Performance Report — Performance Indicators and Programmatic Data

The City-Parish is in the process of establishing output and outcome goals for each project. Below are
preliminary performance indicators with targeted outcomes that may evolve throughout the programmatic
period. The overall goal is to utilize these funds in a manner that will enable the City-Parish to support
public health response and lay the foundation for a strong and equitable economic recovery. In addition,
we are assessing in-house resources as well as possible outsourcing of the technology infrastructure and

data analytics necessary for the performance reporting requirements.

Goals/Objectives/Performance Indicators: Actual
Expenditure Category 1: Public Health
1. To improve and maintain safe and efficient City-Parish buildings and
grounds.
a) Install security at City Hall -
b) Maintenance and replacement of aging HVAC
- Preventive maintenance scheduled
- Preventive maintenance completed
- Improvement of air flow
2. To provide additional resources to first responders in the Fire
Department.
a) Replace aging fleet
6) Install new computers
c) Hire additional fire fighters (Acmal as of June 2021) 193
Expenditure Category 2 & 6: Negative Economic Impacts & Cybersecurity
1. To improve and maintain economic recovery. (Source: BR Chamber)
a) Increase number of festivals 7
b) Increase participation in sporting -
c) Increase hotel occupancy 44%
2. Enhance transparency and data sharing using the open data initiative
a) Datasets available through Open Data BR and EBRGIS Open

Data 190
b) In support of Open Data policy, inventory potential datasets for

all City-Parish departments and agencies 85%
d) Redeploy Open Budget BR portal showing the City-Parish

operating budget 95%

3. Upgrade and enhance capacity of City-Parish technology

infrastructure
a) Replace backup storage infrastructure -
b) Upgrade Oracle database infrastructure 25%
c) Replace in-building wireless infrastructure 100%

4. Continue support of City-Parish information technology infrastructure
a) # of users supported

b) # of applications supported 4,050
c) #ofnetworks locations supported 190
5. Secure City-Parish assets through cybersecurity best practices 102

a) Implement robust cybersecurity training and testing process

b) Implement cybersecurity related policies and procedures that 25%
adhere to NIST standards

c) Procure vCISO services to help lead City-Parish cybersecurity 10%
efforts

Expenditure Category 3: Services of Disproportionately Impacted Communities

2021
Target

40%
100%

100%
80%

50%
80%
193

100%
100%
68.5%

225
95%
50%

100%
100%

4,050
200
102

95%
90%

100%

2022
Target

60%
100%

100%
100%

100%
100%
225

100%
100%
70%

230

100%

4,050
102
100%

100%

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



The Metropolitan Council is required to approve the budget outlined in the recovery plan prior to spending
the funds. Approval of the budget requires two separate public notices, an introduction, and a public hearing.
During the public hearing, the public will have an opportunity to comment on the recovery plan.

Labor Practices

Construction projects under this recovery plan will comply with the federal procurement guidelines. All
contracts include language to ensure the contractor or sub-recipient is following the federal requirements.
The City-Parish currently abides by the Davis-Bacon Act when federal funds are involved in public works
projects.

Use of Evidence

The Recovery Plan is in the beginning stages of determining if certain criteria will be utilized to conduct

evidence-based interventions for the expenditure categories outlined in the Public Health (EC 1) and
Services to Disproportionately Impacted Communities (EC 3).

Table of Expenses by Expenditure Category

‘Amount Spent Since
Cumulative Last Recovery Plan
Expenditures to Performance
Date ($) Report
Expenditure Categories:
5: Infrastructure
5.6: Clean Water: Stormwater

Lined canal panel repairs $1,894,500.00 $1,894,500.00
Bridge replacements 1,500,484.35 1,500,484.35
3,394,984.35 3,394,984.35

6: Revenue Replacement
6.1 Provision of Governmental Services-Cybersecurity

Cybersecurity software/hardware 802,620.00 802,620.00

7; Administrative

7.1 Administrative Expenses

Financial Reporting/CPA Firm - Calculation of Revenue Loss 50,000.00 50,000.00
Total Expenses $4,247,604.35. $4,247,604.35
Project Inventory

Expenditure Category 1: Public Health
1.7 & 1.8 Public Health Expenses - $24,930,947
Improving public health and safety is a top priority of the City-Parish.

e Blight Elimination - $4.5 million. Blight elimination is the first step to transforming communities
and protecting community health. Blight elimination is of vital importance to improving public
safety and advancing economic development efforts in our communities. These blighted areas can
foster criminal activity and make urban residents, particularly in low-income neighborhoods, feel
unsafe. Removal of blight protects the public from dangerous conditions associated with
dilapidated buildings by removing or demolishing those buildings or structures. In addition,
clearing of vegetative growth and debris from vacant lots is another mechanism to protect public

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



Summary of American Rescue Plan Act (ARPA) Funding Obligations
Interim Report By Expenditure Categories
Based on Recovery Plan Prepared August 2021

o 3@

Actuals Spent & Approved Budget Planned Budget
Obligated as of
08/31/2021 Jun-21 Fall 2021 2022 2023 2024 Total
Gun Violence Reduction Strategies 3,400,000 3,400,000
Community Policing $2,000,000
Placed Network Investigations (PNI) $400,000
Patrol Strategies Initiative (PS1) $300,000
Crime Gun Intelligence Center (CGIC) $200,000
Public Safety Partnership (PSP) $100,000
Community Programming (PAL) $300,000
Chances-Innovative Gun-Violence Innov Program $100,000
Fleet Replacements 8,000,000 8,000,000
150 marked units, 50 unmarked units and 8 motorcycle
Expansion of the Hospital Violence Intervention Program 100,000 100,000
Continuation and Expansion of the Innovative Opioid Project 150,000 150,000
Appointment of Special Prosecutors & Public Defenders 500,000 500,000
Youth Employment 250,000 250,000 250,000 750,000
Subtotal = : 14,200,000 250,000 250,000 14,700,000
3: Service to Disproportionately Impacted Communities
3.10 Housing Support: Affordable Housing 6,000,000 6,000,000
3: Service to Disproportionately Impacted Communities
3.01 Education Assistance: Early Learning, 3.10 Housing Support: Affordable Housing, and 3.13 Social Determinants of Health: Other
Plank Road-Calumet Development 1,500,000 1,500,000
: Premium Pay
4.1 Public Sector Employees (Pending AG Opinion) 4,000,000 4,000,000
In-person essential workers (One-time payment $1,200)
Teleworker essential workers (One-time payment $800)
: Infrastructure
5.6: Clean Water: Stormwater
Channel clearing and grubbing 5,000,000 5,600,000 10,600,000}
Storm drain cleanout 1,894,500 1,894,500}
Storm Water Capital 6,000,000 6,000,000}
Storm Water Operational 15,000,000 15,000,000}
Roadside drainage cave-ins 5,500,000 1,000,000 6,500,000)
Jones Creek drainage improvements 5,000,000 5,000,000
Roadside ditch cleaning 2,000,000 1,000,000 3,000,000
Lined canal panel repairs 1,894,500.00 2,000,000 2,000,000}
Engineering/project management 2,000,000 1,400,000 3,400,000)

