2025 Candidate Survey

AFSCME members recently ratified their first contract, two years after City Council passed the “Right to Organize” ordinance. What is your plan for enforcing the Civil Service rules, the collective bargaining agreement, and the Right to Organize ordinance? How do you envision a healthy dynamic between the City and AFSCME

Frank Robert Janusa

Mayor of New Orleans

I plan to honor the contract and all related collateral matters. Further I will indicate to my department heads that they must respect and honor Civil Service rules. I fully support the right to organize. A healthy dynamic will exist when the Mayor, the Council and the Union actually talk together without hidden agendas.

Richard Twiggs Jr.

Mayor of New Orleans

1. Enforcing Civil Service rules.

Under my platforms consolidation plan, the Office of Human Resources and Civil Service will be merged into a single department led by a Commissioner and Deputy Commissioners. This ensures fairness in hiring, promotions, and benefits while standardizing rules across all departments. A Deputy Commissioner of Civil Service will specifically oversee compliance with civil service standards.

2. Enforcing collective bargaining agreements & the Right to Organize ordinance.

We will create a Chief Labor Relations Officer within that same department to handle union relations, grievances, and negotiations. This role will ensure that AFSCME’s new contract is honored in practice, not just on paper. Regular third-party audits and performance-based budgeting will add transparency and accountability, so agreements cannot be quietly undermined.

3. Building a healthy City: AFSCME dynamic.

My vision is a partnership model: unions are not adversaries but co-stewards of the city workforce. That means quarterly labor management meetings, open door policies for grievances, and a standing commitment that no city employee will face retaliation for organizing, bargaining, or whistleblowing

Oliver Thomas

Mayor of New Orleans

As someone who is a product of unions, I understand firsthand how organized labor has lifted families like mine, created pathways to the middle class, and built the very foundation of our city’s workforce. The workers represented by AFSCME Local 2349 are the people who keep New Orleans running—they pick up our trash, maintain our parks, process our permits, and deliver essential services every day.

As Mayor, I will partner openly and transparently with AFSCME to enforce the collective bargaining agreement and fully uphold the Right to Organize Ordinance. That means negotiating in good faith, respecting the rights of workers, and making sure the city government lives up to both the letter and the spirit of the law.

At the same time, I know our city faces a budget deficit and real challenges in service delivery. My administration will take a collaborative approach—bringing union leaders to the table early to tackle tough issues like staffing shortages, safety standards, and modernizing city services. Together, we will find solutions that both support our workers and deliver the high-quality services our residents deserve.

For me, this isn’t just about policy—it’s about values and trust. If we want a city that works for everyone, we need to respect and invest in the people who make that city work every day. That’s the kind of Mayor I will be: one who stands with workers, honors their contributions, and works side by side with them to build a stronger, fairer New Orleans.

Helena Moreno

Mayor of New Orleans

You know me as a partner and advocate for workers' rights. With the support of AFSCME, the New Orleans City Workers Organizing Committee, and others, I introduced and last year passed the Right to Collective Bargaining Ordinance (Right to Organize Ordinance). Yet, that was just the starting point, and as mayor, I plan to focus on implementation in collaboration with those same partners, Civil Service, and the City Council. 

The dynamic is: I need your help. AFSCME workers know what to do and how to do it. Front-line workers understand what is going on way before the mayor. Yet, in many cases, they have been held back, silenced, or undermined. 

I see you, city employees, every day holding down the fort across our city, doing your jobs, often under extremely challenging circumstances. You know better than anyone that the buck stops with the mayor. When it doesn’t work and city services break down, everyone in government is, in some ways, made complicit. For me, there has been nothing worse than looking at my constituents — the people who elected me to help — and feeling like, on some of this stuff, it was futile because what we truly needed was a proactive mayor. Do you know that feeling?

We need a new mayor who will do what I and AFSCME have been demanding over the last eight years: get back to the basics, make city hall a great place to work, fix city services from Safety & Permits to NORD, and generally be a 24/7 mayor who will be honest, present, and available, along with my whole team. 

Royce Duplessis

Mayor of New Orleans

I strongly support workers’ rights, and I’m proud to have the endorsement of the AFL-CIO in this race. Our city cannot function without an inspired, professional workforce that feels valued, respected, and heard. The AFSCME contract is an important milestone, and as mayor, I will ensure that it is honored and fully enforced, alongside the Civil Service rules and the Right to Organize ordinance.

My administration will take a proactive approach to compliance, making sure department heads and managers receive clear guidance and training on their obligations. We will also establish regular check-ins with union leadership to resolve issues early, before they escalate into disputes.

A healthy dynamic between the City and AFSCME must be rooted in trust, open communication, and a shared commitment to delivering excellent services to the people of New Orleans. I see AFSCME members not just as employees, but as partners in solving problems, improving operations, and building a stronger city government.

Matthew Hill

Council at Large Division 1

I will fully enforce what’s already on the books. That means respecting Civil Service independence and holding regular oversight on hiring speed, discipline timelines, and pay-plan compliance; standing up a properly resourced Labor Relations Advisor to police the “Right to Organize” ordinance with clear timelines and a public compliance tracker; and embedding every CBA clause into department SOPs so overtime, scheduling, safety, and training are honored in daily practice. When disputes arise, we’ll use the contract’s grievance/arbitration process—promptly and without political interference

A healthy City-AFSCME dynamic starts with good-faith, interest-based bargaining and zero tolerance for retaliation. We’ll keep lanes clear—Administration negotiates, Council funds and oversees, Civil Service guards merit—and we’ll put frontline voices at the center. Joint Labor-Management Committees in each department will run Lean “gemba/kaizen” sessions to map pain points, standardize the work, and escalate barriers fast. A simple public dashboard will track what matters: grievance age, arbitration cycle time, hiring cycle time, preventable injuries, and service SLAs.

In the first 100 days, we’ll activate the LRA and publish the RTO compliance dashboard, require each department to file a one-page CBA-to-SOP attestation, and launch three Lean pilots in high-friction areas (e.g., permits, catch-basin work orders, payroll/timekeeping). Within 12 months, the goals are clear: 50% fewer grievances older than 60 days, arbitrations finished on time, a 30% faster time-to-hire, fewer recordable injuries, and 90% on-time service SLAs—alongside improved retention. Lean government will make your workday easier because you’ll help redesign your job.

Matthew Willard

Council at Large Division 1

I grew up in a union household and am a strong advocate for labor rights . I have led the fight against efforts in Baton Rouge to end public sector unions and their abilities to collectively bargain and organize. I also led efforts in the House last year to kill a Constitutional Amendment that would gut civil service protections. Unfortunately, while I fought to defeat that bill again this year, the Governor picked up two of my members and it passed with the exact number of votes it needed. 

My record speaks for itself – I'm with you.

Kenneth Cutno

Council at Large, Division 2

I fully support the rights of City workers to organize and collectively bargain, and I recognize the historic importance of AFSCME members ratifying their first contract. That contract, along with the Civil Service rules and the “Right to Organize” ordinance, must not just exist on paper—they must be enforced in practice.

As Councilmember, I will:

Ensure enforcement by holding the administration accountable through oversight hearings, regular reporting requirements, and direct engagement with Civil Service to make sure rules and agreements are upheld.

Protect workers’ rights by making sure no employee faces retaliation or intimidation for union activity, and that grievances are addressed fairly and in a timely manner.

Strengthen collaboration by creating regular, structured dialogue between the City, AFSCME, and Civil Service to problem-solve issues before they escalate.

Budget responsibly so that negotiated wage increases, benefits, and staffing commitments can be funded and sustained.

A healthy dynamic between the City and AFSCME is built on mutual respect, transparency, and shared goals: better pay and working conditions for employees, and high-quality services for residents. When City workers are respected and supported, the people of New Orleans benefit directly through stronger, more reliable public services.

Gregory Manning

Council at Large, Division 2

A healthy relationship between the city and AFSCME starts with a commitment to regular meetings, and a promise from me that my door will always be open to AFSCME. I will enforce Civil Service rules and the CBA by holding any city managers or department heads accountable if they retaliate against unionized city employees or otherwise violate their rights as unionized workers, especially their Weingarten rights, through public investigations and disciplinary action against the offending manager, up to and including termination. 

JP Morrell

Council at Large, Division 2

Progress is born from conflict, and I will continue to hold the executive branch accountable when necessary. As the legislative branch, I firmly believe we must give opportunities for workers to call out discrimination, unfair treatment, and hostile work environments. I did just that for several DPW whistleblowers, including opening a Council Investigation into HR issues in the department. All workers deserve a healthy, productive work environment, and I am committed to using my position as Councilmember to fight for municipal employees. 

I believe that a healthy dynamic between the City and AFSCME is one built on respect and understanding. It is not enough for the City to simply share a copy of the CBA with supervisors. There must be training and explanation on what the CBA is and the rights it affords to workers. 

Alex Mossing

City Council District A

The ordinance protects workers' rights to organize, and as the city entity responsible for the budget, it is incumbent upon the City Council Members to honor all expenses related to collective bargaining agreements accepted by the administration. Currently, the city has unfilled positions in many departments. In order to attract workers to those departments, it is important that the city provides competitive wages and benefits. By honoring the collective bargaining agreement, it is my hope that we can attract the skilled and invested workforce needed for city government to operate efficiently. It is the council's responsibility to consider the city's long-term fiscal management plan and to determine how best to balance costs of employment and the need for a strong in-house workforce.

Holly Friedman

City Council, District A

I will ensure all three are enforced consistently and transparently. Civil Service rules must guide fair hiring, promotions, and discipline. The collective bargaining agreement should be honored through clear grievance and arbitration processes and regular training for supervisors and stewards. And I will fully uphold the Right to Organize ordinance, protecting employees’ ability to organize and bargain collectively without interference. A healthy relationship is built on respect, transparency, and collaboration. I support regular labor–management meetings, open communication on staffing and workplace issues, and joint problem-solving. By honoring the contract and working together, the City and AFSCME can improve morale, strengthen services, and deliver better results for residents.

Bob Murrell

City Council District A

You can't enforce what you don't measure, so I will introduce monitoring/alerts for Civil Service violations that are reported by City workers on the points of the CBA. Next, working with the City is critical for not just compliance but enforcement as well, utilizing hearings and the power of the purse for keeping City departments in compliance when they aren't. I envision a healthy dynamic between AFSCME and the City would be one that ensures a safe working environment so City services are being delivered without the cost of exploitative or unhealthy working environments, where conflicts can be resolved without resorting to escalations from the Mayor's office.

