2019-20 Budget Proposal by EmpowerLA

BUDGET

PROPOSAL

FISCAL YEAR 2019-20 GRAYCE LIU GENERAL MANAGER

BUDGET PROPOSAL

FISCAL YEAR 2019-20

Written by: Grayce Liu (General Manager), Armando Ruiz (Director of Administrative Services), Kori Parraga (Administrative Service Manager), Semee Park (Director of Neighborhood Council Operations), Mike Fong (Director of Policy and Government Relations), Thomas Soong (Director of Outreach and Communications) and the rest of the EmpowerLA team. Designed by: Arin Abedian (Outreach Coordinator), Sevak Paramazian (Systems Manager), Ann-Marie Holman (Project Assistant)

BUDGET PROPOSAL

FISCAL YEAR 2019-20

CONTENTS EXECUTIVE Summary 02 ORGANIZATIONAL Chart 10 STRATEGIC Plan 12 BUDGET Request Summary and Ranking

SUMMARY by Source of Funds

BUDGET Program Request

BM4701 22 BM4703 32 BM4704 36 BM4750-VPR 46 BM4705-BPR 52

PERFORMANCE Metrics 72 CONTRACTUAL Services Schedule Detail of Expenditures

74 76

TRAVEL SCHEDULE 90

SPECIAL Purpose Funds Schedule

RECAPITULATION of Position Changes

92 94

POSITION Descriptions 96 ANTICIPATED Challenges 108

EXECUTIVE SUMMARY

â&#x20AC;&#x153;

...our mission is to promote civic engagement and make government more responsive to local needs

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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EXECUTIVE SUMMARY

In Fiscal Year 2019-2020, the Department of Neighborhood Empowerment (Department) will continue to expand on its mission to increase civic engagement and make government more responsive to local needs by focusing on the following: 1. Building the first phase of the Office of Civic Engagement 2. Expanding the administrative support for Neighborhood Councils and the Department to handle the increased and varied workload 3. Increasing the influence of underrepresented populations in the Neighborhood Council system The Department is submitting a Proposed Budget for FY 2019-20 of $4,840,938 with a 68.2% ($1,962,232) increase from the Departmentâ&#x20AC;&#x2122;s Approved FY 2018-2019 Budget outlined as follows in order of priority:

OFFICE OF CIVIC ENGAGEMENT First developed in the City of Los Angeles Google Innovation Lab during the summer of 2016, the Office of Civic Engagement (OCE) was proposed as a resource for both City staff and the public to find innovative ways to engage one another on issues affecting Los Angeles. Essential to the OCE was training for City staff on effective ways of encouraging public participation, advocacy training to the public and the development of a website portal that would list the civic engagement resources and opportunities for both staff and the public. Since then, the Department has tested pieces of the proposals, such as public participation training for City staff, Civic Universities for both staff and the public, and low and high tech ways to engage the public, etc. In the past year, the Department worked with a FUSE Corp Fellow and the Advancement Project to further develop the concept of the OCE and its essential framework and policies. This collaboration has resulted in several studies and reports on how the OCE should function, what resources the OCE needed to be effective in reaching underrepresented areas and the present state of civic engagement in City departments. Even though Los Angeles has a robust Neighborhood Council system, an analysis by the Advancement Project showed that in comparison to other cities with public engagement efforts, we are not as effective, particularly along the lines of equity in influencing City Hall. The OCE budget request is to address these shortcomings. Separated into two parts, the request begins to build the first phase of the OCE upon existing work with which the Department and other City departments are currently tasked.

Current Status â&#x20AC;&#x201C; Los Angeles lacks citywide public engagement infrastructure

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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EXECUTIVE SUMMARY

1. Civic University - The Department has partnered with the Pat Brown Institute and other community partners to offer not only a Neighborhood Council Civic University 1.0 (how the City works) and 2.0 (advocacy training), but also Civic University for City staff and specific underrepresented populations, e.g. Asian American Pacific Islander Civic University. The budget request creates the resources needed to continue this program in order to offer Neighborhood Council Civic University 1.0 and 2.0 as well as Civic University for City staff; and another for the Spanish speaking community. 2. Citywide Neighborhood Resilience Education Program and Portal - Under Resilience LA, the Department is tasked with assisting the 99 Neighborhood Councils to create Resilience/Emergency Preparedness Plans by the end of 2019; and to help the Neighborhood Councils and their communities in identifying and creating resilience hubs. Our staff is working in collaboration with the Mayor’s Office of Resilience, the Information Technology Agency (ITA), and the Emergency Management Department to create a citywide Neighborhood Resilience Education Program and Portal. This project streamlines all of our efforts and launches the foundation of the OCE with techniques to reach underrepresented communities. The creation of the website portal around resilience and emergency preparedness utilizes the open data of the City and county around these issues. Working with ITA to build upon the existing City website, this portal can be expanded each year to include other City department projects that interact with the public.

EXPANSION OF ADMINISTRATIVE SUPPORT This past year has seen a significant increase in the need for administrative support for Neighborhood Councils and the Department. We received 136 Public Record Act (PRA) requests in the prior fiscal year and are on pace this fiscal year to receive over 200 PRA requests (+34.6%), over 150 harassment/bullying complaints and an estimated 50 grievances involving Neighborhood Councils. We are also responding to 2 lawsuits and anticipate several more this fiscal year. These added duties are on top of our existing workload to provide new on-demand, online training modules for Neighborhood Council board members and to bring all Neighborhood Council operations into full compliance with the Americans with Disabilities Act (ADA) within the next two years. Without adequate administrative support to handle these issues in a timely manner, unnecessary liability is created for the City. The additional workload for staff justifies more resources to address these issues and to create a sustainable administrative structure for the Department. 1. Targeted Local Hire Request - In order to meet the demands of administrative support for all of the teams, we have requested ten (10) Office Trainees for a total of $350,310 (at 9 months salary each), which have been separated into the various teams, including the proposed Office of Civic Engagement. 2. Dispute Resolutions Team - With the number of grievances and complaints coming from Neighborhood Councils, the Department needs to create an administrative team that can focus on handling these issues swiftly. The Field staff cannot both support Neighborhood Council board members and investigate them at the same time without creating tension in the relationship, therefore, a separate team needs to conduct this work instead. 3. Management - The Department’s management structure is flat, with managers often working side by side doing the same work as those they manage, making it difficult for managers to support their staff’s supervisory needs. The request for a Chief Management Analyst, Principle Project Coordinator and a Senior Systems Analyst address the work that is already being done at that level by existing staff.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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EXECUTIVE SUMMARY

INCREASING UNDERREPRESENTED VOICES With the funding for election outreach provided in last fiscal year, the Department, for the first time, was able to have all election outreach materials and collaborations with community partners available within the first few months of the fiscal year. This included outreach toolkits, templates and demographic information for all Neighborhood Councils (visit: EmpowerLA.org/BudgetDocuments ). While candidate filing hasnâ&#x20AC;&#x2122;t started yet for the 2019 Neighborhood Council elections, the early work was necessary to ensure that all materials were completed in time to reach the Neighborhood Councils and the community. The Department is therefore requesting to split election outreach resources for the 2021 Neighborhood Council elections over two years, starting in Fiscal Year 2019-2020. The relationships we have built within the community to increase the awareness of the Neighborhood Council system along with the anticipated work of the OCE next fiscal year need to be maintained even during nonelection years.

GRAYCE LIU - GENERAL MANAGER

The Department is also requesting funding for existing resolution authority positions filled this year to continue their work and provide field and administrative support to the Neighborhood Councils and the Department. The Senior Accountant is unable to provide adequate fiscal oversight and planning due to a regular need to process payment documents alongside a project assistant and the occasional student intern. Accounting Clerks are needed to place orders, process payments, organize mileage statements, conduct vendor maintenance, and review other regular payroll documentation allowing the Senior Accountant to monitor workloads and respond to mandatory reporting requirements from the Controllerâ&#x20AC;&#x2122;s Office and other City agencies per mandatory guidelines. The IT support group, as the Department continues to innovate, faces a challenge of providing increasing maintenance and support for an ever growing list of applications and technology (Cornerstone, QuickBase, Canva, Jotform, Constant Contact, GoDaddy, ENS, Gmail, laptops, tablets, kiosks, projectors, a/v equipment, etc.). This work is currently done by 1 Systems Analyst, supported only by 1 Project Coordinator whose main assignment is marketing, graphic design work, and online training development. This creates a slowdown in service and support to staff, thereby delaying their work and services for Neighborhood Councils. This request is made to provide the IT support group additional staffing resources to maintain pace with the demand for maintenance and support.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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EXECUTIVE SUMMARY

SUMMARY OF FISCAL YEAR 2019-2020 BUDGET REQUESTS Requests #1 and #2 pertain directly to the creation of an Office of Civic Engagement (OCE)

REQUEST #1

REQUEST #2

4750

As a continuation and expansion on the Civic University training workshops, this request increases the number of staff available to address the increasing workload in NC Administrative services, thereby reducing liability concerns for the City.

This project creates a citywide Neighborhood Resilience Education Program and Portal. This program would combine the existing efforts of the various agencies to offer both in person and online education and recruitment around emergency preparedness and resilience as well as create a website where city and county data related to emergency preparedness can be easily shared with Angelenos via an address search.

(OCE) Civic University, Neighborhood Council Administrative Services, Dispute Resolution Team

→→ Create an administrative team to focus on civic engagement via the Civic University coordination, while also providing administrative services, such as grievance processing and investigating complaints of harassment and bullying for early resolution to avoid liabilities. 1. 1 Management Analyst (100% FTE) - Oversees OCE and Dispute Resolutions Team 2. 1 Project Coordinator (100% FTE) - OCE Civic University operations 3. 2 Project Coordinators (100% FTE) - Dispute Resolutions Team 4. Related expenses for printing, contractual services, mileage, office and administrative, and operating supplies →→ Total Service Enhancement Request for 4750 (OCE Civic U) - $343,584 1. Positions »» 1 Management Analyst ($76,923 at 9 months funding) »» 3 Project Coordinators ($167,461 at 9 months funding) 2. Expenses »» Printing and Binding ($10,000) »» Contractual Services ($55,000 for Civic U) »» Transportation ($8,400 for mileage) »» Office and Admin ($15,800 for Civic U) »» Operating Supplies ($10,000)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

(OCE) Citywide Neighborhood Resilience Education Program and Portal

→→ Creation of a team that would incorporate the principles of the OCE to meet the City’s resilience and emergency preparedness goals and to create a website portal, while also providing outreach and training to Neighborhood Councils. 1. 2 Project Coordinators with mileage (50% FTE - 50% Neighborhood Council meeting operation support) 2. 1 Public Relations Specialist I (100% FTE) 3. Related expenses for printing and contractual services →→ Total Service Enhancement Request for 4750 (OCE Resilience) - $240,692 1. Positions »» 2 Project Coordinators ($111,641 at 9 months funding) »» 1 Public Relations Specialist I ($44,052 at 9 months funding) 2. Expenses »» Printing and Binding ($20,000) »» Contractual Services ($65,000 for translation and third party training services)

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EXECUTIVE SUMMARY

REQUEST #3

REQUEST #4

4750

This package request is made in conjunction with Mayoral priorities and the need for administrative support for each of the Department teams in order to ensure field and specialized classifications are able to focus on their core priorities. Further, the Department would be able to provide entry level training to Angelenos in preparation for City careers.

Build a sustainable management team and adjust current positions to reflect the level of work already being done in the Department. Management team will work with General Manager to provide operational and fiscal oversight, focus on targeted goals and metrics, visioning and planning, while delegating frontline advisory assignments to team supervisors.

→→ 10 positions and 1 supervisory position will provide administrative support to all Department teams

→→ Assist General Manager with Department oversight, budget preparation, personnel issues and tracking of performance metrics for Department and Neighborhood Councils

Administration Support Targeted Local Hire

1. 1 Office Trainee for OCE - Civic University team (100% FTE)

Neighborhood Council Administration Management

1. 1 Chief Management Analyst (100% FTE)

2. 2 Office Trainees for OCE - Resilience team (100% FTE)

2. 1 Principal Project Coordinator (100% FTE)

3. 3 Office Trainees for Field Support team (100% FTE)

3. 1 Senior Systems Analyst I (100% FTE)

4. 3 Office Trainees for Admin Support Services team (100% FTE)

4. Requires travel funding for GM and other key staff to attend annual conferences

5. 1 Office Trainee for Marketing & Outreach team (100% FTE)

5. Requires office and admin funding for supplies and setup of new staff

6. 1 Senior Administrative Clerk to supervise Office Trainees (100% FTE) 7. Requires office and admin funding for supplies and setup of new staff →→ Total Service Enhancement Request for 4750 (Targeted Local Hire) - $423,231 1. Positions »» 1 Senior Administrative Clerk ($43,221 at 9 months funding) »» 10 Office Trainees ($350,310 at 9 months funding) 2. Expenses »» Office and Admin ($2,200) »» Operating Supplies ($27,500)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

→→ Total Service Enhancement Request for 4750 (Management) - $236,344 1. Positions »» 1 Chief Management Analyst ($114,678 at 9 months funding) »» 1 Principal Project Coordinator ($84,533 at 9 months funding) »» 1 Senior Systems Analyst I ($73,241 at 9 months funding) »» Delete 1 Systems Analyst (-$76,108 at 12 months funding) 2. Expenses »» Salaries As-Needed ($15,000) »» Transportation ($17,100) »» Office and Admin ($400) »» Operating Supplies ($7,500)

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EXECUTIVE SUMMARY

REQUEST #5

REQUEST #6

4704

4701

By starting outreach the fiscal year prior to the elections, the Department has been able to develop outreach materials and citywide collaborations in a way we’ve not been able to in prior years.

Continue working with Neighborhood Councils to provide new on demand online training modules on the Personnel Department’s Cornerstone platform and to bring all Neighborhood Council operations in full compliance with the Americans with Disabilities Act (ADA) in coordination with the Department on Disability (DOD) and Office of the City Attorney.

Neighborhood Council Outreach, Communication and Elections - Expand Outreach and Communication Efforts for the Neighborhood Council System Citywide

→→ Continue the robust 2018-2019 citywide outreach and communication strategy into 2019-2020 to raise the awareness of the Neighborhood Council system in Los Angeles and increase election turnout in 2021 1. As Needed Staffing 2. Outreach expenses for printing, contractual, and administration

Neighborhood Council Field Support and Training - Continuation of Education and Training Enforcement for Neighborhood Council Boards

→→ Request is to regularize the resolution positions we first received in Fiscal Year 2017-2018 to continue this work 1. 3 Project Coordinators with mileage (100% FTE currently filled) 2. 1 Project Assistant (100% FTE - currently filled) 3. Related expenses for contractual, mileage, and administrative support

→→ Total Service Enhancement Request for 4704 (Elections) $335,000

→→ Total Service Enhancement Request for 4701 (Continued Reso) - $307,264

1. Expenses »» Salaries, As-Needed ($45,000) »» Printing and Binding ($90,000) »» Contractual Services ($100,000 election outreach training and translation) »» Office and Admin ($100,000)

1. Positions »» 3 Project Coordinators ($223,281 currently filled at 12 months funding) »» 1 Project Assistant ($54,142 currently filled at 12 months funding) 2. Expenses »» Contractual Services ($22,741 for DOD Compliance Officer) »» Transportation ($6,300 for mileage) »» Office & Admin ($800 for admin support)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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EXECUTIVE SUMMARY

REQUEST #7 GRAYCE LIU - GENERAL MANAGER

4750

Accounting and IT Support

The Senior Accountant needs to monitor workloads and respond to mandatory reporting requirements from the Controller’s Office and other City agencies per mandatory guidelines. Accounting Clerks will perform the daily processing and monitoring work for the Department and special funds appropriation for NC projects (Congress, Budget Advocates, EmpowerLA Awards, etc.). The IT support group, as the Department continues to innovate, faces a challenge of providing increasing maintenance and support for staff and Neighborhood Councils. →→ Regularize resolution authority accounting clerk, add additional accounting support, and dedicated staff to address daily IT operations, monitoring, support, website development and maintenance, and application support. 1. Continued authority for 1 Accounting Clerk (100% FTE - to be filled January 2019) 2. 1 Accounting Clerk (100% FTE) 3. 1 Project Coordinator (100% FTE) 4. 1 Project Assistant (100% FTE)

Respectfully submitted,

→→ Total Service Enhancement Request for Various Programs: $209,846 1. Positions »» 1 Accounting Clerk ($60,865 at 12 months funding) 1 Accounting Clerk ($45,649 at 9 months funding)

»»

1 Project Coordinator ($55,820 at 9 months funding)

»»

1 Project Assistant ($41,712 at 9 months funding)

2. Expenses »» Office and Admin ($800) »» Operating Supplies ($5,000

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

GRAYCE LIU General Manager

GRAYCE LIU - GENERAL MANAGER

»»

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ORGANIZATIONAL CHART

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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DEPARTMENT OF NEIGHBORHOOD EMPOWERMENT ORGANIZATIONAL CHART FISCAL YEAR 2019-20 Proposed 99 Certified Neighborhood Councils

GRAYCE LIU Executive Office General Manager CC: 9222 PG: 0 SVC: BM4750 Reg Full Public Information Officer

CC:

Reg Full

LILIAN KIM Exec Admin Asst III PG: 1117 3 SVC: BM4750

STEPHEN BOX Proj. Coord. in lieu of NEA PG: 9208 0 SVC: BM4750

CC:

Reg Full

BOARD OF NEIGHBORHOOD COMMISSIONERS CC:

PG: SVC:

Vacant Admin Services Ch. Management Analyst CC: PG: 9182 0 SVC: BM4750 Reg Full

Vacant NC Operations Principal Project Coordinator CC: PG: 9134 0 SVC: BM4750 Reg Full

ARMANDO RUIZ Admin. Services Sr. Management Analyst II CC: 9171 PG: 2 SVC: BM4750 Reg Full

MAN-QIN HE Sr. Accountant I Accounting PG: 1 CC: 1513 Reg Full BM4750

Department Accounting, NC Alliance special funds Accounting, Payroll, Mileage, Petty Cash, P-Card, Procurement, Audits & Financial Investigations LELE MA Project Assistant CC: PG: 1542 0 SVC: Reg Full 4750

To be filled 01/2019 Acct. Clk PG: 1223 0 SVC: BM4750 Reso Full CC:

VACANT Acct. Clk PG: 1223 SVC: BM4750 Reg Full CC:

Marketing, Social Media strategy, Outreach training, graphic design, video / online training developers, branding, messaging

1597

Vacant Systems & Outreach Sr. Systems Analyst Reg Full

Arin Abedian Outreach & Marketing Project Coordinator CC: PG: 1537 SVC: BM4750 Reso

ANN-MARIE HOLMAN Project Assistant CC: 1542 PG: 0 Reg Full SVC: BM4750 Vacant Office Trainee CC: 1101 PG: X Reg Full SVC: 4750

BM4750

Staff

Database maintenance, Application support, Web design, Hardware installation and support, NC tech advising, A/V assistance

Vacant Systems / Tech Support Project Coordinator CC: PG: 1537 0 SVC: BM4750 Reg Full

Vacant Project Assistant CC: 1542 PG: 0 Reg Full SVC: BM4750

Neighborhood Council Admin Services: Resilience Campaign, Civic U, NC Inventory, Bylaws, Boundaries, Rosters, Grievances, Harassment investigations, Workplace violence concerns, ADA compliance

Department budget, HR, Contracts, Emergency Prep, Facilities Management, front desk operations, PRA and Records Retention

Office of Civic Engagement

KORI PARRAGA Management Analyst Admin. PG:0 CC: 9184 Reg Full BM4750

KYLE STONE Project Assistant CC: 1542 PG: 0 Reg Full SVC: BM4750

Vacant Management Analyst Admin. PG:0 CC: 9184 Reg Full BM4750

Resilience

Vacant Admin Section Sr. Admin Clerk 1368 0 REG Full

PATRICIA MARES Administrative Clerk CC: 1358 PG: 0 Reg Full SVC: BM4750

Vacant Office Trainee PG: X 1101 Reg Full SVC: 4750

CC:

KATHLEEN QUINN Proj Coord. In-lieu of NEA PG: 9208 0 SVC: BM4701 Reg Full

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BETTY WONG OYAMA Neighborhood Empowerment Analyst CC: PG: 0 9208 SVC: BM4701 Reg Full

LORENZO BRICENO Project Coordinator PG: 1537 0 SVC: BM4703 Reg Full

OCTAVIANO RIOS Proj Coord. In-lieu of NEA PG: 9208 0 SVC: BM4704 Reg Full

MARIO HERNANDEZ Project Coordinator CC: PG: 1537 0 SVC: BM4703 Reg Full

BRETT SHEARS Proj Coord. In-lieu of MA PG: 9184 0 SVC: BM4704 Reg Full

CC:

JASMINE ELBARBARRY Project Coordinator CC: PG: 1537 0 SVC: BM4701 Reg Full

MARY KIM Project Coordinator CC: PG: 1537 0 SVC: BM4703 Reg Full

OBIAMAKA UDE Proj Coord. In-lieu of NEA CC: PG: 9208 0 SVC: BM4704 Reg Full

KIMBERLY RODRIGUEZ Project Assistant CC: PG: 1542 0 SVC: BM4701 Reso

Vacant Office Trainee CC: PG: 1101 X SVC: 4701 Reg Full

JOHN DARNELL Project Coordinator CC: PG: 1537 SVC: BM4703 Reg Full

ADRIANA CABRERA Proj Coord. In-lieu of NEA CC: PG: 9208 0 SVC: BM4704 Reg Full

Vacant Project Coordinator CC: 1537 PG: 0 Reg Full SVC: BM4750

Vacant Pub Rel. Spec. I PG: 1 1785 Reg Full SVC: BM4750

Vacant Project Coordinator CC: 1537 PG: 0 Reg Full SVC: BM4750

Vacant Office Trainee CC: 1101 PG: X SVC: 4750 Reg Full

Vacant Office Trainee CC: 1101 PG: X Reg Full SVC: 4750

CC:

GALDAMEZ Project Coordinator PG: 1537 SVC: BM4701

THOMAS SOONG Outreach and Communications Sr. Project Coordinator CC: PG: 1538 0 SVC: BM4704 Reg Full

Reso

Civic University / NC Admin / Dispute Resolutions

JOSE

MICHAEL FONG Policy & Gov't Relations Sr. Project Coordinator CC: 1538 PG: 0 Reg Full SVC: BM4703

VANESSA SERRANO Proj Coord. In-lieu of NEA CC: PG: 9208 0 SVC: BM4701 Reg Full

Vacant Project Coordinator CC: 1537 PG: 0 Reg Full SVC: BM4750

CC:

Field Work and Policy Congress/Budget Advocates, Community Impact Statements, Elections, Commission Policies/Support

GIBSON NYAMBURA Project Coordinator PG: 1537 0 SVC: BM4701 Reg Full CC:

Vacant Project Coordinator CC: 1537 PG: 0 Reg Full SVC: BM4750

Vacant Office Trainee CC: 1101 PG: X SVC: 4750 Reg Full

Sky Blue = VACANT Light Orange = MULTIPLE Positions Position Yellow = PROPOSED/CHANGED Position

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

SEMEE PARK Field Operations Sr. Project Coordinator CC: 1538 PG: 0 Reg Full SVC: BM4701

CC:

Charter 1001A Officers of Election Exemption Charter 1001B Legends Mayor Exemption Vacant Supervisor Assistant New

Field Work and Neighborhood Council Operations- Elections, Meeting Support, Certifications, Agenda Posting, Data training, Policy Compliance, and Helpline

Field Work and Outreach, Community and Non-Profit partnerships, Election/Selection Outreach campaign, planning and implementation

JULIEN ANTELIN Project Coordinator PG: 1537 0 SVC: Reso BM4703 CC:

CC:

Vacant Office Trainee PG: 1101 X SVC: 4704 Reg Full CC:

Vacant Office Trainee PG: 1101 X SVC: 4703 Reg Full CC:

Revised: 10/24/2018

STRATEGIC PLAN

â&#x20AC;&#x153;

...our vision is to collaborate with Neighborhood Council leaders, stakeholders and City elected and departments to make the Los Angeles Neighborhood Council system the model of local civic engagement in the nation.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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STRATEGIC PLAN

VISION The vision of the Department of Neighborhood Empowerment (Department) is to collaborate with Neighborhood Council leaders, stakeholders and City elected and departments to make the Los Angeles Neighborhood Council system the model of local civic engagement in the nation.