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readiness training, apprenticeship or pre-apprenticeship opportunities, skills development,
placement services, and/or coaching and mentoring opportunities. These programs are being
developed based on the needs of community. As the specific programs are identified, the plan will
be amended accordingly.

Expenditure Category 3: Services to Disproportionately Impacted Communities
3.10 Housing Support: Affordable Housing - $6 million.

In recognition of the disproportionate impacts of the COVID-19 virus on health and economic outcomes in
low-income areas, building stronger neighborhoods and communities by the development of affordable
housing is essential in rebuilding the community.

The proposed “Housing for Hero” development is a multi-use low and moderate-income housing
development for essential workers and professionals. The project is located in a Qualified Census Tract
area. The housing project will have 36 units, and 51,000 square feet of mixed use live and work space,
creating 25 new jobs in the area and providing 1-3 bedroom housing for essential workers and low and
moderate professionals. The total costs of the project are estimated to be $11 million; therefore, this funding
would be used as the financial gap necessary for construction of the project. The City-Parish will enter into
a sub-recipient agreement to ensure all federal guidelines and requirements are met.

3.01 Education Assistance: Early Learning, 3.10 Housing Support: Affordable Housing, and

®) Expenditure Category 3: Services to Disproportionately Impacted Communities
3.13 Social Determinants of Health: Other - $1.5 million.

Plank Road, once a thriving commercial corridor in North Baton Rouge, has experienced significant flight
and blight over the years transforming the area with decaying infrastructure and abandonment. While it
remains a frequently traveled north-south route for automobile transport and has the city’s second highest
public transit ridership, its neglected buildings and forgotten neighborhoods underscore the need for
revitalization and equitable redevelopment. As a result of this disinvested area, a plan was initiated called
“Imagine Plank Road: Plan for Equitable Development.” The plan is designed to bring people and resources
together to promote equitable investment, innovative development, and thriving communities.

The plan focuses on a 4.3-mile stretch of Plank Road and is widely seen as a catalyst for economic
development in North Baton Rouge. The plan offers a roadmap to address land, economic and community
development issues and to equitably respond to the needs of the adjacent neighborhoods and the broader
Baton Rouge metropolitan area. This framework serves as a guide to public entities, businesses, residents,
property owners, foundations, and nonprofit organizations to work together to build healthy, prosperous
and resilient neighborhoods in North Baton Rouge. Included in this plan is a two-story mixed-use, mixed-
income, urban infill development that includes 15,000 square feet of ground floor commercial space with
the second floor including 15 units of affordable housing located on Plank Road between Calumet and
Oswego streets. The development includes 15-16 modern one- two- or three-bedroom mixed income-
housing units, and an Early Head Start center run by the Young Women’s Christian Association (YWCA)
of Baton Rouge. The YWCA will add approximately 25 new jobs within the first 18 months of operation.
The Early Head Start facility will provide free childcare for approximately 60 children from birth to age
three, as well as wrap-around services that help low-income parents struggling with work or finishing
school. Children will also benefit by receiving developmental screening tests that can help diagnose
children facing learning disabilities or mental health issues. The YWCA also provides a case management
series for pregnant mothers to assist with the coordination of appropriate prenatal health services to ensure
a healthy childbirth.

 $ ) Expenditure Category 4: Premium Pay - $4 million

City-Parish buildings were closed to the public for approximately six weeks during the COVID-19 public
health emergency. During this time, it was necessary to maintain governmental services. Therefore, each

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report ~ August 2021



not only had a direct impact on the tourism industry, but also a ripple effect on related sectors. These funds
will be utilized to attract tourism and provide economic development incentives necessary to attract and
retain businesses in our parish. As the specific programs are identified, the plan will be amended
accordingly.

Expenditure Category 3: Services of Disproportionately Impacted Communities
3.16 Social Determinants of Health: Community Violence Interventions - $14,700,000

The Baton Rouge Police Department (BRPD) is the primary law enforcement agency for the capital city of
Louisiana and serves a population of approximately 220,000 residents in the metropolitan area. As an
accredited police department for over 20 years, BRPD remains committed to enhancing the quality of life
for citizens while reducing violent crimes and fears of crime in Baton Rouge.

In 2020, Uniform Crime Reporting data suggest overall violent crime rate rose only 1%, but revealed a 46%
increase in homicides and a 13% increase in assaults when compared to 2019. The drastic increase in
homicides and assaults seems to be consistent with the nationwide trend of violent crime spikes during the
COVID-19 pandemic.

A closer examination of the homicides and assaults show an alarming number of these cases involved
firearms. The BRPD 2021, 2nd quarter report states homicide and assault, resulting from gun violence, will
continue to trend upward without meaningful intervention. In an effort to stem the rise in violent gun crime,
departmental leaders have examined recommendations made by President Biden in his comprehensive
strategy to combat gun violence and his recommendations to develop a coordinated, intelligence-led gun
violence reduction plan. This plan proposes utilizing ARPA dollars to invest funds for gun violence
reduction strategies, reduction of drivers of violent crime, and to build public safety capacity so additional
focus can be placed on areas that experience chronic gun violence.

