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Record of Proceedings

2027 Proposed Budget Hearings Day 4 – October 7, 2026: Mayor’s Office, Law, Aviation Board, Municipal Court

City Council — Wednesday, October 7, 2026
BodyNew Orleans, Louisiana
SessionCity Council
DateWednesday, October 7, 2026
StatusFILED
Video Record
0:00 / 2:39:35

Original source
Transcript — VerbatimClick a timed line to jump · ⧉ to share it

Speaker numbers apply only to this recording.

Unassigned speaker

1:54

Good

Speaker 1

1:54

morning, it's 9.30 a.m.

1:56

Up first, we have the mayor office core, which includes IGR, comms, and neighborhood engagement.

2:02

Good morning.

Speaker 2

2:04

Good morning, Chair.

2:05

Good morning, everybody.

Unassigned speaker

2:06

Um,

Speaker 2

2:07

if you guys are ready, we'll go ahead and get started.

2:09

Um, so we're here to present the mayor's office core.

Unassigned speaker

2:12

Um,

Speaker 2

2:13

gonna start with our actually let me start with a general statement.

2:16

Um, you know, when we came into office, the mayor really expressed that our overall mission was to really support the people of New Orleans, provide opportunity and make sure that every day we're making life better for our residents and our citizens, and that's really reflected in the work that we do uh in the mayor's office for with our various departments.

2:35

Um I tell my team every day we show up every day, we have the opportunity to help people and make people's lives better.

2:40

And so that's reflected in our budget priorities and in the presentation today.

Unassigned speaker

2:43

Uh

Speaker 2

2:44

so first up, just want to give a snapshot of our 2027 proposed budget versus adopt it,

Unassigned speaker

2:49

uh,

Speaker 2

2:50

which we'll see here are some drastic savings on the other operating and our operating expenses, um, and then uh a total savings of uh 11,226 from year over year.

Unassigned speaker

3:04

Um

Speaker 2

3:04

again, key components of this budget, um, personnel, so the staff is funded by this in the mayor's office that includes our intergovernmental relations, communications, community and neighborhood engagement, and then we also have uh the the newly formed office of population and demographics.

3:21

Um you'll see that this reflects fewer positions than if they started administration.

Unassigned speaker

3:24

And

Speaker 2

3:24

then just a note on that that other operating the bulk of the funds in in that really go towards our professional service agreements with both our state and federal lobbying contracts.

3:35

That is the vast majority of the budget that's reflected

Unassigned speaker

3:38

there.

Speaker 2

3:41

This kind of shows the alignment.

3:43

Um we've got our executive counsel Adam Swinzett, myself, Deputy Mayor Renee Lac Roller, who's over external affairs, and then the various members of our IGR comms community and neighborhood engagement, um, as well as again uh office population and demographics.

Unassigned speaker

4:01

I want

Speaker 2

4:02

to talk for a second about budget efficiencies.

4:04

Um this is a a lean operation.

4:07

You know, I think coming in every office or department had at least uh 50% less people, um, some magnitudes above that.

4:15

You know, I was trying to do the calculations uh this week ahead, and I think overall we are down from where the previous administration was by over 20 staff members in the mayor's call office.

4:26

Um it's a lean team, but they are very motivated and effective.

4:29

I was talking to one of the the staff members yesterday,

Unassigned speaker

4:33

uh

Speaker 2

4:33

we were talking about some things in the future.

4:34

He said, I I want you to know how much I love this work and how committed I am to doing this.

4:39

Um every opportunity I look at has to involve uh a way to stay here, even for me to grow professionally.

4:45

He's like, I want to be in New Orleans, I want to be in the mayor's office.

4:48

So it's a dedicated group.

Unassigned speaker

4:49

Uh they are constantly challenged with doing more with less, you know, because again, our commitment is to improve the life of our citizens and how we've operated, and so we do that with less staff means just more buy-in and commitment from everybody.

Speaker 2

5:01

And then I want to make a note about centralized spending control.

5:04

One of the things we we established early on, understanding our budget limitations was that any expense, any expense.

5:12

So from paper clips to business cards to anything that our departments need.