Aimee McCarron

City Council District A

A healthy dynamic means one that is open and honest with each other and a working partnership. Our city workforce is the what makes our city great and my platform from day-one has been about building up our city workforce to get our basic services back on track and I want to hear directly from our city workers on how we can accomplish this together. I want to ensure our workers are taken care of in the ways that matter to them the most - not what I THINK matters most and this can only be accomplished if we work together and I am committed to that. 

Kelsey Foster

City Council District C

The “Right to Organize” ordinance, Civil Service rules, and AFSCME’s first collective bargaining agreement all represent critical steps toward ensuring City workers are treated fairly and with dignity. As a Councilmember, I will work to hold the administration accountable for enforcing these commitments—through public oversight hearings, responsive constituent services, and legislative action when necessary. A healthy dynamic between the City and AFSCME starts with respect: the City must treat the union as a partner in problem-solving, not an obstacle. By maintaining open communication and building trust, we can improve morale, reduce turnover, and deliver better services to the public.

Freddie King III

City Council District C

My plan is to make enforcement routine, visible, and fair. I will require strict adherence to Civil Service rules and the collective bargaining agreement in writing and in practice, and I will direct training for managers and HR so the terms are understood and applied. I will ask the CAO and Civil Service for regular compliance reports that track grievances, timelines, resolutions, and any variances, and I will push for corrective action when violations occur. A healthy City–AFSCME dynamic starts with respect and early engagement. Workers should be at the table before decisions are made that affect safety, pay, workload, and scheduling, and there must be protection from retaliation for union activity. This approach reflects my platform’s focus on reliable city services, accountability, and strong public-sector capacity, and it matches my work as a councilman and community advocate who listens first, meets with workers and unions, and follows through.

Eliot Baron

City Council District C

The basic expectation that recent changes be respected and rules enforced which protect organized workers might go a long way toward a healthy dynamic between AFSCME and...

Leilani Heno

City Council District D

A healthy dynamic between the City and AFSCME requires open communication, mutual respect, and collaboration. I envision regular meetings with union leadership, early engagement on workplace issues, and a commitment to problem-solving before conflicts escalate. When both the City and the union work together in good faith, we can improve working conditions for employees while delivering better services to residents.

Cyndi Nguyen

City Council District E

Yes, I support enforcing Civil Service rules, the collective bargaining agreement, and the Right to Organize ordinance to ensure city workers are treated with fairness and respect. My plan includes establishing clear accountability mechanisms, timely contract implementation, and ongoing dialogue with AFSCME representatives. I will work to strengthen the relationship between the City and AFSCME through transparency, mutual respect, and consistent communication. A healthy dynamic means collaboration that values workers’ voices while delivering quality public services.

Jonathan-Anthony Roberts

City Council District E

AFSCME members are the backbone of city services, and enforcing their rights is essential to keeping New Orleans running fairly and effectively. My plan is to:

• Hold city management accountable for fully honoring the Civil Service rules, the collective bargaining agreement, and the Right to Organize ordinance.

• Partner openly with AFSCME Local 2349, ensuring that workers’ voices are heard directly in decision-making.

• Establish regular communication channels — including quarterly check-ins and public reporting; to track progress on grievances and systemic issues.

A healthy dynamic between the City and AFSCME means collaboration, transparency, and shared respect. City workers should feel supported, not sidelined, and I will work to make AFSCME a full partner in shaping a better workplace for every employee.

Rev.Richard S.Bell

City Council District E

None 

Gavin M. Richard

City Council District E

To be honest, I know little about the CBA and the Right to Organize ordinance. That being said, I would do my due diligence to research these two topics. I believe a healthy dynamic with the City and AFSCME is transparency. I would remain in communication with the union members. Out of fairness, I would uphold our rules and ordinances to regarding our civil service rules, our workers, and union employees.

As you are probably aware, the City Council held a meeting on abuse and unfair disciplinary action taking place in departments like DPW where many supervisors are not properly trained. How do you envision creating a safe environment for all City employees?

Frank Robert Janusa

Mayor of New Orleans

Abuse and its collaterals will not be tolerated. Period. By holding the Dept. heads responsible and accountable for proper supervision and training!.

Richard Twiggs Jr.

Mayor of New Orleans

Creating a safe environment for City employees starts with the belief that every worker, with the right support, can rise to the occasion. Too often, unfair discipline stems not from bad employees but from supervisors who are not properly trained. My administration will require all supervisors to undergo certification in fair discipline, conflict resolution, and labor rights so that policies are applied consistently and transparently. Discipline should be corrective, not punitive, rooted in clear expectations, constructive feedback, and support systems like mentoring, coaching, and Employee Assistance Programs. Business research backs this approach: studies show that when organizations invest in training and provide positive reinforcement, employees contribute more effort and are more motivated. Experts in human resources stress that fairness, clarity, and consistency in discipline reduce grievances and build trust, while progressive discipline paired with documentation protects both employees and the City. By embedding these practices into DPW and every department, and by partnering with AFSCME to monitor outcomes and ensure no retaliation, we can create a workplace culture that values growth, respect, and accountability. A City that takes care of its workers will be stronger, more resilient, and better equipped to serve the people of New Orleans.

Oliver Thomas

Mayor of New Orleans

What’s happening in departments like DPW, where supervisors lack proper training and workers face abuse or unfair discipline, is unacceptable. Every City employee deserves a safe, supportive, and accountable work environment, and as Mayor, I will ensure we deliver just that.

First, we will professionalize supervision across all departments by mandating trauma-informed management and HR training for anyone in a supervisory role. You can’t manage people effectively if you haven’t been taught how to do so with fairness, clarity, and empathy.

Second, we’ll create an Office of Workplace Accountability and Employee Wellness, an independent entity empowered to investigate complaints, recommend actions, and provide ongoing support to employees experiencing mistreatment or retaliation.

Third, we’ll launch a citywide Just Workplace Initiative to strengthen internal communications, streamline grievance processes, and offer anonymous reporting tools that actually lead to action, not just paperwork.

Finally, we’ll elevate city workers’ voices through a Mayor’s Employee Advisory Council, made up of frontline staff from every department, so that policy isn’t just handed down from City Hall, it’s built from the ground up.

The culture inside City Hall matters. How we treat the people who serve this city is a reflection of our values. Under my leadership, no employee will have to choose between doing their job and protecting their dignity. We will rebuild trust, department by department, person by person.

Helena Moreno

Mayor of New Orleans

Harassment, abuse, or other mistreatment is unacceptable. When there is a grievance put forward, like there was at DPW, the administration needs to take it seriously and promptly get to the bottom of what is going on.

We can’t sweep things under the rug. That is how things get worse, especially for sexual harassment, a pervasive problem. We’ve seen it happen across administrations, and even though some progress has been made since I passed the city’s first anti-sexual harassment policy in 2018, I am alarmed by recent decisions by Civil Service to protect a chronic sexual harasser in the Clerk’s Office. Meanwhile, even after the administration determined an assault had indeed occurred in January, the Director of Homeless Services appears to STILL remain on the job 9 months later.

Not on my watch. I promise that my administration will follow both the letter and the spirit of the law and civil service rules, but that only works if everyone is accountable and treated with humanity and respect. I will fight for these values and set the example with understanding, empathy, and a tough-minded determination to get it right for the people of New Orleans, including those working in local government.

Royce Duplessis

Mayor of New Orleans

Mistreatment of municipal employees is unacceptable and will not be tolerated under my administration. The people who keep our city running deserve respect and professionalism in every workplace. That starts with making sure we have supervisors who are properly trained, know how to manage, and are committed to leading their teams with fairness and accountability.

As mayor, the buck will stop with me. I will take decisive action to ensure that every City employee goes to work in an environment that supports them, protects them, and allows them to succeed. We will strengthen supervisor training, hold leadership accountable for their conduct, and create clear systems to address concerns before they escalate.

Matthew Hill

Council at Large Division 1

We will adopt a citywide Just Culture so discipline is fair, documented, and time-bound—every case goes through a single tracker with clear SLAs visible to the Labor Relations Advisor and Council. Make discipline professional-only by requiring supervisor certification (respectful workplace, EEO/ADA/FMLA, Civil Service, Right-to-Organize, CBA application) renewed every 24 months; uncertified supervisors can’t issue discipline. Use Lean Government with Joint Labor-Management Cells to co-design the work (scheduling, overtime, coaching), lock in Standard Work, and publish simple dashboards. In the first 100 days: release the discipline playbook, switch on the tracker, start certification, stand up JLMCs in DPW and two more departments, and publish an LRA compliance scorecard. By 12 months: cut >50% of grievances older than 60 days, reach 100% supervisor certification, reduce substantiated harassment/retaliation, and shift disputes to early, coaching-first resolution—producing a safer, calmer workplace.

Matthew Willard

Council at Large Division 1

Improperly trained supervisors are just the tip of the iceberg when it comes to the level of dysfunction at City Hall. We have systemic management and accountability problems that affect morale, efficiency, and basic service delivery. My focus will be on building a safe and functional workplace through clear training, strong HR policies, and transparent systems of accountability. City employees deserve competent leadership, fair treatment, and the resources to succeed. At the end of the day, fixing the culture inside City Hall is essential to improving services outside of it, and I will hold management accountable for creating an environment where employees can thrive.

Kenneth Cutno

Council at Large, Division 2

I am very aware of the concerns raised about abuse and unfair disciplinary actions, especially in departments like DPW where many supervisors lack proper training. City employees deserve a safe, respectful, and professional workplace at all times.

As Councilmember, I will:

Require supervisor training in management, labor rights, and conflict resolution before anyone is promoted into a leadership role.

Strengthen accountability by working with Civil Service and AFSCME to create a transparent process for reporting abuse and unfair discipline without fear of retaliation.

Establish oversight mechanisms such as regular Council hearings to review workplace climate, disciplinary data, and employee complaints across departments.

Promote fairness by ensuring disciplinary actions are consistent, documented, and subject to review—not based on favoritism or intimidation.

Invest in worker support through employee assistance programs, mental health resources, and peer support networks.