In order to achieve this goal, the following is needed to fund crime and community strategies, departmental
capacity and infrastructure to support public safety:

¢ $1.8 million to increase and enhance the department’s technological capabilities, throughout East
Baton Rouge Parish, in areas with persistent gun violence and violent crime.
o Automated License Plate Reader Coverage $750,000

co Laptops/Desktops/Software $600,000
o Strategic Community Camera Program $350,000
co Real Time Crime Center Capacity $100,000

The Baton Rouge Police Department is heavily invested in technology to enhance public safety not
only in the City of Baton Rouge, but throughout East Baton Rouge Parish (population of 440,000).
Law Enforcement agencies have taken a collaborative approach by sharing data and assets such as
crime cameras, license plate readers, and ShotSpotter cameras. The RTCC is “ground zero” for the
coordination of data, crime analysis, strategic planning, and situational awareness. All technology
assets can be operated and managed at the crime center, which provides a central location for
operational planning, police operations, and investigative support. Funding for the RTCC would
provide additional capacity by connecting all terminals to a central server with backup power. The
Automated License Plate Reader (ALPR) is one of the department’s most cost effective
investigative tools. Additional funds are being requested to enhance the ALPR system by adding
up to 50 additional ALPRs in disinvested areas that suffer from persistent violent gun crime. In
addition to the ALPR, funds are being requested for the department’s strategic camera share
program. The strategic camera share program uses data and intelligence to strategically place
cameras in the same disinvested areas to complement the ALPR program. The department will
identify approximately 75 locations and install cameras in advantageous locations whose property
owners, through a memorandum of understanding, agree to provide internet connectivity and
infrastructure necessary to send data back to the RTCC.

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



health. This funding will be equally allocated to each council district to address blight throughout
the parish.

¢ City Hall Security - $1.4 million. Due to the high traffic levels entering the City Hall public
building, installation of new doors on the first floor with access control to operate hands-free will
limit the transmission of the coronavirus and other viruses at building entrances as well as provide
added security. The door security system will also include an employee limited access system,
while maintaining touchless operation that offers the additional advantage of tracking who enters
and leaves the building. Additional security measures include installing metal detectors and
possession scanners. New security/check-in kiosks at each of the east and west entrances will
provide clear designated areas for constituents and employees. This will allow for consistency with
the implementation of public safety standards as individuals enter the public building. In addition,
video security cameras will be installed at all entrances assisting in response to public health safety.

e Replacement of aging HVAC to improve the indoor air quality - $4 million. Proper ventilation
systems help remove or dilute indoor airborne pollutants and would improve the overall indoor air
quality. Replacements include 16 air handler units at the River Center arena, 26 air handlers and
the temperature control system at City Hall, the air handler unit at the Louisiana Arts and Science
Museum, and two chillers and the boiler system at the Public Safety Complex.

e Public Safety Complex improvements - $1,208,947. Proper office space is needed to ensure public
health and wellness. Improvements include renovating the second floor of the Public Safety
Complex to allow the Registrar of Voters to expand their office to accommodate proper social
distancing for the employees and the public; and renovating the fifth floor to provide proper space
for the police academy and on-going public safety training. It will also include the removal of
blighted property causing public health concerns by demolishing the old hospital located on the
Public Safety Complex.

e Police Precinct Upgrade - $2 million. The Police Department’s First and Second Districts are
approximately 30 years old and do not provide adequate usable space or functionality. Upgrades
will be done to the current security camera systems at each police district and at the Public Safety
Complex since these cameras are outdated and cannot connect to the Real Time Crime Center
(RTCC). Funds are being requested to replace those camera systems at each district with cameras
that use the same video management system. These cameras will be able to be monitored from the
RTCC for increased situational awareness.

e Fire Fighter/First Responders Equipment - $1.2 million. Replacement of computers and vehicle
locaters are needed to address needed technology enhancements, maintain continuity of services
during the pandemic or other emergencies, identify vehicles responding to emergencies, and create
efficiencies within the department, $200,000; replacement of aging fleet, $200,000; replacement of
first responders uniforms, $300,000; building repairs and fencing to address public safety concerns,
$350,000; and treadmills to assist in physical health for the first responders, $150,000.

e Fire Fighter/First Responders Equipment - $10.372 million. (4) Pumper Trucks, $2,600,000; (4)
Aerials, $4,800,000; (2) Rescue Units, $1,000,000; and (232) Air Packs, $1,972,000.

¢ $250,000 for the replacement and expansion of the Public Defender phone system. This funding
will allow access between inmates and the public defenders when in-person meetings are restricted.

® Expenditure Category 2: Negative Economic Impacts - $2 million.

The impact of the COVID-19 pandemic on tourism resulted in a loss to the Baton Rouge economy.
Cancelled events included weddings, festivals, concerts, and tailgating for football games. The pandemic

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



Summary of American Rescue Plan Act (ARPA) Funding Obligations
Interim Report By Expenditure Categories
Based on Recovery Plan Prepared August 2021

Actuals Spent & Approved Budget Planned Budget
Obligated as of
08/31/2021 Jun-21 Fall 2021 2022 2023 2024 Total
Bridge replacements 1,500,484.35, 1,800,000 1,800,000)
Magnolia Woods/Baird Dr. drainage 900,000 900,000)
Subtotal 3,394,984.35, 21,094,500 20,000,000 15,000,000 : : 56,094,500
6: Revenue Replacement
© 6.1 Provision of Governmental Services-Cybersecurity
5 Cybersecurity software/hardware 802,620.00 855,500 855,500
a Replace/Upgrade Storage environment 575,000 575,000
Replace Email Gateway 570,000 570,000
Replace data backup software 78,000 78,000
Exchange Online 381,470 381,470
Windows Server License Upgrades 76,000 76,000
SQL Server License Upgrades 180,710 180,710
Multifactor Authentication 50,000 50,000
Online tax collection system 40,000 40,000
Assist with Public Safety Operating Expenses = : = 16,132,590 16,132,590 16,132,595 48,397,775
Subtotal 802,620.00 855,500 1,951,180 16,132,590 16,132,590 16,132,595 51,204,455
7: Administrative
@ 7.1 Administrative Expenses
Financial Reporting/CPA Firm - Calculation of Revenue Loss 50,000.00 50,000 50,000
Program Administration (3%) 3,000,000 1,963,296 4,963,296
50,000.00 50,000 3,000,000 1,963,296 . 2 5,013,296
Total Uses 4,247,604.35 22,000,000 73,110,127 37,817,886 16,382,590 16,132,595 165,443,198
Remaining Funds 17,752,395.65 - - - - - -

