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United for NOLA Progress Updates and Response Timeline

Updates

Aid Distribution

Timeline

Sponsors

This timeline provides an overview of United Way of Southeast Louisiana’s ongoing response to the New Year’s Day attack, including updates on the United for New Orleans Relief Fund, aid distributions, and collaborative efforts with local and national partners.

While major milestones are highlighted, every day United Way staff have worked behind the scenes to coordinate with trusted partners, raise critical funds, and expedite assistance to individuals and families in need. Starting 1/15, we will provide weekly updates on this page to keep you informed about the progress of our response, including fund totals, distributions, and community impact.

Our commitment to transparency ensures the community remains informed of the progress being made to help those impacted recover and reimagine brighter futures. 

FUND UPDATE

$882,062 Raised, Distributed, and Invested
Updated on 12/18/25

Over 1,000 helped with Direct assistance*
to impacted individuals and partners, including:

Updated on 12/18/25

  • 14 families who lost loved ones
  • 36 survivors with severe injuries
  • 224 individuals present but not injured in the attack
  • 632 hospitality workers impacted by the attack
  • 19 hospitality workers needing emergency utility assistance
  • 6 partner agencies providing direct victim services

*Outreach is ongoing to support families still navigating the recovery process

UWSELA’s response team is working with partners and officials to distribute remaining funds quickly and efficiently based on ongoing needs.

AID ALLOCATIONS*

Fourth Allocation – 8/29/25

$200,000

Funding was strategically distributed to support the resiliency center as a central hub for assisting victims, survivors, and the broader community. Resources were allocated to provide essential services such as counseling, emergency assistance, and long-term recovery programs through the center. This targeted investment ensures that individuals impacted by crises have access to comprehensive, community-based support that promotes healing and resilience.

100% distributed

Third Allocation – 2/5/25

$130,000 

Awarded to Hospitality Cares partnership with Louisiana Hospitality Foundation to provide vital relief to eligible hospitality workers in businesses along Bourbon Street, from Canal Street to Conti Street, that experienced a temporary closure or reduction in hours

100% distributed

Second Allocation – 1/13/25

$100,000

Distributed to Hospitality Cares partnership with Louisiana Hospitality Foundation to provide vital relief to eligible hospitality workers in businesses along Bourbon Street, from Canal Street to Conti Street, that experienced a temporary closure or reduction in hours.

100% distributed

 

Ongoing Grants to Partners Providing Direct Assistance

  • $10,000 awarded to LCMC’s Spirit of Charity Foundation to assist patients with their immediate medical needs, including medication and medical equipment
  • $7,500 awarded to Southeast Louisiana Legal Services to provide free civil legal aid to impacted hospitality workers, addressing issues like benefits, estate planning, bankruptcy issues, eviction defense, foreclosure prevention and more
  • $20,000 awarded to New Orleans Family Justice Center to support NOLA Hub response and long-term needs
  • $25,000 awarded to 504HealthNet’s Healthy Hospitality initiative to support counseling and mental health resources and navigation for impacted hospitality workers
  • $10,000 awarded to 211 to open a centralized support line to help the public access available aid, resources, and crisis counseling
  • $7,500 awarded to the Red Cross of America to support direct assistance through the Family Assistance Center/NOLA Hub

First Distribution – 1/7/25 

$377,000

Allotted for victims, their families, and the Family Assistance Center. Read more.

$53,162

Allotted for individuals vetted by the FBI that were present for the attack but not physically impacted to support mental health and other emerging needs

*$599 cost to purchase the physical gift cards used to disburse aid through Hospitality Cares

UWSELA TEAM OUTREACH

april 3

Developed and released Fund Update and Thank You social reel comprised of the latest fundraising and aid allocation updates, and compassionate messages from survivors and victims’ families. View Video.

January - February

UWSELA responders worked one-on-one with survivors, victims’ families, and Bourbon Street hospitality workers to provide financial assistance. To date, we have assisted over 680 households.  Outreach is ongoing to support families still navigating the recovery process, including obtaining proper IRS documentation for reimbursement.

January 15

Co-hosted a partner meeting with 21 partners in attendance to coordinate efforts as we work to bring resources to those impacted.

January 14

Worked with city officials and partners to determine the best process to provide community members looking for resources. Identified 211 as that resource and are providing them with $10K grant to provide one central line as a referral resource for the city.