5:18

We want to be supportive.

5:19

But their process is to bring that up to the director,

Unassigned speaker

5:22

and

Speaker 2

5:22

then that director sends that to myself and deputy mayor Laparoli for us to review, check in with them.

5:28

Hey, do we really need this?

5:30

Do other departments have this?

5:31

We had some requests from comms earlier this year.

5:33

And I said, Let's check with the Office of Culture Economy.

5:36

Like check around to see if somebody else has these microphones, these stands.

5:39

So we really try to be very responsible about the budget.

5:41

We've got some great internal controls to make sure that our department heads and the folks in the mayor's office are being conscious of that as

Unassigned speaker

5:47

well.

Speaker 2

5:49

I want to share some goals.

5:50

Again, you know, the focus for us is how do we improve, and I was really proud when we put this out to the team to see what they were doing.

5:58

Community and neighborhood engagement, this is really our front line to not just be responsive to our residents, but to be proactive, right?

6:06

And that is the goal to be on the front foot, make sure that along with communication, we

Discussion Breakdown — Share of Meeting
Aviation Management████████████████16%
Pending Litigation██████████████14%
Personnel Matters████████████12%
Public Engagement████████████12%
Budget Equity Analysis██████████10%
Public Safety█████████9%
Community Engagement███████7%
Technology and Innovation██████6%
Code Enforcement██████6%
Summary of Proceedings

2027 Proposed Budget Hearings – Day 4 (October 7, 2026)

The New Orleans City Council continued the 2027 proposed budget hearings on Wednesday, October 7, 2026, with presentations from the Mayor's Office Core, the Law Department, the New Orleans Aviation Board, and the Municipal and Traffic Court. The agenda scheduled an 8:30 a.m. start; the transcript opens at about 9:30 a.m. No consent calendar was considered.

Public Comments & Testimony

  • Bob Maynard, representing the Stewart family, said Lance Stewart was struck by a speeding city vehicle in a school zone at age 7, suffered permanent brain damage, and after eight years of litigation the city settled in 2006 for $4 million — $3.6 million for Lance and $400,000 for his mother's loss of consortium — about half of projected future medical costs. Maynard said the family had to waive eight years of interest and that the city promised payment within 30 days with interest thereafter.

Mayor's Office – Core

  • Deputy Mayors Kevin Ferguson and Renee Lapeyrolerie presented a lean Mayor's Office Core budget with a year-over-year total savings of $11,226. They said staffing is down by more than 20 positions from the previous administration, IGR has 3 staff compared with 8 previously, and neighborhood engagement has 3 staff plus 2 additional community engagement positions. The office also includes Communications, the Office of Population and Demographics, and an ADA coordinator. They described centralized spending controls, with every expense reviewed.
  • Councilmember Harris questioned a discrepancy between the presentation's $4,091,657 total for the 2026 budget and the $4.2 million shown in the budget book. Staff responded that the budget book includes other department codes not presented that day, including contingency, international affairs, and human rights/equity areas, and said they would provide the department codes.
  • A $224,000 personnel variance was attributed to the addition of the Office of Population and Demographics and personnel coding moves. Councilmember Willard noted the 2027 budget shows 27.5 FTEs, down 43 from the prior year; staff said most reductions occurred at the start of the mayoral transition and would provide an updated org chart.
  • Councilmembers Harris, McCarron, and Green expressed strong support for adding neighborhood engagement staff. Councilmember McCarron said residents frequently ask for a return of dedicated neighborhood engagement liaisons, and Councilmember Green reported that more than 200 people attended a Saturday city seminar and that neighborhood engagement is vital for residents to see their tax dollars at work. Green said three staff is not enough and pledged to work to increase the office's staffing.