\\dtfile\Budgeting\data\ADMIN\Disaster Correspondence\American Rescue Plan\Departmental Needs Assessments

10/7/20211:09 PM.



these persistent micro hot spots, and build trust through community policing. Ultimately, the goal
is to remediate and reinvest in areas plagued by gun violence and empower residents to take part in
keeping their neighborhood safe.

e $8 million for the replacement of public safety fleet. The aging fleet also poses challenges to police
operations. The department was recently provided funding to purchase approximately 100 police
units but that only accounts for a fraction of what is needed to get the fleet up to date.
Approximately 150 units are needed each year to keep the fleet on a three to four year cycle, which
reduces maintenance costs that have increased each year. The funding requested will purchase 150
marked-patrol units, 50 unmarked, and eight motorcycles with the necessary equipment to outfit
each.

e $100,000 for the expansion of the Hospital Violence Intervention Program (HVIP) administered
by the EBRPDA. These funds will allow this program to expand programming for its evidence-
based, trauma-informed, harm-reduction focused HVIP. This request provides for professional
training, enhanced services, expansion into other trauma-units, and a comprehensive process
evaluation for the HVIP hosted by the EBRPDA. Since 2017, the EBRPDA has dedicated Victim
Assistance Coordinators to the HVIP at Our Lady of the Lake Regional Medical Center to assist in
meeting the physical, mental and emotional needs of survivors and victims of violence. The
program focuses on patients who are victims of violence/intentional injuries and seeks to capitalize
on such potentially life-altering moments in an effort to disrupt the cycles, and further perpetuation
of violence. Since the pandemic, our community has seen a rise in victims of violent crimes. In
addition, studies show that survivors of violent/traumatic experiences are significantly more likely
to be re-victimized and/or become violent offenders themselves. The HVIP is structured to address
the needs of victims after being released from the hospital to eliminate unhealthy behaviors,
relationships, and reduce recidivism/re-victimization by supporting a healthy lifestyle. Once a
victim is enrolled in the program, they are provided with a wide range of services that continue
after discharge.

e $150,000 for the Innovative Opioid Project. Fatal overdoses have escalated in East Baton Rouge
Parish amid the pandemic; nearly doubling the previous record-setting amount of lives lost in 2019.
In 2020, the year of the pandemic, there was an unprecedented 242 overdose deaths, which is more
than double the murder rate and has disproportionately affected communities of color. Of those
fatalities, approximately 85% were attributable to opiates and/or opioids. As of May 24, 2021, fatal
overdoses are continuing to increase at an alarming rate (roughly 22% higher than the same time
in 2020). Since 2018, the EBRPDA has utilized the federal Innovative Prosecution Solutions grant
to implement and operate a collaborative, community-wide, multidisciplinary and multiagency
project to address this crisis. The Innovative Opioid Project has enabled the EBRPDA to test,
establish, and implement innovative programs focused on public health and public safety
enhancements by collecting and sharing data. Recently, the EBRPDA signed a joint letter with the
Mayor-President’s HealthyBR initiative to form the “East Baton Rouge Overdose Coalition”
(EBROC), which is a Public Health and Safety Team model to dedicate and leverage all available
resources, at each government level, to conduct and support activities that identify ways for
effective collaboration in saving lives, and increasing public health and safety in the Parish through
expanded data collection, analysis and sharing related to fatal and non-fatal overdoses. The EBROC
will utilize data to implement/inform/support outreach, prevention, education and training efforts
that focus on reducing fatalities and harm caused by drug use disorders.

¢ $500,000 for additional special prosecutors and public defenders on matters relating to the ongoing
backlog of cases.

¢ $750,000 for youth employment programs that directly address the negative economic impacts of
the pandemic on young people and their families and communities. These programs will provide
paid training and/or work experience targeted primarily to communities experiencing high levels
of violence exacerbated by the pandemic. In addition, the programs will provide workforce

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



City of Baton Rouge - Parish of
East Baton Rouge

Recovery Plan Performance Report

State and Local Fiscal Recovery Funds

August 31, 2021

BR

CITY OF BATON ROUGE

PARISH OF EAST BATON ROUGE



The Information Services (IS) Department is responsible for the City-Parish’s digital connectivity.
The current connectivity is facing daily challenges to meet the ever-increasing demands of citizens

and businesses for efficient and effective digital government. The coronavirus pandemic has only
intensified these demands with socially distanced employees, and citizens needing digital-first services now
more than ever. Some areas in the City-Parish government lack a robust digital infrastructure causing
difficulties with the implementation of the new normal. However, with this ever-accelerating shift to digital
and online services, cybersecurity is more important than ever before. The City-Parish continues to need
cybersecurity protections that make all of our digital interactions safe. The Information Services
Department has outlined the needs based on current assets and infrastructure.

A multi-year service that will provide software and hardware to enhance detection, as well as access
to a team of cyber experts that will work directly with Information Services - $855,500.

Replace/upgrade storage environment - $575,000. Current hardware stores all the data within City-
Parish from Word/Excel files to databases such as the financial and payroll systems. The current
equipment is nearing end of life and the new offerings have several protections in place to avoid
files from becoming encrypted due to ransomware. This purchase will provide the upgrade and
five years of support on the hardware.

Replace Email Security Gateway (spam filter) - $570,000. Email is the number one attack vector
for cyber threats so it is important to have appropriate protection for any inbound email received
by the City-Parish. The City-Parish identified that the current solution is not performing adequately
given today’s email-based cyber threats. This upgrade will provide a more advanced email
protection system against spam and malicious attacks. It will also include data loss prevention that
looks at each email, scans for certain indicators and flags it if protected information, such as social
security numbers or account numbers, is being sent without encryption. This will help prevent the
accidental or deliberate distribution of protected data. This purchase will provide five years of
services for this solution.