MISSION Pursuant to the Charter of the City of Los Angeles, Article IX, Section 900, the mission of the Department is to promote more citizen participation in government and to make government more responsive to local needs.

HOW WE WORK →→ Bottom Up Support – the Department treats Neighborhood Councils as independent, self-governing and self-directed entities and works with them to develop policies and procedures to improve the Neighborhood Council system →→ Inclusive Membership – the Department works with stakeholders of all backgrounds and experience →→ Open and Transparent – the Department’s work and communications with stakeholders shall be open and transparent →→ Focus on End User – the Department’s policies and procedures should be developed with the stakeholders in mind in terms of being simple, efficient and impactful. →→ Continual Improvement – the Department strives to collaborate with Neighborhood Councils and the City to find ways to continually improve its services

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

PROGRAM GOALS To meet its mission, the Department has focused on the following goals:

1. Increase Direct Assistance and Training for Neighborhood Council Boards →→ Provide needed support to Neighborhood Council Boards experiencing difficulties in conducting productive operations and continue guidance and assistance to all Neighborhood Council Boards via the Neighborhood Council Support Helpline →→ Develop and administer capacity building training modules with various methods of accessibility and in multiple languages, including training materials and resources on the website and live trainings with other City departments in partnership with Councilmembers’ staff, Office of the City Attorney, Board of Public Works, the Planning Department, etc., which help Neighborhood Council Boards be more effective →→ Administer Civic Youth Leadership Program, IgniteLA and support the development of a Neighborhood Council Youth Alliance

2. Expand Outreach and Communication Efforts for the Neighborhood Council System and Conduct Successful Citywide Neighborhood Council Elections →→

Assist the Office of the City Clerk in conducting citywide Neighborhood Council elections every other year using innovative systems, such as online voting and instant run-off voting

→→

Provide ongoing citywide outreach and communication strategies for the Department and City as well as for Neighborhood Councils to raise the awareness of the Neighborhood Council system in Los Angeles, which feeds into the Neighborhood Council elections during the spring of every other year

→→

Develop effective online tools to track the Department and Neighborhood Council performance metrics and provide this open data on the Department website

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STRATEGIC PLAN

3. Implement Neighborhood Council Policies and Systems Review →→ Support the Board of Neighborhood Commissioners in creating and implementing new policies and systems to assist Neighborhood Council Boards with meeting operations, such as funding, grievances, outreach, etc. →→ Track and support for Neighborhood Council Community Impact Statements →→ Assist Neighborhood Council leaders in the yearly Congress of Neighborhoods and EmpowerLA Awards event and partner with the Neighborhood Council Budget Advocates for the Mayor’s Budget Day and during the yearly budget process →→ Conduct a review of the Neighborhood Council system per the recommendations of the Neighborhood Council Review Commission and assist with yearly reviews of individual Neighborhood Councils →→ Collaborate with City Departments with Neighborhood Council liaison programs to provide operational support →→ Administer Neighborhood Council Civic University Program →→ Support Neighborhood Council regional and subject matter alliances

4. Provide Neighborhood Council Administrative Support →→ Provide contract development, implementation, monitoring and evaluation for Neighborhood Councils →→ Supply procurement resources for Neighborhood Council operations, such as shared office facilities, equipment rental and other operational needs →→ Respond in a timely manner to all California Public Records Act requests for Department and Neighborhood Council business →→ Develop and administer processes for Neighborhood Council grievances, subdivisions, bylaw amendments, roster and training tracking, dispute resolution and compliance activity →→ Review and assist Neighborhood Councils in conducting their community events

5. Operate an Office of Civic Engagement for the City →→ Increase awareness of and effective outreach to Neighborhood Councils by City departments through trainings and effective collaborations between the City departments and the Neighborhood Councils →→ Administer a ranking system for City departments to raise the level of public participation →→ Support the operations of a general civic engagement portal for Los Angeles The attached Performance Metrics correspond to the above Program Goals.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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Neighborhood Councils of los angeles

STRATEGIC PLAN

Sylmar

Historic Cultural

n ntow t Dow A en h L erm rt

o w po ss N Em ngre Co

Ar ro yo S

ke La ve r Sil

Ram Villa part ge

tlake Wes h Sout

Pico Union

ec o

Lincoln Heights

LA-32

Boyle Heights

ZapataKing

Central Alameda

South Central

on South Robe rts

d North Westw oo

ric to al His ltur h Cu ort N

WestchesterPlaya

Cit y

Ma r De ina l Re y

y l Re

Empowerment Congress West

Gr Cy eat pr er es sP ar

ers Riv

Venice

West Adams N

h Ec

We stla ur k Nort e rth cA h Ma ark

Voices

Vista

Cu lve r

Palms

all nV

Santa Monica Mar

U bo h eig

sia Ely

P.I.C.O. ympic Park ity ited oods Mid C n rh

Historic Highland Park

Glassell Park

West sid

Ho Ea lly st w oo d

Wilshire Center Koreatown

Los West A Saw ngele tell s e

Greater Mid City Wilshire West

Beverly Hills

Los Feliz

od wo lly Ho dio Stu trict Dis

d oo tw ed ren rtifi

e B s tC de No sa ali ed c P rtifi cifi Ce Pa ot N

West Hollywood

Hollywood United

Universal City

Hollywood Hills West

Bel Air-Beverly Crest

Eagle Rock

lla r Vi ate Atw

Studio City

Empowerment Congress Central

Sherman Oaks

Em po C we So ong rme ut res nt he s we st

Encino

NoHo Valley Village

Ho Cen lly tra w l oo d

Greater Valley Glen

North Hollywood North East

Park Mesa Heights

North Hollywood West

Van Nuys

West wood

e ak

Sun Valley Area

er Great ca Tolu Lake

Tarzana

ujung nd - T

Sunla

ils ra ll T s hi ict ot str Fo Di

Northridge North East North Hills Northridge Hills East West South

Pacoima

Woodland Hills Warner Center

Mission Hills

Granada Hills South

Reseda

ndo

a Fern

a ram no Pa City

Canoga Park

Winnetka

West Hills

San

le Ar

Chatsworth

Northridge West

Granada Hills Porter Ranch North

Empowerment Congress Southeast

e Sa ntra nP l ed ro

Coastal San Pedro

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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Harbor Gateway South

Harbor Gateway North

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Page 15

BUDGET REQUEST SUMMARY & RANKING

BUDGET REQUEST

SUMMARY AND RANKING ï&#x2026; POSITIONS: Positions 2018-19 Adopted Department Budget

Reg

Reso

General Fund Revenue

Full-Time Salaries (001010 & 001012)

$ 2,523,095

DEPARTMENTAL REQUESTS Ranking Program Code

Program Name

Request Name

Request Type

Priority Outcome

BM4701

Neighborhood Council Administration / Field Support

Baseline Budget Request

BASE

Best Run

BM4703

Policy and Government Relations / Field Support

Baseline Budget Request

BASE

Best Run

BM4704

Outreach and Communications / Field Support

Baseline Budget Request

BASE

Best Run

BM4750

General Administration and Support

Baseline Budget Request

BASE

N/A-Supp Prog

BM4701

Neighborhood Council Administration / Field Support

Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement (continued)

CONTINUE

Best Run

BM4750

General Administration and Support

Civic University, NC Admin, Dispute Resolution

NEW

Best Run

BM4750

Various Departments

Citywide Neighborhood Resilience Education NEW Program and Portal

Best Run

BM4750

General Administration and Support

Administration Support - Targeted Local Hire

NEW

Best Run

BM4750

General Administration and Support

Management Restructuring, and Executive Support

NEW

Best Run

BM4704

Outreach and Communications / Field Support

Citywide Marketing Campaign

NEW

Best Run

BM4750

General Administration and Support

Continuation of Reso Accounting Clerk, Additional Accounting and IT Support

CONTINUE

Best Run

Total Department Budget Requests:

TOTAL BUDGET REQUEST SUMMARY: Positions 2019-20 Total Requested Department Budget: Change from 2018-19 Adopted Department Budget: Percent Change:

Reg

Reso

General Fund Revenue

Full-Time Salaries (001010 & 001012)

$ 3,860,786

-5

$ 1,337,691

103.7%

-100%

53.0%

2019-20 Total Requested Non-Departmental Budget (from above)

2019-20 Total Requested Departmental + Non-Departmental Budget

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

$ 3,860,786

Page 16

BUDGET REQUEST SUMMARY & RANKING

All Other Salaries (As needed, Hiring Hall, Overtime)

Expense & Special

Total Budget

$ 55,000

$ 300,611

$ 2,878,706

Positions Reg

Reso

General Fund Revenue

Full-Time Salaries (001010 & 001012)

All Other Salaries (As-Needed, Hiring Hall, Overtime)

Expense & Special

Total Budget Request

$ 551,786

$ 136,211

$ 687,997

$ 434,117

$ 93,000

$ 527,117

$ 515,059

$ 55,800

$ 625,859

$ 888,404

$ 15,600

$ 904,004

$ 277,423

$ 29,841

$ 307,264

$ 244,384

$ 99,200

$ 343,584

$ 155,692

$ 85,000

$ 240,692

$ 393,531

$ 29,700

$ 423,231

$ 196,344

$ 15,000

$ 25,000

$ 236,344

$ 45,000

$ 290,000

$ 335,000

$ 5,800

$ 209,846

$ 865,152

$ 4,840,938

$ 55,000

0 4 55

$ 204,046 0

$ 3,860,786

$ 115,000

All Other Salaries

Expense & Special

Total Budget

$ 115,000

$ 865,152

$ 4,840,938

$ 60,000

$ 564,541

$ 1,962,232

109.1%

187.8%

68.2% -

$ 115,000

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

$ 865,152

$ 4,840,938

Page 17

SUMMARY BY SOURCE OF FUNDS

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 18

SUMMARY BY SOURCE OF FUNDS

SUMMARY BY SOURCE OF FUNDS DATA ï&#x201A;&#x20AC; 2018-19 ADOPTED Positions 2018-19 Adopted Department Budget

Reg

Reso

General Fund

General Fund Revenue

Total

$ 2,878,706

Neighborhood Empowerment Fund (Sch. 18)

Total All Special Funds

100

44B

$ 2,878,706

D E PA R T M E N T A L R E Q U E S T S BASELINE REQUESTS

Program Code

Priority Positions Program Name Outcome Reg Reso

General Fund

General Fund Revenue

Total

Total All Special Funds

100

Neighborhood Empowerment Fund (Sch. 18) 44B

BM4701

Neighborhood Council Administration / Field Support

Best Run

$ 687,997

BM4703

Policy and Government Relations / Field Support

Best Run

$ 527,117

BM4704

Outreach and Communications / Field Support

Best Run

$ 625,859

BM4750

General Administration and Support

N/A Support Program

$ 904,004

Total Base Level Requests:

$ 2,744,977

CONTINUATION REQUESTS

Program Code

Program / Request Name

Priority Positions Outcome Reg Reso

General Fund Revenue

Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch. 18) 44B

BM4701

Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement (continued)

Best Run

$ 307,264

BM4750

Continuation of Reso Accounting Clerk, Additional Accounting and IT Support

Best Run

$ 209,846

Total Continuation Requests:

$ 517,110

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

$ 517,110

Page 19

SUMMARY BY SOURCE OF FUNDS

NEW REQUESTS Positions Program Code Program / Request Name

Priority Outcome

Reg

BM4750

Citywide Neighborhood Resilience Education Program and Portal

Best Run

BM4750

Administration Support Targeted Local Hire

Best Run

BM4750

Management Restructuring, and Executive Support

Best Run

BM4704

Citywide Marketing Campaign

BM4750

Civic University, NC Admin, Dispute Resolution

Reso

General Fund Revenue

General Fund Total 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch. 18) 44B

$ 240,692

$ 423,231

$ 236,344

Best Run

$ 335,000

Best Run

$ 343,584

Total New Requests:

$ 1,578,851

OUTREACH

$ 1,578,851

2 0 1 9 - 2 0 R E Q U E S T E D D E PA R T M E N T A L & N O N - D E PA R T M E N T A L B U D G E T Positions Reg

Reso

General Fund Revenue

General Total Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch. 18)

2019 - 20 Requested Department Budget

$ 4,840,938

2019 - 20 Requested Department Budget

-5

$ 1,962,232

103.7%

-100.0%

0.0%

68.2%

0.0%

68.2%

General Total Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch. 18)

$ 4,840,938

Percent Change:

Positions 2019 - 20 Requested Department + Non-Departmental Budget

Reg

Reso

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

General Fund Revenue

$ 4,840,938

Page 20

SUMMARY BY SOURCE OF FUNDS

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 21

BUDGET PROGRAM REQUEST: BM4701

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 22

BUDGET PROGRAM REQUEST: BM4701

BUDGET PROGRAM REQUEST: BM4701 DATA 

PROGRAM NUMBER:

PROGRAM NAME:

BM4701

Neighborhood Council Administration / Field Support

PRIORITY OUTCOME: Make Los Angeles the best run big city in America

2018-19 BASELINE PROGRAM DATA Total Number of Regular Positions (Civilian): 6 

BUDGET: Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 551,786

Printing & Binding

$ 15,000

Contractual Services

$ 39,511

003310

Transportation

$ 21,300

006010

Office and Admin

$ 50,000

006020

Operating Supplies

$ 4,400

009350

Communication Services

$ 6,000

$ 687,997

$ 1,858,029

Account

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120 003040

Total:

Total

Pension/Health (Add/Delete Rate)

$ 247,606

Applicable CAP rate

336.73%

General Fund 100

Estimated Related Cost Reimbursement from SFs (CAP Rate) BASE General Fund Revenue attributable to this Program:

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 23

BUDGET PROGRAM REQUEST: BM4701

REQUEST A NEIGHBORHOOD COUNCIL TRAINING, ADA COMPLIANCE, AND INVESTIGATIONS AND ENFORCEMENT (CONTINUATION OF 2018-19 SERVICE LEVEL) POSITIONS:

OUTREACH

Wages & Count Salary

Salary Savings Rate (%)

# of Months Funding Requested

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Quantity

Class Title

Class Code

Reg, Sworn, As - Needed, or Hiring Hall

Net Salary

General Fund 100

Project Assistant

1542

Civ-Reg

$ 54,142

0.0%

$ 54,142

0.00

1.00

Project Coordinator

1537

Civ-Reg

$ 74,427

0.0%

$ 223,281

0.00

3.00

TOTALS

$ 277,423

0.00

4.00

BUDGET: Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 277,423

Account

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

$ 22,741

003310

Transportation

$ 6,300

006010

Office and Admin

$ 800

006020

Operating Supplies

009350

Communication Services

Total:

$ 307,264

Pension/Health (Add/Delete Rate)

$ 138,248

Applicable CAP rate

$$-

$ 307,264

$ 934,166

336.73%

Estimated Related Cost Reimbursement from SFs (CAP Rate) General Fund Revenue (change)

2019-20 PROGRAM BUDGET COST SUMMARY Positions Baseline Data: 6       All Requests: 4     Total: 10          

DIRECT COST: Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Baseline Data

$ 687,997

Total All Requests

$ 307,264

$ 995,261

$ 2,792,195

Total: Pension/Health (Add/Delete Rate)

$ 385,853

Estimated Related Cost Reimbursement from SFs (CAP Rate) Total General Fund Revenue:

Net GF Cost (Budget - Revenue):

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 24

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

BUDGET PROGRAM REQUEST: BM4701 PROGRAM OVERVIEW  PROGRAM NUMBER: BM4701

PROGRAM NAME:

Neighborhood Council Operations & Field Support

PURPOSE OF PROGRAM / BACKGROUND •

Operational, administrative and field support for Neighborhood Councils (NC) to develop, build, and maintain capacity.

•

Neighborhood Empowerment Advocates (NEAs) provide technical assistance and strategic advice to NCs; interface and problem solve via the Department’s Help Line to take care of smaller issues.

•

NEAs also provide technical assistance and strategic advice by attending NC meetings. Provide training and tools to build capacity and problem solve.

•

Administer the NC Leadership Academy, Civic Youth Leadership Academy and IgniteLA.

•

Supports the 45 Neighborhood Councils ongoing operations in the Valley and West areas while conducting Neighborhood Council 101 workshops and outreach in each of the Neighborhood Councils; and assist forming Neighborhood Councils and coordinate boundary adjustments for existing Neighborhood Councils.

MILESTONES ALREADY ACHIEVED •

Conducted seven (7) Open Data Literacy Workshops citywide and individual trainings in San Pedro and MacArthur Park. The Open Data Literacy Workshops have been tailored to provide issue specific focus depending on the community's needs and have partnered with other City Departments with data platforms. For example, Office of Finance and the Department of Cultural Affairs.

•

90% staffing of Regular NC Board Meetings.

•

Partnered with the Department of City Planning to conduct Planning 101s throughout the NC System to increase participation for Re:Code LA, General Plan & Community Plan updates.

•

Trained 45 Civic Youth students and 106 young women through the IgniteLA program.

•

Community tree planting executed and led by Civic Youth graduate.

•

Compiled and shared census Demographic Profile for all 99 NCs.

ISSUES / CHALLENGES •

Some Neighborhood Councils have ongoing challenges meeting quorum or dealing with board dynamics or a myriad of issues to run effectively. Additional Field staff is need to provide a ratio of 1 Neighborhood Empowerment Advocate to 5 Neighborhood Councils so that an NEA can support not only her/his Neighborhood Councils, but also their assigned NC alliances/subject matter liaisons, and projects, such as Census outreach, open data trainings, Civic University, Civic Youth, IgniteLA, etc.

•

Staffing of all NC meetings and activities and working with Board members in a meaningful way continues to be a challenge. Due to current NEA to NC ratio, staff is unable to proactively assist NCs with event planning, legislative/policy research, capacity building/leadership development, training compliance and Board dynamic issues. Although NEAs are attending 90% of regular NC Board Meetings, they are unable to attend any committee meetings to provide advice and collaborate on issues/projects and to mitigate potential issues and/or troubleshoot in advance of the NC's General Board Meeting.

•

During IgniteLA, staff coverage is needed for the five (5) women NEA citywide facilitators of the program. This means other NEAs must cover the NC meetings.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 25

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

•

Board dynamic issues continue to be the greatest challenge. Face-to-face meetings and phone calls entail 50% of the day when Board dynamic issues arise. An additional 10% of the time requires staff to generate a report to forward to the City Attorney's Office and additional 10% of the day is dedicated to follow ups and clarifications to the City Attorney's Office. Monthly, there are a minimum of ten (10) NCs with severe "Board dynamic issues" which can take from a few months to two (2) years to resolve/work through.

•

Security and liability concerns at NC meetings. There are genuine safety concerns at NC meetings and conducting safe and orderly meetings. There have been physical altercations with Department staff at NC meetings and managing public comment from stakeholders continues to be a challenge. Without the support/availability of a LAPD "Sergeant at Arms" at NC meetings, disruptions and disorderly conduct are a challenge for staff and NCs to manage.

•

Need additional technical assistance and training to develop "phase 2" of Open Data Literacy Workshops in partnership with the Mayor’s Data Team.

•

Due to limitations on administrative support, Field staff is unable to ensure at least 50% of our day is spent in the Field.

FY 2019-20 PROPOSED STRATEGY •

Obtain access to GIS tools to build out NC Demographics Profile platform, geotag NC ADA compliant meeting locations to assist NCs with meeting locations, and build out "community asset mapping" platform which can serve as the foundation for community development and emergency planning. With the Department's active role in the upcoming 2020 Census, there are opportunities for further collaboration.

•

Secure Council support to establish an MOU with LAPD Security Services Division to keep the peace at NC meetings, or do a Request for Proposals for Neighborhood Councils to hire private security for their meetings as necessary

KEY METRICS •

Percentage of Staffed Neighborhood Council Meetings (General Board Meetings only)

ALIGNMENT WITH PRIORITY OUTCOME(S) ĶĶ Well-Run

Livable

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Safe

Prosperous

Page 26

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

BM 4701 REQUEST A NEIGHBORHOOD COUNCIL TRAINING, ADA COMPLIANCE, AND INVESTIGATIONS AND ENFORCEMENT (CONTINUATION OF 2018-19 SERVICE LEVEL) TOTAL REQUEST AMOUNT: $307,264 DESCRIPTION OF REQUEST Resolution Authority was provided in 2017-18, and 2018-19 to the Department to fund three (3) Project Coordinators and one (1) Project Assistant for a budget package titled “Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement.” These positions, which are all currently filled, continue the work proposed in that request, and are hereby requested to be regularized as of the 2019-20 fiscal year. This package requested the following:

Positions (to be regularized) →→ 3 Project Coordinators ($223,281, at 12 months salary) →→ 1 Project Assistant ($54,142, at 12 months salary)

Expense →→ Contractual Services ($22,741 for DOD Compliance Officers) →→ Transportation ($6,300 for mileage to conduct outreach) →→ Office & Admin ($800 for office supplies, outreach materials) Funding is requested for continued collaborative effort across three City Departments; Neighborhood Empowerment (EmpowerLA), Personnel Department, and Department on Disability (DOD) to address the streamlining of Neighborhood Council training videos including ADA accessibility, and site assessments for the 99 Neighborhood Councils to ensure ADA compliance. The Department is requesting exempt positions as opposed to civil service classifications because the specific experience, knowledge, and skills (community organizing, and advocacy) are not generally found among civil service classifications, and it allows for the flexibility needed to recruit and select the best qualified candidate from within and outside the City workforce.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 27

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

Neighborhood Council Training The Personnel Department has a training module - Cornerstone - which is used to administer training videos to City of Los Angeles employees and to track progress and compliance. This application can be made available to Neighborhood Council board members to improve the way critical information is administered and tracked, ensuring compliance with critical training requirements such as ethics and funding processes. The Department is also partnering with the Department on Disability to ensure that all training videos meet ADA requirements and are accessible in multiple ways to ensure the diverse community of board members can take the training with any needed accommodations.

All EmpowerLA Podcasts have ADA compliant Closed Captioning.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 28

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

Site-Assessment MOA The Department on Disability (DOD) seeks to continue a 3-year MOA with the Department of Neighborhood Empowerment (EmpowerLA). DOD’s CASp and ADA Compliance Officer will conduct site visits of all 99 Neighborhood Council (NC) offices to review & assess those facilities for ADA compliance. The review process will include but is not limited to: doorways, steps, accessories, paths of travel, and technology. The MOA is for $68,221.00 for an overall term of 3 years, renewable for each of three individual twelve-month terms at a rate of $22,741.00 per annum, during which EmpowerLA will pay to DOD a comprehensive, fully inclusive hourly rate of $39.48 for the CASp and ADA Compliance Officer, which may also include the deployment of any additional DOD personnel, for 1,728 total work hours. Additional Neighborhood Council host locations, if identified, shall enjoy a rate equal to that of the prior site cost allotments posted herein, or may be negotiated to include additional services or personnel resources at such time, if such amendment(s) are sought by the parties.

Reducing Liability (Investigations) Funding is required to conduct independent complaint investigations on Neighborhood Councils (Boards). In 2014, State Assembly Bill 1443 amended the Fair Employment and Housing Act to extend anti-harassment protections to volunteers. The City now has an obligation to investigate allegations of unlawful harassment of volunteers. The City Attorney's Office has stated that more than 1,800 Neighborhood Council Board members are now covered by Assembly Bill 1443. Historically, the City has received several such complaints from Neighborhood Council Board members. Given these obligations, the City requires resources to investigate and respond to complaints in a timely manner and ultimately provide Board members with a harassment-free environment.