Law Department

  • City Attorney Charline Gipson presented the Law Department budget. The department has about 56 members; two are on leave of absence running for office, and one resignation is anticipated. She said the apparent personnel increase of roughly $1 million, from about $6.2 million in 2026 to about $7.2 million in 2027, does not add headcount; it covers longevity increases, health-care costs, and modest salary adjustments. Other operating increases include $763,000 for known commitments and $125,000 for housing/code enforcement lien recording. A $2 million non-general-fund judgment fund remains flat.
  • Gipson said the department has reduced new outside counsel engagements, handling almost all legal work in-house except one Florida jurisdictional matter and one offensive litigation. Priorities include building the in-house bench, right-sizing salaries, continuing professional-culture work, and working through the judgment fund. She cited market data showing experienced city attorneys are the furthest below market: about $87,500 for 0–2 years, $110,000–$111,000 for 2–5 years, $120,000–$121,000 for 5–10 years, about $145,000 for 10–20 years, and about $170,000 for deputies/managers. She noted the city now covers Louisiana bar dues. Gipson said the department needs case/document management software, though it is not currently in the 2027 other operating budget.
  • Councilmember Morrell praised the office's independence under the post-charter-amendment structure, cited a recent victory in the Wisner litigation, and asked about CivicSource litigation. Gipson confirmed the city has both been sued by and is suing CivicSource, and that litigation is ongoing. Morrell encouraged calculating the return on investment from in-house counsel and warned that AI use can destroy privilege and data protections; Gipson said contract data-ownership and AI guidance are being addressed.
  • Councilmember Green asked about public records. Chief in-house attorney Missy Quigley said New Orleans had 23,270 public-records requests in 2024, compared with 1,664 in Jefferson Parish, while state law caps charges at $25 and 50 cents per page. Gipson said technology and posting more documents online will be needed to ease the burden.
  • On blighted property, Gipson and her deputies explained that constitutional due process, property rights, and state law prevent the city from simply seizing property or forcing a sale. They noted the city has over $100 million in outstanding fines that generally can only be collected through liens or tax sales, and that the lien-foreclosure unit has only three attorneys. They also discussed post-Katrina succession problems and demolition procedures. Councilmember Green asked them to identify state-law changes that could speed action while respecting property rights.

New Orleans Aviation Board

  • Aviation Director Kevin Dolliole and staff presented. The airport was named best airport in its category by Airports Council International for the fifth straight year and was inducted into the World Director General's Roll of Excellence. Enplanements are down 13% from 2019 but concession sales are up 32%. Spirit Airlines, which is about 2% of national traffic, was 11–12% of local traffic; Frontier and Breeze are the fastest-growing carriers, and Avelo will return December 17 with service to McKinney, Texas.
  • Projects include the East Apron expansion, the north phase of the Express Shuttle Connector Road (100% by mid-November to early December), a TSA baggage-screening expansion adding 25% capacity by Thanksgiving, a 7,100-foot runway keel replacement, overflow parking completion in Q2 2027, and demolition of old concourses A/B and the eastern end of the old terminal. The airport reported 58.29% SLDBE participation against a 35% goal. The 2027 budget increases about 3.7%, with cost per enplanement kept below $10; the 2025 figure was $10.91 because of lower enplanement volume.
  • Councilmember Morrell raised concerns that airport subcommittees have not met in years, hurting transparency and DBE access to contracting processes. He asked for a list of contracts older than six years and their rebid schedules. The director said most contracts run about five years and that concessions contracts are longer because of vendor investment, and said he would provide the list.
  • Morrell also said Southwest Airlines leadership told him they were not consulted before the old-terminal demolition announcement and had other communication concerns. The airport director disputed that, saying there is ongoing communication, the airlines approved the project through the Majority in Interest process, and airport leadership has direct contact with Southwest; he said he would follow up. Councilmember Green requested a memo to the council on the Southwest concerns, noted the airport and transportation committee will meet in November, and noted that about 80% of Louisianians who travel use the airport.
  • Councilmember Green also praised the airport's SLDBE performance and regional cooperation, and asked about airport pumps. Staff explained the airport's four pumps serve only airport drainage and represent about 2% of Jefferson Parish pumping capacity; after a lightning-strike automation failure three years ago, the airport can now operate the pumps manually.

