 100% 90% Blight Program Performance Oct Apr 2011 vs End of Year 2011 Target 20,000 13, % 70% 60% 50% 40% 30% 12,577 20% 10% 3, % Inspections Hearings Demolitions Code Lien Foreclosures NORA Closings Source: Blight Strategy Report Bi-Weekly Blight Stat Meetings through

36 Evaluation Form Are you a city employee or a member of the public? On a scale 1-5, how useful was this meeting to you (1= least useful and 5= most useful)? What s working? What s not working?