January 13

Announced the allocation of $100,000 in financial assistance related to the New Year’s Day attack to affected Bourbon Street hospitality workers through our Hospitality Cares partnership with the Louisiana Hospitality Foundation (LHF). LHF will open and vet applications for aid starting Thursday, Jan. 16, at 9 a.m., providing $250 in vital relief to eligible workers in businesses along Bourbon Street, from Canal Street to Conti Street, that experienced a temporary closure or reduction in hours.

Awarded $7,500 to Southeast Louisiana Legal Services to provide free civil legal aid to impacted hospitality workers, addressing issues like benefits, estate planning, bankruptcy issues, eviction defense, foreclosure prevention and more.
Awarded $12,500 to New Orleans Family Justice Center to support NOLA Hub response and long-term needs.

Awarded $25,000 to 504HealthNet’s Healthy Hospitality initiative to support counseling and mental health resources and navigation for impacted hospitality workers.

January 11 - 12

Staffed the NOLA Hub and provided $46,400 in immediate financial assistance through the hub to vetted individuals that we present by not injured by the attack to help with basic needs.

Represented UWSELA at the Tutti Agency’s United for NOLA Relief Fund benefit concert at the House of Blues. Proceeds will support fund effort to expand existing aid.

January 9

Helped open the new Family Assistance Center, now NOLA Hub, to continue direct service to anyone impacted by the New Year’s Day attack. UWSELA Resource Navigators and staff continue to table at the center to provide assistance, including financial aid.

Launched the United for NOLA Relief Fund update webpage with a response timeline, fund updates, and distributions.

January 8

Convened with New Orleans Department of Health and University Medical Center leadership to determine ways to meet essential needs of impacted families still receiving in-patient care.

Launched partnership with Hampr, a local app-based laundry service, to provide laundry care for those affected. Through this partnership, families can focus on recovery and healing, knowing that this basic, essential need is being handled with care.

Began promotion of the Tutti Agency’s benefit concert supporting United Way of Southeast Louisiana’s United for NOLA Relief Fund at the House of Blues Parish Room on Saturday, January 11 at 7 pm.

January 7

Began the first distributions from the fund to support individuals affected by the New Year’s Day attack.

  • The funds were distributed as follows:
    • Up to $15,000 per family to assist with funeral and trauma-related expenses for the deceased victims
    • Up to $3,500 to each of the injured victims for medical and trauma-related expenses
  • Granted $10,000 to the New Orleans Family Justice Center to provide essential needs to impacted individuals through the FBI’s Family Assistance Center (FAC)
  • The remaining funds will support crisis counseling and other emerging and long-term needs.
  • Drafted and published frequently asked questions about the fund and financial assistance distribution
  • Finalized the financial assistance distribution process in consultation with FBI victim specialists, UWSELA Finance and Accounting team, and UWSELA volunteer tax advisor
  • Distributed the first thank you message to donors and supporters for contributing to the fund and responding to our neighbors in need
  • Began daily tabling at Family Assistance Center with UWSELA’s Resource Navigators and disaster response team member
  • Partnered with New Orleans Pelicans on N💗LA t-shirt release and fundraiser for United for NOLA Relief efforts.

January 6

  • Convened with FBI victim specialist to understand UWSELA’s role in supporting the Family Assistance Center
  • Outlined plans for the first fund distribution and strategy for future distributions to ensure both immediate and long-term needs of the impacted individuals are met
  • Hosted “Support for Hospitality Workers” virtual convening – in partnership with the Metropolitan Human Services District – to gather resources available for mental and financial support
  • Developed and released Notes from New Orleans social reel comprised of encouraging and compassionate donor messages.

January 5

Convened with leadership of the New Orleans Family Justice Center to discuss funding for the organization’s work to support urgent, essential needs of families visiting the Family Assistance Center, including gas, temporary lodging, prescriptions, food, etc.

January 4

Awarded $500,000 from Mrs. Gayle Benson, the NFL Foundation, and the New Orleans Saints to help support our United for NOLA Relief fund and response efforts.

January 3

January 2

  • Published public resource listing on website to create a centralized location for information, services, and resources helpful to victims, families, and those impacted
  • Promoted community blood drives to help replenish blood supply at area hospitals
  • Coordinated fund promotions in partnership with WDSU thanks to station President and General Manager and UWSELA Board of Trustee Mike Neelly.