A safe environment means that every City employee, from DPW to libraries to first responders, knows they are valued, protected, and treated with dignity. When workers feel safe and respected, they perform at their best, and the entire city benefits.

Gregory Manning

Council at Large, Division 2

Bad actors and repeated offenders must be removed from management and replaced with individuals who are throughly trained, especially in the rights of their unionized subordinates. We also need to staff up in departments like DPW, Safety & Permits, and Code Enforcement to alleviate the issues associated with overwork and understaffing, as many of our city departments have far too few employees to accomplish their tasks safely, promptly, and effectively. 

JP Morrell

Council at Large, Division 2

Creating a safe environment starts at the top. I authored a City Charter Amendment to require Council confirmation for Charter created departments. This includes DPW and Safety and Permits. If re-elected, I will be asking at each and every confirmation hearing what the plan is to promote a healthy, safe working environment. I will then hold those directors accountable to their testimony. It's not enough to tell me how you are going to fix a problem, you have to actually roll-up your sleeves and do the work. 

Alex Mossing

City Council District A

All city department leaders will now need to be approved by the council, which will add another layer of accountability in vetting the experience of appointees and providing feedback on needed training. The council should also be engaging closely with individual departments (as opposed to just the CAO) to ensure training needs are funded and met. There should be quarterly updates on training requirements and personnel issues presented to the council by each city department.

Holly Friedman

City Council, District A

Every City employee deserves a workplace free from abuse and unfair treatment. I would require proper supervisor training, strengthen accountability for misconduct, and ensure Civil Service and union protections are fully enforced. By fostering transparency, fair discipline, and open communication, we can create a culture of safety, respect, and dignity for all employees.

Bob Murrell

City Council District A

I don't want the City held liable for violations to people's constitutional rights because of inadequate training. I think it's critical that civil servants are appropriately trained for safe workplace compliance just as we have training for ethics compliance, that there is a support system in place for those that are on the receiving end of abuse or unfair discipline, and that accountability is in place to ensure people who commit these violations are removed from positions of power.

Aimee McCarron

City Council District A

Any and all harassment and abuse are inexcusable and should not be tolerated and our department leaders and supervisors MUST be trained in how to handle these situations properly. Since the new council will have the opportunity to approve all of the new department heads, this is an issue (among others) that I will be discussing with the proposed candidates for these departments. Leaders in our workforce not only need to be qualified, but I believe they also need to have experience in the trenches and worked their way up to management, not just being appointed because of who they know. The best managers are the ones that are ready to step in when an employee or someone they are managing can't or needs help; someone that inspires and empowers their employees to make decisions where appropriate; someone who shows this is a team and employees are an important part of the team. Prior to my most recent positions in the workforce, I worked my way up as a line cook to sales manager for a large restaurant group here in New Orleans - it is this hard work that gives me a unique insight to what good management looks like and I will make sure to keep that my focus when interviewing department heads for their new positions. 

Kelsey Foster

City Council District C

Every employee deserves to feel safe and respected at work. A safe environment means more than physical safety—it means protection from retaliation, harassment, and discrimination. I support requiring Civil Service management training for all supervisors, and I will advocate for stronger HR oversight to prevent abuse of authority. When issues do arise, they must be addressed quickly and fairly. City workers should know that if they come forward, their rights will be upheld and their concerns taken seriously.

Freddie King III

City Council District C

A safe environment means people can work, speak up, and be treated fairly without fear. I will require supervisor training before anyone manages people, standardize discipline so just cause and clear documentation guide decisions, and protect employees who report concerns. Workers will have the authority to refuse unsafe work with rapid inspection and remediation, and the City will fix equipment and worksites rather than pushing people to work around hazards. I support department-level safety committees that include labor and management so problems are solved before they become crises. I will also ensure employees receive clear guidance on leave, return-to-work options, and available support services so they can navigate rules without confusion. This is aligned with my platform commitment to public safety, reliable services, and government accountability, and it reflects how I serve today by meeting with employees, elevating concerns, and insisting on respectful treatment across City agencies.

Eliot Baron

City Council District C

A dream world would have less departments where many supervisors are not properly trained and more city employees working for supervisors, all of whom are trained up.

Leilani Heno

City Council District D

As someone with real-world experience running businesses, I know that workers are the backbone of any organization, and without their input, no system can truly succeed. Creating a safe and fair workplace starts with properly trained supervisors who understand management, workplace safety, and fair disciplinary practices. 

I would implement transparent reporting and oversight so employees can raise concerns without fear of retaliation. By combining education, accountability, and valuing employee input, we can build a work environment where every city worker feels respected, supported, and empowered to help our city thrive

Cyndi Nguyen

New Orleans City Council District E

Creating a safe environment for all City employees starts with mandatory training for supervisors on fair labor practices, anti-discrimination, and conflict resolution. I support establishing clear, transparent disciplinary procedures and a confidential system for reporting abuse or misconduct. Every employee deserves to work in a respectful, supportive environment where accountability is enforced at all levels.

Jonathan-Anthony Roberts

City Council District E

Every City employee deserves a safe, respectful workplace free from abuse, intimidation, or discrimination. I envision creating that environment by:

• Requiring comprehensive supervisor training before and after promotion, including Civil Service courses and anti-discrimination training.

• Establishing accountability measures for supervisors and department heads who abuse their authority or retaliate against employees.

• Creating stronger reporting systems and whistleblower protections so workers can raise concerns without fear.

• Partnering with AFSCME to make sure worker protections are not only written but enforced consistently across departments.

A safe workplace is fundamental to quality public service. When City employees feel protected and respected, they can serve New Orleanians with pride and dignity.

Rev.Richard S.Bell

City Council District E

Having open discussion 

Gavin M. Richard

City Council District E

Oversight committees and constant communication with our employees and union members. We would have to also upload rules and regulations when it comes to complaints of abuse and unfair practices.

With the rising cost of living nationally and locally and chronic short-staffing within City agencies, what is your plan for improving worker retention so that the City can benefit from the knowledge and expertise of tenured employees? How do you plan to curtail the privatization of city services and focus on properly staffing city organizations to sufficiently carry out their mission?

Frank Robert Janusa

Mayor of New Orleans

The City needs to retain productive workers. Outsourcing always costs more. We need to revise the pension system. By getting new employees for the City--rather than contracting out which is more expensive!

Richard Twiggs Jr.

Mayor of New Orleans

The City’s strength lies in the workers who keep it running, and retaining that talent requires both investment and respect. My plan begins with consistent, high-quality training and certification programs for every employee, ensuring they have the skills and confidence to succeed in their roles. To combat chronic short-staffing, we will provide scholarships directly to our community, creating pipelines into City employment by empowering residents with trade skills and clear career paths. These jobs will be reinforced with rising pay rates tied to tenure and performance, rewarding loyalty and encouraging employees to stay. At the same time, we will expand infrastructure and public works projects that offer stable, well paying positions and opportunities for advancement. On the issue of privatization, I am firmly committed to curtailing the outsourcing of essential services. Instead, we will focus on properly staffing City organizations, making sure that services like sanitation, infrastructure, and utilities remain accountable to the public rather than private profit. By investing in our workforce and rejecting the hollowing out of City services, we ensure that expertise is retained, employees feel valued, and the people of New Orleans receive consistent, high-quality public service from workers who are committed to their community

Oliver Thomas

Mayor of New Orleans

As Mayor, my vision starts with one fundamental truth: no one who works full-time should struggle to survive—not in a city like New Orleans, a place built on the labor, sweat, and soul of working people. Yet today, many of our most dedicated city employees are overworked, underpaid, and walking away because they simply can’t afford to stay. We’re losing institutional knowledge and frontline leadership not because people don’t care—but because the system isn’t caring for them. That has to change.

Retention starts with dignity. That means paying people what they’re worth, creating real opportunities to grow, and ensuring they can live and thrive in the city they serve. I will launch a comprehensive compensation review and push to raise wages across the board—especially for essential and frontline workers. But it won’t stop there. My administration will propose an ordinance raising the minimum wage floor for all city contractors and grant recipients. If you’re doing business with the City of New Orleans, you should be paying your people a fair, livable wage. We’ll use our procurement power to drive equity citywide.

In partnership with the City Council, we’ll also adopt a “Fair Pay Certification” for every vendor receiving public funds—requiring wage transparency, living wages, and regular equity audits. We’ll hold public partners accountable not just for their services, but for how they treat their workers. And I’ll lead a statewide coalition to fight for local control over minimum wage policy—because decisions about worker pay should be made by the people closest to the work, not politicians in Baton Rouge.

We’ll also tackle the short-staffing crisis head-on by streamlining hiring, modernizing job descriptions, and supporting department heads to build sustainable staffing plans that don’t burn people out. We’ll conduct “stay interviews,” not just exit interviews, and center employee wellness in every department’s culture. Tenured city workers will be given the respect they deserve, through mentorship roles, recognition programs, and pathways to leadership.

Just as important, we’ll invest in the next generation of public servants. My administration will expand youth employment programs, create paid internships, and build direct pipelines from schools into city jobs and high-wage careers. That includes infrastructure, public works, clean energy, and digital access—especially for Black and Brown youth who’ve too often been locked out of opportunity. With expanded apprenticeships and union partnerships, we’ll ensure that young people see government work not just as a job—but as a calling and a career.

This is about more than HR policy. It’s about building a city that respects labor, values public service, and uses every tool—from contracts to hiring to economic development—to lift working people up. That’s the kind of leadership I’ll bring to City Hall. Because when our workers thrive, our city works.

Helena Moreno

Mayor of New Orleans

There are numerous issues to address, and it is no exaggeration to say that losing even a fraction of our best, experienced employees from any of our critical departments would be detrimental, if not devastating.

One of my top priorities is to boost morale at City Hall to attract and retain talent. It has been a difficult time, to put it mildly. Moving forward, more than ever, we need city employees who know what they are doing and have enough resources to do their job.

I will work closely with the Civil Service Commission to make City Hall a great place to work. I want to reward merit, reduce hiring wait times, and empower managers to lead their teams effectively. For city employees, I will also leverage additional city resources to provide opportunities such as affordable housing through a community land trust, expanding training/education with our community partners, or supporting city employees in achieving healthy living. I also want to change the sometimes ‘top-down’ culture at city hall. To build community, it can’t be forced, but evolves out of what people find helpful or positive. That's what I would want to build on.