DEPARTMENTAL COLLABORATION Personnel Department, Department on Disability

JUSTIFICATION 1. What problem is being addressed and how will this request address it? →→ Neighborhood Council Training: Previously, the Department administered a few online training videos via YouTube and Vimeo, and required board members to complete a registration form, submitting it either online or on paper to the Department. This information was then entered by staff into a separate system. Due to staff shortages, and human error, true compliance with training requirements was sometimes not up to date, or contained errors. Resolving the issues and complaints that came from this process became a lengthy issue as staff had to research what little information they had and sometimes resulted in asking a board member to re-take a training. →→ Site-Assessment MOA: 99 NCs need to be reviewed and assessed for ADA compliance. →→ Reducing Liability (Investigations): State Assembly Bill 1443 provides anti-harassment protections to volunteers. There are over 1,800 volunteers in neighborhood councils across the City. The City is obligated to address these items, and ensure quick resolution.Currently, the Personnel Department is managing one investigation, which EmpowerLA is funding, even though there are currently no budgeted funds for this purpose. There is another ongoing investigation being managed by the City Attorney. With the increase of field staff this year, which allows us to attend 90% of the board meetings (when there are no staff absences), we have noticed an improvement in stopping board issues from escalating, where in the past, they would rise to a level of liability for the City because staff was not present. Because field staff are also tasked In addition to the field staff Project Coordinators, the field needs administrative support from a Project Assistant who can support Neighborhood Council ADA compliance issues and board member mandated trainings.

2. What are the 2019-20 goals of this request? →→ The goals are the completion of 99 site assessments to ensure compliance with ADA standards, and integration of the 3 required NC training classes into the Cornerstone system (Funding, Ethics, and Code of Conduct), ensuring access for 1,800 NC Board Members.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 29

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

What are the long-term goals of this request? →→ Long term goals include process improvement and development of training material to educate NC Board Members about ADA and selecting appropriate sites to conduct their meetings. Cornerstone will also be built out with additional training classes that would supplement NC learning experiences to include capacity building, conducting effective elections, and effective outreach strategies.

3. If this request is to increase or expand services, or to address backlog/workload issues, has the Department undergone a process improvement or another service efficiency exercise (including but not limited to technology and automation)? →→ EmpowerLA has successfully trained all staff on process improvement techniques, participating in PerformLA Apprentice and Master level classes. Many changes were effectuated as a result of the process improvement review (processing of NC Funding documents, agenda posting procedures, bylaws submissions, moving to an online case management system, etc.), and as a result, field representatives of the Department have been able to focus on the core mission of supporting the NC Board Members. We are using the online platform Cornerstone to assist in administering and tracking Neighborhood Council board member trainings. With nearly 1800 board members and at least 200 Neighborhood Council board and committee meetings, the issue is no longer a matter of process improvement, but of having additional staff to support the Neighborhood Council board and committee members.

4. Why is this approach better than the alternative approaches that were considered? →→ This approach allows each department to utilize their particular expertise (ADA Compliance investigations with DOD, Cornerstone training system with Personnel, NC outreach and interaction with EmpowerLA) to maximize efficiency and delivery of services to the intended recipients (NC Board Members directly, and community stakeholders indirectly).

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? n/a

SUPPORTING PERFORMANCE METRICS 1. Measures of Output & Outcome Neighborhood Council Training: →→ # of Board Members in Compliance with mandatory training requirements →→ % of Board Members registering for, and taking non-mandatory educational training →→ # of issues / complaints regarding training compliance Site-Assessment MOA: DOD contributions will result in the identification of barriers and access deficiencies, measured by weighing initial data intake of conditions against future removal and resolution of deficient quantities as the identified elements are deemed compliant upon completion of repair(s).

2. Impact on Performance Metrics →→ Neighborhood Council Training: This proposal aims at improving customer service; reducing time spent by staff troubleshooting these issues to focus on assisting with outreach and more complex challenges faced by the NCs. It ensures critical compliance with mandatory training requirements, reducing liability for the City. Thereby setting up the framework to develop a series of training workshops, not only mandatory training, but also other capacity building training to develop the NCs into more functional, robust, and creative entities. →→ Site-Assessment MOA: This proposal increases efficiency because DOD will assist in writing Neighborhood Empowerments’ Transition Plan and Self-Assessment. →→ Reducing Liability (Investigations): This Proposal increases efficiency by responding to complaints and by providing the mechanism for quick resolution.

2. What is the impact on the metrics above if requested resources are not received? →→ Department staff will not have a centralized tracking system to monitor NC board member compliance with training requirements and will continue to rely on self reporting and attendance at in-person training events. Without a systematic review of compliance with ADA standards, the City and the Department could be held liable for any deficiencies with regards to ADA compliance. more functional, robust, and creative entities. Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 30

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4701

ALIGNMENT WITH STRATEGIC DOCUMENTS ĶĶ

Mayor’s Expectations Letter

ĶĶ

Comprehensive Homeless Strategy

Equitable Workforce and Service Restoration Plan

ĶĶ

Sustainable City pLAn

ĶĶ

Strategic Plan(s)

→→ Mayor’s Expectations Letter: “Developing online tools to enhance civic engagement,” and Conduct 99 NC101 trainings to underrepresented populations. →→ Homeless Strategy: Training video would be developed for designated NC homelessness liaisons to effectively outreach and advocate to their boards and communities. →→ Sustainable City pLAn: This request is aligned with the pLAn’s Preparedness and Resiliency initiatives that call for “proactive solutions to prepare the City” for a large scale event or disaster. A prepared, sustainable City must be one where constituents can receive information about their government in an accessible location – especially during an event or disaster. Therefore, this is a critical service for our City. Without providing accessible facilities to our constituents, they will be unable to receive information from the City in emergency and non-emergency situations. →→ Strategic Plan: This proposal increases efficiency by responding to complaints and by providing the mechanism for quick resolution.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 31

BUDGET PROGRAM REQUEST: BM4703

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 32

BUDGET PROGRAM REQUEST: BM4703

BUDGET PROGRAM REQUEST: BM4703 DATA  PROGRAM NUMBER:

PROGRAM NAME:

BM4703

Policy and Government Relations/ Field Support

PRIORITY OUTCOME: Make Los Angeles the best run big city in America

2019 - 20 BASELINE PROGRAM DATA Total Number of Regular Positions (Civilian): 5 

BUDGET: Account

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

003310

Transportation

006010

Office and Admin

006020

Operating Supplies

009350

Communication Services

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 434,117

$ 30,000

$ 5,000

$ 50,000

$ 8,000

Total:

$ 527,117

Pension/Health (Add/Delete Rate)

$ 198,714

Applicable CAP rate

General Fund 100

Total

$ 8,000

$ 527,117

$ 1,461,802

336.73%

Estimated Related Cost Reimbursement from SFs (CAP Rate)

BASE General Fund Revenue attributable to this Program

2019 - 20 PROGRAM BUDGET COST SUMMARY Positions Baseline Data: 5      All Requests: 0 Total: 5     

DIRECT COST:

Baseline Data Total All Requests Total: Pension/Health (Add/Delete Rate)

Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 527,117

$ 1,461,802

$ 198,714

Estimated Related Cost Reimbursement from SFs (CAP Rate) Total General Fund Revenue

Net GF Cost (Budget - Revenue)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 33

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4703

BUDGET PROGRAM REQUEST: BM4703 PROGRAM JUSTIFICATION  PROGRAM NUMBER:

PROGRAM NAME:

BM4703

Policy & Government Relations / Field Support

PURPOSE OF PROGRAM / BACKGROUND •

Planning, research, development, and implementation of effective Departmental policies to promote civic participation and effective Neighborhood Council practices.

•

Support the work of the Board of Neighborhood Commissioners, Congress of Neighborhoods, EmpowerLA Awards, Congress events and Neighborhood Council Budget Advocates.

•

Support the Neighborhood Council liaisons, including the Homelessness liaisons pursuant to the Department’s Homelessness Plan.

•

Supports the 32 Neighborhood Councils ongoing operations in the Central and East areas while conducting Neighborhood Council 101 workshops and outreach in each of the Neighborhood Councils

MILESTONES ALREADY ACHIEVED •

As of mid-November 2018, 203 Community Impact Statements have been submitted by the Neighborhood Councils. Last fiscal year, they submitted 505, the highest amount thus far.

•

Nearly 1,000 Neighborhood Council board members and stakeholders attended the 2018 Congress of Neighborhoods with over 40 workshops and many City departments participating.

•

Through the subdivision process, the Department has worked with subdivision formation committees and affected NCs. The NC system has grown by two new NCs for a total of 99 Neighborhood Councils with the addition of the North Westwood Neighborhood Council and the Historic Cultural North Neighborhood Council; thus increasing engagement in these respective communities.

•

The Department fosters leadership development and increased engagement through Civic University including the inaugural Asian American Pacific Islander Civic U in partnership with the Mayor’s Office and Cal State LA.

•

A weekly legislative report has kept Neighborhood Councils apprised of pending legislation before the City Council. The Department has trained and encouraged Neighborhood Councils to weigh on pending legislation through the Community Impact Statement process.

•

The NC Homelessness Liaisons have heard presentations from the Mayor’s “A Bridge Home” program and also participated in the annual Homeless Count in January 2018. They also participated in a session with Mayor Garcetti prior to the announcement of the temporary bridge housing announcement during the 2018 State of the City speech in April 2018.

ISSUES / CHALLENGES •

Some Neighborhood Councils have ongoing challenges meeting quorum or dealing with board dynamics or a myriad of issues to run effectively. Additional Field staff is needed to provide a ratio of 1 Neighborhood Empowerment Advocate to 5 Neighborhood Councils so that an NEA can support not only her/his Neighborhood Councils, but also their assigned NC alliances/subject matter liaisons, and projects, such as Census outreach, outreach, open data trainings, Civic University, Civic Youth, IgniteLA, etc.

•

Many Neighborhood Council alliances including the recently formed Education Alliance require ongoing support that the Department, with existing staffing levels, is unable to meet.

•

Due to limitations on administrative support, Field staff is unable to ensure 50% of our day is spent in the Field.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4703

FY 2019-20 PROPOSED STRATEGY •

In order for Neighborhood Councils to make their voices heard on pending legislation, the Department will continue to encourage Neighborhood Councils to weigh in on pending legislation through the submission of Community Impact Statements.

•

Neighborhood Empowerment Advocates will continue spreading the word about the Neighborhood Council system and how to get involved through outreach efforts and NC 101 across the City.

KEY METRICS •

Community Impact Statements

ALIGNMENT WITH PRIORITY OUTCOME(S) ĶĶ Well-Run

Livable

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Safe

Prosperous

Page 35

BUDGET PROGRAM REQUEST: BM4704

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4704

BUDGET PROGRAM REQUEST: BM4704 DATA  PROGRAM NUMBER:

PROGRAM NAME:

BM4704

Outreach and Communications / Field Support

PRIORITY OUTCOME: Make Los Angeles the best run big city in America

2019-20 BASELINE PROGRAM DATA Total Number of Regular Positions (Civilian): 6 

BUDGET: Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 515,059

Salaries As-Needed

$ 55,000

Printing & Binding

$ 10,000

003040

Contractual Services

$ 10,000

003310

Transportation

$ 5,800

006010

Office and Admin

$ 30,000

006020

Operating Supplies

009350

Communication Services Total:

$ 625,859

Pension/Health (Add/Delete Rate)

$ 236,712

$ 1,734,358

Account

Account Name

001010

Salaries General

001070 002120

Applicable CAP rate

General Total Fund 100

336.73%

Estimated Related Cost Reimbursement from SFs (CAP Rate) BASE General Fund Revenue attributable to this program

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4704

REQUEST A C I T Y W I D E M A R K E T I N G C A M PA I G N ( NE W - E N H A N CEM ENT OF EX ISTING SERV IC E ) BUDGET: Account

Account Name

001010

Salaries General

001012

Salaries - Sworn

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

003310

Transportation

006010

Office and Admin

006020

Operating Supplies

009350

Communication Services Total:

General Fund 100

Total

$ 45,000

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 45,000

$ 90,000

$ 100,000

$ 335,000

Pension/Health (Add/Delete Rate)

Applicable CAP rate

Estimated Related Cost Reimbursement from SFs (CAP rate) General Fund Revenue (change)

2019-20 PROGRAM BUDGET COST SUMMARY Positions Baseline Data: 6       All Requests: 0 Total: 6      

DIRECT COST: Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Baseline Data

$ 625,859

Total All Requests

$ 335,000

$ 960,859

$ 1,734,358

Total: Pension/Health (Add/Delete Rate)

$ 236,712

Estimated Related Cost Reimbursement from SFs (CAP Rate) Total General Fund Revenue

Net GF Cost (Budget - Revenue)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4704

BUDGET PROGRAM REQUEST: BM4704 PROGRAM JUSTIFICATION  PROGRAM NUMBER:

PROGRAM NAME:

BM4704

Outreach & Communications / Field Support

PURPOSE OF PROGRAM / BACKGROUND •

Provide ongoing citywide outreach, marketing and communication strategies for the Department and City as well as for Neighborhood Councils to raise the awareness of the Neighborhood Council system in Los Angeles, which feeds into the Neighborhood Council elections during the spring of every other year.

•

Increase awareness of and effective outreach to Neighborhood Councils by City departments through trainings and effective collaborations between the City departments and the Neighborhood Councils.

•

Supports the 22 Neighborhood Councils ongoing operations in the South and Harbor areas while conducting Neighborhood Council 101 workshops and outreach in each of the Neighborhood Councils.

MILESTONES ALREADY ACHIEVED •

Conducted Citywide Outreach Training to all 99 Neighborhood Councils.

•

Conducted six (6) Regional outreach trainings in the Spring and six (6) in the Fall.

•

Conducted Citywide Community Leadership training.

•

Created the first ever podcast for a Department in the City of Los Angeles. Produced 13 podcast episodes featuring City officials, community organizers, and other civic engagement advocates.

•

Staffing of 90% of NC board meetings.

•

Created partnerships in South LA with the CD 9 Coalition.

ISSUES / CHALLENGES •

Ensuring NC Boards use strategies taught at gatherings.

•

Having enough staff to follow-up with Neighborhood Councils on creating/implementing a successful outreach plan.

•

Calibration and/or concentration at different levels of support for board members.

•

Reaching underrepresented populations in the city.

•

Additional Field staff is need to provide a ratio of 1 Neighborhood Empowerment Advocate to 5 Neighborhood Councils so that an NEA can support not only her/his Neighborhood Councils, but also their assigned NC alliances/subject matter liaisons, and projects, such as Census outreach, outreach, open data trainings, Civic University, Civic Youth, IgniteLA, etc.

•

Due to limitations on administrative support, Field staff is unable to ensure 50% of our day is spent in the Field.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4704

FY 2019-20 PROPOSED STRATEGY •

Continue outreach trainings throughout the City.

•

Work in conjunction with NC leaders to identify assets and future candidates.

•

Provide targeted training in the community, especially to underrepresented areas.

•

Ensure our materials are responsive to feedback received.

•

Follow-up with candidates who lost their bid for a seat to keep them involved with the NCs.

KEY METRICS •

Number of Neighborhood Council 101s to underrepresented communities

•

Number of Candidates

•

Number of Voters

ALIGNMENT WITH PRIORITY OUTCOME(S) ĶĶ Well-Run

Livable

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Safe

Prosperous

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4704

BM 4704 REQUEST A C I T Y W I D E M A R K E T I N G C A M PA I G N (NEW REQUEST) TOTAL REQUEST AMOUNT: $335,000 DESCRIPTION OF REQUEST The Department is requesting to split election outreach resources for the 2021 Neighborhood Council elections over two years, starting in Fiscal Year 2019-2020. The relationships we have built within the community to increase the awareness of the Neighborhood Council system along with the anticipated work of the OCE next fiscal year need to be maintained even during non-election years.

Expense →→ Salaries, As-Needed ($45,000) →→ Printing and Binding ($90,000) →→ Contractual Services ($100,000 training and translation) →→ Office and Admin ($100,000) Funding is requested for continued collaborative effort across three City Departments; Neighborhood Empowerment (EmpowerLA), Personnel Department, and Department on Disability (DOD) to address the streamlining of Neighborhood Council training videos including ADA accessibility, site assessments for the 99 Neighborhood Councils to ensure ADA compliance, and the hiring of an independent contractor to investigate allegations of harassment. The Department is requesting exempt positions as opposed to civil service classifications because the specific experience, knowledge, and skills (community organizing, and advocacy) are not generally found among civil service classifications, and it allows for the flexibility needed to recruit and select the best qualified candidate from within and outside the City workforce.

DEPARTMENTAL COLLABORATION n/a

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4704

JUSTIFICATION 1. What problem is being addressed and how will this request address it? The Outreach and Communications program plans to continue the robust 2018-2019 citywide outreach and communication strategy into 2019-2020 to raise the awareness of the Neighborhood Council system in Los Angeles and increase election turnout in 2021. Historically there has been a disconnect in awareness of the Neighborhood Council System and elections whenever a continuous education and outreach plan is not executed. In order to maintain the momentum and interest in the NC system for the 2020 - 2021 elections, outreach has to start in 2019. To ensure adequate outreach is done, we must start after the upcoming 2019 elections end in June 2019. A timeline is broken down for our outreach efforts until the 2021 elections. The following is the timeline for 2020-2021 Elections, which is broken down into 4 different parts, the preparation, and three different outreach phases. Although the phases have a start and end date, all of the phases will be overlapping and will continue until the end of elections. →→ PREPARATION (July 2019-December 2019): The success of the 2021 election outreach is a high priority for us. Hence, we are making considerable effort in doing research for a successful campaign. We have asked for help from other department agencies who have been successful in doing outreach as well non-city agencies. We will reach out to other organizations to partner up and help us promote Neighborhood Councils. We have analyzed past election surveys and conducted recent surveys to help us create an outreach plan. We are in the process of hiring additional employees to help us conduct outreach during the election season. →→ PHASE 1 - AWARENESS (Jan 2020- April 2020): Neighborhood Councils are the closest form of government impacting people, yet not many stakeholders are aware of their Neighborhood Council. In fact, the term “Neighborhood Council” is not easily recognizable. In the first phase of the outreach plan, we will run citywide campaigns that target stakeholders who have never heard of Neighborhood Councils. We will create a new brand which represents Neighborhood Councils. The new Neighborhood Council brand will be apparent throughout the city via the use of traditional and digital advertisement. The goal of Phase 1 is to educate 4 million Angelenos on the Neighborhood Council system. →→ PHASE 2 - CANDIDATES (PRE-RECRUITMENT) (June 2020-September 2020): The second phase of the plan will include heavy outreach for potential candidates. Phase 2, is one of the most important parts of this plan as we’ve learned from past election data, the more candidates that run, the higher the voter turnout (see graph below). In this phase we will continue to use the new established Neighborhood Council branding but this time with a call to action. At this point we would target those who are already familiar with the Neighborhood Council but are not part of it. Our target audience will include civic minded people and activists. Advertisement will rely heavily on the concept of joining the Neighborhood Council system as candidates for the upcoming elections. The goal of Phase 2 is to increase candidate registration. →→ PHASE 3 - VOTERS (RECRUITMENT AND VOTING) (October 2020-end of 2021 election cycle): Phase 3 brings both Phase 1 and 2 together. We will continue to build awareness, recruit candidates but also focus on the voters. In Phase 3, we will concentrate on helping candidates with their own outreach efforts. Some candidates may be passionate about their community but lack the required skills to campaign for themselves. We will help these candidates by providing them outreach tools and kits. Additionally, Phase 3 will include lots of dissemination of election information. The outreach and advertisement in this phase will include hyper local information such as Neighborhood Council election date, time, and place, as well as, candidate information. The goal of Phase 3 is to register voters and increase voter turnout. Citywide Outreach vs.Targeted Outreach: The Department will be allocating resources into two areas: general citywide outreach and targeted outreach for Neighborhood Councils that need additional outreach assistance. Targeted outreach will allow the Department to provide more services to those Neighborhood Councils that for the past several election cycles have not been able to turn out candidates or voters. To determine which Neighborhood Councils will receive targeted outreach assistance, the Department is considering voter turnout and candidate filing numbers from the past elections as well as demographic data on Neighborhood Councils.

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4704

2. What are the 2019-20 goals of this request? →→ Further develop a Citywide, regional, and local messaging campaign to bring awareness of the Neighborhood Council system and encourage civic engagement and increase candidate registration and voter turnout. →→ Refine the outreach/elections toolkit for Neighborhood Council leaders to be utilized in future election cycles beginning. →→ Refine the outreach/elections toolkit for candidates. →→ Collaborate and develop partnerships with local businesses, non-profits, other City and governmental agencies, and academic institutions to increase civic participation. →→ Provide workshops and training opportunities to assist Neighborhood Council board members and outreach chairs in developing specialized outreach strategies for the local communities they represent based on census information. →→ Use data and survey information to target areas of the City that are underrepresented, or have low levels of civic participation, with additional outreach efforts, so that Neighborhood Councils are representative of the communities they represent. In fiscal year 2018-2019, with the allocated funding, we were able to target 30 Neighborhood Councils. Our goal for the 2021 election is to target 60 Neighborhood Councils.

What are the long-term goals of this request? →→ The Department plans to request more full-time staff in future budget fiscal year proposals. →→ For the upcoming 2019 elections, along with existing staff assistance, the Department hired temporary staff to assist with grassroots organizing and targeted outreach as well as partnered with CD Tech to bring on two Public Allies for additional support. Public Allies are diverse, energetic, enthusiastic and ambitious young adults who want to make an impact in communities through performing direct service at organizations. They have helped the Department spread the word about Neighborhood Councils and recruit candidates in low voter turnout areas. →→ Other strategies targeted to regions with low candidate and voter numbers include providing more trainings for Neighborhood Council Outreach Chairs on topics such as Asset Mapping to help them identify local resources such as high schools, colleges, universities, community organizations, and local businesses. Further, the Department is creating social media ad and Nextdoor campaigns for the targeted areas; conducting door-to-door canvassing; and partnering with community organizations in these areas to find candidates. →→ The Department has been holding community gatherings to connect with Los Angeles nonprofits, schools, block clubs, and other community groups and shared the different ways they can engage with and utilize Neighborhood Councils to create impact as individuals and as organizations. →→ The Department held outreach trainings regional and Citywide to train Outreach chairs on outreach strategies and provided outreach materials and templates. →→ In going through this process for the 2019 elections, we realized in order to target more low voter turnout Neighborhood Councils, continue on-going awareness efforts, and to truly develop a robust outreach plan, more full-time staff is needed. Current staff alone cannot fully dedicate their time to doing outreach and engagement because each project coordinator has to oversee 6-7 Neighborhood Councils. At most, staff can dedicate only 50% of their time for outreach. To remedy this, we propose changing the as-needed positions to full-time positions with the sole purpose of supporting outreach efforts. As-needed staff are only allotted 1039 hours of employment. We found them to be invaluable, as they create relationships with new stakeholders/groups to add to our database. The challenge is they cannot stay with us after their hours are completed. This makes it hard as we have to bring on new as-needed staff. Full-time staff can maintain the relationships and maintain consistency in our efforts without the worry of going over hours.

3. If this request is to increase or expand services, or to address backlog/workload issues, has the Department undergone a process improvement or another service efficiency exercise (including but not limited to technology and automation)? →→ EmpowerLA has successfully trained all staff on process improvement techniques, participating in PerformLA Apprentice and Master level classes. Many changes were effectuated as a result of the process improvement review (processing of NC Funding documents, agenda posting procedures, bylaws submissions, moving to an online case management system, piloting online voting (in this specific case), etc.), and as a result, field representatives of the Department have been able to focus on the core mission of supporting the NC Board Members. In addition to the ongoing meeting operations support that we must continue to administer during the election season, we also have to conduct a robust citywide election campaign to millions of Angelenos.