Replace data backup software - $78,000. All data stored on the aforementioned storage
environment is backed up in the event the data is lost due to user negligence, hardware issue or
cyberattack. The current solution has not been performing well and upgrades to a more robust
backup solution is necessary. Data backups are considered the last line of defense in cybersecurity
protection as it allows us to restore data that may have been maliciously encrypted. This cost
provides the software and five years of maintenance.

Exchange Online - $381,470. In 2022, the Exchange (email) environment will no longer be
supported by Microsoft. Currently the email environment is hosted in the City-Parish datacenters.
Given the critical nature of email being available at all times and the complexity of a truly redundant
email solution, many organizations are opting to use a cloud-based email service. It is
recommended by the IS Department that the City-Parish transition to this model as well. The IS
team would continue to manage the addition of email boxes, but will not need to worry about the
constant upgrade of software and storage capacities. The cloud environment will provide
exponentially more mailbox space than currently being supported with an on premise system.
Having a cloud-based email system will allow the IS team to continue to communicate internally
and with the public should the network ever be affected by a cyberattack. This funding will provide
for three years of Exchange Online services.

Windows Server License upgrades - $76,000. In 2022, Microsoft will no longer provide security
patches for the Windows server version used on the City-Parish network. Upgrading to the latest
software version is critical to any cybersecurity protection efforts. If the manufacture no longer
makes security patches, then the cyber actors will exploit vulnerabilities in that software. This

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021

12



departmental appointing authority had to designate employees as essential workers to continue performing
services to the citizens as well as the administrative operations of the City-Parish. According to the ARPA
guidance, workers performing essential work during the COVID-19 public health emergency may be
provided premium pay. Providing premium pay to essential employees has been a priority of the
Administration. The Parish Attorney’s Office is currently seeking an Attorney General Opinion to ensure
that premium pay is allowable under Louisiana law. If this compensation is allowable, each appointing
authority would be responsible for certifying the essential workers within their department based on the
two classifications of essential workers; in-person and teleworker. Premium pay would be a one-time
payment with no retirement benefits. The two essential pay classifications will allow for the compensation
of those employees who continued to perform their work activities and/or endured the heightened risk of
performing essential work during the shutdown period.

© Expenditure Category 5: Infrastructure - 5.6 Clean Water: Stormwater - $56,094,500

The City of Baton Rouge and Parish of East Baton Rouge have experienced widespread flooding that
brought to light the current challenges regarding existing infrastructure for dispensing stormwater and how
it is managed. The City-Parish plans to spend approximately one-third of the ARPA funding for these
improvements. These events highlighted issues with conveyance systems, development and drainage
ordinances and their impact on the overall stormwater management in the Parish. In order to address these
issues, the Parish has adopted a phased approach to the development of the Stormwater Master Plan. The
East Baton Rouge Stormwater Master Plan and 20-Year Stormwater Capital Improvement Plan seek to
identify flood-related risks and vulnerabilities, and recommend prioritized capital improvements to mitigate
or reverse those risks. Funding for improvements will include Stormwater Best Management Practices,
which will include measures to manage, reduce, treat, or recapture stormwater or subsurface drainage water.

e Channel clearing and grubbing $10,600,000
e Storm drain cleanout 1,894,500
e Storm Water Operations 15,000,000
e Storm Water Capital Improvements 6,000,000
e Roadside drainage cave-ins 6,500,000
e Jones Creek drainage improvements 5,000,000
e Roadside ditch cleaning 3,000,000
e Lined canal panel repairs 2,000,000
e Engineering/project management 3,400,000
e Bridge replacement 1,800,000
e Magnolia Woods/Baird Dr. drainage 900,000

Metropolitan Council Approved $21,094,500 million on 06/23/2021.
Expenditure Category 6: Revenue Loss
6.1: Provision of Governmental Services- $51,204,455

As a result of the pandemic, the City-Parish experienced a revenue loss in 2020 as compared to the prior
year. Based on the formula provided by the US Treasury, the General Fund revenue loss as of 12/31/2020
is approximately $51.2 million. These funds may be used for any general provision of government services,
to the extent of the estimated reduction in revenue due to the COVID-19 public health emergency. The
majority of these funds will be utilized to assist with public safety operating expenses for the years 2022,
2023, and 2024. The City-Parish contracted with a third party CPA firm to assist in the revenue loss
calculation. In accordance with the Interim Report, these funds will not be used directly for pension
deposits or debt service.

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021

ll



Building capacity in some cases means maintaining or enhancing existing infrastructure and
capabilities of the department to ensure it is able to operate effectively. The department uses many
different types of software and hardware to function in this digital environment such as mobile data
terminals, body/car cameras, and databases. These replacements will ensure continuity of services
during an emergency. Departmental laptop computers and desktops are outdated, out of warranty
and are beginning to fail at an alarming rate. This funding will provide 200 laptops/mobile data
terminals, 100 desktop computers, and 300 Microsoft Office licenses.

$3.4 million to implement gun violence reduction strategies in areas dominated by gun violence
and increase community programing.

o Community Policing $2,000,000
o Placed Network Investigations (PNI) 400,000
o Patrol Strategies Initiative (PS1) 300,000
o Community Programming (PAL) 300,000
o Crime Gun Intelligence Center (CGIC) 200,000
co Public Safety Partnership (PSP) 100,000
© Chances-Innovative Gun-Violence Intervention 100,000

The department’s plan focuses on problem places, people, and behaviors in persistent hot spots to
reduce gun violence. It will be a combined effort with community, local, state, and federal partners
who focus on the small group of individuals responsible for most violence in Baton Rouge. Our
Placed Network Investigations strategy focuses on Crime sites, Convergent settings, Comfort
space, and Corrupting spots. Crime intelligence and analysis are used to identify these four types
of locations, that when combined, will build crime networks. This investigation shows exactly how
asmall percentage of offenders, and often time repeat offenders, operate in the given infrastructure.
This three-year strategy involves a holistic approach that includes public safety, city leaders, and
community partners to diminish the infrastructure used by crime networks. Once eradicated, the
strategy calls for programs that encourage positive growth and sustained opportunities for residents
to break the cycle of violence and crime. Moving in concert with PNI are additional strategies such
as the BRPD Patrol Strategies Initiative, which utilizes the department’s Public Safety Common
Operational Platform and risk terrain model to identify underlying risk factors contributing to gun
violence and violent crimes. Funding for additional manpower to conduct community policing is
necessary in order to increase the department’s commitment to these strategies. Both of these
strategies rely heavily on the crime analysis, technology, and real time data conducted in the RTCC
to ensure efforts are effective and to identify strategies that include traditional and non-traditional
solutions to address gun violence and violent crime. Our Public Safety Partnership provides
training and technical assistance with data-driven, evidence-based strategies to help combat gun
violence and group violence. Our strategies align with an idea that police alone cannot solve the
problem.