I respect what the Civil Service is trying to do and why it is there. I want workers to be protected from capricious senior officials who just want to bring in their friends and political supporters. However, I also want to be able to conduct the people's business without encountering any absurd processes or timelines. There is a balance that I will seek to strike while mobilizing additional resources to in-source basic city functions, like street work.

I have seen how outsourcing, disorganization, and poor quality control have led to street and infrastructure repairs being slow, expensive, and unreliable. I will establish an annual budget specifically for street maintenance, in-sourcing capacity regarding construction, and project Management.

That is not all. We need to in-source capacity to fix our streetlights, stoplights, and fight blight. Indeed, I will do a full review of city contracts to determine which tasks can be better accomplished in-house.

It is crazy that we can’t fill a pothole or turn a light on without calling in a contractor. That said, there are times when, due to the need for special expertise or a tight timeline, the city will engage with those outside city hall to get the job done. But that should be the exception, not the Rule.

My word is my bond, and before I make that pledge, I need more information. When it comes to the city’s finances, it has been challenging to get a straightforward answer, even for council members. Indeed, earlier this year, the CAO and CFO were at odds over whether a budget crisis existed. Several months ago, we learned from the administration that the NOPD had overspent its budget by $42 million and is on track to be tens of millions of dollars over budget in 2025. There is also time for the current administration to take more action that could have a positive or negative impact on the bottom line. 

When I am elected mayor, I will want to trust but verify everything and then verify it again. That means bringing in third-party auditors working in a transparent partnership with AFSCME and the whole community. More specifically, thanks to the recent charter change, this council has pressed forward, and I will be able to initiate the 2026 budgeting process earlier. This will focus on spending audits and revenue estimation, while gathering council members' priorities, seeking consensus on major issues, and identifying areas where we have differing views 

Again, I need more information, especially as the ground shifts beneath our feet regarding Medicaid, federal policy/law, and healthcare costs in general. That said, if we want effective city employees, they need to be healthy. So the city has a clear interest in ensuring the highest level of coverage and care possible. I would like to collaborate with AFSCME and others on this issue.

Royce Duplessis

Mayor of New Orleans

My administration will be committed to retaining experienced employees by ensuring they are properly compensated and by creating a workplace where people feel valued, respected, and regularly recognized for the contributions they make to this city. Pay is critical, but so is the culture of respect and appreciation that keeps people motivated to serve.

When it comes to privatization, I believe we must approach it very carefully and only when it is absolutely clear that the City cannot carry out these functions in-house. Our first priority will always be to strengthen and properly staff city departments so they can fulfill their missions directly. Contracting out core services should be the exception, not the rule.

My goal is to inspire our workforce, support them with the resources they need, and build a city government that reflects pride in its people. When employees are respected and supported, the residents of New Orleans receive the high-quality services they deserve.

Matthew Hill

Council at Large Division 1

I’ll fix retention by correcting pay compression and creating clear step-and-lane career ladders with longevity bumps, lead-worker and credential differentials, and a sensible COLA policy. For hard-to-fill roles we’ll use hiring/retention bonuses and shift/on-call/hazard pay, while making the workday humane: cap forced OT, standardize scheduling, and ensure parts/equipment so crews aren’t “waiting to work.” Add modern flexibility (9/80 schedules, hybrid where feasible), transit passes and child-care support, plus paid apprenticeships and a 10-day internal bid window—paired with knowledge-capture time so tenured employees can pass on what they know.

To stabilize culture and speed hiring, we’ll cut time-to-hire to ≤60 days with continuous eligibility lists, same-day conditional offers, and provisional hires for critical roles. Supervisors will be certified in respectful workplace, EEO/ADA/FMLA, Civil Service, and CBA application, and we’ll use a Just Culture model—coach first, proportionate discipline, documented timelines. Lean Government drives the day-to-day: joint labor-management cells with AFSCME run monthly gemba/kaizen sessions to fix pain points, lock in Standard Work, and publish a simple public dashboard tracking vacancies, time-to-hire, grievance age, injuries, and service SLAs.

To curb privatization, I’ll pass an insourcing-first requirement: no outsourcing or renewals without a transparent make-or-buy test, AFSCME consultation, workforce transition plans, and clawbacks when vendors miss KPIs. We’ll audit major contracts (waste, mowing, facilities, fleet, IT helpdesk, call centers), insource where it beats vendors, and fund the rebuild by redirecting vacancy savings and a slice of contractor spend. In the first 100 days: release a Retention Package, launch three apprenticeship cohorts, run a 60-day hiring sprint in DPW/Parks, freeze new privatizations pending tests, and stand up JLMCs with a public dashboard. In 12 months: turnover ↓20%, critical vacancies <10%, time-to-hire ≤60 days, contractor spend ↓30% in targeted functions, OT ↓25%, injuries ↓20%, and playbooks covering 80% of mission-critical tasks—proving that Lean co-design keeps expertise in-house and services on-time.

Matthew Willard

Council at Large Division 1

One of my main priorities on the Council will be to make this City more livable for everyone who calls New Orleans home. And with our City employees specifically, that starts with ensuring a living wage, competent leadership, and good benefits. Retention also depends on restoring basic functionality at City Hall.

I would like an across the board analysis on how much departments pay contractors versus how much we would spend to bring more work in-house. I know we have workforce shortages, and I would like to know if this is due to pay levels, management issues, or overall population loss in the City.

By making New Orleans an easier and more affordable place to live, we can make it more feasible for workers to stay, raise families, and build careers here.

Kenneth Cutno

Council at Large, Division 2

The City of New Orleans cannot afford to keep losing experienced employees who know how to get the job done. Chronic short-staffing hurts both workers and residents, and privatization often costs taxpayers more while delivering less.

As Councilmember, I will:

Prioritize competitive pay and benefits so City workers can afford to live in New Orleans and support their families. Cost-of-living adjustments must be a regular part of the budget, not an afterthought.

Invest in retention by creating clear career ladders, mentorship opportunities, and recognition programs that reward long-term service. Our most experienced employees should feel valued, not overlooked.

Fund staffing adequately so agencies are not forced to rely on costly private contractors. City services should be carried out by public employees who are accountable to the people—not private firms driven by profit.

Require transparency in outsourcing by demanding cost-benefit analyses before any privatization decisions are made, and ensuring that the Council and the public can weigh in.

Create a supportive work environment where employee feedback is taken seriously, grievances are addressed fairly, and supervisors are properly trained.

A strong city workforce is the backbone of reliable public services. By focusing on retention, fair pay, and staffing stability, we can reduce turnover, save money, and build a city government that works for the people of New Orleans.

Gregory Manning

Council at Large, Division 2

I would prioritize increasing the wages of the lowest wage earners on the city's payroll by $15,000, which would require only an approx. $27M budget line item. I will never approve any privatization scheme of any city services under any circumstances, period. Finally, I think we need to staff up substantially across the city's workforce to alleviate the burden on existing employees and provide better service to residents. 

JP Morrell

Council at Large, Division 2

Last year, I authored legislation requiring a comprehensive market pay study for all classified workers every three years. Retaining and attracting quality employees requires us to pay competitive wages. Pay studies are essential to ensuring City wages are keeping pace with private sector wages. 

Alex Mossing

City Council District A

We currently find ourselves in a cycle where because we have a shortage of city workers to perform essential services, we are forced to look to outside contractors, which costs us more in the long run and is less efficient, leaving us with fewer resources to hire and train city workers for understaffed positions. We have to break this cycle. I will advocate for a strong workforce development pipeline, connecting programs as early as middle and high school with future employment in city departments. Students should have opportunities to interface and intern with departments, and the city should also build partnerships with aligned programs with local colleges and universities to attract skilled workers. Morale will improve as the agencies are fully staffed and individuals become less overburdened. We will also be able to rely less on outside contracts, regaining more accountability for results and becoming more responsive to city needs more quickly.

Holly Friedman

City Council, District A

Retention starts with fair pay, safe working conditions, and respect for employees’ rights. I will support competitive wages tied to cost of living, invest in training and career development, and enforce workplace protections to keep experienced workers on the job.

Bob Murrell

City Council District A

The neoliberal model that has governed City Hall is failing constituents and City workers alike. The overspending of NOPD should never cause a hiring freeze for critical city services, and I’ve been a vocal opponent of Gilbert Montano’s continued practice of pushing austerity on the New Orleans municipal workforce. I want year-round budget sessions that are actively gathering spending from every department, ensuring those numbers match expected spending, as well as comparing spending to department performance. I want to significantly increase our City’s workforce in a way that meets the moment we’re in without hurting the city’s long-term financial viability, including recruiting former City workers and people in the non-profit sector who provide services funded by City dollars.

Aimee McCarron

City Council District A

My platform from the beginning has been about working to stop our reliance on outside contractors for the basics because this is the only way we are going to make the city work again. My plan to do this starts with the approval process of the next mayor's department heads. I mentioned it in a previous questions but one of the things I am going to be asking aside from their qualifications, is how they plan to inspire, motivate, and empower their employees. Are they going to be willing and able to step in when needed to help and are they committed to working with the council, our other union partners on apprenticeship programs, and truly commit to ending our reliance on outside contractors. I believe this is probably the biggest thing we need to tackle for our city and we must make sure all partners, including our department heads are on board. 

Kelsey Foster

City Council District C

Chronic understaffing has left too many City departments unable to meet basic service needs, while also burning out the workers who remain. Retention starts with competitive pay, predictable raises, and affordable health insurance—but it also requires staffing levels that allow people to do their jobs safely and effectively. I will fight against the privatization of core services, because outsourcing weakens accountability and often costs the City more in the long run. Instead, we must prioritize filling vacancies and giving employees the tools they need to succeed.

Freddie King III

City Council District C

Retention starts with fair pay, respectful supervision, and manageable workload. I will support market-informed salary ranges, address compression, and set predictable cost-of-living reviews so people can see a future with the City. Clear career ladders and training tied to promotion will reward skill and experience, and we will backfill vacancies on a timeline that reduces burnout and overtime. Manager performance will reflect safety outcomes, turnover, and grievance trends because leadership quality drives retention. Benefits must help people stay healthy and on the job, so I will work to improve plan affordability and access to counseling, tuition assistance, and credential support where operations allow. On privatization, the default is to build City capacity. Before outsourcing, we will require a transparent make-or-buy analysis that proves better value and accountability, and for core services we will hire, train, and retain City employees to deliver them. This is consistent with my platform promise to deliver reliable city services and expand economic opportunity, and it reflects my work as a councilman who strengthens the workforce that keeps our neighborhoods running.