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4704

4. Why is this approach better than the alternative approaches that were considered? →→ There are currently 99 certified NCs in the City of Los Angeles. The City Clerk will administer the 2019 NC elections using the 2010 Election model. The City Clerk will oversee administrative and operational processes. EmpowerLA will focus on election outreach. →→ This approach with EmpowerLA taking on the Neighborhood Council elections outreach and the City Clerk administering the elections has been tested through trial and error since 2008 when the City Clerk first conducted Neighborhood Council elections through the 2010, 2012, 2014 and 2016 elections with various combinations of which department does what. We feel confident that this current approach is the right direction.

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? n/a

SUPPORTING PERFORMANCE METRICS 1. Measures of Output & Outcome Performance Metrics: →→ NC 101s: 200 →→ NC Outreach Workshops (NCs): 60 →→ NC Social Media Workshops (NCs): 60 →→ Tabling Opportunities: 60 →→ Community Organization Partnerships: 10 →→ Print Material/Advertisement: 99 →→ Election Assistants: 5 →→ Election Organizers: 2 →→ PR/Marketing Experts/Graphic Designer: 3 →→ Street Banners: 60 →→ Bus Shelters: 60 →→ Bus Benches: 60 →→ TV: Produce 1 PSA (run on free time) →→ Digital Ads: 100000+ →→ Translation: As Needed Outcome Metrics: Citywide Candidates Voters Change in Board Demographics

Targeted

10% increase in candidates for non-targeted NCs

50% increase in candidates

10% increase in voters for non-targeted NCs

50% increase in voters

10% change towards being more representative of the neighborhood

20% change towards being more representative of the neighborhood

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4704

2. Impact on Performance Metrics →→ By implementing this plan, we work with Neighborhood Councils by providing outreach tools and trainings. We partner with grassroots organizations such as Public Allies to reach underrepresented areas which includes low voter turnout. We will partner with millennial organizations such as Global Shapers and hire public relations specialists to do Citywide and targeted outreach. We will work hand-in-hand with the administrative link, the City Clerk to ensure the elections process will be smooth. All in all, we want to increase voter turnout from the past elections and have more candidates run. It is our hope that this plan will help us truly engage the stakeholders of Los Angeles and make the Neighborhood Councils representative to fulfill the ultimate goal of increasing more stakeholder participation and to make government more responsive to local needs.

3. What is the impact on the metrics above if requested resources are not received? →→ Our ability to accomplish metric goals will be drastically reduced, and targeted underrepresented areas will not be aware of civic engagement opportunities. The demographic breakdown of the Neighborhood Council Boards will not accurately reflect the communities that they serve.

ALIGNMENT WITH STRATEGIC DOCUMENTS

Mayor’s Expectations Letter

Comprehensive Homeless Strategy

Equitable Workforce and Service Restoration Plan

ĶĶ

Sustainable City pLAn

ĶĶ

Strategic Plan(s)

→→ Sustainable City pLAn: Proper delivery of the services indicated above promote a safe, vibrant, well-connected, and healthy neighborhood, that improves the civic life of community members and encourages volunteerism and investment in community improvement projects such as tree planting, median improvements, community cleanups, etc. →→ Strategic Plan: Provide ongoing citywide outreach and communication strategies for the Department and City as well as for Neighborhood Councils to raise the awareness of the Neighborhood Council system in Los Angeles, which feeds into the Neighborhood Council elections during the spring of every other year

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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VARIOUS PROGRAM REQUEST: BM4750 VPR

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 VPR

VARIOUS PROGRAM REQUEST: BM4750 VPR DATA ï&#x201A;&#x20AC; PROGRAM NUMBER:

PROGRAM NAME:

BM4750 VPR

Citywide Neighborhood Resilience Education Program and Portal

PRIORITY OUTCOME:

CONTINUED OR NEW:

Ensure our communities are the safest in the nation

New - New Service Currently not Performed by the Department

GENERAL SERVICE/PACKAGE DESCRIPTION: Collaboration with the Mayor's Office of Resilience, Mayor's Data Team, Emergency Management Dept., ITA and EmpowerLA to develop a coordinated campaign and educational portal available to the public and Neighborhood Resilience hubs with community partners

POSITIONS: Wages & Count Salary

Salary Savings Rate (%)

# of Months Funding Requested

Net Salary

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Class Code

Reg, Sworn, As - Needed, or Hiring Hall

Project Coordinator

1537

Civ-Reg

$ 74,427

0.00%

$ 111,641

0.00

2.00

Public Relations Specialist I

1785-1

Civ-Reg

$ 58,735

0.00%

$ 44,052

0.00

1.00

Totals:

$ 155,692

0.00

3.00

Quantity

Class Title

BUDGET: Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 155,692

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

$ 20,000

003040

Contractual Services

$ 65,000

003310

Transportation

006010

Office and Admin

006020

Operating Supplies

009350

Communication Services $ 240,692

$ 240,692

$ 524,262

Total:

Total

General Fund 100

Account

$ 155,692

Pension/Health (Add/Delete Rate)

$ 88,151

Applicable CAP rate

336.73%

Estimated Related Cost Reimbursement from SFs (CAP rate) General Fund Revenue (change)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 VPR

VARIOUS PROGRAM REQUEST: BM4750 VPR PROGRAM JUSTIFICATION  PROGRAM NUMBER:

PROGRAM NAME:

BM4750 VPR

Neighborhood Resilience Education Program and Portal

Department Name

Program Names

Program Codes

Total Request Amount

Neighborhood Empowerment, Information Technology Agency, Emergency Management

General Admin (Empowerment), (ITA), (EMD)

4750, (ITA), (EMD)

Total $493,751: Empowerment - $310,755 ITA - $142,996 EMD - $40,000

NAME/DESCRIPTION OF BUDGET REQUEST The Department of Neighborhood Empowerment (Department) is partnering with the Mayor’s Office of Resilience, Emergency Management Department and Information Technology Agency to create a citywide Neighborhood Resilience Education Program and Portal. This program would combine the existing efforts of the various agencies to offer both in person and online education and recruitment around emergency preparedness as well as create a website where city and county data related to emergency preparedness can be easily shared with Angelenos via an address search. The program and website portal would be built per the Department’s work the past several years on the creation of an Office of Civic Engagement, which focuses not only on engaging the public effectively by addressing issues of social, economic and racial inequity, but also on standardizing civic engagement efforts between city departments via education and online resources for staff. We anticipate the Neighborhood Resilience Education Program and Portal to become a national model for government to successfully engage communities.

Resources Requested Department of Neighborhood Empowerment: •

2 Project Coordinators (9 months $55,820 x 2 = $111,641) - work with 99 Neighborhood Councils and public on Neighborhood Resilience education, create content for the portal and recruit volunteer Neighborhood Resilience/RYLAN educators

•

2 Office Trainees (9 months - $25,031 x 2 = $70,062) - targeted local hire to assist in administrative functions

•

1 Public Relations Specialist I (9 months - $44,052) - work on media and communications in running a campaign for the program

•

3040 - $65,000 - 6 month citywide social media campaign ($30,000 for digital ads); hire nonprofits doing similar work, such as MySafe: LA, or to reach into specific underrepresented communities, e.g. monolingual Asian, Spanish, etc. to maximize engagement efforts, including translation costs ($35,000)

•

2120 - $20,000 for printing of flyers, postcards, bus benches and shelters

Total - $310,75 Project Coordinators with community engagement skills would be needed to work evenings and weekends with Neighborhood Councils and the public. Because this work in the community ties into our Neighborhood Council election outreach, these positions would not be included in the citywide limit of 200 exempt positions. Information Technology Agency: Cost in building out website portal on existing lacity.org portals, including potentially MyLA 311, to expand into a civic engagement portal focusing initially on resilience and emergency preparedness •

3040 - $142,996 →→ 6 months for UX designer contractor: $55,300 UX designers will help ensure that the portal will be user friendly and understand able while ensuring that the site is also ADA compliant and mobile friendly. ITA does not have any UX designers on staff and so their services are crucial

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 VPR

to the ultimate usability of the site. →→ 6 months Drupal contractor: $87,696 The portal will be developed using Drupal, a technology that already drives the City's main website, lacity.org, and the City's Emergency website, emergency.lacity.org. This contractor will supplement existing ITA staff in order to help with developing the requested functionality of the site. •

3206 - $65,000 →→ Ideascale license costs: $25,000 This will provide a way to connect directly to citizen ideas, suggestions, and input on how to be more resilient, what’s needed in their neighborhoods, and capture data and analytics on these topics. →→ 12 months systems analyst, 50% time: $40,000 The portal will be developed using Drupal, a technology that already drives the City's main website, lacity.org, and the City's Emergency website, emergency.lacity.org. This contractor will support the system administration, data analytics, reporting, and metrics. Will support coordination of 311 processes and reporting.

Total - $142,996 Emergency Management Department: •

1090 - $40,000 in overtime funding to assist with RYLAN trainings citywide

Total - $40,000 Mayor’s Office of Resilience: No additional costs for this program as the Department of Neighborhood Empowerment would loan staff (Office Trainee and Public Relations Specialist) to meet the program goals.

Continuation of 2018-19

ĶĶ New Request

DEPARTMENTAL COLLABORATION •

Mayor’s Office of Resilience

•

Mayor’s Data Team

•

Emergency Management Department

•

Information Technology Agency

•

Department of Neighborhood Empowerment

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 VPR

JUSTIFICATION 1. What problem is being addressed and how will this request address it? Currently, different efforts on neighborhood resilience and emergency preparedness are being conducted with some coordination between the Mayor’s Office of Resilience, Emergency Management Department and Department of Neighborhood Empowerment all of whom are working to inform the public about actions they can take to meet different parts of the Resilient Los Angeles Plan. This approach is disjointed and creates less impact. The proposed program is meant to bring these different efforts together in the area of Neighborhood Resilience with a coordinated campaign and educational portal available to the public in order to magnify the impact. This portal would include open data on natural hazards, resources, and tracking data, such as which communities have RYLAN plans in place.

2. What are the 2019-20 goals of this request? →→ Create an educational and open data portal on Neighborhood Resilience in English, Spanish and Korean →→ Create and launch a Neighborhood Resilience campaign, including targeting specific communities, such as monolingual non-English speakers, youth and businesses

What are the long-term goals of this request? →→ Establish a national model for Neighborhood Resilience education and preparedness that takes into consideration equity issues in the community and create a how-to for other cities to replicate →→ Ensure that all areas of Los Angeles have access and opportunity to learn and implement plans in their communities (use tracking information to target those communities that have not signed up)

3. If this request is to increase or expand services, or to address backlog/workload issues, has the Department undergone a process improvement or another service efficiency exercise (including but not limited to technology and automation)? →→ The Department of Neighborhood Empowerment has increased its services by working with Neighborhood Council Resilience Liaisons and the Neighborhood Council Emergency Preparedness Alliance in order to co-create the Neighborhood Council level Neighborhood Resilience and Emergency Preparedness plan template. We are also tapping into our Neighborhood Council members to create volunteers who will help carry the messaging of Neighborhood Resilience into their local communities as well as other communities that the Department does not have the capacity to reach. →→ For the past two years, the Department has worked on creating an Office of Civic Engagement and have conducted research with a FUSE Fellow and in collaboration with the Advancement Project on the elements of the Office and of a civic engagement website portal that would educate City staff on how to conduct effective engagement, provide outreach templates and best practices as well as consolidate all City opportunities for civic engagement for the public. On the public facing side, the website would also offer educational videos and access to open data from the City and County in understandable formats simply by entering a City address. The plan for the office and website portal will be ready in November.

4. Why is this approach better than the alternative approaches that were considered? →→ As mentioned above, we are trying align existing approaches to be more effective by working together towards the common metrics.

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? There are no special funds eligible to be used for this request.

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 VPR

SUPPORTING PERFORMANCE METRICS 6. Measures of Output & Outcome →→ Complete 99 Neighborhood Council level Neighborhood Resilience and Emergency Preparedness plans per Resilient LA →→ Train and deputize 50 people who can assist communities in creating RYLAN plans →→ Have 50,000 community members do a pledge on preparedness on the website tracking by zip code and demographics →→ Complete 160 RYLAN plans and have them submitted, tracked and mapped on the portal →→ Increase Nixel sign-ups by 30%

7. Impact on Performance Metrics →→ Additional investment in resources are necessary to create the portal and conduct a citywide campaign. Currently, neither exists.

8. What is the impact on the metrics above if requested resources are not received? →→ Complete 70 Neighborhood Council level Neighborhood Resilience and Emergency Preparedness plans →→ Train and deputize 20 people who can assist communities in creating RYLAN plans →→ With no website portal, we will not be able to build out complete this item →→ Complete 160 RYLAN plans with no online tracking and mapping →→ Increase Nixel sign-ups by 5%

ALIGNMENT WITH PRIORITY OUTCOME(S) ĶĶ Well-Run

ĶĶ Livable

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

ĶĶ Safe

ĶĶ Prosperous

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BUDGET PROGRAM REQUEST: BM4750 BPR

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 BPR

BUDGET PROGRAM REQUEST: BM4750 BPR DATA  PROGRAM NUMBER:

PROGRAM NAME:

BM4750 BPR

General Administration and Support

PRIORITY OUTCOME: N/A - Support Program (GASP or Technology)

2019-20 BASELINE PROGRAM DATA Total Number of Regular Positions (Civilian): 10  Budget: General Total Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 888,404

$ 3,000

Account

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

003310

Transportation

006010

Office and Admin

$ 11,000

006020

Operating Supplies

$ 1,600

009350

Communication Services

Total:

$ 904,004

Pension/Health (Add/Delete Rate)

$ 403,411

Applicable CAP rate

$ 3,000

$ 904,004

$ 2,991,523

336.73%

Estimated Related Cost Reimbursement from SFs (CAP Rate) BASE General Fund Revenue attributable to this program

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 BPR

REQUEST A C I V I C U N I V E R S I T Y, N C A D M I N , D I S P U T E R E S O L U T I O N ( NE W - E N H A N CE MENT OF EX ISTING SERV IC E ) POSITIONS: Wages & Count Salary

Salary Savings Rate (%)

# of Months Funding Requested

Net Salary

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Quantity

Class Title

Class Code

Reg, Sworn, As - Needed, or Hiring Hall

Management Analyst

9184

Civ-Reg

$ 102,564

0.0%

$ 76,923

0.00

1.00

Project Coordinator

1537

Civ-Reg

$ 74,427

0.0%

$ 167,461

0.00

3.00

TOTALS

$ 244,384

0.00

4.00

BUDGET: Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Salaries General

$ 244,384

001012

Salaries - Sworn

001070

Salaries As-Needed

002120

Printing & Binding

$ 10,000

003040

Contractual Services

$ 55,000

003310

Transportation

$ 8,400

006010

Office and Admin

$ 15,800

006020

Operating Supplies

$ 10,000

009350

Communication Services

Account

Account Name

001010

Total:

$ 343,584

Pension/Health (Add/Delete Rate)

$ 128,448

Applicable CAP rate

$ 343,584

$ 822,913

336.73%

Estimated Related Cost Reimbursement from SFs (CAP rate) General Fund Revenue (change)

$$-

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 BPR

REQUEST B ADMINISTRATION SUPPORT - TARGETED LOCAL HIRE ( NE W - E N H A N C EM ENT OF EX ISTING SER V IC E )

POSITIONS: Wages & Count Salary

Salary Savings Rate (%)

# of Months Funding Requested

Class Code

Reg, Sworn, As - Needed, or Hiring Hall

Sr Administrative Clerk

1368

Civ-Reg

$ 57,628

0.0%

Office Trainee

1101-X

Civ-Reg

$ 46,708

0.0%

TOTALS

Quantity

Class Title

Net Salary

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 43,221

0.00

1.00

$ 350,310

0.00

10.00

$ 393,531

0.00

11.00

BUDGET: Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 393,531

Account

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

003310

Transportation

006010

Office and Admin

$ 2,200

006020

Operating Supplies

$ 27,500

009350

Communication Services

Total:

$ 423,231

Pension/Health (Add/Delete Rate)

$ 270,622

Applicable CAP rate

$ 423,231

$ 1,325,137

336.73%

Estimated Related Cost Reimbursement from SFs (CAP rate) General Fund Revenue (change)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 BPR

REQUEST C MANAGEMENT RESTRUCTURING, AND EXECUTIVE SUPPORT ( NE W - E N H A N CE MENT OF EX ISTING SERV IC E )

POSITIONS: Wages & Count Salary

Salary Savings Rate (%)

# of Months Funding Requested

Net Salary

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Class Code

Reg, Sworn, As - Needed, or Hiring Hall

Chief Management Analyst

9182

Civ-Reg

$ 152,904

0.0%

$ 114,678

0.00

1.00

Principal Project Coordinator

9134

Civ-Reg

$ 112,710

0.0%

$ 84,533

0.00

1.00

Senior Systems Analyst

1597-1

Civ-Reg

$ 97,655

0.0%

$ 73,241

0.00

1.00

-1

Systems Analyst

1596

Civ-Reg

$ 76,108

0.0%

$ (76,108)

0.00

-1.00

TOTALS

$ 196,344

0.00

2.00

Quantity

Class Title

BUDGET: Account

Account Name

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

003310

Transportation

006010

Office and Admin

006020

Operating Supplies

009350

Communication Services Total:

Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 196,344

$ 15,000

$ 17,100

$ 400

$ 7,500

$ 236,344

$ 661,148

Pension/Health (Add/Delete Rate)

$ 86,218

Applicable CAP rate

336.73%

Estimated Related Cost Reimbursement from SFs (CAP rate) General Fund Revenue (change)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: BM4750 BPR

REQUEST D CONTINUATION OF RESO ACCOUNTING CLERK , ADDITIONAL ACCOUNTING AND IT SUPPORT ( CONTINUATION OF 2 0 1 8 - 1 9 SERV ICE L EV EL )

POSITIONS: Wages & Count Salary

Salary Savings Rate (%)

# of Months Funding Requested

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

Quantity

Class Title

Class Code

Reg, Sworn, As - Needed, or Hiring Hall

Net Salary

General Fund 100

Accounting Clerk

1223

Civ-Reg

$ 60,865

0.0%

$ 60,865

0.00

1.00

Accounting Clerk

1223

Civ-Reg

$ 60,865

0.0%

$ 45,649

0.00

1.00

Project Coordinator

1537

Civ-Reg

$ 74,427

0.0%

$ 55,820

0.00

1.00

Project Assistant

1542

Civ-Reg

$ 55,616

0.0%

TOTALS

$ 41,712

0.00

1.00

$ 204,046

0.00

4.00

BUDGET: Account

Account Name

Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 204,046

001010

Salaries General

001070

Salaries As-Needed

002120

Printing & Binding

003040

Contractual Services

003310

Transportation

006010

Office and Admin

006020

Operating Supplies

009350

Communication Services

$ 800

$ 5,000

Total:

$ 209,846

Pension/Health (Add/Delete Rate)

$ 116,484

Applicable CAP rate

$$-

$ 209,846

$ 687,084

336.73%

Estimated Related Cost Reimbursement from SFs (CAP rate) General Fund Revenue (change)

2019-20 PROGRAM BUDGET COST SUMMARY Positions Baseline Data: 10           All Requests: 21                      Total: 31                               

DIRECT COST:

Baseline Data Total All Requests Total: Pension/Health (Add/Delete Rate)

Total

General Fund 100

Total All Special Funds

Neighborhood Empowerment Fund (Sch 18) 44B

$ 904,004

$ 1,213,005

$ 2,117,009

$ 6,487,806

$ 1,005,183

Estimated Related Cost Reimbursement from SFs (CAP Rate) Total General Fund Revenue

Net GF Cost (Budget - Revenue)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST: JUSTIFICATION BM4750 BPR

BUDGET PROGRAM REQUEST: BM4750 BPR PROGRAM JUSTIFICATION  PROGRAM NUMBER:

PROGRAM NAME:

BM4750 BPR

General Administration and Support

A D M I N & S U P P O RT

PURPOSE OF PROGRAM / BACKGROUND •

Provide leadership, visioning, and implementation of Department goals and objectives in furtherance of Citywide priorities as defined by the Mayor and City Council.

•

Provide enhanced Department functionality through management and administrative support including: fiscal oversight; accounting; budget development, implementation and control; personnel services; purchasing; payroll; California Public Records Act request responses; and contracting and leasing services for the Department and Neighborhood Councils.

•

Maintain the IT work of the Department, including website development, case tracking database, application support, hardware procurement and installation, A/V support, Neighborhood Council rosters, Early Notification System and all equipment.

•

Administers technology training workshops for staff and Neighborhood Councils, including social media, and internet based applications.

MILESTONES ALREADY ACHIEVED •

Development of an online Cornerstone Training platform for 1,800 Neighborhood Council board members to administer and track mandatory training requirements, as well as offer an array of capacity building and personal development classes.

•

Successful piloting of Next Request, an online platform for Public Records Act requests which will be deployed in fiscal year 2019.

•

Modernization of Department website to meet current ADA standards, and taking into account design feedback from Neighborhood Council board members and stakeholders.

•

Successful launch of the Agents of Discovery, City Hall mission, an interactive A/R gaming experience for school-age kids to learn about civic engagement, local government, and Neighborhood Councils.

ISSUES / CHALLENGES •

Increase in PRA requests. As the profile of Neighborhood Councils and EmpowerLA continues to rise, the Department is receiving a substantially larger quantity of PRA requests from the public. Subdivision activities which are expected to continue in future years, are also a major contributing factor in the rise of PRA requests to the Department.

•

Without sufficient staff tasked with addressing contentious issues within the Neighborhood Council board member dynamics, there has been a steady rise in harassment and bullying cases that require investigation.

•

The exacerbation of cases stemming from complaints about subdivision election results and other highly contentious issues, gave rise to additional lawsuits and legal challenges filed against the City.

•

An adequate staffing structure is needed to address the varied administrative and management responsibilities and demands to ensure compliance with established City processes and address areas of concern regarding Neighborhood Councils to reduce liabilities for the City.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

FY 2019-20 PROPOSED STRATEGY •

Create an Office of Civic Engagement with two teams supporting the Neighborhood Resilience Education Program and Portal, and Civic University along with other Neighborhood Council administrative services.

•

Provide a clerical administrative support structure with adequate supervisory oversight to assist the Department’s various teams with entry level data processing, email, and phone responses, thereby freeing up specialized classifications to focus on core mission work.

•

Create a sustainable management structure to ensure the Department’s priorities, goals, and metrics are met. Provide comprehensive visioning, planning, operational and fiduciary oversight for the various divisions while allowing frontline supervisors the room to resolve daily operational concerns and staff needs.

KEY METRICS •

Performance metrics are not currently tracked for this program because it is a General Administrative Support Program, however, proposed metrics will be included in the individual request justifications to follow.

