The New Orleans Office of Inspector General (OIG) followed up on its March 2013 report on the City’s delinquent property tax collection program, which found that the City paid its collections contractor ten times the cost of collection services, and that the City failed to hold adjudicated property sales. The follow-up report found mixed results in meeting the recommendations of the original report.
The New Orleans Office of Inspector General (OIG) continuously monitors the City’s procurement activities and provides technical assistance and feedback to improve the City’s procurement practices. The purpose of this review was to determine whether the Procurement Office, contract managers in city departments, and city contractors acted in accordance with policy requirements related to interim progress reporting, post-contract evaluations, and post-contract disclosures.
The New Orleans Office of Inspector General (OIG) evaluated the funding structure of the New Orleans Traffic Court (Court). The purpose of the evaluation was to determine the full cost of the Court during the years 2008 to 2012 and to determine how the City of New Orleans, State of Louisiana, and Court allocated resources to achieve the goals and objectives of the Court.
The report is part of a series of reports about the funding of the criminal justice system.
The New Orleans Office of Inspector (OIG) evaluated Driving While Intoxicated (DWI) case management at Traffic Court in Orleans Parish from arrest through prosecution, sentencing, and case closing. The goal of this evaluation was to examine how the New Orleans Police Department, the City Attorney’s Office, and Traffic Court managed DWI cases, and whether arrests, prosecutions, adjudication, and probation of DWI cases were in keeping with state laws, professional standards, and best practices.
The New Orleans Office of Inspector General (OIG) performed a detailed assessment of utilities regulation in New Orleans. The purpose of the review was to answer several questions:
The recommendations presented in the report were intended to provide the Council and the City’s Executive Branch with ways to improve local utilities regulation, including increasing the number of participants with defined roles in the regulatory process, building in-house capacity while reducing the reliance on outside consultants, and implementing safeguards to protect the integrity of the regulatory process and promote effective decision-making.
The New Orleans Office of Inspector General (OIG) evaluated the funding of the New Orleans Police Department (NOPD) from 2008 to 2012. The purpose of this review was to provide policy makers and the public with a complete picture of NOPD spending and performance.
The report is part of an ongoing series about the funding of local agencies in the justice system.
The New Orleans Office of Inspector General (OIG) conducted a review of the procurement documents issued by the City to obtain goods or services from third-party vendors. The purpose of this review was to provide feedback to the Procurement Office and contract managers in all departments and agencies to improve the quality of the City’s procurement processes and documents.
The New Orleans Office of Inspector General (OIG) evaluated the Orleans Parish Sheriff’s Office administration of the City’s electronic monitoring program (EMP) to examine EMP operations, review program protocols, assess how the monitoring deputies responded to alerts, and determine whether adequate performance measures were in place to gauge the effectiveness of the program.
The New Orleans Office of Inspector General (OIG) issued a public letter to Sheriff Marlin Gusman to express concern about the selection process for an outside vendor to provide medical and mental health services at the jail. The letter references best practices for awarding professional service contracts.
The New Orleans Office of Inspector General (OIG) conducted an evaluation of the New Orleans Police Department’s (NOPD) force structure, focusing on the department’s staffing and deployment to answer citizen-generated calls for service. The objectives of the evaluation were to describe and assess the efficiency and effectiveness of the organization of personnel to carry out the department’s mission “to provide professional police services to the public.”