Eliot Baron

City Council District C

In order to lobby successfully that utilities must remain under or return to public ownership and control, it would be wise to fully staff with properly trained and expert employees those organizations that carry out these missions; might lead to some improved retention too.

Leilani Heno

City Council District D

Retaining experienced employees is key to any organization’s success. For our city, that means competitive pay, strong benefits, and opportunities for professional growth to ensure that tenured employees stay and continue contributing their expertise. 

To address chronic understaffing, I would prioritize hiring for critical positions and invest in workforce development, so departments have the staff they need to fulfill their missions effectively. I also believe we should limit the privatization of city services and focus on building strong, well-staffed city departments; when employees are supported and empowered, they deliver better services for our residents and strengthen our city from within.

Cyndi Nguyen

New Orleans City Council District E

To improve worker retention, I will advocate for competitive wages, fair benefits, and clear career advancement opportunities that reflect the rising cost of living in New Orleans. Streamlining the hiring process and investing in professional development will help us fill vacancies more effectively while keeping experienced employees engaged. I oppose unnecessary privatization of city services and believe we must strengthen our public workforce by properly staffing agencies to fulfill their mission and serve residents with accountability.

Jonathan-Anthony Roberts

City Council District E

The City cannot provide quality services if it cannot retain experienced employees. My plan is to:

• Prioritize competitive pay so city workers are not forced to leave for the private sector or other municipalities.

• Remove hiring freezes in understaffed departments and commit to preserving filled positions even during budget shortfalls.

• Invest in training and career pathways so employees can grow within the City instead of seeing it as a short-term job.

• Push back against the privatization of city services, which often reduces quality, raises costs, and undermines accountability.

• Improve health benefits, protect FMLA and sick leave rights, and ensure workers are not punished for using the benefits they’ve earned.

When city employees are respected, supported, and fairly compensated, they are able to carry out their mission effectively; which benefits every resident of New Orleans.

Rev.Richard S.Bell

City Council District E

Having meeting 

Gavin M. Richard

City Council District E

To properly staff city services, I would look at employing those who are qualified to work in those city services and organizations. In particular, we'd need to start recruiting young people who do not have ties to private companies. These are those 18 and up.  We'd also need to have oversight over on staffing. Of course, more information and research is needed, but transparency helps make better government and builds trust with the citizens.

We have just marked 20 years since the devastation to our city that was Hurricane Katrina. Many of the new buildings and repairs which were made in the immediate aftermath were either poorly built or so poorly maintained that they are already crumbling. How would you improve the Capital Projects system so that the city is best utilizing the funds granted to us by the taxpayers of New Orleans? How can the City plan ahead to prevent similar devastation occurring with the threat of longer and more powerful storm seasons in the future?

Frank Robert Janusa

Mayor of New Orleans

The City first needs to sell the blighted buildings that it owns. We need to hold the contractors accountable for shoddy work. I will hire some real experts and not department cronies. I will find planners with expertise.

Richard Twiggs Jr.

Mayor of New Orleans

Nearly twenty years after Katrina, we are still living with the failures of short sighted rebuilding structures built in haste, with poor oversight, and little long-term planning. To truly honor the lessons of that tragedy, my plan begins with reallocating the $600 million in unspent Katrina relief funds to priority capital projects. These funds, sitting idle, must be directed into rebuilding infrastructure the right way; using stronger materials, modern designs, and transparent oversight. Alongside this, we will launch initiatives we’ve previously discussed: expanding infrastructure jobs that put our people to work, reinforcing wages so City workers are motivated to stay, and offering scholarships and training to build a skilled workforce that can carry out these projects with pride. Preventing future devastation requires more than patchwork; it means investing in resilient infrastructure, flood mitigation, and long-term planning modeled on global best practices like the Dutch flood defense system. By combining unused federal funds with local innovation and workforce development, we can ensure that taxpayer dollars are not wasted on temporary fixes but instead build a safer, stronger New Orleans prepared for longer and more powerful storm seasons. This is about accountability, resilience, and finally delivering lasting protection to our city.

Oliver Thomas

Mayor of New Orleans

Twenty years after Katrina, we should not still be rebuilding the same buildings. And yet—too many of the facilities that were meant to symbolize recovery are now crumbling because of poor construction, mismanagement, and a lack of long-term planning. That’s not just a waste of taxpayer dollars—it’s a betrayal of public trust. As Mayor, I will overhaul our Capital Projects system to ensure we’re not just rebuilding, but building right—with accountability, durability, and climate resilience at the core.

First, we’ll establish a Capital Projects Accountability Office that reports directly to the Mayor and the public. This office will be responsible for monitoring project timelines, contractor performance, and budget adherence in real time—with quarterly public reports, site visits, and a requirement for contractors to meet basic standards of quality, safety, and durability. We will no longer accept mediocrity with public dollars.

Second, I will lead a full audit of open and incomplete capital projects to identify where dollars have been delayed, misused, or poorly allocated—and we’ll reassign resources to shovel-ready, community-prioritized projects that meet resilience and infrastructure needs. We’ll also create a pipeline of vetted, local contractors—with preference for those who’ve demonstrated a commitment to high-quality, climate-smart construction.

But improving what we build isn’t enough—we have to plan for the storms ahead, not the storms behind us. That means embedding climate resilience into every stage of capital planning: from green infrastructure and elevated construction to storm-hardened public buildings that can double as emergency shelters. I will direct our City Planning Commission and Resilience Office to create a new Storm-Ready Infrastructure Plan that ensures all new capital projects meet standards for flood mitigation, wind resistance, and long-term sustainability.

We’ll also increase coordination with FEMA and HUD to not only unlock recovery dollars faster but to ensure that we are using those funds to build smarter—not just cheaper. And I’ll advocate for a city-wide bond measure focused specifically on hardening our infrastructure—prioritizing drainage, energy independence, and the kinds of upgrades that protect neighborhoods long before a storm ever hits.

Finally, we will treat community voice as non-negotiable. Residents know which schools, streets, clinics, and public spaces have been rebuilt just to break again. They also know where the investments haven’t come at all. My administration will use participatory budgeting, neighborhood feedback sessions, and transparency tools so that the people funding these projects—the taxpayers—can help decide what gets built, how it’s built, and who’s held accountable when it isn’t.

We can’t afford to rebuild New Orleans every generation. As Mayor, I’ll make sure we build a city that lasts. One that honors the lessons of Katrina, prepares for the storms ahead, and respects the sacrifice and resilience of the people who never gave up on this city.

Helena Moreno

Mayor of New Orleans

I want city capital projects and all infrastructure projects involving the city to be delivered by empowered decision-makers acting with decisive urgency, just like what happened for the Super Bowl. During those months, we proved we could do better, and the people of New Orleans deserve this consistently, not just when a significant event is approaching. As mayor, I will facilitate constant coordination on capital projects/infrastructure with senior staff and stakeholders, ensuring projects are completed on time and within budget, integrating drainage and water maintenance into the city’s regular management of other projects (including lead line replacement). I want to reform the SWB from top to bottom. The pumps must work and keep working with enough electricity to go around. I will bring in a team of third-party experts to audit budgets and systems, ensuring that power, sewer, water, and drainage are in place to prevent devastation from floods and storms. 

More generally, I will set a comprehensive strategy and a broad, integrated implementation plan for local infrastructure, encompassing ALL taxpayer dollars from pumps, drains, power lines, public transportation, schools, hospitals, and the airport. That said, after the midterms, when cuts from the so-called Big Beautiful Bill (BBB) and elsewhere start to bite, we will have a whole new set of problems. The city departments of homeland security, NOPD, health, EMS, fire, 9-1-1, and our infrastructure all run on significant federal funds. Not to mention critical agencies like FEMA are expected to be gutted if not eliminated. That will make New Orleans less prepared for a future where we can expect more destructive storms, and there is not nearly enough money in the city budget to make up for the millions in cuts. 

That is why this election is so important. New Orleans needs to be united and strong to weather these unpredictable, difficult times. 

Royce Duplessis

Mayor of New Orleans

Twenty years after Katrina, it is unacceptable that so many public buildings and infrastructure projects are already failing. As mayor, I will improve the Capital Projects system by holding contractors accountable, enforcing higher standards of workmanship, and ensuring regular inspections so that what we build today lasts for generations.

We must also plan for stronger storm seasons by making resilience a core requirement. That means stronger building codes, fortified roofs, and investments in green infrastructure to reduce flood risk. Capital Projects must be built to last and built to protect our people.

Matthew Hill

Council at Large Division 1

First, we’ll fix how Capital Projects are chosen, designed, and built so we stop paying twice for the same work. I’ll stand up a Capital PMO with a stage-gate process (business case → 30/60/90 design → construction → commissioning) and a Change Control Board to kill scope creep. Contractors will be pre-qualified on past performance, safety, and financial strength; low bid alone won’t win—best-value will. Every project gets an independent owner’s rep/Clerk of Works for on-site QA/QC, mandatory third-party testing, and commissioning before acceptance. We’ll hardwire warranties and retainage to real results (e.g., no final payment until punch-list and 12-month post-occupancy fixes), require as-built digital handover (GIS-tagged assets, O&M manuals, parts lists), and tie designer/contractor eligibility to a rolling scorecard (defects, delays, change orders, claims).

Second, we’ll stop the chronic decay by funding the life of the asset—not just the ribbon-cutting. No project advances without a life-cycle cost and a 10-year maintenance plan (training the crew included). We’ll set a protected O&M reserve (e.g., 2–4% of replacement value per year), publish a capital dashboard (budget, schedule, change orders, warranty status), and run Lean “gemba” design reviews with frontline staff so the thing we build is the thing we can actually maintain. Streets and drainage will use performance specs (e.g., permeable/porous surfaces with catch basins where appropriate, minimum service-life standards, and pavement management triggers), plus performance-based maintenance contracts that penalize early failure. Bottom line: no maintenance plan, no project.