ALIGNMENT WITH PRIORITY OUTCOME(S) ĶĶ Well-Run

Livable

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Safe

Prosperous

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

BM4750 BPR REQUEST A C I V I C U N I V E R S I T Y, N C A D M I N , D I S P U T E R E S O L U T I O N (NEW REQUEST) TOTAL REQUEST AMOUNT: $343,584 DESCRIPTION OF REQUEST Positions (to be regularized) →→ 1 Management Analyst ($76,923 at 9 months salary) →→ 3 Project Coordinators ($167,461 at 9 months salary)

Expense →→ Printing & Binding ($10,000) →→ Contractual Services ($55,000 for Civic University) →→ Transportation ($8,400 for mileage) →→ Office and Administration ($15,800 for Civic University events) →→ Operating Supplies ($10,000) The Department has partnered with the Pat Brown Institute and other community partners to offer not only a Neighborhood Council Civic University 1.0 (how the City works) and 2.0 (advocacy training), but also Civic University for City staff and specific underrepresented populations, e.g. Asian American Pacific Islander Civic University. The budget request creates the resources needed to continue this program in order to offer Neighborhood Council Civic University 1.0 and 2.0 as well as Civic University for City staff; and another for the Spanish speaking community. With the number of grievances and complaints coming from Neighborhood Councils, the Department needs to create an administrative team that can focus on handling these issues swiftly. The Field staff cannot both support Neighborhood Council board members and investigate them at the same time without creating tension in the relationship so a separate team has to conduct this work instead. The Department is requesting 3 exempt positions as opposed to civil service classifications because the specific experience, knowledge, and skills (community organizing, and advocacy) are not generally found among civil service classifications, and it allows for the flexibility needed to recruit and select the best qualified candidate from within and outside the City workforce. A Management Analyst is requested to oversee this work and the work of the Resilience team and provide guidance and reports to upper level management

DEPARTMENTAL COLLABORATION n/a

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

JUSTIFICATION 1. What problem is being addressed and how will this request address it? →→ EmpowerLA has hosted Civic U to empower Neighborhood Council board members and stakeholders to influence their representatives on issues affecting their respective communities. Civic U arose from our shared belief that there are immense gaps in public knowledge and understanding of how government agencies throughout Los Angeles work, and as a result, people in many communities feel that they cannot effectively influence their own government. Over 300 Neighborhood Council board members and stakeholders have participated in Civic U 1.0, Civic U 2.0, and AAPI Civic U and have learned how to engage with local government. Civic U 1.0 and Civic U 2.0 have improved gender equity by encouraging Neighborhood Councils to nominate one man and one woman per Neighborhood Council to participate in Civic U in collaboration with the Mayor's Office and Cal State LA's Pat Brown Institute. AAPI Civic U is a partnership between Cal State LA’s Pat Brown Institute for Public Affairs; the office of Mayor Eric Garcetti; A3PCON; and EmpowerLA. Dr. Raphael Sonenshein, Executive Director of the Pat Brown Institute, serves as program director of Civic U. In addition to continuing the Leadership Academy trainings of Civic U 1.0 and Civic U 2.0, EmpowerLA would like to have Civic U directed at the Latino, African American communities as well as LGBTQ community to help foster the next generation of leaders in the Neighborhood Council system and the community. →→ As participation in the Neighborhood Council system has increased, a wider variety of community members, passionate about the issues and causes they support are increasingly getting into disputes with NC board members. These disputes, left unattended can escalate into bullying and harassment, causing safety concerns, and potential liability against the City. NEAs assigned to attend NC meetings are often faced with the challenge handling these disputes, and they can be improperly perceived by NC board members or stakeholders as taking sides; often leading to misperception, hurt feelings and unresolved emotions down the road. Some disputes can take existing staff well over 90 days to resolve, and others are even further prolonged. A team of neutral Project Coordinators identifying these disputes quickly and addressing the concerns of the aggrieved parties can provide answers, training, and positive paths forward to drastically minimize any escalation.

2. What are the 2019-20 goals of this request? →→ Coordinate and host 4 Civic U events in the fiscal year (1.0, 2.0, 3.0, and 4.0) targeting a range of different underrepresented audiences. At an average of 100 attendees per event, the goal is to train a total of 400 community members. →→ Set up a dispute resolution process that quickly identifies potential problems, and sets up a thorough and transparent investigation that produces practical recommendations to find a resolution at the lowest possible level within a shortened time frame (<30 days).

What are the long-term goals of this request? →→ Continue the work of targeting a wide variety of community members, underrepresented stakeholders, Neighborhood Council board members, and government staff (including City employees) for Civic University training. Develop online Civic University training courses available via the Cornerstone platform. →→ Establish standard operating procedures based on experience resolving disputes to train and educate other Department staff on these critical skills. Reduce the number of disputes that escalate into liability concerns to zero, or as close to zero as possible, per fiscal year.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

4. Why is this approach better than the alternative approaches that were considered? →→ NEAs assigned to attend Neighborhood Council board meetings must maintain an impartial presence in order to effectively provide advice and capacity support to all board members. By creating a separate team to investigate disputes and provide expeditious resolutions, the NEAs can continue their work effectively and uninterrupted by these problems.

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? n/a

SUPPORTING PERFORMANCE METRICS 6. Measures of Output & Outcome →→ 4 Civic University Classes (100 attendees per class) for a total of 400 attendees per year →→ # disputes resolved in <30 days

7. Impact on Performance Metrics →→ Providing 3 Project Coordinators and 1 Management Analyst will ensure that the goal of coordinating 4 Civic University events per year is successfully met and appropriately attracts the interest of targeted community members via proven and effective outreach methods. A dedicated team to address disputes within the NC system also ensures accountability and accurate tracking of resolutions, to promote efficient practices in solving future problems

8. What is the impact on the metrics above if requested resources are not received? →→ Existing staff will be stretched attempting to provide staffing support to NCs and cannot ensure a successful increase in the total number of Civic University classes. Disputes will be addressed by NEAs that may have to pass decisions that do not sit well with some NC board members, leaving them in an unfavorable light. This may create additional issues that can escalate into future problems and liabilities for the City.

ALIGNMENT WITH STRATEGIC DOCUMENTS ĶĶ

Mayor’s Expectations Letter

Comprehensive Homeless Strategy

Equitable Workforce and Service Restoration Plan

ĶĶ

Sustainable City pLAn

ĶĶ

Strategic Plan(s)

→→ Mayor’s Expectations Letter: Work with universities to create two additional civic engagement trainings. →→ Sustainable City pLAn: Proper delivery of the services indicated above promote a safe, vibrant, well-connected, and healthy neighborhood, that improves the civic life of community members and encourages volunteerism and investment in community improvement projects such as tree planting, median improvements, community cleanups, etc. →→ Strategic Plan: Develop and administer processes for Neighborhood Council grievances, subdivisions, bylaw amendments, roster and training tracking, dispute resolution and compliance activity

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

BM4750 BPR REQUEST B ADMINISTRATION SUPPORT - TARGETED LOCAL HIRE (NEW REQUEST) TOTAL REQUEST AMOUNT: $423,231 DESCRIPTION OF REQUEST Provide a general description on what resources are being requested. If the positions requested are exempt, explain why an existing civil service classification cannot perform these functions.

Positions (to be regularized) →→ 1 Senior Administrative Clerk ($43,221 at 9 months salary) →→ 10 Office Trainees ($350,310 at 9 months salary)

Expense →→ Office and Administration ($2,200) →→ Operating Supplies ($27,500

DEPARTMENTAL COLLABORATION n/a

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

JUSTIFICATION 1. What problem is being addressed and how will this request address it? →→ Currently the Department has only one Administrative Clerk that is charged primarily with front desk, reception, and phone duties for the Department. However, each operational and administrative team has a need for clerical support, including assistance answering phone calls, processing data and casework, and printing and preparing packets of documentation for meetings, events, trainings, and other outreach activities. Because of the lack of clerical support, Neighborhood Empowerment Advocates (NEAs) and other specialized classifications have to devote a significant amount of time to processing basic requests, answering simple questions over the phone and printing and binding their own packets. When the lone administrative clerk is away from the office, remaining staff have to cover the front desk in shifting rotations, increasing the time they have to spend away from their primary assignments.

2. What are the 2019-20 goals of this request? →→ Set up a network of 10 Office Trainees, cross trained and developed to provide clerical assistance to the Resilience (2), Civic University (1), NC Operations (3), Administrative (3), and Marketing and Outreach (1) teams. Provide a supportive framework for the candidates to encourage development of their office and business skills, to prepare them for long term City careers.

What are the long-term goals of this request? →→ Creation of standard operating procedures and training manuals to train clerical staff to grow them in their business skills and prepare them for future City promotions.

4. Why is this approach better than the alternative approaches that were considered? →→ This requested approach is being made in support of Mayoral priorities for the Targeted Local Hire Program to recruit individuals from the vulnerable populations and help provide an alternate pathway into civil service employment. The Department has a network of staff willing and capable of providing a supportive cross training environment to introduce candidates to innovative business and office practices. Department staff meet bi-weekly to discuss daily operational challenges, share ideas, and offer support, which would further enhance the experience of candidates as they enter into City careers.

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? n/a

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

SUPPORTING PERFORMANCE METRICS 6. Measures of Output & Outcome →→ # Cases opened/closed in QuickBase case tracking applications →→ # Packets prepared for meetings, events, trainings, and outreach activities →→ # calls received and resolved

7. Impact on Performance Metrics →→ With additional clerical support assisting other specialized classifications and programs, the remaining staff can focus on providing adequate support to the Neighborhood Council board members, stakeholders, and other City agencies. In particular to NC issues, timely addressing of requests and complex issues will reduce the number of complaints, dispute escalations, and other problematic issues that would potentially result in liabilities and lawsuits against the City.

8. What is the impact on the metrics above if requested resources are not received? →→ If the Office Trainees are not provided, existing staff will continue to divide their time between basic clerical work, and addressing the questions, needs, and requests of NC board members and stakeholders. This increases the response time to these requests, and makes it harder to track cases and issues in real-time. The overall customer service quality and experience will suffer without adequate staffing providing immediate assistance.

ALIGNMENT WITH STRATEGIC DOCUMENTS

Mayor’s Expectations Letter

Comprehensive Homeless Strategy

ĶĶ

Equitable Workforce and Service Restoration Plan

ĶĶ

Sustainable City pLAn

ĶĶ

Strategic Plan(s)

→→ Sustainable City pLAn: Proper delivery of the services indicated above promote a safe, vibrant, well-connected, and healthy neighborhood, that improves the civic life of community members and encourages volunteerism and investment in community improvement projects such as tree planting, median improvements, community cleanups, etc. →→ Equitable Workforce and Service Restoration Plan: Increasing staff support to address the growing number of Neighborhood Councils, training and preparing staff at entry level positions to become leaders and managers in the Department andother city agencies. →→ Strategic Plan: Provide Neighborhood Council Administrative Support

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

BM4750 BPR REQUEST C MANAGEMENT RESTRUCTURING, AND EXECUTIVE SUPPORT (NEW REQUEST) TOTAL REQUEST AMOUNT: $236,344 DESCRIPTION OF REQUEST Positions (to be regularized) →→ 1 Chief Management Analyst ($114,678 at 9 months salary) →→ 1 Principal Project Coordinator ($84,533 at 9 months salary) →→ 1 Senior Systems Analyst ($73,241 at 9 months salary) →→ -1 Systems Analyst (-$76,108 at 12 months salary)

Expense →→ Salaries As-Needed ($15,000) →→ Transportation ($17,100 for mileage and travel) →→ Office and Administration ($400) →→ Operating Supplies ($7,500) The Department is requesting an exempt Principal Project Coordinator position as opposed to a civil service classification because the specific experience, knowledge, and skills (community organizing, and advocacy) are not generally found among civil service classifications, and it allows for the flexibility needed to recruit and select the best qualified candidate from within and outside the City workforce.

DEPARTMENTAL COLLABORATION n/a

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

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BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

JUSTIFICATION 1. What problem is being addressed and how will this request address it? →→ The Department’s management structure is flat with existing managers often working side by side doing the same work as those they manage, which makes it difficult for managers to support their staff’s supervisory needs. The request for a Chief Management Analyst, Principle Project Coordinator and a Senior Systems Analyst address the work that is already being done at that level by existing staff. The proposed management team will work with General Manager to provide operational and fiscal oversight, focus on targeted goals and metrics, visioning and planning, while delegating frontline advisory work to team supervisors.

2. What are the 2019-20 goals of this request? →→ Create a sustainable management structure to ensure the Department’s priorities, goals, and metrics are met. Provide comprehensive visioning, planning, operational and fiduciary oversight for the various divisions while allowing frontline supervisors the room to resolve daily operational concerns and staff needs.

What are the long-term goals of this request? →→ Refinement and regularization of the various teams work assignments, development of standard operating procedures to enhance orientation and training experiences for new and existing staff. Conduct regular reviews and audits of performance standards and advise on policy and guideline matters to the General Manager, Mayor, and City Council.

3. If this request is to increase or expand services, or to address backlog/workload issues, has the Department undergone a process improvement or another service efficiency exercise (including but not limited to technology and automation)? →→ EmpowerLA has successfully trained all staff on process improvement techniques, participating in PerformLA Apprentice and Master level classes. Many changes were effectuated as a result of the process improvement review (processing of NC Funding documents, agenda posting procedures, bylaws submissions, moving to an online case management system, piloting online voting, etc.), and as a result, field representatives of the Department have been able to focus on the core mission of supporting the NC Board Members. The Department is proposing to delete a Systems Analyst position as a means of addressing efficiency concerns, in order to get approval for the Sr. Systems Analyst position.

4. Why is this approach better than the alternative approaches that were considered? →→ Starting in 2012, when the numbers of our full time staff positions were at their lowest, the Department has slowly rebuilt operations and administrative functions. A key issue still affecting the ability to manage programs effectively, is the dual role that each senior manager currently serves as a frontline supervisor and senior level executive. This causes delayed responses to daily operational concerns coming from staff or Neighborhood Council requests, or a deprioritizing of essential planning, visioning, and oversight exercises which could forecast and resolve larger issues of efficiency, productivity, and adherence to core mission values. Providing limited, but key management support staff will resolve both crucial concerns.

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? n/a

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 67

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

SUPPORTING PERFORMANCE METRICS 6. Measures of Output & Outcome →→ The outcome of approving this request is a reduction in total cases which currently evolve into issues of harassment, workplace violence, bullying, or lawsuits against the City. Executive managers can identify these issues and trends and develop policies that could be applied systematically to resolve cases before they are exacerbated.

7. Impact on Performance Metrics →→ Executive manager assignments will have a direct bearing on the monitoring, fulfillment, and improvement of the full spectrum of the Department metrics. As planners, policy makers, and overseers of the various programs, they would quickly identify issues of concern and come up with innovative solutions to resolve problems quickly before any negative impact on performance metrics becomes permanent.

8. What is the impact on the metrics above if requested resources are not received? →→ The performance metrics, as they exist now are the direct result of planning and implementation that is done by existing supervisors only when time allows and the daily operational demands are not pressing. Regular monitoring of these metrics, and analysis of trends that would cause concern is difficult to maintain while also serving as a frontline supervisor and putting out regular fires. If the above staffing resources are not received, the Department will not be able to adequately address a trend in rising PRA requests, issues of harassment, bullying, and lawsuits filed by dissatisfied Neighborhood Council board members and stakeholders.

ALIGNMENT WITH STRATEGIC DOCUMENTS ĶĶ

Mayor’s Expectations Letter

Comprehensive Homeless Strategy

Equitable Workforce and Service Restoration Plan

ĶĶ

Sustainable City pLAn

Strategic Plan(s)

→→ Mayor’s Expectations Letter: The many expectations outlined in the Mayor’s letter require strong leadership and management skills in support of the many priority goals required of Department managers. →→ Sustainable City pLAn: Proper delivery of the services indicated above promote a safe, vibrant, well-connected, and healthy neighborhood, that improves the civic life of community members and encourages volunteerism and investment in community improvement projects such as tree planting, median improvements, community cleanups, etc.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 68

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

BM4750 BPR REQUEST D CONTINUATION OF RESO ACCOUNTING CLERK , ADDITIONAL ACCOUNTING AND IT SUPPORT (CONTINUATION OF 2018-19) TOTAL REQUEST AMOUNT: $209,846 DESCRIPTION OF REQUEST Positions (to be regularized) →→ 1 Accounting Clerk ($60,865 at 12 months salary)(to be regularized) →→ 1 Accounting Clerk ($45,649 at 9 months salary) →→ 1 Project Coordinator ($55,820 at 9 months salary) →→ 1 Project Assistant ($41,712 at 9 months salary)

Expense →→ Office and Administration ($800) →→ Operating Supplies ($5,000) The Department is requesting exempt positions as opposed to civil service classifications for the IT support team because these positions will also assist the Neighborhood Councils with their technology requests, and provide training workshops on the use of innovative technology that can be utilized for civic engagement. The specific experience, knowledge, and skills (related to technology, community organizing, and advocacy) are not generally found among civil service classifications, and it allows for the flexibility needed to recruit and select the best qualified candidates from within and outside the City workforce.

DEPARTMENTAL COLLABORATION n/a

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 69

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

JUSTIFICATION 1. What problem is being addressed and how will this request address it? →→ The Department is requesting funding for an existing resolution authority position filled this year to continue providing accounting support to the Neighborhood Councils and the Department. The Senior Accountant is unable to provide adequate fiscal oversight and planning due to a regular need to process payment documents alongside a project assistant and the occasional student intern. Accounting Clerks are needed to place orders, process payments, organize mileage statements, conduct vendor maintenance, and review other regular payroll documentation allowing the Senior Accountant to monitor workloads and respond to mandatory reporting requirements from the Controller’s Office and other City agencies per mandatory guidelines. →→ The IT support group, as the Department continues to innovate, faces a challenge of providing increasing maintenance and support for an ever growing list of applications and technology (Cornerstone, QuickBase, Canva, Jotform, Constant Contact, GoDaddy, ENS, Gmail, laptops, tablets, kiosks, projectors, a/v equipment, etc.). This work is currently done by 1 Systems Analyst, supported partially by 1 Project Coordinator whose main assignment is marketing, graphic design work, and online training development. This creates a slowdown in service and support to staff, thereby delaying their work and services for Neighborhood Councils and the public. This request is made to provide the IT support group additional staffing resources to maintain pace with the demand for maintenance and support.

2. What are the 2019-20 goals of this request? →→ Adequately staff and train candidates to perform the basic accounting and IT support work to assist other program staff in accomplishing their mission, as well as provide assistance to Neighborhood Council board members, stakeholders, vendors, and other City agencies that regularly interface with the accounting and IT teams

What are the long-term goals of this request? →→ Development of standard operating procedures to train and educate staff, improving efficiency in service delivery of requests. Free up supervisory/management staff to provide operational, and fiscal oversight of these administrative support programs, generating and revising policies and procedures that would further improve processes.

3. If this request is to increase or expand services, or to address backlog/workload issues, has the Department undergone a process improvement or another service efficiency exercise (including but not limited to technology and automation)? →→ This request is being made to address workload issues. EmpowerLA has successfully trained all staff on process improvement techniques, participating in PerformLA Apprentice and Master level classes. Many changes were effectuated as a result of the process improvement review (processing of NC Funding documents, agenda posting procedures, bylaws submissions, moving to an online case management system, etc.). In addition, many processes have now been either partially or completely automated. This includes processes for bylaw amendments, roster and training updates, grievance and subdivision processing, and internal QuickBase tracking systems such as Project Management, Personnel, Accounting, Front Desk operations, etc. Despite the obvious advantages to the automation, additional staffing resources are needed to analyze the work received, and move the data through other City systems (FMS, PAYSR, D-Time, Cornerstone, eDisclosure, iVOS, CAMS, BAVN, NIXLE, DCFS, etc.)

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 70

BUDGET PROGRAM REQUEST JUSTIFICATION: BM4750 BPR

4. Why is this approach better than the alternative approaches that were considered? →→ Starting in 2012, when the numbers of our full time staff positions were at their lowest, the Department has slowly rebuilt operations and administrative functions. Both existing supervisors for Accounting and IT support are regularly required to operate and serve as frontline staff, performing repetitive work functions on a daily basis, and not allowing them to supervise and manage the workload for their team. Providing staffing support to these teams will ensure that service is provided in a timely manner to staff and the public while ensuring adequate oversight by supervisory staff.

5. What special funds are eligible to be used for this request? What is the General Fund impact of this request? n/a

SUPPORTING PERFORMANCE METRICS 6. Measures of Output & Outcome →→ % Invoices paid in <30 days →→ % Accounting reports submitted to Controller/CAO by set due date →→ # IT support requests resolved →→ # Technology training workshops provided to staff, NC board members →→ % Website compliance with ADA standards

7. Impact on Performance Metrics →→ Additional staffing in the accounting team ensures that payments are made timely and in compliance with standards set by other City agencies. Enhanced IT support will provide department staff and Neighborhood Council board members with immediate assistance in their technology requests. Also, in person and online training will be offered to educate others on the latest technologies used for civic engagement.

8. What is the impact on the metrics above if requested resources are not received? →→ If the requested staffing resources are not provided, accounting and IT supervisors will continue to work alongside frontline staff in resolving basic issues and making payments to vendors. This will cause delays in processing which increases complaints to the Department, and could lead to staff frustration, and NC board members not utilizing technology and available applications to maximize their operations.

ALIGNMENT WITH STRATEGIC DOCUMENTS

Mayor’s Expectations Letter

Comprehensive Homeless Strategy

Equitable Workforce and Service Restoration Plan

ĶĶ

Sustainable City pLAn

ĶĶ

Strategic Plan(s)

→→ Sustainable City pLAn: Proper delivery of the services indicated above promote a safe, vibrant, well-connected, and healthy neighborhood, that improves the civic life of community members and encourages volunteerism and investment in community improvement projects such as tree planting, median improvements, community cleanups, etc. →→ Strategic Plan: The Department’s 18-19 Strategic Plan includes goals of providing administrative support to the Neighborhood Councils and the NC System.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 71

PERFORMANCE METRICS

*** = New metric.

Dept Code

Prog Code

Program Name

4701

Performance Measure Name

Neighborhood Council System Development

47SUPPORT

Percentage of Staffed Neighborhood Council Meetings

100

4703

Planning and Policy

47CIS

Number of Community Impact Statements Submitted by NCs

240

4704

Neighborhood Council Administrative Support

47ELCAN

Number of Candidates for Neighborhood Council Elections

4704

Neighborhood Council Administrative Support

47ELVOT

Number of Voters for Neighborhood Council Elections

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Unit /Value

Long Term PM Target (Goal)

Code

Page 72

PERFORMANCE METRICS

Current Year (2018-19) Estimates

2019-20 Proposed Baseline

2019-20 Proposed If All Continued/ New Requests Approved

2019-20 Proposed If All Continued/ New Requests Approved And Efficiency Proposals Approved

2013-14 Actuals

2014-15 Actuals

2015-16 Actuals

2016-17 Actuals

2017-18 Adopted

2017-18 Actuals

2018-19 Adopted Budget

100

152

200

258

320

300

505

300

400

500

600

1,839

n/a

1,950

+10% non-targeted, +50% targeted areas

+5% non-targeted, +20% targeted areas

+10% non-targeted, +50% targeted areas

25,536

n/a

30,000

+10% non-targeted, +50% targeted areas

+5% non-targeted, +20% targeted areas

+10% non-targeted, +50% targeted areas

Factoring additional funding requested in FY 18-19. All estimates now % based

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 73

CONTRACTUAL SERVICES SCHEDULE

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 74

CONTRACTUAL SERVICES SCHEDULE

NEIGHBORHOOD EMPOWERMENT CONTRACTUAL SERVICES ACCOUNT ď &#x201E; 2017-18 Actual Expenditures

2018-19 Adopted Budget

2018-19 Estimated Expenditures

2019-2020 Contract Amount

Program/Code/Description

Neighborhood Council System Development - BM4701 $ ( $ $ ( $ $ ( $ $

12,606)

$ (

20,050)

4,950) 2,494)

$ $ $ $ $ $ $

( ( ( ( (

9,364) 5,000) 10,147) 5,000) 10,000)

10,000)

$ ( $ $ $ $ $ $

(

$ (

39,511)

$ (

10,000)

1. 2. 3. 4. 5. 6. 7.

Translation services*. Cellular telephone service and maintenance*. Neighborhood Council training and educational services*. Photocopier leases*. Neighborhood Council events**. User licenses for online training*. Leadership Academy* Neighborhood Council System Development Total

$ $ $ $ $ $ $

( ( ( ( (

9,364) 5,000) 10,147) 5,000) 10,000)

$ (

39,511)

$ ( (

4,000) 1,000)

(

25,000)

$ (

30,000)

Planning and Policy - BM4703 $ $ $ $

( ( ( (

10,000) 1,990) 20,219) 20,000)

$ $ $ $

( ( ( (

4,000) 1,000) -) 25,000)

$ ( $ $ ( $ (

10,000)

$ (

52,209)

$ (

30,000)

$ (

50,000)

20,000) 20,000)

7. 8. 9. 10.