The Chances-Innovative Gun-Violence Intervention Program administered by the East Baton
Rouge Parish District Attorney’s Office (EBRPDA) will utilize this funding to assist in the
implementation of a gun-violence intervention program. The EBRPDA has designed a
diversion/alternative to prosecution program to address weapons related status offenses. The
program will target youthful offenders who have been identified as most at risk of either committing
a gun violence offense or being victimized by gun violence. The curriculum will be centered
around a six episode youth/young adult drama film about a conflicted teenage drug dealer and
aspiring rapper, who turns to an innovative community program for help in order to find a new way
to succeed and escape the cycle of death and imprisonment in his impoverished community. A
lesson/discussion, taught by a credible messenger, focusing on positive, healthy behavioral changes
will follow each episode. The program will be staffed with a clinical psychologist and peer support
specialists.

Each of these strategies contain elements that involve community groups, educators and city
government bodies. The goal is to enhance crime strategy capabilities, increase police presence in

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



Uses of Funds

The ARPA Coronavirus State and Local Fiscal Recovery Fund allows the City-Parish to invest in
infrastructure and launch programs that support the community and small businesses by providing for a
strong economic recovery. This plan outlines the initial spending plan of the $165 million total allocation.
These funds will be used for infrastructure improvements specifically related to stormwater that reduce
flood risk and avoid detrimental downstream impacts. Funding will be utilized to address public health
concerns such as building security, air quality improvements, proper workspace for social distancing, blight
elimination, personal protective equipment for first responders, affordable housing, and improvements to
communication access. Additional intended uses of funds are community policing programs that will assist
in combating crime. In the revenue loss expense category, funds will be utilized to improve technology
infrastructure to address cybersecurity concerns and potential threats as well as provide for public safety
operating expenses. Premium pay for essential workers is something that would benefit the hard working
dedicated employees who continued to provide operational support and services during the pandemic. In
addition, funding will be earmarked to promote economic recovery through festivals and tourism that will
also improve the quality of life of the citizens during the recovery phase.

We are still compiling the community needs assessment and will continue to update the plan for the
remaining unidentified portion of the City-Parish allocation. The ARPA funding will provide the needed
relief to the City-Parish that will enable us to continue to support the public health response, address
deferred maintenance, and lay the foundation for a strong and equitable economic recovery.

Promoting Equitable Outcomes

The Mayor-President’s goal is to create a community driven by peace, prosperity, and progress for
everyone. Without equitable systems, marginalized communities face barriers when seeking basic
opportunities for security and advancement. Consequences of these inequitable systems were revealed this
past year. The Coronavirus pandemic illuminated prevalent racial injustices our country has suffered from
for centuries and showcased the need for reform. As a result, the Mayor-President created the Commission
on Racial Equity and Inclusion (COREI). The purpose of the CORE is to instill accountability, racial
equity, and inclusion throughout the City-Parish. The COREI provides an opportunity for awareness with
open, honest, and continual dialogue between community members, public and private sector leaders, and
other community stakeholders. Utilizing the diversity amongst us is key to strengthening our City-Parish,
and vitally important to building a more unified society. Progress takes intentionality, dedication, and
collaboration. Members of the COREI lay the foundation to create the path to a more equitable future. The
only way for us to move forward as a community of peace, prosperity, and progress is to ground ourselves
in racial equity, social justice, and social cohesion within the infrastructure of our government systems and
our society.

In addition to the CORE] initiative, the Mayor-President established a Supplier Diversity Division within
the Purchasing Office, which is a long-term commitment to address the barriers to disadvantaged business
participation in the City-Parish procurement process. The Division of Supplier Diversity within Purchasing
will be responsible for overseeing certification, compliance, outreach, training and capacity-building for
local, small and disadvantaged businesses in the City of Baton Rouge-Parish of East Baton Rouge.

The City-Parish is providing access and inclusion for projects funded through the ARPA by utilizing the
Disadvantage Business Enterprise certification program for contactors to have opportunities to participate
in construction or professional service contracts detailed in the ARPA Recovery Plan.

Community Engagement

The Mayor-President’s principle of transparency and community engagement is a continuous goal. At the
onset of the administration of this funding, the Mayor-President asked the Council Members and the
departmental leaders to submit needs based on a community assessment for the development of the recovery
plan.

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



Reduce crime by maintaining Uniform Crime Reporting (UCR)
clearance rates at levels greater than or equal to the established
“Performance Objective”.
a) Increase rates by collecting more high quality evidence
> # of Interview and Interrogation courses attended
> # of Crime Scene personnel attending training courses on
advanced techniques
b) Uniform Crime Reporting Clearance Rates (The target clearance
rate each year is to exceed the latest published Group II average)
Violent Crimes:
> Homicide
> Negligent Manslaughter
> Rape
> Robbery
> Aggravated Assault
Property Crimes:
> Burglary
> Larceny
> Auto Theft
Total All Crimes

Reduce Part I Uniform Crime Reporting (UCR) Offenses to levels
lower than or equal to the established “Performance Objective”.
a) The Crime Statistics and Research Division (CSRD) will increase
the volume of analysis performed by:
> Continue inter-agency information exchanges with the East
Baton Rouge Parish Sheriff's Office concerning crime statistics
to improve pattern and trend analyses in the Baton Rouge area.
> Routinely provide detective division with analyses of
major crimes.