Third, we’ll climate-proof what we build so the next long, intense storm season is disruptive—not devastating. Adopt resilience design standards citywide (freeboard above Base Flood Elevation per ASCE 24+, higher wind loads, dry/wet floodproofing) and harden critical facilities with microgrids/backup power, on-site water/fuel, and redundant comms. Scale green-blue infrastructure—bioswales, detention, tree canopy—to slow and store water block by block, while elevating/electrically protecting pump controls and consolidating weak links in power and drainage. Pre-negotiate emergency task-order contracts, build mutual-aid and supply agreements, and drill ICS-based continuity plans so recovery starts day one. Planning, codes, and capital dollars will point the same way: build once, build right, and build resilient—so taxpayer funds buy durability, not do-overs.

Matthew Willard

Council at Large Division 1

The City’s Capital Projects system must be tied to a transparent, outcomes-oriented budget process that ensures taxpayer dollars are spent effectively and projects are properly maintained. Right now, systematic mismanagement and underfunding have left too many public assets in disrepair. We need recurring, dedicated maintenance funding for City facilities and infrastructure, coupled with stronger accountability measures so projects don’t just get built, but last.

At the same time, we have to plan for a more volatile climate. That means relying more on scientists and engineers and less on politicians. That means upgrading drainage and pumping systems, and investing in green infrastructure to reduce flooding and subsidence. It also means making sure evacuation systems — from contraflow routes to public alert sirens — are functional and responsive. The priority must be protecting vulnerable populations and building resilience into everything we do, so that taxpayer dollars are not wasted on short-term fixes but invested in long-term sustainability.

Kenneth Cutno

Council at Large, Division 2

Twenty years after Katrina, New Orleanians should not still be dealing with crumbling infrastructure and poorly executed projects. Taxpayers deserve accountability, quality, and resilience when it comes to capital projects.

As Councilmember, I will:

Strengthen oversight and transparency by requiring regular public reporting on project timelines, budgets, and contractors so residents can see where their money is going.

Enforce higher construction standards to ensure that every project is built to last, with independent inspections to prevent shoddy work.

Prioritize resilience by requiring that new buildings, roads, drainage, and utilities are designed to withstand stronger storms and rising water levels.

Plan ahead through long-term capital planning that focuses not only on repairs but on climate adaptation—flood protection, green infrastructure, and energy resilience.

Invest in local workforce and contractors so the dollars we spend strengthen our own economy and build accountability into the process.

New Orleans cannot afford “quick fix” projects that fail in a decade. We must use capital funds to build a city that is stronger, safer, and more resilient for the next generation

Gregory Manning

Council at Large, Division 2

First, we need to hire more people to work for the city who can do these maintenance tasks to prevent public buildings from falling into total disrepair out of negligence. Secondly, we need to attract better contractors to build these facilities in the first place, and the reason we have trouble attracting quality contractors is because of our city's failure to pay contractors in a timely manner. We have to put a stop to that bad habit immediately. Conversely, public contracts should also incorporate quality benchmarks to allow the city to hold contractors accountable for bad work by allowing the city to reject contractors with poor performance records and even recoup some funds spent on poor quality work. Finally, we need to act quickly to spend the money we do have for major public infrastructure, namely the millions in unspent FEMA funds awarded after Katrina. 

JP Morrell

Council at Large, Division 2

The Capital Projects system must have more transparency. Even as a Councilmember, I struggle with tracking the projects and budget allocations under our current system. This year, we are trying something different. The Capital Projects bond proposition on the November ballot is tied to a Council Resolution. The Council Resolution lists the projects that are to be funded with the bond money. If money needs to be re-allocated or priorities need revisiting, this will happen in a public meeting with ample opportunity for public comment. No more back-door deals. We all have the same list with the same allocations and any change requires a public meeting. 

Climate change is a significant threat to our city. When we are looking at our vertical Capital Projects, whether it's park restrooms or a new City Hall, we must use resilient building practices. From fortified roofs to energy-efficient insulation, it is essential that City projects make investments on the front-end that protect the longevity of our investments. 

Alex Mossing

City Council District A

In the years immediately following Hurricane Katrina, the city worked with many stakeholders to create a Master Plan and a Comprehensive Zoning Ordinance rooted in that plan. While we still have the CZO, it is clear that the Master Plan has gone by the wayside. It is essential that the city returns to a project management system rooted in a long-term vision. We need to create a comprehensive plan for unfinished/unaddressed capital projects not yet completed in the last 20 years, and we need a clear, objective, and equitable maintenance schedule established for infrastructure citywide. Future capital projects should be completed with an eye towards resilience and advanced construction practices so that we are building in safeguards against future challenges and disasters.

Holly Friedman

City Council, District A

We need stricter oversight, transparency, and accountability in Capital Projects to ensure taxpayer dollars are spent on quality, durable work, not short-term fixes. I support independent audits, better contractor vetting, and publishing project progress online so residents can track results. To prepare for stronger storms, the City must invest in resilient infrastructure, prioritize drainage and power reliability, and plan long-term for climate adaptation so we are not rebuilding the same failures after every disaster.

Bob Murrell

City Council District A

Seeing our libraries continue to struggle to stay open due to faulty AC is a prime example of how our facilities, even for departments with dedicated millages, are being abandoned. We must have Capital Projects across city-owned and city-run agencies be centralized, with a robust capital projects plan for the short term and the long-term for upkeep and maintenance, upgrades and improvements, and cross-agency use and funding. We must harden our facilities not just for their own survivability, but also to provide refuge during storms. I look to our neighbors in Cuba who can't evacuate for hurricanes but still manage to avoid deaths during tropical weather, and they do so utilizing community buildings that are built to survive extreme weather. I believe our city facilities can provide more opportunity for safe haven to those who don't have the privilege of evacuation.

Aimee McCarron

City Council District A

Let's face it - capital projects is a mess. There is little to no coordination at this point between capital projects, SWBNO, and Administration and the Council has been completely left out of the planning process. This needs to change. The City Services Coalition has made the recommendation of a "Capital Cabinet' and in their original suggestion, they didn't have Council included, well that has now changed based on my recommendation to the group. The Council is an extremely important part of this team because we know our districts and we get all the phone calls when something isn't working or someone wonders why their street isn't fixed. In order to try and fix this issue, I am proposing all of the above partners listed, including council, get together and work on a 5-year infrastructure plan to address short term and long term infrastructure plans. We must have a plan for the FEMA funded projects that lost funding, that includes short term plans for temporary fixes and then long term plans for full reconstruction. This must all be done in a transparent and public facing process so residents can understand what is going on and what the timeline is for their streets. We must also work with our state and federal partners on what we can expect (or not expect) as far as assistance. In the current federal administration, we have obviously seen funding cuts to many emergency assistance programs, we need to ensure we are aware and prepared for this and have a plan that works. 

Kelsey Foster

City Council District C

Too often, public dollars for infrastructure have been mismanaged, resulting in waste and buildings that do not stand the test of time. I will push for more transparent, accountable reporting on Capital Projects—so the public knows where tax dollars are going and whether contractors are delivering quality work. Preventive maintenance must become a priority, because it is always less costly to preserve a facility than to rebuild one. Looking ahead, we must also design and maintain public facilities to withstand stronger storms and rising heat, with safe workplaces for employees and reliable cooling centers for residents. The key to long-term maintenance of our capital projects lies within better long-term planning and management of our operating budget. I support working with the CAO’s office to begin long-term planning for our operating budget to ensure that once capital projects are built, we have sufficient and sustainable funds to maintain them.

Freddie King III

City Council District C

I will improve Capital Projects by strengthening planning, quality, and maintenance from start to finish. A five-year plan tied to facility condition data, hazard maps, and service needs will guide what we build, and resilient design standards for wind, flood, and heat will be required on the front end. Procurement will emphasize past performance and safety, warranties will be enforced, and independent inspections will verify workmanship before payment. Every project will include an operations and maintenance handoff so staff are trained and preventive work is funded. A public dashboard will show scope, budget, schedule, change orders, inspections, and warranty status so taxpayers can see progress and problems in real time. To prepare for longer and stronger storms, we will elevate and floodproof critical systems, add backup power at key sites, expand green infrastructure, harden building envelopes, and designate cooling and charging hubs for residents. This plan reflects my platform’s focus on city services, infrastructure, and accountability, and it matches my work on the Council to push for transparency and basic services people can trust.

Eliot Baron

City Council District C

To talk about hurricanes and the like, oil spills, credit crises, pandemics etc. and to reduce issues of climate change, city infrastructure and resilience to the funds New Orleans tax payers approve is overlooking huge contributions from other sources and is indicative of the lack of all encompassing approaches which limit quality control and quality assurance.

Leilani Heno

City Council District D

Drawing from my business experience, I know the importance of strong oversight, cost controls, and maintenance to ensure taxpayer dollars are spent wisely. The city must also invest in resilient infrastructure, including upgraded drainage and climate-smart building standards, so we can protect residents and public assets from stronger, more frequent storms in the future.

Cyndi Nguyen

New Orleans City Council District E

The City must hold contractors accountable for quality and durability by strengthening oversight, requiring stricter performance standards, and enforcing penalties for poor work. I will push for a transparent Capital Projects system that includes regular audits and public reporting so taxpayers know how their dollars are spent. Looking ahead, we must invest in resilient infrastructure—using stronger building codes, green infrastructure, and storm-hardening measures—to prepare for more frequent and severe storms. By planning with resilience in mind, we can protect both our neighborhoods and our long-term investments.

Jonathan-Anthony Roberts

City Council District E

Hurricane Katrina taught us that weak infrastructure and poor planning put lives at risk. Two decades later, we cannot afford to repeat those mistakes. My plan is to:

• Make the Capital Projects system fully transparent to the public, with clear timelines, budgets, and progress reports so residents and workers know where their tax dollars are going.

• Prioritize regular maintenance of city buildings to avoid costly failures and dangerous conditions. Deferred maintenance is not just inefficient; it endangers both employees and residents.

• Protect City workers by ensuring that no one is required to operate in unsafe facilities. Employees deserve healthy, safe workplaces, and accountability for unsafe conditions must be enforced.

• Designate and maintain public cooling centers and storm-resilient buildings, especially in vulnerable neighborhoods, so residents have safe places during extreme weather.

• Plan for climate resilience by investing in green infrastructure, storm-hardened facilities, and sustainable building practices.