Translation services*. Neighborhood Council training and educational services*. Neighborhood Council events (Budget Day and Congress of Neighborhoods)*. Civic University*. Planning and Policy Total Neighborhood Council Administrative Support - BM4704

$ $ $ $ $ $

(

58,770)

(

40,000)

( (

12,674) 10,698)

$ (

122,142)

$ $ ( $ ( $ $ $ ( $ (

$ (

96,000) -)

12,000)

11. 12. 13. 14. 15. 16.

Neighborhood Council outreach*. Neighborhood Council Election outreach*. Neighborhood Council Training*. Online Neighborhood Council Board Member Election platform*. Temporary Staffing Supp for Neighborhood Council*. BONC audio Services*.

108,000)

$ $ ( $ $ $ $ $

110,000)

$ (

110,000)

17. Cellular telephone service and maintenance*. 18. Computer and software updates, annual platform fee 19. Emergency Preparedness 20. Neighborhood Council outreach*. 21. Online Neighborhood Council Board Member Election platform*. 22. Photocopier leases*. 23. Office Supplies*. 24. Temporary Employment Services* 25. Staff training 26. Translation Services 27. IT Related Equipment 28*. Civic University

$ $ $ $ $ $ $ $ $ $ $ $ (

55,000)

29*. FUSE Fellow for Advancement Project

Neighborhood Council Administrative Support Total

General Administrative Support Program - BM4750 $ $ $ $ $ $ $ $ $ $ $

( (

7,932) 60,485)

(

9,600)

(

5,349)

$ (

10,000)

(

5,317 10,198)

(

32,865)

(

55,774)

$ $ $ $ $ $ $ $ $ $ $

( (

9,600) 56,545)

( (

15000 10,000) 12,000)

(

30,000)

$ (

150,000)

$ (

327,920)

$ (

19,600)

$ (

133,145)

$ (

522,320)

$ (

89,111)

$ (

301,145)

General Administrative Support Program - BM4750

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

TOTAL CONTRACTUAL SERVICES ACCOUNT*.

$ (

55,000)

$ (

234,511) Page 75

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 76

FUND: 100 - GENERAL FUND (GENERAL BUDGET) DEPARTMENT: 47 - NEIGHBORHOOD EMPOWERMENT BUDGET FISCAL YEAR: 2018

PARAMETERS AND PROMPS

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES ï&#x20AC;&#x17D;

BFY

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

09/05/2017 PRC,47,18100470008

09/05/2017 SC,47,CO18108824M

09/07/2017 SC,47,CO18108824M

2018 2018

09/05/2017 PRC,47,18100470008

2018 2018

09/05/2017 AD,26,180000017151

2018 2018

05/25/2018 CPO,47,180000492915

08/21/2017 SC,47,CO18108824M

2018 2018

05/18/2018 CPO,47,180000490538

05/25/2018 CPO,47,180000492915

2018 2018

05/18/2018 CPO,47,180000490538

2018 2018

05/18/2018 CPO,47,180000490538

2018 2018

05/18/2018 CPO,47,180000490538

2018 2018

03/13/2018 PRM,47,180000048479

2018 2018

03/13/2018 PRM,47,180000048479

2018 2018

03/13/2018 AD,26,180000073611

03/13/2018 PRM,47,180000048479

2018 2018

03/13/2018 AD,26,180000073611

2018 2018

03/01/2018 CPO,47,180000467466

03/13/2018 AD,26,180000073611

2018 2018

03/01/2018 CPO,47,180000467466

2018 2018

06/11/2018 AD,26,180000102247

03/01/2018 CPO,47,180000467466

2018 2018

06/07/2018 GAEAE,47,AE18470012M

06/09/2018 GAX,47,18100470016

Document ID

2018 2018

Date

2018 2018

CONTINENTAL INTERPRETING SERVICES INC

BURST COMMUNICATIONS INC

BELTRANS RENTS AND SALES INC

3Play Media Inc

Vendor Name

Burst Communication Inc. PR-40 Studio Recording Microphone

Encumbrance for Continental Interpreting

Burst Communication Inc. PSRMB Shock Mount Black

Burst Communication Inc. PF80 Pop Filter

000000300778317

304

Burst Communication Inc. PL-2T Overhead Broadcast Boom

Burst Communication Inc. MX150B/C Cardioid 5mm Subminiature Lavalier Microphone

304

Object

304

000000300778317

000000300834608

000000300863357

Check No.

Burst Communication Inc. GLHD2 HD2000 Stabilizer System

Burst Communication Inc. EW122PG Portable Iavalier set

Burst Communication Inc. DRSP-LK Dracast DRSP-LK-3X500-B

Burst Communication Inc. BLX288 Dual Vocal System

AAA Rents and Sales Inc. Chair Samsonite White 01-103974-17 6/23/17

AAA Rents and Sales Inc. 01-103974-17 6/23/17 TableCloth 108" White

AAA Rents and Sales Inc. 01-103974-17 6/23/17 Table 8' Banquet

AAA Rents and Sales Inc. 01-103974-17 6/23/17 Table 30" Stand Up

AAA Rents and Sales Inc. 01-103974-17 6/23/17 TableCloth 108" White

AAA Rents and Sales Inc. 01-103974-17 6/23/17 Table 30" Stand Up

AAA Rents and Sales Inc. 01-103974-17 6/23/17 Table 8' Banquet

AAA Rents and Sales Inc. Chair Samsonite White 01-103974-17 6/23/17

AAA Rents and Sales Inc. 01-103974-17 6/23/17 TableCloth 108" White

AAA Rents and Sales Inc. 01-103974-17 6/23/17 Table 8' Banquet

AAA Rents and Sales Inc. 01-103974-17 6/23/17 Table 30" Stand Up

3Play Media Inc. for NC Training/Cornerstone Inv#51427

3Play Media Inc. for NC Training/Cornerstone 6/5/18

Desc

OUTR4701

GASP4701

OUTR4701

Work Order

TRL

TRN

EVE

TRN

Task 0.00

0.00

872.32

0.00

118.40

0.00

40.00

160.00

72.00

192.00

(8.00)

(9.60)

(3.60)

(2.00)

0.00

13,000.00

Expenditure

2,238.72

1,119.36

(1,991.68)

0.00

(118.40)

0.00

990.72

219.00

107.31

657.00

262.80

402.96

502.61

1,031.49

675.62

487.28

(40.00)

(160.00)

(72.00)

(192.00)

0.00

40.00

160.00

72.00

192.00

0.00

(13,000.00)

13,000.00

Encumbered

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES

Page 77

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

03/07/2018 PRC,47,18100470019

03/27/2018 SC,47,CO18108824M

03/28/2018 AD,26,180000077629

2018 2018

03/07/2018 AD,26,180000071979

03/07/2018 PRC,47,18100470019

2018 2018

02/09/2018 PRC,47,18100470016

03/06/2018 SC,47,CO18108824M

2018 2018

02/09/2018 PRC,47,18100470016

2018 2018

02/09/2018 AD,26,180000064833

02/09/2018 PRC,47,18100470016

2018 2018

02/08/2018 SC,47,CO18108824M

02/09/2018 AD,26,180000064833

2018 2018

01/04/2018 PRC,47,18100470013

2018 2018

01/03/2018 SC,47,CO18108824M

01/04/2018 AD,26,180000055169

2018 2018

12/19/2017 PRC,47,18100470011

2018 2018

12/19/2017 PRC,47,18100470011

2018 2018

12/19/2017 PRC,47,18100470011

2018 2018

12/19/2017 PRC,47,18100470011

2018 2018

12/19/2017 AD,26,180000051698

12/19/2017 PRC,47,18100470011

2018 2018

12/19/2017 AD,26,180000051698

2018 2018

12/18/2017 SC,47,CO18108824M

12/19/2017 AD,26,180000051698

2018 2018

09/11/2017 PRC,47,18100470010

12/06/2017 SC,47,CO18108824M

2018 2018

09/11/2017 AD,26,180000018587

09/11/2017 PRC,47,18100470010

2018 2018

CONTINENTAL INTERPRETING SERVICES INC

Continental Interpreting 08/31/17 Sep Profile & Web Survey

Continental Interpreting I-13234, I-12449

Encumbrance for Continental Interpreting

Continental Interpreting I-12939 03/02/18

Encumbrance for Continental Interpreting

Continental Interpreting I-12474

Continental Interpreting I-11131

Continental Interpreting I-12474

Continental Interpreting I-11131

Encumbrance for Continental Interpreting

Continental Interpreting Translation 12/29/17 Inv# I-12061

Encumbrance for Continental Interpreting

Continental Interpreting I-11500

Continental Interpreting I-09290

Continental Interpreting I-10679 10/2/17

Continental Interpreting I-11500 12/1/2017

Continental Interpreting I-11500

Continental Interpreting I-09290

Continental Interpreting I-10679 10/2/17

Continental Interpreting I-11500 12/1/2017

Encumbrance for Continental Interpreting

Continental Interpreting 08/31/17 Sep Profile & Web Survey

000000300838749

000000300833114

000000300825992

000000300816305

000000300812832

000000300779714

304

OUTR4701

TRL

0.00

1,250.56

0.00

1,070.08

0.00

1,098.24

0.00

725.76

0.00

356.25

0.00

837.76

0.00

750.72

0.00

1,084.80

0.00

1,119.36

0.00

806.00

(1,250.56)

0.00

1,250.56

(1,070.08)

0.00

(1,098.24)

0.00

2,168.32

(725.76)

0.00

725.76

(356.25)

0.00

(837.76)

0.00

(750.72)

0.00

(1,084.80)

0.00

356.25

1,553.92

(1,119.36)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 78

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

05/10/2018 PRC,47,18100470023

05/29/2018 SC,47,CO18108824M

2018 2018

06/04/2018 AD,26,180000099824

06/04/2018 PRC,47,18100470024

06/12/2018 SC,47,CO18108824M

06/14/2018 AD,26,180000103739

2018 2018

06/04/2018 AD,26,180000099824

05/10/2018 PRC,47,18100470023

2018 2018

06/04/2018 AD,26,180000099824

05/10/2018 PRC,47,18100470023

2018 2018

05/10/2018 PRC,47,18100470023

2018 2018

05/10/2018 PRC,47,18100470023

2018 2018

05/10/2018 PRC,47,18100470023

2018 2018

05/10/2018 AD,26,180000091047

2018 2018

05/10/2018 AD,26,180000091047

2018 2018

05/10/2018 AD,26,180000091047

05/09/2018 SC,47,CO18108824M

2018 2018

03/28/2018 PRC,47,18100470020

2018 2018

03/28/2018 AD,26,180000077629

03/28/2018 PRC,47,18100470020

2018 2018

CONTINENTAL INTERPRETING SERVICES INC

Continental Interpreting I-13234, I-12449

Continental I-14269 Continental Interpreting 06/07/2018

Encumbrance for Continental Interpreting

Continental Interpreting I-14012

Continental Interpreting I-14009

Continental Interpreting I-13830

Continental Interpreting I-14009

Continental Interpreting I-13830

Continental Interpreting I-14012

Encumbrance for Continental Interpreting

Contiental Interpreting Inv# I-13822

Contiental Interpreting Inv# I-13392

Contiental Interpreting Inv# I-13328

Contiental Interpreting Inv# I-13327

Contiental Interpreting Inv# I-13326

Contiental Interpreting Inv# I-13325

Contiental Interpreting Inv# I-13822

Contiental Interpreting Inv# I-13325

Contiental Interpreting Inv# I-13327

Contiental Interpreting Inv# I-13326

Contiental Interpreting Inv# I-13328

Contiental Interpreting Inv# I-13392

Encumbrance for Continental Interpreting

Continental Interpreting I-13234, I-12449

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000000300852089

000000300838749

304

OUTR4701

TRL

0.00

250.00

0.00

385.00

0.00

347.75

0.00

888.96

0.00

517.12

0.00

356.25

0.00

250.00

0.00

1,462.50

0.00

1,030.00

0.00

806.00

0.00

3,465.30

(250.00)

0.00

(385.00)

0.00

(347.75)

0.00

982.75

(888.96)

0.00

(517.12)

0.00

(356.25)

0.00

(250.00)

0.00

(1,462.50)

0.00

(1,030.00)

0.00

4,504.83

(806.00)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 79

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

08/11/2017 AD,26,180000009915

08/11/2017 PRC,47,18100470007

08/11/2017 SC,47,CO18125791M

01/12/2018 AD,26,180000057270

2018 2018

06/25/2018 AD,26,180000108441

06/25/2018 PRM,47,180000076189

05/24/2018 CPO,47,180000492689

2018 2018

08/04/2017 SC,47,CO18108077M

2018 2018

08/04/2017 PRC,47,18100470006

2018 2018

06/21/2018 SC,47,CO18127047M

08/04/2017 AD,26,180000008146

2018 2018

06/22/2018 SC,47,CO18108824M

06/25/2018 SC,47,CO18108824M

2018 2018

06/15/2018 SC,47,CO18108824M

06/20/2018 SC,47,CO18108824M

2018 2018

06/15/2018 PRC,47,18100470026

2018 2018

06/15/2018 AD,26,180000104191

2018 2018

06/14/2018 PRC,47,18100470025

2018 2018

06/14/2018 PRC,47,18100470025

2018 2018

06/14/2018 PRC,47,18100470025

2018 2018

06/14/2018 PRC,47,18100470025

2018 2018

06/14/2018 PRC,47,18100470025

2018 2018

06/14/2018 AD,26,180000103739

2018 2018

06/14/2018 AD,26,180000103739

2018 2018

CONTINENTAL INTERPRETING SERVICES INC

FUSE CORPS

DELL MARKETING L P

DELIA TORRES

CORNERSTONE ONDEMAND INC

CONTINENTAL INTERPRETING SERVICES INC

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304

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7/25/2017-Neighborhood Empowerment Red Card 2

CORNERSTONE ONDEMAND, INC.

Encumbrance for Continental Interpreting

Continental Interpreting I-14224

CONTINENTAL I-14277 06/07/2018

CONTINENTAL I-14276 06/07/2018

CONTINENTAL I-14275 06/07/2018

Continental I-14269 Continental Interpreting 06/07/2018

CONTINENTAL I-14268 06/07/2018

CONTINENTAL I-14277 06/07/2018

CONTINENTAL I-14276 06/07/2018

CONTINENTAL I-14275 06/07/2018

OUTR4701

SYST4701

GASP4701

OUTR4701

TRL

N/A

COM

TRL

TRN

TRL

0.00

75,000.00

0.00

1,035.86

0.00

70.00

0.00

2,872.49

0.00

250.00

0.00

610.00

0.00

1,462.50

0.00

522.00

0.00

620.80

0.00

75,000.00

(75,000.00)

0.00

(1,033.49)

0.00

1,033.49

70.00

(70.00)

0.00

40,000.00

8,236.35

2,929.28

2,109.00

2,872.49

(2,872.49)

0.00

(250.00)

0.00

(610.00)

0.00

(1,462.50)

0.00

(522.00)

0.00

(620.80)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 80

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

06/15/2018 SC,47,CO18128641M

2018 2018

06/19/2018 PRM,47,180000073977

06/21/2018 AD,26,180000107020

06/22/2018 CPO,47,180000500670

2018 2018

06/04/2018 CPO,47,180000495468

06/19/2018 PRM,47,180000073977

2018 2018

06/04/2018 CPO,47,180000495468

2018 2018

06/25/2018 SC,47,CO18128641M

12/06/2017 PRC,47,18100470009

2018 2018

06/04/2018 CPO,47,180000495468

12/06/2017 PRC,47,18100470009

2018 2018

12/06/2017 PRC,47,18100470009

2018 2018

12/06/2017 PRC,47,18100470009

2018 2018

12/06/2017 AD,26,180000048082

12/06/2017 PRC,47,18100470009

2018 2018

12/06/2017 AD,26,180000048082

2018 2018

12/04/2017 SC,47,CO18128641M

2018 2018

08/01/2017 PRC,47,18100470003

2018 2018

08/01/2017 PRC,47,18100470003

2018 2018

08/01/2017 PRC,47,18100470003

2018 2018

08/01/2017 AD,26,180000006889

2018 2018

07/31/2017 SC,47,CO18128641M

08/01/2017 AD,26,180000006889

01/12/2018 SC,47,CO18125791M

2018 2018

01/12/2018 PRC,47,18100470014

2018 2018

01/12/2018 PRC,47,18100470014

2018 2018

HP INC.

HOWROYD-WRIGHT EMPLOYMENT AGENCY INC

FUSE CORPS

Encumbrance For AppleOne

Electronic Waste Recycling Fee (E-Waste)

HP USB-C Universal Dock US

HP 14.1 Business Slim Top Load

HP USB-C Universal Dock US

HP 14.1 Business Slim Top Load

HP USB-C Universal Dock US

HP Elitebook 1040 G4

HP 14.1 Business Slim Top Load

Electronic Waste Recycling Fee (E-Waste)

Encumbrance For AppleOne

AppleOne Inv#01-4641360 for Akerblom Sheryl Weekend 10/7/17

AppleOne Inv# 01-4619009 for Akerblom Sheryl Weekend 9/16/17

AppleOne Inv#01-4625627 for Akerblom Sheryl Weekend 9/23/17

AppleOne Inv#01-4641360 for Akerblom Sheryl Weekend 10/7/17

AppleOne Inv# 01-4619009 for Akerblom Sheryl Weekend 9/16/17

AppleOne Inv#01-4625627 for Akerblom Sheryl Weekend 9/23/17

Encumbrance For AppleOne

000000300768085 000000300768085

000000300867829

000000300809252

000000300768085

304

FUSE Corps - FUSE Fellow for Master Placement Agreement Inv#20171155 12/20/2017 FUSE Corps - FUSE Fellow for Master Placement Agreement

304

FUSE Corps - FUSE Fellow for Master Placement Agreement Inv#20171155 12/20/2017

GASP4701

BUDG4701

OUTR4701

COM

TEM

N/A

0.00

3,969.38

821.25

0.00

150.15

0.00

150.15

0.00

46.20

0.00

456.23

0.00

338.80

0.00

346.50

0.00

75,000.00

15.00

0.00

(3,969.38)

(821.25)

3,969.38

34,848.38

821.25

125.00

3,000.00

6,521.26

(150.15)

0.00

(150.15)

0.00

(46.20)

0.00

346.50

(456.23)

0.00

(338.80)

0.00

(346.50)

0.00

1,141.53

75,000.00

(75,000.00)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 81

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

06/22/2018 CPO,47,180000500731

12/13/2017 SC,47,CO18128639M

12/19/2017 AD,26,180000051723

2018 2018

06/12/2018 CPO,47,180000496651

06/22/2018 CPO,47,180000500731

2018 2018

06/12/2018 CPO,47,180000496651

2018 2018

06/12/2018 CPO,47,180000497889

06/19/2018 CPO,47,180000499940

2018 2018

02/01/2018 PRM,47,180000038624

06/04/2018 CPO,47,180000495482

2018 2018

12/21/2017 CPO,47,180000450224

02/01/2018 AD,26,180000062563

2018 2018

06/25/2018 PRM,47,180000076660

2018 2018

06/25/2018 PRM,47,180000076660

2018 2018

06/25/2018 PRM,47,180000076660

2018 2018

06/25/2018 AD,26,180000108596

2018 2018

06/25/2018 AD,26,180000108596

2018 2018

06/25/2018 AD,26,180000108596

2018 2018

05/30/2018 CPO,47,180000492926

2018 2018

05/30/2018 CPO,47,180000492926

2018 2018

05/30/2018 CPO,47,180000492926

2018 2018

06/22/2018 CPO,47,180000500670

05/30/2018 CPO,47,180000492926

2018 2018

06/22/2018 CPO,47,180000500670

2018 2018

06/22/2018 CPO,47,180000500670

2018 2018

LLOYD STAFFING

KNOLL INC

INSIGHT PUBLIC SECTOR INC

IMAGING PRODUCTS INTERNATIONAL

HP INC.

304

Imaging Products International Equipment Panasomic Camcorder

000000300869350

Imaging Products International Equipment Magnus Professional Tripod

000000300869350

Sheryl Akerblom for Budget Advocates Inv#6-614869 06/25/17

Encumbrance for Lloyd Staffing

Systems Source office verification

System Source Inventory and field verification for existing product

Systems Source Field verification of existing product

System Source tear down and reconfigure existing product

System Source Design/project management

Windows10 Pro-Upgrade license computer software&support

Insight Public Sector-CityGrows Small Annual Plan

Insight Public Sector Adobe Acrobat Pro License 06/04/18

Insight Public Sector Tableau License 12/20/17-12/20/18

Shipping

Imaging Products International Equipment SIGMA for CANON

Imaging Products International Equipment Panasomic Camcorder

Imaging Products International Equipment Magnus Professional Tripod

000000300812909

000000300823514

304

304 304

304

Imaging Products International Equipment FEIYU TECH GIMBAL

000000300869350

304 304

Imaging Products International Equipment Impact Super-Collapsable Background

Shipping

Imaging Products International Equipment FEIYU TECH GIMBAL

000000300869350

Imaging Products International Equipment Impact Super-Collapsable Background Imaging Products International Equipment Panasomic Camcorder

000000300869350

Imaging Products International Equipment SIGMA for CANON

Shipping

Imaging Products International Equipment SIGMA for CANON

304

Imaging Products International Equipment Impact Super-Collapsable Background Imaging Products International Equipment Magnus Professional Tripod

304

Imaging Products International Equipment FEIYU TECH GIMBAL

HP USB-C Universal Dock US

HP Elitebook 1040 G4

HP 14.1 Business Slim Top Load

BUDG4701

GASP4701

OUTR4701

GASP4701

TEM

OFF

COM

TRN

COM

0.00

814.49

0.00

28.00

913.72

1,689.80

620.04

144.32

435.92

(0.84)

(13.07)

(18.60)

(50.69)

(4.32)

(27.41)

0.00

98.55

0.00

1,364.77

16,950.00

1,260.00

1,050.00

9,415.00

5,690.75

1,219.30

5,209.19

9,260.70

(814.49)

0.00

814.49

(28.00)

(913.72)

(2,182.55)

(620.04)

(144.32)

(435.92)

0.00

28.00

913.72

2,182.55

620.04

144.32

435.92

635.10

4,181.81

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 82

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

12/19/2017 PRC,47,18100470012

05/07/2018 AD,26,180000089692

05/07/2018 PRC,47,18100470022

05/07/2018 SC,47,CO18128639M

2018 2018

06/22/2018 CPO,47,180000500719

01/04/2018 GAEAE,47,AE18470004M

01/05/2018 AD,26,180000055491

2018 2018

06/22/2018 CPO,47,180000500719

2018 2018

06/22/2018 CPO,47,180000500719

12/19/2017 PRC,47,18100470012

2018 2018

06/22/2018 CPO,47,180000500719

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 AD,26,180000051723

12/19/2017 PRC,47,18100470012

2018 2018

12/19/2017 AD,26,180000051723

2018 2018

12/19/2017 AD,26,180000051723

2018 2018

12/19/2017 AD,26,180000051723

2018 2018

12/19/2017 AD,26,180000051723

2018 2018

TRAINING CONNECTION LLC

OFFICE DEPOT BUSINESS SVCS DIV

LLOYD STAFFING

Crucial MX300 525 GB 2.5 Internal Solid State Drive - SATA

Training Connection for Arin and Kori

Training Connection for Arin and Kori Jan15 - Jan 18

Targus(R) DEFCON(R) Cable Lock For Notebook Computers

SanDisk Cruzer Edge(TM) USB Flash Drive, 64 GB, Assorted Col

Samsung T5 MU-PA500B/AM 500 GB External Solid State Drive -

Logitech(R) MK360 Wireless Keyboard and Mouse

000000300816685

304

Transcription for Sheryl Akerblom Budget Advocates Inv#402641, 402548,402106 Encumbrance for Lloyd Staffing