b) Community Policing Division will educate the community in
methods to reduce the risk of being a victim of crime.
> Continually increase the number of public seminars.
> Provide public awareness displays at local events.
c) Uniform Crime Reporting Offenses
Violent Crimes:
> Homicide
> Negligent Manslaughter
> Rape
> Robbery
> Aggravated Assault
Total Violent Crimes
Property Crimes:
> Burglary
> Larceny
> Auto Theft
Total Property Crimes
Total All Crimes
Continue the low response time to emergency calls for service as
compared to the benchmark cities with an average response time of
12-15 minutes.
a) Total response time
b) # of marked vehicles equipped with in-car camera video system
c) _#of marked vehicles equipped with mobile data laptop computers

COVID

COVID

56.25%
100.00%
27.27%
29.76%
22.95%

13.59%
10.49%

8.45%
13.48%

v

As needed
Upon
Discovery

101
4

55
457
1,473
2,090

1,898
7,854
828
10,580
12,670

5:98
350
381

20

58.80%
100.00%
31.90%
28.50%
49.80%

12.00%
17.20%
12.30%
19.25%

v

As needed
Upon
Discovery

92

3
757
1,312
2,234

3,111
8,896
1,198
13,205
15,439

7:00
425
444

20

10

60.90%
100.00%
30.60%
29.90%
50.20%

12.80%
16.40%
12.10%
19.35%

v

As needed
Upon
Discovery

92

55
550
1,400
2,097

2,260
8,700
900
11,860
13,957

7:00
425
444

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021

15



Summary of American Rescue Plan Act (ARPA) Funding Obligations
Interim Report By Expenditure Categories
Based on Recovery Plan Prepared August 2021

Actuals Spent & Approved Budget Planned Budget
Obligated as of
08/31/2021 Jun-21 Fall 2021 2022 2023 2024 Total
Revenue:
American Rescue Plan Act Funding - COVID State and Local Fiscal Recovery
Funds 22,000,000.00 22,000,000 73,110,127 37,817,886 16,382,590 16,132,595 165,443,198
Expenditure Categories:
1: Public Health
1.7 & 1.8 Public Health Expenses
Blight Elimination 2,250,000 2,250,000 4,500,000
City Hall First Floor Security 1,400,000 1,400,000
Replacement of HVAC (River Center, DHDS, ATM, Community Center, City
Hall, and Public Safety Complex) 4,000,000 4,000,000
Public Safety Complex Improvements (ROV, Police training, Demo Blighted
Portion of Hospital) 1,208,947 1,208,947
Police Precinct Upgrades (Upgrade 1st and 2nd District and Security
Camera Upgrades) 2,000,000 2,000,000
Fire Fighter/First Responders Equipment: -
Vehicle Locators and Laptops $200,000; Response Units $200,000; Uniforms
$300,000; Building Repairs and Security Fence $350,000; Treadmills $150,000 1,200,000 1,200,000
(4) Pumper Trucks $2,600,000; (4) Aerials $4,800,000; (2) Rescue Units
$1,000,000; and (232) Air Packs $1,972,000 8,400,000 1,972,000 10,372,000
Public Defender Phone System Replacement 250,000 250,000
Subtotal E 5 20,458,947 4,472,000 = E 24,930,947
2: Negative Economic Impacts
2.10, 2.11, 2.13 Economic Development/Tourism 2,000,000 2,000,000
3: Services to Disproportionately Impacted Communities
3.16 Social Determinants of Health: Community Violence Interventions
Technology Enhancement 1,800,000 1,800,000
Strategic Community Camera Program $350,000
Automated License Plate Reader Coverage $750,000
Real Time Crime Center Capacity $100,000
Laptop/Desktops/Software $600,000

\\dtfile\Budgeting\data\ADMIN\Disaster Correspondence\American Rescue Plan\Departmental Needs Assessments

10/7/20211:09 PM



Executive Summary

On August 27, 2021, the City-Parish was under an emergency declaration due to our parish projected to be
in the direct path of Hurricane Ida’s landfall. The City-Parish notified the U.S. Treasury regarding our
inability to submit the report as a result of the unforeseen event. In the aftermath of the disaster, the City-
Parish began to recover but with limited electricity and essential resources, such as gas and communication
systems. Due to the limited resources within the community, employees did not return to work until
September 7, 2021. Therefore, please accept this report as being submitted timely due to the circumstances.

The City of Baton Rouge and Parish of East Baton Rouge is a consolidated form of government. Baton
Rouge was the first consolidated form of local government established in the United States. The City-
Parish operates under a charter titled the Plan of Government. The Metropolitan Council, which consists of
twelve members elected from single-member districts, serves as the governing authority of the City-Parish.
The Mayor-President is elected at large and is the Chief Executive Officer of the City and Parish.
Efficiencies and economies are realized through combined operations and management.

On March 11, 2021, President Joseph R. Biden signed the $1.9 trillion American Rescue Plan Act of 2021
(ARPA), which established the Coronavirus State and Local Fiscal Recovery Fund. The ARPA provides
funding for many programs and services nationwide including assistance to state and local governments.
The funds available to local governments through the ARPA are one-time aid directly allocated to states
and localities on a formulaic basis. Based on the formula, the City’s allocation is $79,966,896 and the
Parish’s allocation is $85,476,302 for a total of $165,443,198. The City-Parish allocation of $165.4 million
will be distributed in two equal allotments of $82,721,599 (May 2021 and May 2022). These funds must
be incurred by December 31, 2024 and spent by December 31, 2026. The categories of eligible uses, of the
funds include revenue loss experienced as a result of the pandemic; assistance in covering the costs incurred
due to responding to the public health emergency; support for recovery-through assistance to households,
small businesses and non-profits, and aid to impacted industries; premium pay to essential workers; and
investments in water, sewer, and broadband infrastructure.

In May 2021, the Mayor-President provided Council Members the opportunity to engage in an overall
discussion regarding the ARPA funding and other funding opportunities that would be forthcoming from
the federal government. In those discussions, the Mayor-President outlined a path moving forward
including an initial needs assessment and development of a spending plan that will enable the City-Parish
to support public health response and lay the foundation for a strong and equitable economic recovery. The
needs assessments formed the foundation for the recovery plan, which is evolving as additional needs are
identified.