A safe and resilient New Orleans requires not only rebuilding but maintaining and planning for the future.

Rev.Richard S.Bell

City Council District E

Emergency alarm system 

Gavin M. Richard

City Council District E

The city can prevent similar devastation by better planning ahead of the hurricane season. Also, establishing a committee to have oversight on funds that have been granted to the city. Most importantly, an audit needs to be done on any grants given to the city, to make sure the funds are properly allocated for where they need to go. 

Nurses at UMC have gone on strike four times over the past year in pursuit of a union contract, citing poor working conditions as a liability for the health of New Orleans citizens. Do you have a message for LCMC at the bargaining table? How do you envision organized labor's role with regards to industry? How would you describe your opinion on unions?

Frank Robert Janusa

Mayor of New Orleans

LCMC needs to communicate with the nurses! Labor and industry need to communicate. I have an open-minded opinion. LCMC and the Nurses both need to learn to collaborate!

Richard Twiggs Jr.

Mayor of New Orleans

To the nurses at UMC, my message is simple: we see you, we hear you, and we stand with you. You carried this city through Katrina, you carried us through COVID, and you continue to save lives every day. Now it is our turn to take care of you. To LCMC, I say this: respect the people who are the backbone of your hospital system. A union contract is not a threat. This is a pathway to stability, retention, and higher-quality care for the citizens of New Orleans.

I envision organized labor as a partner in every industry—whether in healthcare, public works, or education—because when workers have a seat at the table, industries are stronger and more accountable. Unions safeguard not only wages and benefits but also the public interest by ensuring safe staffing levels, professional standards, and dignity in the workplace.

My opinion on unions is clear: they are essential. They protect workers from exploitation, give voice to the voiceless, and build the kind of solidarity that lifts entire communities.

Oliver Thomas

Mayor of New Orleans

The nurses at UMC—and every frontline worker in this city—deserve dignity, safety, and a voice. I’ve been out there with them on the picket line. I’ve listened to their stories, looked them in the eye, and heard their call for fairness. Their fight is a fight for all of us—because when nurses don’t have what they need to do their jobs safely, it puts the entire city’s health at risk.

To LCMC, my message is direct: while at the bargaining table, be there in good faith and do right by the people who’ve carried us through pandemics, hurricanes, and everyday emergencies. These are not just workers—they are caretakers, community leaders, and the backbone of our healthcare system. Reaching a fair union contract isn’t just the right thing to do—it’s essential to protecting the well-being of New Orleanians.

I stand with labor every day—not just in moments of crisis, but as a matter of principle. I’m the proud son of two union members. My parents taught me early on that organized labor isn’t just about wages—it’s about respect, opportunity, and the power of people coming together to demand what they’ve earned. Upholding the rights and dignity of working-class people runs through my veins.

As Mayor, I will be unapologetically pro-worker and pro-union. That means using the power of City Hall to ensure public-serving institutions like hospitals, contractors, and agencies are fair actors—meeting the standards we expect when taxpayer dollars and community well-being are on the line. It means embedding labor standards in city contracts, supporting workers’ right to organize, and using the bully pulpit to amplify their voices.

Organized labor is not a threat to industry—it’s a path to balance, accountability, and shared success. My administration will focus on partnership: lifting up both workers and employers to build a stronger, fairer New Orleans. Because when working people thrive, our entire city rises with them.

Helena Moreno

Mayor of New Orleans

I know the UMC nurses and support them. They literally have some of the toughest jobs on the planet. They are fighting not only for themselves, but for their patients, who could be you, me, or a loved one. They should be paid and treated fairly. 

You know me. I believe that by affirming workers’ rights to organize, we ensure that public servants have the power to improve their working conditions and provide the best experience for citizens. I have also seen in recent years, when things have gone wrong at city hall, that unions have been a positive force for change. I have also seen city employees warning of problems before they become common knowledge. 

So I am all for unions. Everyone should have a voice because wisdom and insight are not only found on the 2nd floor. City employees often know better than anyone what is actually occurring and how to fix it. Plus, they get that when it comes to the budget, everything needs to fit. 

Royce Duplessis

Mayor of New Orleans

I am a strong supporter of unions and have consistently earned the endorsement of organized labor throughout my career. Organized labor plays a vital role in protecting workers, strengthening industries, and ensuring that our economy is fair and sustainable.

On the specific issue at UMC, I believe nurses serve in a critical role and deserve fair compensation, safe working conditions, and a voice in shaping their workplace. At the same time, the hospital must remain fully functional to serve the health needs of New Orleans. As mayor, I will bring LCMC leadership and the nurses’ union together to work toward a resolution that supports our nurses while keeping this critical hospital running effectively and efficiently.

My message to LCMC is simple: respect the workers who make your mission possible. When labor and management work in good faith, the entire community benefits.

Matthew Hill

Council at Large Division 1

To LCMC at the table: bargain now, in good faith, with the bedside at the center. Commit to hard floors on safe staffing (unit-specific ratios/acuity), predictable scheduling with caps on mandatory OT, a funded violence-prevention plan, paid preceptor/charge differentials, and real time for training. Stand up joint nurse-management kaizen teams that meet weekly on the units to remove waste—bad workflows, duplicate charting, supply hunts, broken equipment—and lock in fixes as Standard Work. Publish a simple monthly scorecard (turnover, OT hours, LWBS, falls, HAIs, time-to-admit). Freeze executive bonuses until safety and staffing targets are met. Every dollar saved from process waste goes first to wages, staffing, and working conditions—lean savings to the bedside.

Organized labor’s role with industry: labor is not the problem—it’s the engine of quality. Unions are the early-warning system for safety, the talent pipeline for apprenticeships and clinical ladders, and a co-designer of productivity. My model is interest-based bargaining with transparent metrics and shared gains: when nurse-led improvements cut ED boarding or reduce agency spend, a defined share funds permanent staff, differentials, and equipment. The City can reinforce this by tying any incentives, permits fast-tracking, or partnership MOUs to labor standards—safe staffing commitments, training pipelines with Delgado/UNO, and joint safety committees with decision authority.

My view on unions: I’m pro-worker and pro-productivity; those are the same thing when you run operations well. A union contract that protects voice, safety, and fair pay is also how you retain skill, lower turnover costs, and deliver better outcomes for patients and taxpayers. I’ll use my platform to support neutrality and good-faith bargaining locally, and I’ll champion Lean Government practices that make shifts calmer and safer—because when frontline professionals help redesign the work, care improves, waste shrinks, and everyone wins.

Matthew Willard

Council at Large Division 1

My message for LCMC is simple: do right by your people and come to the table in good faith. Nurses are superheroes — the long hours, relentless pace, and life-or-death situations they handle daily demand respect and fair treatment. Organized labor plays a vital role in ensuring that workers’ voices are heard, their rights are protected, and their industries operate safely and sustainably. I’ve always been a staunch advocate for unions, and I actually just recently hand delivered a letter of support for a fair first contract for UMC nurses to Greg Feirn, LCMC’s Chief Executive Officer. I believe when workers are empowered, everyone benefits — not just the workers, but the patients, families, and communities they serve.

Kenneth Cutno

Council at Large, Division 2

To LCMC at the bargaining table, my message is simple: respect the nurses, respect the workers. Nurses and frontline healthcare workers are the backbone of our hospital system, and their working conditions directly affect patient care. Every delay in reaching a fair contract puts both workers and the public at risk.

I believe organized labor is essential to creating fairness in industry. Unions give workers a voice, ensure safety standards, fight for better wages and benefits, and help build stable, long-term careers. A strong labor movement also benefits the community by raising standards across entire industries.

My opinion on unions is clear: I strongly support them. Unions are not a liability—they are a partner in building safer workplaces, a stronger economy, and a healthier city. When workers have power at the table, all of New Orleans benefits.

Gregory Manning

Council at Large, Division 2

I have proudly stood with the nurses since the very start of their fight. My message for LCMC is that they have betrayed the spirit of Charity, they've made a mockery of its legacy, and they must stop their obstruction and dissembling and come to the table to negotiate a contract in good faith. Until then, I will continue to galvanize the community around the nurses' cause and maintain the pressure on LCMC by any means the nurses deem necessary. 

Organized labor is essential to ensuring that working people get a fair shake in our economy. I believe every worker should be part of a union and be allowed to form one without any impediment. Unions are the best, and often only, way to ensure that the wealthy cannot hoard resources and drive the impoverishment of working families and individuals. 

JP Morrell

Council at Large, Division 2

I am a strong proponent of unions. The right to unionize is fundamental. When AFSCME's contract came to the Council for approval, I ensured it was immediately approved. Two years is entirely too long for municipal employees to wait for union recognition. I will continue to support and speak out for unions and union causes. 

Alex Mossing

City Council District A

New Orleans has lost 20,000 residents over the last five years, and many of these individuals are working professionals in essential fields like healthcare and education. Refusing to acknowledge the importance of these roles and to agree to competitive pay and decent working conditions is likely to exacerbate the loss of these individuals. Hospital management companies are extremely profitable, but the people driving their success are the nurses doing the bulk of the care work every day. Healthcare is fundamentally about protecting humans. This courtesy should extend to the nurses. I believe unions serve an important role in limiting income inequality, which is essential for maintaining a middle class. We have seen the pendulum swing far away from workers rights over the last 50 years, and it is time for balance to be restored.

Holly Friedman

City Council, District A

My message to LCMC is clear: respect the nurses and bargain in good faith. Safe staffing and fair conditions are not only worker issues; they are public health issues. Organized labor plays a critical role in holding industries accountable, raising workplace standards, and ensuring the voices of frontline workers are heard. I strongly support unions as a vehicle for fairness, dignity, and equity, and I will stand with workers fighting for their rights

Bob Murrell

City Council District A

I have been on the picket line several times, as well at rallies at LCMC headquarters. There are LCMC nurses in District A that have been disappointed by the lack of leadership from the current Council, and I will proudly continue to support the nurses' organizing and will continue to demand LCMC bargain in good faith and stop retaliation against its organizers. The health care industry in New Orleans is huge and well funded, but those wages are not making their way to the pockets of clinicians or for improved working conditions. Imagine if our health care industry in New Orleans was more focused on providing care to the thousands of poor New Orleanians who need it, instead of focused on increased corporate greed by executives and the financiers of their massive expansion projects. 