304

Transcription for Sheryl Akerblom Budget Advocates Inv#402641, 402548,402106

304

Transcription for Sheryl Akerblom Budget Advocates Inv#402641, 402548,402106

000000300850812

000000300812909

Sheryl Akerblom for Budget Advocates Inv#400663 11/12/2017

Sheryl Akerblom for Budget Advocates Inv#400331 10/22/2017

Sheryl Akerblom for Budget Advocates Inv#400783 11/19/2017

Sheryl Akerblom for Budget Advocates Inv#6-615047 08/20/17

Christian Guzman for Budget Advocates Inv#6-615031 08/13/17

Sheryl Akerblom for Budget Advocates Inv#6-615030 08/13/17

Sheryl Akerblom for Budget Advocates Inv#6-614934 07/16/17

Sheryl Akerblom for Budget Advocates Inv#6-614869 06/25/17

Sheryl Akerblom for Budget Advocates Inv#400663 11/12/2017

Sheryl Akerblom for Budget Advocates Inv#400331 10/22/2017

Sheryl Akerblom for Budget Advocates Inv#400783 11/19/2017

Sheryl Akerblom for Budget Advocates Inv#6-615047 08/20/17

Christian Guzman for Budget Advocates Inv#6-615031 08/13/17

Sheryl Akerblom for Budget Advocates Inv#6-615030 08/13/17

Sheryl Akerblom for Budget Advocates Inv#6-614934 07/16/17

GASP4701

OUTR4701

BUDG4701

TRN

ELE

BGAD

TEM

0.00

474.10

0.00

154.50

0.00

154.50

0.00

193.13

0.00

193.13

0.00

90.13

0.00

167.38

0.00

206.00

0.00

206.00

0.00

2,790.00

1,340.99

337.26

744.56

1,532.62

903.38

474.10

(474.10)

0.00

(154.50)

0.00

(154.50)

0.00

(193.13)

0.00

(193.13)

0.00

(90.13)

0.00

(167.38)

0.00

(206.00)

0.00

(206.00)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 83

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

10/10/2017 CVPR,47,20180747CVBW000208

10/10/2017 JVPR,26,201847ITV00024C1

2018 2018

09/25/2017 CVPR,47,20180647CVBW000201

09/25/2017 JVPR,26,201847ITV00021C1

09/25/2017 CVPR,47,20180647CVBW000201

2018 2018

09/11/2017 JVPR,26,201847ITV00017C1

2018 2018

09/11/2017 CVPR,47,20180547CVBW000183

2018 2018

08/28/2017 CVPR,47,20180447CVBW000201

08/28/2017 JVPR,26,201847ITV00015C1

08/28/2017 CVPR,47,20180447CVBW000201

2018 2018

08/14/2017 JVPR,26,201847ITV00010C1

2018 2018

08/14/2017 CVPR,47,20180347CVBW000204

2018 2018

07/31/2017 JVPR,26,201847ITV00008C1

2018 2018

07/31/2017 CVPR,47,20180247CVBW000207

2018 2018

07/17/2017 CVPR,47,20180147CVBW000281

07/17/2017 JVPR,26,201847ITV00004C1

07/17/2017 CVPR,47,20180147CVBW000281

2018 2018

06/29/2018 GAEID,47,ID181234567

2018 2018

06/13/2018 PRC,47,181004712CC

06/25/2018 GAEID,47,ID181234567

06/13/2018 PRC,47,181004712CC

2018 2018

06/13/2018 PRC,47,181004712CC

2018 2018

06/13/2018 EFT,26,180000010619

06/13/2018 PRC,47,181004712CC

2018 2018

06/12/2018 SC,47,CO18126137M

06/13/2018 EFT,26,180000010619

2018 2018

06/15/2018 GAEAE,47,AE18470004M

06/15/2018 GAX,47,18100470017

2018 2018

01/05/2018 GAX,47,18100470006

06/15/2018 AD,26,180000104224

2018 2018

TRAINING CONNECTION LLC

NOT ENTERED

City Controller

US BANK

TRAINING CONNECTION LLC

Training Connection for Arin and Kori

304

231

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 09/30/17

231 231

CV BIWEEKLY FY:2018 PP:07 ENDING 093017 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:06 ENDING 091617 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 09/16/17

231

231 CV BIWEEKLY FY:2018 PP:06 ENDING 091617 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 09/02/17

231 231

CV BIWEEKLY FY:2018 PP:05 ENDING 090217 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:04 ENDING 081917 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 08/19/17

231

CV BIWEEKLY FY:2018 PP:04 ENDING 081917 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 08/05/17

231 231

CV BIWEEKLY FY:2018 PP:03 ENDING 080517 DEPT: 47

231

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 07/22/17

231 231

CV BIWEEKLY FY:2018 PP:02 ENDING 072217 DEPT: 47

231 231

231

304

CV BIWEEKLY FY:2018 PP:01 ENDING 070817 DEPT: 47

000000300865331

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 07/08/17

CV BIWEEKLY FY:2018 PP:01 ENDING 070817 DEPT: 47

PP 26 to 6/30/18 MILEAGE ENCUMBRANCE

US Bank - 06/06/18 simpletexting.com and other computer for cornerstone

US Bank - 06/06/18 MOTIVACTION AWARD - 6330

US Bank - 06/06/18 simpletexting.com and other computer for cornerstone

US Bank - 06/06/18 MOTIVACTION AWARD - 6330

Encumbrance For US Bank

Training Connection Inv#16888 Software training

Training Connection Inv#16888 06/06/18

Training Connection Inv#16888 Software training

GASP4701

W9EMPLEX

SYST4701

NSAP4701

SYST4701

NSAP4701

GASP4701

TRN

WRK

COM

TRN

COM

TRN

1,178.95

(1,178.95)

1,382.69

(1,382.69)

766.87

(766.87)

926.70

(926.70)

831.60

(831.60)

926.83

(926.83)

140.17

(140.17)

0.00

1,168.79

0.00

809.10

0.00

30,000.00

0.00

2,790.00

0.00

(900.64)

3,766.00

(1,168.79)

0.00

(809.10)

0.00

1,977.89

(30,000.00)

30,000.00

0.00

(2,790.00)

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 84

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

03/12/2018 CVPR,47,20181847CVBW000200

03/12/2018 JVPR,26,201847ITV00059C1

03/27/2018 CVPR,47,20181947CVBW000207

2018 2018

02/26/2018 JVPR,26,201847ITV00057C1

02/26/2018 CVPR,47,20181747CVBW000203

2018 2018

03/12/2018 CVPR,47,20181847CVBW000200

02/26/2018 CVPR,47,20181747CVBW000203

2018 2018

02/12/2018 JVPR,26,201847ITV00052C1

2018 2018

02/12/2018 CVPR,47,20181647CVBW000206

2018 2018

01/29/2018 CVPR,47,20181547CVBW000199

01/29/2018 JVPR,26,201847ITV00050C1

01/29/2018 CVPR,47,20181547CVBW000199

2018 2018

01/16/2018 JVPR,26,201847ITV00046C1

2018 2018

01/16/2018 CVPR,47,20181447CVBW000184

2018 2018

01/02/2018 CVPR,47,20181347CVBW000201

01/02/2018 JVPR,26,201847ITV00044C1

01/02/2018 CVPR,47,20181347CVBW000201

2018 2018

12/18/2017 JVPR,26,201847ITV00040C1

2018 2018

12/18/2017 CVPR,47,20181247CVBW000206

2018 2018

12/04/2017 CVPR,47,20181147CVBW000194

12/04/2017 JVPR,26,201847ITV00037C1

2018 2018

12/04/2017 CVPR,47,20181147CVBW000194

2018 2018

11/20/2017 CVPR,47,20181047CVBW000201

11/20/2017 JVPR,26,201847ITV00034C1

11/20/2017 CVPR,47,20181047CVBW000201

2018 2018

11/06/2017 JVPR,26,201847ITV00030C1

2018 2018

11/06/2017 CVPR,47,20180947CVBW000203

2018 2018

10/23/2017 CVPR,47,20180847CVBW000204

10/23/2017 JVPR,26,201847ITV00027C1

2018 2018

10/23/2017 CVPR,47,20180847CVBW000204

2018 2018

NOT ENTERED

CV BIWEEKLY FY:2018 PP:19 ENDING 031718 DEPT: 47

231

231 231

CV BIWEEKLY FY:2018 PP:18 ENDING 030318 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 03/03/18

231

231 CV BIWEEKLY FY:2018 PP:18 ENDING 030318 DEPT: 47

231

CV BIWEEKLY FY:2018 PP:17 ENDING 021718 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 02/17/18

231

231 CV BIWEEKLY FY:2018 PP:17 ENDING 021718 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 02/03/18

231 231

CV BIWEEKLY FY:2018 PP:16 ENDING 020318 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:15 ENDING 012018 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 01/20/18

231

CV BIWEEKLY FY:2018 PP:15 ENDING 012018 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 01/06/18

231 231

CV BIWEEKLY FY:2018 PP:14 ENDING 010618 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:13 ENDING 122317 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 12/23/17

231

CV BIWEEKLY FY:2018 PP:13 ENDING 122317 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 12/09/17

231 231

CV BIWEEKLY FY:2018 PP:12 ENDING 120917 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:11 ENDING 112517 DEPT: 47

231

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 11/25/17

CV BIWEEKLY FY:2018 PP:11 ENDING 112517 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:10 ENDING 111117 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 11/11/17

231

CV BIWEEKLY FY:2018 PP:10 ENDING 111117 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 10/28/17

231 231

CV BIWEEKLY FY:2018 PP:09 ENDING 102817 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:08 ENDING 101417 DEPT: 47

231

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 10/14/17

CV BIWEEKLY FY:2018 PP:08 ENDING 101417 DEPT: 47

W9EMPLEX

WRK

(976.01)

1,743.46

(1,743.46)

250.00

(250.00)

962.23

(962.23)

502.37

(502.37)

456.12

(456.12)

808.07

(808.07)

794.68

(794.68)

1,005.54

(1,005.54)

774.88

(774.88)

1,315.28

(1,315.28)

659.30

(659.30)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 85

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

07/25/2018 PRM,47,190000004637

2018 2019

07/25/2018 AD,26,190000006788

2018 2019

07/05/2018 PRM,47,190000000744

07/25/2018 AD,26,190000006788

2018 2019

07/05/2018 PRM,47,190000000744

2018 2019

07/05/2018 PRM,47,190000000744

2018 2019

07/05/2018 AD,26,190000000596

2018 2019

07/05/2018 AD,26,190000000596

2018 2019

07/05/2018 PRM,47,190000000744

07/05/2018 AD,26,190000000596

2018 2019

06/18/2018 JVPR,26,201847ITV00080C1

2018 2018

2018 2019

06/18/2018 CVPR,47,20182547CVBW000201

2018 2018

06/04/2018 CVPR,47,20182447CVBW000202

06/04/2018 JVPR,26,201847ITV00077C1

2018 2018

06/04/2018 CVPR,47,20182447CVBW000202

2018 2018

05/21/2018 CVPR,47,20182347CVBW000204

05/21/2018 JVPR,26,201847ITV00074C1

05/21/2018 CVPR,47,20182347CVBW000204

2018 2018

05/07/2018 JVPR,26,201847ITV00071C1

2018 2018

05/07/2018 CVPR,47,20182247CVBW000204

2018 2018

04/23/2018 CVPR,47,20182147CVBW000215

04/23/2018 JVPR,26,201847ITV00068C1

04/23/2018 CVPR,47,20182147CVBW000215

2018 2018

04/09/2018 JVPR,26,201847ITV00065C1

2018 2018

04/09/2018 CVPR,47,20182047CVBW000206

2018 2018

03/27/2018 CVPR,47,20181947CVBW000207

03/27/2018 JVPR,26,201847ITV00063C1

2018 2018

NOT ENTERED

BURST COMMUNICATIONS INC

NOT ENTERED

Burst Communication Inc. PR-40 Studio Recording Microphone

Burst Communication Inc. GLHD2 HD2000 Stabilizer System

Burst Communication Inc. EW122PG Portable Iavalier set

Burst Communication Inc. DRSP-LK Dracast DRSP-LK-3X500-B

Burst Communication Inc. GLHD2 HD2000 Stabilizer System

Burst Communication Inc. DRSP-LK Dracast DRSP-LK-3X500-B

Burst Communication Inc. EW122PG Portable Iavalier set

000000300876584

304

Burst Communication Inc. PL-2T Overhead Broadcast Boom

Burst Communication Inc. MX150B/C Cardioid 5mm Subminiature Lavalier Microphone

304 304

000000300870641

304 304

Burst Communication Inc. BLX288 Dual Vocal System

Burst Communication Inc. PL-2T Overhead Broadcast Boom

000000300870641

Burst Communication Inc. PR-40 Studio Recording Microphone

Burst Communication Inc. MX150B/C Cardioid 5mm Subminiature Lavalier Microphone

304

231 000000300870641

Burst Communication Inc. BLX288 Dual Vocal System

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 06/09/18

231 231

CV BIWEEKLY FY:2018 PP:25 ENDING 060918 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:24 ENDING 052618 DEPT: 47

231

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 05/26/18

CV BIWEEKLY FY:2018 PP:24 ENDING 052618 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:23 ENDING 051218 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 05/12/18

231

CV BIWEEKLY FY:2018 PP:23 ENDING 051218 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 04/28/18

231 231

CV BIWEEKLY FY:2018 PP:22 ENDING 042818 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:21 ENDING 041418 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 04/14/18

231

CV BIWEEKLY FY:2018 PP:21 ENDING 041418 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 03/31/18

231 231

CV BIWEEKLY FY:2018 PP:20 ENDING 033118 DEPT: 47

231 231

CV BIWEEKLY FY:2018 PP:19 ENDING 031718 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 03/17/18

GASP4701

W9EMPLEX

TRN

WRK

976.01

502.61

1,031.49

675.62

0.00

657.00

262.80

402.96

487.28

0.00

340.48

(340.48)

1,056.50

(1,056.50)

912.22

(912.22)

1,076.38

(1,076.38)

726.42

(726.42)

769.44

(769.44)

976.01

0.00

(502.61)

(1,031.49)

(675.62)

0.00

(657.00)

(262.80)

(402.96)

(487.28)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 86

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

08/06/2018 PRC,47,19100470004

07/03/2018 AD,26,190000000339

2018 2019

08/06/2018 PRC,47,19100470004

2018 2019

08/06/2018 AD,26,190000010263

08/06/2018 PRC,47,19100470004

2018 2019

07/19/2018 PRC,47,19100470002

08/06/2018 AD,26,190000010263

2018 2019

07/19/2018 PRC,47,19100470002

2018 2019

07/19/2018 PRC,47,19100470002

2018 2019

07/19/2018 AD,26,190000005092

2018 2019

07/05/2018 AD,26,190000000645

07/05/2018 PRC,47,19100470001

2018 2019

11/09/2018 PRC,47,19100470010

2018 2019

11/09/2018 PRC,47,19100470010

2018 2019

11/09/2018 PRC,47,19100470010

2018 2019

11/09/2018 PRC,47,19100470010

2018 2019

11/09/2018 AD,26,190000037449

2018 2019

11/09/2018 AD,26,190000037449

2018 2019

08/27/2018 AD,26,190000016262

2018 2019

08/10/2018 PRM,47,190000008305

08/22/2018 PRM,47,190000010933

2018 2019

08/08/2018 PRM,47,190000007537

08/10/2018 AD,26,190000011993

2018 2019

08/08/2018 AD,26,190000011085

2018 2019

HP INC.

HOWROYD-WRIGHT EMPLOYMENT AGENCY INC

CORNERSTONE ONDEMAND INC

CONTINENTAL INTERPRETING SERVICES INC

BURST COMMUNICATIONS INC

000000300907435

304

Electronic Waste Recycling Fee (E-Waste)

HP Elitebook 1040 G4

AppleOne Inv#S7294334 for Gay William

AppleOne Inv#S7294333 for Estigarribia Roberto Martin

AppleOne Inv#S7294334 for Gay William

AppleOne Inv#S7294333 for Estigarribia Roberto Martin

AppleOne Inv#S7282427 for Gay William

AppleOne Inv#S7282426 for Estigarribia Roberto Martin

AppleOne Inv#S7282427 for Gay William

AppleOne Inv#S7282426 for Estigarribia Roberto Martin

CORNERSTONE ONDEMAND, INC.

Continental Interpreting English into Spanish Inv# I-14464 on 6/18/18

000000300875144

000000300870415

000000300880330

000000300875144

304

Continental Interpreting English into Muti language Inv# I-14657 on 6/29/18 Continental Interpreting English into Spanish Inv# I-14464 on 6/18/18

304 304

Continental Interpreting English into Muti language Inv# I-14657 on 6/29/18

304

000000300870797

000000300907435

304

Continental Interpreting conference Interpreter Inv# I-14789 on 6/27/18

Continental Interpreting conference Interpreter Inv# I-14476 on 6/11/18

Continental Interpreting conference Interpreter Inv# I-14789 on 6/27/18

Continental Interpreting conference Interpreter Inv# I-14476 on 6/11/18

000000300907435 000000300907435

Continental Interpreting English into Spanish Inv# I-14464 on 6/18/18

000000300886238

000000300881924

000000300881006

Continental Interpreting English into Muti language Inv# I-14657 on 6/29/18

Burst Communication Inc. PF80 Pop Filter

Burst Communication Inc. PSRMB Shock Mount Black

GASP4701

OUTR4701

NCOP4701

GASP4701

COM

TEM

TRN

TRL

TRN

0.00

1,848.00

0.00

4,238.40

0.00

1,848.00

0.00

1,412.80

0.00

40,000.00

0.00

1,744.00

0.00

8,236.35

0.00

345.00

0.00

365.00

0.00

53.66

0.00

219.00

0.00

(1,848.00)

0.00

(4,238.40)

0.00

(1,848.00)

0.00

(1,412.80)

0.00

(40,000.00)

0.00

(1,744.00)

0.00

(8,236.35)

0.00

(345.00)

0.00

(365.00)

0.00

(53.65)

(53.66)

0.00

(219.00)

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 87

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

09/26/2018 AD,26,190000024642

09/26/2018 PRCD,47,19100470001

07/16/2018 CVPR,47,20190147CVBW000291

2019 2019

07/16/2018 CVPR,47,20190147CVBW000290

10/10/2018 CPO,47,190000427300

2018 2019

2019 2019

07/02/2018 CVPR,47,20182647CVBW000206

07/16/2018 CVPR,47,20190147CVBW000290

07/02/2018 CVPR,47,20182647CVBW000206

2018 2019

07/16/2018 IETPR,26,201947ITV00004

2018 2019

07/20/2018 PRM,47,190000003736

07/02/2018 IETPR,26,201947ITV00002

2018 2019

07/20/2018 PRM,47,190000003736

2018 2019

07/20/2018 AD,26,190000005385

07/20/2018 PRM,47,190000003735

2018 2019

07/20/2018 AD,26,190000005385

2018 2019

08/21/2018 PRM,47,190000010361

07/20/2018 AD,26,190000005385

2018 2019

08/21/2018 AD,26,190000014697

2018 2019

08/20/2018 AD,26,190000014260

08/20/2018 PRM,47,190000010088

2018 2019

07/03/2018 PRM,47,190000000451

07/05/2018 AD,26,190000000589

2018 2019

08/06/2018 PRM,47,190000006992

2018 2019

08/06/2018 AD,26,190000010245

2018 2019

07/19/2018 PRM,47,190000003477

2018 2019

07/19/2018 AD,26,190000005074

2018 2019

07/03/2018 PRM,47,190000000166

2018 2019

150

149

148

147

HP INC.

NOT ENTERED

THREE BLIND MICE LLC

INSIGHT PUBLIC SECTOR INC

NOT ENTERED

City Controller

OFFICE DEPOT BUSINESS SVCS DIV

INSIGHT PUBLIC SECTOR INC

HP INC.

Electronic Waste Recycling Fee (E-Waste)

000000300874962

304

231

CV BIWEEKLY FY:2019 PP:26 ENDING 062318 DEPT: 47

CV BIWEEKLY FY:2019 PP:01 ENDING 070718 DEPT: 47

Bridgegap Agenda postings 02-2018 to 06-2018

Adobe Creative Cloud for teams - Licensing Subscription Renewal

CV BIWEEKLY FY:2019 PP:01 ENDING 070718 DEPT: 47

231

304

231

PAYROLL SPLIT, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 07/07/18 CV BIWEEKLY FY:2019 PP:26 ENDING 062318 DEPT: 47

304 231

304

Targus(R) DEFCON(R) Cable Lock For Notebook Computers

000000300894742

000000300875380

000000300884595

000000300884272

000000300870634

000000300880227

000000300874962

304 304

PAYROLL SPLIT, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 06/23/18

Samsung T5 MU-PA500B/AM 500 GB External Solid State Drive -

Crucial MX300 525 GB 2.5 Internal Solid State Drive - SATA

Logitech(R) MK360 Wireless Keyboard and Mouse

Samsung T5 MU-PA500B/AM 500 GB External Solid State Drive -

Crucial MX300 525 GB 2.5 Internal Solid State Drive - SATA

Targus(R) DEFCON(R) Cable Lock For Notebook Computers

Logitech(R) MK360 Wireless Keyboard and Mouse

Windows10 Pro-Upgrade license computer software&support

Insight Public Sector Adobe Acrobat Pro License 06/04/18

Insight Public Sector-CityGrows Small Annual Plan

HP Elitebook 1040 G4

Electronic Waste Recycling Fee (E-Waste)

HP Elitebook 1040 G4

HP USB-C Universal Dock US

HP 14.1 Business Slim Top Load

HP USB-C Universal Dock US

HP 14.1 Business Slim Top Load

HP Elitebook 1040 G4

GASP4701

NCOP4701

OUTR4701

W9EMPLEX

OUTR4701

GASP4701

COM

TEM

COM

WRK

ELE

COM

125.00

(195.14)

3,532.76

0.00

855.34

(855.34)

2,010.02

(2,010.02)

855.34

2,010.02

1,340.99

744.56

903.38

1,532.62

0.00

1,219.30

0.00

9,260.70

0.00

5,209.19

4,173.41

15.00

0.00

635.10

98.55

0.00

34,778.01

(125.00)

0.00

1,825.44

0.00

(855.34)

(2,010.02)

(1,340.99)

(744.56)

(903.38)

(1,532.62)

0.00

(1,219.30)

0.00

(9,260.70)

0.00

(5,209.19)

(4,181.81)

(15.00)

0.00

(635.10)

(98.55)

0.00

(34,848.38)

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 88

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

10/22/2018 CVPR,47,20190847CVBW000210

10/22/2018 JVPR,26,201947ITV00028C1

11/05/2018 CVPR,47,20190947CVBW000212

11/05/2018 JVPR,26,201947ITV00031C1

2019 2019

10/09/2018 CVPR,47,20190747CVBW000209

10/09/2018 JVPR,26,201947ITV00025C1

10/09/2018 CVPR,47,20190747CVBW000209

2019 2019

09/24/2018 JVPR,26,201947ITV00022C1

2019 2019

09/24/2018 CVPR,47,20190647CVBW000205

2019 2019

09/10/2018 JVPR,26,201947ITV00018C1

2019 2019

09/10/2018 CVPR,47,20190547CVBW000207

2019 2019

08/27/2018 CVPR,47,20190447CVBW000194

08/27/2018 JVPR,26,201947ITV00014C1

08/27/2018 CVPR,47,20190447CVBW000194

2019 2019

08/13/2018 JVPR,26,201947ITV00010C1

2019 2019

08/13/2018 CVPR,47,20190347CVBW000199

2019 2019

07/30/2018 CVPR,47,20190247CVBW000204

07/30/2018 JVPR,26,201947ITV00008C1

2019 2019

07/16/2018 JVPR,26,201947ITV00004C1

07/30/2018 CVPR,47,20190247CVBW000204

2019 2019

07/16/2018 CVPR,47,20190147CVBW000291

2019 2019

NOT ENTERED

231 231

CV BIWEEKLY FY:2019 PP:09 ENDING 102718 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 10/27/18

231

CV BIWEEKLY FY:2019 PP:09 ENDING 102718 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 10/13/18

231 231

CV BIWEEKLY FY:2019 PP:08 ENDING 101318 DEPT: 47

231 231

CV BIWEEKLY FY:2019 PP:07 ENDING 092918 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 09/29/18

231

CV BIWEEKLY FY:2019 PP:07 ENDING 092918 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 09/15/18

231 231

CV BIWEEKLY FY:2019 PP:06 ENDING 091518 DEPT: 47

231

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 09/01/18

231 231

CV BIWEEKLY FY:2019 PP:05 ENDING 090118 DEPT: 47

231 231

CV BIWEEKLY FY:2019 PP:04 ENDING 081818 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 08/18/18

231

CV BIWEEKLY FY:2019 PP:04 ENDING 081818 DEPT: 47

Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 08/04/18

231 231

CV BIWEEKLY FY:2019 PP:03 ENDING 080418 DEPT: 47

231 231

CV BIWEEKLY FY:2019 PP:02 ENDING 072118 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 07/21/18

231

CV BIWEEKLY FY:2019 PP:02 ENDING 072118 DEPT: 47

231

CV BIWEEKLY FY:2019 PP:01 ENDING 070718 DEPT: 47 Bi-weekly Payroll, NEIGHBORHOOD EMPOWERMENT, 4701, PPE 07/07/18

W9EMPLEX

WRK

1,275.08

(1,275.08)

1,522.68

(1,522.68)

250.00

(250.00)

991.26

(991.26)

1,184.23

(1,184.23)

786.51

(786.51)

1,255.14

(1,255.14)

250.00

(250.00)

195.14

0.00

CONTRACTUAL SERVICES DETAIL OF EXPENDITURES (CONTINUED)

Page 89

TRAVEL SCHEDULE

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 90

TRAVEL SCHEDULE

NEIGHBORHOOD EMPOWERMENT TRAVEL AUTHORITY  2017-18 Actutal

2018-19

Auth.