January 1

Began daily convenings with leadership from the Louisiana Region of the American Red Cross – working in partnership with the FBI – to understand victims’ emerging needs.

Launched the United for NOLA Fund to provide aid to victims and those impacted by the New Year’s Day attack on New Orleans.

VIDEOS

Helena Moreno

Campaign Email:  letsgo@helenamorenola.com
Contact Phone Number:  (504) 655-2878


Campaign Website and Social Media Handles
www.helenamorenola.com
@HelenamorenoHQ  |  @helenamorenola

Commitment: If elected, would you dedicate additional funding in the City budget for early care and education?

Yes.

If so, how would you prioritize it in the budget?

Both in the state legislature and city council, I’ve been a strong supporter of bringing early childhood education to New Orleans. In 2018, we allocated the first $1.5M in city funds for additional seats. As Council President, we doubled that to $3M. I was the lead author to put the pre-k millage on the ballot, providing millions more. I will continue this work as mayor. As for additional funding for pre-k, is there anything more important? We have demonstrated to the public that local government can make progress on this issue with increased resources. There are competing priorities, especially when it comes to drainage, but our kids desperately need pre-k, and so do our parents, who are under pressure to be both caregiver and financial provider.

Commitment:  If elected, will you use your power and platform to advocate at the state and federal levels for sustained early childhood funding? If yes, please describe the specific actions you will take to do this.

Yes.

Every leader at the local, state, and federal levels should be working together to provide high-quality early childhood education to our young people. I will always shout from the rooftops about the enormous benefits of Head Start and pre-k, along with Medicaid, SNAP, public housing, and kids’ programming on PBS. As mayor, I will lead a broad intergovernmental relations effort with constant coordination between city leadership, the legislative delegation, and advocates. I don’t think anyone is listening, for now, but that can change. More broadly, this is why the mayoral election is so important. New Orleans needs to stand on its own two feet. No one is coming to rescue us, so we must be strong in the face of unprecedented economic, environmental, and political headwinds.

Commitment: If elected, will you commit to ensuring our early care and education providers can keep their doors open, grow their business, pay a living wage to their teachers, and help ensure families and educators can continue to afford to live in the city? If yes, please describe the specific actions you will take to do this.

Yes.

Child care providers will have a strong supporter in the mayor’s office when I am elected. Our city hall will serve as a hub, connecting needs and resources, with a focus on streamlining red tape for critical service providers, such as those offering child care. It is not enough to have more early childhood seats; we need quality. Even at current levels of local and state funding, pre-K early education programs exist in an environment where low wages are the norm and facilities are often in disrepair. The current climate at the state and federal levels may preclude additional funds. Yet, at the local level, as I mentioned earlier, is there anything more important than pre-k? We have demonstrated to the public that local government can make progress on this issue with increased resources.

Commitment: If elected, would you commit to ensuring essential local workers – including those in city government – can access childcare through local providers, and that private sector employers do their part in ensuring their employees can access the childcare they need to work, be productive, and grow our economy? If yes, please elaborate on how you would fulfill this commitment.

Yes.

I will always advocate amongst employers and at the state level for a real-living wage that can provide for a family. In workplaces across New Orleans and at city hall, I see parents working double time, struggling to keep up due to a lack of child care. Part of the answer is more public school seats for children aged 6 months to 4 years old. For older kids, I want NORD to do more. A lot more. I have been a leader in expanding NORD’s budget to record highs. Now the goal is to maximize services during non-school hours. Summer enrichment is especially crucial to prevent any backslide. In short, I want to usher in a NORD Renaissance, especially after school. This would go a long way, especially for working parents who need a few more critical hours of support before they can leave work.

Commitment: If elected, will you commit to maintaining this office and protecting these investments?

Yes.

How will you ensure these efforts are sustained beyond your term and are prioritized in future budgets?

Yes. I helped lead the effort for early childhood education with Agenda for Children, and I will commit to maintaining and protecting these early childhood investments. They were hard won, and we cannot lose them. If anything, we need an expansion, which will be the key subject of future budgets, which must balance ALL the city’s needs. The bottom line: we must support families, or else they will simply leave, and New Orleans will not have a future.