Municipal and Traffic Court

  • Municipal and Traffic Court judges presented after losing two judicial positions through legislation. Filings have been running roughly 8,000–10,000 cases per year since COVID, and state misdemeanor cases are being transferred from criminal district court to municipal court, adding workload. The court has transferred $5 million from its judicial expense fund to the city to help the budget.
  • The court requested funding to fill positions that have been vacant for three years, including a clerk's office IT position awaiting a Louisiana Supreme Court opinion. Community court, which serves homeless, mentally ill, and addicted residents, relies on two grant-funded social workers and judicial expense money; the grant may not continue. The court said it would need about $300,000 from the city if the grant ends, or the program may have to be discontinued.
  • A nearly complete OCR system is in beta testing and is expected to roll out early in 2027. Judge Landry announced he will retire December 31 due to the age limit; judges noted the court is losing about 50 years of combined experience. The court also said it can adjudicate housing and health code violations within about 60 days, though it cannot seize property, and council members expressed interest in partnering on blighted property enforcement.

Key Outcomes

  • No budget was approved at this hearing; it was a budget review session. The council requested follow-up information: Mayor's Office department codes and an updated org chart; a list of airport contracts older than six years and their rebid schedules; a memo addressing Southwest Airlines communication concerns; and notice if the community court grant is not continued.
  • Councilmembers expressed support for more neighborhood engagement staffing, additional law department salary competitiveness, airport contract transparency, and continued community court funding.
  • The meeting adjourned by voice vote after a motion seconded by Councilmember Green.

Meeting Transcript

Good morning, it's 9.30 a.m. Up first, we have the mayor office core, which includes IGR, comms, and neighborhood engagement. Good morning. Good morning, Chair. Good morning, everybody. Um, if you guys are ready, we'll go ahead and get started. Um, so we're here to present the mayor's office core. Um, gonna start with our actually let me start with a general statement. Um, you know, when we came into office, the mayor really expressed that our overall mission was to really support the people of New Orleans, provide opportunity and make sure that every day we're making life better for our residents and our citizens, and that's really reflected in the work that we do uh in the mayor's office for with our various departments. Um I tell my team every day we show up every day, we have the opportunity to help people and make people's lives better. And so that's reflected in our budget priorities and in the presentation today. Uh so first up, just want to give a snapshot of our 2027 proposed budget versus adopt it, uh, which we'll see here are some drastic savings on the other operating and our operating expenses, um, and then uh a total savings of uh 11,226 from year over year. Um again, key components of this budget, um, personnel, so the staff is funded by this in the mayor's office that includes our intergovernmental relations, communications, community and neighborhood engagement, and then we also have uh the the newly formed office of population and demographics. Um you'll see that this reflects fewer positions than if they started administration. And then just a note on that that other operating the bulk of the funds in in that really go towards our professional service agreements with both our state and federal lobbying contracts. That is the vast majority of the budget that's reflected there. This kind of shows the alignment. Um we've got our executive counsel Adam Swinzett, myself, Deputy Mayor Renee Lac Roller, who's over external affairs, and then the various members of our IGR comms community and neighborhood engagement, um, as well as again uh office population and demographics. I want to talk for a second about budget efficiencies. Um this is a a lean operation. You know, I think coming in every office or department had at least uh 50% less people, um, some magnitudes above that. You know, I was trying to do the calculations uh this week ahead, and I think overall we are down from where the previous administration was by over 20 staff members in the mayor's call office. Um it's a lean team, but they are very motivated and effective. I was talking to one of the the staff members yesterday, uh we were talking about some things in the future. He said, I I want you to know how much I love this work and how committed I am to doing this. Um every opportunity I look at has to involve uh a way to stay here, even for me to grow professionally. He's like, I want to be in New Orleans, I want to be in the mayor's office. So it's a dedicated group. Uh they are constantly challenged with doing more with less, you know, because again, our commitment is to improve the life of our citizens and how we've operated, and so we do that with less staff means just more buy-in and commitment from everybody. And then I want to make a note about centralized spending control. One of the things we we established early on, understanding our budget limitations was that any expense, any expense. So from paper clips to business cards to anything that our departments need. We want to be supportive. But their process is to bring that up to the director, and then that director sends that to myself and deputy mayor Laparoli for us to review, check in with them. Hey, do we really need this? Do other departments have this?

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