Trip Category

2019-20

Auth.

Amount

No.

Trip-Location-Date

Amount

No.

Conventions

(

4,384) (

5,000)

(

4,384) (

5,000) (

Code for America

10000

$ $

TOTAL CONVENTION TRAVEL

(

2,208) ( 693.54

(

10,000) (

(

5,000)

Business

B. $

2,500)

Empower 2018

1000

Empower 2018

(

-) (

(

2,901) (

3,500) (

TOTAL BUSINESS TRAVEL

(

5,000) (

(

7,285) (

8,500) (

TOTAL TRAVEL EXPENSE ACCOUNT

(

15,000) (

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 91

SPECIAL PURPOSE FUND SCHEDULE

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 92

SPECIAL PURPOSE FUND SCHEDULE

NEIGHBORHOOD EMPOWERMENT SPECIAL PURPOSE FUND SCHEDULE ï&#x192;&#x2013; SCHEDULE 18

NEIGHBORHOOD EMPOWERMENT FUND Section 5.517 of the Los Angeles Administrative Code established the Department of Neighborhood Empowerment Fund. The Fund was created for the deposit and disbursement of funds appropriated to the Department for its operations and for the startup and function of neighborhood councils. All costs and expenses incurred in the operation of the Department shall be paid solely from the Fund. Actual

Estimated

Budget

2017-2018

2018-2019

2019-2020

661,338)

($ (

661,338) 2,797,653)

($ (

3,458,991)

REVENUE 385,575) Cash Balance, July 1*. Less: Prior Year's Unexpended Appropriations*. 385,575) Balance Available, July 1*. 3,143,650) General Fund*. Other*. 3,529,225) Total Revenue*.

385,575)

($ ( (

385,575) 5,111,179) --)

5,496,754)

($ ($

11,500) 4,840,938)

80,000)

($ ($

178,741) --)

5,111,179)

385,575)

APPROPRIATIONS City Attorney*. City Clerk*. City Clerk*. Controller*. Fire*.

$ -$ -$ -$ -$ --

($ ($ ($ ($ ($

--) --) --) --) --)

22,741)

--) Department on Disability Compliance*.

($ ($ ($ ($

605) 9,614) 2,792,323) 9,730)

($ ($ ($

63,950)

174,453) $ --

($ ($

3,073,416)

385,575)

--) General Services*. 10,500) Information Technology Agency*. 2,877,023) Neighborhood Empowerment*. Police*. Public Works: Board*. Street Services*. Recreation and Parks*. Special Purpose Fund Appropriations: Street Furniture Revenue Fund*. CD2 NC Grant Program*. CD3 Reseda NC*. CD4 Reseda NC - Pilot Program - to boost NC Election*. CD5 Palm for Community-based program and project*. CD6 LB NC Outreach*. EMPOWERLA AWARDS - 10 10 REDEVELOPMENT PROJECT*. MCWCC Traffic Mitigation*. Clean LA contest *. 77,386) Congress/Budget Advocates Account*. Forming NC's Funding (2)*. Neighborhood Council Funding Program**. 178,741) Neighborhood Empowerment (2018-2019)*. --) Contingency for Obligatory Changes*. 3,143,650) Total Appropriations*. 385,575) Ending Balance, June 30*.

* Department of Neighborhood and Empowerment FY 2019-20 Proposed Budget Department Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposalappropriation is in the Nondepartmental section of the Detail of Department ** Theofdetail of the Neighborhood Council Funding Program

Programs with Financial Summaries (Blue Book).

Page 93

POSITIONS: RECAPITULATION OF POSITION CHANGES

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 94

RECAPITULATION OF POSITION CHANGES Additions Prog Code

Program

Service / Request

Qty (+)

Reg / Reso

Class Code

Classification Title

Reg

1537

Project Coordinator

Deletions Qty (+)

Reg / Reso

Class Code

Classification Title

Reso

1537

Project Coordinator

Reso

1542

Project Assistant

Reso

1223

Accounting Clerk

Reg

1596

Systems Analyst

Reg

9208

Neighborhood Empowerment Analyst

POSITION INCREASES OR REDUCTIONS

BM4701

Neighborhood Council Administration / Field Support

Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement (continued)

BM4701

Neighborhood Council Administration / Field Support

Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement (continued)

BM4701

Neighborhood Council Administration / Field Support

Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement (continued)

BM4701

Neighborhood Council Administration / Field Support

Neighborhood Council Training, ADA Compliance, and Investigations and Enforcement (continued)

BM4750

General Administration and Support

Continuation of Reso Accounting Clerk

BM4750

General Administration and Support

Continuation of Reso Accounting Clerk

BM4750

General Administration and Support

Management Restructuring, and Executive Support

BM4750

General Administration and Support

Management Restructuring, and Executive Support

BM4750

General Administration and Support

Reg

1542

Project Assistant

1223

Accounting Clerk

Reg

9182

Chief Management Analyst

Reg

9134

Principal Project Coordinator

Management Restructuring, and Executive Support

Reg

1597-1

BM4750

General Administration and Support

Additional Accounting Support

Reg

1223

Accounting Clerk

BM4750

General Administration and Support

Citywide Neighborhood Resilience Education Program and Portal

Reg

1537

Project Coordinator

BM4750

General Administration and Support

Citywide Neighborhood Resilience Education Program and Portal

Reg

1101-X

Office Trainee

BM4750

General Administration and Support

Citywide Neighborhood Resilience Education Program and Portal

Reg

1785-1

Public Relations Specialist I

BM4750

General Administration and Support

Administrative, Personnel, and NC Services Support

Reg

1368

Sr Administrative Clerk

BM4750

General Administration and Support

Administrative, Personnel, and NC Services Support

Reg

1101-X

BM4750

General Administration and Support

Administrative, Personnel, and NC Services Support

Reg

9184

Management Analyst

BM4750

General Administration and Support

Administration Support - Targeted Local Hire

Reg

1537

Project Coordinator

BM4750

General Administration and Support

Systems, Marketing, and Outreach Development

Reg

1537

Project Coordinator

BM4750

General Administration and Support

Systems, Marketing, and Outreach Development

Reg

1542

Project Assistant

BM4750

General Administration and Support

Systems, Marketing, and Outreach Development

BM4750

General Administration and Support

Systems, Marketing, and Outreach Development

Reg

1101-X

Office Trainee

Various

Neighborhood Council Capacity Support

Reg

1101-X

Office Trainee

Reg

1537

Senior Systems Analyst

Office Trainee

POSITION CHANGES WITHIN EXISTING POSITION AUTHORITY: Reallocations Various

Various

Field Operations

Various

Field Operations

Project Coordinator

Pay Grade Adjustments - N/A Other Position Changes - N / A Totals:

12 Net Position Change Requested:

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 95

POSITION DESCRIPTIONS

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 96

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Accounting Clerk - 1223

4. Reason for Preparing Description:

$60,865

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Admin

Section

Accounting

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Man-Qin He

Title

Sr. Accountant I

8. Describe in detail the duties and work of this position, describing each duty in a separate paragraph. Begin with the duties that normally take most of your time and then describe the duties that are infrequent. Be certain to tell what is done, how it is done and what materials or equipment are used. Using percentages, show the distribution of the total working time. Also, if the duties and responsibilities of the position have changed, indicate how and when the changes occurred. PERCENT OF TIME

DUTIES

75%

Responsible for preparing accounting work related to departmental general accounting. Duties include, but are not limited to the following: - Serve as the department Timekeeper and Payroll Coordinator; - Responsible for processing mileage reimbursements using various City applications including PaySR and D-Time; -Make payroll adjustments as necessary; functions as liaison to staff of the City Controller and City Clerk regarding payroll matters; -Prepare and maintain all payroll records and mileage reimbursement records; -Intreprets existing payroll policies and attends training of the new payroll system; -Conduct ongoing analysis of payroll costs-submit budget fund transfers for shortages as deemed necessary; -Process internal/external budgetary transfers for services rendered, e.g. to LAPD, ITA, etc.; -Responsible for verifying vendor status, setting up new vendors, review accounting documents, and process payments; -Review and apply/approve appropriate level for payment vouchers; -Approve purchase orders and requisitions when needed.

15%

May perform cashiering activities and verify accuracy of money collected, may review accounting documents for compliance with established policies and procedures. Answers and resolves telephone inquiries. Maintains accurate accounting files.

10%

Other duties as assigned.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

N/A

12. Indicate the number of employees supervised by class titles.

N/A

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 97

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Accounting Clerk - 1223

4. Reason for Preparing Description:

$60,865

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Admin

Section

Accounting

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Man-Qin He

Title

Sr. Accountant I

DUTIES

75%

Processes accounting documents and reports related to purchases, contracts, appropriations, encumbrances and other accounting work which includes but is not limited to: - Management of the Department's petty cash fund; includes conducting accurate cash counts as appropriate; prepares cash receipts for deposits and to replenish the petty cash fund; serves as the Department liaison with the Office of the Treasurer; - Process purchase orders and requisitions - Responsible for setting up new vendors, verifying status, processing payment vouchers for vendors, as well as other contract and non-contract vendors; - Review and apply/approve appropriate level for the payment vouchers - Handle Cash Receipts and/or corrections for court restitution and other income; - Process revenue sources as needed; -Process budgetary transfer and internal transfer to GSD, etc.; -Run queries in Info advantage;

15%

10%

Other duties as assigned.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

N/A

12. Indicate the number of employees supervised by class titles.

N/A

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 928-9507

Page 98

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Chief Management Analyst - 9182

4. Reason for Preparing Description:

$152,904

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

General Admin and Support

Section

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Grayce Liu

Title

General Manager

50%

30%

10% 10%

DUTIES

Directly assists the Department General Manager with the management and administration of the Administrative Services Division, which includes IT, Accounting, General Administration and Support, Civic U, the Office of Civic Engagement, Resililence, and Payroll and Personnel matters; Determines Department goals and objectives in reference to these Divisions and takes corrective actions to ensure successful achievement of goals; Directs studies, and prepares reports related to highly complex and technical issues, and presents reports to other department executives, Mayoral and Council staff, as well as other elected officials. Review the work and progress of senior level managers (Sr. Management Analyst II, Sr. Systems Analyst, Sr. Accountant); Set targets and regular check-ins for dissemination of important information to Departmental staff, Neighborhood Council Boards, and other City agencies; Oversee the management and supervision duties of mid-level management staff to ensure compliance with established disciplinary guidelines, personnel procedures, EEO, and payroll procedures. Directly responsible for the supervision and management of all aspects of the development, presentation and implementation of the Department's budget, processes and expenditure program implementation. Provides informational reports to the Board of Neighborhood Commisioners on matters related to internal operational issues affecting the Department. In conjunction with the General Manager, offers presentations to City Council and Committees related to Human Resources, Budget and other Departmental administrative matters.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

100%

12. Indicate the number of employees supervised by class titles.

1 - Sr. MA II, 1 - Sr. Acct I, 1 - Sr. Systems Analyst

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 99

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Management Analyst - 9184

4. Reason for Preparing Description:

$102,564

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring Street #2005, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Administrative Services

Section

Admin

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Armando Ruiz

Title

Director of Administrative Services

DUTIES

90%

Section Manager responsible for the oversight of the Office of Civic Engagement (OCE), which includes the Resilience and Emergency Preparedness team. Supervises staff responsible for the OCE, Grievances, Dispute Resolution, and workplace violence concerns, as well as creation/mainteance of a website portal, Civic University, Bylaws, Boundaries, Rosters; while also providing outreach and training to Neighborhood Councils. Ensures compliance with established disciplinary guidelines, personnel procedures, EEO, and payroll procedures.

Prepares reports on all aspects of Program operation. Presents status reports for management to provide to the City Council and its Committees, and the Board of Neighborhood Commissioners, as required.

Other duties as assigned.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

90%

12. Indicate the number of employees supervised by class titles.

5- Project Coordinators, 1 - Public Relations Specialist, 3 - Office Trainees

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 100

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Office Trainee - 1101

4. Reason for Preparing Description:

$46,708

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Various

Section

Various

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Vacant

Title

Various

90%

DUTIES

Assist in performing a varietyof routine office work, such as typing, filing, ordering and delivering supplies, photocopying, receiving, sorting, filing and processing of Department correspondence, answering telephones, and taking messages. Will be cross trained and developed to provide clerical assistance to the Resilience (2), Civic University (1), NC Operations (3), Administrative (3), and Marketing and Outreach (1) teams.

10%

Other duties as may be assigned.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

12. Indicate the number of employees supervised by class titles.

N/A

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 101

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Principal Project Coordinator - 9134

4. Reason for Preparing Description:

$112,710

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Administration

Section

Exec Office

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Grayce Liu

Title

General Manager

DUTIES

51%

Oversees Neighborhood Council election and selection activities and outreach in conjunction with Neighborhood Council Boards and the Office of the City Clerk. Directly assists the Department General Manager with the management and administration of the Neighborhood Council Field Operations, Outreach & Communications and Policy & Government Relations Divisions, including Payroll and Personnel matters; Determines Department goals and objectives in reference to these Divisions and takes corrective actions to ensure successful achievement of goals; Directs studies, and prepares reports related to highly complex and technical issues, and presents reports to other department executives, Mayoral and Council staff, as well as other elected officials.

39%

Plans, organizes and directs the work of professional staff involved in coordinating and administering the operations and activities of the 99 Neighborhood Councils and other community based organizations; will serve as the department liasion to executive management. Review the work and progress of senior level managers (three (3) Sr. Project Coordinators); Set targets and regular check-ins for dissemination of important information to Departmental staff, Neighborhood Council Boards, and other City agencies; Oversee the management and supervision duties of mid-level management staff to ensure compliance with established disciplinary guidelines, personnel procedures, EEO, and payroll procedures.

Provides informational reports to the Board of Neighborhood Commisioners on matters related to internal operational issues affecting the Department. In conjunction with the General Manager, offers presentations to City Council and Committees related to Human Resources, Budget and other Departmental administrative matters.

Other related work as assigned.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

100%

12. Indicate the number of employees supervised by class titles.

3 - Senior Project Coordinators

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 102

POSITION DESCRIPTIONS Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Various

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Project Coordinator - 1537

4. Reason for Preparing Description:

$74,427

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 NORTH SPRING STREET, 20TH FLOOR, SUITE 2005 LOS ANGELES, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Various

Section

OCE/Investigations

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Various

Title

Management Analyst

DUTIES

30%

Coordinate Neighborhood Council election and selection activities and outreach in conjunction with Neighborhood Council Boards and the Office of the City Clerk.

25%

Conduct investigations into complaints (Dispute Resolution - harrassment, workplace violence) in conjunction with the Office of the City Attorney, Personnel Department, and the Department on Disability as applicable. Gather facts about particular complaints, conducting interviews, presenting results to management along with recommendation for appropriate actions.

25%

Through the Office of Civic Engagement, promote civic participation in the system of Neighborhood Councils. Responsible for providing Neighborhood Council administrative services including but not limited to: Emergency preparedness, the Resiliance Campaign, Civic U, NC Inventory, Bylaws, Boundaries, Rosters, and Grievances. Develop informal training and group programs to support the growth and development of the system of Neighborhood Councils as well as individual Neighborhood Councils.

15%

Interface with appropriate representatives from the Office of the Mayor and various City Council offices, as well as representatives from various Departments, Commissions and agencies of the City of Los Angeles. May be assigned to special work groups or projects and perform other duties for training purposes, to meet Department needs, or during emergencies. Prepares reports and analysis data and may present information to elected City officials and the Neighborhood Council Commission.

Responsible to periodically manage call center inquiries and provide technical assistance to and problem solving to callers. Compiles information and prepares reports related to project goal implementation and achievement. Updates database of community organizations and contacts. Completes special projects, as needed.

9. How long have the duties been substantially as described above? 10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

12. Indicate the number of employees supervised by class titles.

N/A

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 103

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Public Relations Specialist - 1785-1

4. Reason for Preparing Description:

$58,735

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Admin

Section

Civic Engagement

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Vacant

Title

Management Analyst

DUTIES

90%

Responsible for the development, preparation and dissemination of material related to the Citywide Resilience Education Program and Portal. Production of outreach, marketing, and advertising materials for various media platforms including but not limited to, social media and video production. Responsible for crafting targeted messages, translating concepts, ideas, and suggestions into a practical and effective public relations program.

10%

May be assigned other duties for training purposes or to meet technological changes or emergencies.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, tablet, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

N/A

12. Indicate the number of employees supervised by class titles.

N/A

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 104

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Sr Systems Analyst I/ 1597-1

4. Reason for Preparing Description:

$97,655

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Administrative Services

Section

Systems & Outreach

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Armando Ruiz

Title

Director of Administrative Services

DUTIES

35%

Develops, plans and implements systems support strategies and applications in regards to conducting online Neighborhood Council elections and outreach during odd number years and Neighborhood Council selections (non-secret election voting process of board members) and outreach during even years. Performs technically complex and critical analyses of information systems relevant to the enhancement of aforementioned services, providing reports supporting recommendations. Provides training and presentations to staff, board members, and stakeholders on proper use of election technologies.

35%

Develops, plans, and provides regular systems support for the Department including the budgeting, purchasing and maintenance of technology assets; the development / procurement of case management and data tracking software and applications; troubleshooting common issues of connectivity, printing, login and technical assistance for meetings. Project manager for all IT assignments, or assignments with an IT component, providing planning and direction to designated staff to ensure completion by set deadlines. Primary lead and liaison for all technical matters that require reporting or collaboration with other City agencies, including state and federal contacts.

20%

Supervises staff that support the development of web-based training, educational information, and the Departmentâ&#x20AC;&#x2122;s cache of web-based tools and services to enhance online outreach and communication tools and services; Applies sound supervisory principles and techniques in building and maintaining an effective work force, and fulfills equal employment opportunity responsibilities.

10%

Other duties as assigned

9. How long have the duties been substantially as described above?

new

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, tablets, projectors, A/V equipment, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

90%

12. Indicate the number of employees supervised by class titles.

1 Project Coordinator, 1 Project Assistant, various temporary staff including as-needed administrative interns, student interns, or contract temporary services support. 13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 105

POSITION DESCRIPTIONS

Form PDES 3ef (Rev. 7/07)

POSITION DESCRIPTION

DO NOT USE THIS SPACE

City of Los Angeles 1. Name of Employee:

Vacant

2. Employee's Present Class Title/Code:

3. Present Salary or Wage Rate:

Sr. Administrative Clerk - 1358

4. Reason for Preparing Description:

$57,628

Date Prepared

New Position

Routine Report of Duties

Change in Existing Position

Review for Proper Allocation

5. Location of office or place of work:

200 N. Spring St., 20th Floor, Los Angeles, CA 90012

Neighborhood Empowerment

Name of Department Division

11/13/18

Administration

Section

7. Name and title of the person from whom you ordinarily receive instructions and who supervises or reviews your work: Name

Armando Ruiz

Title

Senior Management Analyst II

DUTIES

50%

Performs difficult clerical work of a responsible nature which requires frequent exercise of independent judgment and a good knowledge of the functions of the Department including but not limited to City and Department organizational structure and function to accurately direct calls, obtain information needed, and assist both internal and external customers with a variety of inquiries and requests. Assist Neighborhood Council Board Memebers, stakeholders, and visitors in person, or over the phone with inquiries about Field, Funding, and election matters; performance of data entry into various Department systems. Prepares confidential departmental correspondence; develop methods and techniques to maintain confidentiality of personnel files, documents, reports and other confidential information.

25%

Provide training, assign, review and evaluate work of Administrative clerk and three (3) office trainees. Oversee and ensure compliance with establisheddisciplinary guidelines, personnel procedures, EEO, and payroll procedures.

10%

Administrative support to the Neighborhood Councils and Department, including administrative support to staff in preparation for NC training events.

Administer/oversight of department file management and Records Retention Program.

Identify and correct safety hazards in the office environment.

Other duties as assigned.

9. How long have the duties been substantially as described above?

New

10. List any machinery or equipment operated and any unusual or hazardous working conditions.

Personal desktop/laptop computer, copier, printer and fax.

11. Percent of time spent supervising (training and evaluating employees, assigning and reviewing work).

25%

12. Indicate the number of employees supervised by class titles.

1- Administrative Clerk, 3 - Office Trainees

13. I certify that the above statements are my own and to the best of my knowledge are accurate and complete. Signature

Armando Ruiz

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Date

11/13/18

Phone No.

(213) 978-1551

Page 106

POSITION DESCRIPTIONS

This page is intentionally left blank

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 107

ANTICIPATED CHALLENGES

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 108

ANTICIPATED CHALLENGES

ANTICIPATED CHALLENGES BEYOND 2019-20  This past year, conflict between Neighborhood Council board members and stakeholders have increased dramatically because of disagreements over controversial issues, such as homelessness and cannabis, even with the presence of Department staff at board meetings. More requests for LAPD presence at Neighborhood Council meetings have been made this past year than in any of the previous years. This conflict has also led to increased issues between staff and Neighborhood Council board members and stakeholders as Department staff are often asked to de-escalate the situations. Because these types of situations can increase in the middle of the fiscal year, it adversely affects the workload of staff and existing Neighborhood Council meeting support as well as projects. The legal issues that surround these matters have escalated while the Office of the City Attorney’s Neighborhood Council Advice Division (NCAD) has gone from a high of 4 full time attorneys when there were fewer Neighborhood Councils to 2 attorneys and 1 part-time attorney for 99 Neighborhood Councils, the Board of Neighborhood Commissioners, the City Clerk’s Neighborhood Council Funding Program and our department. Because we rely heavily on the NCAD in these situations, we anticipate that the slower response to these legal matters will cause big disruptions in our Neighborhood Council operational support. If the Neighborhood Council subdivision process is not pushed to 2022 per City Council action, the Department will be accepting subdivision applications in fall of 2019. After the last 2 subdivision application cycles, we have been asked to conduct more outreach if a subdivision goes to the the election phase. We may need additional resources for subdivision election outreach, and the Office of the City Clerk will need resources to conduct subdivision elections in spring of 2020.

Department of Neighborhood Empowerment 2019-20 Fiscal Year Budget Proposal

Page 109

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EmpowerLA.org

 @EmpowerLA



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/EmpowerLA

@EmpowerLA

200 North Spring Street, Suite 2005 Los Angeles, California 90012 Phone: 213-978-1551

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