I am a socialist, and I acknowledge that none of the wealth of New Orleans would be possible without the working class who makes that wealth. I believe in dignity for all people and expanded democracy, and that includes democracy in the workplace with the right to unionize and fighting for living wages and benefits such as maternal/paternal leave and higher disability pay.

Aimee McCarron

City Council District A

My mom is a nurse and my husband is a doctor and because of both of them, I know how hard nurses everywhere are working AND how they are an integral part of the team of medical professionals in the hospital. I support the nurses at UMC/LCMC because they deserve safe working conditions AND deserve to be paid. I will always support workers right to organize and advocate for better pay and working conditions and while I do not have control over private organizations, I will use my voice to encourage they listen and engage. From a City standpoint though, we CAN make change by setting the example of how WE support our workers and be a model for the private sector - and that is something I WILL do as councilmember. 

Kelsey Foster

City Council District C

I’m the daughter of two proud union members and know what union negotiations and contracts have meant for my own family. Unions are essential to creating a fair economy. They give workers a voice on the job, hold employers accountable, and raise standards across entire industries. I am also a UMC patient, and the nurses of the University Medical Center Infusion Center have saved my life. I owe them nothing less than my full support in return. To LCMC, I would say: respect your nurses. They are the backbone of our public health system, and ignoring their concerns about staffing and working conditions puts patients and the entire community at risk. I envision organized labor as a partner in building a stronger local economy—one that provides stability and dignity for working families. My opinion on unions is simple: when workers thrive, the whole city thrives.

Freddie King III

City Council District C

My message to LCMC is to bargain in good faith and settle a contract that protects patients and retains nurses. Safe staffing, competitive wage and step progression, fair scheduling, workplace safety and violence prevention, training and preceptor pay, and no retaliation for protected activity are the basics that a regional health system should meet. A clear timeline, mediation if needed, and public updates will help restore trust. I see organized labor as a partner that raises standards, improves safety, and reduces turnover while developing the next generation of skilled workers. My view on unions is supportive. People have the right to organize and bargain collectively, and when workers and management meet in good faith the whole community benefits. This reflects my platform commitment to public safety and to a stronger local economy, and it aligns with how I work as a councilman and community advocate who meets with union leaders and honors agreements.

Eliot Baron

City Council District C

Union density is a net positive. A rising tide raises all ships. Keep calm and carry on.

Leilani Heno

City Council District D

Nurses are critical to our city’s health, and I see firsthand the challenges they face because my partner works at UMC. My message to LCMC is simple: prioritize fair treatment, safe working conditions, and competitive compensation, because supported nurses provide better care for everyone. 

I believe organized labor plays a vital role in healthcare and public service by giving workers a voice, promoting accountability, and maintaining high standards. I fully support unions as partners in creating fair, respectful workplaces where employees are valued and empowered.

Cyndi Nguyen

New Orleans City Council District E

My message to LCMC is simple: respect the nurses, listen to their concerns, and negotiate in good faith for a fair contract. Organized labor plays a vital role in holding industries accountable, improving working conditions, and ensuring that employees can thrive while delivering quality service to our community. I strongly support unions because when workers have a voice at the table, everyone benefits—safer workplaces, stronger families, and healthier communities.

Jonathan-Anthony Roberts

City Council District E

To LCMC I say this: nurses are the backbone of our healthcare system, and ignoring their voices undermines not only their rights but the health and safety of every New Orleanian. Respect their demands, settle a fair contract, and honor the dignity of their work.

I believe organized labor is essential to industry in New Orleans. Strong unions raise standards for wages, benefits, and workplace safety across entire sectors, not just for their own members. Organized labor ensures that economic growth does not come at the expense of workers’ dignity or well-being.

Unions are partners in building a fairer economy. My opinion is clear: unions are not obstacles to progress; they are engines of equity, accountability, and shared prosperity.

Rev.Richard S.Bell

City Council District E

Union protect your right and job

Gavin M. Richard

City Council District E

Our nurses and other staff help keep hospitals like UMC moving forward. I certainly support our nurses getting a fair wage and being treated properly regarding their hours. Organized labor ensures the rights, or should I say, should ensure the rights of its workers, and I'm happy to work with them.

Is there anything not covered by this survey that you would like to communicate to AFSCME members, or any pledge response you would like to expand on?

Richard Twiggs Jr.

Mayor of New Orleans

Thank you for your work! Let's take it to the next level! 

Matthew Hill

Council at Large Division 1

Lean Government is pro-worker. It’s not about doing more with less—it’s about doing the right work, the right way, with the people who do it every day leading the redesign. When frontline employees co-design how the job is done, the work gets safer, calmer, and faster—and taxpayers finally get what they paid for.

I’ll enforce what’s already on the books (Civil Service rules, the Right to Organize ordinance, and your CBAs), and then go further: no discipline from uncertified supervisors; a Just Culture model that prioritizes coaching over gotcha; and a public compliance tracker so timelines and remedies can’t be buried. We’ll rebuild capacity in-house with an insourcing-first rule and fund retention (compression fixes, differentials, apprenticeships) by squeezing waste—not workers.

Five clear pledges:

LRA + public clock: real enforcement of RTO/CBA timelines, with a visible countdown.

Supervisor certification: respectful workplace, EEO/ADA/FMLA, Civil Service, CBA application—no cert, no write-ups.

Insourcing-first: transparent make-or-buy tests, AFSCME at the table, clawbacks for vendors who miss KPIs.

60-day hiring + ladders: faster pipelines, compression fixes, credential/lead differentials, and paid apprenticeships.

Joint Lean cells monthly: AFSCME + management fix pain points, lock in Standard Work, and publish a simple dashboard.

Scorecard I’ll own: grievances >60 days down 50%, time-to-hire ≤60 days, critical vacancies <10%, OT down 25% (without service loss), and preventable injuries down 20%. If we’re not hitting those marks, you’ll hear it from me first—and see the corrective plan the same day.

Matthew Willard

Council at Large Division 1

I grew up in a union household. My mom was a New Orleans public school teacher and a UTNO member, and I would sit in the back of meetings doing my homework while teachers organized. That experience shaped my lifelong respect for unions and the power of collective action. It’s why I’ve always stood with organized labor and why I’ll continue to do so on the City Council.

Kenneth Cutno

Council at Large, Division 2

Yes. I want AFSCME members to know that I see you, I value you, and I will fight alongside you. City workers are the backbone of New Orleans, and without your dedication, our city simply does not function. My campaign is built on the belief that “We Deserve” a government that invests in people first, starting with the workers who keep our neighborhoods safe, clean, and running every day.

I pledge to:

Stand with City employees in enforcing the Right to Organize ordinance and collective bargaining agreements.

Fight for competitive pay, fair treatment, and safe workplaces across every department.

Protect filled positions, end unnecessary hiring freezes, and prioritize retention over privatization.

Make government transparent, accountable, and respectful to the workforce it relies on.

This isn’t just about labor rights, it’s about justice, respect, and building a city that truly works for its people. When workers are strong, New Orleans is strong.

Alex Mossing

City Council District A

As a teacher, I strongly value the work of civil servants and am invested in hiring a dedicated workforce to help better the city of New Orleans.

Bob Murrell

City Council District A

I have been uplifting your fight since NOCWOC was formed, and I am incredibly proud to see your continued perseverance through this struggle. Whether showing up at City Hall or submitting comments, I have continued to champion your rights and will continue to be a champion for city workers and all workers in New Orleans. Solidarity forever!

Kelsey Foster

City Council District C

I want to thank AFSCME members for their tireless work keeping our city running, often under difficult conditions. I am committed to being a Councilmember who listens, who shows up, and who works alongside you to make City government a fairer and more effective employer. Together, we can strengthen our public workforce, protect workers’ rights, and deliver the services New Orleanians depend on every day.

Freddie King III

City Council District C

Thank you for the work you do every day for our residents. I will maintain an open door, meet regularly with AFSCME, and publish clear follow-up on issues raised so people see progress. I will support fair pay that reflects the market, predictable cost-of-living reviews, and training that opens career paths. I will protect workers who speak up about safety, ensure access to affordable health coverage and leave, and push for safe facilities and transparent capital work. These commitments match my platform on city services and accountability and reflect my record as a councilman who listens and takes action with the community.

Eliot Baron

City Council District C

I believe in you. Thank you.

Cyndi Nguyen

New Orleans City Council District E

I pledge to be transparent, accessible, accountable and work hard for the residents of District E with integrity, dedication and commitment.

Jonathan-Anthony Roberts

City Council District E

I want AFSCME members to know that I view city workers as the foundation of public trust. When your work is supported and respected, residents receive better services. I pledge to stand with you in enforcing your contract, protecting your rights, and ensuring that city government treats you with fairness and dignity. As your councilmember, I will be an open partner, not an adversary.

All candidates answered “Yes” to our Yes/No questions. Please check them out below.

• Do you pledge to honor AFSCME's collective bargaining agreement? Yes

• Do you promise to have an open door policy with regards to meeting union leaders? Yes

• Do you promise to have an annual meeting with AFSCME to discuss COLA and class revisions from Civil Service? Yes

• Do you pledge to investigate and fix problems that arise concerning management and HR within city departments? Yes

• Do you pledge to require that all individuals promoted to management positions take at least three Civil Service management courses? Yes

• Will you protect workers who refuse to operate unsafe equipment from discipline, threats, and retaliation? Yes

• Will you help sick and disabled employees make informed decisions regarding City and Civil Service rules and paperwork requirements? Yes

• Will you guard against all types of discrimination within City agencies? Yes

• Do you pledge to preserve existing filled positions in the event of a budget shortfall and to remove hiring freezes in understaffed and millage-funded departments? Yes

• Do you pledge to pay all city employees competitively with both the private market and other cities of comparable size? Yes

• Do you pledge to make regular adjustments to salary to reflect inflation and cost of living increases? Yes

• Do you pledge to revise the City’s health insurance costs so that no City employee needs to rely on Medicaid? Yes

• Do you pledge to make the City an employer which respects FMLA and sick leave and does not punish employees for using the leave available to them? Yes

• Will you make the Capital Projects system more transparent to the public? Yes

• Will you focus on regular maintenance of city buildings? Yes

• Will you protect City workers from facilities with unsafe working environments? Yes

• Will you ensure that buildings with “cooling centers” are available to the public? Yes