On June 23, 2021, a public hearing was held and the Council approved the City-Parish’s first spending plan
for the ARPA funding in the amount of $22 million. The Plan’s approved projects align with the City-
Parish’s ARPA recovery plan to ensure that the City-Parish makes long-term investments for the future of
its citizens.

The Mayor-President will provide periodic updates to the Council with progress on the initial projects. A
spending plan for the remaining funds of the first tranche is currently being developed and will be presented
to the Council for consideration this fall. Future spending will be included in the 2022 through 2024 Annual
Operating Budgets and future budget supplements. The Mayor-President continues to gather the needs of
the City-Parish and incorporate these requests into the overall recovery plan for future spending.

In addition to the ARPA Coronavirus State and Local Fiscal Recovery Fund, the City-Parish has been
awarded Emergency Rental Assistance grants.

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



City of Baton Rouge-Parish of East Baton Rouge

2021 Recovery Plan

Table of Contents

Executive Summary
Uses of Funds

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Labor Practices

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Table of Expenses by Expenditure Category .......sssccsesssesssssesssesessseseensensesneenecneenenneenieeneenteeneeneeanseaennes 5
Project Inventory .....s.sssscssssssssssssssssssessneessssssssessessscsssssscsassssecsssaneesscssscnssenscnssessensssnsessssssssossnsessesssensesisenese 5
Performance Report ......ssscsssscssesssesssessssesssssssssessssessecssssesssccsnecssnecessecsnecsanecansccaneesaneecusecsnetaneesneessuessnneess 14

Ineligible Activities: Tax Offset Provision

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



upgrade will provide the existing Windows Server environment with three years of software
maintenance on those licenses.

¢ Structured Query Language (SQL) Server License upgrades — $180,710. Similar to the item above,
Microsoft will no longer support the version of SQL Server used by the City-Parish. SQL Server
is software that allows the City-Parish to run databases for various software such as the financial
and human resources systems, Firehouse, Geographic Information System, etc. Not having
supported software will mean that the software will potentially have flaws that can be attacked by
cyber actors. This purchase will provide funding to upgrade all SQL licenses used by the City-
Parish and will allow for three years of software maintenance on those licenses.

e Multifactor Authentication — $50,000. Multifactor authentication is an industry best practice for
remotely accessing the network. Besides simply providing a password, a secondary authentication
will need to be provided to gain access to the network. Many financial institutions have moved to
this method and will email or text a code to the user as part of the authentication process. At a
minimum, this will be used for the City-Parish Virtual Private Network (VPN) server, which allows
users to remotely access the network when they are away from the office. The City-Parish can also
tie this into any critical systems necessary to be protected by the multifactor authentication. The
cyber insurance provider believes not having this service in place will hinder the ability to renew
the cyber insurance.

¢ Online tax collection system - $40,000. The current system used by the Revenue Collections
Division for the recording and distribution of sales taxes, occupational license taxes, insurance
premium taxes, hotel/motel taxes, and public utility taxes is 14 years old. A system upgrade will
allow the City-Parish, as well as the taxpayers, to maintain continuity of services through the online
portal. Continuation of tax collection throughout the pandemic was extremely important since taxes
are the largest source of revenue for the City-Parish general operations and many dedicated taxing
authorities.

Metropolitan Council Approved $855,500 on 06/23/2021.

Expenditure Category 7: Administrative
7.1: Administrative Expenses - $5,013,296

Hire a third party CPA firm to assist with revenue loss calculation as well a program administrator to assist
with the administering and reporting requirements of the ARPA funding.

Metropolitan Council Approved $50,000 contract 06/23/2021.

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021



d) Benchmark against selected cities of similar size and

characteristics
4. Maintain re-accreditation status

a) Update department policies and procedures according to
CALEA standards

b) Re-evaluate all general orders and intra-divisional procedures
annually

c) Distribute revised general orders via electronic mail

5. Develop and completely implement a comprehensive community
policing strategy.

a) Reduce calls for service for alarms.

b) Create a “Model District” to implement and document key
elements of the Department’s Community Policing Strategy for
evaluation

6. Address human resource issues by improving recruiting, hiring,
training and personal development processes.

a) Use Leadership Academy, community policing training, and
other training and development opportunities as ways to
enhance performance, effectiveness and professionalism of all
department leaders and officers.

b) Basic Training Academy (19 weeks/session)
> # of graduates
> # of post-graduates

c) Applicants screened

d) Full-time recruiters appointed

) Evaluate and redesign Field Training Officer program to
CALEA standards

f) Initiation of an early intervention system by the IA Division
whereby an officer against whom there are a disproportionate
number of citizen’s complaints for abuse or misconduct can be
observed and measures taken to reform the officer’s conduct.

Expenditure Category 5: Infrastructure 5.6 Clean Water: Stormwater
1. Provide effective, efficient and professional high quality
maintenance of City-Parish owned drainage systems.
a) Catch Basins
> Annual number of catch basin / storm drain repaired
> Annual number of catch basins / storm drains cleaned
> Linear feet of drainage pipe repairs completed
> Linear feet of drainage pipe cleaned
> Annual number of cave-in / sinkhole repairs completed
b) Roadside / Non-Roadside Drainage Issues
> Linear feet of roadside drainage ditches cleaned (Sediment
Removal)
> Linear feet of non-roadside drainage ditches / waterways
cleaned (Debris and Sediment Removal)

444

By 1,000

86m
26

55

74
2,531
622
114,000
251

61,015

28,273

SN

By 1,000

v
87/88"
35/35
10

100+

3

v

50
2,500
550
112,650
385

61,500

28,550

SN

By 1,000

v
89"'yoo"
35/35
10
100+

4

v

562
1,149
1,273

70,102

562

161,037

66,689

Ineligible Activities: Tax Offset Provision (State and Territories only) — Not Applicable

City of Baton Rouge-Parish of East Baton Rouge Recovery Plan Performance Report — August 2021

16